I recently spoke at the Association for Cultural Enterprises ‘View from the Top’ event, where I posed a question that is always on my mind: Why do values-driven organisations forget their values when they recruit?
People choose to work in the arts, heritage and culture sector because of its mission-driven and values-led approach. The sector is a master in being visitor-, audience- and community-centred, proud of values like inclusion and belonging.
But there is often a stark gap between these stated values and recruitment behaviour. This gap is frequently where the sector’s diversity and inclusion efforts fail.
Read more: What is values-based recruitment and how does it lead to better hires?
Four contradictions in the candidate experience
The core provocation I shared was this: ‘How many candidates really experience your values as if they were a member or visitor?’
When I work with clients who I know believe in their values and care about their mission, I am still surprised at how often I find four major contradictions.
1. Organisations treat visitors better than candidates
Visitors receive clear information, accessible communications and a warm welcome. Candidates, meanwhile, are often faced with lengthy job descriptions, sector jargon and application forms that can feel needlessly complicated.
If accessibility matters to your audiences, it should matter to your candidates too.
2. Relying on familiar networks doesn’t lead to inclusion
When seeking new audiences, you go where they are and build relationships. You must do the same for talent.
You say that inclusion matters but often wait for people to find you through the same old networks, routes to candidates and recruitment approaches.
3. People feel valued after they’ve joined
Organisations claim to value people, but often not until they are hired. Candidates frequently face a lack of communication and automated rejections. You would never consider these approaches for visitors or members, forgetting that a rejected candidate is still a potential visitor, donor or advocate.
4. The familiarity trap
As a sector, we say we want innovation and fresh ideas, yet our processes often reward ‘fit’, familiar career paths and previous sector experience.
Read more: How to manage candidate experience in executive recruitment
How to improve the candidate journey
What are the best organisations doing differently? They are shifting from being organisation- to candidate-centred.
You already have many of the tools and processes to deliver this change. You just need to redirect them toward candidates. Here is how you can start.
Start with a candidate journey map
Just as you map a visitor’s experience, map your recruitment. Think about what a candidate needs to know but might be afraid to ask and share it as a list of FAQs. Ensure your descriptions are jargon-free and be transparent about your interview panels.
Communicate throughout the process
Don’t let there be silence that can be filled with assumptions. You can use webinars to introduce recruiting managers, provide Q&A sessions and manage two-way communication throughout the process. This is a good way to reach many more candidates by making recordings available.
Remove unnecessary barriers
Support neurodiversity with visual stories, ensuring a warm welcome as you do for visitors. Allow alternative application methods like video or voice notes, and consider providing interview questions in advance.
Measure candidate satisfaction
Cultural organisations measure visitor satisfaction, but why not candidate satisfaction? Consider what a ‘mystery interviewee’ would say about your process. They are already sharing that, both within the sector and with friends and family, and that’s your reputation.
Read more: Write an inclusive job description to attract diverse candidates
Culture is an experience
The recruitment process is one of the most critical moments where your organisation’s values are tested. Culture is how people experience your organisation during a stressful process, not the values statement on the wall.
Every candidate is a chance to showcase who you are and gain an advocate for your mission. Candidates should be receiving the kind of ‘behind the scenes’ insight we know members and visitors would pay premium money for.
Terry Pratchett wrote:
“It’s vital to remember who you really are. It’s very important. It isn’t a good idea to rely on other people or things to do it for you, you see. They always get it wrong.”
If the process you use reflects the values you hold, you’re simply applying what you already know from your audience plans to the people you want to bring into your organisation’s future.
Read more: Why social impact matters in recruitment
David Hingley is Head of Arts, Heritage and Culture Appointments at Peridot Partners. Since 2010 he has worked with some of the UK’s most respected cultural organisations, placing senior leaders and advising boards on some of the most important appointments they will make.
