I read recently an article on Forbes.com entitled, “A New Recruiting Abomination: One-Way Video Interviews” by Liz Ryan, founder of Human Workplace. Obviously as the title suggests, she is not impressed by this growing recruiting technology. Here are a few quotes.
“It is disheartening to me as a long-time HR person to see how badly some HR and Staffing folks damage and degrade the recruiting function by building in talent-repelling processes like one-way video interviewing.”
“The emergence of one-way video job interviews in recruiting speaks to incompetence at a high level…”
“Great candidates will not stick around to be treated like dirt — nor should they!”
“Making your job applicants sit in front of their laptops smiling at the camera and answering questions asked by a machine is the loudest possible sign that your company does not value talent in the least.”
“There is no better way to signal to talented candidates ‘You mean nothing to us’ than by assigning them to sit through an oral exam led by a piece of code…”
I’m going out on a limb to suggest that Ms. Ryan sees little if any value in one-way video interviews. Before I begin my defense I want to make known that I work for a video interviewing vendor and as a former search consultant have used with great success one-way video interviews in the past. Here are a few experiences I would like to share where video interviews have helped candidates.
An individual applied to a position and he was rejected by the employer because his resume indicated he was in a particular age bracket. The search consultant had the candidate complete a recorded one-way interview which he then sent to the hiring manager. The candidate was brought in for an interview after the hiring manager saw the candidate’s charisma and energy level.
An unemployed college student completed a mock interview and emailed it to employers. She received an offer without even going in for a face to face interview.
A candidate working on an oil rig in the North Sea was able to get an interview with a company operating in Romania after I (sitting in Virginia) forwarded a link of the candidate’s recorded interview to the VP of HR in Romania. This happened because the video interview allowed everyone to work on their own schedule when convenient for them.
I sat in a board room with a company President and VP of HR. On their monitor we were reviewing the video interviews of five candidates. The fifth candidate, who had conducted his interview at 1 a.m, the only time convenient for him, so dazzled the president that the president called him on the spot and offered him a job!
As a video interviewing provider we in no way advocate using automated interviews to replace the face-to-face interview. Rather we suggest using video interviewing as a screening measure, superior to phone screening, which allows recruiters to better evaluate candidates with a structured interviewing process that better eliminates subconscious biases which creep into unstructured live interviews. The candidate is better served, not only because they may complete the interview at their convenience, but also their recorded interview can be evaluated repeatedly and shared with decision makers so a more informed evaluation can be given. Candidates, especially top talent, are severely inconvenienced by a phone screening process that relies upon note taking and which provides an inadequate device to make a true apples to apples comparison between subjects.
Not too surprisingly the Aberdeen Group’s research into video interviewing shows that among best-in-class companies which employ such technology, hiring manager satisfaction has improved while time to hire and cost to fill has decreased.
In short, video interviewing was not designed to be abominable to candidates but rather to free them from inconvenience and discrimination.
A recent study of 15,000 leaders from 300+ organizations across eighteen countries by Development Dimensions International revealed that the conversational skill that has the highest impact on overall performance was empathy. Empathy however is in decline according to Richard Wellins, one of the authors of DDI’s report. He pointed to a University of Michigan study of college students which showed a 34-48% decline in empathy over an eight year period.
One reason proposed for this decline is our mobile world. People are increasingly engaging with people in such brief moments of time that the empathic skill is seldom practiced. In her book, “Unselfie: Why Empathetic Kids Succeed in Our All-About-Me World”, child psychologist, Michele Borba concurs. She suggests that as a result of technology, “Self-promotion, personal branding, and self-interest at the exclusion of others’ feelings, needs and concerns is permeating our culture and slowly eroding our children’s character.”
The DDI report also points out that managers spend more time managing than interacting thus limiting their ability to maintain and hone their empathic skills. According to their study, only 40% of frontline leaders tested either proficient or strong on empathy.
Why is empathy such a valued trait? For starters customers want to be heard and empathizing with your customers’ needs will help sellers determine what they want. Additionally empathy helps businesses understand cultural differences when operating in diverse global markets. In many companies collaboration is essential for success and empathy helps to not only foster relationships but also influences our power of persuasion.
