Hindsight is 20/20; looking at the way our past shapes (and sometimes parallels) our present might reveal some insight into the train wreck that is the year 2020. Meaning? Maybe these “unprecedented times” aren’t as unprecedented as they may feel. When you enter the time machine and take a look at marketing and advertising efforts from other turbulent times, you’ll find similarities abound.

Here is a look at some ways the wars and illnesses of the 20th and 21st centuries have intermingled with advertising, technology and propaganda to, inevitably, transform the dominant culture. Be warned, reading this may lead to feelings of déjà vu.

The Spanish Flu: Dangerous Parallels

While the state of the world and the state of medicine are very different now than they were in the early 20th century, many of the trends and messaging around the Spanish Flu and COVID-19 run parallel. The viruses are very different, but there are hygienic mainstays that have been communicated during both: wear a mask, wash your hands, and avoid crowded spaces.

Not surprisingly, advertisements for “life-saving” soaps, the dangers of crowds, and a range of antiseptic products were prevalent in early twentieth century publications. However, it also seems there were plenty of anti-makers in pandemics past. It’s not just a modern problem. San Francisco was home to an “Anti-Mask League,” and men were more reluctant to wear masks than women. Sound familiar?

Another common trend that we are seeing echoes of now is the prevalence of misinformation about “cures” and “remedies” that lacked scientific backing. For example, a malted milk brand promised it would “cure the Spanish Flu,” despite no evidence supporting that claim. Today, we’ve seen that within alternative medicine and the wellness industry.

Interwar Period + Great Depression: From Bold Claims to Daring Pivots

While Europe languished in the agony of postwar trauma, the US economy boomed as their troops returned home. Luxury, film, fun, and extremely bold claims were all the rage then. Without government regulations, a range of inventions hit the market that claimed to reshape faces, fix bad backs, or protect people from viruses. As scientific breakthroughs emerged, so did claims of miracle cures, particularly from soap brands.

Once the Great Depression hit, soaps had to pivot. The term “soap opera” actually emerged when Proctor & Gamble began sponsoring day time radio shows to advertise their soap, targeting housewives who listened in the afternoon.

There was a range of other great pivots during this time. Ginger ale’s popularity came from Yuengling’s pivot after prohibition prevented him from brewing beer. MGM offered double features for the price of one. Martin Guitars offered the same deals to mom and pop stores as they did to bigger stores, giving them the integrity edge. Tobacco was one of the more successful industries of the 1930s thanks in part to doctor and celebrity endorsements.

Advertisers faced many of the same challenges they face now: reading the room. Some attempted to draw on hope for the future, some encouraged spending despite hard times so as not to make them worse. A 1933 bill that gave the FDA power to prohibit false and misleading ads shifted the bold claims of yesteryear to something a little more realistic.

Overall, advertising plummeted by over 60% and didn’t fully recover until after World War II. We’ve seen similar dips and shifts, most notably from TV to digital ads, explored below.

The Post-War Rise of Consumerism

As the end of World War II loomed on the horizon, advertisers started planting the seeds of demand for the future. After years of rationing, minimal leisure time, and limited consumer choices, with industrial and consumer brands promoting patriotism and war bonds, campaigns shifted their view to the future, playing on the technological fantasies of an automated future and promising a bright “world of tomorrow” as would later be depicted in shows like The Jetsons.

Spending habits changed drastically once supplies were back in the market. Consumers spent $5.7 billion in 1950, double of what was spent in 1945. Not only were scarce goods replenished, but a plethora of new offerings hit the shelves. From new hygienic and beauty products, to goods marketed to new mothers as the “baby boom” took place, advertisers promised a perfect utopia that many modern folks might confuse with a nostalgic reality. Emphasis on image and “family values” were prevalent during the so-called the golden age of advertising.

Along with the rise in products, manufacturing that had been purposed for the war effort had to be shifted towards civilians and thus began the dawn of single use cans and plastic bottles. Where once glass bottles were picked up and refilled, consumers were instead urged to simply throw things away in this revolution of convenience.

The consequences of single use plastics as a major component of consumer packaging are still ravaging our businesses, homes, landfills, and oceans. It’s almost as if the post-war time of plenty directly led to the habits that are killing us, and the planet, now. We still seem to value convenience (like Amazon) over conservation.

The industry was still poorly regulated throughout the post-war and Cold War era. Despite heavy censorship in comics and film, advertisements regularly featured jokes about domestic violence, smoking, and TAPE WORMS as doctor-approved weight loss aids.

During this time, advertisers had far more reach with the introduction of the television, which placed their ads directly into 90% of American homes by 1959.

Modern Pandemic: Some Things Never Change

At the beginning of the pandemic, some companies embraced the message of staying indoors for the common good. Perhaps no brand more effectively than Jeep—check out their #StayOffTheRoad ad spot and their creative take on their iconic design:


Images courtesy of Ads of the World.

While the 90s and early 2000s featured ads about good times with a plethora of celebrity endorsements, crowded spaces, and bustling cities (except for a brief period of somber patriotism after 9/11), many companies have drastically shifted their tone to accommodate the plight of a modern pandemic. KFC’s latest “finger licking good” campaign launched just before the pandemic set in and was pulled almost immediately.

Ford shifted early on, offering payment relief and showed their commitment to manufacturing PPE supplies and ventilators. Walmart, Samsung and Uber played on the heartstrings of consumers by offering messages of distant support during hard times. Guinness shifted their St. Patrick’s Day messaging to show community support while social distancing. Like the strategies of World War II, brands wanted to stay top of mind despite present hardship. Matthew McConaughey directed several PSAs about staying home as the best weapon we have in the war against COVID-19.

