New challenges

We’ll Be Seeing You… video interviewing for executive-level positions

The Aberdeen Group’s 2011 talent acquisition survey found that 42% of companies used video in 2010 as part of the hiring process for senior executives, management and entrylevel job functions. (Aberdeen conducts primary research studies from a pool of more than 500,000 panel participants.) This article provides a brief overview of current video-interviewing options. Background Video interviewing is increasingly a topic of discussions on several HR/Search related LinkedIn groups. On LinkedIn HR Global, for example, respondents commented on saving time, and money, on long-distance, sometimes global initial interviews; on finding video a great tool for shortening the initial candidate list; and on video interviewing being the future in selection processes for multinational companies. And, a session on ‘Strategies for How and When to Use Video Interviewing’ was held at the recent SHRM 2012 Talent Management Conference & Exposition, in Maryland, USA. Scheduled topics included integrating digital interviewing in a hiring strategy; creating structured interviews; mobile offerings; and concerns around compliance, reliability and budget.

Challenges

Of course, there are challenges in using this technology.

These include deciding on the type of video to use (live, asynchronous, panel), on using a generic system such as Skype or a custom video provider (although increasingly sophisticated in-house technical adoptions mean free basic services such as Skype are increasingly used for business purposes), and on determining best practices.

Formats

• Live interviews (such as on Skype), are generally used for the final interview before personal meetings, or for specialized positions when the hiring manager needs to find out more about the candidate.
• Asynchronous video, on the other hand, allows a pre-recorded set of standard questions to be sent a pool of candidates; in turn, their responses are recorded.
• Panel interviewing is Skype on a communal level – basically, panel interviewing means the search/hiring team (often the decision makers) can interview the candidates in real-time, similar to a conference call, with video and live interaction. It can be a time and cost-saver for cross-border or globally separate teams, cutting travel costs and providing up-todate collaborative communication.

Best Practice

Video interviewing is not a new idea: three years ago, in Talent Management Thought Practices, Dr John Sullivan considered it a Best Practice, and presented a business case for the ‘Interview from Anywhere’ approach. However, if interviewing by video can increase effectiveness, while reducing costs, and leading to an improve hire, then companies need to formulate a basic strategy.

Topics to consider include:

Maintaining the corporate professional standard

• Checking technical specifications to ensure the technology works
• Location (such as a conference room rather than an untidy, possibly cluttered (busy) office – and check to see what’s on the wall behind you
• Time zones
• Skype names
• Recording – and legal aspect
• Interview Questions

Both consultant and potential employee need to be as confident in virtual online interviews as with in-person meetings.

Still about People

Video interviewing has challenges.

However, it is a useful technical tool in the executive search tool kit. And, of course, as with all technical tools, it is the people that take main stage: figure out how to work with the people part and the rest is simple.

Case Study: Beware exploding bridges – your resignation is part of your brand

Debbie Goodman-Bhyat, MD of Jack Hammer Executive Headhunters, IRC South Africa, shares her ideas on resigning with élan.

A more spectacular resignation is hard to imagine. Last week [March 2012], South African-born Greg Smith walked away from his workplace of more than a decade, Goldman Sachs, in a manner that had global company leaders blanching over their croissants and newspapers, and the investment bank losing $2 billion in market value.

It is the kind of middle finger-departure about which leagues of employees fantasize: Hand in your resignation letter and make your idiot boss pay for your suffering under his leadership.

But such acts of professional revenge are most unwise and are likely to do as much damage to your personal brand as it may to the pride or reputation of your boss, says Debbie Goodman-Bhyat, Managing Director of Jack Hammer Executive Headhunters, the South African partner of IRC Global Executive Search Partners.

“Whether Smith was justified in his criticism of his former employer or not is not at issue. Very often criticism is valid. However, seen from a personal-professional context, such actions could have long-lasting consequences for an individual’s career. Although his courage for standing up to ‘the man’ may have been widely applauded, there are very few employers who will be standing with open arms to welcome him into their employ,” she says.

Goodman-Bhyat says that the type of emotiveness and “instinct”-based behaviour that came across in Smith’s resignation letter are further factors that would make companies hesitate to take on an individual.

“Big or small, professional-space companies are very reluctant to appoint employees who exhibit signs of being prone to indiscretion and emotional reactions,” she says.

Goodman-Bhyat says that, although Smith’s resignation was on the far end of the scale, it served as a reminder to employees to resign in a way that retains dignity and professionalism and doesn’t burn bridges.

“At the point of resignation, there really is no point in letting the boss feel the force of your resentment. Doing so will serve no purpose other than exacting revenge – if that – and can’t possibly add to your future career and prospects. It can, however, come back to bite you.

“The way in which you want to leave an organisation is part of the long-lasting impression you leave not only with your direct boss, but also everyone who worked and engaged with you.

“Keep it to yourself and keep moving. You are leaving. Opening a can of worms is unnecessary,” says Goodman-Bhyat. On the other hand, when it comes to issues of ethical breaches and criminality, these should certainly be exposed, but with extreme caution. Disclosure of such matters via ‘whistle-blowing’ should be dealt with very carefully, preferably after getting sound legal advice.

“Even during the exit interview, if asked directly, it is wise to find a balance between discretion and honesty. Remember that the exit interview is not a therapy session where you can offload indiscriminately. Rather, use it as an opportunity to point out challenges and problems in the workplace, but continue to use your best diplomatic skills.”