Skills-based hiring shifts recruitment focus from traditional academic credentials, long used as a proxy for ability, to hiring based on competencies. Of course, niche skills and expert knowledge are required to fulfil certain role-specific requirements, but for those mid-skill positions, measurable competencies are the true value. By adopting a skill-based approach to hiring organisations are able to tap into a larger pool of candidates, speed up their time to hire and achieve greater diversity.
Skills-based hiring is a more balanced and methodical method of review. Though daunting at first, there are a number of tools available and several best practices that hiring managers and business leaders can turn to set them on the right path.
Clearly identify skills – The first point that should be turned to is to examine each and every job within the organisation. Jobs should then be divided into two sets of skills, those required and those that can be acquired. This includes both hard, technical skills and soft skills such as empathy, communication and teamwork. Once identified, consider how candidates can prove their competency in this area—through certifications or testing, for example, each skill should be specific, measurable and assessable.
Revise job descriptions – Once all the skills have been identified and you know what you are looking for, hiring managers should next revise their job descriptions with a renewed focus on skill competency. Each required skill and hard requirement should be clearly listed and then once ready to go, be put to market via the ATS.
Infused application – Once your job ad has gone to market, you want to ensure that appropriate talent is filtered through. This means the ATS will need to be tweaked to infuse skills-related questions throughout. Rather than having applicants repeat information that is in their CV, why not pre-screen candidates with select, skill-specific questions, tasks as well as required licenses and certifications all in-built into the ATS.
Appropriate assessment – Once you have locked on to your target talent, you will need to conduct a more thorough review of the candidates’ skills and competencies. Having candidates conduct skills tests early on in the interview process avoids wasted time on fruitless interviews in the future. There is a wide range of skill-based assessment resources on the market, from soft skill tests such as MBTI to more thorough tools requiring candidates to bring ideas to life by using specific software.
Create a sustainable pipeline – This best practice comes after the talent is on board. Organisational sustainability is an important element of the skills-based hiring approach. Ensuring that organisational talent maintains and grow their skills as required by the needs of the business meets employee learning demands, increases retention and showcases organisational commitment to personal development. Skills development could be extended to the wider business community through internships and small-scale community outreach programmes. This enables leaders to cherry-pick the best upcoming talent on the market and builds a sustainable pool of talent for them to tap into in the future.
Paul Arkwright
Publisher
