Interviewing is still a primarily analog process, which makes hiring more subjective than it could or should be. In fact, HR teams report that 85% to 97% of hiring is based on gut instinct. That’s right, one of the most important and impactful processes in HR is still based primarily on instinct rather than data.

It’s no wonder that turnover rates are high and 60% of candidates report a poor interview experience. Turnover can be due to many factors but is often related to expectation setting and proper transparency during the interview itself. In a tight labor market like we’re facing today, startups and HR teams face massive challenges in filling open positions and can no longer afford to be hindered by ineffective analog interview processes. Gut instinct must be fact-checked with data.

Fact-checking Gut Instinct With Data

Gut instinct may always remain a reality of hiring, but what if we could augment instinct with objective data? Conversational analytics solutions now provide a way to automatically gather, synthesize, and present summarized, objective candidate data that helps recruiters and hiring managers compare their instinct with objective findings from the interview. Also referred to as conversational intelligence or conversational AI, these solutions extract data and insights from human-to-machine or human-to-human conversations.

A common use case for conversational analytics in human-to-machine interactions is leveraging chatbots to field customer service issues. The chatbot collects data to determine what the problem is and whether the customer is satisfied with the answers provided. In the area of human-to-human interaction, we’ve seen conversational analytics applied to the sales domain. Solutions such as Gong and Chorus listen to calls to extract “sales intelligence” to analyze the quality of opportunities.

Finally, we’ve arrived at the era of conversational analytics applied to HR, where solutions like HireLogic listen to job interviews and extract “interview intelligence” for a comprehensive understanding of candidates and what was covered during the interview.

How Conversational Analytics Radically Changes Interviewing

Conversational analytics provides interview intelligence automatically after an interview is completed. Some solutions in the market claim to provide interview intelligence, but instead, provide “interview metrics” like talk time and talk ratio, and allow users to manually highlight snippets of the transcript for review.

True interview intelligence goes beyond metrics to provide time-saving insights that help with hiring decisions. It detects the skills, job functions, industries, and titles discussed, reports how much of the conversation covered those topics, and flags portions of the transcript to surface candidate characteristics such as leadership qualities, aspirations, likes, and dislikes. This succinct analysis helps hiring managers understand how thorough an interview was, whether the interviewer’s recommendation is reliable, and what type of follow-up questions might be required.

To reduce bias and ensure compliance, interview intelligence flags potentially inappropriate questions around age, gender, marital status, or other personal traits so that employees can be coached on how to be better interviewers. For example, asking a candidate how old their children are may seem innocuous but could lead to age-related discrimination. Oftentimes, people don’t even realize they’re doing it, so it’s helpful to have AI attempt to detect and identify opportunities to improve interview compliance.

Having been a founder, a board member, and a C-Suite leader at several companies, I know how important interviewing is to find the right team member. Even the most seasoned manager can find it challenging to simultaneously think of the right questions to ask, listen carefully to the response, and take good notes that can be used for objective hiring decisions, all while trying to build rapport and engage with the candidate. When you compound this challenge across multiple team members, candidates, and positions, it quickly becomes apparent that having objective data to make informed hiring decisions helps tremendously to fact-check instincts and unconscious bias. Having used conversational intelligence to help gather this data automatically during calls, I never want to do another interview again without it.

Imagine the Data From 30 Million+ Interviews per Month

At the start of 2023, there were approximately 11 million job openings in the U.S. If you assume conservatively that there are three interviews conducted per opening, that’s over 30 million interviews a month, or roughly 1 million interviews happening every day in the U.S. alone. This is a significant amount of time and resources that organizations are spending to conduct interviews for hiring, and it’s still a mostly subjective process prone to unconscious bias.

If all that data could be instantly gathered and applied to augment the interview and hiring process, organizations may save countless hours, reduce unconscious bias, and experience less turnover. But most exciting above all is the prospect of helping both hiring managers and job seekers finally find the right fit for a productive and beneficial relationship.

The post The Last Analog Process: Job Interviews appeared first on RecruitingDaily.

We sat down with Senior Manger of G&A Recruiting, Lianne Gong at Gong. And by sit, we mean at our computers to have a ‘fireside’ conversation. Among it all, we discussed the tech layoffs, its affects on recruitment, Gong’s current state and how the hell she wound up where she is today. 

RecruitingDaily: So let’s cut to the chase and just get this out of the way. What brought you into the world of recruiting? Was it always the goal or something you fell into and just ended up loving? 

Lianne Gong: Recruiting was never on my radar. Truthfully, I didn’t know it existed when I was in school. I started my “business” career at a financial services company, doing telemarketing as my internship while in school. That transitioned into a full time sales role upon graduation, which I did B2C and then B2B for a few years before transitioning into Talent Aquisition. 

I was given the opportunity to move into a full time recruiting role at the same company, hiring sales reps… and I loved it. That was 15 years ago! 

RD: Now, there’s this ongoing statement that those in sales sometimes make the best recruiters. Do you agree or disagree? And how might sales translate into the recruitment process holistically? 

Gong: [I] 100 percent agree. Sales people and recruiters are both are masters of identifying their target audience, sourcing and/or cold calling that said audience, understanding pain points, selling to those pain points, navigating a relationship with expectations and closing. 

[Gong may have said it best in her self-published blog post, Recruiting is like Sales. Here, she’s very clear on the similarities, while also pointing out to do what you love.] 

RD: You’re currently at Gong and have been there for some time now; what brought you to Gong? And what keeps you there? 

Gong: For me, being in TA (corporate recruiting) means representing the company you work for. So, when I look for roles, while I want to know my skills will be utilized, I am truly looking for a company fit. 

I go from a bottoms-up approach [and] evaluation: 

● Do I like the team I’d be working alongside? 

● Do people like working here? 

● Do I think I’ll be supported by the person I’d be reporting to? 

● Is success defined and clear? If not (because startups sometimes don’t have this), what is the plan to define success? 

● What does the mission, values and purpose statement look like? Does the executive team support it and drive it? 

● Is this a bottom-up led or a top-down? 

Personally, I love building the teams and infrastructure for a hopeful IPO, hypergrowth chaos, fixing broken things and being the trusted advisor and subject matter expert (SME) to the business. I want a team who wants to work hard, but knows more about each other. 

[For example], a manager who understands I’m a mama first and an employee second, executives who live and breathe the vision, values and purpose of the company and a company whose ‘commands’ come from the top. Meaning, the CEO drives the culture, not the People Team. Gong fits all of these. 