Despite the continued messaging, television ad spending fell 41% in April. As of this month, however, digital ad revenue is climbing back up.

Some campaigns, like this Havas campaign for Durex, are spreading more unique messages like “Let’s not go back to normal,” emphasizing that “normal isn’t good enough” and that the pandemic could be a catalyst for change.

However, as the pandemic rages on, and Americans get increasingly more reluctant to stay inside (or more alarmingly embrace conspiracy theories about the #plandemic hoax, 5G nonsense, or whatever range of misinformation that’s out there), the messaging has been less concerned with “let’s keep each other safe” and has moved more towards “we can start doing things again, it’s fine,” depending on where you live.

Of course, that’s not the case for the families struggling to make ends meet without another stimulus check. While entertainment, tourism and events have taken a nose dive, the tech industry has become more powerful than ever, as Amazon, Google, Apple and Facebook have managed to grow billions of dollars in profit this year.

Over the summer, Google had to start banning publishers from advertising on Coronavirus conspiracy theories after already banning dangerous claims about unproven cures. Sound familiar?

While misinformation during the Spanish Flu was a problem, the rate at which it can spread now can mean catastrophe. Social media can allow misinformation to spread at lightning speed with quack advice and conspiracy theories making their rounds on Facebook, Instagram, WhatsApp and of course, forums like Reddit and Four Chan. It seems it’s in our nature to share the exciting falsehood, more than the boring reality.

It’s extremely important we stay vigilant to misinformation now more than ever. Check your sources, fact check, or use a resource like Snopes to verify information. There are also podcasts like Conspirituality that explore the intersection between the wellness industry and conspiracy theories and shed light on how people can be manipulated into believing unverified claims. Protect your mind and your health! It’s wild out there.

About the author.
Alessandra is the mentor, educator, and writer behind Boneseed, a private practice devoted to deep self-inquiry through a range of physical, energetic, and mental modalities. She has over 500 hours of yoga, mentorship, and facilitation training and can be found slinging knowledge on her website, newsletter, and @bone.seed.

A poor hiring placement creates a heavy burden on all involved. The “all” pertains to both ends of the equation — the company and the candidate. How “heavy” is the hit? For employers, the U.S. Department of Labor estimates the fallout could be as high as 30% of the employee’s first-year salary. Quick number crunching reveals the impact in dollars. Let’s consider the case of an employee who earns $60,000 annually. Making a mistake in hiring this person could cost the company as much as $18,000. It’s no wonder the Society for Human Resource Management refers to the financial fallout from such a bad decision as “astronomical.”

What are the factors behind these amounts? They derive from a mix of time and expenses that organizations incur, as well as intangibles. The major ones include:

  • Interviewing
  • Recruiting
  • Onboarding
  • Training
  • Managing performance
  • Loss of productivity
  • Harm to morale, customer service, and reputation
  • Payment for outplacement services and legal fees

Then there’s the other side: there are the repercussions for employees too. A suboptimal work situation subjects them to an array of problems and hassles. Failure on a job creates a stain on their record and need to discuss and defend it in vying for another spot. Lost wages produces financial hardships. And emotional stress plays havoc on the person and their family members.

It behooves everyone involved to make good decisions throughout the recruitment process. But, all things considered, sometimes you don’t know how it will go until you do a test drive. This explains the genesis of a hiring protocol gaining popularity. And that is the freelance to full-time transition employment option. You can think of it simply: Try before You Buy.

Hybrid Hiring with Satisfaction and Safety in Mind

Freelance to permanent placement provides a wide range of benefits. It brings to employment the principles we use for most aspects of our life. We try on clothing and shoes before buying them, sometimes lease or rent items prior to purchasing. Why not apply this practice to how we approach critical matters regarding business and livelihood? This hiring model enables organizations to get the talent they need quickly. At the same time, it ensures that the candidate selected has the desired hard and soft skills to mesh with the team on a long-term basis. What’s more, it extends the same set of assurances to the candidates themselves.

Also known as temporary to permanent or temp to perm, this style of recruiting spans the best of both worlds. It bridges gig assignments and full-time payroll employment. Job requisitions and alerts embed this provision in the descriptions. They may note it in several ways. In the status line, a term used is “Freelance/Possible Full Time.” In the estimated time of duration, it indicates “Possible Full Time.”

Employers have the confidence of knowing that those applying for the job ultimately seek full-time payroll positions. Candidates understand this concept too; that is, if they do well, the opportunity for enduring work exists. If there’s any doubt about fit or other factors, employers have yet another possibility. They may extend the length of the temporary/freelance assignment. This gives them more time to make a final decision about bringing the person permanently onto the payroll.

Cases in Point

Creative Circle offers this recruiting specialty. Since COVID-19 took root, finding a full-time employee by hiring a freelancer first has attracted major interest. In fact, it has proved to be the most sought after hiring pattern for top clients. It provides them with the help they need at this difficult time until their economics improve to add a full-time resource. For applicants, many lost their permanent jobs during the pandemic. This arrangement gets them back into the workforce; it also offers them peace of mind about starting something new. And it may lead to a long-term career at the company that engages them initially on a provisional basis.

