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Candidate Communications For COVID-19 And Economic Uncertainty

According to Harvard Business Review and Crisis Management experts, transparency and relatability are paramount, particularly in times of uncertainty. This applies to candidate communication-it is essential to be upfront with all parties to ensure the best experience. Some companies are fully financially stable even during health and economic storms because of the nature of their businesses (B2B) and the vital role their offerings play among the specific customer bases they serve. While this might not be true for all companies, regardless of your situation, you must communicate and be honest with your candidates to build the right relationship and foundation.

Near-Term Questions to Address:

Government Mandates: Would Shelter-In-Place or Lockdown orders affect the duties or nature of a specific role? Or can all work be handled from a computer? How could mandates affect personal lives?

Business Model: Is your current model being disrupted? If so, to what extent?

Onboarding: Are you prepared for a remote onboarding? If not, plan out how you can replicate them. What are you going to do for someone who has already quit their job and they are ready to start ASAP?

Equipment: Are you prepared to ship new equipment to onboarding staff?

Families: Are there family obligations or distractions that need to be accounted for?

Sickness: Are you prepared to address new employee sickness or quarantine? (anticipate weeks or months)

Long-Term Questions to Address:

Business Model: Is your business model equipped to operate in a distributed fashion long-term?

Funding: Do you risk future rounds of funding as a result of your model and the latest global trends?

Infrastructure: Are you prepared for a potentially long-term distributed working model?

Transparency and Trust:

While the above represent common topics The Sourcery and our clients encounter, theyre not an exhaustive list. Experts agree across the board that having open and transparent dialogue early and often builds credibility. In crisis management, it is a given that you will get some things wrong, but over-communicating will always put you in a better position to establish the trust and buy-in you need for continuity.

Sources: Harvard Business Review, MIT Sloan

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