Hiring for What People Can Do, Not Just Their Past Jobs.

To write this article, I was inspired by two insightful books I've recently read: "Hiring Humans" by Craig Fisher and "Beyond Resumes: A Blueprint For Competency-based Hiring" by Charlotte Melkert . Most of all, I was inspired by our work at Volvo Cars—implementing our refreshed, competency-based recruitment process.

This article is special to me because it marks my 1st anniversary with Volvo Cars and outlines the shape of talent acquisition and hiring I can practice moving forward. This article delves into the nuances of recruiting beyond resumes, focusing on competencies as a more holistic approach to identifying the right talent.

While we are never in the ideal state, the only thing we can do is to move towards an ideal state with consideration given to all circumstances. We do this by practicing, testing, reviewing, improving.

So, what is this big idea about?

When companies hire new people, they're starting to look more at what someone can do, not just where they've worked or what they've studied. This way of hiring is called "competency-based hiring." It's like focusing on what skills and abilities a person brings.

The traditional resume is no longer the sole determinant of a candidate's potential in the evolving talent acquisition landscape.

The shift towards competency-based hiring transforms the recruitment process, emphasizing the importance of a candidate's broader capabilities rather than their technical skills or professional experience.

Competency-based recruitment is a process that centers on the candidate's ability to demonstrate core competencies relevant to the job role.

Competencies blend skills, knowledge, abilities, and behaviors that enable an individual to perform effectively in a job or situation. Unlike a traditional skills-based approach, which may focus on specific technical abilities and past job responsibilities, competency-based hiring seeks to understand how a candidate's attributes translate into successful job performance.

Employers are looking for a wide range of competencies in candidates, encompassing hard skills (technical abilities learned through training or education) and soft skills (attributes and behaviors developed over time). These competencies are crucial for determining a candidate's potential for success in a role and their ability to contribute positively to the organization's culture and objectives.

Here are some examples of competencies that we, as Employers, should seek interchangeably:

• Critical Thinking and Problem Solving: The capacity to analyze situations, identify problems, and develop practical solutions.
• People & Communication Skills: Communication effectively, verbally and in writing, is essential in almost every role. This includes listening actively, articulating ideas clearly, and adapting communication styles to different audiences.
• Behavior Traits: Attributes such as resilience, adaptability, and integrity. These traits indicate how a candidate might respond to challenges, change, and ethical dilemmas in the workplace.
• Thinking Style refers to how a candidate processes information, solves problems and makes decisions. Critical thinking, creativity, and analytical skills are valuable across various roles.
• Job-Specific Skills: These are the technical skills and knowledge required to perform specific job tasks. They can range from coding abilities in a tech role to project management skills in a leadership position.
• Leadership Traits: Even for non-leadership roles, leadership potential can be valuable. This includes inspiring and motivating others, delegating tasks effectively, and making strategic decisions.
• Company-Specific Traits: Competencies that align with the company's culture, values, and strategic goals. For example, we prioritize innovation and may look for naturally curious candidates willing to challenge the status quo.
• Relationship Building: Establishing and maintaining positive relationships with colleagues, clients, and other stakeholders. This competency is crucial for roles that involve teamwork.
• Professionalism and Work Ethic: Attributes such as reliability, responsibility, and a strong work ethic. We seek candidates who commit to their work and adhere to professional standards.

And so on...

These competencies would provide a more comprehensive view of a candidate's potential beyond what can be gleaned from a resume alone.

By focusing on these areas, we would identify candidates with behaviors and attitudes that align with the organization's needs and culture.

The old way of hiring was mainly about looking at resumes. Resumes tell you where someone worked and what they studied. But, they don't always show you if the person is good at solving problems, working with a team, or adapting to new things. These are essential skills that can help someone do well at their job.

Resumes have long been the cornerstone of the hiring process, providing a snapshot of a candidate's work history, education, and skills.

So, why change the old way?

A few arguments pro:

Fairness: This method of hiring helps ensure everyone gets a fair chance, no matter their background. Focusing on competencies can reduce unconscious biases related to a candidate's background or education, fostering a more diverse and inclusive workforce.

Finding the Right Fit: It helps companies find people who are good on paper and will do well in the job. Competencies are often better predictors of job performance, as they encompass technical skills and behavioral traits that contribute to success in a role.

Supports Strategic Alignment: Hiring based on competencies ensures that new employees align with the company's strategic goals and core values, enhancing organizational cohesion and culture.---->

Happy Employees: People hired this way often feel more connected to their jobs and will likely stay longer. Understanding employees' competencies can guide their professional development, help them grow within the company, reduce turnover, and lead to more successful referrals.

how to do it? Simplified guide below:

• Identify Core Competencies: Determine the essential competencies for success in each role, considering position-specific and organizational competencies.
• Revise Job Descriptions: Craft job descriptions emphasizing the required competencies rather than just listing qualifications and experience.
• Utilize Behavioral Interviews: Conduct interviews asking candidates to provide examples of past behaviors demonstrating their competencies.
• Incorporate Competency Assessments: Use various assessment tools, such as simulations, case studies, and psychometric tests, to evaluate candidates' competencies.

Train Hiring Managers: Educate hiring managers on the importance of competencies and how to assess them during the recruitment process.

The role of technology in "competency-based hiring".

Boy, where do I start?

Advancements in HR technology, including Applicant Tracking Systems (ATS) and AI-driven assessment tools, can support competency-based hiring by analyzing candidate data to identify those who best match the desired competencies. These technologies can also help mitigate biases by focusing on objective criteria rather than subjective impressions. New technology can help find the right people by assessing their skills and abilities. This can make the hiring process better and more fair.

Wrapping Up

Hiring based on what people can do, not just resumes, is smart. It helps companies find the right people who can grow with them. This way of hiring is becoming more popular because it works well for everyone. Recruiting beyond resumes by adopting a competency-based approach is a strategic move toward a more effective and equitable hiring process. It allows Employers to identify candidates capable of performing the job today and possess the potential to adapt and grow with the company.

As the workforce continues to evolve, competency-based hiring will likely become an increasingly important strategy for organizations seeking to attract and retain top talent.