Entry-level jobs are historically difficult to fill, with 41% of recruiters reporting that they are the hardest positions to hire for.
Although many employers blame entry-level talent shortages, the real culprit is traditional hiring methods that aren’t optimized to locate and retain entry-level talent.
Outdated practices like inflating the worth of degrees, resumes, and interviews, disregard workers who may have little to no experience but have the skills to succeed.
The result is a hiring catch-22: Candidates need experience to get a job and a job to get experience.
This isn’t just a nightmare for job-seekers. It severely limits your talent pool, causing you to miss out on diverse candidates with fresh perspectives.
Skills-based hiring levels the playing field by opening up entry-level positions to any skilled candidate, regardless of their background.
Experience, education, resumes, and cover letters don’t matter. What does matter is a candidate’s ability to perform well in a role and their potential to grow within your organization.
Skills-based hiring fills entry-level positions with skilled candidates, identifies natural talent, and lowers turnover with skills assessments, structured interviews, and upskilling.
Entry-level jobs are jobs that act as onramps to a career in a particular industry, where employees are trained on the job and learn as they go. These jobs typically require little to no experience.
In terms of organizational hierarchy, entry-level positions are the lowest on the ladder, but as we’ll see, they are still valuable to businesses.
Entry-level job-seekers tend to be recent high school or college graduates, or workers looking to change careers or industries.
A social media manager, for example, can be an entry-level position because it requires very little formal education or job experience, but does require certain soft and hard skills.
Every business has basic tasks that do not require a wealth of knowledge and experience to complete. But they still need to get done.
Entry-level jobs are important because they relieve higher-level employees of excess work and set the tone for a new employee’s career. The skills they acquire and develop in an entry-level position impact their growth, motivation, and value to organizations down the line.
Entry-level roles give organizations the opportunity to mold employees by encouraging them to develop the specific skills that are most valuable to your business.
Enables businesses to complete basic tasks without overworking higher-level employees
Can be trained and upskilled to advance within the company, saving money on outside hires
Add to company culture and strengthen it
A 2017 study found that nearly three-quarters of listings for entry-level software jobs require three or more years of experience.
Labeling these jobs as “entry-level” is paradoxical because they require experience to perform in the role that is supposed to provide that experience.
Employers who use traditional hiring practices are inflating the worth of degrees and work experience because they believe it gets them better hires faster. Unfortunately, the evidence suggests the opposite.
In reality, a college education does not guarantee a candidate is prepared for an entry-level job, and research proves that resumes are one of the worst predictors of job performance.
The main flaws with traditional hiring methods can be boiled down to three key points, all of which are addressed through a skills-based hiring approach:
Internships are bias-prone positions that shrink your talent pool and widen the diversity gap.
Eliminates bias and locates more skilled, diverse entry-level talent through skills testing and structured interviews.
Replaces entry-level workers with automation
Excludes candidates with growth potential, soft skills, and the ability to add to the existing culture.
Hires talent with valuable soft skills and upskill potential to grow your business and cut costs.
Shrinks the talent pool
Arbitrary degree and experience requirements exclude diverse talent, increase groupthink, and decrease productivity.
Eliminates these requirements and tests for skills and potential to add to the culture. Creates diverse, productive organizations.
Traditional hiring practices are also turning off talented entry-level workers. In September 2021, 450,000 entry-level workers reported being discouraged in the labor market. They were ready and willing to work but dropped out of the job market because they lost hope that any jobs existed.
Companies cannot afford to turn off that many potentially skilled employees. It’s the employer’s job to communicate entry-level job openings and provide a positive outlook to an often underappreciated workforce.
According to Alan Seals, an associate professor of economics at Auburn University, entry-level roles have been replaced by internships, and that’s not great news.
Yes, companies save money in the short term by handing off work to interns instead of using junior employees. But hiring more interns means eliminating more entry-level positions, which shrinks the talent pool and widens the diversity gap.
In fact, many internships require previous internship experience to even qualify, excluding entire swaths of talent that could not afford to participate in unpaid internship programs.
These roles are often filled through university networks, which further excludes communities that cannot afford or opted out of higher education.
This exclusion may seem necessary to employers, but it’s actually a symptom of degree inflation based on the unfair assumption that if someone didn’t attend college, they must not have any skills.
Seals’ research also shows that traditional hiring practices for internships are specifically prone to racial bias, with employers being less likely to respond to candidates with “Black-sounding names,” for example.
After replacing valuable entry-level positions that benefit the employer and the employee, and increasing racial bias and discrimination, employers are still unhappy with the level of talent they’re getting.
Instead of fixing the problem by adopting more inclusive skills-based hiring practices, employers are doubling down on experience requirements and degrees.
Resume requirements don’t fix this talent problem. They are poor predictors of job performance and do not accurately reflect a candidate’s skills.
