Recruiting non-execs: the benefits of virtual interviews
Karen Haynes writes: 
Following our previous post on non-executive recruitment, in which we interviewed the RIBA’s Director of HR, Carl Straw (pictured left), we here explore the selection and appointment stages in the campaign to find two independent members to join the RIBA’s Audit & Risk Committee.
In addition to Carl’s perspective, we hear from Mark Jarvis, one of the two successful candidates.
Both emphasise the benefits of virtual interviews – done well – and the importance of recruitment agency skill in maintaining candidate engagement.
Karen: Carl, how did the shortlisting and interview stages go?
Carl: Really well. Fiona (Wilson) met with panel members before the final shortlist was agreed. Members had different views on some candidates and Fiona’s input was very helpful to bring some CVs to life and explain why she’d put forward certain candidates.
We interviewed eight – all found by FJWilson and all very strong. Experience and a high-level track record were very important to us. We wanted people who could add value and to strike the right balance across the Committee.
The two appointees were real stand outs, plus a third person who’d also have been an exceptional choice if one of the other two had dropped out.
Karen: What was the interview format?
Carl: Interviews were held online due to Covid restrictions. We had a large interview panel – five members: the outgoing and incoming Chairs of the Audit Committee, another independent member of the Committee, a representative from our Board of Trustees, and me.
Karen: What’s your view of virtual interviews?
Carl: In many ways they are easier to organise. Plus the candidate experience is often better.
When you are putting an interview panel together to recruit high-level candidates it’s much easier to find diary space for an hour at a time for a virtual interview than calling everyone up to the RIBA offices in London and having to give up half a day or more. Then there’s no need to find an interview room – which itself might turn out to be a somewhat intimidating venue.
An online interview can be more relaxed for the candidate.
Karen: As candidate, Mark, how have you found virtual interviews?
Mark (pictured left): Having had a global role at EY, I’m very used to video calls. I’ve also had several online interviews for non-Executive Directorships and Trustee positions since retirement, so the RIBA interview felt like an extension of what is normal.
Apart from being much easier to schedule, I also find that virtual interviews can be more ‘human’ than in-person ones.
Karen: That’s an interesting and perhaps counterintuitive thought…
Mark: Yes, I’m a people person, so I might be expected to prefer ‘face-to-face’. But I think virtual interviews create more common ground for interviewers and interviewees, and this helps dispel the nervousness that everyone gets to some extent.
A virtual interview begins with a sense of ‘Let’s embrace this technology and see where it takes us’. Whereas typically for a face-to-face interview you go into a big office facing three interviewers across the room, and you may be sat against the light so you have the sun in your eyes...
Karen: So the power dynamic in a virtual interview is a bit different – and this can help the candidate perform better from the start?
Mark: Exactly.
Karen: Do virtual interviews require different preparation? Any tips for candidates?
Mark: In general, there’s no difference: whatever the medium, the more prepared, the more relaxed you are. But there are specific things to think about.
The most basic thing is, always check your settings before a meeting – camera, sound, speaker, microphone. Because when you flip from Zoom to Teams to BlueJeans to something else, for example, quite often the microphone – if you have a standalone one – will switch back to the computer one; or the camera, it might not be so good, so always do a check 10 minutes before an interview or indeed any important call.
I think too there’s a difference in preparedness for what could go wrong. Do prepare interviewers (if they don’t introduce the topic themselves) for possible interruptions.
Whereas in a live interview you might say: ‘Excuse me, I’ve got a bit of a cough’; in a virtual one you might say, ‘I’ve got a dog – he barks a lot if someone comes to the door’.
Karen: Returning to Carl, and looking now at the recruitment campaign as a whole; did you anticipate or experience any particular challenges?
Carl: It wasn’t ideal that our governance process can be quite protracted. Our recommendations had to be approved in turn by our Nominations Committee, Board and Council – this all takes time and there is a danger of excellent candidates falling away.
To maintain candidate engagement an agency must keep in touch regularly and effectively. And effective communication depends on knowledge and understanding of the organisation.
Throughout this process Fiona was fantastic at keeping candidates engaged. All maintained interest throughout. I hope that even those not appointed had a good experience of the RIBA.
Karen: What was your experience, Mark, of that period of waiting?
Mark: Fiona’s management of that situation was a particularly helpful one. I found her very good at managing expectations and timescales. She would always keep me informed and explain how things were moving forward.
Carl: Working with Fiona, I had the confidence of knowing that her passion to do a really good job for our organisation and do the right thing for us and candidates shines through.
