The COVID-19 outbreak has forced many business owners to rethink the way they manage staff. With the furlough scheme due to come to an end in October, workers will either need to return to work or their employers will need to think about redundancy packages. 

For those trying to hire staff during this time, social distancing measures make it more difficult to interview and onboard members of staff. In some cases, workers are starting new roles remotely without ever meeting their employer in person. These are truly unprecedented times and many employers are facing the harsh reality that their employees are simultaneously expensive to retain yet too valuable to lose.

Any company facing a skills shortage at this time may be reconsidering their existing work practices. Companies that would previously rely on permanent employees may be feeling the squeeze and turning to fixed-term contracts to help. While those previously reliant on temporary workers might be struggling to fill these roles without offering some job security. In this article, we will look at the advantages of each type of contract and how these could help businesses weather the COVID-19 storm.

Advantages of permanent contracts

With widespread job losses on the horizon, the primary concern for most workers is job security. It’s unlikely that anyone will be handing in their notice during this time, so the best talent is likely to already be employed. 

Before the COVID-19 pandemic, companies could recruit from a vast pool of talent. Workers were more confident in their ability to find a new role and might give notice and take a career break before looking for a new opportunity. 

With the pandemic affecting every corner of the economy, workers are more likely to stay put unless they are offered a permanent contract. Hiring workers on permanent contracts might come with its risks, but if you want to hire the best of the best, this might be the only way forward.

Advantages of fixed-term contracts

Many companies are facing fundamental changes in the way they function and may discover that they don’t have the infrastructure to fully adapt to remote working culture. Specialist workers with enterprise cloud management experience and data security skills are in demand at this time. But the demand for these skills may well be short-lived once workers can return to the workplace.

Hiring a worker on a fixed-term contract gives you greater control over your staffing expenses. According to specialist technical recruitment agency Nolan Recruitment, many companies are turning to this type of contract to help them attract talent without taking on additional risk. It also helps when both parties know exactly where they stand with a work contract.

Many of those workers with highly niche skills are already accustomed to fixed-term contracts, so they won’t be put off by the offer. In many situations, they prefer this type of contract as it gives them greater control over their working patterns. 

Advantages of temporary contracts

Many workers are unemployed at this time and looking for any work to boost their income. If you have a large number of casual vacancies to fill, temporary contracts can help you to achieve this. Temporary contracts give the employer maximum flexibility, so if you’re worried about the future of your company, this can give some peace of mind.

Some industries are experiencing a boom due to the COVID-19 outbreak, particularly those offering home delivery. To help meet demand in the short-term, temporary contract workers offer an ideal solution. Furloughed workers and those out of work temporarily will be best suited to these roles.

Which is best during COVID-19?

The best hiring strategies during COVID-19 are the ones that allow companies to take control. Business owners need to be able to meet demand while remaining flexible. As furloughed workers return to the workplace we will start to see the long-term effects of the pandemic. Both employers and employees should be prepared for dramatic changes in the months ahead. 

Many industries are still heavily supported by government spending and grants, but this has to come to a close eventually. Which companies survive and which ones crumble will be determined by their ability to be flexible and adaptive to change. This could mean vast changes in the way workers are hired – and fired.

Louise Triance

https://ukrecruiter.co.uk/2020/07/21/what-are-the-best-hiring-strategies-for-you-during-covid-19/

Remote work is suddenly one of the most talked-about trends among professionals. Every day, people are sharing their work-from-home tips and another well-known company announces plans to expand its remote work policy. 

However, COVID-19 has only accelerated a trend that was already on the rise. FlexJobs reports that the number of remote positions had increased by 44% over the past five years and 91% in the previous decade. 

Whether or not you plan to return to the workplace soon, working from home will be the new reality for many people. They’ll continue to find new ways to collaborate and communicate with others from afar, as we’ve all done the past few months. 

Take the job interview for instance. Meeting with candidates gives you the opportunity to ask questions that result in the best person for the job standing out. You also get to see how they conduct themselves, think on their feet, and handle pressure.

You can still get a sense for a candidate’s aptitude by conducting interviews remotely using video conferencing software—you just need to make a few adjustments. In this blog post, you’ll learn everything it takes to conduct a successful remote job interview.  

Email interview expectations and tips beforehand

The uncertainty of any job interview makes it a stressful experience for a candidate. That’s why we recommend sharing as much information as possible with them before they come in.

This usually means sending an interview schedule, directions to your office, and tips that will help the candidate succeed. In the case of a remote interview, you’ll keep some instructions while including new information that will help them mentally prepare. For example, email an interview schedule along with instructions for using the video conferencing software. The goal is to help the candidate know what is in store once they click the meeting link so give them as much insight as possible. 

Prepare for a successful interview on your end

You expect candidates to show up on time, ready to be put forth the best version of themselves. That means you have to give them the platform needed to make their case for the job.

