Nowadays, it seems almost every employer is experiencing challenges in recruiting and retaining employees. The bad news is that there doesn’t seem to be a magic wand that can be waved to fix this issue. The good news is there are ways to give your organization an advantage over your competitors in the labor market.

Now, more than ever, workers have their choice of where, when, and how to work. This means employers need to consider what workers want and what employers can provide. In addition to pay and traditional benefits, other factors workers prioritize include, but are not limited to:

• The organization’s values and whether they align with the individual’s values;
• The ability and opportunity to do meaningful work;
• The opportunities to learn and grow;
• The organization’s culture and commitment to diversity, equity, inclusion, and belonging (DEIB);
• The organization’s commitment to sustainability; and
• Flexibility in scheduling and where work is done.

This is not to say that employers must be everything to everyone. The point is that different individuals value different things, and the key is to communicate your culture and the areas that make you an employer of choice in your recruitment efforts and hire the workers who value what you have to offer.

Taking this approach requires looking beyond the applicants’ education, skills, and experience. Employers should consider taking a more holistic approach to their applicant selection process. For example, if an applicant is truly committed to the mission of the organization (and therefore more likely to be engaged and retained), they might be a better fit than another applicant who has more experience but who is indifferent about the organization’s purpose.

Keep in mind that the process starts before the job vacancy is even posted. Employers should take the time to think about what an ideal candidate will bring to the table, and craft the job posting and application process, including interview questions, to attract the right people and measure the right things for the position.

Featuring your employee value proposition in job postings may help attract workers who value what the organization has to offer. Skills can often be taught, so consider what the actual minimum requirements are (if any) so you don’t inadvertently lose out on a great candidate who may not quite meet the posted requirements. One approach to consider is to include only “preferred” (versus “required”) education/skills/experience in your job posting. Doing so may broaden your applicant pool and allow more flexibility if you find a great match.

However, watch out for implicit bias. When measuring softer qualities such as values, it’s easy for implicit bias to sneak in. Throughout the process, make sure to occasionally take a step back and ask, “why am I hiring this person?” The answer should be related to the reason the position is being filled. Sometimes the answer will simply be, “we desperately just need someone who can hit the ground running,” and that’s OK too. If this is the case, consider if this situation is a one-off or seems to be the norm in your hiring efforts. What impact might continually hiring the person who can just get the job done have on the organization’s ability to grow and meet its strategic goals?

In short, the “right” reason to hire someone depends on your needs. Sometimes, you need someone committed to the organization who will learn and grow as needs change. Sometimes, you need someone who will bring a different point of view. Sometimes, you need a skilled worker who can be immediately productive. Before posting the job, know what the needs are so you can make sure to hire the right person for the right reasons.