Tag: employer brand

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.

Attracting Passive Candidates in the Australian Public Service: Your Guide to Finding Hidden Talent

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Appealing to passive candidates is crucial for the Public Service because the people with the deepest subject expertise, strongest policy experience, and most relevant institutional knowledge are often already in secure roles and not actively job-hunting. Relying only on active applicants limits the talent pool and can produce weaker shortlists, especially in a competitive Canberra market.

But the highly structured, merit-based system of APS recruiting can be tough – it must always be transparent, fair, and defensible at every step. Good recruitment practices will always consider both talent pools – the ones who are looking, and the ones who aren’t.

Attracting those passive candidates takes more than a job ad – because they’re not looking at those. Let’s look at 5 tips to help hiring managers in the APS attract these hidden gems.

1. Develop a Strong Employer Brand

If you’ve ever been responsible for hiring anyone, you know how important employer brand is. It’s the thing that makes a candidate pick up the phone with excitement – or skip over your job at altogether. It’s what makes someone smile or wince when they hear the Department name. And people are out there building it for you – whether you like it or not.

Your job is to proactively create a clear and attractive employer identity that embodies the values and mission of the Australian Public Service. Use your website, social media platforms, and employee
testimonials to highlight why working with you is a fantastic choice. Show off what makes
your department or agency a great place to work – so you’re always in the back of someone’s mind.

2. Cultivate an Engaging Online Presence

Don’t let outdated websites and social media profiles lose you passive candidates. Share success stories, thought leadership articles, and community engagement activities to showcase the positive aspects of working in the APS. An appealing online presence will capture the attention of passive candidates and leave a lasting impression. Work closely with your social media manager to make sure the online presence of the Department is always working in your favour.

3. Tap into Professional Networking Platforms

Passive candidates are more likely to respond to engagement on professional networking sites like LinkedIn rather than traditional job boards. Make the most of these platforms by actively engaging with industry professionals, joining relevant discussions, and showcasing the benefits of a career in the APS. The work you put in “off-season” – when you’re not hiring – will pay off when you are…especially when it comes to attracting excellent candidates who aren’t even looking.

4. Leverage Employee Referrals

Passive candidates often consider opportunities recommended by people they trust. Your existing employees can be a powerful resource for recruitment. Implement an employee referral program that rewards staff for referring potential candidates. Referrals often lead to high-quality hires who are more likely to fit well within the APS culture.

5. Engage with Passive Candidates Strategically

When reaching out to passive candidates, it’s crucial to take a personalised approach. Understand their professional goals and motivations by conducting thorough research. Craft tailored messages that highlight how the APS can offer unique growth opportunities, challenging projects, or a better work-life balance. This personalised touch can make all the difference in sparking their interest.

Final thoughts

When the APS engages passive candidates, it widens access to high-calibre talent, strengthens diversity of thought, and reduces the risk of settling for “available” rather than “ideal.” It also helps agencies move faster when roles open, because relationships and interest have already been built long before a vacancy is advertised.