Many of us are now working remotely in response to the COVID-19 pandemic. To continue the hiring process, video interviews are a must and will become the norm in the future. They offer far greater flexibility (consider the time and planning involved in conducting an “In-person” interview) a great insight into how a candidate can adapt to different communication formats and engage key stakeholders while weeding out those professional interviewees who can pull the wool over your eyes. However, they are not without their pitfalls and practice makes perfect. The fundamentals of interviewing still hold true for video interviews but there are several nuances to be aware of. As such Butler Ross has outlined our top tips in preparing for and conducting successful video interviews. An unpolished process can come across as unprofessional and even damage your brand.  Preparation Outline the process First and foremost, put a formal plan together with your entire hiring team. How will the interview process change now that it’s being conducted remotely, will you need to prepare a slide presentation to share on screen? Are there any steps candidates need to complete ahead of time to prepare, what is your backup plan if the internet connection (either yours or the candidates) becomes an issue? In times like these, aim to over communicate. When the majority of your team is remote, you don’t have the luxury of popping over to their desk to ask for clarification. Choose, install and test Regardless of which interview software you select, it’s important to understand and have experience with the nuances before conducting an interview. Do some research beforehand to find out if the candidate needs to have certain log-in credentials, or download any software in order to join the conversation. Make sure to provide all of this information to candidates long before the interview so they can test out the software.  Additionally, hold a few test interviews with your team members to ensure everyone understands how to set up video and audio functions, mute themselves, share their screen and chat during the interview. Notify candidates as soon as possible Video interviews, when done correctly, are as effective as in-person interviews. Nonetheless, it’s still a change candidate also need to prepare for. Provide them with clear directions on the equipment they’ll need to join the interview such as internet access, software or video conferencing applications and a quiet space. Emphasise that the change is out of concern for their health and safety, along with that of your employees. Additionally, communicate expectations as you would for an onsite interview so the candidate is well-prepared. Set up a good interviewing space Designate a quiet, well-lit space for conducting interviews. The video quality is a huge factor of interview quality; if the candidate has trouble hearing or seeing you, they’re going to have trouble connecting with your company. Conducting the interview Log on early Don’t let your candidate wait around wondering if they’ve got the right time or joined the right meeting. Show up to the video interview five minutes early and switch off your video functionality while you wait. This will ensure you’re on time to the meeting, but you can continue to work in the meantime. Your candidates will appreciate your punctuality and preparedness. Silence your phone and mute notifications Give candidates your full attention and turn off the rest of the world when conducting video interviews. Remember, this is a time to both assess a candidate’s fit for the role and sell your company as a potential employer, so treat them with the same respect you expect from them. Dress appropriately Even if you are no longer in the office, dress professionally. Showing up in attire that is not typical office attire for your organisation, will signal to the candidate that the conversation isn’t important, you can always change after the interview. Dressing as you would in the office gives the candidate a sense of your culture and makes a video interview feel more in line with an onsite interview. Be considerate and compassionate Give your candidate the respect they deserve by minimising background noises and distractions. However, life happens, especially at home and there may be interruptions. Take a moment to acknowledge and appreciate the candidate’s flexibility in moving the interview to a video conference and ask them for their patience if things pop up. Additionally, don’t fault candidates if the same happens from their end.  Be conscious of your body language Treat a video interview like you would an in-person one. Just because there’s a screen between you and the candidate does not mean that common courtesies are off the table. Over 50% of communication is nonverbal, and another 40% is conveyed through tone of voice; your words amount to less than 10%. In short, the way you present yourself is extremely important. Make eye contact, sit up straight and nod to show you’re following along with what the candidate is saying. Also don’t forget to smile! Highlight your company culture Candidates can’t experience your company culture first hand during a video interview, so make it a point to highlight your culture throughout the conversation. Emphasise your core values, company mission and talk about how your office is structured and the intention behind it. Paint a clear picture of what it’s like to work at your company. Above all, infuse your culture into the interview by embodying your core values and treating the candidate as you would a colleague. Review past interview notes Ahead of a video interview, review your notes from previous conversations with the candidate so the next one is as productive as possible. Take notes on what the candidate says, how engaged they seem and their general demeanour during every interview. Note that it’s important to inform the interviewee that you’re taking notes to reference later and that you’re still paying full attention to the conversation. They can’t tell what you’re writing, and to them, it may seem like you’re not paying attention. Ask consistent questions Regardless of interview format, it’s vital that you ask all candidates a consistent set of questions. Continue to use the questions you’ve outlined for in-person and onsite interviews. That way, if interruptions happen, as they’re likely to during video interviews you’re better prepared to evaluate and compare candidates based on the merit of their responses. Additionally, use an interview scorecard to remain unbiased in your evaluations. Have a backup plan No matter how many times you test your video interview software, problems can still occur. In the event that video or audio functions aren’t working, internet access becomes unstable or surroundings are no longer conducive to an interview, have a failsafe in place. Whether you default to a phone call or switch to FaceTime, ensure you have an alternative method for conducting the interview.  Set up a feedback process Take the opportunity to learn from each interview by asking candidates to complete a feedback survey afterwards. Keep the survey simple and ask general questions about how candidates felt the conversation went, if the software worked well and if there is anything that could be done to improve the video interview experience. Use the information from these surveys to enhance the process as you go. What Software? To try and help we have conducted some research and identified some of the best used software for video interviews. All are effective and down to personal choice. Our single bit of advice here is to pick one that the candidates you are interviewing can easily access. From experience Zoom, Skype and Microsoft Teams tick this box. Zoom https://zoom.us/ Google Hangouts Meet https://gsuite.google.com/signup/basic/welcome  Skype https://www.skype.com/en/ Cisco WebEx Meetings https://www.webex.com/ Microsoft Teams https://www.microsoft.com/en-gb/microsoft-365/microsoft-teams/group-chat-software GoToMeeting https://www.gotomeeting.com/en-gb  Join.Me https://www.join.me/ Video Interviewing like anything takes practice. But used well will be an incredibly effective tool in speeding up the recruitment process and identifying the best talent. I hope this helps you along the journey as we all adapt.