Degrees don’t fix it, either. Just because a candidate has a degree does not mean they have the skills to do the job, or the potential to learn new skills.
Locating diverse talent, assessing their skills, and investing in their training and development keeps entry-level roles filled for the long term.
A skills-based hiring approach implements pre-employment assessments, structured interviews, and upskilling opportunities to find and train entry-level talent without relying on bias-prone internship programs.
To be clear, skills-based hiring does not exclude candidates that have completed internships; rather, it does not rely on internships to determine a candidate’s skills or predict their job success.
Skills-based hiring relies on data-backed performance metrics to determine whether a candidate is right for an entry-level role, regardless of their internship experience.
Sure, entry-level hires may not have a stockpile of technical skills that some interns may have, but this actually presents an opening for hiring managers.
They can test candidates for their soft skills, like communication, willingness to learn, and problem-solving skills. This gives hiring managers a window into a candidate’s attitude, perspective, and worldview.
In other words, hiring managers can identify real capability and a candidate’s potential.
A candidate may have zero experience in advertising, for example, but has a great sense of humor. They’re quick-witted, good with wordplay, and concise in their communication.
All of these traits are valuable to any advertising campaign. This candidate knows very little about how the organization works but is hired to an entry-level sales position because of their transferable soft skills and potential to learn.
Why are these soft skills so valuable? Because they are the most in demand. In 2022, these skills were top priorities for employers:
Resilience and adaptability
Critical thinking and analysis
Reasoning and problem-solving
Leadership and social influence
Creativity and originality
Employers who implement skills-based hiring know that the skills listed above are not provable with a resume or degree alone. They need to be tested, and they need to be shown.
Skills tests and behavioral interviews reveal which entry-level candidates have the potential to grow and be shaped into the workforce employers actually need, instead of inflating internship experience.
Automation isn’t simply good or bad. The role it plays within the labor market, a company’s financial growth, and an employee’s success is interconnected and complex.
What is clear is that automation is replacing entry-level jobs across industries like manufacturing and warehouses. It’s also replacing some traditional white-collar job responsibilities, like basic clerical and administrative work.
What does this have to do with hiring?
Companies that rely too heavily on automation to replace entry-level jobs are eliminating raw talent from the foundation of their workforce.
Gutting your talent pool to this extent has several consequences for employers:
Prevents candidates with growth potential from entering the workforce to receive valuable training and upskilling.
Misses out on talent with soft skills, creativity, and ingenuity, making companies less competitive as machines cannot replicate these skills.
Costs companies more money to hire mid-level employees who have been trained and upskilled somewhere else.
Prevents young hires from integrating within an organization. If the company was inclusive, it would hire diverse candidates that add to the existing culture and build the future of the business.
Skills-based hiring builds a diverse and skilled labor force instead of depleting it with automation.
A skills-based hiring approach does not condemn automation altogether. It can actually utilize automation technology to improve recruitment processes, but never at the expense of a vibrant, diverse talent pool.
In other words, automation and entry-level hiring are not mutually exclusive**.**
With a skills-based hiring approach, employers can quickly locate and train employees who complement, maintain and improve automation technologies.
Upskilling is crucial to optimizing workers’ relationship to labor technology, which requires time and investment.
Skills-based hiring practices that invest in training and upskilling once the employee is hired make your business more profitable in the long run by lowering other costs, like recruiter fees, wasted time, and mis-hires.
With traditional hiring practices, a new entry-level assembly line hire might be replaced the moment a new machine is inserted into the workflow that can more or less handle the job.
But it’s important to consider how that entry-level hire can benefit your business elsewhere.
According to a report from the U.S. Government Accountability Office, workforce stakeholders suggested that training programs for new employees should focus on in-demand soft skills for high-growth positions that are less likely to be automated.
Skills-based hiring offers skills training and development opportunities that build on workers’ existing skills and increase productivity where automation can’t.
Instead of being let go, the new hire can be upskilled to maintain and improve the machine’s efficiency and train others on how to operate it safely.
Shrinking the talent pool with archaic requirements, internships, and automation increases bias and eliminates raw talent from the workforce.
But how does that impact a company’s bottom line?
Shrinking the talent pool has these negative impacts:
Excludes talented candidates because they do not meet degree or experience requirements.
Hiring a less-skilled candidate that does meet these requirements increases bias and discrimination.
Constructing a culturally homogenous workforce has proven to damage innovation and lead to groupthink, which stunts productivity and profitability. To combat this, employers waste time and money hiring and training replacements who may not have anything new to offer.
All these points lead to costs sunk on training and increased hiring times.
According to a study by SKYNOVA, the number one source of job search frustration for entry-level job seekers is unreasonable experience requirements.