Although any role can be filled via this method, the top 10 regularly requested temp-to-perm titles include:

  • Marketing Manager
  • Marketing Coordinator
  • e-Commerce Specialist
  • Social Media Director
  • Digital Strategist
  • Project Manager
  • UX Director
  • Email Marketing Specialist
  • Copywriter
  • Graphic Designer

Creative Circle has an active database of highly qualified candidates in major markets across North America, standing eager and ready to fill these and other jobs. With COVID-19 in mind, temp to perm fares as well for remote placements and off-site work as it does for in-office situations.

When it comes to moving forward in this sphere, take advice from what an advertising slogan once proclaimed: “Try it, you’ll like it.” The freelance to full-time hiring option is an all-around win-win waiting to happen. Get started now.

About the author.
You name it, she covers it. That’s the can-do attitude Sherry M. Adler brings to the craft of writing. A polished marketing and communications professional, she has a passion for learning and the world at large. She uses it plus the power of words to inform and energize stakeholders of all kinds. And to show how all of this can make a difference, she calls her business WriteResults NY, LLC.

When faced with the impossible, an experienced art buyer can make the magic happen just by pulling out their little black book (aka iPhone) — but what do they really do?

Traditionally, an art buyer searched for creative talent for photoshoots, finding talent, negotiating fees, coordinating pre-production planning, and then handed the project over to a project manager for production. Their role was to ensure that artwork — be it photography, illustration, animation — not only meets a client’s needs but is also of the highest quality and value.

But today, the lines have gotten a little blurred. There’s less and less significance placed on fine photography and art in the ever-burgeoning world of digital media. While some feel the role of an art buyer specialist should be even more critical in our ever-saturated visual landscape, the roles of producer and art buyer have begun to merge.

Today, an art buyer often has to straddle what was traditionally two separate roles and be equally steeped in the culture of production and know which vendors are the best fit for a project. The role of art buyer has blended with art producer in today’s agency world, and in many shops, the two are synonymous.

WHAT DOES AN ART BUYER / ART PRODUCER DO?

An art buyer produces commercial advertising projects, maintaining creative integrity within a budget. Amen. They understand all of the project needs, source all the appropriate vendors, and shepherd the creative vision to create the best value for the end client. An art buyer’s special sauce is knowing the right people for the job — you need an extensive familiarity of industry talent worldwide, from photographers, illustrators, animators, CGI shops, retouching resources, and more. You have to know how to write contracts, with a deep understanding of all language surrounding usage and deliverables to realize the creative vision. It’s your job to recognize legal pitfalls (especially copyright issues) and safeguard both the agency and client against them.

YOU NEED THESE ATTRIBUTES AND CHARACTERISTICS TO SUCCEED AT BEING AN ART BUYER / ART PRODUCER.

  • Art buyers/producers must be consummate networkers and relationship builders. It’s critical to work with people you trust. Art buyers/producers need to know and understand how to navigate personalities (and we know there’s a lot of personality in the agency world!).
  • Budget, budget, budget. Did we mention that art producers must be good at budgeting and negotiation? Art buyers and art producers need to be nimble with numbers and know the cost and value of things. It’s key to be able to move numbers around in your head as project scope increases or a client asks for something last-minute. Money matters — art buyers have to know how to talk dollars (or £, ¥, €) with teams, clients, and vendors.
  • You need to know how to say no because sometimes, no is the right answer. Not everything can be done. Cheap clients can burn bridges and jeopardize good work. An ace art buyer or producer protects both clients and vendors alike, strutting the ambassadorial catwalk like a champ.

KEY RESPONSIBILITIES OF AN ART BUYER / ART PRODUCER INCLUDE:

  • Work with creative teams from concept to completion of final artwork
  • Oversee art origination and asset output from the initial creative development phase through production to deliverable
  • Ensure creative and brand needs are both being met
  • Contribute to the creative process and offer workable solutions
  • Maintain a pulse on emerging artists and trends to elevate agency and brands
  • Build relationships and creative, collaborative work environments
  • Be the steward providing governance over image use

QUALIFICATIONS

You’ll likely need to have a Bachelor’s degree, particularly with a focus on Digital Art or Photography. In terms of personality, this is a role for people who like people — the name of the art buying game is collaboration. You’ll need a strong visual sensibility and be able to problem-solve like a champ.

SALARY

An art producer typically makes $60,000 to $100,000 but depends on the city and level of experience.

About the author.
An award-winning creator and digital health, wellness, and lifestyle content strategist — Karina writes, edits, and produces compelling content across multiple platforms — including articles, video, interactive tools, and documentary film. Her work has been featured on MSN Lifestyle, Apartment Therapy, Goop, Psycom, Pregnancy & Newborn, Eat This Not That, thirdAGE, and Remedy Health Media digital properties.

Could you be biased without even realizing it?

We often assume that our conscious or rational mind is in the driver’s seat because it’s the part of our mind that talks to us, the voice inside our head as we read the words on this page. But science says our brains make decisions intuitively before we’re aware of it; that the vast majority of our processing takes place outside conscious notice. We all have learned stereotypes, attitudes, modes of thinking that are automatic, unintentional, and inbuilt, impacting our decision-making, and leading to flawed assessments — including hiring decisions. In other words, none of us is immune to unconscious bias.