Tips for Reintegrating Furloughed Employees We may not have heard of it before Covid-19 but we certainly have now. Furlough has been upon us for several months, however it is important to remember it is a temporary measure and it will end. It is time for businesses to turn their mind to transitioning to a post-furlough business environment. It is crucial to consider not only the needs of the business but also the relationships with your most important asset, your people. Some employees through no choice of their own have been asked to stay at home; to play their part in safeguarding an organisations future, take a reduction in their wages and sit tight and wait for more information to follow. Being removed from any situation can feel isolating, particularly when you’re desperate to get going again, to make a difference and to reconnect with colleagues.  It can also result in furloughed employees feeling frustrated and even guilty that they’re not doing enough. These heightened emotions can increase levels of anxiety particularly as the future is so unknown. Equally, the disproportionate balance of work that has been thrust upon those employees who were identified as key workers, and who have kept the business moving over the past few months, has been immense. They are likely to feel exhausted. There may even be an element of resentment starting to creep in as they look across the growing divide between these employee groups. Managing the integration of both of these groups will be essential to an organisation’s survival. To help you transition, Butler Ross has put together some tips that we hope will help with this reintegration process. To begin we suggest a three-stage approach of Reflection, Planning and Implementation to manage a positive re-integration of furloughed employees:   Reflection: Following this period of change it is important to reflect on how you have managed the decisions taken around your employees; what have you learnt and what can you improve on? How did you/are you engaging with those on furlough? How may this communication have affected your employee’s perception of you and the company? How might the relationships have changed between those that have been on Furlough and those that have not? Are those that have been working throughout close to burnout? Are those who have been on furlough experiencing high levels of anxiety? Consider lessons learned from similar processes whereby employees have returned from leave or a period away from the business, for example, long term sickness or returning from parental leave.   Planning: Based on your reflections, plans should include how to re-integrate your furloughed employees back into the organisation, ensuring commonalities with those that have stayed, this may depend on when the workload will return. Consideration needs to be given as to whether it is possible to re-allocate people to meet resource needs in other parts of the business or will a phased re-integration or even a redundancy programme be needed. What internal dynamics should be considered when re-integrating furloughed employees? Are their learnings from the enforced remote working and reduced headcount that can be adopted in the longer term? How do you plan to maintain motivation and a shared sense of purpose among your people? Are there opportunities to re-skill and re-deploy? A very likely bi-product of the pandemic is a shift in values for employees as the importance of family and health, and the benefits of agile working have come to the fore. This also needs to be considered in your planning.   Implementation: It will be critical to ensure that risk is being managed in terms of complying with ongoing government guidance and the duty of care to your employees, but, at the same time, this will need to be balanced against the needs of the business. Businesses will also need to consider timescales for implementation: How will you phase the return of your employees from furlough? What engagement plan will you have in place to promote the “new normal”? How will you ensure the real and perceived safety of your people when re-integrating furloughed employees? What communication strategy will suit your culture and your employees best Will you set up a feedback loop to monitor success of the return and engagement of your employees? How will you manage the wider repercussions on employee well-being that may have arisen?   Our 10 Top Tips   1. Set out clear criteria and timelines for returning employees There’s no prescribed way to bring employees back to work, but it’s advisable to give reasonable written notice of at least 48 hours. Remember, some employees may still have children at home unable to go to school and need to arrange childcare. You should set out clear criteria for recalling staff. Will the decision be based merely on business need, or will you consider individual circumstances? It’s important to be fair and inclusive when making your decision and to document your reasons (such as seniority or operational needs) to mitigate the risk of potential discrimination claims.   2. Communicate & Listen Maintaining a positive dialogue with employees both in and out of active work will be critical as organisations transition to a post Covid-19 “new normal”.  Ensure that whilst they are on furlough or working remotely, you have regular touch points with your team. Regular team socials (zoom team drinks!), 121s with their managers so they can keep updated with what’s happening in the business and weekly training including your non furloughed team are all a great way to keep everybody connected and camaraderie high. Not only do all employees need to understand and know what’s happening with the changes that are being made within the workplace, they also need to have the opportunity to be listened to, heard and understood. Organisations should look to put in place mechanisms so that all employees are given an opportunity to ask questions or raise concerns. Many employees (Furloughed or otherwise) will, over the past several months, had epiphany moments. They may have questioned the level of satisfaction in their life and in their job.  They may have reflected upon how they were previously spending their time and whether they had been able to achieve a positive work life balance. Understanding this shift change is paramount. The level of changes in terms of new working practices is likely to change and evolve regularly. It’s important that you take the time to learn rather than assume to understand the needs of your people and to reshape your organisational structure going forward. Prepare a summary of results, information and strategy at their level ready to present to them on their return, maybe 5 things of importance that have happened or that the business has achieved each month? Let them know what’s been happening, so they don’t feel they’ve missed out. This is now the time for authentic leadership.  For organisations to be clear and bold about their organisational culture going forward and to clearly state what they stand for.   3. Build on the engagement you’ve already had The level of engagement you maintained with your employees while they were on furlough should be used as the base from which to initiate and build a plan for their return. Conversations should be able to steer your plan of action based on their changed circumstances.  