The Inside Track is a confidential programme for your international employees through their whole first year at your company. One consistent conversation partner from outside, from before day one to the twelve-month mark.
The conversations with each employee are confidential. That gives the best possible basis for a good start.
Book a 30-minute call about your teamThirty minutes to see whether this makes sense for your company. No obligation.
Onboarding and inclusion figures: Copenhagen Capacity, Expat Survey 2025. Five-year figure: City of Copenhagen, Nøgletalskatalog 2025, cited in the same report.
Every international you hire arrives with questions they do not feel they can ask their new manager, their colleagues, or you.
Why is everyone gone at 16:05? Was that feedback, or was that small talk? Am I allowed to disagree in that meeting, or did I just damage something?
No onboarding checklist covers any of it, and asking internally feels like admitting you do not belong. So they stay quiet, misread the culture, and start looking elsewhere, while everyone around them assumes onboarding went fine.
And the questions keep coming all year, they just change shape. Month two is about reading the room. Month six is about whether they still want to be in it. Your onboarding programme ended long before that, and the person who could have told you what was wrong has stopped asking.
By the time it surfaces in a resignation letter, the reason has usually been rewritten into something more polite.
Seven meetings with your employee across twelve months: five sessions over the first months and two follow-ups, where we catch the critical challenges that come up.
In the first session with your employee we start from a personal profile and look at which strengths and which professional identity will help them in the role, in the team and in your company. We talk about expectations, and they get the chance to ask the questions they have before they start.
As they start their new tasks and responsibilities, questions come up that they do not feel comfortable asking in-house. We take those on in this session.
Before the third session we collect the manager's expectations of the employee, and what success looks like six months in. That can be a short conversation or a short form. It is the starting point for the third session with the employee, where we look at whether there are large gaps, and at how the employee can raise them with their manager themselves. What comes in is the manager's expectations. What the employee says stays in the session.
This is where the challenges can start to appear. Misunderstandings in communication, among other things. That is why this meeting matters: it supports the employee in being open about any problems that would otherwise stay out of sight.
By now the employee no longer fears being let go during their probation period. So we also start looking at how they are doing in the rest of their everyday life. If they have a partner, this is also where we tell them about Spouse Support, which you can offer them.
A follow-up with the employee, where we check that everything is as it should be, and whether there is anything they need advice and support on.
A final follow-up, where we check in on where the employee is, and on how they can best move forward with their career inside the company.
Plus an in-person intro meeting with your company before the employee starts, so the programme fits how you actually work and the manager hears your unwritten Danish standards said out loud.
There is also ongoing support for the employee between the meetings.
Whether your employee's partner has work has a large influence on how the family settles in Denmark and on whether they choose to stay in the country. So we also make it possible for you to offer your employees Spouse Support. It is a programme where we help the accompanying partner with their job search.
City of Copenhagen register analysis, cited in Copenhagen Capacity, Expat Survey 2025.
We are independent and external, and a confidentiality contract comes as standard. Your employee has one consistent conversation partner from outside. Your company knows the programme is running. What is said in the sessions stays in the sessions.
That independence is the entire mechanism. Your employee can say the things they cannot say to a manager, a mentor, or an HR business partner, and get an honest answer about Danish work culture from someone with no stake in the internal politics.
A buddy scheme cannot do this. Neither can a manager, however good.
You ran the search, you defended the salary band, you built the onboarding plan and you checked in at week six and were told it was all going fine.
Nine months later the resignation arrives. The exit interview is courteous and gives you almost nothing. You are left rebuilding a role you had already filled, and you still do not know what went wrong.
Through the programme we work with your new employee so it does not get this far. We equip them to handle what is new, and to raise it with their own manager when something goes wrong.
Budget for this the way you budget executive onboarding coaching or confidential external employee support. Those are the comparable lines, and this sits below both of them. Cultural training and relocation services solve a different problem.
That covers the in-person intro meeting with your company, the personal profile and the session before day one, four sessions across the first 90 days, two follow-ups at six and twelve months, and access to ask questions in writing as they come up. One seat, one employee, no minimum and no ongoing commitment.
Replacing a specialist costs far more than offering them a programme that helps you keep them.
One retained hire pays for the programme several times over.
Diana Lund Nordstrøm has spent years walking internationals into Danish workplaces, and she built The Inside Track because the market only ever supports them up to the contract signature.
Danish employers lose their international hires somewhere in the first year, usually without ever hearing the real reason. The recruitment went fine. The twelve months after it are where we work.
A buddy or mentor sits inside the organisation, which means there is a limit to what your employee will say to them. We are external and bound by a confidentiality contract, so the questions that feel too risky to ask internally get asked and answered. Internal schemes are valuable, and this does something they structurally cannot do.
No. Your company knows the programme is running and that sessions are taking place. What is said inside them stays there. That confidentiality is what makes the employee willing to be honest, and it is the reason the programme works. If your company buys more than 10 programmes, anonymised insights can be gathered if you want them.
Yes. Starting before day one is ideal because it catches the first impressions as they form, but the programme works for anyone in their first year, and it is often most useful for someone who has already hit friction and cannot name why. We still begin with the profile session, wherever they are in the year, and fit the rest around that.
Then they should not do it. This is offered as a benefit. It is presented to the employee as something the company is providing for them, confidentially and with no reporting line back, and they choose whether to take it up. Whether they say yes or no goes on no record.
Yes, and single seats are how most companies start. There is no minimum and no ongoing commitment. Smaller companies often feel a single departure harder than large ones do, because there is no bench to absorb it.
English, delivered online. We are Danish and work in both languages, which is part of the point: we can explain what a Danish manager meant, in English, to someone who has just encountered it for the first time. The intro meeting with your company happens in person.
Because that side of the move has a large influence on how the family settles in Denmark, and on whether they stay. It sits outside the programme with your employee, so we offer it separately: Spouse Support, where we help the accompanying partner with their job search in the Danish market. You can add it to a programme where that makes sense, and we take the price on a call.
From 24500 DKK ex-VAT per employee for the full first year: an in-person intro meeting with your company, the personal profile and a session before the employee's first day, four sessions across their first 90 days, two follow-ups at six and twelve months, and access to ask questions in writing as they come up.
Thirty minutes. No obligation.
For whoever owns onboarding where you work.
Book a 30-minute callIf we decide to work together, we go deeper on your organisation before any employee sessions begin.
Have you just started at a Danish company yourself and want this without going through your employer? Email us rather than booking above, and we will send you the individual option.