How to Successfully Recruit & Interview During COVID-19

Part I

In the last few months, we all had to hit the brakes on life and business as we know it to fully grasp the impact of the COVID-19 pandemic. Our standard business processes needed to transform to support effective decision making, because what may have worked in February is likely no longer adequate, or even possible. We have had a handful of clients put critical positions on hold for a variety of reasons, but the one reason that we have heard most is based on a lack of confidence or knowledge of running a successful recruiting/interview process during these times. Thankfully, this is where business process transformation comes into play, and adopting some new practices and making some tweaks has provided successful results in executive hiring.

Based on our experience in partnering with our clients, we can share with you what we have found to be the most successful approaches, keeping in mind that things are changing day by day. Like many businesses out there, 180one has always operated fully from our onsite offices, making the transition to working full-time from our homes quite a big adjustment at first. But, as it turns out, being physically present at work and successfully recruiting, hiring and onboarding new employees do not have to be mutually exclusive. In certain cases, we are even seeing better interview outcomes with these new methods being implemented, but more on that later.

The Mediums: Phone, Video, In-Person

Conducting virtual interviews is by no means a new phenomenon, but before COVID, the decision to use a certain medium was much more elective. We are now forced to leverage the virtual and in-person mediums in different phases of the interview process than we were previously accustomed to, and often for different reasons. Based on this, it is important to understand that we can’t simply swap out one medium for another without modifying the format and structure of the interview based on the medium being utilized at each step. For example, a panel/group interview can normally include a larger number of people when conducted in person, but when using video, we have found that there should be no more than two interviewers on the call, to reduce potential chaos and enhance relationship building. Additionally, with more people switching to virtual interviews, it is important to keep in mind the basic Dos and Don’ts of Video Interviewing to maintain professionalism and get the most out of every interview.

The Format: Structured interviews Are More Important Today Than Ever Before

At the end of the day, a candidate needs to be evaluated on their skills and their ability to perform the job. In addition, candidates still need to be recruited. Gone are the days where the interviewer says, “I knew they were our hire in the first five minutes.” That mentality tends to have an underlying bias, the likes of which, as recruiters, we are constantly trying to avoid. Structured interviews allow for a more open and impartial process with very thoughtful questions that directly tie back to the position’s success factors and are asked of every candidate going through the process.

Creating interview guides and candidate scorecards for each interviewer to evaluate and report their feedback during and after each interview has become even more important than before. It is helpful to reinforce what success factors need to be evaluated and provide an organized and consistent way to assess each of the candidates. We are finding that receiving feedback from clients who are adopting structured interviews and scorecards has been much more objective, concise, and accurate, which will ultimately lead to better hiring.

Now, let us explore how to incorporate the above information into each round of the interview process:

First Round Interview
While your previous first round interview process likely began with a phone screen, we recommend skipping that step altogether and transitioning right into a video call. With little to no opportunity for face-to-face interactions with candidates, it is of utmost importance to build personal relationships early on. Just as we mentioned regarding panel interviews, we suggest having no more than two interviewers at a time during this first round, allowing for the interview to be as personal and efficient as possible.

Second Round, etc.
Since there has probably been a “cut” made in the candidates from the first round to second round, it is easier to invite other members of your organization/team to get involved in the candidate evaluation process as well as possibly go to an in person interview at this time (or at another stage when appropriate). This is a great chance to dive deeper with some additional questions. Since most of the interviewers are probably working remotely, schedule a discussion with them or provide them an interview guide prior to the interview that outlines the role and success factors. In addition, create and distribute a scorecard to each interviewer with the categories that candidates need to be evaluated on, keeping everyone organized and on the same page.

In Person vs. Video
This topic is constantly up for debate based on several factors. How has your organization’s business been impacted by COVID? Is your business deemed essential by your state? How much of your team is working remotely vs. at the office? What is the comfort level of both the interview team and, more importantly, the candidate, with meeting in person? So far, we have had clients conduct every round of interviews by way of video, and we have also had clients use a mix of in-person and video.

For those who have performed at least one round of interviews in person, we have recommended that the client maintains consistency amongst all the candidates for that round. As a firm, we are in a fortunate position where we can ask the candidates what their comfort level of conducting an in person interview at that specific phase/time and if all candidates are comfortable, then we can move forward with an in person. However, if one candidate is not comfortable, we recommend that the client conducts a video interview for that round with all candidates. Consistency is key, and we need to take advantage having that control.