Consider: How might the process have changed your employees' perception of the company? Have relationships changed between those that have been furloughed and those that have not? Have feelings about returning to work changed, are they able to jump straight back into a full working week? Do they feel comfortable about their commute into the office?  There will likely be mixed thoughts about returning to work and eventually the office. It is important to clarify exactly how your people are feeling, an employee survey to take the pulse of the company could be very useful.     4. Assess your talent requirements and capacity  It is important to assess the requirements of your team and determine how you will want your people to operate moving forward. While longer-term objectives are likely to have shifted, this is an opportunity to realign team goals, culture and structure to best support the company vision. Consider: The roles and responsibilities of all your employees. Are there any gaps? Would the organisation benefit from different skill sets? Does the current team structure work? Could a change make processes and people more efficient? Is there a need for additional training and support to close knowledge gaps or to enable returning employees to perform their job more efficiently?   5. Determine your strategy for returning employees  What will the return look like for your furloughed employees? It might be an initial return on a part-time basis, utilising enforced holiday, focusing completely on a remote reintegration plan or adopting a phased approach back into the office. Longer-term, a blended approach of home working and office-based employees might be preferred, or it could be more viable to build processes to ensure home working can be sustained.  Consider:  How might the return to work and reintegration change the way teams work together and the team dynamics?  What health & safety precautions have been put in place to protect people in the office? Are people equipped with the right tools for successful home working? Are internal processes structured to support teams effectively and ensure that motivation and drive are maintained? How will relationships between colleagues be rebuilt and developed? How will potential future lockdowns be managed, what are the contingency plans? Once a clear strategy has been decided, be sure to have one-to-one catch ups with furloughed employees to discuss how the plan will impact them personally and the next steps they will need to take. It is important to reiterate that their safety and wellbeing are the priority and reassure them that all appropriate measures are in place to protect their health and safety if a return to the office is expected.     6. Welcome them back as you would a new employee Consider writing an offer letter which states all the information they need to know. The employee needs to know what’s changed (if anything) when it comes to their position, salary and benefits. For example, have wages been reduced across the board? How does being on furlough affect their sick leave or annual leave entitlement? You should also provide details about how you will be ensuring workplace safety and staff wellbeing. As an employer, you also need to understand that transitioning back to work after an extended period can come as a shock (particularly under these circumstances), so it’s essential to allow a degree of flexibility.   7. Integrate them back into the workplace culture Employees should feel they are returning to a supportive and caring environment. However, it’s also vital to recognise that the pandemic may have had an unequal impact on your workforce. Some people will have been furloughed, while others might have had increased workloads to make up for staff shortages. These discrepancies could result in some negative feelings creeping into employee relations, so it’s important to nip any potential conflict in the bud. As an employer, you should look for opportunities to reintegrate employees into the team. For example, you could organise team-building exercises over a video call, virtual quiz nights or depending on the size of your team, arrange a socially distanced BBQ. You should also encourage all managers to have one-to-one meetings with every employee upon their return (even if it’s done virtually). As organisations look to reintegrate their workforce, it’s really important that they take the time to consider the reconciliation that may be required between the two groups.   8. Provide training opportunities While on furlough, employees may have missed out on crucial training, so it’s important to get them back up to speed. Make sure you provide them with the tools and time they need to complete their training (this may have to be done online if they’re still working from home). If remote working isn’t possible in your industry, it’s your responsibility as the employer to create a safe work environment and promote social distancing. Re-onboarding should include efforts to educate staff in the various guidelines available, which will vary country by country.   9. Offer reassurance, empathy and support when needed This is a time of high anxiety, which has been hard on everyone’s mental wellbeing. Add to that the stress and uncertainty of being placed on furlough, and there’s a chance your returning workers will have some extremely complicated feelings. It’s essential to be aware of this and do what you can to reassure and support them. You should offer frequent and transparent communication about the state of the business and recovery plans, as well as an open-door policy so that employees can reach out privately with any questions or concerns. Knowing they are valued and supported by you will be pivotal to their wellbeing. As a result of new ways of working management styles will require an overhaul. Empathy is going to be a vital component of the leadership and managerial toolkit. Many employees will have suffered loss and grief during this period of time. Some will have experienced bereavement for loved ones and colleagues affected by Coronavirus.  Some will experience anxiety as the lockdown restrictions change and some will be overwhelmed by the sheer uncertainty of what the future holds. Being an authentic leader doesn’t require you to have the answers to everything but showing empathy, humility and even a level of vulnerability during this period is likely to move you closer towards authentic leadership.   10.Monitor and adapt your return to work plan if necessary  It is important to be aware that reintegrating furloughed employees and returning to work will be uncharted territory for all affected by the process. Monitoring the success of your approach is key.  Consider:  Is the health and wellbeing of your people being protected?  Is the team set up supported by clear lines of communication and are there tools to facilitate peer to peer collaboration? Are your employees still engaged with the business and connected to the business goals?  How will you gather feedback on the process from your employees?  How prepared/capable is the businesses to make fast changes where necessary to better meet the needs of people and adapt to changing regulations?    This is a golden opportunity for organisations to set out plans that will define their future success. They have a choice to make – reinstate antiquated people practices or create a new reality where everyone can thrive.