Be sure to test your technology and find a quiet place in your home to talk with the candidate as if they are right there in front of you. Being ill-prepared for an interview reflects poorly on you and your employer so set aside a few minutes before you start the call to make sure everything is ready to go. 

Evaluate candidates on what matters

While the candidate should also take steps to prepare for a successful remote interview, keep in mind that unexpected issues occur on video calls. 

As you meet with different candidates, don’t let irrelevant factors overly-influence your opinions of them. Interviews might get interrupted by a barking dog or neighbor’s lawnmower. Wifi issues always seem to happen at the worst time. These temporary distractions are annoying but ultimately have nothing to do with a candidate’s job qualifications. 

In the event an entire interview is disrupted, consider asking the candidate to reschedule or finish speaking on the phone. You were impressed enough with their background to grant them an interview so give them every opportunity to share why they’re the right person for the job. 

Avoid team interviews

Asking candidates to meet with multiple team members has become a popular way to conduct interviews. Consolidating interviews shortens the hiring process and makes the experience feel more conversational for the candidate. 

But we all know problems are more likely to occur on a video call when too many people are invited to participate. Minimize the likelihood of tech issues by having candidates interview with only one person at a time. Remote interviews are less burdensome for a candidate since no travel is required so it’s fine to schedule multiple interviews over a few hours. 

Be present and focused

We have to acknowledge there is a different dynamic interviewing someone through video. It’s easy to lose focus and catch your mind drifting, especially with everything going on in the world today. 

Remember that a remote interview isn’t just another meeting on your calendar. Your organization is trusting you to help find its next employee. And the candidate is trying to take advantage of an opportunity to advance their career. Be respectful of everyone involved and ensure you’re present and listening carefully throughout the interview. 

Don’t jump right into the interview

When a candidate comes in for an interview, there is usually a moment of small talk that helps them get comfortable and establish a rapport with you. And you’re able to form an initial impression from the casual conversation. 

Try to replicate the relaxed start when conducting remote interviews. Instead of getting right to the heavy questions, take a minute to get acquainted. Talk about your professional background and what you love about working for the organization. Or use an interesting factoid from the candidate’s resume to ease into the formal interview. 

Take time to talk about culture, the workplace, and team members

In-person interviews give candidates the opportunity to see your organization close up. They leave knowing if they would be happy coming to your workplace every day to work alongside the people they met.

Candidates don’t get those same insights when they interview from home. Fill in the blanks for them by describing what the work environment is like, how your team operates, and who they’ll work closely with. Talk about what your organization values and sets it apart from the other jobs you’ve had. This is where you make your pitch to the candidate and hopefully get them excited to accept a potential offer. 

Take advantage of screen sharing

Many of the tips outlined in this blog post are solutions to the challenges remote interviews present. But there are also advantages to the format thanks to the features offered by video conferencing software.

Traditional job interview questions are generic and hypothetical (“what would you do if…”). In a modern remote interview, you can use screen sharing to show candidates real projects your team is working on and ask how they would contribute. Find out what they think you’ve done well and what they would do differently. 

Supplement interviews with an assessment exercise

Hiring a new employee is a big decision. And it’s common to conclude interviews and still be unsure of who is the best person for the job. You learn what a candidate has accomplished in their career but the conversation doesn’t provide much insight into their skills.

Asking your final candidates to complete a skills assessment or sample project removes the uncertainty and helps you zero in on the most talented person. Come up with an exercise that is applicable to the role and can be completed in under an hour. If you’re on the fence about who to hire, a skills evaluation will help you confidently make a decision.

Keep on hiring

Even as business gets going again, you and your candidates might not feel comfortable interviewing face-to-face. Don’t let physical distance deter your organization from growing its team. You can discover new employees to hire on remote interviews and meet them in person when the time is right.

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When it comes to business, deciding who to join your team can be one of the biggest decisions you have to make. Whoever you choose could be part of your company for years, if not decades. They could end up coming up with the million-dollar idea that transforms your company, or they could just end up clocking in and out every day and not adding anything to the business. With that in mind, how do you make sure you make the right decisions when it comes to recruitment?

Who do you employ?

The first thing you should do when looking for a new employee is to make a list of the qualities you’re looking for in that employee. Make sure you specifically list these qualities as an essential requirement in any job advertisement. Then decide the best way for them to demonstrate these qualities, whether it’s providing evidence in their resume or explaining examples of their experience during an interview. You could even set your potential employee an assignment to submit before you meet them face to face or incorporate a timed assessment into the interview process.

Once you’ve decided on what you’re looking for, figure out a system to record how well each applicant has proven themselves on each of these qualities. Makes sure the most important qualities are weighted heavier than the rest. Before you make a final decision, consult with other employees who will be working with them every day.

How do you get the best out of them?

