Not so long ago, most of the best CVs were adorned with MBAs, impressive consulting credentials, and a record of traditional experience. Today, the best candidates are coming from design studios and digital communities.
Have you noticed subtle changes in the hiring landscape at your company? Have you noticed a change in the type of candidates that make it to the shortlist? We are seeing a shift of the skills that organisations value most.
The human element is becoming increasingly important as artificial intelligence takes over repetitive and routine spreadsheet-heavy jobs. World Economic Forum predicts that by 2030, over one billion people will have to reskill as part of the Reskilling Revolution. The global trend reflects the growing need for strategic and creative abilities that machines cannot yet duplicate.
Pearson , a company in the educational business, agrees. The study predicts an era in which creativity will be the key to success for organisations. Design, storytelling, innovative thinking and complex problem solving are becoming increasingly important. Onboarding and developing talent is not only a competitive edge, but also a key to sustainability.
Rewriting the Rules
The hiring process has traditionally been based on proven credentials, such as academic qualifications and career paths that have been in place for a long time. Experience is also valued over novelty. As the business world becomes increasingly complex and uncertain, these old benchmarks lose their relevance. We are starting to see potential take precedence over pedigree.
Employers who have a forward-looking mindset are looking for individuals that are flexible, curious, and not afraid of ambiguity. They are people who see change as a catalyst and who bring new perspectives to old problems. These innovative thinkers are changing the definition of leadership.
From Meritocracy To Humanitocracy
We’re witnessing a phenomenon that could be called a “humanitocracy” – a place where emotional intelligence, human potential and adaptability are valued above traditional credentials. Art schools, independent game studios and creative collectives may be the future leaders. They bring a mix of empathy, innovation thinking and comfort with complexity. These are qualities that cannot be automated or outsourced.
Humanitocracy rewards proven performance, but asks more forward looking questions: What are you becoming? How would you take our company into the unknown?
In the past, hiring was based on evidence – neatly arranged CVs, polished references, and degrees from the correct institutions. It is not enough to replicate past successes.
Creative professionals are often able to bring diverse networks, a broad perspective and the ability of connecting ideas across disciplines. Think of the companies who have fundamentally changed our world in the last 50 years. Apple, Airbnb and IKEA are all examples. They were founded or led by people who valued storytelling, design, and purpose as much as they did spreadsheets and sales targets.
Talented people are always looking for new ways to express themselves.
Creative thinkers are often resisted by traditional corporate structures, despite their increasing value. They are characterized by their ability to adapt and change, their ability to collaborate with others on a lateral basis, and the power of vision. They are usually optimistic, which is a characteristic that drives innovation.
This is a mentality that can cause pushback. New entry and connection points, therefore, are crucial. We cannot expect to make a change if we continue on the existing paths.
This is a principle we use at Bond & Coyne, Wonder Inc., to challenge the traditional way of providing information and services about careers. We do this by creating platforms that are more human-centred and meaningful (like WonderWhat’s creative career pathway).
We have also witnessed first-hand the impact of innovative brand strategies in helping organisations to tell their true stories with clarity and creativity. Employer and customer-facing brand that are distinct, future-focused, and emotionally resonant attracts better talent, enriches engagement with stakeholders, and unlocks unexpected partnerships. This creates a powerful, self-reinforcing circle.
What now? It’s not necessary to change your hiring practices over night, but you should start asking better questions.
- Do we recruit for agility and not just awards?
- Does our pipeline reach diverse talent, or only familiar faces?
- Do we celebrate imagination in all areas of business?
Your next hire might not be a corporate veteran, but rather a street artist or content creator from the gaming industry. Change can be difficult. If we are serious about creating resilient and innovative organisations, then a shift in mindset is a non-negotiable.