Making an executive level hire without the candidate ever seeing the offices or meeting their team face-to-face would be very unusual, and that is not something we believe should be normalized. Based on this, we have seen, and recommend, organizations reduce the candidate pool to finalists after a series of video interviews, and then invite the candidate(s) to the office for an in-person meeting. Clients are having candidates answer a quick health survey the day of the interview, setting up their conference/interview rooms with only the specified number of appropriately spaced chairs for the interviewers and the interviewee, eliminating handshakes, and possibly wearing a mask. It’s a good look for organizations to be taking the pandemic seriously while also taking the hiring process seriously, and it’s possible to prioritize both. We have found that communicating the logistics and the protocols to the candidate the day before the interview has eased some of the potential awkwardness or unease that could occur as most candidates have never interviewed in this type of environment.

Offer Stage
Depending on the relationship that has been formed with the candidate and the timing of the interview process, clients are still electing to extend offers in person when possible. However, the setting and environment has changed. From what we have seen thus far, the most popular venue to extend an offer to a candidate has been somewhere outdoors, like a park. The feedback has been extremely positive by both candidate and client as it provides them a safe opportunity to keep building a relationship with one another and ultimately reaffirms their decision to join the new organization. It is important to understand that while unemployment rates are increasing, unemployment at executive levels is still relatively low and organizations cannot forget that they need to recruit at every stage of the process.

Keeping Things Moving

While our daily lives are being impacted in just about everything we do at home and at work, sitting back and waiting for things to return to “normal” is not an option. How we adjust our business practices and processes will determine the rate at which, and the confidence with which, we can continue moving forward. We are not needing to reinvent the wheel when it comes to conducting interviews and working with candidates—we simply need to bring to the forefront all the tools and techniques that we typically keep on the back burner. There is a lot of ever changing uncertainty floating around regarding this global pandemic, but there is still stability to be found in the world of recruiting, hiring, and onboarding, and we hope to help ease you into this new “normal”.

Stay tuned for Part 2, where we will dive into the specifics of COVID-19 onboarding best practices.

