Getting a job has never been easy, but it’s become an increasingly intricate and demanding process. Securing a job has become less about talent and more about enduring a marathon of hoops to jump through – or networks, or even nepotism.
We ask candidates to apply, prepare exhaustive presentations, navigate multiple rounds of interviews, and invest significant time, money, and effort. This process not only hinders efficiency but perpetuates an inequitable system where getting a job becomes a privilege – it takes resources and effort rather than being a fair opportunity for all.
Consider the journey of a typical job seeker today. Dozens of applications, each meticulously tailored to individual job descriptions, requiring research, reading, rewriting on end. Many are required to prepare detailed presentations or case studies, demanding considerable time and research. Unless it’s a C-suite level or high paying role the candidate should bypass this type of process unless they are being recompensed for it. The interview process itself can span several rounds, involving technical assessments, panel interviews, and cultural fit evaluations. It’s exhausting, and has a far reaching impact.
The cost of applying
Beyond the obvious time commitment, the financial burden when applying for a job may require time off from work, away from caring, and any other responsibilities – the adage finding a job is a full time job is true. Once you’ve got through that first hurdle and secured an interview it includes transportation, professional attire, and time off for in-person interviews. This demand for time and resources disproportionately affects those who can least afford it, perpetuating socioeconomic disparities. Internships are only available for the wealthy who don’t have to work during the summer, making that first entry point out of reach for many. Transportation is costly, and not everyone can get lifts from their parents. And as a result, businesses are not getting access to a talent pool that may be very valuable to them
Talented individuals may be deterred by the often onerous process, leading to a loss of potential for companies and industries. In our Salary, Security & Purpose Report 30% of candidates said they wanted to move jobs, but it is too time consuming, rising to 37% of 35-44 year olds. And the stress and pressure associated with prolonged job searches can negatively impact candidates’ mental wellbeing, leading to burnout and disengagement.
This complex and taxing process is not just a hurdle for job seekers; it is a systemic issue that perpetuates inequality. It is time to rethink and streamline our recruitment processes. We must shift from a system that tests endurance and demands so much to one that recognises and nurtures talent efficiently and fairly – rather than see employees as a resource to use as they wish. Organisations must remember that they need talented employees as much as people need jobs – it’s a two way street.
Simpler and fairer
Simplified application systems can leverage technology to streamline selection, focusing on skills and talent rather than complex presentations and tests. This approach ensures that the recruitment process is a genuine assessment of a candidate’s abilities and fit for the role.
But updating recruitment processes is not just about efficiency; it’s about fairness and inclusivity. We also know that adopting anonymous application processes can further reduce bias and promote equality. Blind recruitment, where personal information such as names and addresses are removed from applications, ensures that candidates are evaluated based on their qualifications and experience alone. This method has been shown to increase diversity in the workplace, as it prevents unconscious biases from influencing hiring decisions. Coventry City Council saw an impressive increase in Black, Asian and Minority Ethnic candidate applications, with a rise from 18% to 39%, since adopting Tribepad’s Anonymous Applications feature; which helps reduce unconscious bias in the recruitment process, helping them to better reflect the community that they are serving..
Employers must also consider the candidate experience throughout the recruitment process. Clear communication and transparency are essential. Providing timelines and expectations from the outset can help manage candidates’ time and efforts more effectively, and ensure they’re not left hanging – or worse, ghosted, like two in five (42%) have been in our latest research.
Flexibility is key
Offering flexible interview options, such as virtual interviews, can reduce the financial and logistical burdens on candidates. Allowing people to choose interview times at lunch or the evening, so that they don’t lose out on valuable wages or be unable to fulfill other obligations can help make life easier. This flexibility is especially important in the post-pandemic world, where remote work and alternative practices have become more common and accepted – and still wanted by many. By accommodating candidates’ needs and circumstances, employers can attract a wider and more diverse talent pool.
Just because it’s always been like this doesn’t mean it needs to be. Some employers still have the attitude of “you’re lucky to have a job, son” and not have not recognised the shift in power towards candidates that has happened over the last few years. Good candidates can generally afford to be picky. So if you put in too many hoops and make life too difficult as a potential employer you’re going to miss the best candidates. We would never put up with this behaviour from family or friends – so why do we do it in business? Especially when espousing a commitment to valuing employees.
Creating a more equitable recruitment process requires a commitment from employers to value potential over endurance, inclusivity over exclusivity, and efficiency over tradition. It’s time to value people. It’s time to move away from outdated practices that serve as barriers to talented individuals and adopt a more progressive approach that recognises the diverse needs and capabilities of all candidates. By simplifying application processes, leveraging technology, and promoting transparency and flexibility, we can create a more equitable and efficient system.
Shifting the narrative
Let’s shift the narrative. Businesses need people as much as people need jobs. So we need to make the process better for those people. A process and approach that does not demand jumping through endless hoops, leaving everyone involved drained, but ensures that getting a job is a fair opportunity for all, not a privilege for the few.
Dean Sadler is the CEO and founder at specialist recruitment software provider Tribepad. Prior to Tribepad, after travelling the globe and working as a bus driver, Dean started a PhD in computing before joining a startup called Plusnet. He wrote the billing and CRM platform, became CIO and helped grow the business from a handful of employees to over 700, through IPO then exiting via a sale to BT. Pondering life after Plusnet, Dean was looking for a real world problem which could be addressed by artificial intelligence and hit on the recruitment industry as being ripe for disruption. And so Tribepad was born.