That frustration leads job-seekers to overstate their background and job experience to get a response from hiring managers.
Shrinking the talent pool can actually lead to a bad hire because nearly half of entry-level job-seekers are likely to exaggerate their:
Previous work experience
Skills-based hiring eliminates exclusive hiring practices like resumes, cover letters, degree inflation, and unstructured interviews that increase bias and decrease diversity.
Skills-based hiring creates a wider, more diverse talent pool of entry-level talent by testing hard and soft skills with role-specific tests, personality assessments, and structured interviews that remove bias and assess a candidate’s actual skills.
Our report, The State of Skills-Based Hiring 2022, found that 91% of employers saw an increase in workplace diversity when using skills-based hiring. Why does that figure matter?
Hiring diverse candidates does more than fill a quota. Diversity in hiring has proven to make companies more profitable by:
Expanding your talent pool: Diverse candidates challenge the status quo to increase innovation and profitability
Increasing customer satisfaction: Diverse employees reflect the end user of a product or service, and have the potential to reach and satisfy more demographics
Increasing investment: With ESG requirements on the rise, skills-based hiring shows investors that your organization values diversity and innovation to expand your business
All of these skills-based hiring benefits directly impact entry-level positions because every candidate needs to start somewhere.
Widening the talent pool with skills-based hiring needs to start at the ground floor of an employee’s career, increasing the chance of them remaining with an organization, and continuing to add to the culture.
Let’s take a look at a step-by-step example of how to adopt skills-based hiring practices to fill an entry-level position.
For this example, you are an employer trying to fill an entry-level position at your therapy practice: an administrative assistant.
What steps should you take to find the best fit for your practice?
Running your therapy practice requires a blend of technical and interpersonal skills.
In addition to seeing clients, you need to track expenses like paying therapists, renting an office space, and paying for advertising on therapy websites. You also need to negotiate reimbursements with various insurance companies and keep track of clients’ out-of-pocket payments.
It becomes clear that you need an entry-level administrative assistant who can take that work off your plate and complete the following tasks:
Checking patients’ insurance benefits
Generating and submitting claims to insurance
Generating invoices for patient copays
Handle incoming calls/emails for new patients
Although you have the skills to perform all of these tasks, you are too busy focusing on high-level clinical responsibilities and employee management.
Your current employee is interning to be a therapist and is more suited to a therapeutic environment than a clerical one.
So, how do you find the right replacement? Start with a skills-gap analysis.
This HR method is used to measure the skills needed for a particular job against the skills of current employees.
With a skills-gap analysis, you can:
Skills-gap analysis effects
Adapt your training efforts to the employee’s individual needs
Cater your training to exactly what the candidate needs to learn as well as what the role requires
Create a comprehensive talent strategy
Hone your talent strategy to each employee so they can succeed in their individual role
Design a recruitment strategy tailored to your needs
Streamline your recruitment efforts and drive down turnover rates
Your skills-gap analysis reveals that the new administrative assistant needs the following soft skills:
Communication skills for interacting with patients and insurance providers
Problem-solving skills for dealing with unexpected scheduling or payment conflicts
Time-management skills for scheduling appointments and calls
Basic math skills for handling and processing payments and making invoices
Now that you know the position to hire for and the skills needed for the job, it’s time to work on your job posting.
A skills-based hiring approach means skills should take center stage in your job description. Since this is an entry-level position, make sure to emphasize soft skills.
Why? Because you can easily train your new admin assistant on the more technical, hard-skill processes your practice relies on, such as:
How to list all active patients in a Google Drive database
How to fill out an insurance claim
How to mail an insurance claim
How to check a patient’s benefits
How to make an invoice
Instead of requiring your candidates to have these hard skills, which greatly limits your talent pool, advertise your willingness to train candidates in these processes.
With skills-based hiring, you identify if a candidate has more valuable soft skills, like knowing how to talk to a patient about their session balance when they are struggling financially, for example.
Perhaps just as important as making an effective job posting is knowing where to post it.
Be aware that entry-level candidates may avoid traditional job boards because they fear they don’t have the on-paper experience to even be considered.
You can use social media sites such as Facebook to source and recruit skilled candidates who are ready to learn.
Additionally, attend job fairs and career events. But don’t rely solely on college events because many talented entry-level workers do not have college experience. You may also miss out on entry-level workers who are switching careers.
Pre-employment assessments identify a candidate’s natural talent in certain areas. A candidate may write some of their strengths on their resume without knowing where they truly excel.
A soft skills test reveals that although a candidate may think they’re an introvert that thrives independently, they are actually best suited for collaborative, interpersonal roles like customer service or sales.
Testing soft skills is crucial for entry-level hiring because it determines how a candidate will actually behave, develop, and perform once they’re hired and throughout their career.