The importance of empathy is further confirmed in a study out of USC’s Annenberg School for Communication and Journalism. A three year study of business leaders in the U.S. and other countries identified five attributes that executives must have to succeed in today’s global economy. Of the five, adaptability, cultural competence, 360-degree thinking, intellectual curiosity and empathy, empathy rated highest.
DDI’s study showed that in terms of relation to job performance, empathy had the greatest impact on engaging with employees, coaching them and their overall performance. Ray Krznaric, the author of Empathy: Why It Matters and How to Get It explains, “Empathy in the modern workplace is not just about being able to see things from another perspective. It’s the cornerstone of teamwork, good innovative design, and smart leadership. It’s about helping others feel heard and understood.”
So if you are reading this post right now on your phone and ignoring the person speaking with you, set it down, look into the eyes of your friend/colleague and show them they matter!
The labor force participation rate for women grew greatly between 1975 and 2000 to a point where 59.9% of women 16 and older were participating. During the ten years that followed, the rate fell by 1.3% to 58.6% in 2010. Not a substantial drop but in the five years that followed, the rate had dropped an additional 1.9% to 56.7% in 2015. Why are U.S. women leaving the workforce?
One obvious reason participation rates are declining is the increasing amount of baby boomers leaving the workforce. Their departure however does not explain the whole decline. Many women are leaving due to an inability to balance their work life with their home life. A 2014 poll of nonworking adults showed that 61% of women aged 25 to 54 were not working due to family responsibilities while only 37% of men provided the same answer. For many women in the U.S., 12 weeks of maternity leave is not long enough and the rising costs of child care increase the attractiveness of quitting work life and transitioning to home life.
While numbers continue to decline in the U.S., they continue to increase in most European countries including Japan and Canada. One reason is that family policies in the U.S. are not as friendly as in some European countries. Yes, twelve weeks of maternity leave may sound lengthy but England, for example, provides maternity leave for up to one year and in many cases it is fully paid. They also offer protection for part-time workers. According to a study by Francine Blau and Lawrence Kuhn of Cornell, if the United States had the same policies in place for mothers provided by European countries, the labor force participation rate would have been seven percentage points higher by 2010. Though the European policies have their pros they have their cons as well. These policies which support working mothers also burden their economies. Between 20 to 40 percent of jobs in the Eurozone held by women are part time and a study by Blau and Kuhn found that women in Europe were half as likely as men to be managers while in the U.S. men and women were equally likely.
Many women who wish to return to the workforce are willing provided that their family life is not too disrupted in the form of relocation, long commutes or working irregular hours. This applies only to women with families. Women without children, like men, are more inclined to accept these inconveniences.
Many women are taking time off of work to raise their children but seek to return to the workforce once their children enter school. Their primary concern is of course how hirable they are after spending significant time away from the workforce. A woman with multiple children could conceivably be a non-working parent for seven years or more. Studies have shown that biases are indeed exercised towards individuals who have been unemployed for lengthy periods of time. So in this instance moms may be ultimately punished for having a family.
And yet one poll found that non-working women are not nearly as desperate to return to work as non-working men. In many instances, their lives improve in key categories whereas a man’s lifestyle tends to suffer during periods of unemployment.
Women want to succeed and be viewed as equals to men in the workplace and yet for mothers the best way to achieve this equality is to perhaps not pursue the path of motherhood at all. They have a choice; a career or being the world’s greatest mom, and the statistics above might suggest praise from their child is more valuable than praise from their boss.
As the client relationship manager for a video interviewing provider, I have spoken with many candidates over the years prior to their interviews. Most candidates are un-fazed they have been asked by one of our customers to complete a video interview, however a few cannot hide their anxiety and some openly state how nervous they are. Candidates who are camera shy or technologically unsophisticated prefer phone screens or face-to-face interviews versus logging into a website or conducting an interview using a mobile app on their phone. Many, unfamiliar with video interviewing technology, question the point of it.
