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.

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New Opportunity: Corporate Controller

By Effie Zimmerman • February 6, 2026

Corporate Controller ABOUT THE COMPANY In 2024, Northwest Pump celebrated its 65th year of service. Since our founding, we’ve grown from humble beginnings into a trusted name in the petroleum and industrial industry. Through the decades, our commitment to quality, integrity and our valued customers has remained the foundation of everything we do. Northwest Pump provides a wide range of distribution and service capabilities to fueling and industrial customers across the Western United States. The Company’s 350 employees serve nearly 6,000 customers across its growing 20 branch locations. Northwest Pump’s people-first culture is highly regarded for providing a broad product portfolio, consultative services, and leading fill rates. In late 2024, NW Pump joined forces with H.I.G. Capital to bring you even better support and customer service. H.I.G. is a global alternative investment firm with $66 billion of capital under management. This acquisition not only validates the company’s strength but also reflects its continued potential for growth under new ownership. ABOUT THE POSITION Reporting directly to the CFO, the Corporate Controller will lead the accounting function, playing a critical role in ensuring financial accuracy, operational discipline, and scalable processes to support growth and value creation. This role partners closely with executive leadership and ownership, delivering timely, GAAP-compliant financial reporting while strengthening internal controls and upgrading systems and processes. The Controller will oversee all accounting operations, including monthly close, financial reporting, inventory accounting, and compliance, while building a high-performing team capable of supporting a complex, multi-location distribution environment. This position is highly hands-on and well-suited for a leader who thrives in a fast-paced, results-driven setting and is comfortable driving change. DUTIES & RESPONSIBILITIES Own the monthly, quarterly, and annual close processes, ensuring accurate and timely financial statements in accordance with US GAAP. Lead all core accounting functions, including general ledger, accounts payable, accounts receivable, fixed assets, inventory, and revenue recognition. Support mergers and acquisitions by participating in financial due diligence and assisting with the post-close integration of accounting policies, controls, reporting processes, and financial systems. Oversee inventory accounting across a multi-branch distribution footprint, including costing, reserves, and cycle count processes. Design, implement, and maintain strong internal controls and accounting policies appropriate for a PE-backed environment. Serve as the primary point of contact for external auditors, tax advisors, and other third-party providers. Partner with FP&A, operations, and leadership to provide financial insights that support margin improvement, working capital optimization, and growth initiatives. Support ERP optimization, systems integrations, and process improvements as the business scales organically and through acquisitions. Prepare reporting and analysis for executive leadership and ownership, including ad hoc requests. Recruit, develop, and mentor an accounting team, establishing clear accountability and a culture of continuous improvement. QUALIFICATIONS Bachelor’s degree in Accounting, Finance, or related field; CPA preferred. 10+ years of progressive accounting experience, including prior controller or assistant controller experience. Public accounting experience is preferred. CPA required. Strong knowledge of US GAAP and financial reporting. Experience in manufacturing or industrial services business preferred. Demonstrated experience in modernizing accounting processes and systems. Hands-on leadership style with the ability to balance detail orientation and big-picture thinking. ERP system experience and a track record of process improvement. Strong communication skills with the ability to partner effectively across finance and operations. Interested in Learning More? 180one has been retained by Northwest Pump to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .

New Opportunity: Chief Executive Officer

By Effie Zimmerman • January 29, 2026

Chief Executive Officer ABOUT THE COMPANY EC Electric is an innovative electrical contracting firm dedicated to powering lives across various sectors, including mission-critical AI data centers, semiconductor chip manufacturers, industrial, federal work, commercial, and renewable energy projects. With a commitment to providing high-quality electrical solutions, the company specializes in cutting-edge technologies and sustainable practices. Known for its robust service offerings, including electrical construction, maintenance, and energy management, EC Electric stands out in the marketplace by focusing on safety, efficiency, and customer satisfaction. This $500 million-a-year company is part of the E-J Group of Companies across the nation, celebrating our 127th year of private ownership. Our mission is to create a brighter, more electrified future while upholding our values of integrity, safety, quality, equity, fulfillment, and profitability. ABOUT THE POSITION As the Chief Executive Officer , you will be the visionary leader of EC Electric, steering the company's strategic direction and operational efficiency to achieve sustainable growth and innovation in the electrical contracting industry. You will collaborate with the executive team, employees, and stakeholders to enhance our reputation as a leading provider of electrical services and solutions, ensuring we remain agile and responsive to market demands. DUTIES & RESPONSIBILITIES Strategic Leadership: Develop and articulate a clear vision and strategic plan that aligns with EC Electric's mission to drive profitability and market expansion. Initiate strategic partnerships and alliances that leverage EC Electric's capabilities in renewable energy and advanced electrical systems. Operational Excellence: Oversee operational processes, ensuring the execution of projects aligns with EC Electric's commitment to safety, quality, and timely delivery. Utilize data-driven insights to improve operational efficiencies and manage resources effectively across all business units. Innovation and Sustainability: Drive the adoption of innovative technologies and sustainable practices within the company to enhance service offerings and reduce environmental impact. Encourage a culture of innovation, empowering teams to explore new solutions that meet the changing needs of clients in a dynamic industry landscape. Stakeholder Engagement : Cultivate long-term relationships with clients, contractors, and community partners to enhance visibility and reputation in the industry. Represent EC Electric in industry associations and public events, positioning the company as a thought leader in electrical contracting and energy solutions. Financial Management: Ensure fiscal responsibility by overseeing budgeting processes, expense management, and financial forecasting to meet the company’s growth objectives. Identify opportunities for cost efficiencies and revenue generation through new service offerings and market penetration strategies. Workforce Development: Promote a positive and inclusive workplace culture that prioritizes employee engagement, safety, and professional development. Sustain and expand training/mentorship programs to develop future leaders within the organization and ensure a skilled workforce ready to tackle evolving industry challenges. Compliance and Governance: Ensure compliance with all industry regulations, safety standards, and environmental practices, maintaining EC Electric’s strong reputation for integrity and excellence. Implement risk management strategies to safeguard the company’s assets and sustain its operational integrity. QUALIFICATIONS Bachelor’s degree in business administration, engineering, or related field; MBA or relevant advanced degree preferred. 15+ years of experience in senior leadership roles within the electrical contracting or related construction industries. Proven ability to drive business growth and operational success in a competitive environment. Strong analytical and problem-solving abilities, with a focus on data-driven decision-making. Excellent communication and interpersonal skills, adept at fostering collaboration and motivating teams. Advantages of Working at EC Electric: Leading electrical contracting organization focused on innovation and sustainability. Commitment to employee development and career advancement opportunities. Comprehensive compensation and benefits packages, including health and wellness programs. Supportive corporate culture values community engagement and social responsibility. Opportunity to work on high-impact projects that shape the infrastructure of communities. Interested in Learning More? 180one has been retained by EC Electric to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com . EC Electric is an Equal Employment Opportunity Employer and ensures equal employment opportunity for all persons without discrimination based on race, color, religion, sex, sexual orientation, national origin, age, disability, marital status, citizenship, or any other characteristic protected by law. Physical Demands: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is regularly required to use their hands and talk or hear. The employee is frequently required to stand, walk, sit, reach with hands and arms; climb or balance, and stoop, kneel, crouch, or crawl. The employee must occasionally lift and/or move up to 50 pounds. Work environment: The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. This includes the ability to have close (clear vision 20 inches or less) and distant vision (clear vision 20 inches or more), Depth Perception (three-dimensional vision, ability to judge distances and spatial relationships); Ability to Adjust Focus (ability to adjust the eye to bring an object into sharp focus), and the ability to see color. The noise level in the work environment can be quiet, moderate, or loud.

