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This study focuses on the effects of remote onboarding experienced by new entrants to a hotel management school during the Covid-19 pandemic and the resources that can be mobilized to deal with it. By comparing two cohorts of 200 new entrants, one enrolled before the Covid-19 pandemic and the second starting in a largely remote organizational functioning, it highlights the deleterious effects of remote onboarding on satisfaction, emotional exhaustion and intention to continue, but not on organizational identification and commitment. Entry conditions modulate the beneficial effects of proactive behaviors, insofar as the latter are less beneficial when the socialization process takes place at distance. Our study finally shows that proactive behaviors mediate the relationship between self-expression versus facade of conformity and indicators of adjustment at work. This study offers some avenues to mitigate the risks of remote onboarding for the organization and for the newcomers.