Best practices for finding hidden talent and empowering social mobility
| DOI | https://doi.org/10.1108/SHR-03-2015-0023 |
| Date | 12 October 2015 |
| Pages | 194-198 |
| Published date | 12 October 2015 |
| Author | Alex Linley |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Best practices for finding hidden talent
and empowering social mobility
Alex Linley
Alex Linley is based at
Capp, The Venture
Centre, Coventry, UK.
Abstract
Purpose –This paper aims to explore how early career recruiters are increasingly focused on finding
hidden talent and empowering social mobility, while also managing the reality of large recruitment
volumes. A new approach to early careers recruitment solved both of these conflicting challenges.
Design/methodology/approach –Using a combination of assessment insights, data analytics and
strengths-based recruitment, the Nestlé early careers recruitment process was redesigned. Jobmi
mindset assessments, the Capp Situational Strengths Test and the Capp Numerical Reasoning Test
were used as online assessments, followed by a strengths-based video interview and strengths-based
assessment centres.
Findings –Nestlé identified and hired candidates of whom 21 per cent would not have met the previous
screening criteria, demonstrating how the new recruitment approach found hidden talent.
Practical implications –Making decisions from assessment insights and data analytics shows that it
is possible for volume recruiters to manage, enhance and improve their recruitment processes without
need for recourse to arbitrary screening criteria to manage volumes.
Social implications –Finding hidden talent and empowering social mobility widen opportunity for all
people, particularly those from diverse backgrounds. It allows the identification and recruitment of
people who demonstrate grit, resolve and tenacity, who might otherwise have been excluded by
arbitrary recruitment barriers.
Originality/value –The article concludes with five best practice recommendations for finding hidden
talent and promoting social mobility: do not use arbitrary screening criteria; make decisions from
assessment insights and data analytics; guard against adverse impact; measure for future potential, not
just past experience; and give candidates second chances by being part of a job-matching
marketplace.
Keywords Social mobility, Hidden talent, Strengths-based recruitment
Paper type Conceptual paper
Finding hidden talent and empowering social mobility are hot topics for organisations –
and rightly so. For far to o long, archaic student recruitment processes have excluded
people who did not meet the organisation’s arbitrary selection criteria, simply as a
way of managing recruitment volumes. This is not fair on candidates, it excludes talent from
organisations, and it suffocates social progress. These are three big reasons why we have
to find a better way. This is what my colleagues and I at Capp and Jobmi have been
working to do.
Social mobility is where your background does not define your future opportunities – you
do. Yet with almost every student recruitment process today, the background you come
from has a powerful bearing on whether you will meet the arbitrary selection criteria that are
put in place to manage the organisation’s application volumes.
I say “arbitrary” deliberately, as all too often, these criteria have no meaningful association
or predictive validity with future performance – they are just used to exclude some people
and include others. Of course, excluding some people and including others is the nature
PAGE 194 STRATEGIC HR REVIEW VOL. 14 NO. 5 2015, pp. 194-198, © Emerald Group Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-03-2015-0023
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