Interim Management - The key to surviving the fallout from Covid-19? 2020 will undoubtedly go down in history as the year when Covid-19 effectively shut down the world. As a result, many companies currently find themselves making unprecedented changes to how they operate as a business. When experiencing any such significant change, transformation or crisis, it is critical that organisations have the leaders in place who possess the experience, knowledge and skillset to navigate through these strategically pivotal periods. Without these leaders, an organisations sustainability, growth and even survival could be at risk. Professional interim managers are talented, results-driven individuals dedicated to making a difference. They manage turnarounds, accelerate change, and transform businesses in demanding timescales. Bringing intelligence, diligence and rigour which can make the difference between surviving or not. Interim management professionals also possess the credibility to affect the required changes quickly. The main benefits are: 1. Cost Efficiency The instinctive reaction is to assume interim managers are an expensive resource, however this isn’t necessarily the case when considering total cost.  Interims are a flexible and variable cost option, not a fixed or permanent overhead. Whilst some day rates can appear to be high, the reality is that the hidden costs associated with hiring a permanent, full-time employee can often exceed the total cost of an interim manager at the same level of seniority. Interims charge only for the days worked with no additional costs for holidays, ENIC, pension or other benefits. Interims can also be paid based on their performance, this could be with bonuses or a milestone payment model, potentially reducing the cost risks for your organisation. They are also hired for a finite period and organisations often benefits from an over-qualified person for a short period because they can deliver quickly. What a business needs today is unlikely to be what it needs 6 months from now. 2. Timescales The speed of the hiring process for an interim manager is far quicker than that of a permanent employee, with the process taking days instead of weeks or months. Interims can be parachuted in quickly and start working on projects and solutions immediately. The vast experience and expertise these interim managers possess, allows them to begin positively impacting the organisation almost immediately. This is especially important when the assignment is related to crisis management, where time sensitivity and urgency can be key to business survival. In contrast, an internal appointment (promotion) or external permanent hire who has limited exposure to other organisational cultures, visions and structures can mean upskilling is necessary prior to bringing about positive change and adding value to the organisation. 3. A fresh set of eyes While remaining sensitive to a company’s values and culture, having no previous history with your business means they can look at the situation objectively and with clarity. Personalities and politics won’t impact decisions on what’s best for the business. Interim managers can add a fresh perspective, analysing business needs with a more balanced and unbiased approach than that of a permanent employee. Permanent managers tend to consider the bureaucratic ramifications of their decision making and the potential implications this may have on their career prospects within the organisation. As they are impartial, it can be much easier for an interim manager to say the difficult things. Senior executives sometimes only hear what the management team thinks they want to hear. This is unlikely to happen with an interim manager; they have no reason to avoid a difficult message. 4. Experience Interim managers are experienced professionals, used to working completely autonomously, and needing very little direction to get started and make a real difference. Having worked on various types of assignments in many different organisational structures and cultures, the interim manager often possesses a greater cultural understanding and extensive expertise than that of a permanent manager. Interims are experts within their field. They can bring a ‘fresh perspective’ and a wealth of industry contacts to a company. These high calibre professionals are perfect for guiding the team in the right direction and transferring specialised knowledge. What many companies are finding most unnerving in the present pandemic is knowing what exactly they need either in terms of skills or investment to make it through. Many interim managers have extensive experience in disaster planning and other related scenarios and businesses can quickly engage an interim resource with the skills to help. 5. Results Driven Interim managers are judged by results and know that they must deliver. They can act as counsel to the Board while rolling up their sleeves to help deliver the strategy too. interims are largely delivery/ outcome focused and will seek to understand the key issues/objectives of a business and then set about delivering tangible/measurable results. They can easily adjust to new environments and they act as impartial members of staff who are not concerned with company politics/personalities. Their future contracts depend upon positive feedback from clients therefore this gives an assurance they will carry out tasks to the best of their ability in a timely and professional manner. 6. Legacy Impact The interim resource will coach or mentor to ensure a smooth and successful transition after the assignment has ended to aid the business transformation process.  Overall, interim managers are engaged to deliver flexible and cost-effective transformation solutions at speed. For companies that require a heavyweight employee who can make a real difference but are reluctant in this climate to take someone on full time, bringing in an interim manager could be the answer.