RD: Now, for the main course. Tech right now is an interesting and even scary place for some folks. How has Gong differed and continued to hire at a time like this in your own words? 

Gong: I think it’s a combination of things. Gong is in its own class of revenue intelligence, which makes it a very attractive company to target as a candidate. Our leaders are true advocates for the company and for their people. We have a stellar marketing team. And, TA provides white glove service to all candidates. [The] Candidate experience is important to us! 

RD: With the recent tech layoffs at Meta, Shopify and Microsoft to name a few – how do you and/or your teams approach potential candidates within the recruiting process? Is there a difference at all? 

Gong: No difference. White glove service and a commitment to communication. We are forthcoming with all information, candid with our feedback, and timely in our touchpoints; be it email, phone call, text, etc. Just to treat others the way you’d wanted to be treated as a candidate. 

RD: What is the candidate’s experience to you? How important is it and how does it expand beyond the obvious process and technology to pure humanization? 

Gong: To me, candidate experience means putting yourself in the candidate’s shoes. To understand the process of recruiting, the ups [and] downs, the communication, the process and the joys of the full cycle. We’ve all been candidates before in our careers. 

I think it’s important for us to recognize that we, in TA, are in a position of power so to speak. We hold the information. We hold the opportunity to treat those candidates in a way that lets them know they mean more to us than [just] a hire. 

RD: It’s been an interesting past couple of years with a global pandemic, workplace shift from in-office to home and/or hybrid for some, the great resignation, layoffs and many people breaking into tech. How has your perspective shifted within recruiting more broadly and in tech specifically? 

Gong: The whiplash! That’s all I have to say. 

In the couple years, I’ve gone from, “Hell yeah. Working in TA in the SaaS startup space is on fire!” to “Should I rethink my career?” Ultimately, recruiting is very feast or famine. It always has been, and this all is cyclical. My feelings for recruiting in tech and SaaS hasn’t changed. While I’m still uneasy at the moment, I’m confident in my decision to continue pursuing this path. 

RD: In the recruiting space directly, many have been impacted as of late. What’s your mantra or philosophy to keep pushing? What advice do you have for those in the talent acquisition space that may have been recently impacted by layoffs? 

Gong: I find solace in the fact that a ‘bounceback’ is a very realistic thing that has happened time and time again. From a personal perspective, I find the motivation to keep pushing because I have to. For myself and for my family. 

This is all a blip in time. I’ve seen my fair share of recessions, corrections, bull/bear markets, etc. to know that everything is temporary, even if it doesn’t feel that way in the moment. 

The post Lianne Gong: Recruiting is Very Feast or Famine appeared first on RecruitingDaily.

A Small Number Who Meet The Core Criteria

There isn’t a hard and fast rule about how many candidates make it to the final interview. It’s important your pre-screening process ensures only qualified candidates make it to the final step of your interview process – since that’s an indicator that one of those people will receive an offer. Making sure those who have the essential skills for the position are the only individuals who are considered means you’re also being efficient with everyone’s time. If everyone who applied for a job or was invited in an initial screening made it through the entirety of the process, think about the burn rate of the managers who have to conduct all of the interviews. So, my guidance is to have an appropriate recruitment process outlined where candidates who demonstrate the appropriate knowledge, skills, abilities and core values are the ones who sit for the final interview. Naturally, it will be a smaller number compared to those you originally screened.

Eric Mochnacz
Senior HR Consultant, Red Clover

Be Swift to Hire Any Strong Candidate Instead of Tracking Numbers

The simple answer is as many that deserve to make it that far. In today’s recruiting landscape, where good candidates are hard to find and are usually grabbed up in record time, talent acquisition can no longer be a numbers game. If you have strong candidates that have been interviewed and you are confident that they would be a great hire, move the process along quickly and make the hire ASAP. If there is only one candidate deserving of making it to a final interview, do not hold up the process by needing more for comparison’s sake — just grab the strong candidate and finish the process before it is too late.

Ronald Kubitz
Director HR & Recruiting, Forms+Surfaces

Two Candidates is Ideal or…

For a final interview, I strongly believe that the pool should be narrowed down to two individuals. Whether you are making the hiring decision solo or with a panel, I feel like more than two candidates can sometimes paralyze your thought process or divide a panel. Using a sports analogy, the final interview is the World Series of the posted position. Having two candidates makes comparisons and talking points easier to look at. 

As opposed to the typical three or four candidates who make it to the final interview, being able to channel the field down to two is about trusting your instincts and hiring process to consistently find the right person. It’s a much simpler final process with two candidates when it comes to discussing which one best fits your company culture and meets the job requirements. 

Richard Clews
Founder, Pants and Socks

… Two or Three Candidates or…

When I started my career in recruitment, my experience with hiring managers said there can never be enough talented people in the pipeline. After scheduling an interview for a hiring manager with a fantastic candidate, I’d often get the response, “they seem great but do you have other candidates for comparison?” It often took me too long to close my job openings because the cycle never ended. A few years later, one of my managers gave me a great tip for working with hiring managers. She recommended that I always introduce more than one but never more than three candidates to the hiring manager, and always guide them to choose one of the candidates introduced. 

Two to three has worked out for me quite well. It makes the decision easy for hiring managers, and it doesn’t overwhelm recruiters with too much work. If none of the finalists are good enough, you should work on increasing the quality, not the quantity, of candidates.

Max Korpinen
Co-founder & CEO, Hireproof

… Consider The Top Three to Five Candidates

The final interview stage should be a consideration of the top three to five candidates from the interview process. By now, the candidates that remain in the running clearly fit the requirements and ideals for the open position, so it is time to see if they are a fit for the person who they will be working under. The final interview stage should be conducted by the person who will have the most facetime with the candidate and who will be most affected by their success. This way, the final interview stage becomes an audition of personalities to see who will best fit the overall schema of the company and, as such, should not consider a vast number of candidates, but more a chosen few who have demonstrated ideal traits.

Chandler Rogers
CEO, Relay

Don’t Put a Limit on The Number

Only the most qualified candidates should make it, but there shouldn’t be a hard limit on the number. You should interview as many final round candidates as possible without it leading to yet another round of interviews. This may mean you tighten your requirements or take into consideration other attributes such as personality over just experience. Final interviews will always be nerve-wracking, but better to have too many qualified candidates than too few.

Colette Shelton
Founder, Chirpyest

The post How Many Candidates Should Make it to a Final Interview? appeared first on RecruitingDaily.

