Tag: aps recruiting

How to assess candidates for hybrid and remote success – beyond “so do you like working from home?”

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Why hiring for hybrid success matters now

Hybrid work is no longer an experiment. It’s the default setting for a big slice of the workforce. Recent data from the Australian Bureau of Statistics shows that around 36% of employed Australians usually work from home in a typical week, and wider survey work suggests around 46% work from home at least some of the time. 

Globally, hybrid isn’t going away either. An analysis of more than 1 billion job ads in 20 OECD countries found that roles advertising remote or hybrid work more than quadrupled between 2019 and 2023, from about 2.5% to around 11% of postings. 

The catch? Not everyone is wired to thrive in this environment. 

Hybrid work amplifies what already matters for performance – self-management, clarity, and collaboration – and adds extra load on people’s brains and habits. Those demands usually don’t show up in a traditional, office-centric interview.

Many employers are still asking, “Have you worked remotely before?” It’s a start, but it’s a blunt instrument. Some people with no “remote experience” ramp quickly because they’re organised, proactive and clear communicators. Others who have worked from home can struggle without structure, feedback and cues.

Below is a more precise way to hire for hybrid success – grounded in what we know from psychology, behavioural economics, and the science of high-performing teams.

The Hybrid Performance Model: five capabilities to assess

1. Self-management (not supervision) drives performance

Hybrid work pushes more decision-making and prioritisation onto individuals. Behavioural science treats self-control and attention as limited resources – long stretches of unstructured decision-making lead to decision fatigue and poorer choices.

At the same time, meta-analytic research shows that traits like generalised self-efficacy and emotional stability are strong predictors of job performance, especially in ambiguous environments. 

You’re looking for people who can:

  • Set and reset priorities without constant direction
  • Break work into clear, actionable plans
  • Follow through without close monitoring
  • Notice when they’re stuck and self-correct or escalate

Interview prompts

  • “Talk me through how you plan and structure a typical workday when no one is looking over your shoulder.”
  • “Tell me about a time you kept a project moving when priorities changed and your manager wasn’t immediately available.”
  • “What do you do when your motivation drops but the deadline hasn’t moved?”

Listen for concrete habits (lists, routines, check-ins) rather than vague statements (“I just get it done”).

2. Communication clarity in a distracted, digital world

Hybrid teams can’t rely on corridor chats to fix ambiguity. At the same time, neuroscience and cognitive psychology are clear: interruptions and context switching damage working memory and accuracy – especially for knowledge work. 

High performers in hybrid environments reduce noise instead of adding to it. They:

  • Ask sharp, specific questions
  • Summarise decisions and next steps in writing
  • Check for understanding rather than assuming
  • Use the right channel (email, chat, doc, call) intentionally

Micro-exercise in the interview

Ask: “Explain a recent project you led or contributed to – in under two minutes. Assume I know nothing.”

You’re testing for:

  • Logical structure (beginning, middle, outcome)
  • Ability to separate signal from noise
  • Whether they naturally anchor on outcomes, not activities

Clarity here is a capability, not a personality trait. Quiet people can be razor-sharp communicators; extroverts can still be vague.

3. Output focus: measuring what matters, not who you can see

Hybrid work exposes organisations that value time at desk over value created. Research on job performance consistently shows that motivation and clear goals drive output at least as much as raw ability. 

Candidates who thrive in hybrid settings can:

  • Translate strategy into concrete deliverables
  • Define “what good looks like” before they start work
  • Track progress against those outcomes
  • Hold themselves accountable to results, not hours

Interview prompts

  • “Give me an example of a result you owned end-to-end. What was the metric or outcome, and how did you track progress?”
  • “Tell me about a time you realised you were busy but not moving the dial. What did you change?”

Press for evidence: dashboards, metrics, stakeholders, trade-offs. You’re looking for a bias towards outcomes, not just activity.

4. Collaboration habits that build psychological safety

In hybrid teams, collaboration doesn’t happen by accident. People who do well make it easy for others to work with them:

  • They send short, structured written updates
  • They schedule regular check-ins instead of ad-hoc interruptions
  • They jump on a quick call when Slack threads get messy
  • They loop in the right people early and close the loop when something is done

From a team science perspective, these are the behaviours that underpin psychological safety – the shared belief that it’s safe to ask questions, flag risks and admit mistakes. Decades of research, including Amy Edmondson’s work and Google’s Project Aristotle, show psychological safety is a core driver of team learning and performance, not a “nice to have”.

Newer studies specific to hybrid and remote workers also find that inclusive leadership and psychological safety drive employee voice and innovative behaviour – the exact things you need when people aren’t in the same room.

