How to hire for will over skill

Picture the scene: you're sat at your desk, sifting through application after application, hoping to find that perfect candidate who ticks all the boxes. But let's be honest, how often does that “unicorn” magically appear? In today's ever-changing world of work, it's time to rethink our approach. It's time to embrace the boldness when it comes to hiring.

In my previous blog , I laid out the reasons why I believe that we all need to be less risk averse in our hiring strategy. Planning for the future, reaping the benefits of diverse experiences, developing an agile workforce - there are many ways in which hiring for will over skill can help us.

By broadening, and even redefining our perception of what the right candidate looks like based on modern career trends, we can find greater success in closing the existing skills gaps within our organisations. We’ll also be better prepared for the future, as innovation will trigger demand for roles and skills we may not have even imagined yet.

But how do we do this? How do we find people with the right potential, even if they don’t have the university degree or even the skills we think they need?

How to close the skills gap through your hiring strategy

At Hays, we’re finding more and more organisations are coming to us for advice at each stage of the hiring process. And each time, our message is the same. There’s no one-size-fits-all solution that will work for everyone.

Nevertheless, there are some practices that can be deployed so that you can enjoy repeated success. I must stress, though, that this isn’t a quick fix, as it’s important to review your recruitment process in full. Given the increase in demand we’re seeing for guidance on this, I wanted to take a look at some of the ways you can get started.

Accurately define the role and requirements

Roles evolve as well as skills, and the requirements for the person currently in a position don’t always align to the organisation's future objectives. In fact, I’d go as far to say that they never should. The rate of change we’re seeing in the world of work means that what we needed to plug a skills gap two years ago is probably not the same as now and definitely won’t be the same in two years’ time. Whether you’re hiring for a new role or a replacement, the job specification needs to be rewritten to address current and future challenges.

As this piece in Forbes highlighted, “In the last three years, workplaces have changed more rapidly than in the previous three decades — and the rate of change is only going to accelerate.

“Labor shortages, shifts in employee expectations (especially among Gen Z), and the adoption of transformative new technologies have changed the types of positions organizations need to fill, as well as the skills needed to perform them.”

How do we define those skills? I’m a big believer in making hiring for a new role a team task, rather than one exclusively reserved for the manager. In this podcast by Harvard Business Review , Lauren Smith of Gartner explained how and why one organisation made hiring a team activity: ?“Not only did the team have a better understanding of the job as it was evolving on a daily basis…they were actually able to identify major parts of the job description that were outdated, so not only were they able to define a role in a much different way than they would have if the hiring manager just dusted off an old job description, and a recruiter went out to the labor market, it was also a very highly engaging activity for the team.”

But what happens if you and your team aren’t equipped to anticipate future challenges, let alone decide which people and skills you’ll need to tackle them? As part of the services delivered to clients through our recently established Talent Advisory Services, we're assisting organisations through each stage of their workforce planning. For example, we recently worked with one client in assessing their current talent management practices against their goals, before developing and implementing their frameworks and new strategy. We know it’s an area in which many customers struggle, but it’s imperative to get this right so that we can sustainably identify the right people.

Search for potential, not perfection?

Broadening your candidate search without losing sight of your requirements, both now and in the future, may seem like a difficult balance to strike. While that can be the case, it’s not made any easier if you’re still looking for that unicorn candidate with the “perfect” set of skills and experience.

We know from our Learning Mindset Report that 78% of workers would apply for a job with a view to upskilling or reskilling. Meanwhile, 81% of employers would be willing to hire such a candidate. However, in order for this to work, employers need to turn their attention toward candidates that showcase an ability to adapt. A strong appetite for change and with a willingness to learn and unlearn at will – these are the applicants who can upskill or reskill into roles that we can’t yet imagine in today’s world of work.

That’s all well and good, I hear you say, but where is this pool of people with the right mindset? My colleague Katherine Evans commented : “The skills and expertise needed tomorrow may not come from traditional sourcing channels. Opting to assess for potential enables organisations to unlock access to previously untapped or overlooked talent networks.

“With a clear understanding of what is required from Day 1, businesses can build a selection process that allows people, regardless of background and experience, to showcase their potential.”

As explained in this recent piece in Forbes , non-traditional career paths are becoming increasingly commonplace due to a number of factors. The appeal to employers is the skillsets that such workers bring to an organisation, as well as, in some cases, a history of successful reskilling. It is imperative that your hiring process is inclusive toward people who have enjoyed a different career to date, rather than discounting them based on a perceived lack of experience.

Similarly, what about those from underrepresented backgrounds? It’s a vast talent pool that we need to be open to offering opportunities that will benefit all parties. For example, are your hiring managers understanding toward applicants with gaps in their CVs (for example with returning parents or ex-offenders)? Getting this right will involve challenging those hiring managers to think differently about who they put forward in the recruitment process.

Hays recently supported a UK government department in meeting their strategic objective of building a diverse workforce to more accurately reflect the country’s working age population. With our access to progressive partners and talent networks, as well as the right technologies to identify candidates, we were able to devise a recruitment strategy that placed greater focus on transferable skills.

Importantly, the application process was more accessible: for example, we provided the option to submit personal statements in formats such as video, audio file or weblink. This allowed applicants to present themselves in a way that offered a truer reflection of what they would bring to the organisation, something a traditional CV or cover letter couldn’t do.

The result? An intake of talented employees where 19% were neurodivergent individuals, 40% were female and a quarter of whom had served in the armed forces or police.

Commit to upskilling your workforce

Beyond the hiring process, do you have the right upskilling strategy that ensures you get the most out of the potential you saw while interviewing?

Our Learning Mindset Report uncovered that a quarter of workers are unsatisfied with the learning resources at their organisation, while 42% said that their employers had not arranged learning-based development plans.

My colleague Harry Gooding is Director of our Skills and Learning business, where he works on the development of overlooked and undiscovered talent into the world of work. He commented: “In a market where skills availability is such a challenge, initiatives such as reskilling and upskilling programmes are so often viewed as non-core activities. The solution is a fundamental shift in thinking across the organisation to re-prioritise these activities. Although hugely challenging to do, it’s those businesses that are able to ‘think long term’ about skills that will thrive in this environment.”

Closing the skills gap today and tomorrow

I’m aware that the solutions I’ve put forward here may require a new approach that can be difficult to navigate. However, moving your talent sourcing strategy up the list of priorities will keep you on the front foot in closing the skills gap now and in the future.

To do this correctly will involve reconsidering the roles you’re looking to fill and the skills your organisation needs. Beyond that, ensuring a hiring process that’s suited to candidates from all walks of life, as well as an upskilling programme to get the best out of your talent, is imperative. More than that, you’ll have to build a brand that attracts this talent in an increasingly competitive market for skills.

Has your organisation taken any of the steps I’ve shared in this article? If so, where have you found success, and what have been the biggest challenges? Join the discussion in the comments below and share your experiences in closing the skills gap.