Businesses big and small have had to shift to remote working, and now leaders and their teams are scrambling to adjust to an entirely new management style while attempting to keep a sense of normality Even before the global pandemic, remote working was becoming an essential component of the modern business world. Recent research suggests that the long term implications of Covid-19 could result in as many as 50% of the UK workforce working remotely by 2021, therefore if you are in a leadership role it is essential you master remote management. To help you transition, Butler Ross has put together some tips that we hope will help if you are increasingly finding yourself managing your team remotely. They are designed around helping you communicate effectively, calming fears and keeping your departments running smoothly. Ultimately it comes down to one key skill; COMMUNICATION, and will require developing a new communication strategy, calming fears, managing expectations, and figuring out how to make roles that are not typically suited to remote work function in the short, medium, and long term. 1. Increase communication and transparency The best thing you can do for your teams as they transition to remote working, is to be as transparent as possible and maintain regular communication. Schedule regular meetings to encourage collaboration and reduce feelings of isolation. In addition to group meetings check in with each member of your team on a one to one basis to set expectations and find out what they need from you. In such turbulent times, one of the best things you can do is to be transparent and forthcoming with your team. Your newly remote employees are uncertain about a lot right now, (how long they will be working remotely or on Furlough, when will their children return to school, if their relatives are healthy and safe), you can be most helpful to them by communicating with them openly and often. People need to know all they can in order to make the best decisions for themselves and their personal situations. This does not mean, however, that you need to be overly transparent and share confidential information about the company or talk about everything going on in the news to properly manage remote teams. Don’t take the communication too far but informing people of the real risks they face is responsible and ethical leadership. As for what to say to your team, think about your company's or department’s focus and how this crisis might impact those goals. Explain clearly to your team what will change, what will not change and what might change, as well as what you expect from them. You can also share details of what your company is doing in response to COVID-19. Keep an optimistic tone, the last thing you want to do is spread fear, allowing employees to see the full picture of the situation will help them to see what they can do to take control of what they are accountable for. What you think is obvious may not be obvious to everyone else, you need to be as clear as possible in all of your communications. 2. Hire carefully During the hiring process, it's important to ask potential employees if they have worked remotely before. Ask them how they will manage the logistics and explain how you plan to hold them accountable for their work. It is important to establish a two-way agreement between yourself and the team member. Set expectations, you need to clearly explain how often you expect updates and how frequently you expect to communicate with them. Establishing expected work hours and other details in writing upfront eliminates the need to micromanage with constant check-ins later. 3. Encourage Collaboration The reality is when you are not in the same place, informal communication doesn't happen organically. As such you should anticipate spending more time and energy to keep employees engaged and motivated. Find ways to encourage relationships amongst your teams even when they are working apart. Setting aside a few minutes during a conference call so team members can chat and learn about each other. This will make it easier for them to interact about business. The most successful leaders truly care about their employees and want to include them in the business. Leaders who think about their team members often and share updates help their employees feel included in all aspects of the business rather than feeling like they're in a transactional relationship. You should be a role model for building relationships and start calls with questions about employees' families and personal life. People appreciate that effort, especially if someone remembers a detail about their life. 4. Make yourself accessible Many remote employees like to have a standing weekly call as a minimum. Make sure your team know you are accessible during specific hours or always by mobile phone in an emergency. Following through and getting back to people quickly builds trust among your team. It's smart to schedule one-on-one calls each week and create a group chat system so that team members can reach you and collaborate with others. 5. Be understanding Leaders need to understand that their employees have different schedules and currently different challenges to overcome whilst working from home. You need to commit to respect your teams work hours and the challenges they are facing. Offer flexibility to their working hours. This also means keeping communication to times that fit in with these hours. 6. Ask for feedback Like anything in life, you should constantly be looking to improve, and to do that, you need to be asking for feedback.  Take the time to speak to each team member separately and regularly, to get feedback on how the relationship and communication channels are working for them. Ask if they need more or less communication, when that communication should be and via what format. Not everyone needs the same approach so act and adapt to each team members needs accordingly. Whether you are communicating by video, phone or email, leaders of remote teams need to flexible. You need to learn to read between the lines when communicating with your team, the more physical separation there is, the more sensitivity is required.

Even before the global pandemic, video conferencing was becoming an essential component of the modern business world, helping to improve the connectedness of remote team members. Recent research suggests that the long term implications of Covid-19 could result in as many as 50% of the UK workforce working remotely by 2021, therefore it isn't difficult to understand why being on top of your video conferencing etiquette is important. As such Butler Ross has put together some do’s and don’ts of video conferencing so you don't find yourself committing a major faux pas at the next meeting. Before the Meeting: 1. Ensure your technology works correctly. You don't want to have to delay a meeting because your video conferencing system isn't working properly. Do a few test runs first and make sure you understand the process fully before starting your first video conference. This will make sure everything runs smoothly during the real thing. If you do need to share your screen during a video call, take a few seconds to prepare before you hit that share button. Clear your desktop of any extra tabs or programs you may have open and make sure any private or sensitive information is hidden. 2. Wear work-appropriate clothing. While it might be tempting to work in your comfy clothes all day, consider wearing professional attire to any video conferences you're attending. Simply choose something that would be appropriate if the meeting were face-to-face, rather than virtual. It’s best to avoid patterns or stripes which may be distracting on camera. Wearing a bright white or black shirt may cause your camera to auto-adjust the brightness and make it hard to see your face, so wear a less extreme colour. It also doesn’t hurt to have good posture. Also don’t fall into the trap of only dressing from the waste up. We’ve all heard the stories of people getting out of their seat with the camera still rolling to reveal their underwear. It’s a big no no!! 3. Set up your space. If you can, find a private place to hold the meeting and if possible, use headphones to minimise background noise. If you have housemates, partners, or family members who are also working from home (or just stuck at home), let them know beforehand that you’ll be in a meeting to minimise interruptions. Clean up the area around you. Open up the camera on your laptop or switch on your external camera and see what’s visible in the background before the call, and check that you’re comfortable showing that on a video call. Another option is to set up a virtual background, if you don’t have time to tidy up your space. This should be quite easy to find in settings in the software you are using. It also can add some light-hearted humour to the meeting. 