Cecilia Öhrner 2024-11-14 10:00
Recruiting for potential is gaining traction as organisations face constant change and evolving skill needs. Unlike traditional recruitment, which prioritises past experiences, this approach focuses on candidates’ future contributions and development. In this interview, Magnus Bolten, DEI Consultant at Mitt Liv, discusses how recruiting for potential can future-proof organisations, its impact on diversity and inclusion, and how recruiters can integrate it into their hiring practices.
“Recruiting for potential is all about looking forward,” Magnus explains. “Instead of focusing solely on past experience, we assess candidates based on transferable skills, core competencies, and attitudes that enable them to succeed in roles they may not have held before.” Potential-based hiring prioritises qualities like problem-solving abilities, adaptability, and a growth mindset, helping organisations find talent that can evolve with their needs.
This approach doesn’t just open doors for candidates who may be overlooked due to gaps in traditional qualifications, such as specific industry experience or formal degree requirements. It brings innovative perspectives and diverse experiences that contribute to an organisation's long-term success. “Today’s – and foremost, tomorrow’s – challenges require more than what someone has done in the past,” Magnus says. “It’s about recognising the qualities that will matter tomorrow.”
Recruiting for potential has a natural link to inclusive recruitment practices. “The immediate connection is that we look beyond the CV and instead focus on what a candidate can bring,” Magnus notes. Traditional recruitment can limit the talent pool by emphasizing years of experience or specific degrees, which aren’t always accessible to everyone, especially underrepresented groups. Potential-based recruitment, by contrast, highlights and evaluates core traits and values, enabling organisations to attract a more diverse range of candidates.
“By removing rigid criteria, such as industry-specific experience, organisations can reduce bias and bring in talent from broader backgrounds,” says Magnus. This approach aligns well with inclusive hiring practices, valuing skills and attributes that go beyond traditional markers of success.
“One major benefit of recruiting for potential is resilience,” Magnus explains. “Bringing in people with strong transferable skills equips organisations to handle changing demands, unexpected challenges, and yet unknown future trends in the world of work.” Candidates hired based on their potential also bring unique problem-solving abilities, often sparking innovation within teams. By expanding the talent pool, organisations address skill shortages while building a workforce ready to adapt to the future.
At Mitt Liv, Magnus frequently sees the impact of this approach through Mitt Liv's mentoring program, where mentees from various backgrounds showcase their potential. “When given the opportunity, these candidates often bring invaluable contributions to the companies they join,” he says, “making it clear that there’s a wealth of untapped talent out there.”
Of course, recruiting for potential also presents challenges. “If we’re not clear about what we mean by ‘potential,’ hiring managers and recruiters might rely on subjective impressions, which can introduce bias,” Magnus warns. To mitigate this, he advises using structured interviews, clearly defined competencies, and ongoing training to help recruiters recognise and reduce biases.
In addition, defining potential clearly is important for another reason: recruiting for potential can signify a shift in an organisation’s hiring culture. “We see that hiring managers and recruiters sometimes hesitate to apply potential-based recruitment because they fear they won’t receive the same quality of applications,” says Magnus.
Recruiting for potential doesn’t mean lowering standards; it means recruiting differently, more inclusively, with a clear vision of future success. “Focusing on a candidate’s potential must be done thoughtfully to avoid subjective pitfalls. Structured, standardised processes ensure accountability and consistency,” Magnus points out.
When asked how organisations can foster inclusion through recruiting for potential, Magnus emphasizes the importance of intentionality. “Recruiting for potential expands and diversifies talent pools, but it needs to be part of an inclusive recruitment strategy,” he says. Being clear about your needs before posting the job ad, using pre-screening questions in the early application stage, and applying structured assessments throughout the process can aid in evaluating a candidate’s potential in a way that reduces biases and supports inclusivity.
Magnus sees potential-based hiring as an extension of inclusive recruitment. “It’s not automatically inclusive, but when aligned with inclusive recruitment practices, it becomes a powerful tool. Moving beyond traditional recruitment helps us mitigate brain waste and creates a win-win for everyone involved.”
For organisations looking to future-proof their teams, drive innovation, and stay competitive, recruiting for potential offers a compelling way forward. By assessing core traits and development capacity over strictly past experience, you can build a workforce prepared for tomorrow’s demands. As Magnus notes, “This approach isn’t just about filling a role today - it’s about finding people who will help your organisation grow into the future.”
Ready to explore potential-based and inclusive recruitment? Start by evaluating your current practices and consider broadening your criteria to unlock new talent and drive growth. Need help? Don’t hesitate to contact us.
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