What to probe

  • “Tell me about a time you had to deliver something that depended on another team. How did you keep everyone aligned?”
  • “Describe a moment when you spotted a risk or mistake in a hybrid or remote setting. How did you raise it?”

Look for patterns like: sharing context, inviting input, documenting agreements, and following through.

5. Adaptability and learning in shifting conditions

Hybrid environments change quickly – tech stacks, team rituals, office days, leadership expectations. Organisational psychology and personality research show that traits like emotional stability and openness to experience are linked to better performance in changing, uncertain environments. 

You want people who:

  • Stay effective when routines change
  • Learn new tools and workflows without drama
  • Seek feedback and adjust how they work with others
  • Can hold boundaries (so they don’t burn out) while still being flexible

Interview prompts

  • “Tell me about a time your team changed how it worked together (for example, new hybrid pattern, new tool, or new leader). What did you do personally to make that shift work?”
  • “Describe a situation where expectations were unclear. How did you move forward without over-working or burning out?”

Practical assessment ideas (beyond “So, do you like working from home?”)

You don’t need a huge assessment centre. Small, well-designed tasks reveal a lot about hybrid readiness.

1. Realistic written work sample

Ask candidates to write a short project update or status email on a fictional (or real) scenario. Assess for:

  • Structure (headlines, bullets, clear next steps)
  • Signal-to-noise ratio
  • Ability to flag risks and decisions clearly

This taps into both communication clarity and output focus in a way that mirrors the actual job.

2. Hybrid problem scenario

Present a scenario like: “You’re midway through a project with people in three locations. Two stakeholders miss a key meeting; a decision is made without them; Slack is blowing up and no one is sure what’s been agreed. What do you do in the next 24 hours?”

Observe how they:

  • Seek clarification
  • Choose channels
  • Reset expectations
  • Document the way forward

You’re testing judgement under ambiguity – which we know is where decision fatigue and poor choices can creep in if people don’t have good habits. 

3. Peer interview

Let the candidate meet someone they’d actually collaborate with. Ask the peer to focus on:

  • How easy the candidate made it to have a conversation
  • Whether they asked thoughtful questions about ways of working
  • Signs they’d contribute to – not drain – psychological safety

Peer input matters more in hybrid teams, where day-to-day collaboration and trust are the real leverage points.

4. Short, shared working session (where practical)

For senior or critical collaborative roles, a 45–60 minute working session (e.g. co-designing a plan, reviewing a piece of work together) can surface:

  • How they think out loud
  • Whether they invite dissent and ideas
  • How they balance getting to an outcome with staying open

You’re effectively running a micro-experiment in how they’d show up in your hybrid team meetings.

Takeaways for hiring now

  • Hybrid readiness isn’t a personality type. It’s a combination of self-management, clarity, output focus, collaboration habits and adaptability.
  • These capabilities line up with what decades of research tell us about high-performing teams: psychological safety, clear goals, autonomy with support, and good decision hygiene. 
  • You can reliably assess hybrid capability using real examples, simple scenarios and small work samples, instead of relying on “vibes” or whether someone has done remote work before.
  • A structured approach to hybrid hiring doesn’t just reduce dropout and ghosting. It gives you people who can perform, communicate and collaborate – wherever they are sitting this week.

The January Ghosting Spike: Why Great Candidates Disappear And How To Keep Them Engaged

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Why January triggers more ghosting than any other month

Every year the same pattern repeats itself.

As soon as people return from a break, the job market explodes. Candidates hit reset, update their CV, look around and apply widely. Job search data shows that searches for jobs and careers jump sharply in the first two weeks of January. Applications jump. Curiosity spikes. But commitment does not.

It’s the moment candidates cast a wide net.

They want to explore possibilities, not make immediate decisions. They are comparing roles and evaluating their options. Psychologists call this the “fresh start effect”. Studies show that temporal landmarks like the start of a new year prompt people to mentally separate “old me” from “new me”, which increases motivation to pursue aspirational goals such as changing job, starting a course or getting fit. January is a natural “reset point” – people feel a sense of psychological clean slate and renewed optimism. It is a powerful driver of exploration behaviour. People use January to ask, “What else could I be doing?”

At the same time, candidates are suddenly faced with a flood of options. Behavioural economist Barry Schwartz talks about the paradox of choice – how too many choices can create decision fatigue and hesitation. In January we see this play out as people browsing widely, starting multiple conversations, and then quietly stepping back when the cognitive load of choosing becomes too high or when a process feels slow or confusing. People go quiet not because they are careless, but because January amplifies indecision, comparison and perceived opportunity.

The good news is that most of this is preventable. With a few small adjustments to your process, communication habits and expectations, you can dramatically reduce the January ghosting curve.

