The tight labor market of the past few years has prompted employers to reconsider their approach to screening job applicants. Some notable companies like Kellogg’s, General Motors, and Bank of America have decided to eliminate the requirement for a four-year degree. This shift towards skills-based hiring allows for a more diverse pool of candidates with varying backgrounds, experiences, and skill sets.
Elyse Rosenblum, managing director and founder at Grads of Life, suggests that removing the four-year degree requirement is a significant step but not sufficient on its own. Leading employers are implementing a skills-first talent management strategy.
However, after removing degree requirements, employers and managers must be prepared to make additional changes to their hiring processes, promotions, pay, and company culture. Workforce advocates, academics, and employees have identified key factors that contribute to the effectiveness of skills-based hiring.
Start small
Overhauling hiring processes can seem overwhelming. Rosenblum suggests starting with a team or division where hiring managers are enthusiastic about embracing a new approach. By doing some initial work to test the effectiveness and adaptability of skills-based hiring within their organization, companies can gradually implement the changes needed.
Identify necessary culture changes
Companies must break away from old ways of thinking about job qualifications, as some hiring managers and colleagues may still favor candidates with degrees. This bias can lead to questions about the competency of non-degree-holders, lower pay, and limited opportunities for advancement. To combat this, teams should train managers on discriminatory behavior and establish a zero-tolerance policy. It’s crucial to track workers’ mobility, pay, and promotions to ensure they are not being disadvantaged.
Avoid inadvertent tokenism
Celeste Staggers-Elmore, a robotics engineer, shares her experience of being showcased as an example to promote the hiring of non-degree holders. This approach can make individuals like her feel like outliers and creates unnecessary pity. It is essential to hire workers based on their qualifications and let them perform their jobs without highlighting their lack of a degree. Disclose degree status only with the explicit consent of the employee.
Make it clear that a degree is not required
Job postings should explicitly state that candidates do not need a diploma. Blair Corcoran de Castillo, senior director at Opportunity@Work, emphasizes the importance of clarifying this requirement to encourage a wider range of applicants to apply. Vague descriptions that do not mention degree requirements can discourage qualified individuals from applying.
Recruit proactively
Employers should take an active approach to recruitment as individuals who have traditionally been excluded from these roles may not be aware of the opportunities available to them. Look beyond traditional talent pools and consider high schools, community colleges, and non-traditional education programs.
Don’t put the burden on the applicant
Both companies and workers are still navigating the concept of skills-based hiring. Employers cannot expect applicants to prove their qualifications without guidance. Employers should identify the skills required for the job and provide opportunities for applicants to demonstrate those skills.
Rewrite job descriptions and interview rubrics
Job descriptions should focus on the necessary skills and competencies rather than credentials like a four-year degree. For example, Buffer, a social media tech company, evaluates applicants for writing positions based on writing samples rather than resumes. They do not require degrees and prioritize industry understanding and alignment with company values.
Measure progress
Rosenblum recommends tracking the impact of new hiring practices through data analysis. Are applicants being hired? Are they staying within the company? Tracking data is essential to assess the effectiveness of skills-based hiring.
Mona Mourshed, founder and CEO of Generation, acknowledges that change can be challenging. Employers may hesitate to adopt skills-based hiring, assuming it won’t work for their organization. However, Mourshed suggests that waiting for more research is unnecessary. Companies and managers can start implementing skills-based hiring now to discover the benefits of removing degree requirements.
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