By the time organisations begin hiring cyber security personnel, a large number of potentially interested and interesting candidates have already been scooped out of the pool and discarded unnecessarily.
This excessive weeding tends to happen because most people involved in the hiring process view their task as weeding out “unsuitable” candidates rather than uncovering “hidden gems”. As such, many organisations will create as many impediments as possible, regardless of whether these obstacles actually have anything to do with a candidate being truly qualified.
As competition for available security talent is fierce, and many of the candidates approached by recruiters may already be employed, it’s equally important to sell potential applicants on why they might wish to join your organisation.
There has been a lot of discussion about choice of wording in job listings, focusing on “gendered language”. Whether or not these word choices are actually reflective of gender preferences, they do focus on people who value competitiveness and hierarchy over co-operation and community. You should consider how different groups will view your advert.
Listen to candidates
Another important way to sell your organisation to candidates is to grant reasonable requests in terms of communications. Do they prefer to communicate via email or phone? Do they need a little more explanation about the position before submitting their CV? If you enable your candidates to get to know your needs a little better and make the best showing of their fitness for the job, you’ll get a clearer view of their capabilities and what they could bring to the position.
Interview length & questions asked
Be considerate of your interviewee’s time and energy; sitting through interviews should not be as taxing as running a marathon. Try to organise things in a way that works, within reason, with your candidate’s schedule, ability, and stamina.
Furthermore, it can be very difficult to give everyone an even chance if you’re not asking everyone the same questions. A panel of interested parties should determine beforehand a selection of appropriate questions, and interviewers should stick to that list. Notes should be taken on the answers given, and a review should occur shortly afterwards.