Once you’ve decided who to invest in, what do you do if your commitment isn’t as rewarding as you’d first hoped? Most employers can probably tell within the first few weeks whether the recruitment decision was the right one. However, trying to correct any wrong decision without considering sensitivity, and you could cause even more problems for you as a manager.

When it comes to big decisions like these, it is often best to seek advice from experts outside of your business. Companies like TriNet offer affordable HR consulting to help tackle some of the most difficult HR responsibilities. In this example, where you’re not sure to do about an underperforming new employee, they could advise you on whether you could terminate their contract or whether they would benefit from correctional training and discipline.

Do I need more employees?

As your business expands, the pressures on the workforce also increase. It may be that you can deal with this increased workload by rearranging the responsibilities of your existing staff. If your team is failing to meet deadlines or the quality of their work has dropped, then it is time to consider adding another member to the team. While an extra head in the office might seem like a big expense, they could be the key to unlocking more income into the business. More importantly, they could prevent existing customers from turning their back on the company if standards continue to slip or productivity starts to slow down.

https://recruitingtimes.org/recruitment-and-hr-learning-and-development-l-and-d/27639/making-the-right-decisions-when-it-comes-to-recruitment/

A young woman stands, hair and scarf billowing in the wind, leaning precariously over a sheer cliff face.

“I don’t think I can do this”, she says quietly, wiping a tear from the corner of her eye.

Her Sales Manager shrugs, and replies; “That’s your problem; Limiting Beliefs.”

He pushes her over the edge.

Metaphorically speaking.

If you google ‘Limiting Beliefs’, you’ll find myriad articles on the most common limiting beliefs (I can’t do it!), where they came from (your parents), and how to get rid of them (therapy).

But can a Limiting Belief be a positive thing?

It’s a Limiting Belief that stops me from jumping down flights of stairs in one leap (I learned this one the hard way). I have a whole bunch that stop me from attempting the impossible on a golf course. And they also prevent me from wasting time recruiting for roles that cannot be filled.

The problem isn’t with the concept of the Limiting Belief- rather, the issue is that lazy managers use them as a stick to beat people with. It’s a lot easier to tell your staff that they have limiting beliefs, rather than learn about their markets/challenges, and offer them appropriate training, coaching or direction.

If you have a manager like that, I would suggest it’s time to find someone else to work for. You’re not going to learn anything from that person, and they aren’t trying to learn anything from you.

So, are Limiting Beliefs in recruitment bad? The answer is paradoxical. They can be both vital and toxic.

In recruitment terms, it’s a Limiting Belief that stops you from looking for a candidate that your experience tells you doesn’t exist. If you’re an expert in your market, then this is using that expertise to become more efficient with your time. Balancing your opportunity cost.

It’s also a Limiting Belief that stops you from suggesting your client interviews a candidate without seeing the CV. This ‘learned’ experience is preventing you from unlocking better performance, and from giving a better service to both your clients and candidates.

I realise that this article has, thus far, not been that useful. About the only take away is that any manager who constantly cites Limiting Beliefs is probably a moron.

I’m going to try to make it more real for you.

A Limiting Belief, by definition, is the belief that something is impossible. Here is a short process that you can work through to see if it’s holding you back, or saving you;

Has the belief been tested? You don’t have to jump off a cliff to know that you can’t fly, but you could try jumping off a wall to check. Believing something can’t be done, because it hasn’t been done before, makes no sense.
Does it cost you anything to try again? If the answer to this is ‘no’, then you really should keep trying! If there is zero cost, even if the chances of success are small, it’s still a good thing to keep doing. Like asking a client if they really need to interview that contractor before they make an offer.
Conversely, is the cost too great? Don’t waste time challenging a limiting belief if the outcome doesn’t justify the effort. For example- someone offers you £5 to eat your own shoes…
Are you drawing conclusions? Sometimes innovation can look a lot like previous failure. This can hold us back. Just because something looks similar, doesn’t make it the same. Don’t confuse a G-Wiz with a Tesla because they both have batteries.
Most importantly of all- is this something you’ve been taught, or something you’ve learned? Unfortunately, we’re all taught limitations based on other people’s beliefs. You can’t play basketball unless you’re tall. Women don’t make good racing drivers. Ginger people can’t get a good sun tan. Some of these things are real, and some aren’t. But try to base your beliefs on evidence that’s tangible, not just what you’ve been told.
That brings us to the crux of this article- how are your beliefs formed?

If you distinguish between the possible and impossible based on evidence that you’re sure of, then you’re making a lot of good decisions.

But if you’re putting limitations on yourself based on what you’ve been told, or if you stop trying new things because they look a bit like something you tried before… well, you’re probably not reading this anyway, because you already know what you know.

Keep trying new things, and don’t be afraid to learn from your experiences. That might give you Limiting Beliefs, but it will also make you smart and successful.