With the pandemic, the traditional face-to-face interview was suddenly replaced with video conferencing using tools such as Zoom, Skype and Go-to Meeting– leaving many in the interview space scrambling to figure out how to best assess candidates in an entirely new way.
Since everyone is adapting and learning in real time, we thought it would be helpful to crowd source ideas for improvement from our network of professionals. We can all benefit from understanding the challenges you have faced and the actions you have taken to foster improvement around interviewing.
Below are questions to consider. Please feel free to choose from them and/or contribute your own thoughts and insights.
For Hiring Managers
What steps have you taken to transition interviewing to a virtual environment?
What have you done to set the stage for professionalism in a virtual interview?
How have you conveyed the company culture when candidates don’t have the opportunity to see your office and meet your team?
How have you made it comfortable for candidates to be their best selves virtually, especially if they are unfamiliar with your conferencing tool of choice?
What have you learned by doing virtual interviews? What tips can you offer?
What steps have you taken to understand the company that you didn’t need to do for a face-to-face interview?
What tips on dressing can you offer to ensure you and your environment reflects a professional image?
What have you learned by doing virtual interviews? What tips can you offer?
Many thanks in advance for your contributions and please let us know if you would or would not like us to use your name in our published report.
Thank you in advance for your time and contribution to our blog. We will send you a link when we have compiled the results.
We’re midway through 2020, and suffice to say, the year hasn’t gotten off to a great start. But as we look ahead to the next two quarters, leaders across every sector know that while the immediate crises may have abated, the tough work remains to be done.
Now, leaders are not only tasked with trying to stabilize their operations and drive growth, but they also know that in whatever form they seek to rebuild their organization’s culture, it must be with a committed effort toward diversity, inclusion and equality.
It shouldn’t take social movements like #MeToo or #BlackLivesMatter to awaken a collective consciousness around long and justly held grievances or systemic biases, and reactionary responses or promises that pay lip service to the problem as opposed to doing the hard work to forge sustainable and systemic solutions don’t help.
Let’s face it: Despite millions of dollars and years of effort to address diversity and inclusion, most organizations haven’t moved the dial far or fast enough. What’s needed is a different approach. So, as we head back to the drawing board, we’d be well served to change course on a few fronts:
1. Stop Framing The Issue As A Problem
For too long, we have framed the issue of diversity and inclusion as an intractable problem, debating whether quotas are right or targets are fair. Instead, we need to reframe it as a catalytic, powerful solution, focusing on the competitive advantage our organizations stand to gain if they were made up of truly diverse workforces.
Mark Cuban has some advice for the millions of Americans who are out of work amid the coronavirus pandemic: collect unemployment, don’t stop applying for jobs and make use of whatever down-time you might have to brush up on the skills that might impress your future employer.
The first question every interviewer is going to ask you is: ‘What did you learn during the pandemic of 2020? What skills did you add during the pandemic of 2020?'” Cuban said in an interview with Dallas’ local CBS affiliate on Sunday.
The billionaire owner of the NBA’s Dallas Mavericks was asked what his advice would be for those who are unemployed and job-hunting. Just under 20 million Americans were collecting unemployment benefits as of last week, according to the government.
“If I was 24 or 25 … living with five roommates, how would I be dealing with this and what would I tell myself?” Cuban wondered.
“Keep on adding to your skill-set, no matter what it is,” the “Shark Tank” star told CBS. “I don’t care if you’re a welder, or you want to learn how to [computer] program, you want to learn about artificial intelligence, whatever it is.” Continue reading →
The Covid-19 crisis isn’t behind us yet, but companies have to start putting the economic pieces together for their business to not just survive but also build a new future. At this point, there are three priorities most companies should act on with great haste: employee safety, cash management week by week and a digital connection with customers, suppliers and ecosystem partners. Missing any of the three could seriously jeopardize the continuity of the business.
Companies that are not already on their way to being digital have to realize the urgency. It’s not just digital giants like Amazon that threaten their future. It’s also legacy companies that are becoming digital. In the pandemic, they’ve been able to adapt more quickly. And, under normal circumstances, they can gain share very fast.
Maybe you’ve come to terms with the fact that you must become a digital company. But you’re convinced that this is not the time to act. You have to realize that waiting for stability is a luxury you can’t afford. Really, there is no need to wait.
Talking to a number of CEOs, I have learned that there are myths about what digitization costs, how much cash it will use, and how long it will take. Business leaders don’t think they can show a clear return on their investment. Besides, they’re convinced that people in the organization will resist it.
Well, that’s no longer the case. You can now pick the most urgent, most critical tasks—the ones that will help you get cash, increase revenues or connect with customers, suppliers and ecosystem partners—and achieve them in bite-size portions. You can see benefits in weeks or months, not years.
Here are some examples:
• Dynamic pricing. It is a necessity when uncertainty is here to stay.
• Collection of receivables. The collections process is critical to liquidity.
• A continuous connection with customers. You will need this to help you pick up how their behavior is changing, how demand is shifting and what the voice of the customer is. It will help with forecasting, with impacts on inventory and cash flow.
• A single source of data. Data-based decision-making, whether or not it’s automated, is now an imperative. But it is difficult to use data for decision-making if it is spread across many silos; it is highly inconsistent, and managers don’t trust it.
A number of small vendors now exist that can do projects like these for you in less than 90 days for less than $400,000.
Make your own list and take one or two tasks at a time. Then, reach out to small vendors (UST Global and Altimetrik are two I’m familiar with). Define your tasks clearly and precisely, just as you’ve done with outsourcing, facilities construction or other turnkey projects.
You might not realize that digital giants like Amazon all began using digital technology for one task at a time. They used small vendors—and still do—because they are fast, they cost less, and they take the project to completion. They become partners in operationalizing it. You focus on what needs to be digitized and why, and how it will create revenues, cash, margins, customer satisfaction or speed. The vendors focus on giving you the relevant digital platform or digital apps.
When it comes to organizational resistance, that is unlikely to exist anymore. If someone does resist, you have to deal with it right away.
One more thing: don’t be put off by terminology and tools with which you’re not familiar, like algorithms and big data. Algorithms—the mathematical rules by which data is processed—have been around for hundreds of years. Roughly two dozen of them are used for common tasks and are readily available.
So, take the mystery out and take on small turnkey tasks that can build your business and ensure its continuity.
Avoid knee-jerk reactions when creating a plan for the future.
“It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of light, it was the season of darkness, it was the spring of hope, it was the winter of despair.” This opening line from Charles Dicken’s A Tale of Two Cities captures the contradictory times we live in. It also describes how organisations may react to the coronavirus pandemic in very different ways.
Take fictional Company A. When the pandemic occurred, fear permeated its top echelons. For years, its leadership had bought back shares to improve its financial metrics and warrant fat bonuses for executives. This reduced its financial leeway, prompting the CEO and the CFO to go on a major cost-cutting spree, including the cancellation of all training and development activities. They also used the turbulent economic environment as an excuse to lay off many employees they didn’t like, without any explanation. In light of these actions, a doomsday atmosphere prevailed.
At fictional Company B, senior executives reacted very differently. Granted, with the lessons learned from the last recession, they had created strong financial reserves, which enabled them not to lay off anyone. Instead, they eliminated overtime hours, put in place sabbatical programmes and made use of government support schemes. They instituted a salary freeze and downsized their own remuneration. Knowing that recessions offered exceptional opportunities to pick up high-quality talent, they kept their eyes open. They would not fall into the trap of having a shortage of people with key skills. Although it would have been easy to cut training, top management decided to keep key elements of it to better prepare its workforce for the future. Continue reading →