< Older Post

Newer Post >

The Coaching Carousel - The Do’s and Don’ts for Businesses

By Greg Togni • December 16, 2025

Every winter, the college football coaching carousel becomes one of the most dramatic leadership upheavals in American sports. In 2025, the carousel was particularly volatile. Multiple programs fired coaches earlier than expected, often mid-season, and then rushed into new hires within days. Boosters demanded decisive action; fans amplified pressure, and athletic directors made million-dollar moves under a microscope. For businesses, it’s easy to dismiss this annual churn as entertainment, but the reality is more nuanced. College football programs face the same leadership dilemmas that companies do - underperformance, culture challenges, stakeholder pressure, competitive threats, and the fear of losing momentum. The difference is that football programs confront these forces at hyper-speed - often making major personnel decisions in hours rather than months. This accelerated environment produces lessons, both good and bad, about how organizations respond when leadership is failing. Below are the Do’s and Don’ts businesses can take away from the way college football programs fire their coaches, and why they often rush into the next hire. DON’T: Fire Without a Succession Plan (Even If Pressure Mounts) One consistent theme from the 2025 season: several programs fired coaches with no clear successor in mind. UCLA’s dismissal of DeShaun Foster in just three games into the season was a perfect example. Foster was a high-profile alumnus with strong player relationships, but early losses led to escalating fan frustration and internal concerns about program direction. UCLA acted quickly to fire him, but doing so left the program scrambling for leadership and stability. They eventually hired Bob Chesney, who was a strong cultural fit, but the initial firing created unnecessary turbulence. Businesses often do the same thing. When a leader falters, the pressure to “do something” can eclipse the need for strategic succession. Boards and CEOs sometimes dismiss underperforming executives impulsively, leaving teams directionless and forcing rushed searches. Business takeaway: Before making a firing decision, especially under pressure, ensure you have: a temporary successor a vetted shortlist clarity on what the next leader must bring a transition plan for teams and clients Without this, you’re not solving a problem- you’re compounding it. DO: Define What Success Looks Like Before You Search A core crisis in many football firings is a lack of alignment between expectations and reality. Coaches are often fired not because they’re outright failures, but because the program never clearly defined what success meant. Look at LSU in 2025. Brian Kelly was fired despite a respectable record by national standards, but LSU boosters expected national contention every year. When performance slipped below that mark, the disconnect became untenable. Then, LSU got caught up in some unnecessary drama with misalignment from multiple stakeholders regarding who has hiring and firing authority. No wonder they never solved what “success” looked like. The same thing happens in business when leaders are hired under vague or overly ambitious expectations. If “success” means different things to stakeholders, the hire is set to fail. Business takeaway: Before starting your search: Define expectations concretely Align board and stakeholder vision Codify cultural priorities This ensures you hire for reality - not fantasy. DON’T: Hire in Haste Just to “Win the News Cycle” College football programs care deeply about perception. When a head coach is fired, boosters and fans expect immediate reassurance. That leads to knee-jerk hires where the priority is speed and optics rather than fit. The 2025 carousel saw multiple programs rush hires within days of firing coaches, sometimes skipping broader searches. Penn State was rumored to have engaged in serious discussions with 3 prospects, with all of them negotiating new deals with their current programs, before the Nittany Lions landed on Matt Campbell from Iowa State. Businesses do this too. After a public executive departure, companies sometimes hire quickly just to demonstrate control. But a fast hire that later fails is far more damaging than a slow, deliberate one. Business takeaway: Speed should never outrank strategy. A thoughtful process reassures stakeholders more than a rushed announcement ever will. DO: Learn From the Mistake and Adjust the Next Hire Accordingly Some programs in 2025 demonstrated a valuable principle: the second decision can fix the first, if you learn from it. UCLA’s rehire after firing Foster showed clear reflection. Their initial hire emphasized emotional connection and recruiting upside. But the next move, hiring Bob Chesney, emphasized proven systems, clear identity, and cultural alignment. UCLA changed its criteria and recalibrated its expectations. Similarly, Stanford fired Troy Taylor earlier in the year following concerns about program direction and culture. Their next hire, Tavita Pritchard, was a past member of the Cardinal’s coaching staff known for stability and alignment with Stanford’s academic and philosophical identity. Rather than repeating the same mistake, Stanford course corrected. Businesses often fail here. They fire a leader but then hire someone nearly identical, because the root cause of failure was never clearly articulated. Business takeaway: Post-mortem analysis is essential. Identify: What went wrong What was missing What stakeholders expected but didn’t receive What qualities matter most next time Then hire based on those insights - not simply on instinct. DON’T: Let Stakeholder Noise Dictate Decisions In college football, boosters, fans, media, and donors create a storm of pressure. This noise often accelerates firings or influences hires in unhealthy ways. Businesses face similar noise: activist investors, board factions, client concerns, internal politics, and public perception. Leaders who succumb to noise risk making short-term decisions that hurt long-term stability. Business takeaway: Listen to stakeholders, but don’t let them drive the process. Data, fit, and long-term strategy must guide leadership hiring. DO: Leverage Internal Talent When Stability Matters More Than Splash Amid the chaos of 2025, some programs opted for internal stability rather than external splash. While many schools chased headline-grabbing hires, others elevated coordinators and internal staff who already had trust equity with players. These transitions, including schools that promoted assistants after mid-season firings, created continuity in an environment where change was everywhere. Business takeaway: The flashy external hire is not always the right one. Internal candidates often bring: Quicker adaptation Stronger cultural alignment Built-in trust Reduced onboarding risk Especially after a turbulent departure, stability can be more valuable than novelty. DON’T: Underestimate the Ripple Effects of Leadership Turnover Firing in college football isn’t isolated. It affects: Recruiting Donor confidence Locker room morale Staff retention Public perception The same is true in business. Leadership changes impact: Client relationships Employee engagement Brand reputation Productivity Strategic continuity Business takeaway: Programs that manage these effects proactively, communicate openly, support interim leaders, and maintain messaging discipline reduce fallout. Businesses need to treat leadership transitions as enterprise-level events, not HR procedures. The 2025 college football season demonstrated how high-pressure environments reveal the strengths and flaws of leadership decision-making. Businesses can learn from both the impulsive mistakes and intentional successes that football programs showed this year. If businesses apply these lessons, they’ll avoid the chaos of the coaching carousel, while benefiting from the clarity it provides about leadership, culture, and long-term success.