Quickly I will explain for job candidates reading this why video interviews have gained in popularity. Recruiters and HR personnel are pressed for time. Scheduling a phone screen takes much longer than inviting a candidate to complete a video interview. Conducting a phone screen obviously takes longer as well. If a recruiter has five phone screens scheduled in a day and commits twenty minutes of their time per screen, they have invested more than an hour and a half. This time is not consumed when candidates complete a virtual interview. At the completion of the phone screens the recruiter must adequately present to a hiring manager the notes taken during your phone screen and sufficiently compare them with the responses given by other candidates. This task is more easily accomplished with recorded video interviews. Overall, video interviewing saves a tremendous amount of time and effort but also provides you, the candidate, an opportunity to show off your personality and charisma.
Saving time for recruiters also means that they can screen more candidates. Your chances of being seen are higher if the recruiter is using video interviews to screen candidates.
Despite the benefits to you and employers, concerns still pop up here and there. Here are a few of the common fears.
Video interviewing is difficult: Those who would rather pick up a phone than turn on a computer may worry they are not tech savvy enough to even start the interview. Not to worry. Most providers have a simple process in place that will test your camera and microphone to ensure they are working backed up by technical support teams that can walk you through it if you get stuck. Beyond the setup process, your video interview is simple. Your questions will appear on the screen, you will read them and then provide your responses into the camera. Upon completion the recruiter or hiring manager will be notified. Also, you can complete the interview day or night at a time convenient to you.
Your interview will be shared on social networks: Most providers store your interview on a secure server. Downloads to a local machine by the hiring company are not permitted. Therefore your interview will not appear on YouTube.
Your phone or tablet is a poor device to use: Many candidates who own perfectly good smart devices are hesitant to use them for a video interview. Truth be told, candidates who use the mobile app often run into less technical problems with their cameras and microphones than those using a pc or laptop. Additionally, the camera built into a phone or tablet provides greater quality than a webcam and the touch screen interface with the app is often easier to navigate for less savvy users.
You worry you look terrible: If you have been invited to take a video interview, you have time to prepare yourself and your background. You are conducting this interview on your turf in your comfort zone. Take advantage of that! Relax, smile and provide the interviewer with the enthusiasm you can’t show over the phone.
Remember, video interviews are not trying to take anything from you, they are trying to give something to you; time, convenience and an opportunity to put your best foot forward.
Each year as many as 360,000 military men and women join the civilian workforce. Programs such as the Veteran Jobs Mission and the White House Joining Forces have helped reduce high unemployment numbers for veterans in recent years, however former military personnel still face several challenges when trying to find civilian work.
A stigma of mental illness surrounds many veterans today with the public grossly overestimating the number of those affected by issues such as post-traumatic stress disorder. Additionally, employers struggle with how to incorporate military skills into civilian jobs. Lastly, the military environment is culturally different than the civilian environment. Job candidates are encouraged on their resumes and in interviews to focus on individual achievements, however the military mentality focuses on teamwork and group achievements. Veterans, according to Melissa Stirling, director of military, campus and youth programs at Hilton Worldwide, are very humble and “not good at singing their own praises.”
Veterans offer numerous benefits! Below are but a few:
· They have many of the necessary skills required to fill talent shortages.
· They possess a strong work ethic.
· They have problem solving skills.
· They are disciplined.
· They are safety conscious.
· They are detail oriented.
· They are team players.
The U.S. Department of Labor provides a veterans hiring tool kit with tips on how to hire and retain veterans.
· Create a veterans hiring program and clearly outline your strategy and goals.
· Create a workplace accommodating to veterans by better understanding their culture and experience.
· Actively reach out to veterans and military spouses.
· Partner with groups that can help you locate capable veterans.
· Understand what you are permitted and not permitted to ask during an interview.
· Develop a mentorship program with a veteran as the mentor.
· Show appreciation for veterans’ service on Veterans Day and Memorial Day.
· Explain their training and the organizational chart.
According to a survey by Futurestep, eighty percent of organizations lack veterans recruiting programs despite the overall success in employing them. Organizations complaining that college graduates aren’t taught the necessary skills to compete in the workforce are neglecting a gold mine filled with candidates possessing ample and applicable skills. Following the tips above will help better acquaint employers with the challenges a very skilled segment of the workforce face, but also how to incorporate them into their organizations and take advantage of their skills.
