| Summary: | When an employee joins new workplaces, an introduction is made to get to know the new organization. In 2020, the pandemic affected this introduction for new employees, and it was moved from the workplace to the home. This study aims to investigate how organizational socialization strategies in the manufacturing industry have affected new employees' expectations of social and cultural reality when boarding takes place online. The study concerns research in organizational culture and knowledge dimensions and socialization strategies, which helps new employees understand organizational socialization to respond to the study's identified problem area. The research uses primary and secondary data, which is largely obtained through semi-structured interviews with two HR employees, two managers and two new employees from two multinational companies, Hilti (Company A) and Johnson & Johnson (Company B) and secondary data obtained from the chosen theory and selected using non-probability assessment The empirical results presented responses to the organization culture of business organizations , integration process, socialization activities, challenges in recruiting new members and the potential to employees remotely. The analysis of empirical results is divided into three sections, respondents' perceptions of the company's social and cultural reality, organizational socialization strategies and organizations for community organizations. The results show that online on-boarding of new employees is affected by the distance between the business and the new employee. The study shows that integrating new employees via online on-boarding has a negative impact if they are carried out through a social process as the study shows that shortcomings in the ability of new employees to embrace organizational culture, men who it is difficult to be with the organization as a new employee when online on-boarding takes place.
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