The evidence that CVs are no longer the best way of identifying your best people is clear but then the discussion has to move onto - then what do we use instead?  The answer is that without any standard document, you can now tailor your new approach to meet your requirements.

The level of change and redesign is based on how comfortable your organisation is with cultural shifts (this is more than a process change, but a whole new way of thinking and acting).  It is also dependent upon your organisation's requirements for particular technical skills, qualifications and experience.  Although we talk about ditching the CV completely, we acknowledge that for some roles, it may be required to know that the person has done this role before.  Our argument is that it doesn't have to apply to everyone that you hire and you may use it more specifically around, for example, contingent staff who are brought in specifically for their knowledge and skills.  Many  of the options suggested below can be used in conjunction with a CV (although we will always try to argue you out of it!)

Without starting with the CV, you can redesign how your organisation is structured, how your teams are built and how your strategy gets implemented.  Each team becomes clear on exactly what it is they are responsible for, how that feeds into the overall profitability of the business and what people they need in order to achieve it. 

Once you know what you need, you are able to search for candidates who match the specific objectives that have been set for that team, so it is clear from day 1 what they are being asked to achieve - and the selection process is focused on giving them an opportunity to explain how they would go about that.

And how could you find candidates?  These again are completely customisable to your business, but a few obvious options are clear:

The use of an Application Form process has been a preferred method for many already, but the danger is that such a form merely replicates the information that is on the CV.  A review of the form can allow each team to be more specific about their requirements, and create forms that allow customisation.  This enables selection to be based on a fully-formed picture of the candidate by allowing them to focus on how they approach work and the way they believe they can contribute to the success of the team and organisation.

A Personal Profile is another alternative - an opportunity to provide deeper and more meaningful information about the candidate, which can be organisation-specific, or a document that the candidates can begin to provide to suitable organisations, where they are used.  As the use of the CV reduces, so a profile such as this may become the candidate's professional career calling card.

In the era of online personal branding, LinkedIn profiles are becoming recruiter's preferred choice anyway.  Instead of using it as a checkpoint against the CV, it can be used as the premier method of candidate selection.

Many types of Psychometric Testing allow organisations to break down the characteristics and behaviours of suitable people into elements that are more adaptable to the task in hand.  As qualified GCologists, our personal preference is for the GC Index (c), an organometric test that shows the contribution and impact a person can make and thereby allows teams to be built with the right mix of individuals to make each team truly successful, engaged and committed.  But if you already use some form of psychometric profiling, this can be re-utilised and re-imagined.

If all of that feels just too far out of your comfort zone, then don't worry - if you still need to use the CV in some way due to the nature of the roles requiring qualifications, experience and roles then there are still ways to adopt its usage to be more people-centric and less process centric.

We are able to discuss your specific requirements and tailor a solution that works for you so you get the most benefit from the option you choose, and the support you need to make the change.