News & Views

Morgan Hunt staff sign up to become mentors

Morgan Hunt staff sign up to become mentors

12 Apr 2021

The pandemic has affected every part of society, but young people face a particularly uncertain time as they look to enter the job market, come to terms with ongoing furlough or recent redundancy.

Morgan Hunt have partnered with The Youth Group to offer the skills and experiences of our staff to mentor a growing number of young people who are seeking knowledge, advice, and support.

Dan Taylor, Managing Director of Morgan Hunt said “It comes as no surprise that the wonderful Morgan Hunt staff have voluntarily given up their time to help young people. Their experience and listening skills will prove invaluable to young people who may not have access to someone who can help and support them. It is another visible extension of the company’s desire to live our mission by inspiring working lives”.

More information including how you can register to become either a mentor or mentee with The Youth Group can be found on their website.

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Wellbeing and resilience advice for jobseekers (Webinar)

Wellbeing and resilience advice for jobseekers (Webinar)

29 Mar 2021

On 25th March 2021 Morgan Hunt hosted a webinar jobseeker wellbeing and resilience. We were joined by Alastair Smith-Agbaje (CEO of Lambeth & Southwark Mind), Dorothée Bonnigal-Katz (Frontline Clinician at Lambeth & Southwark Mind) and Suzanne Penny (Career Coach and L&D Expert. During the session we shared advice for jobseekers on how they can protect their mental health and remain resilient in their job search. Watch the full recording or read our summary below.

Covid-19 has significantly disrupted the UK job market. As most organisations prepared to meet the challenges of the pandemic, growth plans were halted. Normal hiring levels reduced significantly and restructuring in many organisations led to redundancy for many people. As a result, the competition for available roles has increased dramatically, and it is taking many jobseekers longer to secure work.

Although job markets are beginning to pick up, there are many who are still struggling with their job search. The effect of which cannot be underestimated. The experience of submitting applications for tens (sometimes hundreds) of jobs, attending interviews and facing rejection takes its toll on an individual’s wellbeing and ability to stay motivated.

As a jobseeker it is important to take care of your wellbeing and mental health so that you can continue to perform at your best. If you are showing up to interviews stressed, anxious and defeated, it’s more likely that it won’t go the way you hope. You’re far more likely to make mistakes and not communicate the value you can bring to your potential employer. So what can jobseekers do to ensure they don’t burn out?

Dealing with stress and anxiety

As well as feeling stressed or anxious, you are likely feeling tired from your job search. When you feel this way, the best thing may be to take a short break. It is important not to put too much pressure on yourself and to listen to what your body is telling you it needs. However, if you decide to take a break, you should still retain some structure and routine to your days. This will help you to still feel productive and positive. It also ensures you don’t lose your momentum. Don’t forget to include healthy habits like exercising and socialising with others.

Dorothée Bonnigal-Katz, who is a frontline clinician for Lambeth & Southwark mind, highly recommends doing something creative as an antidote to stress and anxiety. Having a creative outlet puts you on the side of love and life, helping to enrich and bring positive emotions into your day.

Dealing with rejection

Rejection takes its toll on us as individuals. It makes us question our self-worth and if we’ll ever make it. But it’s important not to dwell on these feelings.

If you were made redundant, remember that it is not a reflection of your skills and expertise. It was the role that was made redundant, not you, so have confidence on your ability. If you were rejected after an interview, know that you were invited to the interview for a reason. Someone saw something in your ability, which should give you confidence.

Viewing the interview as a learning experience can help change your perspective too. Focus on the elements of the rejection that you can control by using feedback to identify areas of growth and improvement.

If you have faced numerous rejection, you may want to take some time out to deal with the feelings of stress and anxiety, as well as build up your resilience again.

Building your resilience

Resilience is a resource which we build up and is then drained through the challenges we face. When we feel our resilience is low, we know that we need to take the time to build it up again.

The origin of the word comes from Latin, meaning both rebounding and recoiling. Resilience is our ability to bounce back, but in order to do so we must recoil from time to time. To do this, take a break from the tasks that have been draining you. Remember and reflect on positive reinforcement you have received from others. This will be help you rebuild your sense of value and self-worth.