In 2002, Daniel Kahneman changed the way we think about thinking, earning him a Nobel Prize. He put forth a simple cognitive split to explain much of human behavior: fast versus slow thinking. While an artificial construct, this dichotomy draws upon decades of research. Fast thinking is unconscious, instinctive, automatic, and emotional — resulting in snap judgments and, sometimes, bias. Slow thinking is what we consider real “thought;” it’s conscious, logical, deliberate, and (mostly) rational. We use both fast and slow thinking to process information and make decisions but tend to avoid slow thinking when possible because it is more work for our brain and consumes a great deal of energy. Most of the time, our fast and intuitive mind is in control, taking efficient charge of the thousands of decisions we make every day. Even the “simple” act of walking is best done without interference from consciousness — ask someone a multiplication problem mid-stride, and they are likely to stop for a second before answering. Our brains can consciously process 50 bits of information per second but can process a whopping 11 million bits unconsciously. Thought to be an evolutionary adaptation for humans to process and integrate multiple sources of information instantaneously, these cognitive shortcuts are, in essence, timesaving mechanisms for the human brain. But with shortcuts come shortcomings: when our fast-thinking, automatic mind makes decisions that should be the province of our slow-thinking, analytical mind, mistakes creep in.

If you’re making hiring decisions based on “gut feeling,” you’re likely hiring based on unconscious bias. Yikes.

Unconscious biases, though happening outside our awareness, can impact recruiting, hiring, diversity, and productivity. The vast majority of recruiters and hiring managers would not intentionally base their final hiring decision on an aspect like this, but that’s the problem with unconscious bias — you don’t realize that it is affecting your decision making. The best way to stop unconscious bias is through awareness and direct action in your recruiting, hiring, onboarding, and talent retention processes; this will help create a more genuinely diverse and inclusive workplace.

Here are 13 examples of unconscious bias that commonly impact both candidates and employers in the workplace — along with tips on how to avoid them.

1. NAME BIAS

Definition: Name bias refers to the tendency to judge and prefer people with certain types of names — often of Anglo origin.

Name bias in the workplace: What’s in a name? Apparently, a lot. The numbers bear out that this is of the most pervasive forms of unconscious bias in the hiring process. One research study found that white (Anglo-Saxon) names receive 50% more callbacks for interviews than do candidates with African-American names. Another study found that Asian last names are 28% less likely to receive a callback for an interview than those with Anglo last names.

Avoiding name bias: There’s a simple fix: omit candidate name and personal information like email, phone number, and address from application materials. Assign candidates a number, or have an unbiased third-party team member redact this information for the hiring team before a candidate interview, making skills and experience the main things being looked at, without the influence of irrelevant personal information.

2. HALO EFFECT

Definition: The halo effect, sometimes known as the “halo error,” is when one positive trait about a person affects how we judge them in other, unrelated areas.

Halo effect in the workplace: While looking at resumes, you see that a candidate graduated from an elite school and infer that they must be an excellent fit for your company. Other candidates may match your ideal candidate profile better, but they graduated from state schools. Without realizing it, you may find yourself favoring the elite school candidate, ignoring negative details that might emerge throughout the hiring process.

Avoiding the halo effect: To prevent the halo effect when hiring, make sure you do not see correlations where there are none. When reviewing candidates, hew closely to the details and attributes listed in your job profile so that you are less likely to be swayed by other.

3. HORNS EFFECT

Definition: The horns effect is essentially the opposite of the halo effect. It is when a negative trait about a person affects how we judge them in other, unrelated areas. Perception is unduly influenced by this negative trait — casting a mantle of “horns” instead of the vaunted “halo.”

Horns effect in the workplace: The horns effect can lead a hiring team to nix candidates based on a singular trait that is averse to the team’s preferences — despite its irrelevance to the role. It could be as inconsequential as the candidate displaying a particular quirk or mannerism during an interview or having worked in the past with a company you don’t like. Perception of the candidate can be altered entirely, even though these factors are irrelevant to the role.

Avoiding the horns effect: Have a negative feeling about a candidate? Try taking the time to figure out why. Where is that “gut feeling” coming from, what is prompting this reaction? By applying the slow thinking part of your mind, you may discover that the issue is trivial or insignificant and would not impact their ability to succeed in the role. Consult with the rest of the hiring team to get other perspectives on the candidate; checks and balances go a long way to extinguishing unconscious bias.

4. ANCHORING BIAS

Definition: Anchoring occurs when individuals use the first piece of information they learn about something to make subsequent judgments. Once this anchor is set, there is a bias toward interpreting other data around the anchor. In one study, students were given anchors that were clearly wrong—they were asked if Mahatma Gandhi was older or younger than age 9, or older or younger than 140. The two groups guessed in significantly different manners depending on which anchor they initially received, with the “9 group” choosing an average of 50 versus the “140 group” proffering an average age of 67.

Anchoring bias in the workplace: Common anchors that can impact hiring decisions include the college a candidate attended, where they live, the car they drive, or if the two of you grew up in the same town.

Avoiding anchoring bias: Analyze performance and retention data to uncover where there are strong correlations between hiring and future performance. Organize your hiring process to reflect this data and focus on attributes that are meaningful indicators of success for the role, like a strong aptitude for problem-solving.

5. GENDER BIAS

Definition: One of the most pervasive biases, gender bias is the tendency to prefer one gender over another. The gender pay gap and the variance in hiring rates are two of the most common (and glaring) examples of gender bias.

Gender bias in the workplace: It is no surprise that men are given preferential treatment over women in the workplace. But it may shock you to learn that both male and female managers were twice as likely to hire a man over a woman, according to a recent study published by the Proceedings of the National Academy of Sciences. When presented with equally skilled candidates, men were 1.5 times more likely to be hired — and when a lesser candidate was employed in lieu of a more qualified one, the lesser candidate was a man over 66% of the time.

Avoiding gender bias: A way to sidestep gender bias is to conduct blind screenings of applications that exclude aspects of a candidate that might reveal their gender — name, interests, volunteer organizations. Setting explicit diversity hiring goals can help ensure that your organization holds itself accountable to equitable hiring practices. Make skill and merit the yardstick rather than traits that can cloud judgment.

