Tips for onboarding remote employees

Companies that have recently hired new employees are encountering a challenge they may never have faced before: How do they bring new hires into the fold and give them a proper orientation when so many of their staff — including managers — are working remotely?

Onboarding isn’t something that’s optional. It’s a critical way to help new employees learn the basics of their jobs, understand corporate culture and ensure they have the necessary tools to be successful. Moreover, some businesses have stumbled with the process even in previous times when everyone was located in the same place: A survey from Cezanne HR revealed that nearly half of all professionals (45%) polled stated that after being offered their new role, they heard nothing from their present employer prior to their start date.

It is still possible, though, to onboard staff when the entire team or many of the team is working remotely. Check out these tips for handling this important process virtually.

Webinar: Onboarding new employees remotely

[Music] so I think we're good to go looks like we've got a great attendee list again today for our for our second ever Robert Half webinar so well good afternoon everyone my name's Steve Sully and I'm the director for Robert Hearts London operation apologies to anyone that already knows that and Darden yesterday I think I like to start by saying thank you for your time on the webinar today thank you for your business in the past present if we're working with you today and most importantly thank you for your partnerships despite the unprecedented challenges that Kovac nineteen's presents into both our professional and personal lives it's really encouraging to see the various innovative adaptions in certain areas of the market we've seen a wealth of organizations reacting very positively with rapid changes relating to remote workflow management job function priorities and expectation setting what this ultimately shows us is that they will continue to be the need to onboard new staff and that must continue we're seeing some innovative ideas and creative best practices adopted by our clients many of which will look to cover on this call and hopefully I'll get the opportunity to cover off a few innovative ideas groundbreaking ideas of our own that I'll help you continue with your hiring processes and continue to on or both interim and permanent staff our on behalf we understand what it means to candidates when we find them a job not only from an income perspective from a dignity perspective at times like this and equally we understand how important it is for companies to continue to find and hire top talent so without further ado I probably should introduce our special guest speaker miss Kristen McNamara very very privileged to have her on the call today Kristen's beam with a robber half business for 23 years and she oversaw my my start a half myself 12 years ago she started with the us as you'll see when she starts talking in a second in our Miami branch its moved on to manage multiple lines of business across multiple geographies she actually moved sir to the UK in 2005 and to do my job and run the London branch so as you'll tell in a second very very big shoes to fill Kristen is now the senior director for staff development leadership development and talent acquisition for all 16 of our countries outside of the US so yeah over to you Kristen thank you Steve good afternoon everybody and welcome to our webinar and how to onboard new employees I'm gonna have to beg your forgiveness I am NOT a zoom expert so if I have any issues please I am going to thank you in advance for your patience so my guess is that if you are here today on our how to import new employees remotely webinar you are either hiring a Robert Half employee or hiring somebody permanently through Robert Half or you're hiring a Robert Half consultant or one of our temporaries and I think we also have invited some clients who are also in the process of hiring some individuals and potentially thinking how in the heck am I ever gonna get somebody from my living room to their living room hired and imported and successful and so that is the intention for the webinar today I have to say that if you are worried about how this could possibly happen again from dining room - dining room or with your team dispersed across the nation practically I have to promise you that it is absolutely positive possible and feasible to onboard new employees remotely whilst I have been at Robert Half for 23 years and spent many years in our sales offices around the US and the UK for the last eight years I have worked remotely so I'm in my home office right now I like to think of my other office as Heathrow Terminal five I miss all my friends there who I know very well in security because I spend probably 70 or 80 percent of my time traveling and as Steve did say I do manage learning and development and leadership development 16 countries and so my entire team works from home or they are traveling in plane trains and automobiles and in the last two and a half years I have personally imported three employees remotely so I can assure you that it is absolutely plausible infeasible it simply requires a different approach it requires a little bit more planning so for those of us on the call who maybe aren't the best list makers this might be a lesson in in planning it also requires a really smart use of the resources and the individuals within your organization it also requires a commitment not only to onboarding somebody to be really clear about what their job description is what you're hoping that they're going to achieve but it also requires a real intentional approach to how you want board them into your culture because your culture exists whether you're sitting in a boardroom whether you are sitting by the coffee machine talking about the football scores over the weekend or whether you're all like us on a Zune call your corporate and your company culture still exists and the sooner you could get an employee to feel comfortable and included in that culture the more likely they are to succeed so we're actually going to break down these four stages of I'm sorry we're gonna break down or I'm boarding into four stages these might be slightly different depending on the complexity of the role you know week one might end up being week one and two for you but for for just generic purposes these four stages seem to be the easiest way to walk you through