Negative thoughts, which come as a result of stress, have an impact on how we feel and behave. But improving your mood can be as simple as telling yourself positive stories and affirmations   

How to remain positive when job searching and interviewing

After having many knockbacks and feeling like you’re not progressing, it can be difficult to remain positive and determined in your job search. To combat negative thoughts that might arise, try creating a mind map of testimonials and positive comments you have received. Refer back to this whenever you need a confidence boost.

Remember that although you have may have receive rejections, you have been invited to interviews because the hiring managers like what they see. With this in mind, try to relax in interviews and focus on emphasising the elements of your CV that your interviewer liked. And don’t forget to be prepared for your interviews. With preparation comes confidence.

Lastly, if you’re feeling anxious in an interview, view it is an opportunity to see if the organisation is a right fit for you. By changing your perspective, the interview becomes an opportunity for you to find the right fit for you. You’ll then feel enabled to have a relaxing conversation about what both you and the organisation bring to the table to determine if it’s a good fit.

 

By applying the tips above to stay positive and resilient in your search, your chances of getting the job will be improved as you’ll be able to bring your best self to your interviews. However, a positive mindset isn’t all you need to stand out in a competitive market. Here are some tips on how to improve your chances of getting the job:

Refresh your CV on job boards every 7 – 14 days. This will improve your chances of being found by recruiters and employers. Join groups on LinkedIn Join a job search group Network with others in your industry Take online course and develop key skills Do some volunteering to fill your time and gain experience Do some form of interview and career coaching

Overall, it’s important to stay positive and hopeful. A negative mentality will not help you to achieve your goals. Pay attention to the areas that you can improve and listen to yourself if you feel like you need a break. Good luck!

If you’d like to speak to a recruiter for career guidance or help finding your next role, get in touch.

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Building inclusive teams for growth (Webinar)

Building inclusive teams for growth (Webinar)

11 Mar 2021

On 24th February 2021  Morgan Hunt hosted a webinar on the power of  team coaching titled ‘Building inclusive teams for growth’. We were joined by team coaching experts Lucy Widdowson and Paul J Barbour, who shared how team coaching can be used to develop inclusive teams which benefit from increased performance.. Read the summary of the webinar below or watch the full recording at the bottom of this page:

Following the events of 2020, the importance of diversity and inclusion for organisations is being recognised more and more. Organisations are becoming actively engaged in building diverse and inclusive workplaces as a result of demands from staff for greater representation, but also due to the proven benefits for organisations. Benefits include:

Winning the battle for talent Improving employee satisfaction Improving the quality of decision making Increasing innovation and customer insight Improving the company’s brand image 33% higher profitability (McKinsey, 2018)

It is clear that, for organisations, there is a lot to be gained, but how can improved diversity and inclusion be achieved? There are several factors that influence the diversity and inclusion of a workplace, but Lucy Widdowson and Paul J Barbour suggest developing more inclusive teams through team coaching is a good place to start.

When we talk about the diversity and inclusivity of teams, what do we mean? Diversity describes how team members are different from each other, improving the range of ideas and perspective brought to the table. Inclusivity, however, describes the style of interaction (the actions and strategies) that help people feel included, which is essential for effective teams and organisations. Diversity improves the variance of ideas, but inclusivity is what enables these thoughts to be shared.

The diversity of teams can be improved through recruitment, whereas inclusivity can only be built through a focus on the interpersonal relationships of teams. In order for team members to feel included, psychological safety and trust must exist within the group. Individuals must believe that the group is a safe place for interpersonal risk taking. Only then can members feel truly comfortable to contribute and share their ideas.

So how can inclusivity be improved? In the team coaching sessions that Lucy and Paul run with organisations throughout the world, they work with teams to develop empathy and to determine the shared purpose, values and beliefs of the group. Empathy leads to understanding and having shared goals ensures the group moves together in the same direction. One exercise they encourage people to use to build empathy is to watch the news, then try to understand a person who has an opposing view to you and think about what you would say to them. 

What is team coaching?

