Corporate Integration Processes: Lessons from the Covid-19 Crisis

This article examines the challenges of integrating new employees into a company in an environment where remote work is growing significantly. The reference situation is the COVID-19 crisis, seen as a case study. To describe the process as accurately as possible and to identify areas of diligence, we use a mixed method based on 51 questionnaires containing numerous open-ended questions and eight semi-structured interviews. The descriptive part of our analysis allows us to focus on the link between the degree of experience and the proactivity of newcomers. It also reveals the differing expectations that newcomers may have regarding what integration should entail. Applying methods from Grounded Theory, we have identified five key areas for companies wishing to effectively integrate their collaborators. The article concludes with the need for companies to return to implementing integration tactics and devices and make the process less dependent on employee proactivity. To continue, it seems crucial to focus on further research for a better understanding of what each individual expects from integration, particularly when new generations are concerned. Implications for Central European audience: In today's fast-changing environment, the swift integration of new employees is increasingly becoming a key success factor. However, the rapid growth of remote activities within companies presents a new constraint that must be considered. Additionally, it is essential to recognise that newer generations may perceive the integration process itself differently or may be less willing to invest effort into it. This research represents one of the first inquiries into this emerging issue.