Here are some ways to test different soft skills:
Soft skills test
How it works
Assesses a candidate’s ability to communicate clearly and effectively verbally, in writing, using professional etiquette
Determine whether a candidate can manage schedules, make logical decisions, and maintain organizational standards.
Assess how well a candidate can prioritize, plan, and execute tasks.
Test basic math skills to handle billing, invoicing, and insurance payments.
In a structured interview, there is no room for personal preference, groupthink, or discrimination because the questions strictly measure skills and behavior.
Structured interviews use pre-established interview questions in a particular order so you can score candidates on their responses.
They are more objective than traditional unstructured interviews and prevent any unconscious bias from entering the interview process.
Entry-level positions typically perform straightforward tasks and responsibilities. Structured interviews can pinpoint exactly what is required of an entry-level candidate and ask them questions that reflect the role itself, instead of getting bogged down in free-flowing conversations that don’t focus on skills.
Behavioral interviews are a type of structured interview where employers can evaluate a candidate’s interpersonal skills, personality traits, how they act, their passions, and their motivations.
Let’s say you want to see how an entry-level candidate could improve your billing procedure. You could ask: Have you ever implemented an innovative or unique solution to solve a complex problem?
If they provide a compelling and relevant answer, you know they have the skills to improve that procedure.
Structured interviews also open up the talent pool to more diverse candidates by mitigating bias.
That’s great from a skills perspective, but hiring diverse talent also makes your diverse patients feel more comfortable because a portion of their care is in the hands of an employee that reflects their lived experience.
Congratulations! You have successfully hired your first entry-level administrative assistant with a skills-based hiring approach.
Due to this employee’s positive impact on your business, you find that even their role is being overwhelmed with all of your new patients.
With skills-based hiring, you have options:
You can upskill and promote this candidate to a more complex role within your practice based on skills gaps you have identified
You can keep them in their role while hiring more employees to assist in their responsibilities
Just remember, communication in hiring is key. Entry-level workers are human beings with feelings and concerns. Expanding your skills-based hiring approach to other roles should consider the unique place that entry-level workers occupy in the labor market.
Emphasizing development opportunities in your job postings and throughout the hiring process has several benefits:
It makes your brand more attractive: If you gain a reputation for investing in your employees, more applicants will choose your business to launch their careers.
It engages and retains top employees: Nearly 16% of employees report being disengaged from their workplace. Development initiatives can reinvigorate employees by signaling their growth and job success are organizational priorities.
It shows that you are a values-driven organization: Investing in employee development gives your entry-level workers proof that you care about more than just your bottom line. They feel more connected to your company’s purpose, driving innovation and productivity.
Learning and development are crucial to hiring and retaining employees, but it also increases employee potential and performance.
For example, if you notice that one of your administrative assistants is showing an interest in the clinical side of marriage and family therapy, you can encourage them to pursue a license to practice counseling.
Now, with a professional development plan in place that tracks their clerical and clinical goals, you are on track to promote this assistant to a counselor role, greatly expanding your client base and your brand.
This kind of professional development motivates your employees to consistently learn and grow, encourages individual self-actualization, and creates a value-based culture where employees experiment and learn skills for higher-level roles.
Traditional hiring methods undervalue entry-level positions and the workers that fill them.
Screening applicants for resumes, degrees, and internship experience shrinks the talent pool and wastes time searching for candidates that only look good on paper.
Relying too heavily on automation can also eliminate the potential for entry-level employees to add to the company culture, demonstrate soft skills, and increase an organization’s profitability.
Skills-based hiring benefits employers and job-seekers by filling entry-level positions with skilled workers who show their potential to be upskilled and developed.
Emphasizing that development is crucial to reaping all of the rewards that skills-based hiring brings, such as lower turnover, increased job satisfaction, and long-term innovation.
That’s only the beginning. Learn more about the power of skills-based hiring with these 10 stories.
Thakkar, Rinku. (July 16, 2022). “Top 100 Hiring Statistics for 2022”. LinkedIn. Retrieved April 24, 2023. https://www.linkedin.com/pulse/top-100-hiring-statistics-2022-rinku-thakkar/
Anders, George. (August 18, 2021). “Hiring’s new red line: why newcomers can’t land 35% of ‘entry level’ jobs”. LinkedIn. Retrieved April 11, 2023. https://www.linkedin.com/pulse/hirings-new-red-line-why-newcomers-cant-land-35-jobs-george-anders/
Schmidt, Frank; Oh, In-Sue; Shaffer, Jonathan. (October 2016). “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 100 Years of Research Findings”. ResearchGate. Retrieved April 24, 2023. https://home.ubalt.edu/tmitch/645/session%204/Schmidt%20&%20Oh%20validity%20and%20util%20100%20yrs%20of%20research%20Wk%20PPR%202016.pdf
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