The Digitization Imperative

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6 tips for remote hiring success

By Sarah K. White

The COVID-19 pandemic has not only shaken up business as usual, sending large portions of the workforce to work from home, it’s also pushed companies to hire from home. Recruiters and hiring managers are now faced with the task of vetting candidates remotely, a challenging prospect for many organizations and roles, especially for technical interviews or for establishing a culture fit. While there are obstacles to this “new normal,” some companies have found positives in the new hiring process.

If your company is one of the many that will be hiring virtually, even temporarily, moving forward, here are six tips to help smooth the transition and ensure a strong candidate fit.

Bring structure to the process

Jocelyn Lai, director of talent acquisition at Duolingo, says her team had just 24 hours to completely revolutionize the company’s hiring process after the COVID-19 lock downs went into effect. Part of that included building out a structured process for recruiters and candidates to follow while the company continued to ramp up hiring.

Lai recommends establishing a quick guide for instructing candidates on how to run through their video and sound equipment ahead of time in case there are any compatibility issues and to give them a general sense of what to expect. The same goes for your recruiters, she says. Make sure everyone is using the same video conferencing software, that they have all the resources for quality video calls and that they are trained on any software or services you may use to conduct any technical interviews.

Bringing structure to the process not only helps your recruiters be effective, but it also alleviates potential added stress on candidates. Candidates may feel more anxious or stressed about a virtual interview, especially if they are new to the process. By “over communicating” with candidates, you can help them feel at ease, which will help avoid any potential performance issues during the interview, Lai says.

Re imagine the technical interview

Technical interviews can pose a unique challenge during the virtual hiring process. Engineers who are used to using physical white boards for technical interviews may have to embrace Google Docs or a third-party service such as HackerRank or CodeSignal. It’s important to take into account any potential limitations of your setup — and to consider giving candidates a chance for a do-over if they’re new to virtual technical interviews. Let candidates know in advance how you plan to conduct technical interviews — again, communication is key in helping ease anxiety and to get the best out of your candidate.

Embrace a new pace

While the current situation isn’t ideal, plenty of companies are finding positives in this new employment landscape. Orkideh Shahidi, vice president of people operations at SADA Systems, says her team had already conducted some virtual interviews prior to the lock downs, but the company’s recruitment process has now moved entirely online due to Covid-19.

One benefit Shahidi has noticed is that, with recruiters and candidates working from home, recruiters are no longer vying for meeting rooms or conference lines, and candidates also have more availability. More over, SADA hiring managers no longer have to wait weeks to schedule time to fly a candidate in for an in-person interview if they’re in another state or country.

“Candidates don’t need to rush to their cars to take a call and we don’t have to wait for them to take a day off to fly over here. It makes the interview process and the hiring process a lot faster,” says Shahidi.

Adjust your outlook on perks

Perks and benefits are big draws for tech candidates. Tech giants like Facebook, Microsoft and Google are well known for in-office perks such as unique working spaces, healthy snacks, free meals, on-site gyms and roof decks.

With new hires likely working from home for the foreseeable future, however, these perks are off the table, Lai says. If your organization leans on these perks to sway talent, you’ll need to find other ways to get candidates engaged in your corporate culture.

“Once you remove the perks, there is nothing to stand on, so it’s all about authenticity now. Now there’s another bar that companies have to hit in terms of candidate experience and it’s that authenticity piece because you have nothing to hide behind,” says Lai.

Source: CIO Magazine

The Psychology Behind Effective Crisis Leadership

by Gianpiero Petriglieri

When I ask groups of managers what makes a good leader, I seldom have to wait long before someone says, “Vision!” and everyone nods. I have asked that question countless times for the past 20 years, to cohorts of senior executives, middle managers, and young students from many different sectors, industries, backgrounds, and countries. The answer is always the same: A vision inspires and moves people. Expansion, domination, freedom, equality, salvation — whatever it is, if a leader’s vision gives us direction and hope, we will follow. If you don’t have one, you can’t call yourself a leader.

This enchantment with vision, I believe, is the manifestation of a bigger problem: a disembodied conception of leadership. Visions hold our imagination captive, but they rarely have a positive effect on our bodies. In fact, we often end up sacrificing our bodies in the pursuit of different kinds of visions, and celebrating that fact — whether it is by dying for our countries or working ourselves to exhaustion for our companies. Visions work the same way whether mystics or leaders have them: They promise a future and demand our life. In some cases, that sacrifice is worth it. In others, it is not. Just as it can ignite us, a vision can burn us out. Continue reading

8 tips for driving digital strategy during COVID-19

By Clint Boulton

From deliverable schedules to procurement windows, virtually every IT timeline has been compressed by the coronavirus crisis. Those three- to five-year horizons for digital transformations? They’ve shrunk to months thanks to the pandemic, say some CIOs and consultants.

As is often the case, the truth is more nuanced. Big Bang transformations have been streamlined — not sidelined — in favor of short-term priorities. Having stabilized email, boosted bandwidth and battle-tested VPNs to fulfill mandatory work-from-home policies, CIOs have set their sights on innovation. Companies such as Nationwide have digitized software development to accommodate employees working remotely and to serve customers without a hitch.

The new normal

Such is the new normal for most large companies, and IT “will be in the middle of that,” according to Rick Pastore, senior research director of The Hackett Group. Mobile devices and software, cloud and other digital tools grant CIOs greater flexibility than they’ve had previously in supporting how and where employees work, Pastore says.

Moreover, objections to smart automation, machine learning, advanced analytics and other emerging technologies that require robust investments will “melt away” — if they haven’t already, Pastore predicts. Many CIOs have created new analytics dashboards to chart productivity and have built bots to digitize manual tasks. Others have changed the way they meet with business peers during the pandemic, with a mind toward preserving that method in the future. Continue reading

Now Is an Unprecedented Opportunity to Hire Great Talent

by Claudio Fernández-Aráoz

While the Covid-19 pandemic hits and reshapes companies, industries, national economies, and our society in previously unthinkable ways, business leaders need to think beyond survival to the opportunities this crisis might create, not only for their own organizations but the greater good. Chief among these is a chance to hire talented people at a time when they might have trouble finding or keeping jobs elsewhere.

According to The Economist, four-fifths of CEOs worry about skill shortages — up from half in 2012 — while outside hiring at the top reached record highs, causing business for large global search firms to increase by 9% to 15% last year.

Now, many companies are laying off workers and downsizing. Some sectors are collapsing. It seems an unprecedented number of people, around the world, from new graduates to seasoned veterans, will be looking for employment. At the same time, a major force that had been fueling the intensity of the war for talent — globalization — might recede. As companies revisit their international expansion strategies and cross-border business practices, workers are recalculating their personal purpose and individual and family priorities, with serious implications for their geographic and work preferences and travel habits. Continue reading