Here are 11 ways to fast-track interview scheduling:

Customize Your Interview Invitation Template

Using an email template to schedule candidates makes interview email correspondence faster than drafting each invitation from scratch. On top of that, a customized template can help cut down on much of the back-and-forth that leads up to the interview. Your template should answer all the FAQs you get from candidates, so you can send out your invitations and get back to work as you both await the interview.

James Diel, founder and CEO
Textel

Stay True To Recruitment Timeframes

To truly fast-track interview scheduling, you must firmly communicate the time that works best for hiring managers and executives. In today’s market, as much as you’d like to commend applicants for setting boundaries in their own schedules, recruitment processes simply can’t operate only when candidates feel like being interviewed. Over-accommodating applicants’ demands complicates the entire hiring process because of all the back and forth communication needed to secure schedules.

We stay true to our recruitment timeframes, utilizing automated interview schedulers to ensure total coordination with every party involved. If candidates disagree with our time availability, we can easily move on to other candidates. This produces more rapid and effective results for us, boosting our recruitment operations and inviting flexible and competitive talent into the organization.

Kris Lippi, owner
I Sold My House

Integrate an Applicant Tracking System

We’ve found that one way to fast-track interview scheduling is to use an applicant tracking system integrated with our HRIS. This way, if we find out a candidate has been hired elsewhere or is no longer interested in the position, we can mark their interview slot as canceled and immediately schedule someone else. This helps us avoid having to track down candidates who’ve moved on from consideration for a role they were never really interested in in the first place. That saves us time and money from having to fill those slots with other applicants.

Tom Leighton
Sofary Lighting

Use Doodle To Create Interview Schedules

As a remote business that hires all over the world, we find that creating schedules while considering different time zones can be challenging, and almost always involves collaboration with potential candidates. This can turn into a huge correspondence headache, which is why I started using Doodle. Doodle allows you to schedule a large number of one-on-one meetings with ease.

By creating a schedule with allotted interview times, you can leave it up to your candidates to choose the slots that are best for them. This reduces scheduling hiccups, and also keeps all scheduled interviews in one place. You can sync your own calendar to Doodle, so you never have to worry about double booking yourself. Giving candidates a chance to set up their own interview time also provides some insight into their professionalism and punctuality. Remember, the interview starts as soon as correspondence begins.

Nick Drewe
Wethrift

Clearly Define Job Requirements

If job requirements are loosely defined, the hiring process can be brought to a standstill. You will end up seeing unqualified or overqualified candidates if it’s too broad, and you’ll be wasting both their time and yours. A clearly defined set of requirements will automatically help to eliminate unqualified candidates, and fast track your process.

Regardless of the position, having clarity from the start will help you make faster decisions. This is especially true when you are looking at similarly qualified candidates. By describing what you truly need in the role, clearly defined requirements will help you make the right decision, and fill the role with the best person.

Ouriel Lemmel, co-founder,  WinIt

Request Available Times for Interviews in Applications

A great way to expedite the interview scheduling process is to request that applicants, in the job application, include available dates and times when they’re available for interviewing. This can be very helpful in eliminating some of the back and forth that can occur in coordinating a mutually agreeable time for an interview.

Drew Sherman, RPM

Share a Calendar Scheduling Link

The best way I know of to fast-track interview scheduling is by giving candidates access to my calendar. When I reply to their application, I direct them to a scheduling link at the bottom of the e-mail. This takes the time and energy that goes into planning off my hands, and empowers the candidate to select the time that best works for them, and also aligns with my schedule.

Anytime I can let technology do the work for me is an opportunity I try to take advantage of. Removing a human scheduler or going back and forth with a candidate on the best available times takes up a lot of energy and focus. A simple scheduling link does away with all of that inefficiency.

Devin Schumacher
SERP

Send Detailed Emails

You never want to be in a situation where you have to exchange several emails with a candidate in order to settle on a suitable time slot for both parties. It wastes time, creates confusion and shows a lack of organization. To prevent that, I always send thorough emails to invite applicants to interviews. In the email, I let them know all relevant details so they will rarely need to reply requesting more information. Some things I include are the role, interview format, approximate duration, what platform we’re using for the call, interviewers’ names and positions, and a link to my calendar with several time slots. The last one helps us find a suitable time for a call without worrying about time zones and work schedules.

Georgi Todorov
ThriveMyWay

Stay Organized Through a Systematic Approach

The key is to be organized and prepared. Utilize a system or software that can help you manage the candidate pool and screening process. We maintain a database of top talent that is regularly updated with candidate availability and contact information. We also have a team of recruiters who are in close communication with our candidates to ensure that they are kept up-to-date on the status of their applications. This strategy allows us to quickly match a candidate’s availability with our needs and to get them in for an interview as soon as possible.

Christa Reed, Job Searcher

Use Round-Robin Interviews

Having one or two people perform all the interviews for every position can slow down the process significantly. To keep us speeding along, interviews are a team effort, using a round-robin interview process in which different team members interview candidates on a rotation.

One manager can’t interview 24/7, but with the power and schedule of several teammates, we can move candidates through interviews much more quickly. We’ve also found we hire a more diverse set of people since every interviewer has a slightly different mix of values.

John Li
Fig Loans

Automate Schedules With Scheduler Tools

Scheduler tools offer an opportunity to automate scheduling across the business lifecycle. Particularly when it comes to recruiting, a seamless, connected process is critical for both the candidate and organization. Given the importance of employer brand in today’s job market, we are keen to ensure each part of the candidate process is thoughtfully curated.

Calendly has been a life saver, offering scheduling variation, ease and integration given the magnitude of interviews held weekly. This resource has supported us in engaging candidates globally (accounting for time zone) and helped us reduce double-booking. From an efficiency standpoint, scheduling tools such as Calendly reduce back-to-back emails and save significant time – a recruiter/hiring manager’s dream.

Chelsea C. Williams
Reimagine Talent Co.

The post 11 Ways To Fast-Track Interview Scheduling appeared first on RecruitingDaily.

In this session, Keirsten Greggs, Founder at TRAP Recruiter, guides us through how to effectively, honestly, and openly talk to your candidates about your organization’s DE&I strategy.

She’ll also dive into your role as a recruiter – you are pivotal in the design and implementation of your company’s efforts.

People want to see action. Not just promises.

Candidates are demanding understanding, knowledgeable insight, and to believe that the company they are considering is proactively improving their DE&I strategy for the long-haul.