New Opportunity: Vice President of Operations

By Effie Zimmerman • December 11, 2025

Vice President of Operations ABOUT THE COMPANY Founded in 1993 in Portland, Oregon, Pavement Maintenance Inc. (PMI) specializes in sealcoating, striping, pavement and concrete repair, and parking lot sweeping for leading property managers and facility owners throughout the region with its dedicated team of 100 employees. The company serves a diverse customer base across commercial, industrial, multifamily, retail, and healthcare properties, focused on recurring maintenance work and long-term customer relationships. With PMI’s acquisition of Vancouver Paving, its service offering expanded into all phases of paving, from minor repairs to new construction. In 2025, PMI joined Trinity Hunt Partners’ newly created paving services platform company Sage Surface Partners (“Sage”). Sage will be represented in the market with other best-in-class commercial paving services companies that share a strong commitment to quality, service, and their people. THE ROLE Reporting directly to the President of PMI, the Vice President (VP) of Operations will be a key member of the executive team, responsible for transforming and scaling the operational foundation of a small but growing pavement maintenance and repair company. This leader will combine strategic thinking with a hands-on, roll-up-your-sleeves approach to build systems, processes, and teams capable of supporting organizational growth. The VP of Operations will oversee field operations, project management, quality, safety, fleet/equipment, scheduling/dispatch, and customer satisfaction, driving operational discipline while preserving the agile, service-driven culture that has led to their market-leading position. RESPONSIBILITIES Operational Leadership & Scaling Build and mature operational infrastructure, including SOPs, workflows, and performance metrics, to support PMI growth targets. Provide day-to-day leadership of field and operations teams, ensuring high-quality and efficient delivery of our suite of pavement maintenance and paving services. Develop and implement initiatives such as business process modernization, cost optimization, and expansion readiness. People Leadership & Culture Development Model strong leadership behaviors, including clear communication, follow-through, integrity, and a commitment to developing others. Mentor and coach field leadership teams, helping them grow in decision-making, planning, and leadership capability. Promote a culture of ownership and engagement by empowering team members, recognizing strong performance, and fostering constructive problem-solving. Lead through change, helping employees understand the ‘why’ behind new systems, expectations, and processes that will support company growth. Project & Production Management Oversee scheduling, dispatching, crew planning, and resource allocation to ensure projects are delivered on time, within budget, and to quality standards. Introduce or refine project management tools and job costing practices to improve visibility and accuracy of operational performance. Identify bottlenecks and implement solutions that drive productivity and increase capacity. Safety, Compliance & Risk Management Strengthen the company’s safety culture through training, compliance monitoring, and the consistent application of best practices. Ensure adherence to OSHA, DOT, and other regulatory requirements across field operations. Establish scalable safety programs that can support future growth into additional markets. Fleet, Equipment & Materials Oversight Oversee procurement, maintenance, utilization, and lifecycle management of heavy equipment and materials. Streamline maintenance processes, ensure proper tracking systems are in place, and reduce downtime. Evaluate opportunities for capital investment to support efficiency and capacity improvements. Quality Assurance & Customer Experience Foster a customer-first mindset, ensuring work quality, communication, and responsiveness meet or exceed expectations. Handle escalated issues professionally, preserving customer relationships during a period of company transition and growth. Collaborate closely with sales and estimating teams to align operational delivery with customer commitments. Financial Stewardship & Strategic Execution Develop and manage operational budgets, forecasting production needs, staffing levels, equipment costs, and overtime management. Partner with the President and organizational leaders on reporting, KPI tracking, and operational improvement priorities. Provide insights and recommendations to leadership on growth opportunities, market expansion, and operational investments. QUALIFICATIONS Bachelor’s degree in Construction Management, Engineering, Business Administration, or related field preferred; equivalent experience considered. 7–10+ years of progressive leadership experience in construction or related service industries, or pavement maintenance operations. Experience working in a small-business environment, preferably during a phase of ownership transition or private-equity involvement. Strong background in building processes, implementing systems, and driving organizational maturity. Excellent leadership and communication skills, with the ability to motivate teams through change and rapid growth. Demonstrated expertise in scheduling, job costing, production management, and safety. Ability to be both strategic and hands-on—comfortable working in the field, in the office, and with investors. Interested in Learning More? 180one has been retained by PMI to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 180one at 503.699.0184 / nicole@180one.com .