4. Frame the camera correctly. The last thing anyone wants is a view up your nose or down on the top of your head. When you are on video, make sure you frame your camera in a way that feels natural and allows you to look at the camera. Sit at eye level to the lens so that when you are looking at the screen, it appears as if you’re looking at the person you’re talking to. Try to position yourself so that it shows midsection up. 5. Have the right light. Poor lighting conditions have an enormous effect on the video conference image quality. Make sure your face is well lit. Natural lighting and side lighting work best, but overhead lights will work well, too. Backlighting can often make it hard to see as such don’t have a window behind you. You'll want to make sure that there is enough light in the room you're in so that your video isn't grainy and unwatchable. You also don't want any faces being lit from below, as this makes you look like a cartoonish villain from a silent film. During the Meeting: 6. Be on time. This one should be obvious with any meeting, video or otherwise. However, when you are dialling into a video conference, it's especially important. Whilst you might be able to get away with sneaking into a physical meeting late, everything is more visible in a video conference. When you “walk in” late, you'll distract anyone who is speaking. This can result in confusion, stoppages, and frustration. 7. Mute yourself when not speaking. Even though you may not be speaking and think you are being quiet, most microphones can pick up minor background noises, like coughs, sneezes, or typing. There have even been cases of hearing people excuse themselves and go to the toilet!!. These sounds can easily distract other video conferencing participants and potentially cause annoyance. Muting allows others on the call to easily hear who’s speaking. Also, if you need to get up or move around or do something else during the call (or if your toddler suddenly makes an appearance) it doesn’t get picked up and disturb the flow of the call. 8. Make eye contact/Look into the camera Eye contact is extremely important during a video conference, as you want the person or team that's conferencing in to feel engaged. A common mistake is looking at the video feed instead of the camera when speaking to remote participants. While it may seem like the right thing to do, it makes it appear as if you're looking off and not paying attention. This will make you come across as more aloof and less professional. Looking into the camera lens is the equivalent of looking into the person's eyes, so practice doing so until you are comfortable with it. 9. Signal when you want to talk During in-person meetings, you can pick up on visual cues to help find the right time to speak. It’s a lot easier to accidentally interrupt on a video call. Wait for a few moments of silence before speaking up in case there is a sound delay. If your company or team is going to have regular online meetings, it’s a good idea to decide on a system for asking questions, such as raising your hand or using chat to ask a question. It’s also helpful to call on people by name during the meeting. Speak clearly and watch how fast you speak (and don’t forget to unmute yourself!). Also speak at your normal volume, there is no need to shout, if you do, your co-workers may lower their volume and then miss something else. 10. Pay attention. Not only does research suggest that less than 5% of people can multitask effectively, you will also look rude to your participants. Be attentive and engaged during the call. As tempting as it is, try not to do any other work or read articles or send emails. (Don’t look at your phone and don’t eat!) When you are not talking, make sure you are paying attention to whoever is speaking or sharing their screen and that you’re looking at any materials you may need to reference. Remember, others can see where you are looking. If there’s a pause in the conversation because, for instance, you need to pull up an email or reference a document, make sure to communicate that. Delays or long stretches of silence might make it seem like you have lost connection, so this just keeps everyone on the same page. Keep in mind that you are more visible on video calls than in offline meetings, since you get to see close-ups of everyone’s face individually instead of a whole group of people at once. It’s often helpful to keep your own face visible on-screen, just as a reminder that you’re on camera, and so you can see what others are seeing.

Given the impact of COVID-19 and the current need for social distancing, it’s likely your next interview will be a video interview. Make sure you are ready to get in front of the camera by following these video interview tips. Whether you are an old hand with years of traditional interviewing experience, or this is your first time on the job market, video interviews don't have to be stressful. Yes, there are distinct nuances to understand. However, with some practice and the right mindset, you can put yourself in a position to shine as you would in a face-to-face interview. To help, Butler Ross have put together some video interviewing tips that will help you advance to the next round.   Setting Up You will be responsible for finding a quiet location with a good internet connection and a computer or laptop with a webcam. Specifically, you will need: A good and consistent internet connection A laptop or desktop computer with a webcam and microphone (Desk Top computers don’t typically come with this as standard, but Laptops do). Try to avoid using a tablet or smartphone unless they are the only option. Headphones with a built-in microphone or headphones and a separate microphone (Again most laptops will have the microphone built in) A quiet, private and well-lit place where you will not be interrupted by other people, pets or noises. Position your webcam so that you have a neutral background that is free from distractions. Software – The company interviewing you will advise which software they are using, and most are quick and easy to download, set up and free to use.     Test your equipment A few days before the interview, do a technical trial run to make sure your equipment is working correctly and download any software you will need. Check that your computer’s camera, microphone and internet connection are working. Do a trial run with a friend or family member, if possible, so you have ample time to adjust if any of your equipment or software is malfunctioning. Also make sure you have a username that is professional, just as you would with your email address or social media handle.   Charge it up If you are using a laptop or tablet, make sure it’s fully charged on the day of the interview. Pick a spot that has strong Wi-Fi. If you are using a tablet, find a way to keep it stationary. Otherwise, the screen may appear shaky if you are holding the device.   Dress for success Dress as you would for an in-person interview from head to toe. Doing so will make you feel more confident. Do not try the old trick of wearing a shirt & tie with jogging bottoms assuming you’ll only be seen from the waist up. Also, avoid wearing bright, flashy or multi colours and choose something that looks neatly pressed while you are sitting down. Wear your video interview outfit during your trial run so you can get feedback from your friends or family member about how it looks on screen.   Set the stage for a distraction-free video interview Choose a location that is free from the distractions of children, partners, house mates or pets. Even hang a sign on the door asking package deliverers not to ring the doorbell. Make sure the background is free from clutter and embarrassing items like laundry piles. Set up lighting that is bright but not glaring, illuminating your face from the front. Natural light is best. Turn off email, text and social media alerts, software updates and other notifications that may show up on the screen during the interview. Turn off programs that might interfere with the webcam, and close all browser tabs.   