Answering your candidate’s questions mindfully and with proof-positive data (talk the talk & walk the walk) is integral to aligning values and building relationships.

During this session, Keirsten covers:

1. Transparency: the key to establishing trust
2. Relationship Building: underrepresented, historically excluded talent communities
3. Accountability: using data to support your strategy
4. Proactive Approach: Recruiters/TA involved in developing strategy (not just given to them)

The post How to Answer Candidate Questions About Your DE&I Strategy appeared first on RecruitingDaily.

If you would like to add more multilingual employees to your team as well but don’t know how to verify their skills, we’ve prepared a list of three practices to test the candidate’s language proficiency level while hiring. Let’s get right to it. 

Why Assess the Candidate’s Language Proficiency?

First of all, let’s answer this question. 

The main reason to go through the assessment process is to confirm the candidate’s qualifications. The supplementary test will help you confirm their certifications and understand the actual level of proficiency they possess. 

That’s why the whole assessment process usually involves a written test and a speaking part. During the text, you have an opportunity to evaluate the core language skills (grammar, vocabulary, listening). Plus, it’s a good chance to check their writing skills, for instance, by asking them to fill in the documentation they would be working with at their job. 

At the speaking part, it’s an opportunity to see how well a candidate can support a conversation. For instance, if you want to check their conversational French, you can ask them to speak on the topics that would put forward their knowledge of job-specific vocabulary. Besides, it’s also a chance to evaluate their level of expertise. 

Now, let’s get to the practices you can employ during the hiring process to test the candidate’s language proficiency. 

Test Before Interviewing

As a recruiter, you know that hiring a candidate can be quite costly. In fact, according to the report by Yello, companies spend $3,000 on average per hire. 

So, how can you cut these costs when hiring multilingual candidates?

You can use language proficiency tests as a way to filter out those job seekers whose competencies are not at the level you expect. Putting a test first is also crucial in work environments where language proficiency is integral to all the processes. 

How Elaborate Should the Test Be?

It can cover basic competencies, such as grammar, listening and writing. Next, if the candidate fits your expectations, you can test their speaking skills during an interview by switching to a different language to discuss their experience or other topics. 

Take a Comprehensive Approach to Testing

Language proficiency is a complex notion and is not about the number of words or grammatical constructions one knows but rather what a person can do with that knowledge. For instance, if you expect a person to have an advanced level in a particular language, they should be able to support their opinions, hypothesize, discuss different topics and be able to handle a particular situation using the linguistic knowledge they have.

That’s why it’s important to test your multilingual candidates holistically, which means you might need to involve several types of tests. There are four of them:

• • Diagnostic – assesses the person’s level and points out the areas of improvement. 
  • Achievement – measures whether a candidate meets specific goals with their language skills. 
  • Proficiency – evaluates how well a candidate can use their knowledge of a language in specific situations (you can make them work-related). 
  • Aptitude – shows the candidate’s ability to learn languages. 

You can incorporate all these test types in the evaluation process. You can skip aptitude testing if you don’t expect the candidate to work on improving their language skills while working at your company. But the most diverse your testing process is, the better it helps you reduce bias during the recruitment. 

Invite a Certified Foreign Language Instructor

As a recruiter, you’re certainly well aware of the company’s expectations when it comes to the candidate’s language proficiency level. However, when it comes to the assessment process, you might not have the skills to actually confirm their skills. 

That’s why it’s highly recommended to involve a certified language instructor to help you with the process. They can put together a comprehensive test for the well-rounded evaluation of the candidate’s knowledge and be present at the interview to hear them speak. 

However, hiring a language instructor can be a costly matter, so consider this option only if you’re hiring a team of multilingual employees. 

To conclude our article, language proficiency testing is a necessity rather than an option in the recruitment process if the job presupposes frequent use of a foreign language. There are three practices of incorporating this assessment when hiring:

• • Testing before interviewing – helps you select the right candidates right away and cuts recruitment costs.
  • Approaching the assessment holistically – involving different types of tests to get a full picture of the applicant’s skills. 
  • Get the help of a certified language instructor – they will help you organize the entire process. 

The post Three Best Ways to Test Language Proficiency While Hiring appeared first on RecruitingDaily.

In this session, Keirsten Greggs, Founder at TRAP Recruiter, will guide us through how to effectively, honestly, and openly talk to your candidates about your organization’s DE&I strategy.

She’ll also dive into your role as a recruiter – you are pivotal in the design and implementation of your company’s efforts.

People want to see action. Not just promises.

Candidates are demanding understanding, knowledgeable insight, and to believe that the company they are considering is proactively improving their DE&I strategy for the long-haul.

Answering your candidate’s questions mindfully and with proof-positive data (talk the talk & walk the walk) is integral to aligning values and building relationships.

During this session, Keirsten will cover:

1. Transparency: the key to establishing trust
2. Relationship Building: underrepresented, historically excluded talent communities
3. Accountability: using data to support your strategy
4. Proactive Approach: Recruiters/TA involved in developing strategy (not just given to them)

The post How to Answer Candidate Questions About Your DE&I Strategy appeared first on RecruitingDaily.

While there are many variables for job seekers to consider in order to zero in on their best-fit roles, it’s helpful for candidates, recruiters and employers to be as honest as possible at every step of the search, so that all parties can most efficiently find a strong two-way fit.

Here are a few tips that candidates can consider to decide which opportunities are most aligned with their background, expertise and intended direction. Doing this will ensure that all parties are showing up to the right interviews, in an honest fashion, and using each other’s time wisely.

Explore Options and Clarify Best-Fit Career Direction

The clearer you get on what is right for you, the easier it will be to share your goals with recruiters and networking connections. This way, you can efficiently identify fitting opportunities, show up to interviews confidently and seamlessly find a strong role and company fit.

• What titles strongly align with your natural affinities? Is there more research, networking or reflection you can do to gain confidence in which role is the best next step for you? In my experience, if you still have options here, you’ve not done enough learning, reflection, or both.
• What industries align with your background or areas of interest? What mission, purpose or problem do you want to put your time toward? (Understanding this helps you get ahead of and authentically answer the interview question, “Why do you want to work here?”)
• What do you need or want out of a company’s environment (i.e. culture, values, style, personality, remote work, hours/flexibility, etc.)? What should it look and feel like? What should it NOT look and feel like?