“Coaching that helps teams work together, with others and within their wider environment, to create lasting change by developing safe trusting relationships, better ways of working and new thinking, so that they maximise their collective potential, purpose and performance goals”

Building psychological safety and trust can be achieved through a number of team coaching methods and exercises. Through their work, Lucy and Paul have defined 7 characteristics of high performing teams. These are:

Purpose – (Why do we do what we do/ who do we serve) Identity – (How do we want to be known) Values & Beliefs – (What do we need to value and believe in to achieve our purpose?) Awareness – (How aware the team is of how they interact with the rest of the business and what the areas of development within the team are) Relatedness – (Psychological safety, building relationships, trust, enabling open and honest conversations) Ways of working – (The processes and rhythm of the team e.g. decision-making effectiveness)  Transformation – (How the team continues to learn, grow and innovate)

For improving inclusivity, Lucy and Paul recommend focussing on the awareness and relatedness. Here are some exercises you can use to maximise these characteristics:

Have everyone say something at the beginning of a meeting Practice ‘non-violent communication’ (This means listening beyond what people say to understand people’s needs) Practice conversational turn taking, which increases collective intelligence and team performance Encourage more positive conversations by replacing “but” with “yes, and” to build on people’s ideas rather than shutting them down People are naturally averse to feedback so before challenging someone’s point make sure they feel supported

Paul and Lucy also suggest using scenarios to open honest conversations about how people would respond. Through this people can feel safe to share without judgement, as well as be corrected if their response could be improved. Here are some scenarios for you to use and discuss with your teams:

Scenario 1

Amy in a team meeting uses an incorrect terminology for a colleague in another team saying ‘Jo the blind person’. What do you do?

Scenario 2

Every time Amin makes a suggestion, another team member Tom ignores them and speaks over them. What do you do?

Scenario 3

You have a culture of all going to lunch together when in the office or spending time chatting informally when working virtually at the end of the day on a Friday. Ray doesn’t join in. What do you do?

By applying some of the techniques, you can begin to create more trust within your teams which will improve communication and performance. If you would like to learn more about team coaching and how it can be used to develop high performing teams, Lucy and Paul recently published their first book titled “Building top performing teams”. You can purchase a copy via the links below.

Kogan PageAmazonPurchase through local US & UK book stores

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Celebrating different perspectives - Why diversity matters (Webinar)

Celebrating different perspectives - Why diversity matters (Webinar)

28 Jan 2021

On 27th January 2021 Morgan Hunt delivered a webinar on diversity and inclusion titled 'Celebrating different perspectives - Why diversity matters'. We were joined by diversity and inclusion experts Carmen Morris, Amarjit Singh Basi and Hannah Manyewu to outline the benefits of diverse and inclusive workplaces, the challenges facing the implementation of D&I and how these challenges can be overcome. See a summary of the webinar below or watch the full recording at the bottom of this page:

Diversity and inclusion have been at the forefront of many people's and organisation's minds since the events of 2020. The Black Lives Matter movement shone a light on the importance of equality for all people in all areas of life. The need to be treated equally is vital within the workplace, as it's a place where people spend most of their days and lives.

In our webinar, our speakers outlined that there are many benefits to be gained from creating diverse and inclusive workplaces. Fostering these kinds of professional environments helps people feel more comfortable. As a result, they are more engaged in their work and with the people around them. Collaboration improves, as does their productivity and effectiveness. As a whole, job satisfaction increases, barriers that in the past made work difficult are reduced and the performance of all employees is boosted.

It's hard to argue against improving the wellbeing of your employees, but there are many benefits to organisations too. Improved employee effectiveness and productivity improves the overall performance of the business. Many studies have shown there is a strong positive correlation between diversity and inclusion and business success. Beyond this, D&I practices foster strong and supportive cultures that people want to work in. It makes retaining talent and attracting skilled people to your organisation much easier.

But how do you begin improving diversity and inclusion? It has to start with senior leadership and management. Boards must authentically buy into the need to improve and understand the challenges that the least privileged people in their organisations face. This requires leaders and managers in an organisation to speak to the people affected and take the time to hear about their lived experiences, the barriers they face and any areas of improvement they have identified.