this and so we have post offer and acceptance so that is literally from the day that you decide to make an offer to the day that it's accepted prior to the start date we'll talk about day one you only have one chance to make a first impression and it's even more interesting when you're trying to make that impression while somebody's working if they're Home Office and you might be working from your dining room we'll talk about week one which is going to be a jam-packed week for the new hire and then also weeks two to four because usually after a month someone starts to feel like they kind of have their sea legs within your organization I actually I want to start with a model that for anybody who on the call is a project manager or has a previous life in project management this will look very familiar for those of you who don't know it it's actually the RACI model so it's an acronym for responsible accountable consultant and informed and in essence it's a fantastic tool for project managers but for any type of project or an initiative or goal that you're setting what we would recommend is you list out all the tasks that you would need to get done in order to onboard somebody and then go through who is responsible who's actually the person who's going to actually do that task the next group would be the accountable population this is typically a manager or a leader or a team supervisor and this is the individual who will probably delegate the task assign the tasks and then once it's done make sure that's been done correctly the consulted population this is usually a subject matter expert this might be somebody from IT legal HR finance but somebody with a very specific skill set to ensure that whatever you're trying to do is very likely to succeed and then the informed and this group is excuse me this group is is the population of anybody who needs to be kept in the loop and in essence this would probably be anyone who's going to be working in our case with the new hire anybody who would need to interact with them in order for the work to get done so well when we while we go through sorry while we go through these four stages we're basically going to give you almost like a virtual checklist and when this webinar is done we will be sending out to you a follow-up document and we'll have items from this checklist in there so please don't feel like you need to write everything down but one thing I would recommend is as I go through this checklist and you consider hmm how might I use this in my organization I ask you to think who might be responsible who might I be able to hold accountable is that me who would I need to consult and who would need to be informed and by doing that kind of you end up sharing some of the responsibility because it's it's a lot to bring somebody on board as all of you know I'm sure as leaders but not only to do that from a remote aspect and within current environment that we're in you'd be crazy not to use all the talent and smarts and your organization but you get to delegate work it's a fantastic opportunity onboarding somebody remotely to give some individuals within your team an opportunity to show their desire to be a leader and in essence are using the RACI model you actually end up freeing up some of your own personal time to get some of the things done as well because as we all know there's particularly with permanent placement there's there's a an onboarding period so I'm gonna start with the post offer acceptance and the pre start date and again this is this is could be a week two weeks three weeks with a permanent position this could be up to 24 hours with a with a consultant or a temporary position and I guess my my memo or my my the vision that goes through my head when I see this slide is logistics logistics logistics so you will want to make sure that you have your contract signed whether that needs to be sent through the mail and returned whether that's you know DocuSign or some type of software system whether that's scanning something and sending it back to you and you also want to make sure that you have that contract signed and that you can get the individual who will be working for you Hardware the licensing for the software any data access and getting that submitted to IT and you'll probably want to be able to notify HR for that as well and I think this is a challenge that many companies are having because they might not of the hardware they might not have the VPN support and and Steve if I might if it's okay with you because I know the UK is growing out some support for our customers in this arena so fight if I can ask you to come back and just clarify for me because I think every country might be slightly different yes yeah quite quite exciting stuff really especially is as as a director that's got you know both permanent and interim placements in my world I was very very nervous about how we'd be able to still can mix a place in interims on assignment as quickly as we normally do in getting them up to speed the fantastic thing about our business is that we invested in tablet technology some time ago so everyone has got the ability to work remotely within raaah half what that left is with a surplus of laptops that were there on a shelf ready ready for the next wave of new robber 1/2 employees we continue to grow but obviously in these in these sort of in the current climate what we've done is taken the decision to redeploy those laptops as loaner laptops - to any sort of new starters firm basis that maybe need to get up and run fairly fairly quickly or certainly more so on the interim side of things so we've already redeployed over 30 loaner laptops to interims during Kirwin 19 for them to get set up be on board remotely and start their assignment even more exciting today and I'm not a techie by any means but we invested in AWS which is Amazon workspace which is a very safe secure cloud-based solution where we can offer access to our clients various CRM ERP systems on our loaner laptops - then you know pick up the assignments and run with that and get going straight away so yeah hopefully today we've got we've got a we've got a guinea pig actually with a big big global facilities management business with a candle at the starting tomorrow that will go through that protest but all of the testing so far looks great but yeah for anyone that was maybe considering hiring an interim but wasn't sure how to get them up speed linking with me later give me a show speak to your you