There is a rapidly growing trend in talent acquisition in the form of video interviewing, especially pre-recorded video interviewing. The rise of video interviews is transforming the recruitment process for both employers and candidates, but is it for better or worse?
Those that have engaged video interviewing as a talent assessment tool may have experienced benefits such as decreased time to hire, reduced costs in travel and reduced need to schedule. In addition, the interviewer can acquire better talent through assessing the non-verbal attributes such as body language, facial expressions and build a better rapport with the candidate than they would through a telephone interview.
Video interviews also increase the speed at which a company can conduct the first assessment phase while having access to more than a CV. Instead of holding a 30 to 60-minute telephone conversation, hiring managers can now ask several important questions and have them answered via video. It becomes a much richer experience for the hiring manager and company overall – but what about the candidate?
With all the benefits associated to the hiring company in introducing video interviewing as part of their talent assessment strategy, is there a risk that they are missing out on top potential candidates who do not want to engage in video interviewing? In addition, does video interviewing work for all candidates at all levels? And is there a risk of discrimination to those who do not wish to or cannot engage in the video interviewing process?
Can video interviewing be a talent repellent?
Recruitment by its very nature is a people-led process. Anyone involved in recruitment understands that recruiting the best talent requires people to people engagement to get the best results. In the race to speed up the processes, is quality engagement being lost?
Organisations which have graduate recruitment schemes use a variety of tools to screen applicants, and many have introduced pre-recorded video interviews to their recruitment process to effectively get through a large talent pool without sacrificing time and money. In situations where volume screening is the priority, the argument for video screening wins. But, what about when you move up the career ladder, is video interviewing an effective tool when engaging with VPs and CEOs?
Many people can feel alienated and unvalued when presented with having to pre-record a video interview. The human interaction element is gone and can ultimately leave a company using such tools being viewed in a negative light. In a candidate led market we know that talent does not stick around long when they feel they have been treated negatively. It poses the question; at what level should one-way video interviewing stop in your organisation?
Within any organisation, it is important to review how the pros and cons of video interviewing can affect your talent assessment strategy. While potentially saving time and money, it can alienate top talent. It is essential for any company looking to implement video interviewing to not use it as a blanket solution but to find the right balance between using it to save time and money, and not deterring top talent.
About Luke Robbins
Luke Robbins is the Managing Director of Chad Harrison International. With over a decade’s worth of senior leadership experience in the executive search and management consulting sectors, Luke is perfectly placed to provide valuable, consultative and above all, honest advice on talent acquisition.
Luke specialises in all areas of heavy industry talent acquisition and has placed technical specialists, senior leaders and C-Suite candidates into global organisations, SMEs and family-owned companies.