On Recruiting Virtually

Running an end-to-end recruitment process without ever physically meeting the candidates can work. At Congregation we are cautiously optimistic about the prospect of ‘virtual hiring’.

Here are some of the things that we’ve learned so far…

The Good Stuff

• With adequate software and a bit of forward planning you can successfully recruit without physically meeting anyone.
• As video conferencing becomes normalised it is an increasingly intimate and effective proxy for ‘the real thing’.
• Even when current restrictions ease, video conferencing is likely to remain an important communication tool.
• Being an effective communicator via video conference will therefore be a valuable skill for the future.
• An interview via-video conference can make scheduling easier for both parties.
• Shared constraint creates equality between interviewer and interviewee, breaking down barriers from the outset.
• Longer-term, remote working will make more jobs more accessible to more people, increasing diversity and inclusion.

The Not So Good Stuff

• The virtual hiring process quickly breaks down when hiring teams are not organised around time-frames, interview scheduling and feedback.
• A lack of proximity can lead to a lack of accountability — Interviewers are more willing to cancel or reschedule an interview if it is via video conference.
• For the nervous or the uninitiated, video-conferencing can add an extra layer of complexity that can impact performance.
• Video conferencing removes many of the assurances that subtle body language and eye contact can convey.
• Video conferencing adds variables to the process — tech doesn’t always work and being at home allows ‘everyday life’ to encroach.

Keys to Success

• Set and keep to time frames.
• A deadline helps focus the process. Agree a nominal date to make a decision by.
• Write a more detailed candidate prospectus, include info on culture and context — how the role fits within the wider organisation and who the hire will need to work most closely with.
• Having identified the relationships critical success — make sure those individuals are involved in the recruitment process.
• A formal kick-off, regular updates and a shared communication platform will help stakeholders buy-in to the process, driving engagement and accountability.
• Clear communication is critical. Be direct, transparent and inclusive. Where possible liaise directly with candidates re: scheduling.
• Maintain good interview etiquette — turn up and feedback — on time, every time!
• Acknowledge the limitations of the medium when designing the process — be realistic. Schedule more, shorter interviews, rather than one or two marathon sessions.
• Reassure candidates up-front that you are aware of and sensitive to the challenges that accompany the medium.
• Ensure that there is a contingency plan in place if the tech fails — have mobile / landline numbers to hand.
• If ‘real life’ interrupts in a major way, it’s often better to reschedule.
• Once you’ve made a choice, lean in. Keep channels of communication open pre and post-offer.
• Extend this behaviour when your new hire starts, check-in and give regular feedback, particularly in the first 3 months.

For many organisations the need to recruit is likely to be occasional rather than constant for some time. However, if you are lucky enough to be growing, or you need to replace an essential role, you can do so quickly and efficiently, without ever being in the same room as the person you hire.

With a bit of structure and some forward planning, you may find that the process works better than it did before.