The first weeks decide
New staff from abroad arrive without a safety net. They know neither the authorities nor the routes, and often the language only in outline.
What is routine for local staff takes real effort from them. Opening an account or arranging an appointment becomes the task of the day.
Companies that guide this beginning lose far fewer people later. The effort falls due once, the effect stays.
Much of it is not a question of money. It is a question of responsibility, time and reliable agreements inside the company.
Settle responsibilities beforehand
The start rarely fails for want of goodwill. It fails because nobody is clearly responsible.
Set out before the arrival who takes on which task. Human resources, the line manager, the buddy and payroll have different roles.
A simple list with task, name and date is enough. It hangs in the office and is ticked off point by point.
Keep a stand-in ready. Holiday and illness must not bring the start to a halt.
Before the arrival
A good deal can be settled before the first day at work. These points have proved themselves.
- Name one fixed contact person in the company
- Settle housing and the journey, arrange to meet the person on arrival
- Write an induction plan for the first weeks
- Inform the team and prepare them for questions
- Lay out work clothing, tools and access badges
- Note the dates for the registration of address and the bank
Official steps in the first days
The start is also a march through the offices. Knowing the order shortens it noticeably.
- Register the address, with the confirmation of the landlord
- Apply for the residence permit at the foreigners authority (Ausländerbehörde)
- Wait for the tax identification number
- Choose a health insurance fund and register
- Apply for the social insurance number
- Open a bank account
- Have the foreign driving licence transferred where it is needed
The first day at work
The first day should not open with a pile of forms. A calm tour with somebody at their side works better.
- Show the site: changing room, break room, toilets, emergency exits
- Introduce the team and let the names be written down
- Explain working hours, breaks and the shift plan
- Give the safety briefing in a form that is understood
- Fill in the payroll papers together
- Walk or drive the way to work once together
Language at work
Language is the biggest lever for everything that follows. It decides safety, quality and belonging.
A course only works when there is time for it. After a long shift little strength is left. Fixed hours during the week and a quiet room work better.
Inside the company plain language helps. Short sentences, clear terms and pictures in instructions. Safety briefings should be given in a form that is genuinely understood.
Small steps carry a long way: a sheet of terms at the machine, pictures on the wall, fixed words for recurring tasks.
Integration in the team
A buddy system is the simplest measure that works. An experienced colleague accompanies the first weeks and answers the small questions.
Clear rules help everybody. Breaks, holiday, sick notes and the tone of dealings belong in writing and in plain language.
Conflicts usually grow out of misunderstandings, not out of ill will. Asking early and allowing feedback in both directions settles them in a few minutes.
What new colleagues need
Seen from the people who arrive, a few points count above all. They are remarkably plain.
- One person who is responsible and stays reachable
- Promises that are kept, above all on pay
- An understandable explanation of the payslip
- Help with authorities and post, at least at the beginning
- Contact outside work, through colleagues or local clubs
- A prospect: recognition (Anerkennung), further training, promotion
Using the probation period
The probation period is not a waiting period. It is the time in which expectations can be sorted out.
Agree fixed conversations and record the results briefly in writing. Talk about performance, language and working together.
Say plainly what goes well and what is still missing. Somebody who only hears praise is taken aback by criticism at the end.
Bring in a translator where delicate points come up. A misunderstanding in such a conversation has a long echo.
Family and surroundings
Anyone bringing their family over needs more than a job. Nursery, school and a language course for the partner decide whether they stay.
You do not have to organise this yourself. Naming the right offices and allowing time for appointments already helps.
Staying instead of moving on
People who leave rarely leave because of the work. Loneliness, the housing situation or the feeling of standing still weigh heavier.
Two conversations, after the first weeks and after some months, bring such matters out early. Ask about family and housing as well.
Where recognition, a language course or family reunion is due, a clear plan helps. It shows the skilled worker that their path in the company goes on.
Reckon with approaches from other firms too. Somebody who feels seen and knows the next step moves less often for a small difference in pay.
Our part after the arrival
Regalis prepares the candidates for your company and stays reachable for both sides in the first months. We translate where things get stuck and follow the open steps in the procedure. Induction and day-to-day leadership stay with the company.
Frequently asked questions
How long should the support last?
Experience shows the first three to six months are decisive. After that, fixed dates for a conversation are usually enough.
Who pays for the language course?
That is a matter for negotiation. Many companies carry the cost or give working time for it. A written rule prevents argument.
What helps with language problems in the team?
Plain language, clear written procedures and a buddy solve most cases. On safety matters a translation should be added.
Can we help with visits to the authorities?
Yes, and it pays off. Going along to the registration, the bank and the health insurer saves missed appointments and builds trust.
How do we handle religious or family matters?
Deal with them plainly, within what the company can do. Reliable rules on holiday and shifts help more than exceptions in single cases.
Please note
This article gives a general overview as at the date of publication. It is neither legal advice nor advice on employment law. What counts is the individual case together with the rules that apply in your company.