J - Jobs - interviews and recruitment (A to Z Tips)

The pandemic has had a profound impact on employment. Many people find themselves furloughed until further notice, and the employment landscape unrecognisable. For some, it is business as usual, virtually speaking, whilst others are already seeking new service as the pandemic wreaks havoc on jobs across the board.

Whether you are working from home, working whilst maintaining a safe distance from your colleagues, wondering when you will be able to return to work or what your next job will be, one thing is for sure; this experience is unparalleled and even if you have not been forced down the route of remote teaching, online meetings, or socialising via houseparty, your CV is probably due an update to include the new skills and insight you have gained in the since COVID-19 became an actual thing.

Recruitment continues. Interviews are now comfortably taking place via enterprising communication platforms: video and audio conferencing, chatrooms, and webinars to name but a few. Those who have skilfully avoided technology no longer have a place to hide. In fact, it is unlikely that we will ever return to the same levels of time consuming and costly face to face interviews we have previously enjoyed. So, how can you make the best of your screen time and for those who are facing interviews, how do you ensure your personality makes the transition?

Below are some tips on how to make the most of the virtual you, followed by some recruitment recommendations for those with senior leadership positions to fill.

1. IT’S ALL IN THE PREPARATION.

It is important to give your interviewer at least two days to review any relevant documentation ahead of your ‘meeting’. For jobs that require an application form only (so no chance to wow them with a creative CV), a personal email detailing a little bit about yourself, your interests, and your personal circumstances, makes a good informal introduction and shows you are focusing on the upcoming opportunity. Make sure you do your homework on your interviewer too. The more you can find out about them, the more you will be able to tailor your answers to appeal. Make sure you don’t forget their name, or job title.

2. ALL DRESSED UP BUT NOWHERE TO GO?

Try to strike the right balance between overdressing for the occasion and appearing too informally. It is easy to assume that because you are at home, the interview is somehow less formal. However, there are certain standards that you should maintain. Also, dressing for the part will help you to get into the right mindset and will help you to focus. It is reported that 55 percent of first impressions are based upon what we see, only 38 percent is based upon vocal communication. Avoid bright colours, too much white or distracting patterns, solid shades work best.

3. LIGHTS, CAMERA, ACTION...

There is nothing worse than wasting valuable interview time on technical difficulties, so test your equipment on a friend to make sure your volume and focus work to your advantage. Perhaps even send them your application form so you can role play the interview. Get your friend to comment on your diction, your speed and volume. Ask them for feedback. Also, consider the lighting in your room and the backdrop. What does your environment say about you? What could a potential employer glean about you? Does your setting convey the right message?

4. SET THE SCENE.

Remove anything from the room that might make a sound or become a distraction during your interview, phones (landlines included), pets, partners, alarms, small children and message alerts included. Clear the area around you, but make sure you have any relevant paperwork to hand - but be careful not to move paperwork near the microphone; there is nothing worse than the distraction of nervous paper shuffling to unsettle an interviewer. It is sometimes useful to have an interesting object on your desk or in the frame. This will help to make you memorable and could spark a conversation.

5. A TWO-WAY STREET.

Interviewing remotely is a skill. Hopefully, your interviewer will be well versed with the necessary techniques, but if not, you may need to take the lead and put them at ease. Prepare a list of questions, to show that you have done your homework, that you are interested, have an enquiring mind and can be relied upon. Be honest by asking questions that are genuinely important to you, for example:

• What is the current leadership style?

• What are the prospects for growth and advancement?

• What are they looking for in a candidate?

• When can you expect to hear back?

6. EYE CONTACT.

Practice videoing yourself, so you can see yourself as your interviewer will. Rehearse making and maintaining eye contact; this is extremely important to build a relationship with your interviewer. It also demonstrates that you are confident and self-assured. Try not to look away from the camera as this will give the impression that you are distracted or disinterested.