The Cost of Hesitation: Why Delaying a Leadership Change Quietly Destroys Value

By Greg Togni • January 12, 2026

Few decisions carry more weight, or more emotional friction, than upgrading management. Whether in a private equity–backed business or a closely held private company, leaders know the decision matters. They also know it’s uncomfortable. Incumbent executives may have helped close the deal, built the business, or earned deep loyalty from employees and customers. In that context, waiting can feel prudent, even humane. Yet across ownership structures, cycles, and industries, the evidence points in one direction: delaying action on leadership misalignment quietly erodes value long before performance visibly breaks. What the Data Consistently Shows Research across management transitions paints a consistent picture. Roughly half of PE-backed companies replace the CEO within the first two years of ownership, with many changes occurring in the first year. Studies of executive transitions show failure rates between 30% and 40% in the first 18 months, most often driven not by incompetence but by misalignment- on mandate, pace, or priorities. The lesson is not that boards are impatient. It’s that leadership fit matters more than familiarity, and a misfit rarely corrects itself with time. The Most Expensive Period Is After Doubt Sets In By the time a board or ownership group agrees that a leadership upgrade may be needed, value erosion is often already underway. Growth initiatives slow. Decision-making becomes cautious. Reporting grows heavier as leaders explain results instead of driving them. High performers sense uncertainty and begin to disengage. In PE-backed environments, this dynamic plays out faster and with fewer buffers. But private companies experience the same slow bleed, just over a longer horizon. The “One More Quarter” Fallacy “Let’s give it one more quarter” is one of the most expensive sentences in governance. Boards and owners often justify delay by pointing to an initiative in flight, system implementation, or temporary market headwinds. But studies of executive performance show that trajectory matters more than absolute results. If clarity, momentum, and conviction are not improving, time rarely fixes the issue. A common pattern: leadership change is debated for several quarters. When a new executive finally steps in, they make decisive moves within 60 to 90 days, moves that had been discussed, analyzed, and deferred for a year. The opportunity cost of that delay is real, even if it never appears cleanly in the P&L. Missed Windows Are Permanent Losses The most dangerous cost of waiting is not short-term underperformance; it’s a missed opportunity. In PE-backed companies, similar windows appear around add-on acquisitions, operational transformations, or pricing resets. A capable but misaligned leader can miss those windows by moving too slowly or pulling the wrong levers. Once missed, those opportunities rarely reopen on the same terms. Loyalty Is Expensive, But So Is Delay Many delayed leadership changes stem from understandable loyalty: to founders, long-tenured executives, or leaders who were instrumental during diligence or early growth. But fiduciary responsibility ultimately outweighs emotional equity. The most effective boards separate gratitude for past contributions from clarity about future requirements. They also recognize that earlier action is usually kinder. Early transitions allow for controlled narratives, thoughtful role changes, and dignified exits. Late-stage changes tend to feel abrupt, personal, and destabilizing. A Simple Test for Owners and Boards One question cut through most debates: If we were hiring for this role today, knowing what we now know, would we make the same choice? If the answer isn’t an unambiguous yes, delay rarely improves the outcome. Another signal is how leadership discussions consume time. When meetings shift from strategy and growth to coaching, shielding, or compensating for leadership gaps, the decision has often already been made, just not acknowledged. Why Smart Owners Explore the Market Early High-performing PE firms, and increasingly, sophisticated private owners, often explore the executive market before a final decision is reached. This isn’t about undermining management; it’s about sharpening judgment. Seeing the caliber of available talent reframes the question from “Can this work?” to “Is this the best we can do?” In many cases, an external perspective provides clarity faster than another quarter of internal debate. Timing is Everything Upgrading management is never easy. But the evidence, data, deals, and lived experience are clear: indecision is rarely neutral. The organizations that consistently outperform aren’t the ones that change leaders most often. They’re the ones who change them on time. And in a world of compressed timelines, competitive markets, and rising expectations, timing isn’t just a leadership issue; it’s a value creation issue.