A Startling Statistic About the Health of Unemployed Youth in the U.S.“Thriving” well-being is defined by Gallup and Healthways as possessing consistently good health and enough energy to get things done during the day. According to the Gallup-Healthways Global Well-Being Index, unemployed youth aged 15 to 29 enjoy slightly greater physical well-being compared with employed adults aged 50 and older. In 47 high income countries, young and older adults were basically tied in terms of increased well-being, but with the unemployed youth slightly edging out their older, employed counterparts, twenty-six (26%) to twenty-four percent (24%).
That young adults have more energy than older adults is not too surprising, however, unemployed youth in the U.S. have worse physical well-being than older employed workers. Only 23% of youth were thriving compared to 31% of older workers. In summary, those without jobs in the U.S. between the ages of 15-29 are in poorer health than those who are 50 + and have jobs and this stands in contrast to the rest of the world. Even more surprising is that only 14% of unemployed youth with college educations have thriving well-being while those with just a secondary education or primary education have double that at 27% and 28% respectively. Why is the U.S. an anomaly? Why is America’s unemployed youth less healthy than the rest of the world?
One suggestion for why unemployment affects Americans more is the stigma of being unemployed and this stigma could be more profound the higher the education levels attained. Spain, for example, has an unemployment rate among its youth near 40% while in the U.S. in July, the rate was only eleven percent. One might deduce that a higher unemployment rate would contribute to poorer health but the physical well-being of Spanish youth is higher than that of youth in the States. The hypothesis is that because so many Spanish youth are unemployed at the same time, they feel less stigmatized. They are able to share the burden of unemployment together.
A second theory is a lack of family support. A far greater number of unemployed youth living in lower and middle income economies worldwide, live with others, especially family, compared with many American youths who live alone. Physical well-being is often tied to emotional well-being and so an absence or the minimal provision of emotional support often provided by family, could adversely affect the health of American youth.
These statistics highlight a troublesome trend among America’s unemployed youth which should be monitored to ensure troublesome healthcare issues don’t arise especially among those with advanced education.
Beyond monitoring these healthcare issues we need to take a closer look at the source of the problem. Do Americans place a greater burden to succeed on themselves as compared with inhabitants of other nations? Those with higher educations, for example, have greater expectations placed on them to accomplish their goals and when they fall short, they appear to fall harder than most. What, if anything, can be done to provide greater support and well-being for those in their early stages of life so that they don’t end up on mom and dad’s couch?
Earlier this year I wrote about the coming robot storm and the studies that suggest many jobs now held by humans will soon be executed by robots. Yesterday the Guardian published an article by Stephen Hawking who was commenting on, among other things, growing income inequality. He remarked, “The automation of factories has already decimated jobs in traditional manufacturing, and the rise of artificial intelligence is likely to extend this job destruction deep into the middle classes, with only the most caring, creative or supervisory roles remaining.”
What exactly is AI and how does it differ from basic automation such as a robot working an assembly line? AI stands for Artificial Intelligence and though those words may inspire grandiose images of androids such as Star Trek’s Data, the applications for it are far less advanced but also more widespread. Automation is hardware or software that is programmed to automatically complete a task based on external stimuli. For example, a sprinkler system that automatically operates when smoke is detected or car headlights that turn on automatically. AI however not only responds to the stimuli but learns from it to make better decisions for you in the future.
Here are a few examples of AI you perhaps have not noticed.
Autonomous cars – These are perhaps the most recognizable uses of artificial intelligence today. Soon not only will our cars drive themselves by adapting to the environment around them but so too will our cabs, busses and commercial trucks.
Netflix, Hulu, Spotify – These sites don’t just allow you to watch movies or listen to music, their software algorithms makes suggestions based on your past viewing/listening choices. Think of automation as a record player changing the record, but AI will play the songs you most likely want to hear.
Fraud detection software – These programs understand your buying habits and can alert you of irregular purchases.
News writing – News outlets such as the AP use AI to write very basic news stories such as sports recaps or financial summaries.
The examples demonstrate a few ways that AI can improve our lives but also a few ways it can steal jobs, some of which may be taken sooner than later. Autonomous trucks for example may save the trucking industry millions but it will also put drivers out of jobs. The same is true for cab drivers. These aren’t the only jobs in imminent danger. According to a study on AI by McKinsey Global Institute, 64% of data collecting jobs and 69% of data processing jobs are ready for automation takeover.