6. AFFINITY BIAS

Definition: We have all encountered this one before, both in and out of the workplace. Affinity bias, also known as similarity bias, is the tendency for people to connect with others who share similar backgrounds, interests, and experiences.

Affinity bias in the workplace: It’s easy to fall prey to affinity bias when evaluating “culture fit.” When hiring teams engage a candidate they like and feel will get along with the team, it’s often a bridge built of shared interests, experiences, and backgrounds. While similarities should not disqualify a candidate, they also should not be the deciding factor. At first glance, affinity bias may not seem like such an egregious issue, but at amplified levels, it can have serious implications for diversity in the workplace.

Avoiding affinity bias: Look to your company’s core values as the true north star when evaluating a candidate for culture fit. Make sure not to allow “culture fit” to become code for affinity bias. Focus less on shared experiences and more unique skills that will be a “culture add.”

7. CONFIRMATION BIAS

Definition: Confirmation bias is often dubbed the “mother of all misconceptions” because of its prevalence in our lives, and refers to the tendency to look for information that confirms our own pre-existing beliefs, prejudices, or desires. This selective observation may mean you overlook or reject information that does not fit your viewpoint, creating flawed patterns in our thinking that can lead to bias in hiring. It is one of the most studied unconscious biases.

Confirmation bias in the workplace: Confirmation bias can rear its head when a hiring manager looks for information to validate their belief of something, rather than looking at the data for its own merit. The hiring process can devolve into a way to confirm these beliefs as opposed to getting to know the candidate.

Avoiding confirmation bias: Create a list of standardized questions to gauge specific skills and traits of a candidate to help reduce confirmation bias. By having the hiring team evaluate candidates based on predetermined data points that relate directly to the role, candidates are on equal footing. Every interview will evolve into a unique conversation based on a person’s experience, but having a fixed set of questions will help prevent your team from asking too many off-the-cuff questions that could lead to confirmation bias.

8. ATTRIBUTION BIAS

Definition: Attribution bias is all about how we assess our own behavior: when we do something well, we credit our success to our skills and effort. But when we make mistakes, we blame it on externalities. Guess what happens when we assess the behavior of other people? We do the opposite: when we attribute their successes to “luck” — and see their errors as “red flags” or signs of weakness.

Attribution bias in the workplace: Attribution bias can skew your view of a candidate’s performance by minimizing accomplishments while amplifying faults or shortcomings — and may cause you to disregard a talented candidate. Humans snap to quick judgments and falsely assume things about people without knowing the full story. When hiring, attribution bias may cause hiring managers to find someone unfit for a role because of something unusual on their resume — like a gap of two years.

Avoiding attribution bias: There is an age-old adage about the dangers of assuming, and it holds here. Before assuming a candidate is not fit for a role, ask what happened. That two-year resume gap could be when the candidate was sick with cancer. Some simple clarifying questions go a long way to dispelling assumptions. Give people a chance to share their full stories before writing them off.

9. CONTRAST BIAS

Definition: Also known as the contrast effect, this bias occurs when you rank things. You may believe that a candidate is better or worse based on how we feel about another candidate. It can be difficult to remember that one candidate’s fitness for the role has nothing to do with another’s.

Contrast bias in the workplace: When reviewing numerous candidates for a job, it can be devilishly easy to compare one candidate’s CV to the previous one in the application pile instead of comparing it across the whole stack of resumes. An outstandingly good interview with one candidate may make the next one seem awful by contrast.

Avoiding contrast bias:  Create an applicant review and interview process using standardized, predetermined metrics to prevent reliance on feelings caused by contrast bias. By doing so, your team can compare resumes and interview answers as apples-to-apples instead of apples-to-oranges, allowing for consistent evaluation of all candidates. Applying these same tactics for performance reviews and bonus rewards for employees is an excellent overall practice, as the contrast effect extends beyond the hiring process.

10. CONFORMITY BIAS

Definition: Conformity bias is the tendency to behave like others in a group, even if it contradicts your judgment or beliefs. You likely recognize this cognitive bias by its more pernicious form: peer pressure. This bias can constrict creativity, constructive dissenting opinions, and keep people from productively challenging one another.

Conformity bias in the workplace: When reviewing a candidate’s application materials, you want to ensure that individual opinions about a candidate don’t fall prey to groupthink — you could miss out on hiring a stellar candidate for it.

Avoiding conformity bias: Before meeting as a team to discuss a candidate, have each member write down and submit their feedback and thoughts separate from one another after interacting with the candidate. After doing so, have your team come together to review what everyone wrote to hear more impartial opinions before making a decision.

11. AGEISM BIAS

Definition: Ageism is when one has negative feelings or judgments about another person based on their age.

Ageism bias in the workplace: Particularly at American companies, ageism impacts older people more often than younger. 58% of workers begin to notice ageism as they slide into their 50s — making it more difficult to find a job, move up the ladder, or change careers. Employers tend to value younger talent more and more (economics is a factor, younger workers are cheaper), despite how critical experience and expertise are for any successful organization.

Avoiding ageism bias: Work to debunk myths around ageism in your company. Create policies that prevent age bias by setting a goal of hiring with an eye to age diversity when recruiting new talent.

12. BEAUTY BIAS

Definition: Beauty bias is the tendency to believe that attractive people are more competent, qualified, and successful.

