Virtual Hiring that Works

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, and as always... I’m joined by the one and only Edwin Carrington. Edwin, how’s it going?

Edwin Carrington

Doing well, Claire—glad to be here. This is one of those topics I’ve been itching to get into. Virtual hiring? It’s not just some temporary phase anymore. It’s the new default—and honestly, a lot of companies are still missing the mark.

Claire Monroe

Yeah, totally. And like—it blows my mind how many places just... take their old in-person process and slap it on Zoom. I remember this one remote job I interviewed for, a few years back, and... it was just this really flat video call. No intro, no vibe, nothing to make it feel real. I actually sat there wondering if they even remembered my name by the end.

Edwin Carrington

You’re not alone. That kind of experience happens all the time. And it’s not just about awkward Zoom calls. When companies treat remote hiring like a copy-paste of what worked in person... they miss the stuff that actually matters. Digital presence, self-management, how someone communicates online—it all changes in a virtual setup. If you’re still focused on firm handshakes or reading body language? Yeah, you’re gonna miss out on a lot of great people.

Claire Monroe

Right—and it’s not just about who you hire, it’s also the experience you create. If it feels... robotic or forgettable, people check out. Or worse—they take the job, realize it’s nothing like what they expected, and bounce a few months later. I think we talked about that in our retention episode? Like, how that very first impression can kinda set the whole tone?

Edwin Carrington

Exactly. And we’ve seen the numbers to back that up. Companies that don’t evolve their hiring for remote? Higher turnover, lower engagement, more friction. The fix isn’t to make remote hiring feel like the old way—it’s to design it around what actually works now. That takes new thinking, better tools... and a shift in how you define what a great hire even looks like.

Claire Monroe

So if you’re listening right now thinking, “Why isn’t this working for us?”—you’re not alone. But the upside is... there are real ways to fix it. And that’s what we’re gonna get into next.

Claire Monroe

Alright Edwin, so... what does a great virtual hiring experience actually look like? I keep hearing this phrase—“candidate-centric”—but like, what does that mean when you’re starting from scratch?

Edwin Carrington

It starts way before the interview. The journey begins the moment someone stumbles across your company—maybe through a job ad, maybe just Googling your brand. The top companies? They’re using things like personalized intro videos, short digital culture decks, even little “day-in-the-life” videos to give people a feel for what it’s really like to work there. It’s not about listing values—it’s about showing them.

Claire Monroe

Oh yeah! I’ve seen a few do that—like, little clips from the team or even a quick peek inside their Slack channels. It’s a small thing, but it’s like—“Hey, we’re not robots. Come meet the humans.”

Edwin Carrington

Exactly. Then once you’re into the interview stage, you’ve got to move past the basic Q&A. Bring in some interaction—whiteboarding, team challenges, live problem-solving. These aren’t gimmicks. They actually show you how someone thinks, how they collaborate remotely. One of my favorites? Ask candidates to walk you through their ideal remote workday, or co-solve something with your team in real time. That’s where you see things like adaptability and self-direction shine through.

Claire Monroe

I love that. And I mean—it also just feels fairer, right? Like, if you’re only screening resumes or trusting your gut, you’re probably missing some rockstars who just... don’t shine on paper. What about assessments, though? I know OAD’s got those behavioral tools—how do they fit into all this?

Edwin Carrington

Behavioral assessments are huge. They measure things like preferred work style, communication habits, even how someone deals with ambiguity or feedback. And when you pair that data with real tasks? You don’t just get a profile—you get a full picture. It’s not about replacing your instinct—it’s about backing it up with real insight.

Claire Monroe

Okay, so if I’m a hiring manager listening to this, I’m thinking: “Cool—I need to show off my culture, make interviews interactive, and add data-driven tools.” But how do I make sure the human part doesn’t get lost? Like... how do I make sure people actually feel seen?

Edwin Carrington

That’s where communication comes in. Quick updates, setting clear expectations, even just a short note after the interview—it all matters. People want to feel like they’re not in a black hole. Respect and clarity go a long way. And when you do it well, you’re already standing out from the crowd.

Claire Monroe

Totally. And like—it’s not hard! It’s just about being thoughtful. Okay, so we’ve covered the “before” and “during” parts of hiring. But after the offer... I feel like that’s where things really fall apart.

Edwin Carrington

You nailed it, Claire. Onboarding is where the rubber meets the road. Too often, it’s an afterthought—especially when it’s virtual. But those first few days? That’s where new hires figure out whether they belong, whether they’re supported, and whether this new job actually works for them.

Claire Monroe

So what makes great onboarding, like, actually great? I’ve heard about stuff like virtual welcome tours or those “First Week Success Plans.” But... what does that even look like in real life?

Edwin Carrington

Let me give you a quick example. I worked with this startup last year—they were hiring across three time zones, all remote. Instead of just an email, they did a virtual open house before the official start date. The new folks got to meet the team, ask questions, tour the tools they’d be using. It wasn’t about checklists—it was about connection. Then on day one, they had this “First Week Success Plan”—simple goals, intro meetings, and a buddy system. What happened? People ramped up faster and actually felt like part of the team.

Claire Monroe

That’s so cool. And I guess tech plays a role here too, right? Like, using a solid ATS or chat tools or even a bot to answer those “Hey, where do I find X?” questions. It’s not about replacing people—it’s about reducing friction.

Edwin Carrington

Exactly. The tech should support the human side—not replace it. Whether it’s automated messages, a shared checklist, or just a welcome video—when it’s done well, people feel informed, confident, and, most importantly, connected. Add in a feedback loop during the first week? That’s where the magic happens.

Claire Monroe

Yeah, feedback loops are such a good call. Like, onboarding isn’t just a welcome party—it’s your first shot at long-term retention. And if you fumble it... it’s hard to recover. We’ve definitely touched on that before—day one matters way more than day ninety.

Edwin Carrington

Absolutely. The best teams treat hiring and onboarding as one continuous experience. They test, tweak, and never stop improving. That’s how you build a remote culture that actually works—and lasts.

Claire Monroe

Okay, I feel like that’s a perfect place to land today. So—if you’re listening and thinking, “We’ve got work to do”—you’re not wrong. But it’s totally doable. Just rethink each step. Make it intentional. Edwin, thanks for dropping all this wisdom—seriously.

Edwin Carrington

Always a pleasure, Claire. And for everyone out there—keep questioning your old habits... and keep building better teams. Talk soon.

Claire Monroe

Thanks so much for tuning in to The Science of Leading. If you want to see what these strategies look like in action, check out o-a-d-dot-a-i. You can check the tools our for free and get a taste of how behavioral science can actually make hiring smoother. ’Til next time—take care!