This article was first published in Peoplemanagement on May 6th
With many organisations hurriedly implementing digital tools in the wake of Covid-19, Charlotte Schaller explains what organisations should consider before turning their recruitment digital.
Locally and globally, Covid-19 has disrupted hiring, with many organisations freezing recruitment and many others reducing employee numbers. For other companies, large and small, recruitment processes need to carry on while also becoming more fluid and digitally-ready to create advantages. With this, HR teams are working to understand how to best assess candidates without the ability to interview face-to-face.
Switching from in-person to virtual assessments, however, raises justifiable questions. Is it comparable to assess in-person and those assessed remotely? It is possible to hire with fairness and without bias? How can it show the human side of the business?
Creating a strategy will clearly depend on every organisation’s unique situation, but HR teams can take steps to minimise impact on talent needs, mitigate risks and demonstrate business continuity. The strategy should include defining what ‘good’ looks like for the business’s needs; investing in solid technology; preparing candidates well; and not assuming the most experienced assessors are going to slot well into this new way. Identify those best-suited and remind them to prepare like a normal interview.
Three main remote tools can be used to virtually assess candidates. Online talent assessments help businesses understand candidates’ abilities, behaviours and competencies. Virtual assessment centres can use case studies and role plays, as well as behavioural and capability assessments. And remote interviewing can be done by telephone or video assessments (the latter can also first score by artificial intelligence).
There are five essential elements to consider when managing assessments remotely:
Design clear candidate communications
A solid candidate communication plan helps everyone to gain a better experience of the employer brand, encouraging more to accept roles plus building a positive employer brand. No employer wants candidates to share negative experiences with friends and family or to leave poor comments on review sites. Designing and shaping assessment messages offers reassurance and clarity and mitigates business risks.
Ensure virtual assessments compare well with face-to-face assessments
Switching from in-person to online assessments can raise questions about comparability. The first few stages of assessment have been online for some years now and although meeting someone is an important part of the process, doing this in person or virtually can be comparable, if the right objective measurements are in place to differentiate between candidates and ensure they will fit and can be successful. It’s wise to trial and validate, just like a ‘normal’ assessment process.
Fair and unbiased virtual recruitment
Personality assessments and video can better mitigate biases that occur in many face-to-face interviews, giving objectivity to recruit better and more diverse talent, while improving social mobility and reducing geographic issues. For instance, video interviews can focus on speech-to-text only, using a natural language processing AI. This also ensures a legally defensible, fair and transparent process. AI has learned from HR experts, interviewers and psychologists, mimicking competency-based interviewers. Another key advantage to one-way video interviewing is flexibility; assessors can score interviews at a time that suits them.
The human touch is important
Because it's virtual doesn't mean candidate engagement shouldn’t happen – touchpoints become more important than ever, so candidates feel it’s a two-way process. It’s important too, to remember that despite the power of AI and assessment tools, the human recruiter can override scores given by the system and make a decision on whether a candidate is taken forward or not. Instant candidate feedback is positive for high volume roles, and for more senior positions, giving candidates individual feedback helps them value decisions made.
Agile working is essential
The immediate challenge of Covid-19 meant that organisations and their people had to swiftly adjust to the new situation, and not surprisingly, much focus has been on employee health and wellbeing. However, when we can look back at the impact of reduced recruitment travel, time and costs, it will be possible to understand how remote assessment, when implemented correctly, offers a number of advantages.
For more insights on how businesses can respond to the current pandemic, including stakeholder communication, health and benefits impacts and business continuity planning, please see Aon’s COVID-19 Response Site here.
Disclaimer: This document has been provided as an informational resource for Aon clients and business partners. It is intended to provide general guidance on potential exposures, and is not intended to provide medical advice or address medical concerns or specific risk circumstances. Due to the dynamic nature of infectious diseases, Aon cannot be held liable for the guidance provided. We strongly encourage visitors to seek additional safety, medical and epidemiological information from credible sources, such as the Centers for Disease Control and Prevention and the World Health Organization. As regards insurance coverage questions, whether coverage applies or a policy will respond to any risk or circumstance is subject to the specific terms and conditions of the insurance policies and contracts at issue and underwriter determinations.
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