Why Your Hiring Process Won’t Work in 2025

Claire Monroe

Hey everyone—welcome back to The Science of Leading. I’m Claire Monroe, and—of course—I’m here with the one and only Edwin Carrington. Edwin, how’s it going?

Edwin Carrington

Doing well, Claire. Really good to be here. And I think today’s topic is... yeah, right on time. Hiring in 2025? It’s just—it’s not what it used to be.

Claire Monroe

Right? I mean, every company says stuff like, “People are our greatest asset,” but then it’s still... post a job, skim a few CVs, maybe do a couple calls—and just hope it works out. Why do you think that old way is still hanging on?

Edwin Carrington

Well, it’s familiar. It’s what leaders have always done. But let’s be honest—this reactive, resume-first approach? It’s expensive. And not just in obvious ways. When you rush to plug a gap, you’re not just risking a bad hire—you’re opening the door to low morale, lost productivity, and, yeah, real damage to the bottom line. I mean, the data shows a bad hire can cost up to five times their annual salary. That’s not just payroll—that’s retraining, turnover, missed opportunities, the whole ripple effect.

Claire Monroe

Five times?! Oh wow... yeah, I didn’t think it was that steep. And it’s not just money, right? It’s like—draining for the team, for the manager, for everyone.

Edwin Carrington

Exactly. I worked with a manufacturing firm—this was a few years back—they were hiring fast and off gut instinct. Lots of turnover. Like, serious churn. We helped them shift to a more structured, assessment-driven process. Within six months? Turnover dropped by 30%. That kind of change doesn’t just save money—it changes the whole energy on the floor.

Claire Monroe

That’s huge. And it makes sense, right? Like, last episode we talked about how behavioral assessments can uncover stuff you’d never spot on a CV. This feels like the next level—going from just “filling a spot” to actually building a team that clicks.

Edwin Carrington

Exactly. The companies winning in 2025? They’re not hiring to fill—they’re hiring to build. It’s a long game.

Claire Monroe

Okay, so... if the old way’s broken, what does the new way actually look like? How do you build a hiring process that’s, you know, made for today?

Edwin Carrington

It starts with intention. Think of hiring like a sales funnel. You don’t just toss a product on a shelf and pray someone buys it, right? You create awareness, you attract, engage, assess, and then—you close. Talent is no different. Every stage matters.

Claire Monroe

I love that. But even at the first stage—like awareness—so many job posts are just... blah. Like, legal checklists, random buzzwords, nothing that makes you go, “Oh yeah, that’s me.” How do you make those stand out?

Edwin Carrington

The best job descriptions today? They feel like invitations. They tell a story—why this role matters, how it moves the mission forward, and who’s likely to thrive. I’ve seen tech companies nail this. Instead of saying “must have five years of X,” they paint a picture. It’s like—here’s what you’ll build, here’s the impact, here’s where you’ll grow.

Claire Monroe

So it's almost like your employer brand starts with the job post. And then—after that—you can’t just hang out on LinkedIn and hope someone scrolls by. Right?

Edwin Carrington

Exactly. The best talent? They’re not all on LinkedIn. Smart companies are using niche job boards, referrals, social channels—even geo-targeted ads. And tapping your own team—getting them involved in the process—that’s a game-changer. Helps with rapport and cultural fit.

Claire Monroe

Yeah, I’ve seen companies add little things to their listings, like “Here’s what your first 90 days look like” or “Meet your future team.” Feels... real, you know? Do you think that actually shifts who applies?

Edwin Carrington

Absolutely. When you make it human and transparent, you attract people who are genuinely excited to join you. That’s your first filter. And from there, it’s about moving the right people through every stage—awareness, attraction, engagement, assessment, decision, onboarding. It’s not just volume—it’s precision.

Claire Monroe

And that’s where metrics come in too, right? Like... tracking who drops off, which channels work best—not just counting how many CVs came in. It’s like what we talked about in that “Speed Game” episode—you can’t improve what you’re not measuring.

Edwin Carrington

Exactly. Great hiring funnels are always evolving. Just like a sales funnel, right? It’s not about how fast you go—it’s about how well each stage works.

Claire Monroe

Okay, so let’s say your funnel’s solid—you’re pulling in great people. How do you make sure you actually pick the right one? Not just the best-written resume?

Edwin Carrington

That’s where assessments earn their keep. CVs tell you what someone’s done. Assessments tell you how they think, how they work, how they’ll fit. Tools like OAD’s let you evaluate things like communication style, problem-solving, adaptability—even how well someone aligns with your culture. It cuts the guesswork—and the bias.

Claire Monroe

And it’s not just one person making the call anymore, right? I’ve seen more teams getting involved. Like group interviews, or even trial projects. Does that actually help?

Edwin Carrington

It does. Team-driven interviews can surface strengths—or red flags—a manager might miss. And for the candidate? They get a feel for the real culture, not just the shiny version on your website.

Claire Monroe

Okay, so... you’ve made the hire. But I’ve seen so many companies just drop the ball there. Like—“Here’s your laptop, good luck.” What does great onboarding look like?

Edwin Carrington

I worked with a global retailer once. They had sky-high new hire turnover. When they rolled out a structured 30-60-90 day onboarding—clear goals, feedback loops, team intros—their retention jumped 70%. Yeah—seven-zero. What changed was how they welcomed people. It wasn’t just, “Here’s the job”—it was, “Here’s how you succeed here.”

Claire Monroe

Seventy percent?? That’s insane. Was it just the plan, or were there other things they changed?

Edwin Carrington

It was both. The plan gave structure, but they also focused hard on culture immersion. Real team connections, value-based intros, personalized training paths. The message was—you belong here. You matter.

Claire Monroe

That’s such a good reminder that the work doesn’t end with the offer letter. It’s not about getting people in the door—it’s about helping them thrive once they’re inside. And those are the companies where people stay. And tell their friends.

Edwin Carrington

Exactly. When you treat hiring—and onboarding—as an integrated, strategic system, you don’t just build teams. You build momentum.

Claire Monroe

Okay—perfect place to wrap for today. And hey—if you want to see how this actually works in practice, head to O-A-D dot A-I. You can book a free demo and see how their behavioral assessments and hiring tools help you build smarter, stronger teams—right from the start.

Edwin Carrington

Thanks, Claire. Always great talking through this. And thanks to everyone listening. We’ve got more coming soon on The Science of Leading, so we hope you’ll stick with us.

Claire Monroe

See you next time! Take care, everybody.

Edwin Carrington

Goodbye, Claire. Goodbye, all.