For most companies, progress in these current times is heavily dependent on innovative breakthroughs, which relies on the team, and this means that for companies to stay relevant, they need to build a solid team.
Team building is a core part of the recruitment process, which is why this article aims to explore how companies can get the best results from the recruitment process.
The Recruitment Process: A Cross-sectional Analysis
With over 15 years of experience in HR, I’ve gotten my hands dirty, and I’ve also had the chance to study the system.
One thing I’ve learned is that recruitments have become less about résumés and more about predicting adaptability. For instance, some of the best hires I’ve seen didn’t have the most experience, but they could translate their past successes into new contexts quickly.
The future is about hiring for capabilities, not credentials, and so companies will need to rework their thinking and employ innovation-focused recruitment processes.
Innovative Hiring: Technology, a major game-changer
A core part of innovative hiring is in the use of technology to get optimal results and the companies that get hiring right use tech as an amplifier, not a filter.
Personally, I lean towards tools that improve structured decision-making rather than those that rely too heavily on algorithms. I would recommend Hiretual (now hireEZ) for AI-powered sourcing without unnecessary filtering bias, Pymetrics for cognitive and emotional intelligence assessments based on neuroscience rather than traditional CV matching, and Talview for video-based AI assessments that test how candidates think, not just what they say.
But my biggest hack? Hiring through collaboration. Tools like RippleMatch and Hackerrank-style case assessments allow hiring managers to engage with talent before they even apply.
Utilizing Data Analytics to Improve Recruitment Processes
Many companies make one simple flaw: They focus on tracking volume instead of quality. To solve this, here’s a few things I would recommend:
First, shift from ‘time-to-fill’ to ‘time-to-productivity’, which means that instead of just measuring how fast you hire, track how long it takes for new hires to deliver meaningful impact.
Next, use data from past high performers to identify hiring trends. Example: One company I worked with found that their top-performing engineers came from non-traditional backgrounds (self-taught vs. degree-holders). Adjusting their sourcing based on this insight tripled their qualified candidate pipeline.
In addition, use data from past high performers to identify hiring trends, and every data point should answer one question: “Are we hiring for long-term success, or just filling seats?”
Strengthening the Black Financial Ecosystem through Recruitment
I believe it’s an opportunity for organizations to focus on structured talent acceleration.
This would provide benefits like Strategic Sponsorship Over Mentorship and Industry-Specific Hiring Pipelines, all of which would provide opportunities that fuel job creation within the community.
Hiring Right; Positioning Right: Two sides of a coin
After helping hundreds of organizations and guiding over 2,000 professionals, it’s clear that successful recruitment is both the responsibility of the company and the talent being recruited.
Companies could do better by encouraging talents to bring in fresh thinking while aligning with values, standardizing assessments to ensure fairness, and utilizing DEI as a business imperative that drives expansion and brand loyalty.
Professionals could do better by using a structured approach while answering questions (eg. Problem-Solution-Impact framework), asking questions that demonstrate strategic thinking, and showing how your past work moved the needle.
Oh, and here’s one more: “Leverage mentorships”, because you’ll get an endless supply of knowledge, networks, and opportunities.