But the role of leadership doesn't stop there. Next, they must put what they have learnt to action. Improving diversity and inclusion is about creating a change in culture which must be driven from the top down to be authentic. Representing marginalised groups within management is an important step that ensures all perspectives are heard and considered.

Leaders and management aren't alone though. Setting the culture requires buy in and support from all functions of the business. Management must take ownership of this process and invest in the development of staff at all levels. Through this, employees throughout the organisation will gain the knowledge and understanding to make this change in culture effective and, most importantly, permanent.

In the past year we have seen an increase in the number of diversity and inclusion job roles. The creation of positions with this specific focus signals a promising commitment to improvement, however it is important that these appointments are not just tokenistic. These job roles must be thought out and organisations should at least have some understanding of their areas of improvement or what they want to achieve. Otherwise, businesses risk destroying any credibility they have in wanting to promote diversity and inclusion.

For people in these roles, there are a number of factors that will determine their success. Most importantly you should have a direct line of communication to the board or senior leadership team. If this doesn't exist, it is unlikely your role will have the impact that is needed to create change within the organisation. D&I advocate Hannah Manyewu suggests that your definition of success should be based on achieving results through others. Your aim should be to mobilise internal groups across all functions, build momentum and interest in improving D&I and ultimately hold leadership accountable.

Recruitment is also critical in creating diverse and inclusive workplaces. Hiring people from different backgrounds shows a commitment to improving the diversity of the workforce and brings in new perspectives and ideas which can help an organisation thrive. To practice inclusive recruitment, businesses should understand their employer brand and how it is perceived by potential applicants. Through this you gain insight into how you may have to improve how you communicate your employer value proposition to appeal to a diverse range of applicants. Fair and unbiased recruitment methods such as psychometric testing and blind application reviews are also useful tools to make the hiring process as inclusive as possible.

Since last year we have seen a lot of progress, but it is just the beginning. It is important to acknowledge that change doesn't happen overnight, but organisations must begin taking the steps to create more diverse and inclusive environments. Our speakers Carmen, Amarjit and Hannah hope that in the next year we will continue to see more leadership and executive roles filled by people with diverse characteristics, increased publicly visible commitment to the cause and real accountability to change through evidence and case studies.

Find out how you can improve internal diversity and create inclusive workplaces. Contact Clare Keniry, Head of Diversity & Inclusion at Morgan Hunt – [email protected]

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Celebrating different perspectives - Diversity & inclusion webinar series

Celebrating different perspectives - Diversity & inclusion webinar series

12 Jan 2021
Diversity improves organisation’s effectiveness and performance. But achieving the right diversity is less than straight forward. The recruitment process is undoubtedly a critical element of bringing diverse talent into any organisation.This webinar series hosted by Morgan Hunt will help give you the knowledge and methods you need to attract diverse talent, practise inclusive selection and maximise retention by building an inclusive culture.

At Morgan Hunt we welcome and celebrate different perspectives to help our organisation, our clients and our people achieve long lasting results. We are committed to promoting racial and social equality both within our own business and our broader community.

We understand what a crucial role the recruitment process plays in attracting diverse talent to any organisation. We want to work with you to make every step of this process as consciously inclusive as possible.

The objective of this webinar series is to support organisations to attract the best diverse talent, practise inclusive talent selection throughout the recruitment process and to retain diverse talent by building an inclusive culture.

Our Upcoming SessionsWellbeing & Resilience: Advice for jobseekersThursday 25th March

Get advice and tips from wellbeing professionals at Mind Lambeth & Southwark and career coach, Suzanne Penny, to help you stay resilient in your job search

Speakers: Alastair Smith-Agbaje, Dorothée Bonnigal-Katz & Suzanne Penny

REGISTER NOWAttracting diverse talent to your organisation with inclusive recruitment methodsDate to be confirmedCOMING SOONRetaining & developing diverse talent to build an inclusive cultureDate to be confirmedCOMING SOONOur Completed SessionsCelebrating different perspectives – Why diversity matters

In our first webinar in the series we dicussed the need for diversity and inclusion and why it should matter to all organisations. Topics covered included: the benefits D&I provides, the current challenges in creating diverse and inclusive cultures and how these challenges can be overcome.

