Recruiting

Most employers I speak to find the recruitment process is getting harder and more complex. There is increasing use of algorithms and many ‘add-ons’ like psychometrics to identify the ‘hidden’ attributes and weaknesses to help understand the candidates better.

We all know that the CV is now becoming a bit decrepit as a recruitment tool, as it really only looks at what someone has done in the past rather what they can do for you as an employer.

No longer is longevity in a job a positive attribute, or a logical progression important for future success. Rather the ability to adapt and change and utilize a range of capabilities is becoming much more useful.

I have thought for some time that rather than moan about the CV’s shortcomings I should do something about it.

So I have.

I want to simply start organizations to think of different ways to gather the information they need to identify candidates that are suitable, not just for now, but also for the future.

My thinking led me to consider 4 areas that which would give much more information on who  the candidate is and what he/she has to offer:

1. Be more candidate-centric in the process:

Candidate should know themselves what they have the potential to do, so ask questions to help them clarify ‘who they are’ for themselves.

2. Try to uncover a candidate’s values:

We all have them but rarely are they understood properly. If expressed they can help recruiters see the potential ‘fit’ with the organisations culture.

3. Create some breadth of a candidate’s Talents (rather than skills):

Employers can train people’s skills, but without talent, their performance will be mediocre. Plus, if talents are brought to the fore, an individual will be motivated to give much more of their ‘discretionary effort’ to the organization.

4. Gain some picture of a candidate’s aspirations for the future:

What they want out of their job, what they want to achieve in both their work and life outside. Very useful for those development discussions.

With the changes in technology that is resulting in organizations finding it more and more difficult to find the right people, they are having to look at the full range of capabilities a candidate has to offer.

Also with the demands of the next generation of young people having a different attitude to the world of work, organizations are having to ensure that the environment they offer attracts the type of individual they want to employ.

There is also a greater demand for organizations to be much more cognizant of how their recruitment process works to attract candidates in the first place, with an increasing emphasis on building a relationship with potential candidates earlier in that process.

That relationship-building must engage potential candidates through building ‘trust’ early on. That a candidate is going to be treated with a degree of respect for who they are and what they want. Whereas in the past may I say from my own past in recruitment and in HR, it was much more an attitude of ‘you are lucky we are considering you’!

We can all recognize the massive changes going on in the world of work. Yet, so far, the CV has not changed with time. Isn’t it about time it did?

So, my questions to you are:

‘Does this make sense to you?’

‘Are there other areas that might help you gain a better picture of your candidates before you decide to call them in for an interview?’

Is it time your own approach to the recruitment process needs re-examining?’

About the author: David Royston-Lee is a Business psychologist and director of recruitment start-up Future Resume. He works widely with CEOs as well as helping former soldiers rehabilitate and return to work.

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