["Human Resource Development Quarterly, EarlyView. ", "\nABSTRACT\nThe COVID‐19 pandemic forced organizations to adopt remote onboarding for new employees, which involved fewer interactions with insiders compared to traditional in‐person onboarding. Using socialization resources theory and membership ambiguity as theoretical frameworks, this study explored how newcomers onboarded remotely perceive and describe their transition into organizational membership and overcome challenges in accessing necessary resources for adjustment. Thirty semi‐structured interviews were conducted with participants who joined an organization remotely between June 2020 and September 2021. Despite achieving job proficiency, remote newcomers often faced membership ambiguity due to a lack of connection with insiders and the organization. They generally found insider support insufficient and engaged in proactive behaviors to compensate, aiming to master their roles and assert their membership. The findings highlight insider support as a central resource in remote onboarding and suggest that support should be provided earlier to equip newcomers with social capital resources. Furthermore, the findings suggest that, while newcomer initiative in remote socialization is expected, socialization agents must discern whether their proactive behaviors result from insufficient insider support or are driven by the support already provided. The study offers theoretical insights into the dynamic nature of newcomer proactivity and insider support, along with practical implications for remote onboarding.\n"]