Beauty bias in the workplace: Simply put: it pays to be pretty. According to research, this is a common form of bias in the workplace — playing out in paychecks everywhere. Studies find that attractive people — yes, both women and men — earn higher incomes. Women gain an eight percent wage boost for above-average looks but pay a four percent pay penalty if below-average. The wage boost is just four percent for men, but the penalty for below-average looks is far higher, clocking in at 13 percent!

Avoiding beauty bias: Technology can help mitigate beauty bias. Utilizing phone interviews as the first point of contact, in place of video conference or an in-person interview, can help establish a baseline that is not predicated on looks. Work to structure recruiting and interview processes such that the hiring team can compare applications and interviews equally to reduce the risk of beauty bias.

13. HEIGHT BIAS

Definition: Height bias is our tendency to judge a person who is either significantly shorter or taller than the socially-accepted norm for their gender’s height.

Height bias in the workplace: Sometimes dubbed the “necktie syndrome,” tall candidates are often seen as more experienced, competent, and healthy, which is perhaps why 58% of male CEOs at major companies stand at over six feet. In Western countries, jumping from the 25th to 75th percentile of height — a four to five-inch differential — is associated with a 9 to 15 percent increase in salary. Studies show that an extra inch may be worth almost $800 a year in elevated earning.

Avoiding height bias: By conducting initial interviews via phone or video conference, susceptibility to judging a person based on height is reduced. Awareness goes a long way towards identifying this common social behavior in yourself.

About the author. 
An award-winning creator and digital health, wellness, and lifestyle content strategist — Karina writes, edits, and produces compelling content across multiple platforms — including articles, video, interactive tools, and documentary film. Her work has been featured on MSN Lifestyle, Apartment Therapy, Goop, Psycom, Pregnancy & Newborn, Eat This Not That, thirdAGE, and Remedy Health Media digital properties.

As we approach the four month mark of social distancing, business closures, and remote work, some states are “reopening” only to shutter again. Initially, brands rallied and inspired in their messaging around the pandemic, emphasizing that “we’re all in this together.” By now, most folks are experiencing fatigue from drastic life changes. Marketers once again need to pivot in response to a new challenge. This time, they’re negotiating a widening gap between people’s experiences in this unprecedented and uncertain time.

The Elephant in the Room

Marketers need to consider the amount of emphasis to put on novel coronavirus as well as people’s direct experience. “As we’re building creative, it gets down to the tiniest details, whether it’s print, digital, broadcast, an out of home piece, or direct mail,” says Lindsey Hope, an account director at Lift. With uncertainty and varying lead times before a piece goes live, “we even have to consider legal disclaimers,” she adds. Email has become more critical as a marketing channel because of the speed and ease to produce something.

Messaging may focus on how a business is “working to keep their customers safe or how their product helps customers move in a forward direction,” notes Hope. If the benefits of a product or service relate to the pandemic or the business is an “essential” service, that will be the emphasis. The telecoms industry, for example, may elect to take a more direct approach, since their service enables people to connect with work, school, and social networks. They may lift up good value with a particular bundled package or flexibility so the consumer isn’t locked into a particular plan or service. These are all important considerations for consumers during a time of uncertainty.

Some clients may speak directly to COVID-19, while others are much “softer” in their approach, continues Hope. They may focus on saving money, with “messaging elements that speak to COVID without directly saying it,” she adds.

Changing Scale and Ambiguous Timelines

Like most hazards, this pandemic is continually changing and emerging. But unlike disasters such as tornadoes or wildfires, C19 is not localized, with external supporters rallying for support to rebuild. Initially, the global scale of C19, lack of available information, and fear brought people together. Now, we’re “seeing greater variation in what people’s experience is” and that presents a different challenge for marketers, Hope says.

At every level, whether by state or city or by socioeconomic group, there are shifts that marketers are being sensitive to understanding. This is true both personally and professionally. Hope observes that as we move forward, people’s experience is more closely tied to their political views. She is originally from Texas and now lives in NYC. Her family’s experience is “unbelievably different than what my experience has been.” Wearing a face covering may seem perfectly reasonable to a New Yorker. But it can feel like an element of control to someone from Wisconsin who hasn’t yet experienced a lot of devastation.

Companies are trying to stay neutral as tensions rise. As a marketer, Hope faces that “delicate, but fast-paced effort of figuring out what the right formula is.” Brands need to position themselves as being supportive of customers (or potential customers) and to grow business. If a company is national or global, plans may include different messaging for different markets.

Not knowing when things will get back to “normal” adds another layer of complication. Sports programming, for example, is difficult to plan. Hope and her team are constantly consuming information about progress with C19. They then sort that information into viable communications plans for their clients.

Changes in Brand Marketing

The tone of brand marketing, which communicates how a consumer feels about a particular company, product, or service, has shifted. Unemployment is a bigger factor at play here too. Hope highlights a moving spot by web hosting company GoDaddy as an example of brand marketing going more in the direction of support for customers. The ad shows businesses that are closed while the soothing voice of Donald Sutherland reminds viewers of ways to stay open (#OpenWeStand). It is only at the end of the piece when the company logo appears. Fiona Parkin, Executive Creative Director of Advertising at GoDaddy recently appeared in a discussion with Creative Circle about “Turning Your Business Back On.” In it, she shared that, fittingly, she sees her role as both helping small businesses with tactical questions as well as providing a support network.

In the beer and liquor industry, Miller Lite is doing things that are “completely different from anything we’ve seen from them,” Hope says. They shared a video of an empty bar on Twitter, prompting viewers to donate to the Bartender Emergency Assistance Program as a “virtual tip jar.”