Use Self Awareness to Assess the Proper Response to an Interview

While all interviews can be treated as practice, would it be better to be honest with the recruiter or employer if the role they propose isn’t aligned with what you’re looking for? For all you know, they may have other open roles available. You can simultaneously be polite, professional and authentic if you mention your intended career direction and see what other relevant opportunities they may be aware of.

Make Your Questions Specific, Creative, Concrete and Comprehensive

Remember that interviews are a two-way assessment of fit. Take the time to prepare and craft the questions you want to ask so that you can get a full, accurate picture of the role, team, company and environment, and thus easily and adequately assess your fit.

• When learning about a role, here are a few key topics you can consider and ask about:
  • Understand where the person holding this job would typically spend their time, as well as the role’s ultimate goals and performance expectations. Understand who you’d typically interact with. First and foremost, understand the style and nature of the day-to-day and consider whether that aligns with what you are great at and enjoy doing.
• When learning about a company, consider and ask about:
  • The core of what they do, how they do it and why they do it. What’s their place/positioning in the industry and does that intrigue you?
  • Also consider how their teams and departments are organized, how they approach growth and career development, how and when they handle promotions and how they handle performance reviews.
• When you ask about hot topics like culture, management style or diversity/inclusion, get creative with how you ask questions so that you can get accurate answers.
  • First, be clear with yourself about the most specific key factors that are critical to you to see in this employer.
  • Then, phrase questions in a way that can elicit stories or examples. For example, instead of saying, “What’s your company’s culture?” you can ask something like, “Tell me about a time when someone on the team brought up a new idea and how did that go?” That will help you assess how the company empowers employees, whether it’s meritocratic and/or whether it’s open to improving processes.
  • When you ask for real stories or examples about things that matter to you, the company will “show” rather than “tell” how it operates so you can accurately understand and assess its style versus hearing fluffy, generic answers. (They ask you for stories, and you can do the same).
  • Know that a fluffy answer can also be treated as an answer itself if it seems like the company’s sugarcoating or not being specific enough.

What If You’re Not Sure?

Every job seeker is different in terms of their personal needs and timeline. Consider these factors to help you decide on an offer:

• How much personal financial runway do you have? If you’re in a dire situation, any job will help you feel a sense of security. You can always consider your broader career plan and growth once you begin working in the role. That being said, if you have more time on your side, consider how closely the role aligns with your intended goals.
  • Trick: Give 1-10 ratings for your fit with the role, your interest in the industry and your alignment with the company culture given the people you’ve met so far.
  • If you’re at least a 7 on each category, it’s a safe bet to take the role. If there are any ratings below 7, ask yourself if these are areas where you can go back to learn more, or important enough to be deal breakers.
• Do you have any key concerns or hesitations given everything you’ve learned (considering the role, industry and environment)?
  • If so, any potential positive answers to the below questions may be irrelevant. Don’t ignore red flags, and if you’re not sure how serious they are, get perspective from a peer, mentor or coach.
  • Decide if there are things you need or want to ask more about.
  • Understanding what you want or need upfront, before your job search, is a key to ensuring that you notice red flags and assess whether an issue is in or out of line with your needs.
• How long have you been searching?
  • If it’s been a while, could this be an interim move to get you closer to a better future step? If it hasn’t been, do you think, given your background and your intended direction, you could see some more traction?
• Do you have the right guidance or support to make your job search as efficient and effective as possible? If you’ve only used your own devices and strategies so far, perhaps with some career coaching or mentor support, you may strengthen the odds of nailing more interviews for roles that you’re excited about.
  

  Saying No Takes Courage… But Can Open The Door to Yes

If you feel that the role or offer isn’t the right fit, here are some tips on how to handle it:

• Get support so that you’re not just saying yes for convenience’s sake, but rather you’re, finding a way to get comfortable with the difficult, yet necessary, act of saying no to something that isn’t right for you. (Remember you’re doing the employer a favor here by being honest).
• Thank each interviewer for their time and reiterate what was interesting about your conversations with them.
• Be authentic about how your reflections or realizations changed during the journey and which roles you feel would be a better fit for you to explore. Could that lead to an introduction with a different team within the organization?

Mention that you’d love to explore other opportunities that are a closer fit, would appreciate any other personal or professional introductions they’d be willing to make to help you in your job search, or that you’d be grateful to simply stay in touch in the future.

The post How & When To Say No To An Interview Or Offer appeared first on RecruitingDaily.

AIC is a logical next step from the company’s Automated Interview Scoring (AIS), an on-demand video interview feature that evaluates candidate responses. The Interview Creator leverages a library of pertinent interview questions across multiple industries for nearly any job, Modern Hire said. Its intelligent search improves results over time.

“Automated AI tools are increasingly improving and accelerating the hiring process as the demands on hiring teams continue to rise,” observed Modern Hire Chief Science Officer Mike Hudy. AIC allows talent acquisition to build interviews, specific to the competencies and behaviors necessary for job success, he said.

Modern Hire said AIC offers ease of use, flexibility and accuracy. Through its AI-driven search engine, questions are linked to job requirements and can be filtered by competency, job family and keywords. That allows hiring teams to identify questions that cover what’s required for success, and improve the experience of both hiring teams and candidates. Questions are available for all types of interviews, both live and on-demand, including text, phone, video and in-person.

AIC’s key features include:

• Greater Hiring Efficiency: AIC enables hiring teams to ask the questions necessary to identify candidates with the skills needed to succeed in a role and are the most qualified for the job. Its library of questions targets the competencies and behaviors critical to success on the job, in tandem with its AIS-structured rating scales.
• Provides Accuracy and Confidence in Hiring Decisions: AIC’s content is based on validations that include more than 500 research studies of market leaders over several decades. This, the company said, results in more confidence among hiring teams.
• Ensures Ethical and Diverse Hiring: Candidates receive interviews focused on factors directly related to job success. When integrated with Modern Hire’s AIS, AI is applied to evaluate candidate responses and provides employers with recommended scores, combatting interview bias and encouraging fairer, more effective hiring decisions.
• Makes the Interview Process Engaging: Since candidates are presented with questions and scenarios most relevant to a particular role, they can draw from their direct experience and skills for a more engaging experience, Modern Hirec said.

When it launched AIS in in June 2021, Modern Hire said the product used AI to evaluate candidate responses and provide employers with recommended scores to help ensure a hiring process that’s more fair and unbiased.

In December, AIS was enhanced with new features designed specifically to, Modern Hire said, mitigate bias, speed time to hire and drive best-fit hiring outcomes.