Speakers: Carmen Morris, Amarjit Singh Basi

READ SUMMARYBuilding inclusive teams for growth

Learn how team coaching can be used to create more inclusive, open and collaborative teams which improve performance and wellbeing

Speakers: Lucy Widdowson, Paul J Barbour

READ SUMMARY
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Webinar: Youth Mental Health during Covid-19 - How to support under 25s

Webinar: Youth Mental Health during Covid-19 - How to support under 25s

14 Oct 2020

Children and young people across the UK have had their lives turned upside down by the coronavirus pandemic. Almost every young person has had to adjust to dramatic changes in their education or employment, routine and home life. So it's important that as individuals and organisations we understand those challenges. And even more so important that we know how to support young people through them. 

On October 13th Morgan Hunt hosted the webinar 'Youth Mental Health during Covid-19: How to support under 25s', helping to increase awareness of this issue and provide a learning opportunity for attendees. The online session was hosted by Clare Keniry, Technology Recruitment Director at Morgan Hunt. We were joined by guest speakers David Beeney and Jack Parsons. 

David Beeney

David is the Founder of Breaking the Silence. He has established himself as one of leading advisers in the UK on how to drive employee engagement through an effective wellbeing programme.

In 2018, David was proud to have been listed in the top 101 influencers globally on employee engagement, he is also a qualified Mental Health Counsellor affiliated to the BACP (British Association of Counsellors and Practitioners) and a Trustee for mind.

He specialises in creating cultures of trust that are free from the stigma of mental health that are all inclusive.

Jack Parsons

Jack Parsons is an award-winning young entrepreneur, public speaker and subject expert on Youth and is publicly known as the UK’s Chief Youth Officer.

Jack has been honoured awards over the last 3 years including Young Digital Leader Of The Year, The 100 Faces of a Vibrant Economy, Most Connected Young Entrepreneur, 50 Top kindest leaders and Top 10 UK Young Entrepreneurs to Watch.

Jack's personal mission is to knock down doors for others to walk through after having a tough upbringing and lack of career support from the school, learning from failure and being motivated to make a real impact for young people.

Jack is currently the CEO of The Youth Group which is building the world’s largest most connected marketplace and community for young people with one aim: to help improve the odds for young people across the Commonwealth to achieve their full potential in work.

In addition to running The Youth Group Jack advises a number of organisations and figure heads on young people, including governments.

Key Learnings

Young people are just as concerned about their futures as they are about their current situation

Individuals and organisations need to lead the way in normalising and encouraging conversations around mental health

Cultures need to be created where young people feel comfortable being themselves

Look for any change of behaviour in young people you know as this might signify that they're struggling with their mental health

To initiate a conversation, ask genuinley how they are doing. Asking how someone is feeling out of 10 makes it easier for the person to give a clear idea of how they are.

Sharing your own struggles and vulnerabilities gives others permission and comfort to share theirs

Plan to have others with specific expertise around when a conversation about somone's mental health becomes more serious. Saying the wrong thing in this situation could be dangerous

You can watch a recording of the full webinar below.

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Morgan Hunt unveils its new brand and job search website

Morgan Hunt unveils its new brand and job search website

23 Sep 2020

Today Morgan Hunt unveils its new branding and website. The new brand replaces a visual identity that has been the face of the company for over 15 years. The new brand reflects who we are as a business, the people within it and how we work today.

Our new website brings with it a fresh, easy-to-use interface and new features, which gives candidates the tools to find the right job and for clients to find out about the full suite of solutions that Morgan Hunt offer.

Why the change?

A lot has changed over the last 15 years, that rate of change has particularly intensified over the last 7 months. The modern and inclusive imagery reflects Morgan Hunt’s standing within its markets. It positions the business as the recruitment partner supporting jobseekers that look for a sense of purpose in the work they do. We connect them with organisations that can give them purpose and help them realise their potential, in an environment that reflects their values and allows them to make a difference.

The website augments this message, enabling us to share our story and our services in an engaging way. The site is modern and bright, but most importantly it provides important information to job seekers and employers, as well as a powerful job search function to help our customers find the most relevant and suitable job vacancies for them.

