5.3 Screening

The third step to evaluate when hiring dyslexic thinking talent is screening. Skimming through applications and sifting through CVs, recruiters are trying to find the closest match to the job description and the best cultural fit for the organisation. In many cases, this part of the process is now machine led or AI-driven, scanning for keyword matches and measuring candidates against a set criteria. These systems can rapidly review large volumes of applicants in a short space of time.

However, the danger here is that algorithms based on linear thinking prompts filter out the dyslexic minds who have the skills organisations need, but not the qualifications the criteria is looking for. The first step in addressing this is to switch from qualifications-based hiring to skills-based hiring. It's a move recommended by the World Economic Forum. They recognise that skills can better predict job performance than qualifications or experience.

Skills-based hiring finds skills workplaces need now, can predict job performance, is less biassed, has a faster time to hire, provides a better candidate experience, and employees are more likely to stay when hired. Whereas traditional hiring is less able to find skills workplaces need now, can't predict job performance, bias is more likely, the process is slower, candidates can be ignored, and there will be a lower retention due to poor fit. For dyslexics, skills-based hiring is a game changer. It values their unique strengths instead of rigid criteria. It liberates them from past academic performance and evaluates them solely on their current abilities.

The business benefits are clear. Deloitte found organisations embracing a skills-based approach are 57% better at navigating change, 52% more innovative, and 47% more inclusive. Here's Matt to explain more.

In our new world of work, it's skills that drive success rather than qualifications. Research from Harvard University, the Carnegie Foundation, and Stanford Research Centre found that 85% of job success comes from strong human skills, while only 15% comes from technical knowledge. Our own research at Randstad Enterprise finds that the skills needed across all jobs in all sectors align. So it makes sense that your screening process is now skills-based rather than qualification driven. Here's how to make sure you're screening dyslexic talent into your organisation and not filtering them out.

Firstly, review your screening tools and algorithms to make sure these are actively searching for skills, experience, and potential rather than a rigid set of qualifications. Dyslexics index highly in creativity, adaptability, leadership, innovation, problem solving, and interpersonal skills, so ensure your algorithm screens candidates for these in-demand skills. Secondly, understand that dyslexic candidates may have less polished CVs or unconventional career paths, but bring valuable skills that drive success in every team. Filters in the screening process, such as third level education, will filter them out before you even get a chance to evaluate them in person.

Many forward-thinking companies are ditching CVs as part of the recruitment process. In 2019, Richard Branson announced that Virgin would no longer be asking for CVs, while Siemens took the bold step to move away from CVs and experience towards skills-led hiring on certain roles in 2024. This involved the huge step of writing no experience required on the job advert. They saw their talent pool widen and their time to hire halved.

Finally, review the assessment rubrics that are used to evaluate candidates. Make sure these are on candidates' skills rather than their challenges. Global bank, HSBC, has embraced skills-based hiring for wealth managers. Their screening process focuses on skills rather than traditional criteria. They recognise dyslexic thinking as a vital skill for the future, and have integrated it into job profiles and an internal talent marketplace. Like an internal LinkedIn, this allows employees to showcase their skills and uses AI to match individuals with opportunities across the business.

Doing this will effectively screen dyslexic thinking talent into roles rather than filtering them out. Here's Laura Powell, global head of wealth and personal banking and global functions at HSBC, to tell us more.

So we realised that we were in a real era of talent shortages, and there were particular roles that we needed to find more creative solutions to. We also had pivoted to a skills-based hiring approach a number of years ago because research shows it's a much better predictor of job performance. In fact, it's 2 and 1/2 times a better predictor of job performance than hiring for experience, and it's five times more predictive of job performance than hiring for educational qualifications.

So we introduced a new skills-based approach to hiring wealth managers across the world, and particularly in one of our key markets, Hong Kong. It was a phenomenal success. So we had the highest number of applications we've had in seven years to the programme to hire for wealth managers, and we also found that those wealth managers came from very diverse backgrounds.

So they were engineers. They were designers. They came – they were teachers, startup founders, and they all made an incredibly successful transition into HSBC – so much so that in seven months they were as productive as experienced wealth managers that we had been employing for many years.

So to summarise, when it comes to screening, here are three key takeaways. One, review your screening tools and algorithms to make sure they are actively searching for skills, experience, and potential rather than a rigid set of qualifications. Two, understand that dyslexic candidates may have less polished CVs or unconventional career paths, but bring valuable skills that drive success in every team. Three, review the assessment rubrics that are used to evaluate candidates. Make sure they are based on candidate skills rather than their challenges.