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Hiring During a Pandemic




How is it possible for you to recruit and then hire a few new employees when your business shifted to completely remote work during the pandemic? Here’s a quick look at a few ways to successfully transition your strategy for employee recruitment and hiring.

The Basics

You can’t forget the basics – writing a job description, recruiting, interviewing, and even criminal background checks before hiring someone. We’ll dive a bit deeper into a couple of these, along with how they might change. Others, such as the background checks, should stay the same.

Get the Word Out

It doesn’t matter whether you’ll be looking for an executive assistant or a data entry specialist; if people don’t know you’re hiring, you won’t be hiring anyone. The thing is many people who might’ve been looking for a job before the pandemic hit might simply assume that nobody is hiring, so you need to let them know that you are. Be sure that any open position is listed on your website, but don’t forget to call attention to them on social media and other online venues.

It’s All in the Details

If you do happen to be hiring during a pandemic, you’ll definitely need a well-thought-out and detailed plan of attack for recruiting before you dig in. Remote hiring is an incredibly different experience from hiring face to face, and you have a responsibility to potential employees and to your business to ensure that you’ve got a process that will work. To that end, be sure that you have tested your tech before beginning to hire and ask the people you’re interviewing to check their tech as well. Remember that anything you can do before the interview to ensure that all goes well is a great way to start.

When you send an invitation to interview, be sure you list how the process works and what to expect. Be sure to include all of the vital information, like date, time, and who will initiate the video chat. Provide prospective employees with a link to the actual video meeting, and let them know whether the position will be temporarily or permanently remote.

Keep It Real

Once you’ve written and posted the job description and have enticed people to interview, you need to keep in mind that times are quite uncertain for both employees and businesses. When you hire someone, you need to ensure that your business will support onboarding employees with no modifications or reservations. Be completely conscious of what you’re offering. Ensure the position will be at least long-term if not completely permanent and comes complete with benefits and competitive pay. If you have an inkling that once the pandemic has passed, there might be a shift to working on-site, let them know that up front. Always keep things real, and be on the same page with the people you’re interviewing and hiring.

If your business is hiring, just keep in mind that due to the pandemic and all of the changes everyone has had to make, things might be a bit different from what we’re used to – for both your business and the people out there looking for employment. With things like face-to-face interviews and preceding and subsequent conversations needing to occur via video chat, it may seem even less personal than normal. Just make sure that you adapt any and all necessary recruiting practices to ensure that you keep the employee candidate pipeline as full as possible, and things will continue to go smoothly. 

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

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