The Hiring Process Is Broken. Here’s How We Fix It.
Over the course of this series, we have explored the complex and often frustrating state of hiring in 2025. We started by looking at the current (and mixed) data in The State Of Hiring and Finding Work in 2025, followed by a personal look at the job search journey. We then examined the gap between job seekers and hiring managers and the disruptive role of AI and its impact on hiring and finding work. I think we can all agree that there is a problem, and people on both sides of this equation are feeling it. Now, it is time to shift from analyzing the problems to discussing the solutions.
There are options on how we can repair the current hiring and job seeking processes. By adopting a more intentional and human-centered approach, both hiring managers and jobseekers can bridge the disconnect and achieve their goals. We can get better at building tools that assist us, instead of working against the outcomes we want.
Advice for Hiring Managers: Reclaiming the Human Touch
The most common complaint from jobseekers is the feeling of being treated like a number or being lost in a black hole. As leaders, we have the power to change that narrative. It begins by recognizing that the hiring process is the first, and most critical, touchpoint of your employer brand.
Rewrite Your Job Descriptions. Move away from the exhaustive wish list of skills. Focus on the core competencies and outcomes you need from the role. Be transparent about the salary range. A clear and concise job description not only attracts more qualified candidates but also sets realistic expectations from the start.
Update Job Postings While you are working on job descriptions, look at your job postings as well. Do they provide a clear overview of the position? Do they include the real requirements and qualifications for the position? Again, avoid this being a wish list. If a college degree is not necessary, don’t list it as a requirement. Share what the hiring and selection process will look like. Yes, that means you need to have a plan for that ahead of time. And yes, it should be tailored to the specific position. No one said, “better is easier.” Earlier this year I saw an outstanding job posting for a position with Kit.com. It should serve as a model for all job postings. It clearly outlined the 30-60-90 day expectations and the key challenges of the role, giving candidates a real preview of the job before they even applied. It is for a C-level position, but the concept can certainly be structured to fit any position you have. See it here.
Commit to Communication. This is the single most important change you can make. Implement a system to acknowledge every application received. A simple, automated email confirming receipt is a start. A follow-up email notifying candidates when the position has been filled is even better. This small act of courtesy respects the candidate's time and preserves your company’s reputation. I think one of the most overlooked aspects of most company’s ATS system is the maintenance throughout the process. If a position gets filled or if the job is no longer available, close the posting so that triggers the appropriate follow-up emails.
Use AI as a Co-pilot, Not the Pilot. Leverage technology to handle administrative tasks, but do not outsource your judgment. Use AI to schedule interviews or to identify potential candidates, but ensure your team is fully engaged in making the final decision. Train your team to look beyond keywords and to see the whole person. Remember, the goal of leadership is to develop people, and that starts with seeing their potential, something an algorithm cannot do. As I have discussed before, great leaders understand that succession planning is about cultivating talent, not just filling a slot. Even with a great succession planning process, you will still want to bring in external talent on occasion. Plus, the top of the funnel always needs to be filled with great potential to begin with.
Improve Your Interview Process. Be clear about the steps involved and who the candidate will be meeting. Ask thoughtful, open-ended questions that allow a candidate to showcase their problem-solving skills and personality. And always provide updates and closure to candidates who have invested their time to interview with you. Sharing feedback from the interview itself is also an added bonus. People want to know how the interview went, first and foremost, but it can also create future connection and be a positive reflection of your leadership and company.
Advice for Job Seekers: A Strategy for a Tough Market
Navigating a challenging job market requires resilience, strategy, and a proactive mindset. Take control of what you can in a process that often feels out of your hands.
Be a Rifle, Not a Shotgun. The temptation to apply for every possible job is strong, especially when using AI tools to speed up the process. Resist it. Instead, focus your energy on a smaller number of roles where you are a truly strong fit (and where you will enjoy the work). A dozen well-researched, customized applications will yield better results (in many ways) than a hundred generic ones.
Write for a Human, but Acknowledge the Robot. Your resume needs to do two things: get past the Applicant Tracking System (ATS) and impress a human. This means you need to include relevant keywords from the job description, but not at the expense of readability. Your resume should tell a clear and compelling story of your accomplishments. Use a strong summary to frame your experience and highlight your value proposition. AI can always help writing and updating your resume, but as with everything else, ensure it is authentically you, and you’re not shifting that responsibility to a different AI tool.
Network with a Purpose. Do not just connect with people on LinkedIn and ask for a job. Build genuine relationships. Follow companies you are interested in, engage with their content, and connect with people in roles that you admire. Ask for informational interviews to learn more about their experience and the company culture. The goal is to become a known entity, not just another applicant. Your network is your most valuable asset. Networking is always happening. In most cases, people I reached out to had been friends, colleagues, vendors, or peers for many years.
There are so many opportunities to create a strong network over time. Reaching out to people you may not have talked to in several months or even years is a great option to start re-connecting. If you’re in a position where you work with vendors or other businesses, schedule those calls. Take those calls. Remain connected and engaged in their business. Not only can these be excellent learning opportunities, they can be valuable connections for the future.
Maintain Your Mindset. The job search is a marathon, not a sprint. There will be frustrating days and moments of self-doubt. It is crucial to have a routine, to celebrate small wins, and to not take the silence personally. Create your network of people that can offer advice, support, and honest feedback along the way. Having the right mindset and support structure makes all the difference. Stay positive, stay persistent, and know your worth.
The challenges in the current hiring landscape are real, but they are not insurmountable. By bringing more intention, transparency, and humanity back into the process, we can close the gap and create a system that works better for everyone. It is a shared responsibility, and it starts with each of us making a commitment to do our part.
What other ideas do you have in improving the hiring process from either perspective, hiring manager or jobseeker?
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