The new rules of recruitment

The table reflects how businesses are re-designing their approach to recruitment, to tap into diverse talents latent in their community and workforce.

On this page:

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
  • Unstructured face to face interviews and personality tests. Looking for charisma, general ability and track record
  • 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