The current hiring market is increasingly defined by shrinking talent pools and rapidly shifting skill requirements. However, new research from McLean & Company reveals a significant disconnect in how organizations select talent: while 67% of HR departments view candidate selection as vital to business goals, only 31% believe they are truly effective at it. To bridge this gap, the firm has published a practical five-step framework designed to help HR leaders use assessments more intentionally and move toward data-informed, skills-based hiring.
Only 31% of HR professionals believe their current candidate selection methods are highly effective.
65% of HR leaders state that skills-based hiring will significantly impact organizational performance.
Organizations matching work to skills and interests are 1.4x more likely to experience high performance.
While 59% of HR teams use AI in recruitment, only 7% have a formal, documented AI strategy.
McLean & Company introduces a five-step blueprint to optimize assessment intentionality.
Research warns against AI bias and compliance risks without proper human oversight and guardrails.
As traditional qualifications become less predictive of success, organizations are placing a premium on skills-based hiring. McLean & Company’s 2025 HR Trends Report indicates that hiring for specific attributes and growth potential—rather than just past experience—is 1.4 times more likely to result in high organizational performance. Thoughtfully designed assessments provide a defensible way to evaluate these traits, ensuring that "culture fit" and "growth potential" are measured with the same rigor as technical knowledge.
A notable finding in the research is the lack of formal strategy surrounding AI in hiring. Despite a majority of HR departments adopting AI tools for talent acquisition, a mere 7% have documented their approach. McLean & Company cautions that AI-enabled assessments without human oversight, legal alignment, and "antifaking" measures can introduce significant bias and compliance risks. The firm emphasizes that AI should support, not replace, an evidence-based selection process anchored by clear human judgment.
"Every hiring decision is an investment in the organization's future, but the path to making the right choice is rarely straightforward," says Adrian Shackelford, practice lead, HR Research & Advisory Services, at McLean & Company. "HR leaders should use assessments as one part of a broader, evidence-based selection process, ensuring they are aligned to role requirements, validated for use, and supported by clear human oversight."
To address these evolving challenges, McLean & Company recommends a structured five-step approach for HR leaders:
Determine Scope: Analyze internal data to identify where assessment improvements will have the greatest impact.
Prepare: Engage key stakeholders and inventory current assessments within the existing talent acquisition process.
Select Methods: Conduct job analyses to define selection criteria and choose methods aligned with specific role requirements.
Finalize Decisions: Update the hiring process, allocate resources, and decide between internal builds or external vendors.
Administer and Evaluate: Set success metrics, train users, and monitor results for continuous improvement.
By following this blueprint, HR leaders can strengthen their talent acquisition strategy, align hiring efforts with business needs, and move from proof-of-concept to a sustained competitive advantage in the talent market.
McLean & Company pairs evidence-based research and immediately applicable tools with deep HR expertise to position organizations to meet today's needs and prepare for the future. The global HR research and advisory firm's member organizations enjoy comprehensive resources, full-service diagnostics, workshops, action plans, and advisory services for all levels of HR professionals, from executive leadership and HR leaders to HR team members, that help shape workplaces where everyone thrives.
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