We’ll certainly engage FJWilson again to recruit independent committee members as well as future employees.
Back
Following our previous post on non-executive recruitment, in which we interviewed the RIBA’s Director of HR, Carl Straw (pictured left), we here explore the selection and appointment stages in the campaign to find two independent members to join the RIBA’s Audit & Risk Committee. In addition to Carl’s perspective, we hear from Mark Jarvis, one of the two successful candidates.
Both emphasise the benefits of virtual interviews – done well – and the importance of recruitment agency skill in maintaining candidate engagement.
Karen: Carl, how did the shortlisting and interview stages go?
Carl: Really well. Fiona (Wilson) met with panel members before the final shortlist was agreed. Members had different views on some candidates and Fiona’s input was very helpful to bring some CVs to life and explain why she’d put forward certain candidates.
We interviewed eight – all found by FJWilson and all very strong. Experience and a high-level track record were very important to us. We wanted people who could add value and to strike the right balance across the Committee.
The two appointees were real stand outs, plus a third person who’d also have been an exceptional choice if one of the other two had dropped out.
Karen: What was the interview format?
Carl: Interviews were held online due to Covid restrictions. We had a large interview panel – five members: the outgoing and incoming Chairs of the Audit Committee, another independent member of the Committee, a representative from our Board of Trustees, and me.
Karen: What’s your view of virtual interviews?
Carl: In many ways they are easier to organise. Plus the candidate experience is often better.
When you are putting an interview panel together to recruit high-level candidates it’s much easier to find diary space for an hour at a time for a virtual interview than calling everyone up to the RIBA offices in London and having to give up half a day or more. Then there’s no need to find an interview room – which itself might turn out to be a somewhat intimidating venue.
An online interview can be more relaxed for the candidate.
Karen: As candidate, Mark, how have you found virtual interviews?
Mark (pictured left): Having had a global role at EY, I’m very used to video calls. I’ve also had several online interviews for non-Executive Directorships and Trustee positions since retirement, so the RIBA interview felt like an extension of what is normal. Apart from being much easier to schedule, I also find that virtual interviews can be more ‘human’ than in-person ones.
Karen: That’s an interesting and perhaps counterintuitive thought…
Mark: Yes, I’m a people person, so I might be expected to prefer ‘face-to-face’. But I think virtual interviews create more common ground for interviewers and interviewees, and this helps dispel the nervousness that everyone gets to some extent.
A virtual interview begins with a sense of ‘Let’s embrace this technology and see where it takes us’. Whereas typically for a face-to-face interview you go into a big office facing three interviewers across the room, and you may be sat against the light so you have the sun in your eyes...
Karen: So the power dynamic in a virtual interview is a bit different – and this can help the candidate perform better from the start?
Mark: Exactly.
Karen: Do virtual interviews require different preparation? Any tips for candidates?
Mark: In general, there’s no difference: whatever the medium, the more prepared, the more relaxed you are. But there are specific things to think about.
The most basic thing is, always check your settings before a meeting – camera, sound, speaker, microphone. Because when you flip from Zoom to Teams to BlueJeans to something else, for example, quite often the microphone – if you have a standalone one – will switch back to the computer one; or the camera, it might not be so good, so always do a check 10 minutes before an interview or indeed any important call.
I think too there’s a difference in preparedness for what could go wrong. Do prepare interviewers (if they don’t introduce the topic themselves) for possible interruptions.
Whereas in a live interview you might say: ‘Excuse me, I’ve got a bit of a cough’; in a virtual one you might say, ‘I’ve got a dog – he barks a lot if someone comes to the door’.
Karen: Returning to Carl, and looking now at the recruitment campaign as a whole; did you anticipate or experience any particular challenges?
Carl: It wasn’t ideal that our governance process can be quite protracted. Our recommendations had to be approved in turn by our Nominations Committee, Board and Council – this all takes time and there is a danger of excellent candidates falling away.
To maintain candidate engagement an agency must keep in touch regularly and effectively. And effective communication depends on knowledge and understanding of the organisation.
Throughout this process Fiona was fantastic at keeping candidates engaged. All maintained interest throughout. I hope that even those not appointed had a good experience of the RIBA.
Karen: What was your experience, Mark, of that period of waiting?
Mark: Fiona’s management of that situation was a particularly helpful one. I found her very good at managing expectations and timescales. She would always keep me informed and explain how things were moving forward.
Carl: Working with Fiona, I had the confidence of knowing that her passion to do a really good job for our organisation and do the right thing for us and candidates shines through.
We’ll certainly engage FJWilson again to recruit independent committee members as well as future employees.