Retailer Walmart launched a free virtual summer camp with new activities rolling out daily on their app to keep the kids entertained. Hosted by Neil Patrick Harris and featuring other celebrity guests, it’s playful and fun for their corporate brand. It’s also impressive, Hope notes, how quickly this campaign was pulled together.

Business as Usual

For some companies, marketing remains more or less the same. But new decisions are being made about what to include visually. Hope points out that a lifestyle image of people all together enjoying the big game wouldn’t be relevant at the moment, that it “would be a total miss.” So the image may switch to people video chatting instead.

The good news is that everyone is learning together at the same time. There are no “experts” on this type of crisis communication with the technology that we have available today. But learning from and inspiring each other is critical as we continue onward.

About the author.
Jess Powers writes about marketing, food, and wellness. She has experience in nonprofit communications and emergency management. Follow her @foodandfury.

The remote video interview is here to stay — learning how to master it will serve you now and in the days to come.

COVID-19 has more people working from home than ever before — including hiring managers. Even when the new normal begins to give way to the old, the way we work is likely to be forever changed. In-person interviews will return — in time. But going forward, the remote interview will be a BIG part of how hiring managers screen candidates. Most managers have participated in online meetings in the past, but not all know how to conduct a great video interview. The good news is that some best practices can help take your video interviewing skills to the next level.

Here are some tips on how to prepare — and make the most of — a remote interview.

1. COMMUNICATION IS KEY.

With an onsite interview, most candidates know what to expect, but a remote interview is a different ballgame. Your candidate may not know what to expect — and there’s a chance that they have never done a remote interview before. Set them at ease by clearly communicating and preparing them for what to expect; it will help make the entire interview process run more smoothly.

Establish who will place the call or what online video platform you will be using. Make sure you specify if the interview will be a phone or video interview — no one wants to log into the meeting and be surprised.

Send any software needed, along with simple instructions on how to download and set up the program. The five most popular online video platforms include Zoom, Skype, Google Hangouts, GoToMeeting, and Webex.

Provide the interviewee the names and titles of any colleagues who may be joining the interviews.

2. PREPARE YOUR QUESTIONS AHEAD OF TIME

While you may be tempted to play it by ear, having questions prepared ahead of time will help the interview go more smoothly. Print out your questions, so you have them at the ready for easy reference. It’s a smart idea to include some specific questions to help understand if the candidate will be a good remote employee. Certain traits are associated with successful remote workers—look for someone who is:

  • Self-motivated
  • Disciplined
  • Tech-savvy
  • Responsive
  • A strong communicator
  • Experienced in working remotely

two-people-on-zoom-video-call

3. CHECK THE TECH

While this advice is often given to candidates, it is equally as helpful for the interviewer. Remote interviews require technology — you want to make sure it’s working for you. Check the basics first; make sure that your:

  • Computer camera and microphone are working.
  • Login information is correct — particularly if you have not used the video conferencing app in a while.
  • WiFi or internet connection is working well.
  • Laptop or tablet is charged and ready to go.

Once you know that all those things are up to snuff, do a technical trial run of your videoconferencing platform with enough time to switch gears if something is not working. Most programs have a testing feature that will allow you to mimic a live call and make sure everything in on point. Test meeting links for the five most popular videoconferencing platforms below:

Zoom
Skype
Google Hangouts
GoToMeeting
WebEx

4. MAKE A BACKUP PLAN

Our best-laid plans often go awry. Despite all your preparation, you may have to punt to Plan B if the platform you plan to use does not work. Bandwidth is a common issue during this time — if more than one person is WFH, there can be delays or other hiccups with video conferencing apps. While not ideal, one way to handle this issue is to turn off the video function on the platform. You will still be able to talk to each other — just sans visuals. One way to mitigate the bandwidth challenge is to try scheduling the interview at a time when fewer people in your home are online.

Have the candidate’s email and phone number handy, so you can easily reach out. If tech tanks on either end, you may end up having an “old-fashioned” phone call instead of a video interview.

5. SET THE SCENE

When you’re conducting a video interview from your company office, setting the scene generally involves booking a conference room — but in this epoch of WFH, you’ll need to make sure that your WFH environment is a professional one. Look around at what the interviewee may see in the background. Aim to keep it simple, clean, neutral — and as businesslike as possible. If your desk is showing, organize the top and banish any clutter. Zoom backgrounds may be your friend if you can’t curate a corner of your actual space (and, of course, if you’re conducting your remote interview on Zoom). Here are eight great options!

6. MINIMIZE DISTRACTIONS

It’s a good idea to nix notifications, switch off email alerts, turn your cellphone to silent, and put your Slack and other chats to rest during the interview. If possible, avoid having video interviews in high-traffic areas of your home. Tape a note to your door (or the back of your laptop) so that you are not disturbed. And try to stay still — if you’re shifting or walking around, it can make it more difficult for the other person to focus. Your goal is to foster the most productive interview; by minimizing distractions, you’ll be well on your way.

7. DRESS THE PART

Dress as though you are going to work — even if you are working from home. In terms of what comes across well on camera, here are a few tried-and-true tips:

  • White is a bad choice on camera—blue is a better option; neutral tones work well too.
  • Busy patterns can be distracting.
  • Keep jewelry to a minimum.

8. BE PREPARED

Make things simple for yourself. Print out your interviewee’s résumé and your list of questions. Have a clean pad of paper or notebook ready and put the interviewee’s name on it;you’ll have a convenient place to take notes and jot down questions that might come to you during the interview. You may also want to log in a few minutes early so that you’re not rushing — and so that you can make sure your technology is on point.