know your local and Rob half connection because yeah the loaner laptops and access to AWS now makes onboarding an entry as easy remotely as it was face to face okay thank you Steve so clearly someone's going to be working from home and so whether they're using your hardware or Robert HAP's hardware or potentially their own Hardware making sure that they can access your systems and get their work done is really critical one of the other things that we would recommend is before at the start that an email is drafted to that employee so that by the time they get that laptop an email is waiting for them in their inbox saying welcome these are our company policies you know our working hours you know you might even have a work from home dress code whatever that happens to be and just clarifying any information that they need to feel comfortable so that they will be able to again seamlessly kind of fall into the culture I would also recommend that you send out an email to all of your team anyone that the employee is going to be working with and you probably do this in a physical work environment anyway but you know just making sure that everybody knows that Kristen McNamara will be joining our team meetings as of Monday and she's here to do XYZ for the organization and please help welcome her whether you have a formal mentoring program within your organization or not many companies don't particularly with remote onboarding I would highly recommend that you have a mentor assigned and that that mentor reach reaches out to that employee prior to their start date it could be a 10-minute conversation if you need anything here's my number call me it will be my email address what you would like I guess what I'd like for you to have the option is that you're not the only point of contact for the employee because again they don't the chance to sit in the boardroom and meet everybody and if you have a mentor that they can talk to they can go and ask them questions how do I get this done what do I do if I get stuck here versus constantly going to their supervisor who's obviously trying to work as well I would also ask that you or recommend that you pre populate your candidates employee calendar with all team meetings any meetings that they they'll need to have with other functions when their supervisor I would also suggest that before they start you put in one-to-one meetings where they individually meet with anybody else on the team or anybody else that they're going to work with so they get to really build some of those relationships and I'd also would recommend that you time block for them to have some training it doesn't have to be extremely robust particularly if it's a temporary who might be with you for a month and they have a very specific job description whether that training is how to get into our systems or you know very simple training versus sometimes you have an onboarding training from HR but booking that time and for that person before they start will make day one so much easier so if they if the previous to the start date is all about logistics logistics logistics onboarding and day one is about expectations expectations expectations and so I'm gonna go through probably about six or seven suggestions that we have I think that this is a day where you probably gonna want to block off you know whether you start at 8:00 8:30 or 9:00 I would highly recommend that you are the first person that individual has a conversation with that day and then if you have pre-populated their calendar again you'll have some time to interact with them and set expectations but you'll also be able to hopefully have them speak to some other individuals other than the company have them have a meeting with their mentor so that you get some time to actually do probably some of your other leadership roles and responsibilities this probably would have been covered in the interview I certainly hope so but you know review the goals of the role and the job description and not just what that individuals here to do but if you can connect what that individual is doing on a daily basis with the overall health of the organization the company mission the values the goals that puts a lot of purpose behind what someone's doing and particularly when someone's working from home and they don't get you don't get to read their body language the more you can connect sometimes may be arduous a repetitive work or one small part of a large overall process if you can connect that with a bigger picture I think that creates a lot of meaning and a lot of commitment in the employee to the organization you also might want to conduct a products and service review so you know for example at Robert Half we go over every single line of business that we have we go over a company history and as you probably would do this in a physical office as well it just you know when someone's sitting on their sofa or sitting in their office at home you want to make sure that they are starting to feel although included in the culture I would also weaken from expectations what's expected of the employee whilst they're working at home that might mean that like you know from 8 to 12 and 1 to 5 I need you to have your phone by you I need to be able to access you that might also include what the employee can expect from you I'm going to give you your support promised I'm going to give you training I'm going to make sure you connect with the people on your team but that those expectations are really critical on day one I'd also break down some of the tasks of their job description somebody might have a 30 line item job description there might be a template 5 line item job description if you could actually just highlight for all I want you to do this week is get comfortable but X all I would like you to do for the next two days is make sure that you go capable to do XY and Z that just breaks it down for the employee a little bit and then I would again jointly schedule at least two one-to-one check-ins with that employee you might actually want to have three you might want to include the mentor in there but those daily check-ins I think are really important they can be 5 10 15 minutes maybe it's 8 o'clock and 12 o'clock maybe it's 10 o'clock and 3 up 3 o'clock or 5 o'clock but those meetings I humbly suggest from my own experience as a promote employee for many years my bosses in California she's never missed a meeting without you know unless it was an extreme situation where she couldn't make it