Select-in vs. Weed-out

“I have applied to 25 jobs and was denied them all.”

“The recruiter called me and said I was not a good fit.”

“The hiring manager told me I didn’t have the requisite skills for this position.”

The list goes on… these are all things said by transitioning veterans just in the past week. But it wasn’t just any veterans who said them. These were veterans who had a career of proven performance or had demonstrated hungry potential, and all of whom were desiring impact in their next chapter. They were in the top 5% of those leaving service this year—in short, they were folks who would make any organization better.

Those veterans, while feeling rejected right now, will eventually find a great position.  

Those organizations who rejected them – they lost – BIG!

In a world increasingly defined by rapid innovation and the need for adaptable leadership, our approach to hiring often remains anchored in outdated practices. We’ve cultivated a culture focused on weeding out rather than selecting in, prioritizing checkboxes of certifications and perceived “right” experiences over the tangible essence of potential and capacity. This mindset not only limits diversity and innovation within our organizations but also overlooks a vast pool of talent—particularly among our veterans, who embody resilience, leadership, and adaptability.

Veterans often find themselves on the fringes of the hiring process, sidelined not for a lack of capability but for an abundance of capacity. They bring a wealth of experience, having navigated some of the most challenging environments imaginable yet face barriers to employment due to perceptions of being overqualified or not fitting the conventional mold. This is not just a loss for these individuals; it’s a missed opportunity for organizations to infuse their teams with proven leaders capable of steering through ambiguity and complexity.

Creating a “select in” culture requires us to dismantle these biases and reimagine our hiring practices. It demands that we look beyond the resume and the cover letter to see the person, their journey, and their potential to contribute uniquely to our missions. We must shift our focus from ticking boxes of specific qualifications to identifying individuals with the capacity to grow, innovate, and lead in their roles. This doesn’t mean lowering standards but broadening our understanding of what the best candidate truly looks like.

This approach is not only feasible but essential. By implementing structured interviews focused on competencies and potential, utilizing practical assessments to gauge problem-solving and adaptability, and fostering panels that value diverse perspectives, we can make unbiased, inclusive hiring decisions efficiently. Moreover, recognizing the value of transferable skills and the breadth of experience, particularly from unconventional backgrounds like military service, enriches our teams and propels our organizations forward.

To our veterans and those transitioning from military to civilian careers, your skills are not just transferable; they are invaluable. Leadership, strategic thinking, resilience, and the ability to thrive under pressure are not common; they are exceptional qualities that you bring to the table. It’s time for our hiring practices to evolve, to select in rather than weed out, recognizing the profound depth and capacity individuals offer beyond the confines of a job description.

Creating a “select in” hiring culture that embraces potential and capacity over narrow qualifications requires intentional changes to both mindset and methodology. Here are practical steps to avoid bias and cultivate this culture:

1. Redefine Job Descriptions

• Avoid exhaustive lists of requirements and focus on the core competencies and potential needed for success in the role. Highlight attributes such as adaptability, problem-solving, leadership, and the ability to learn.

2. Look for Capacity, Not Just Capability

• Standardize interviews with a set of questions focused on potential. This approach minimizes personal biases and allows you to see beyond a resume and identify those who might not fit the “norm” but have the ability to succeed.

3. Incorporate Skills Assessments

• Use practical tasks or projects relevant to the job as part of the assessment process. This allows candidates to demonstrate their ability to perform job-related tasks, offering insights into their problem-solving approach and creativity.

4. Implement Blind Screening Processes

• Remove identifying information from resumes and applications during the initial screening process. This helps reduce unconscious biases about the candidate’s name, age, gender, or educational background.

5. Foster Diverse Hiring Panels

• Assemble interview panels with members from various backgrounds, departments, and levels within the organization. Diverse panels are less likely to exhibit groupthink and more likely to evaluate candidates from multiple perspectives. They also help identify folks who would be good cultural fits.

6. Emphasize Growth and Learning Potential

• Look for evidence of continuous learning, adaptability, and resilience in a candidate’s history. Recognize that diverse experiences, including those outside traditional career paths, can bring valuable perspectives and skills.

7. Offer Internships or Returnships

• Create programs for veterans or individuals returning to the workforce to demonstrate their skills in a real-world setting. This allows the employer and the candidate to assess fit before a permanent commitment.

8. Train Your Team

• Provide training for everyone involved in the hiring process on unconscious bias and the value of a “select in” culture. Understanding biases and how to mitigate them is crucial for making fair and inclusive decisions.

9. Measure and Adjust

• Regularly review your hiring outcomes for diversity and performance indicators. Use this data to refine your processes and ensure your practices are effectively reducing bias and identifying the best candidates.

10. Communicate Your Culture

• Make it clear in your job postings, your website, and your recruitment materials that your organization values diverse experiences and perspectives, including those of veterans. This will attract candidates who align with your culture and values.

Implementing these steps can help organizations move towards a more inclusive, fair, and effective hiring process. This not only enhances the quality of hires but also contributes to a richer, more diverse workplace culture. Remember, the goal is to select candidates not just for what they have done but for what they can do and how they can grow within your organization.

Let us not miss the boat by adhering to outdated hiring metrics that fail to capture the essence of true potential. Instead, let’s pioneer a culture that seeks out those ready to ascend, pivot, and catalyze growth within our organizations. By embracing a select-in hiring philosophy, we’re not just filling roles; we’re investing in future leaders who will navigate the challenges of the 21st century with courage, innovation, and an unwavering commitment to excellence.

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This first appeared in The Havok Journal on May 1, 2024.

JC Glick serves as the Chief Executive Officer of The COMMIT Foundation. JC brings with him a wealth of experience as a leadership consultant and career Army officer and is driven by a deep commitment to supporting veterans in their transition journey. Since transitioning from 20 years of military service in 2015, JC has been a founder and partner of two leadership companies, where his clients included Fortune 500 companies, international non-profit organizations, government agencies, the NFL, numerous NFL and NBA teams, and multiple NCAA programs.

Over the course of his Army career, JC spent over seven years in the Ranger regiment, serving in two Ranger Battalions as well as Regimental Headquarters, participating in the Best Ranger Competition twice, and has over seven and a half years of command time with 11 operational and combat deployments to Haiti, Bangladesh, Iraq, and Afghanistan. JC is the author of two books, including A Light in the Darkness: Leadership Development for the Unknown. In 2017, he was selected as a TEDX Speaker and delivered Rethinking Leadership at TEDX Hammond. JC is also an adjunct professor at St. John’s University in Queens, New York. He holds a degree in Political Science from the University of Rhode Island and is a Liberty Fellow, part of the Aspen Institute.

As the Voice of the Veteran Community, The Havok Journal seeks to publish a variety of perspectives on a number of sensitive subjects. Unless specifically noted otherwise, nothing we publish is an official point of view of The Havok Journal or any part of the U.S. government.