9. SMILE AND MAKE EYE CONTACT.

A video interview is not the same as an in-person interview for various reasons. One of the things that sets it apart is that it can be tricky to remember how to actually “make” eye contact. While you may be tempted to look at the candidate’s image or at yourself, please remember that you have to look at the camera to make eye contact. Here’s a fun reminder: draw a pair of eyes on a sticky note and place just underneath your webcam. You want to show that you are engaged in the conversation. Facial expressions add variety and inflection to your voice, making you sound more personable — and smiling uses muscles that warm the tone of your voice. Because there can be a slight lag with video conferencing technology, try to leave a few seconds at the end of your sentences or after a question to minimize speaking over one another.

10. CLOSE STRONG

After the interview, ask if there are any additional questions and let candidates know what will happen next in the process. Much like an in-person interview, thank candidates for their time and let them know that you are available via email should any questions arise.

As a key member of your organization, you are the guide for the search and interview process in these unprecedented and challenging times. The good news is that learning how to conduct a great remote interview will help your company stand out, and will provide candidates with the best view of your organization.

About the author.
An award-winning creator and digital health, wellness, and lifestyle content strategist — Karina writes, edits, and produces compelling content across multiple platforms — including articles, video, interactive tools, and documentary film. Her work has been featured on MSN Lifestyle, Apartment Therapy, Goop, Psycom, Pregnancy & Newborn, Eat This Not That, thirdAGE, and Remedy Health Media digital properties.

As a client, have you ever struggled to get the results that you want when working with freelance creatives on a project? Learning how to communicate feedback in a way that has an impact is an especially useful skill right now. While everyone quarantines and works remotely during the COVID-19 pandemic — at least for now — interactions are less formal and less frequent. But for all of the challenges of remote management, giving meaningful feedback is a transferable skill.

Set Yourself Up for Success

The first step to getting the results you want happens before you even engage with the freelancer. Consider whether someone you’ve worked with before is a good fit for a particular project. Melissa Koehler, the owner of Kohesive Marketing, a Boston-based boutique marketing and communications firm, emphasizes that we “all have different styles, and are suitable to different kinds of work.” The photographer who takes fantastic action shots might not do portraits well. Most experienced freelancers know what their skills are and where they may not be a good fit; less experienced creatives may not know this yet.

A well-articulated brief or project assignment is critical. Koehler relates to the John Dewey quote, “A problem well put is half solved.” Share background information or context as well as a clear description of any strategy, marketing, or business goals. “Provide a deeper understanding of who the audience is. Explain what the motivators are or the drivers that you’re trying to appeal to with the work,” she continues. The client needs to invest the appropriate amount of time at the start to achieve the results they seek. That said, she quips, it’s called a brief for a reason.

Sometimes the project may shift midstream or be more iterative. Remember to clearly communicate any new goals or shifts in approach to the freelancer.

Understand Your Role

In the essential management book, Radical Candor: Be a Kickass Boss without Losing your Humanity, Kim Malone Scott shares lessons learned from leading teams at places like Apple and Google. She points out that in the tech industry, talent can easily find a new gig if they don’t like the organizational culture. These large companies invest significant resources in understanding what makes great management tick.

Scott stresses that the role of a leader is to guide people to achieve results. It’s not a directive approach and should be resilient enough to support different approaches and opinions. Creating a culture or relationship of effective feedback means being flexible and able to tolerate criticism and open debate. Understood another way, think of how your role is to support the freelancer to succeed.

Sometimes, Koehler observes, “clients focus on what they think the solution should be.” You are hiring a creative with expertise in copywriting or art direction for a particular purpose. This also means listening deeply to why they make the choices they make.

Give the Right Feedback

“Be as specific and thorough with praise as with criticism,” Scott explains. “Go deep into the details.” The tendency to rush and spurt out a compliment like “good work” or a critique such as “I don’t like this,” is meaningless, she argues. Neither explains why something works or doesn’t work. This is a time to over-communicate and make sure that you are understood.

Koehler stresses that it’s important to “give feedback on the outcome, not a prescriptive solution to a problem.” Explain how and why a work product is not reaching a specific objective. Persuasion is not merely rational, but emotional. Consider what doesn’t feel right about the outcome and why.

Feedback must be given with care and compassion to be effective. Deferring to “it’s just business” avoids taking the time to understand the problem that is being addressed and why you are responding in a particular way. For the person on the receiving end, curt feedback can feel personal, and for good reason. The reality, Scott points out, is that: “Most of us pour more time and energy into our work than anything else in our lives. Work is a part of who we are, and so it is personal.” Recognize that, and give feedback accordingly.

Be mindful that it might be “hard coming into an established team,” Koehler continues. There are many dynamics at play for creatives. There’s the client/freelancer relationship and the insider/outsider role. Have an awareness of the communication shortcuts that you have with the team you see every day, and explain things thoroughly to a new person.

While working remotely, it’s necessary to provide feedback in different formats. Be aware of what works best for the creative you are working with. An email or Slack may suffice, but if you’re providing detailed feedback, it’s probably best to do so over the phone or by video conference and then recap in an email summary.

Like any relationship, if you’re not getting the results that you want, you have a role in that. Clients — and creatives — need to take responsibility for their part in creating a successful partnership on a project. Through effective communication, they’ll reach the desired outcome.

About the author.
Jess Powers writes about marketing, food, and wellness. She has experience in nonprofit communications and emergency management. Follow her @foodandfury.