The good news for most industries is that wide adoption of these changes might still be decades away but they are certainly coming. According to McKinsey’s Michael Chui, “There’s time for us to adapt. We might start to think about, can AI save the economy by increasing productivity?”
The belief has always been that new technologies create jobs, but it doesn’t create new jobs for those whose jobs have been stolen. The individual who loses his job driving a truck can’t immediately be shifted to a job writing software for that truck. That opportunity is made available to a programmer in a different industry. So yes, perhaps AI can increase productivity and give people more free time or it will take jobs from thousands and give those people a whole lot of free time!
Millennials, those born between 1980 and 1996, make up a majority of the workforce and by 2020 will comprise nearly half of all workers. Millennials, as with previous generations before them, have been labeled as job hoppers. Perhaps job hopping is a symptom of youth or perhaps millennials truly are different from previous generations. Either way, understanding the job issues millennials must contend with and their motivations will help you better retain them as employees.
According to Gallup, these are the five most important issues millennials consider when applying for a new job:
· Opportunities to learn and grow
· Quality of manager
· Quality of management
· Interest in type of work
· Opportunities for advancement
Below are a few statistics that paint a better picture of the millennial workforce climate.
· Sixty-three percent of millennials have a bachelors degree.
· Forty-eight percent of them work in jobs that don’t require a four year degree.
· 6 in 10 millennials are open to different job opportunities.
· 21% of millennials have switched jobs in the last year – 3x higher than non-millennials
· Non-engaged millennials are 26% more likely than engaged millennials to take a different job for a raise of 20% or less.
· Of the millennials that changed roles last year, 93% did so by changing companies.
· 59% of millennials say opportunities to learn and grow are extremely important to them when applying for a job.
· 48% say that overall compensation is extremely important to them when seeking new opportunities.
· In their current jobs, 87% rate professional or career growth as important to them.
· Less than 50% of millennials strongly agree that they’ve had opportunities to learn and grow in the last year.
· 77% of millennials say that flexible work hours are essential to boosting their generation’s productivity.
· Fifty percent do not believe Social Security will be available when they reach retirement.
· Fifty-six percent would not work at a company that banned social media access.
· Sixty-nine percent believe office attendance is not necessary on a regular basis.
· 89% of smart phone owning millennials regularly check email outside of 9-5.
We now have a better view of the picture plaguing employers. Millennials want more growth opportunities. Millennials are working in jobs that don’t require a degree. Millennials desire more work/life balance. Millennials value social media and half feel they need to earn money now because no social security will be waiting for them when they retire.
Employers must do a better job of retaining their millennial workers by offering growth opportunities and benefits such as flexible hours that are more in tune with millennial desires. They must also continue using social media and technologies such as video interviewing to reach younger workers routinely accessing the web and their social media presences over their phones.
As mentioned, 46% of the workforce will be made up of millennials in four years and if 60% of them are open to new opportunities, you have a significant chunk of the U.S. workers who could be jumping ship. This benefits nobody in the long run. So if you are looking for a New Year’s resolution it should be to retain, retain, retain.
You have heard all about video interviewing and its potential benefits to your hiring process. You may have read blog posts and reviewed the websites of several vendors trying to get a better sense of what to expect but still are a bit confused. Here is where I break it down for you.
As a user of a video interviewing product you will be given access to a portal from where you can access a number of functionalities. Within most vendor portals you should be able to do the following:
- Access candidate interviews.
- Invite candidates to take live or automated interviews.
- Create custom questions which your candidates will answer.
- Share completed candidate interviews with colleagues or clients.
Eighty percent of your portal usage will either be in setting up candidates or in reviewing and sharing candidate interviews. Video interviewing vendors will each offer their own bells and whistles but the majority, if not all, will offer the basic functionality listed above. Other common features are scoring candidates and the ability to compare interviews of a set of candidates side-by-side.
Inviting candidates to complete a video interview generally takes less than a minute. When you share a completed interview with a colleague or client, they will receive a link to that candidate’s interview. In most cases, videos cannot be downloaded and stored locally. They are hosted in a secure environment on your vendor’s servers.