Having a person’s profession as the main search category supports our belief that many skills within the public, private and not for profit sectors are transferable. We trust this will encourage people to explore opportunities that they might not normally consider, whilst making it easy for jobseekers to find the jobs they are familiar with.

What does our new brand mean?

The rebrand brings with it a huge visual change. This includes a new logo, colour scheme and visual language.

Our new logo acknowledges our heritage in its design as it is a modernised take on our previous mark.  The upward pointing lines represent how we have changed, but the familiar square element symbolises that the family values that the organisation was built upon are still present. The outer lines create an arrow but can also be interpreted as ripples. These signify a strive towards progress, innovation and creating positive change for our clients, customers and the wider community. 

Our Mission Statement: Inspiring working lives through purpose and opportunity 

The change goes much further than just the visuals. We truly believe that when we place someone in a job where they add value and have purpose, their role is more fulfilling. The needs of our candidates and clients are the most important thing to us and we aim to provide both with solutions that inspire them and enable them to inspire others around them too. We are proud to help organisations find the talent they need to grow and make a difference. And we are privileged to help talented individuals make a difference and build meaningful careers.

Managing Director, Dan Taylor commented,“Our new brand authentically communicates the business we are today. It is bright and bold and reflects the passion that our people have for making a positive difference in their work, in supplying organisations with expert staff to help them achieve their goals”.

If you’d like to find out more how we can support you as a jobseeker looking for your next role, or as an organisation seeking the right talent, please email us at [email protected]

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How to onboard a remote employee successfully

How to onboard a remote employee successfully

26 Aug 2020

You may ask yourself, should I make a job offer in the current climate?

This is an obvious and natural reaction to the current situation but think about the long-term plan. Skills shortages have not disappeared overnight, and the key areas of shortage will be just as acute after the Covid-19 crisis comes to an end. Once you have identified an individual with the key skills and experience you require, it is important to secure them with a job offer right away.

Paperwork

Use online electronic signature software such as DocuSign, allowing new employees to sign and return key documents securely with an encrypted audit trail. Work with your HR team to adapt your standard compliance process for onboarding.

 

Support your new hire

Be aware of the worries your new member of staff may have handing in their notice in such a challenging and uncertain market. It is critical to support them and keep in regular contact during this period. These are uncertain times so it is critical that you engage with and keep in regular contact with your new hire over the course of their notice period – we are seeing candidates accept counter offers from their current employer at the last moment. So, it is crucial to keep this in mind and ensure that you start involving them in team calls even during their notice period. Really utilise any opportunity to interact and encourage them to engage with the team culture during this period.

Keep them engaged

Encourage as much face time as possible with their new team, any opportunity for interaction is important, for example including them into a group chat on WhatsApp, Skype etc. This will introduce them and engage them in the team culture. Your key goal before and during onboarding is to over communicate.

Get equipment and logins out swiftly

Ensure that they have all they need to carry out their duties on day one including any computer equipment and the necessary logins. If there is any means of providing them with organisation/ corporate literature remotely, all the better. Ensure they have remote access to all relevant company documents and files. Think about sending a small ‘care package’ as a welcome gift.

Regular one to ones

One to one meetings are important so that new members of staff have an opportunity to communicate with you and other key team members privately, as well as in a group/ team setting. Remember to encourage social get togethers as well, such as using video platforms for a team coffee or drink in order to encourage social interaction.

Record a ‘welcome video’

It allows you and/ or another team member to enthusiastically welcome the new employee to the organisation, discuss the team and how they will be able to carry out their role remotely. Include members of the senior management in this welcome video.  

Review your standard induction process

Pretty much every part of the standard induction process in week one can be moved to a virtual process. All training can be delivered online and it is likely that you already have training modules around compliance or health & safety etc. that are delivered via online training. Work with your internal training team or training providers to enhance your virtual offering for new starters.

Organise a team wide meet & greet session

Organise a team wide meet and greet session as a group call and then arrange individual one on ones with key team members so that the new hire is both introduced again to the team but also has an opportunity to start building key internal relationships.

Think about all the key stakeholders that your new hire needs to meet and arrange these as video calls. The more structured you can make this in the first few weeks the better – this will assist your new hire to understand their role and duties more quickly.