so you know he set the meeting keep the meeting and be really clear about what you want to check in on so that they come prepared to that meeting as well I would also try if you can to provide work charts and department overviews again what we want to try to do is embrace this person into the culture and the more that they can start to talk to these individuals individuals without having to feel like they have to go through you I think the the more they'll start to just feel a little more independent and be able to work on their own and then again on day one please if you can set up those one-to-one meetings where it's just them and their colleagues where they can get to build those relationships obviously we need to make some time to make sure that they have all the systems needed to be successful in their role and as I said earlier if you think of the RACI model this does not all have to be on you there will be people within your team they'll be subject matter experts there will be people from mighty that you can delegate this to and you know little things that might take ten minutes that would mean nothing more than 10 minutes to somebody else would probably mean the world to that new employee okay so our onboarding during week one you might be shocked when I say this but I'm going to come back to the RACI model so if it works you know if it ain't broke don't fix it right so where we use the phrase C model in the pre the preparation and day one what I would actually recommend that you do here is you utilize the RACI model with your employee during week one I would try to find some time where you go over the Job Description again and I would line-item all of those in priority of most important and most urgent down to least important and least urgent and that I'd ask and I review with the employee you know who's responsible for this did that you know do they feel come taking responsibility for this might they be accountable for it and they need to work with other people who need to do the work for them or if they're responsible for something but they need to actually be accountable to maybe somebody else in another department or another function do they know who that person is so I would go through again every line item in the job description and just try to see it to confirm responsibility accountability do they need to consult with other people within the organization or are people that actually going to be coming to them to be consulted and then who might need to be informed on what they're doing I think for every organization there's a definition of urgent and important and so to be able to prioritize during week one the most important and urgent tasks I think it will really create a certain level of comfort for that employee a certain level of direction and also a certain level of autonomy because really what we want to do this week is help them feel as autonomous as possible as quickly as possible so defining urgent for example in Robert Half urgent literally means right now if Steve were to call me and say Kristen I have an urgent need I would try to drop everything I could to help him in my husband's organization that means probably tomorrow so really defining urgent defining important and making sure that that is crystal clear those expectations as I said are really important because without that clarity from the supervisor or the leader three things might happen one the employee just basically uses the same urgent and important definitions from their last organization to they try to be so valuable that they potentially rush work and could potentially step on toes or three my biggest fear is that they don't want to step on anybody's toes and they just wait for direction and again when we're in this remote situation that will feel like wasted time so I want to try to avoid that for you if possible week's q24 so you'll see a scale it's not a scale of justice it's meant to show a balance I think this is where we start to balance the personal check-ins with the professional check-ins you'll know by this time you know the competencies that are there the skills that are there I think you know that you'll know the person's character a little bit more they'll start to feel a little more familiar with the individuals that they work with and again the culture is forming and it's there whether we're on a zoom call or were in a board meeting but what I would humbly suggest is you start to move away from the maybe two or three times a day check-ins to maybe once a day check-ins ideally one of the things that we do at Robert Half particularly when we're onboarding somebody in fact in the first quarter but it's kind of the best practice that we have which I have kept myself in the role that I'm in now is weekly check-ins with people and keeping that time in making that time where you're really balancing the focus on how are you developing as an employee let's look look at your work let's look at your contribution I think the best recommendation I have for that meeting and again it's probably a 15 20 30 minute meeting is that you take the same amount of time prior to that meeting to prepare another acronym that I love very much is the SWOT acronyms those strengths weaknesses opportunities and threats for strengths and weaknesses if you can come to that meeting prepared that weekly meeting with you know your strengths and weaknesses for your skills your knowledge your expertise and and being able to give that feedback to the employees really important in getting that feedback with opportunities I look at how we can capitalize on their productivity on on their knowledge and are they sharing that knowledge within the rest of the team or the organization and threat sounds a little threatening but really when we say threats I think what that really means is looking at what could derail the person they're sitting on their couch they're trying us as are sitting in their office and trying really hard to contribute but sometimes there's that isolation at home and they're they're new some of these employees may never even have been inside the four walls of your headquarters and so what could possibly derail them from feeling confident from staying focused and from staying productive so during those weeks two to four you want to try to move away from the are you okay you okay you're okay where they start to floating you with some of that information in those meetings and actually holding them quite accountable so if we tee them