Be an early bird Log in five minutes early so you can be calm and ready when the video interview begins. Print out your CV and have it nearby, along with the job description and any speaking points you want to hit or notes you have taken about the company or position. You won’t want to read from the pages but having them handy can take away some stress.   Maintain good eye contact and body language Over 50% of communication is nonverbal, and another 40% is conveyed through tone of voice; your words amount to less than 10%. It’s easier for your eyes to wander when the person you’re talking to isn’t in the room. Maintain “eye contact” by looking directly into the camera instead of at the screen or at your own photo. Make sure your face is centred and try not to move around. Keep good posture, sitting with your back straight, feet on the ground and arms resting in your lap or on the desk.   Project and pause Project your voice. Check your volume controls and speak clearly so the microphone picks up your voice and the interviewer doesn’t have to strain to hear you and remember that digital connections can sometimes be delayed. To avoid talking over the interviewer or having your first few words cut out, let the interviewer finish the question and then pause for a few seconds before delivering your answer.   Close the video interview by sharing your appreciation Just as you would with any interview, thank the interviewer for the opportunity and follow up with a post-interview thank-you email within 24 hours. In your email, briefly reinforce why you are interested in the job and why you would be a great match for the role and company. Think about adding something that you and the employer discussed while getting to know each other that will make the email more personal.    If things go wrong With technology, there’s always a chance things could go wrong. Here are some backup plans to have ready just in case:   Your video or audio stops working Before the interview, ask the interviewer for a phone number where you can reach them if you experience technical difficulties. If the video cuts out, call them at that number. Ask if you can continue the interview by phone or if you can reschedule.   Noise interrupts the conversation If noises (sirens, construction, etc.) interrupt your video interview, apologise for the interruption and ask for a few moments until the noise has subsided. You may want to mute the microphone if the noise is severe.   Someone enters the room unexpectedly If family members, or pets enter the room while you are interviewing, apologise to the interviewer, ask for a few moments, mute your microphone and turn off your camera, and then step away to deal with the interruption. Make sure that the room is secure before beginning the interview again.   Video Interviewing like anything takes practice. But used well will be an incredibly effective tool in the future. I hope this helps you along the journey as we all adapt.  

As a result of Covid-19 many of us are now spending a lot more time at home and adjusting to a new way of living and working. It is normal to feel a lack of motivation and to see a drop in productivity. Latest studies suggest as many as 45% of us are struggling to adapt. As such Butler Ross have put together some tips to help you stay productive during these unprecedented times. We hope they keep you feeling energised. 1. Define your spaces Separate work from home, have a room dedicated to working it doesn't have to be big. This way when you enter it you know consciously what you are there to do. It changes your mindset from "At Home" to "At Work". If you can close the door!! 2. Stick to a routine It can be easy for hours to blend together. Having a daily or weekly routine can really help avoid this. Writing a to-do list can ensure you stick to it and gives a sense of achievement when ticking things off. It sounds simple but such structure can easily go out of the window. Get up, get washed and dressed and ready to attack the day as if you were going to work. If you can get started straight away, you don't have the daily commute anymore. Use that time to get right into the day rather than sluggishly and slowly getting around to it. Before you know it you've completed some tasks, before you'd normally be at work creating a positive mindset for the day ahead. 3. Give yourself breaks Don't be locked in a room all day. Take a break and give your mind time to digest what it has just done before coming back to it. Your productivity and quality will improve dramatically. 4. Exercise With your gym/leisure centre closed you need to find new ways to break a sweat and keep the endorphins flowing which is crucial in maintaining positivity. Whether it is going outside for your allocated exercise or staying in there are plenty of options for all levels of fitness but it won't come to you, you have to initiate action. There are many online websites and apps offering free workouts or extended trials to help keep us active. YouTube is obviously a good place to start and celebrities like Joe Wicks and Davina McCall are offering such free viewing or extended trial periods. Set yourself goals, this helps with your sense of achievement. Go faster, longer, quicker next time. 5. Complete those life maintenance tasks OK it's not work, work but it will really help. We all have them, that list of jobs we just haven't got around to doing (No. 74 - Jet wash the wheelie bins!!!). Now is the perfect time. Apart from them being essential to maintaining some life order, completing them offers a sense of achievement, creates a task orientated structure to your day and a level of calm as the environment around you becomes how you want it. It also gets you away from the computer for a break. 6. Take care of your finances With such uncertainty in the world's economic climate now is a really good time to review your personal finances, re-assess what you spend your money on and plan for the future. In short re-set your financial landscape. Again it will bring with it a sense of achievement and hopefully a degree of calm knowing what you need to do to achieve your new budget and financial plans. 7. Achieve something new Having something else to focus on really helps maintain focus and it can be anything at all. It is a great way to keep your brain active and engaged. A new hobby, skill, recipe, language or even a sporting challenge. This can be done individually or collectively. For sport based challenges Strava is a brilliant app for not only tracking your own achievements but also to compare and work together with friends and colleagues to achieve a common goal. 8. Stay in touch with friends, family and colleagues The current restrictions can make us feel lonely and isolated leading to a lack of motivation. Technology however allows us to easily stay in touch. Take the time to message, phone and video call those close to you or those who you are used to talking to. You are probably used to having daily interaction with people so don't stop. Even take it a step further with pub quizzes, games nights and group chats so you have something to look forward to. 9. Work when you are at your most productive Your motivation will naturally ebb and flow throughout the day, plan and schedule around it. Save your harder tasks for when you know you'll be in the right headspace for them and likewise use slower points of the day to complete the easier, logical tasks. 10. Communicate your requirements Make sure any house mates, siblings, parents, partners, pets and children (granted pets and young children are more difficult) respect your space during work hours. Just because you are working from home doesn't mean you are home. Now this isn't easy to achieve, it takes planning and give and take. No doubt multiple parties are all trying to work at home in the same space and if you have young children it becomes even more challenging. Talk it through, plan it out and stick to it. As importantly communicate it to your employers and colleagues. So they know when you will be doing your hours.They will understand.   .