7. GIVING THE GAME AWAY.

Listen to your interviewer and be expressive so they can see you are listening. Try to minimise your hand and arm movements, these can be distracting, but also try not to be stiff or too static. Remember to smile and not look too serious and don’t forget that your interviewer will be considering your body language in addition to listening to what you have to say for yourself.

If you would like some honest, unbiased feedback and for a member of the Headspace Academics team to ‘interview’ you some time in the future, contact Dannielle Hutchings support@headspaceacademics.com. Impartial feedback on application forms, CVs, and interview techniques can prove invaluable.

RECRUITMENT RECOMMENDATIONS

Appointing a new member of the team, particularly a member of the senior leadership team and will generate excitement, apprehension as well as speculation. Finding the right candidate, integrating them in the right way and supporting them whilst they settle will have a profound impact on the future success of your school and on its reputation.

• Appointing a new member of staff, particularly at SMT or leadership level, will have a profound impact on your school

• The way in which the new team member is integrated is critical to their success and that of the role

• It is important for every candidate to have an excellent experience

During SMT and leadership recruitment, schools become vulnerable. Staff and parents who have bought into the school, and those who have an interest in it, will be concerned about the direction the school might move in and the effect it will have on them personally.

With so much to be undertaken and the speed with which it must all be achieved, there is a greater opportunity for mistakes to be made, not only in appointing the wrong person but also affecting the school’s reputation. It is important that the process is well executed. A polished, professional approach is essential in order to underwrite the value of the appointment to the whole school community.

Mistakes in the process can fuel anxieties and concerns; they reflect badly on the school. Our role is to minimise the chances of mistakes being made. A wrong statement or poorly worded response can make all the difference during an interview scenario. We can guide you through and give you examples of what needs to be avoided.

• Your school becomes vulnerable during any recruitment process, but particularly when it is a senior member of the team. There is a danger that mistakes may be made which can impact on the reputation of the school

• Parents and staff will be feeling anxious about the future so it is important they see things are running smoothly

Appointments should be made taking into account the relationship of the role within your longer-term development plan.

• Search for candidates with the ability to continue the projects that you have in play, whether you decide to put any development plans on hold until the appointed person is established, you will need someone with the special skills to deliver, or to support the delivery of, the plan

• It is important to tease out each candidate’s ability, to display a commercial understanding, or at the very least an ability to learn and grasp what will be required to keep the school on a good footing, as well as their ability to think strategically

Too often, we see outstanding candidates lose interest between interview and the appointment decision being made. Sometimes, a failure to identify or understand an outstanding candidates wider need is overlooked and the candidate is lost.

• We keep candidates motivated, communicating with and supporting them through the process, remembering that many of them have family commitments that also need consideration. This can often be a stressful and unsettling time for them but with our support, they can focus on the opportunity in hand

• We ensure the candidates understand the terms and conditions on offer, and we know the crucial times these should be communicated. In this way, we deliver successful candidates and get them over the line, where others fail to do so

• It is essential to affect a swift transfer towards an agreement, acceptance and a signed contract

Appointing the right person to a new role, particularly a senior role, requires skill. We know from experience, how valuable the support of coach or mentor can be post appointment.

For example, a surprising number of headships fail in the first two years with about 10% of Heads leaving headship all together. The vast majority of these should, with the right support, thrive in their headships and schools. For this reason, unlike our competitors, our involvement doesn’t end with the successful candidate appointment. We mentor the appointee for the first 2 years, to aid their integration, to support them in their new role and help the school and governors ensure that the school, and its leadership team, is secure. This service is included in our project investment fee.

Headspace Academics has pooled our expertise to offer our skilled consultants to help Independent Schools to navigate to a position of recovery. Our exceptional recruitment services are budget flexible and deliver high calibre candidates at a fraction of the usual cost. We have quality leaders available for immediate secondment for schools experiencing unexpected staffing shortfalls.

If you would a member of the Headspace Academics team to contact you, please email Dannielle Hutchings on support@headspaceacademics.com.

Headspace Academics; fresh thinking. Helping school leaders with solutions for their school’s long-term security.