up with all the the legit the logistics that they need to be successful the training the networking the org charts the racy model and all of the systems knowledge that they need we're extremely clear about the expectations and the accountabilities I think what happens in week two to four is we start to get a much more comfortable and relaxed employee I think at that point we're kind of actually Steve we're almost back to you in a second here but I guess my closing point and Steve I guess over to you in a second but you know it's just a crazy to me and I think it feels very hard I think to work from home right now because quite frankly we have had no choice the choice of going into an office has been taken away from us and I know any of my colleagues who work with me will know I've had my good days in my bad days because I'm not somebody likes to be controlled or told what to do for sure but I think if we can look at this time as a moment in time that's actually going to force us to consider how we work remotely how we work flexibly how we deal with ambiguity this is a crash course for leaders around the globe on how we deal with ambiguity and we can either fail or we can really try to innovate from this so I think from the frustration if we work together and learn together I know Steve you spend a lot of time talking to your clients about what they're doing and try to take best practices ensure that with your other clients I think this is just one example of how we can how we can innovate through our frustration and not let the fact that we are all working from home prevent us from running our busy is getting people opportunities and impacting our communities and I think you know even the way we look at how we source candidates for our clients has changed so I guess with that Steve I'm going to hand it back to you for your closing comments and and any thoughts you might have on on what I've said yeah no that was brilliant Kristen and I'll close out in a second and give you the credit that you absolutely deserve but I think you could finished on a very very poignant point there because I think you know raba half and and you know all of the teams that I've that I've ran across my 12 years have always prided ourselves in in delivering the you know the best of the best candidates but in in business as usual circumstances that tends to mean the best the best candidates that were there in a within a certain geography surrounding a client some of their they're actually able to make that can even get to work within a certain time frame what's been quite exciting and might sort of lay down how we how we work moving forward is that we can now genuinely offer the best of the best candidates or the best of the best within a certain talent pool across the across the entire UK or maybe even globally we've had a couple of really real life examples where a couple of our candidates are answered the antipodean candidates that were here on visas that maybe you're a bit spooked and kind of ran back to Austria Australia New Zealand to be with their families and their friends we've actually managed to keep them working on assignment on assignments here in in in London we actually placed a payroll er pay royalty to be in demand at the minute with the amount of sort of pay and benefit changes there are and the furlough scheme etc that pays the payroll er and it again in a London assignment thus based up in Edinburgh and that never would have happened so I think that's been really really eye-opening and to me and I think the other the other exciting thing that I've seen sounds a bit of self-pity now this is true true story is that yesterday we closed down a full end-to-end meet process in process for an FD for quite a significant organization there was a key critical hire I never thought anyone looking at Ft level would accept the role without sort of looking looking at their new manager in the whites of their eyes I'm in more of a formal meeting or walking around the offices but with technology like this and and both parties fully briefed snivel three parties including ourselves and bracing it it just shows what what what magic can can get done so yeah I suppose I just a couple of closing comments for me Kristin as always this is why your favorite thought the the content was was absolutely spot-on and very very relevant I think will be building upon upon upon your content and get more of this stuff out very very soon delivery as always brilliant so a big big THANK YOU to you thank you to everyone who's attended the webinar today as I said we had a fantastic attendee list there are going to be more webinars I think I said it yesterday never did I ever think Kristen's probably in the same boat as me that I would ever be presenting a webinar especially with the face to radio but no I think this we're going to be getting more content together we've adapted really quickly you know as I've mentioned the AWS and the little laptop stuff from a more operational perspective but also just giving clients at a time where maybe hiring isn't the priority and sort of taking stock of everything you've got is getting more relevant material out to you guys and adapting to your needs and requirements as quickly as we can so on on that and really importantly everybody on the call today your everyone that registered will be asked to give us some feedback on on how you thought today's webinar when and probably more personally what you want to hear about we've got an amazing best-in-class learning and development team that's not a plug for you crystal I promise because it's the truth but they're all set and ready to write new material and deliver more material as and we as and when you need it as also evalute candidates and clients everyone will get a copy of the the link as well on email today so you need to listen listen back over the webinar to some of the key points around the RACI model or forward that on to other key members within your organization and might benefit from it we're actually going to repeat the route the webinar again next Wednesday and repeat yesterday's webinar next Tuesday as well so touching with your key contact or other half and they'll make sure they can give you access or anyone else in your team said and I suppose that just brings me to say lastly again thanks again Kristen you you were amazing today and pulling this together so quickly and yeah stay safe stay in and wash your hands everyone good afternoon enjoy a life that's deep