The Five Causes of the January Drop-Off

1. The “new year, new options” mindset

January is peak exploration season. According to SEEK, job searches jump by around 30% in early January, and applications across many sectors surge immediately after the break (SEEK Employment Trends, 2023). This creates a crowded decision space and short attention spans.

What this means: Candidates are curious – but not always committed.

2. Slow or unclear timelines – that feel even slower because it’s January

If you tell candidates “We’ll get back to you soon”, they assume “weeks”. But in January, weeks feel like a lifetime. By the time you contact them again, they may already be in two other processes.

What this means: Silence feels like rejection.

3. Overly long or repetitive interview processes

Candidates quickly lose enthusiasm when they cannot tell whether they are progressing. Too many stages or unclear logic between interviews sends a strong signal about internal red tape.

What this means: Candidates choose faster-moving teams over perfect roles.

4. Roles that feel generic or poorly positioned

January candidates are looking for roles that feel meaningful. If your job ad reads like every other ad, or the “why this role matters” is unclear, they won’t stay engaged.

What this means: The role doesn’t compete well in a noisy market.

5. Poor communication habits

A lack of updates, even for a few days, creates uncertainty. In a hot market, uncertainty turns into disengagement very quickly.

What this means: Candidates prioritise roles with more clarity.

How to reduce ghosting and keep great candidates engaged

1. Speed up the first touch

Respond within 48 hours of an application or referral. Early momentum prevents candidates from drifting to other opportunities.

Try saying: “We’re moving quickly on this role. Here’s what the next week looks like.”

2. Set expectations from day one

Spell out the full process clearly. Tell them:

  • how many stages
  • who they will meet
  • when decisions are made
  • how long each stage will take

Clarity builds trust.

3. Personalise your communication

A short, human, specific update beats a polished corporate email. Candidates respond better when they feel like people, not tasks.

4. Shorten the process where possible

Aim for:

  • one structured interview
  • one panel or capability-based discussion
  • final checks

Two to three meaningful stages outperform five shallow ones.

5. Keep the role compelling

Amplify why the role matters. What problems will they solve? Why is this role important now? What impact will they have in the first 90 days? January candidates respond to purpose and momentum, not just duties.

6. Use small engagement touchpoints

Short updates keep candidates warm without overcommitting you. Examples:

  • “Just finished panel alignment, will update you tomorrow.”
  • “Checking availability for next steps.”
  • “Team loved your example about X. I’ll update you once we finalise timings.”

Tiny signals, big retention impact.

The December Slowdown Myth: Why Smart Teams Hire Now, Not Later

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Every year, the same pattern plays out. Many organisations wind down their hiring as Christmas approaches, while a smaller group leans in. The second group consistently wins.

They get better access to talent, faster turnaround times, and noticeably stronger hiring outcomes. At Approach, we see this cycle play out across hundreds of recruitment processes in every corner of the Canberra market.

December is not a quiet period. It is an advantageous period. Here’s how to make the most of it.

1. More candidates are quietly open to change

December brings reflection. People reassess their workload, leadership, culture and growth, and many decide they want something different for the year ahead. Candidates don’t always apply for roles publicly, but they are more willing to have conversations, explore options and move when the right opportunity comes along. We see a noticeable increase in passive candidates taking recruiter calls during December compared to any other month.

Tip: Move quickly on strong talent. If someone is open now, they are likely weighing up a January move.

2. There is less competition for top talent

Most organisations hit pause until the new year, and the result is simple. Fewer job ads. Fewer processes. Fewer offers.

This creates a rare window where top candidates are not juggling multiple opportunities at once. They have more space to engage properly. Your message is more visible.

Tip: Treat December as a visibility advantage. Even one smart role launched now can attract candidates you would normally miss.

3. January bottlenecks slow everything to a crawl

The idea that hiring “starts again” in January is partly true, but it comes with a heavy cost. January is the most competitive month of the year. Job ads triple. Shortlists take longer. Candidates get pulled in multiple directions. Every step is slower because everyone else is trying to start at the same time.

Tip: Do the foundational work before Christmas. Even a half-completed process means you are ahead of the January surge.

4. Candidates value certainty during the holidays

While some candidates go on leave, most are still contactable and open to updates. What they value more than anything is clarity. Even small moments of communication over the break show progress and build trust. It reduces the risk of losing talent to faster-moving teams in January.

Tip: Set a simple holiday engagement plan. Even two short touchpoints can hold momentum until mid-January.