The post Modern Hire Launches Creator Companion to Automated Scoring appeared first on RecruitingDaily.

With a simple interview technique called the STAR method, you can give focused answers which demonstrate your skills and impress potential employers. Here is how to master the STAR method to get your next job in recruitment.

What is the STAR Method?

You’ve already achieved a lot by getting an interview. You’ve done the hard work to find the role and choose the right type of CV for your application. And you have impressed them enough to get a foot in the door.

There’s no doubt that interviews can be nerve-wracking, but remember that this is your chance to bring your personality and showcase the skills and knowledge that you have to offer. The STAR method provides a focused framework to ensure that you are answering the question and showcasing the best of you. So, what is the STAR method and where can you use it?

STAR stands for Situation, Task, Action and Result. It’s particularly useful when answering behavioral interview questions.

Putting the STAR Method Into Practice

One of the good things about the STAR method is that you’ll be able to deploy this technique expertly in interview settings with practice. First, look up some common behavioral questions online before your interview. Then, think about what skills people interviewing for the recruitment industry will want to see.

Using this information you can plan and rehearse some answers to questions that may come up. With practice, the STAR method will become second nature when you have to answer those questions that can feel tough when asked on the spot.

How to Apply the Technique

Negotiation is a key skill needed in recruitment. Your role is likely to involve negotiating with businesses and candidates to get a good deal for both of them where they walk away happy. This may involve negotiating specific job terms such as flexible working with a business or negotiating with candidates on salary.

Therefore, a behavioral question that may come up in your next recruitment interview is: Tell me about a time when you had a successful negotiation.

Below is a model answer showing how you could go about answering this with the STAR method:

Situation: Earlier this year my company was going out of contract with a provider we use for tech support across the business.

In one line this explains the situation. It is succinct, to the point and sets the scene clearly for the interviewer to follow along with.

Task: My boss asked me to talk directly to the provider and negotiate the contract terms. We wanted to keep them on as we were happy with their work, but we wanted to ensure we had the best deal possible moving forward into our new contract.

This explains what you were specifically responsible for. It also focuses squarely on negotiation skills, sticking to the theme of the question to ensure you’re answering what has been asked.

Action: I looked through our old contract and assessed what was working and where there was room for more favorable terms. I arranged a call with the provider and explained our contract was up for renewal. I told them that we had shopped around and found other providers offering the service for cheaper. I handled the negotiation by being upfront with what we wanted and why, and giving them reasons to lower their rates so that they did not lose our business.

This clearly outlines the direct action you took to deal with the situation. It highlights your thought processes and the skills you demonstrated in your handling of the situation. For example, it shows your analysis, the ability to talk confidently to someone outside of your organization and that you can negotiate better terms on a contract.

It demonstrates you know the steps and skills needed for productive negotiations. You’ve recognized your bargaining power, the value your company is bringing to them and leveraged it in the negotiations. It hones in on your actions making your knowledge the focus.

Result: From our discussions, the provider agreed to reduce our fees by 4.5%. This saved the business £1500 annually. We signed the contract for another two years locking in this discounted rate.

The result is potentially the most important part of the STAR method. Ensure that you don’t get distracted in your answer before you’ve clearly demonstrated the impact that your actions had. This answer states the result of your actions in a measurable way. Using numbers is an effective way of showing the impact you’ve had in real terms. Whether this is a saving you’ve made or an increase in social media followers, be specific so there is no doubt that it was your skills that led to the positive result.

You can use the above example to prepare for other potential questions that may come up in your next recruitment interview. Work your way through some other examples relating to your experiences so that you aren’t caught off guard and have examples to refer to.

Conclusion

In conclusion, STAR gives you the power of feeling prepared going into an interview. All it takes is a bit of thought and practice to master the STAR method. First, identify the skills needed in the recruitment industry. Then, select relevant examples from your life where you have demonstrated these skills.

Finally, deploy the STAR method to flesh out and formulate these scenarios. These steps will help you to feel more in control going into that interview. When you feel under pressure or anxious in your interview, you have a technique that you can use to ground yourself and make you focused. Which can help alleviate anxiety allowing you to give the best answer possible to showcase your talent.

The post How To Master The STAR Method To Pass Your Next Job Interview In The Recruitment Industry appeared first on RecruitingDaily.

For the sake of perspective, let’s take a look at a story that one candidate shared regarding how bias affected her interview experience. 

The Story

My interview was the common live virtual setup. We used Zoom, a recruiter took center screen and the hiring manager joined in the background. Of course, we all said hello, talked about the weather then commenced. 

The interview started off okay.  I was asked to walk through my resume and then describe my responsibilities in my most recent role.

But then the questions became more personal, uncomfortable and potentially illegal: 

• • • How do you spend your weekends?
    • How long have you had your TikTok account?
    • Are you married?
    • How many children do you have?
    • How are you going to spend your Christmas?
    • Do you smoke or use alcohol?

I felt the questions were invasive and as if I was being judged on aspects of my life that had nothing to do with my skill set. This made the situation very uneasy for me. There were even a few minutes when the interviewers made a joke about an internal situation that I should not have been privy to. 

Speaking from a candidate’s eye-view, I felt disrespected and as if my time was not valued, wasted even. I was offered the position and did not accept. Based on the interview and the people responsible for making me feel welcome at the organization, there were too many red-flags to abide by and I don’t think it would have been an inclusive environment where I would feel comfortable working. 

What Went Wrong in This Scenario?

Unfortunately, the scenario above is repeated frequently in various organizations and throughout multiple industries. Many times the hiring team members conducting the interview are not properly prepared and are simply ignorant to what can and cannot be asked during a job interview. 

If the interview isn’t planned in advance and interviewers are not trained on how to conduct themselves, the organization may be held liable for any damages.

If not informed on how to conduct an interview, most interviewers naturally default to their own biases. It’s been reported that lawyers, bankers, consultants and other professionals tend to look for someone like themselves in interviews. This can obviously lead to gender-biased hiring based on job titles, racial discrimination, ageism as well as many other biases.

And it’s not just candidates witnessing biases in interviews. Recent data reveals that 42% of recruiters believe interview bias is a problem in traditional interviews. The fact is, some questions just simply should not be asked by a hiring team. There is no in between; questions are either okay or they are not.

A safe, inclusive and legal hiring practice may feel like an out-of-reach ceiling when we read stories like the above. The truth is, however, properly trained hiring teams have the tools at hand to ensure best practices are being used. Interview questions should not be a guessing game.  