We understand the vital role filling critical vacancies can have on productivity, operational resilience and importantly, team morale. But you might be asking yourself how you can manage the onboarding process when everyone is working remotely or hybrid. As we continue to face new challenges every day, we wanted to take one of those challenges off your plate.

Kristen McNamara, Senior Director of Staff Development shares insights on:

The logistics needed for a successful remote onboarding
Embedding the company culture beyond the job description
How to understand the new hires motivations, areas for development and career goals

1. Invest in the right technology

Your company might be providing a laptop, phone or other office equipment to your new remote employees. Be sure to send these items to them ahead of the first day.

Leveraging technology such as email, virtual meetings and internal platforms where content can be readily accessed is crucial. The most common issue when onboarding is not having everything in place for a new hire’s arrival, with almost a third of professionals surveyed (28%) stating they were missing a computer.

While new employees interact extensively with the person conducting the onboarding process, it can be difficult for businesses to pull other team members away from their daily tasks to meet with the employee. Onboarding from a distance only exacerbates these challenges, as it’s even harder for remote employees to forge meaningful relationships with their peers and manager without face-to-face contact. Used effectively, video conferencing software such as Microsoft Teams or Zoom are logical solutions to this problem.

Related: Robert Half’s remote staffing solution can help you find the best technology solution so your new hire can work securely from home, including offering a secure virtual workspace, VPN or a laptop provided by Robert Half.

2. Set realistic expectations

Many professionals drawn to telecommuting options are incredibly hardworking and self-sufficient. However, remote employees may feel a need to prove they’re putting their nose to the grindstone to maintain visibility. Some individuals may consequently begin to experience burnout or feel unappreciated in their attempts to be seen.

Managers can prevent these issues from occurring by setting schedules that work best for the individual and developing routines for new hires from the start. When remote workers know what’s expected, they’re more inclined to give themselves room to recharge and participate in meaningful ways.

3. Encourage a supportive team culture

If an organization consists of multiple locations, it’s beneficial for the new hire to meet people who make key departmental decisions or colleagues they might be working with. In the Cezanne HR survey, 20% of professionals polled said they felt frustrated or ignored on their first day with 24% stating they would have appreciated more regular check ins with their managers.

A great way to make remote employees feel included is to invite them to a virtual team meeting. This can provide valuable insight on how team members interact, what a typical day looks like and how the organization operates. Additionally, assigning them a mentor they can meet with via Zoom, Teams or FaceTime shows new hires how much the organization supports their personal development. It also provides both parties an opportunity to get to know each other and form a successful partnership.

4. Create a coaching plan

Managers should take the opportunity early on to build a relationship with new team members and help them understand how the team and company are organized. Schedule frequent and regular check-ins, and keep an eye on how your new hires are doing.

Keep in mind that, if they’re struggling, they may keep quiet about it because they want to be viewed as competent. Ask your remote employee a few open-ended questions to allow for clarification and to check for any confusion. Plan a weekly meeting to answer their questions, dive deeper into job expectations, discuss more about the company and team culture, and chat about their priorities and goals.

Telecommuting can be a challenge for those used to a traditional workspace, so managers need to make sure new virtual hires can hit the ground running on the first day. In an uncertain time, it’s even more important to keep the lines of communication open and provide opportunities for questions and feedback. Remote employees who feel connected to their team and organization are more motivated to make positive, tangible contributions.

Learn from Robert Half’s expert recruiters so you can build a talented team of employees or advance your career. Operating in over 300 locations worldwide, we are one of the leading recruiters in London. Robert Half can provide you with assistance where and when you need it.

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