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How do we integrate inclusive practices into our selection processes?

For a long time, selection processes have been a fundamental component in identifying and acquiring talent for organizations. However, in an ever-changing world, it is essential to question and challenge conventional practices to ensure they are inclusive and effective. I have always been amazed by the complexity and skill required to carry out personnel selection. It is a job that demands observation, analysis, and attention to detail. I deeply admire the work of headhunters and professionals specialized in this area. But I wondered if there was a way to transform talent selection to be based on transparency and to empower candidates in the decision-making process. With that spirit of innovation and commitment to inclusion, we ventured to conduct experiments that allowed us to achieve three fundamental objectives:

1. Total Transparency: We decided to openly call for candidates and share 100% of the available information about the process. Additionally, we maintain constant communication with each candidate to inform them about their progress in the process.
2. Valuing Competencies and Skills: Instead of relying solely on resumes, we chose to value candidates based on their competencies and skills. This decision helped us focus on what truly matters: can they do the job?
3. Social Innovation Laboratories: To assess candidates' affinity with our organizational culture, we created social innovation laboratories. Here, candidates can demonstrate their skills, and we work on real-world challenges using the design thinking cycle.

To share our experience and open a dialogue with our communities, we decided to publish the selection process on LinkedIn and all our networks. In the description, we included details about salary, type of contract, role functions, expectations, and desired competencies. Additionally, we extended an open invitation to people who had been unemployed for a while, mothers who had been dedicated to their children, and anyone who believed their talent could fit the vacancy.

We received approximately 180 resumes, which we evaluated based on unconventional criteria, such as volunteer experience, English proficiency, and evidence of leadership experience. This narrowed our selection down to 120 people. Then, we invited these 120 individuals to participate in work groups, where they carried out social innovation laboratories. Here, only two people from each group advanced. Finally, these individuals went through a technical test and an interview with our board. It was only at this stage that we reviewed their professional experiences.

We were surprised to discover that we had finalists with diverse profiles in terms of experience, age, and gender. Most importantly, we provided feedback and opportunities for improvement to all the candidates we did not select. We firmly believe that this feedback generates cycles of reciprocity and contributes to the growth of all involved in a process of this nature. Our experience shows that innovation and inclusion can go hand in hand in selection processes.

The question is: are you willing to be disruptive in your selection practices? Our commitment to experimentation has allowed us to align our actions with our DNA and, at the same time, improve the effectiveness of our selection processes. It's time to rethink how we select talent and open the door to more inclusive, transparent, and effective practices.

The future of recruitment is constantly evolving, and it is our responsibility to ensure that it is a change in the right direction. The person we chose performed the best, and has been with us for 3 and a half years now, during which time we feel we have grown a lot as a team... If you want to know who they are, stay connected with us on our networks...

We would love to support you so that your organization has a culture of impact!

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