While I can agree that starting as a new hire can be daunting, there should not (theoretically) be a case where a single colleague stonewalling a new hire is a problem. At least in an org set up correctly for remote work. Smaller teams (or those with a single decision maker) are more susceptible to failing this, but thats a management problem that needs to br highlighted and addressed. And requires management to be actual people and process managers, and not psuedo manage by following some random guides and ticking off items on a checklist and "managing" by graph/stat outputs and only attempting to make some dashboard green, lines moving in the direction etc.

As for allowance of some slack, yeah, theres possibility for that to happen. But management doesnt need to be intrusive: what does anyone care if some employee is working a 2nd job for example? Does anyone care how their colleagues or staff spend their time away from work as it is? As long as their work is done within acceptable timeframes (or there is reasonable limiting factors preventing it) , its of sufficient quality to meet expectations, and they meet expectations of availability, what they do in their spare time is none of anyones business. In other words, so long as someone is not breaking company requirements/policy (which would include working on competing products, etc), whether they hack away on side projects, volunteer their time somewhere, work a 2nd job, do nothing... it doesn't particularly matter. Management only needs to measure performance relative to the org's expectations of performance for that position, and timeously address any concerns if need be. Theres no need for the org to reach beyond whatever is agreed to for that role.