Vendors are required by U.S. law to store your video interviews for a period of up to one year (and 2 years in California). Even if you cancel your subscription, those interviews should still be available to you.
Job candidates for the most part will receive an email invitation from you to complete a video interview. You may set the expiration date by which it must be completed. Candidates may log in on a computer or on a compatible mobile device. Most vendors provide apps with versions for Android and iOS devices (ipads/iphones).
After logging in, your job candidates will be provided with basic instructions and then will be taken through a brief process that tests your candidate’s camera, speakers and microphone to ensure they are working properly.
Once your candidate begins the interview, the questions generally will appear one at a time on the screen and your candidates will have one chance to answer them before moving to the next question. The length of time your candidates have to respond will depend on the parameters you established when you first setup the interview. Response time may vary from sixty seconds to an unlimited amount. Some vendors provide options that allow candidates to re-answer the question. Once a candidate completes the interview they can log out.
If a candidate is taking part in a live interview with you, they will log in and meet with you online through your vendor’s interface. Once you have concluded asking questions, you and the candidate may exit the interview. Some providers offer the option to record or not record the live interview.
If you have any further questions please ask us. Hire-Intelligence has been a pioneer in the world of video interviewing. We are happy to assist you with your needs.
Many companies have employee code of conduct and work rule policies in place to ensure not only that operations go smoothly but also to ensure the interests and safety of its employees and the organization. Here are a few workplace behaviors that can often warrant disciplinary action or termination.
· Theft of company property
· Working under the influence of illegal drugs or alcohol
· Fighting or threatening violence in the workplace
· Sexual harassment
· Disclosure of confidential business information
· Possession of explosives or firearms at work
These are all legitimate concerns and should receive discipline or even termination if practiced at work. What if, however, such offenses were committed outside the workplace? Many organizations, especially sports associations such as the NFL and NBA, have policies that demand proper behavior off the field/court as well.
Josh Brown, a New York Giants kicker, was recently reprimanded by his organization for admitting that he had abused his girlfriend several times in recent years. On top of that, he was unapologetic about it. The Giants benched him for one game this past week until further judgement on him can be made, a move that has been highly criticized by the media as far too lenient. Greg Hardy, a former defensive end for the Dallas Cowboys, was suspended his first four games of 2015 for a domestic dispute incident in 2014 in which he allegedly assaulted his girlfriend. Hardy has also made disparaging comments about other players and their wives on social media. In 2016, through six weeks, no team has signed him.
The NFL’s code of conduct policy extends beyond the workplace, not just to the club house, locker room or the field. Unbecoming conduct in a player’s personal life is also subject to reprimand.
According to the NFL’s code of conduct policy when prohibited conduct is committed by one of its players, the player committing the offense, and the club to which he belongs, has an obligation to report the crime. Additionally, their policy states, “Any Covered Person arrested for or charged with conduct prohibited by this policy will be required to undergo a consultation and additional counseling as directed.” It goes on to say “Examples of such Prohibited Conduct include, without limitation: any crime involving the use or threat of physical violence to a person or persons; the use of a deadly weapon in the commission of a crime; possession or distribution of a weapon in violation of state or federal law; involvement in “hate crimes” or crimes of domestic violence; theft, larceny or other property crimes; sex offenses; racketeering; money laundering; obstruction of justice; resisting arrest; fraud; and violent or threatening conduct. Additionally, Covered Persons shall not by their words or conduct suggest that criminal activity is acceptable or condoned within the NFL.”
Does your corporate policy demand that employees report other employees for criminal activity that may occur outside of work? Does your personal conduct policy state that your employees must undergo counseling for their personal offenses or that they should be suspended for a period of time or fired? Probably not. Yes, you may fire an employee for showing up to work under the influence but would you at the very least demand counseling if they received a DUI on the weekend?
The NFL, its franchises, as well as other sports franchises and the players’ sponsors are worried about image. They are worried about their brand. Conduct unbecoming not only affects team chemistry but it affects sales as well. Are your employees’ personal conduct violations affecting your company’s culture or morale and is that hurting overall performance and ultimately your organization’s brand? Are you willing to bench one of your players or at the minimum, get them the help they need? Why don’t you pretend for a moment that the TV cameras are constantly scrutinizing your every move and then decide.