What You Can Do

The first thing a hiring team can do is strive to remove bias from the interview process. Organizations can use technology platforms like Clovers.ai to help hiring teams deliver a consistent and compliant interview process that helps remove bias and unconscious influencers that create it.

Once the candidate answers a question, the interviewer tends to take side roads to dive deeper into that particular topic. They go down certain paths in hopes of learning more about the character of the candidate. They ask questions like, “What are some of your hobbies?” and, “Do you enjoy living in the city?” to get to know the candidate. 

There are many interviewing tools the hiring team can use to help guide them in the process of asking the right questions of a candidate. Clovers provides interviewers live, guided questions in real-time to help them stay on track. You can also check out their Essential Checklist for Inclusive Interviewing that offers guidance on how to avoid asking biased, discriminating and illegal interview questions. 

A candidate will (hopefully) come prepared for the interview and the hiring team should do the same. Being casual is not a negative, but it is the responsibility of the hiring team to protect the integrity of the candidate experience. This interview guide from Clovers.ai provides a list of to-dos for hiring teams.

Survey the Candidates

Feedback on a hiring team’s performance from the candidate, hired or not, helps the organization understand better where they are passing or failing in the interview process, as well as be better organized and informed in the future. This is especially important in terms of biases, which are often unconscious. 

What a candidate experiences, especially if negative, will be shared. Spreading a bad experience via word-of-mouth is one of the most damaging “reviews” a company can receive. 

From a candidate’s perspective, it’s stressful enough job-hunting and going through all it takes to get to the interview. The hiring team should be professional and prepared to ask job-related questions and treat each candidate as if they’re just as important as any new employee.

To keep a flow of great talent, a company needs to maintain a clean reputation, understand the candidate’s perspective, follow-up respectively and be conscious of biases during the interview process and beyond, of course.

The post A Candidate’s Perspective: Biased (and Even Illegal) Interview Questions appeared first on RecruitingDaily.

Candidates dropping out of the hiring process is a perennial source of anxiety for almost any hiring team. Especially now, as businesses struggle to find quality candidates amidst a workforce shortage, applicant dropout is a significant concern for most organizations.

HR practitioners assume applicant dropout is caused by the process being too long and tedious, but that likely isn’t the case. Like almost any other aspect of hiring, applicant dropout can be systematically identified, analyzed and understood.

This white paper provided by Modern Hire features peer-reviewed research on dropout behavior and examines multiple facets of the issue.

What You’ll Find Inside

• How to define completion rates.
• Assumptions about why candidates drop out.
• The real reasons candidates drop out.
• Why hiring teams can relax knowing some dropout is good dropout.

*Modern Hire scientists undertook an investigation into this issue several years ago after discovering a lack of scholarly research on the topic. Their goal was to help clients better understand and address it. These findings have been published in the “Journal of Applied Psychology, the International Journal of Selection and Assessment,” and as a symposium at an annual conference of the Society for Industrial and Organizational Psychology (SIOP).

The post Applicant Dropout: Completion Rate Drivers and Consequences appeared first on RecruitingDaily.

The Questions & The Observations

To address the doubts and questions that have arisen around automated candidate review, particularly in regards to personality assessment, the need became clear for a thorough scientific study on the effectiveness and fairness of these high-potential solutions. The remote conditions of the pandemic highlighted the immense benefits of video interview solutions.  It took their use to new heights, but along with the heightened potential of these tools, so too is there a heightened imperative for greater transparency into how these systems fare when compared to traditional methods of reviews conducted by trained personnel.

With this study, we set out to determine the ability of machine learning algorithms to replicate the Observe, Record, Classify and Evaluate (ORCE) system. ORCE is an assessment approach, traditionally carried out by multiple expert raters, that evaluates interview behavior against specific, predetermined job dimensions and competencies.

This methodology can measure how well candidates perform throughout an interview, gather relevant personality data and ultimately generate fair assessments for all applicants. By focusing on observable insights that are transparent and clear for all decision-makers, the steps of this methodology can mitigate the possibility of discrepancies, disregarded information or misremembered data.

A key piece of our study was the involvement of two expert raters with extensive ORCE training and experience in psychology, personality assessment and data evaluation. We asked these experts to manually review 4,512 recorded interviews and rank them according to the Big 5 Factors of Personality (Openness, Conscientiousness, Extroversion, Agreeableness, Neuroticism) based on evidence of behaviors presented through both interview content and candidate intonation.

This step of the process provided a dataset against which we could then compare the machine learning solutions. Those same 4,512 interviews, selected randomly from a range of job openings with a diverse set of applicants from the UK, Australia, USA and Mexico, were subsequently analyzed by myInterview’s Machine Learning-powered ranking algorithm.

Analyzing the Data

Our algorithm yielded an average correlation of 0.452 across the Big 5 dimensions. This represents a healthy result, albeit with room to improve, for a first-of-its-kind study. The results are promising, as frankly, the correlation rates were higher than we had expected, demonstrating that the overall accuracy of the personality assessment can already be trusted at the current levels of development. Having this benchmark and data provides context for the current state of automated hiring and sets a high bar for operational expectations across the industry.

One of our primary takeaways from this study was that these tools can not only assess personality in job candidates effectively and efficiently, but they have the ability to reduce the potential for biased input on the part of both candidates and hiring managers, as well.

That’s good news for the HR industry but even better news for job candidates hoping to be evaluated on their own merits. We firmly believe that automated personality assessments have the potential to eliminate two of the major issues that plague traditional personality assessment methods.

First, self-reporting questionnaires depend on any given candidate to have a high enough level of self-awareness and personal insight to accurately report on their behaviors. Second, reviewer biases during the interview process are difficult to mitigate. Growing public concern about machine learning perpetuating the same mistakes as human assessors is valid, but it overlooks the fact that a standardized automated process with long-term monitoring allows for methodical, data-informed system updates.

This is to say that while automated hiring tech may be born with the same level of fallibility as its human counterparts, it is also born with the possibility of even greater accuracy through the process of improvement over time

Conclusions & Confidence

Once again, tech is only as empathic as the people who build and operate it. To build a hiring platform that promotes diversity, one must keep diversity in mind while building and using every element throughout the solution, from the tagging teams who sort the data, to the developers who design the system, to the machine learning experts who monitor for problems at every step of the process.

