Looking beyond the resume
At a time when communities are increasingly looking for evidence of their local authority’s commitment to building diverse leadership, recruitment processes still grapple with significant challenges. Cultural barriers, biases, and misconceptions about candidates often undermine the pursuit of inclusivity.
Every person that is a part of recruitment processes must be advocates for those who often feel overlooked.
Building confidence through support
For many candidates, particularly those with protected characteristics, the path to employment is riddled with obstacles. Systemic barriers and limited opportunities can drain their confidence, making it hard for them to showcase their true potential. Forward-thinking employers recognise this and take concrete steps to empower candidates:
- Working closely with candidates to help them articulate their skills and experiences, preparing them to make a strong impression during interviews.
- Mock interviews to provide candidates with a chance to hone their skills in a safe environment, reducing anxiety and helping them present their best selves.
- Ongoing support throughout every stage to build resilience, reminding candidates of the unique perspectives and lived experiences they bring to the table.
These efforts are about more than just getting candidates through the door; they’re about enabling each candidate to show ‘their best self’ and ‘their true self’, especially those who have had less experience with executive search processes.
It’s about building confidence, demystifying recruitment processes, and levelling the playing field. Ultimately, it’s about helping them demonstrate their true capabilities and ensuring they can contribute meaningfully from day one.
Rethinking hiring manager concerns
Due to the sheer challenges and increased demand facing the public sector, hiring managers often prioritise candidates who they perceive may ‘fit’ seamlessly into their teams – those who reflect behaviours considered ‘ideal’ or ‘conducive to success.’ While this focus on immediate fit is understandable, it can sometimes limit their view of potential talent.
Concerns about candidates needing additional training may overshadow their possible contributions. However, this perspective can overlook the long-term benefits of nurturing talent. Many candidates bring invaluable skills and unique life experiences that can enhance public service. Hiring managers should recognise how these attributes can be effectively leveraged to meet their communities’ needs:
- Sharing examples of individuals who have successfully made similar transitions can help dispel concerns.
- Candidates who don’t fit the traditional mould often bring surprising creativity and commitment that can invigorate organisations.
- Instead of viewing training as a burden, it should be seen as a chance to cultivate talent that aligns with the organisation’s values and corporate objectives. This process also opens the door for reverse mentoring, developing a mutually beneficial exchange of knowledge and perspectives.
Questions you should ask yourself if you are hiring
To challenge assumptions and gain a deeper understanding of candidates, hiring managers should engage their HR and executive search firms, who can add value in identifying and nurturing diverse talent, with pointed questions. Additionally, this is an opportunity to modernise the recruitment process by encouraging candidates to outline their ‘superpowers’ and for employers to look beyond the generic responses to person specifications.
Candidates and employers alike should seek to find deeper alignment beyond the traditional job description. These are the questions that can help guide this approach:
- What unique challenges has this candidate overcome that could enrich our team?
- How does this candidate’s diverse background or lived experience enhance their potential contributions to our community?
- 'What indicators can you provide that show this candidate’s ability to quickly adapt and thrive in our environment?’
These questions create space for richer discussions, helping hiring managers see the potential within diverse candidates.
Evolving local government recruitment
As local government recruitment evolves, the partnership between hiring managers and recruitment firms/HR teams is crucial. By focusing on building candidates’ confidence and challenging conventional perceptions, local authorities can unlock a wealth of talent that mirrors the communities they serve. In a competitive job market where turnover is high, embracing inclusivity and understanding goes beyond ethics – it’s a strategic advantage.
By developing an environment where every candidate feels valued and supported, local authorities can position themselves to meet future challenges and deliver exceptional service to their communities.
For more information on recruitment, hiring, training, and coaching, we offer expert people development with pan-sector insights and world-class delivery, helping individuals, teams, and organisations achieve their potential. Our services – leadership and talent assessment, leadership development, and board advisory – embed inclusive practices backed by leadership insights and benchmarking.
Kembi Coakelin is a consultant in GatenbySanderson’s local government practice