The new rules of recruitment

Poor practices

Better practices

• Position becomes vacant, triggering response

• Focus on ongoing and proactive analysis of future needs
• Continuous evaluation of potential talent

• Hiring manager completes job requisition and sends to HR and business group for (cursory) review and approval
• Reliance on generic competency models

• Jobs are reviewed and designed with realistic requirements
• Focus on re-shaping or re-classifying roles for greater inclusivity

• Taking a scattershot, ad hoc. approach to finding candidates
• Focusing only on external candidates
• Publish positions on multiple jobs boards or outsource to external recruitment agency

• All job openings are posted internally, tapping the talent of existing workforce.
• Focus on diversifying applicant pools and talent searches

• Assess candidates against eligibility criteria
• Using unreliable filters and bureaucratic steps

• Using data science to reduce the role social bias plays in the selection process
• Developing systems and process that help even the playing field

• Employing unstructured and generic interviews
• Focus on charisma, likeability and track record
• ‘Going with your gut’

• Structured interviews allow consistent questions across candidate groups
• Rigorous behavioural event interviews

• Assume the new hire is ‘plug in and play’
• Failure to support cultural familiarisation
• Failing to review hiring practices
• ‘What’s done is done’ mentality

• Monitor whether your practices are resulting in good hires
• Holding assessors accountable for the quality of evaluations