Task them with keeping a list of key questions

Ask your new starter to keep a list of key questions they might have and then ensure that they have a platform to start to work though these queries, for example a daily video call with their line manager.

Clearly, working day to day in an office allows these questions would be answered naturally, so it is key that they start with the habit of noting questions as they work so these can be addressed on a regular/ daily basis.

 

Check in regularly

Check in regularly but don’t keep checking up. By setting clear daily expectations and then following up, you or the line manager will be able to naturally track progress and development. Ask for help and perhaps a HR colleague can support you by organising a monthly catch up call with the new hire.

This will give an extra insight and assist you in keeping an eye on their overall wellbeing.

This is a stressful period for everyone, and a new hire will perhaps be feeling extra pressure to prove themselves in a new organisation.

Be open & adapt

Remote onboarding is a relatively new process for most organisations, so naturally there will be a few issues and perhaps challenges early on. So, it is important that all parties involved are understanding and willing to learn from mistakes. Have this conversation with your new hire early on – ask them to be forging but also ensure that you gather feedback and work to learn from any early mistakes.

The future

Once you have successfully onboarded your new member of staff there will come a point when you will look to reintegrate both them and the rest of your team back into a business as usual way of working in the office.

Remote working becoming business as usual;

It’s very likely that more organisations move to a more agile way of working in the future that may be a blend of both remote and office-based working for the majority of staff. Whilst nobody wishes to be forced into 100% remote working there are obvious positives to this ‘blended’ approach from better work-life balance, enhanced childcare support to improving employee attraction and retention. Who knows, remote onboarding along with remote working may be much more common in the very near future.

If you would like more information about any aspects of remote recruitment or remote onboarding, please get in touch.

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A virtual interview guide for hiring managers

A virtual interview guide for hiring managers

26 Aug 2020

Over the coming days and weeks, many of us will be adapting to working remotely from home. This change will also affect how job interviews take place, so as a prospective employer it is important to be able to hold efficient and productive virtual interviews. Here are some preparation tips to assist you to find the right individual for your role.

Use the most appropriate platform for all 

Use a platform which allows a video interview will assist both you and the interviewee to interact as naturally as possible. This will give you an opportunity to assess soft skills plus allow the prospective candidate to gain an understanding of the culture of your organisation. There are obviously a host of platforms which we are all using currently – make sure you use one that allows for conference video and that your interviewee can access easily. 

Have a plan b

Despite the best preparations there may be technology issues, have the phone number of the interviewee or the recruiter to hand just in case the video connection is lost, or it does not start on time. It is inevitable amid the ongoing challenges that video interviews will become more common practice, so everyone will become more comfortable using the various technology platforms. 

Preparation

Check the lighting in the room, try to avoid direct light sources or bright objects behind you as this will create a shadowy silhouette. If you can elevate your laptop to avoid staring down into the camera and position yourself at a table, against a plain, neutral background. Turn off all other apps on your laptop during the interview so the individual has all your attention and you are not distracted during the interview. Make sure to have your standard interview questions to hand as well as a copy of the individuals CV.

Remember to convey your organisation culture

It's difficult in a home setting but you need to convey a strong sense of your organisation culture via video, so be prepared to discuss in detail your  values and the day to day office culture or invite relevant colleagues to the interview to assist with this. Just ensure that you have agreed format/ roles in advance so that everyone on the interview panel is clear of the questions they are to ask or the aspects of the organisation they are to describe.   

Opportunity for questions

Important to encourage as much back and forth interaction as possible so make sure to give the candidate an opportunity to ask questions. Ensure that you take notes throughout about their answers, body language and how they communicate throughout the interview.

Reflect on the interview

Once concluded take time immediately after the interview to write down your thoughts and impressions. Also make note of any further queries you may have following the interview. Call the recruiter with feedback as soon as the interview concludes so that they either answer these questions or follow up on your behalf.What next?

It is likely that video interviewing will continue to grow in usage over the coming months, so it is useful to get as much experience as possible which will help you establish your own style over this format. If you would like to speak to an expert about how to conduct virtual interviews at their very best, sell your organisation to potential candidates and attract the best talent, contact us today. 

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