New Opportunity: Chief Financial Officer

By Effie Zimmerman • November 11, 2025

Chief Financial Officer ABOUT THE COMPANY Oregon Beverage Recycling Cooperative (OBRC) is the industry steward of Oregon’s nationally recognized beverage container redemption program. We help keep Oregon beautiful by providing outstanding services to our partner distributors, retailers and to the public for the recovery, reuse, and recycling of beverage containers. OBRC serves as a not-for-profit statewide operator with full vertical integration, making the co-op a major employer and providing more than 500 clean economy jobs in Oregon. Through our statewide fleet operations, OBRC collects more than 2 billion containers annually for recycling across a network of 2,000+ retail stores, 27 redemption centers, 90+ bag drop locations, and transports them for counting, sorting, and processing across 6 statewide processing centers, preparing these containers for Grade-A domestic recycling. At a dime per container, the value of refunds adds up fast. This requires speed and accurate reimbursements for retailers and payments directly to consumers and nonprofits. OBRC manages the flow of deposits and container refunds, paying out over $200 million annually to Oregon consumers. No similar system in America has consumers and the beverage industry is working so closely together to achieve outstanding results, and Oregon’s Bottle Bill is popular with consumers. OBRC is proud to serve as the industry steward of Oregon’s Bottle Bill, ensuring Oregon’s beverage container redemption program continues to produce positive results for Oregonians and inspiring positive change beyond our borders as a model program across the globe. THE ROLE As a strategic business partner to the CEO, this financial leader collaborates with the executive team to provide finance and accounting support for companywide operational departments and other partnerships. Drive business performance by influencing and executing strategies that further OBRC’s mission statement. RESPONSIBILITIES Advise in an active and supportive manner to the CEO, Board of Directors, and other executive team members on strategic plans with a focus on controlling costs and meeting budget goals. Lead the Finance and Accounting team to provide and interpret financial information to improve performance, efficiency, and decision-making across all departments. Influence executive decisions with data and respectful challenges to the status quo. Ensure sound financial management and control practices, including internal financial reporting, internal controls, audit and tax compliance, accounting, strategic and operational financial planning and analysis, budget preparation and reporting, management reporting, as well as insurance and risk management. Direct and manage the treasury function, including planning and forecasting cash flows and maintaining the primary relationship with banking partners. Partner with Human Resources in overseeing and managing employee retirement benefit plans and other benefit plans, including health insurance, life, and disability insurance. Manage OBRC patron relationships and lead the team members in monitoring and signing up new cooperative patrons. Successfully monitor the monthly reporting process by patrons to ensure compliance with service agreements. Consult and lead business departments during the annual budgeting process and any required forecasting to support capital and business development projects. Provide timely and accurate analyses of budgets, financial reports and financial trends. Ensure data systems can meet the company’s business objectives. Compare actual performance against forecast and recommend corrective action when actual performance is significantly unexpected. Provide monthly internal reports and periodic reforecasting of the current year’s financial and business plans. Oversee OBRC’s Loss Prevention Department, which emphasizes asset protection on a companywide basis and security at specified BottleDrop locations. Review legal documents and manage legal challenges in collaboration with the CEO/COO and legal counsel. Supervise and manage a team of employees, including recruitment and hiring of staff, performance management, discipline, and terminations. Other duties as determined by business needs. EDUCATION & EXPERIENCE A bachelor’s degree in finance, business, or other related fields is required. An MBA or an advanced degree is preferred. 15+ years of progressively responsible financial leadership experience required, with a preference for prior public accounting experience. At least 3 of those years should have been in a CFO or financial executive leadership role. CPA is preferred. REQUIREMENTS – KNOWLEDGE, SKILLS, AND ABILITIES Strong verbal and written communication skills; ability to break down complex analysis and communicate effectively to all levels of both internal and external partners. Demonstrated leadership ability, confidence, executive presence, and ability to motivate accounting and other employees. Self-starter who works with a sense of urgency. Strong organization skills with exceptional attention to detail, with a high level of accuracy. Proficiency and professional knowledge of MS Word, MS Excel, and Outlook. Adaptability, and the ability to approach changes and problems with curiosity, humor with the ability to change course. Technical financial knowledge, including cash-flow management, reporting, and analysis. Strong interpersonal skills to listen to understand different perspectives and motivations. Ability to assess a business problem quickly and identify solutions that address the root cause. Ability to delegate tasks and support the team by being hands-on during periods of high need. Ability to effectively manage people and performance to deliver improved team performance. Experience with coaching and mentoring direct reports and assisting with conflict resolution. Interested in Learning More? 180one has been retained by OBRC to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503-334-1350 / tom@180one.com .