4 minute read
Remote recruitment
RECRUITMENT
How to hire the best remote workers
There’s more to the post-pandemic labour revolution than just working from home, says Roxanne Calder. It’s also about people working for companies that are in a different country altogether
THE PANDEMIC had us all doing acrobatic feats. There was a swift somersault to remote working, which, for most of us, meant working from home.
The common thought was that we would soon be back in the office when “the pandemic is over”. Not so, said Delta and Omicron, and remote working established itself as our new working norm but with a twist. Home can now be 12,000km away as we work from anywhere and, often, like in the gig economy, at any time.
If you’re still reckoning with the concept of remote work, consider the statistics. After just one year, there was an 87% increase in people working remotely compared to pre-pandemic, and 56% of companies around the world offered some form of remote working.
What of hiring for these remote positions? Pre-pandemic practices won’t suffice. It requires a backflip to reboot recruitment strategies. Remote recruitment must be innovative, entrepreneurial, fast, and must factor in retention. Here are some key tips for getting it right.
Remain realistic Remote recruitment offers a seismic opportunity to source talent further afield, including in emerging markets. However, it is still competitive, and regardless of the international sourcing pool, you can’t ask for the world.
Revisit job descriptions Business models have changed, and that means so too must job descriptions to harmonise with business objectives. Abandon dull job descriptions, bullets, lists of tasks, etc. Remote working job descriptions amplify and concisely speak of requirements, communicating clearly what success now looks like.
New hires may be from different cultures,
and English may not be their first language. Be creative in conveying the job description so the job is fully understood. A video of the job description as well as a written one may ensure this. Such strategies will improve retention.
Gain efficiences from technology Depending on recruitment volume, you may need a recruitment-specific customer relationship management system to track communication and traction.
Artificial intelligence is valuable for efficiently screening and identifying talent as well as reducing the impact of human bias. However, as AI uses algorithms, it can also unwittingly make the problem worse by baking in and deploying biases at scale in sensitive application areas. Use tools such as LinkedIn to verify résumé details and common networks.
Refine job ads Choice job ads are attractive, alluring and not necessarily too specific. The job ad is not a job description. It should be open enough to encourage applications and not be used to screen candidates out.
Research appropriate job boards according to industry and country. In the current market, there is no guarantee a job ad will source suitable candidates, so, concurrently, headhunt or use a recruitment agency with the knowledge and reach to help you find them.
Use virtual interviews wisely Enlightened virtual interviewers consider culture and language. For example, in some cultures direct eye contact is frowned upon, and yet in Western culture it is expected.
Sensitivity, understanding, reserving judgment, and being attuned to your own cultural frame of reference can avoid misinterpretation and missed hiring opportunities. Understanding people’s living conditions and family situations will assist with strong engagement and future retention. We need to know people’s stories better than ever before.
Design interview questions that are specific to job descriptions and success markers. Suppose accountability and responsibility are now higher requirements – ask questions to identify these attributes. Use different scenarios to test critical attributes. If flexibility of hours is a criterion, book interviews that require the interviewee to be flexible.
Panel and multiple interviews provide a broader scope for accurate assessment. The advantage of our remote world is convenience. Use this to conduct interviews succinctly and efficiently. Involve colleagues who can provide different perspectives, such as a designated observer who can take notes on all aspects of the interview, for example on body language. Introducing multiple people assists with the engagement of your potential new hire. And remember, it is two-way!
In 1969, before it became our reality, the idea of remote work was predicted by Allan Kiron, who wrote about how computers and new communication tools could change life and work. And here we are now. What if we had clued into what Kiron was advocating 50 years ago? Perhaps we would have been well ahead of the curve. Don’t let the attachment to habitual norms and pre-pandemic/prehistoric thinking and recruitment methods hold back the future potential of your business.
Roxanne Calder, author of Employable: 7 Attributes to Assure Your Working Future, is the founder and managing director of EST10 – one of Sydney’s most successful administration recruitment agencies. Calder is passionate about uncovering people’s potential and watching their careers soar. For more information, visit www.est10.com.au.