Planning and organisation Before you start searching for a new role it is extremely important that you know what you are looking for.   What type of position do you want? What sort of company do you want to work for? What are your career aspirations and long-term goals? What is important to you? Once you have decided that you can focus your job search to ensure that your next career move is taking you on the right path. Organisation is also key, make sure that you are tracking who you have applied to, so you do not send out duplicate applications which can be detrimental to your application.    Research, advice and guidance If you are looking to change industry sector or progress to a different role then it is a good idea to gain advice and insight into what this will be like.  Recruiters will be able to give you up to date advice on the market and different job roles and sectors. You should also speak to friends, family, colleagues and network connections to find out their views and experience.   It is also important that you are realistic about what your next career move looks like so research all aspects and then be honest with yourself about whether you have the skills and experience to work in that role. Update your CV Your CV is one of the first things a company will see from you, so it is vitally important that it is up to date and accurate.  It isn’t just your last position that will need updating but also any new achievements and skills that you have gained since your last career move.  CV feedback is always helpful so again ask friends or colleagues to read through and let you know what they would change and if they feel it sells you as an individual.   For more CV writing tips please see our separate CV Writing page (Can we hyperlink this?) The importance of social media Employers will often check all social media accounts, so you need to ensure that they are all up to date and accurate.  LinkedIn is the most obvious and important profile to consider and needs to match your CV in terms of career details and skills.  However other accounts such as Twitter and Facebook can give more personal insight into you so ensure that you are happy with the information you have shared and delete anything that you’re not. Cover letters Cover letters should be bespoke for every role you apply for and offer an excellent opportunity to pass on additional information about yourself and your suitability for a role.  It can be useful to create a template which you adjust as required to save yourself the time of writing one from scratch with every application. Market yourself and network To be effective at securing a new role you need to network with as many people as possible and allow yourself to be found and contacted.  Anything in person is useful but you will also see a great benefit online. Recruiters and companies utilise LinkedIn and online job boards to find suitable candidates for roles, so it is useful to have your CV available on them.  You should also make the most of your contacts in the industry to let them know you are available for new opportunities, so they can recommend you and share information. For more networking tips please see our Networking Tips Page (Hyperlink) Make yourself available and be proactive It is important to make yourself available and easily contactable during job searching.  A mobile phone number with a voicemail facility is imperative along with a personal email account that you regularly check and use.    You also cannot rely on sending off a job application and hearing something back.  Work with your recruiter to target suitable companies, follow up for feedback and register your interest. Interviews Interviews are your opportunity to make a good first impression, so preparation is everything.  Know where you are going so that you are on time and dress appropriately in a professional manner.  Consider your answers to interview questions in advance so you are armed with good responses. Make sure you have researched the company, so you can use the interview to find out more about them and portray exactly why you want the job.  Finally make sure you know your CV, so you can easily answer any questions around your experience, skills and achievements. This is your opportunity to show why you are right for this role and to check it is the correct position for you. For further interview advice please see our Interviewing Advise Page (Hyperlink)   Cover all bases The most important part of job searching is making sure that you dedicate enough time to it.  You need to ensure that you are organised and prepared in all aspects of searching for a role. Take on board feedback and utilise this in future applications and remain on top of the roles and companies you have applied to.  Engaging with a specialist recruitment agency will really support you with this.

Networking takes on many forms and is an incredibly important part of both the recruitment process and career development in general.  Business networking is now a regular place for hiring conversations to begin and often companies find you rather than you searching for jobs.   Online Social networking is one of the most important aspects of todays’ business world – this includes LinkedIn, Twitter, Facebook and numerous online forums On LinkedIn, connecting with and following people, groups and companies in your sector allows you to gain insight and knowledge and remain up-to-date.   Use social media to help you to determine the target companies you would like to work for and follow them to keep on top of their business news Raise your profile by participating in online discussions and forums Join relevant industry groups to keep abreast of the sector, meet new contacts and remain relevant.  These include communities on LinkedIn and Google+ Research your interviewers before meeting with them to see their work background, qualifications and interests.   In Person Preparation is key for networking events – you should plan conversation starters and ice breakers in advance as well as any key questions you would like to discuss Body language is extremely important so try to keep eye contact, act confidently and try to avoid crossing your arms and fidgeting Following up on new contacts is extremely important so swap business cards/ contact details with anyone you engage in conversation with Schedule time after events to follow up with emails, social media contact and or phone calls depending on what is the most relevant.