As the hiring market swells alongside economic recovery, the rise of streamlined automated processes that can be conducted in the fairest way possible should be extremely encouraging to both job seekers and organizations looking to grow. We hope that the scientific backing of this method, as determined by the experts in our study, will allow organizations to optimize hiring and bolster company culture by adopting the latest in AI technologies while remaining confident that they are making the best, fairest hiring decisions possible.

The post Ensuring Fairness in Automated Hiring: A First-of-Its-Kind Study on Machine Learning and Personality Assessment in Recorded Interviews appeared first on RecruitingDaily.

Here’s why.

For Recruiters

Encourages authenticity 

Resumes are static documents that give recruiters little context beyond a list of qualifications and accomplishments. Video complements the resume, cover letter, and application and takes the pressure off of in-person meetings. It’s an authentic medium that lets candidates show off their personalities and background. 

Promotes collaboration 

Video can be used throughout the recruiting lifecycle, from introductions to formal interviews, making it possible to connect candidates with various stakeholders easily. At the same time, video helps stakeholders collaborate once videos get recorded, able to create a shortlist, add their comments, and rate submissions. 

Streamlines processes 

The addition of video can also help recruiters save time, particularly at the screening stage. Rather than spend hours making call downs to candidates who look good on paper, recruiters can send out automated invitations, enabling candidates to answer a few questions on their own time. 

A force multiplier 

Right now, many companies are still considering what their workplace model will look like in the coming months and years. Video supports recruiting in all three scenarios, offering more options and giving recruiters the ability to source candidates from anywhere. 

Delivers deep analytics 

Traditional interviews rely primarily on the insights and understanding of the interviewer, whereas video adds rigor to the process. Analytics can help recruiters learn more about candidates, determine which questions get the most helpful responses and encourage data-driven decision-making. 

For Candidates 

Less busywork, more storytelling 

Being asked to tailor resumes, cover letters, and applications for each role is time-consuming. Video interviews can be short – five minutes or less – and give candidates the power to speak freely rather than fit their information into a box. 

Offers guidance

The internet is full of conflicting advice about improving resumes and prepping for interviews. With video, candidates get practical guidance from the hiring organization in the form of increased communication, something the Talent Board’s research finds is a key differentiator of a positive candidate experience year after year. 

Reduces the hassles

Interviewing can involve a lot more than simply showing up. Video gives candidates the opportunity to focus on answering the questions to the best of their ability, instead of whether or not the interviewer can see them sweating from across the room. 

Attracts passive candidates

Similarly, traditional interviews can be challenging for those currently employed. Video builds space for passive candidates, allowing them to proceed with the job hunt on their terms, something research shows 41% of the workforce is contemplating. 

Adds more structure  

Like the point made earlier about analytics, traditional interviews can be less structured, with interviewers following a line of thinking rather than a series of set questions, which sometimes lead to bias. Video can encourage consistency and ensure that all candidates receive the same experience during their interviews.  

And that’s just scratching the surface

Video interviewing is a better way to hire because it takes the process we’ve been using for ages and updates it for today’s world. It gives recruiters and candidates the tools they need to succeed – to get the job and get the job done. 

The post What’s Good for Candidates is Good for Recruiters: The Long-Term Benefits of Video Interviewing appeared first on RecruitingDaily.

Resumes haven’t changed much over the years. As a result, they offer up little more than a reductionist summary of the candidate in question.

Just creating resumes can be confusing for job seekers, especially given the ongoing debates about what information to include versus omit.

Is a summary necessary? What about hobbies and interests? How long should the document be? Font type? Size?

At the same time, on the employer side, the resume review process has developed a bad reputation over the years, mainly due to some likely fictitious (or difficult to validate) statistics that get repeated in article after article.

You know, the ones that posit most recruiters only spend seven seconds on their initial screen.

Something has to give.

The underlying issue

Going back to the point made at the outset, the real problem with resumes is that they don’t do the candidate justice. Resumes ask complex, creative beings to reduce themselves down to a list of accolades and accomplishments in hopes these align with a series of bullet points listed out in the job description.

Employers do their organizations a disservice by trying to fit job seekers into little boxes. Few things in life are ever that neat or organized.

As anyone who has ever hired knows, perfect candidates do not exist.

So, why are we continuing to rely on this restrictive approach to recruiting?

Well, as you’ve no doubt heard before, “that’s the way we’ve always done it.” Perhaps the most stifling words ever uttered. But here’s the thing: the world has changed; from the technologies we use to connect with one another to the ways we interact with one another.

Everything is different, except this one document with roots that trace back to Leonardo da Vinci, if not earlier.

An overt opportunity

By recognizing that the traditional resume no longer supports modern hiring, it becomes possible to reimagine a process that enables us to see beyond the page. By acknowledging the limitations we’re putting on candidates, it becomes possible to reconsider what we’re looking to learn about job seekers.

If the point of a resume is to provide a summary of professional experience and achievements, why not allow the candidate to speak for themselves and show us who they really are, personality and all?

We have the technology to facilitate all this and more.

The hard part is breaking away from the “that’s the way we’ve always done it” mindset.

But if there’s ever been a moment in history when the world is ripe for innovation, it is now as we start to emerge from life under pandemic conditions.

We’re already starting to see it happen, too.

The New York Times recently wrote about the YOLO economy, where candidates are demanding change, spurring the call to return to the office and finding new jobs that suit their preferences.

And part of that change involves how we hire – candidates want a process that promotes better communication, which includes the chance to be heard.

Companies who don’t recognize this may lose out on top talent.

An idea for what’s next

It would be naïve to think the resume will get replaced overnight – hundreds of years of usage indicate otherwise.

That said, we have the chance to expand it, to make it more than a static document. We need to read not only between the lines but also off the page.

Hiring isn’t about how good they look on paper (or, in contemporary parlance, inside the ATS). We want to hire people, not resumes, which means we need to build a hiring strategy that helps us get to know candidates earlier on in the process.

Video is one such tool, having proved its value repeatedly over the last year and a half.

As a medium, it can fit at various stages in the recruiting process, complementing or even supplanting the resume entirely. Video resumes have existed for several years, as have video interviews.

More recently, we’ve seen the rise of video screening, a shorter, snappier use of video that frees up hours otherwise spent conducting phone calls to candidates.

That last bit is significant because it begs the question, why do those phone calls exist? And the answer is: to get the information not captured by the resume.

It’s time we stop having candidates tell us who they are and let them show us instead – which research indicates is what they want from the process.

Let’s do better and put candidates front, center and on screen.

The post Candidates are More Than Just a Resume appeared first on RecruitingDaily.