5. A head start in December becomes a head start for the year

Teams that hire in December don’t just fill roles sooner – they walk into the new year with capability in place, onboarding planned, and projects moving. That creates a compounding and competitive advantage. It is one of the most consistent patterns we see across our recruitment cycles.

Tip: Think of December hiring as a January investment. Every action now saves you time later.

How to get started this week

You don’t need a full hiring push – you just need a structured, low-friction approach.

  • Review your priority roles for Q1 and identify one or two that would benefit from a head start.
  • Align your interview availability before staff leave.
  • Ask your recruiter for a shortlist you can begin reviewing this week.
  • Set clear expectations with candidates about holiday timing.
  • Schedule your first January interview now so momentum is guaranteed.

December works when you keep it simple and intentional.

Final thought

Most teams wait until January to begin the year. The most successful teams begin in December. The difference isn’t huge effort – it’s timing and intention. If you want a more competitive year ahead, December is your moment to move.

If you would like support, a December shortlist, or a quick Q1 hiring plan, the Approach team can help you get ahead before the break.

The 3 Most Common Ways Businesses Undermine Their Own Hiring Process

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Most hiring mistakes don’t come from bad intentions – they come from good intentions, done badly. Businesses want to move fast, make the right call, and secure great talent. But in the rush, they often create barriers that push the best people away.

Research from the Society for Human Resource Management (SHRM) estimates that the average cost of a bad hire can reach up to five times the position’s annual salary when you factor in lost productivity, rehiring costs, and team disruption. And the root cause is rarely that there weren’t enough good candidates. It’s usually that the process itself got in the way.

After working with hundreds of organisations, we’ve seen the same avoidable mistakes play out time and again. So let’s talk about the three most common ways organisations get in their own way – and how to fix it.

1. Hiring before defining the role properly

This is the most common one, and the most expensive.

Many businesses start recruiting before they’ve properly worked out what the role is actually for. The job ad describes tasks and responsibilities, but nobody has answered the more important question: what does success in this role look like after six or twelve months?

Without that clarity, hiring decisions end up being based on familiarity rather than fit. Research published in the Journal of Applied Psychology has consistently shown that systematic job analysis, the process of defining what a role truly requires, is one of the strongest foundations for hiring success. When you skip it, you’re essentially guessing.

What to do instead:

Before you write the job ad, answer three questions:

  • What problem does this role solve?
  • What outcomes define success in the first 6 to 12 months?
  • How will this person improve the team, not just fill a gap?

If you can’t answer these clearly, pause the process. The time you spend here saves weeks down the line.

2. Confusing speed with efficiency

There’s a difference between a process that moves quickly and a process that cuts corners.

Skipping conversations, condensing interviews into a single rushed session, or making offers before doing reference checks might feel efficient in the moment, but it typically costs more in the long run. Research from the Chartered Institute of Personnel and Development (CIPD) consistently shows that structured, multi-stage hiring processes outperform rushed approaches when it comes to predicting job performance, even when they take slightly longer.

The real efficiency gain comes from having a clear, well-designed interview process that everyone understands. A purposeful process feels fast because it’s focused, not frantic.

What to do instead:

  • Use structured interviews with consistent questions across all candidates
  • Set clear decision points so everyone knows when and how decisions get made
  • Make sure each person involved in the process knows their specific responsibility

Slow down to speed up. It sounds counterintuitive, but it works.

3. Overlooking the candidate experience

Every interaction a candidate has with your organisation tells them something about what it would be like to work there. Poor response times, unclear communication, and disorganised interviews send a message, and it’s not a good one.

A 2023 CareerPlug study found that 58% of candidates have declined a job offer specifically because of a poor experience during the hiring process. And candidates share negative experiences far more readily than positive ones. One bad process doesn’t just cost you that candidate. It costs you every person they tell about it.

This matters even more in a competitive market. When strong candidates are weighing up multiple opportunities, the quality of your process often becomes the deciding factor. And if your hiring process isn’t keeping pace with candidates’ expectations, you lose them to organisations that move with more intention.

What to do instead:

  • Communicate timelines clearly at every stage
  • Provide honest feedback when possible
  • Honour your commitments. If you say you’ll call on Thursday, call on Thursday

Small gestures, a personal call, a timely update, create lasting impressions. Candidates remember how you made them feel long after they’ve forgotten the details of the job ad.

The common thread

All three of these mistakes share a root cause: treating recruitment as something you figure out on the fly rather than a process you’ve thought through in advance.

The organisations that hire well are the ones that plan ahead, define what they’re looking for, and respect both the process and the people in it. Whether that’s thinking more carefully about what “culture fit” really means, designing interviews that reveal the truth rather than rehearsed answers, or simply responding to candidates on time, the difference isn’t perfection. It’s intention.