Updated as of 5 July 2025

What if the goal of hiring was to create a community rather than merely fill positions? According to a report, 72% of job searchers in today’s talent-driven market say their perception of a company is directly influenced by how they are handled during the hiring process. Humane hiring involves more than just using resumes and checklists. Clarity, empathy, and establishing genuine human connections are key. In this expert roundup, leaders share how to create your ideal team in a humane, considerate, and productive manner.

Timely Feedback Shows Respect for All Applicants

One of the simplest yet most humane hiring practices I’ve consistently embraced is providing feedback to every applicant in a timely manner.

It sounds obvious, but it’s remarkable how often this gets overlooked, especially when hiring at scale. Whether someone gets the job or not, they’ve invested time, energy, and often hope into the process. A thoughtful response explaining why they weren’t selected or what could strengthen future applications shows respect for that effort.

Timely feedback also builds goodwill for your employer brand. It’s a small gesture that costs little but means a great deal to people navigating the uncertainty of job search.

Tulika Tripathi, Founder & CEO, Snaphunt

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Ditching Scripts Reveals Character Beyond Resumes

When I had a candidate tell me that he had never been interviewed before in his life, I ditched the script – and we just chatted.

It was on a round of recruiting for Mexico-City-Private-Driver.com. He was a quiet man in his mid-forties, and as he told me about his previous 20 years of working informal transportation – no contracts or interviews and no benefits – he became more and more unsettled. So I closed my laptop, and told him to forget we were in an interview, and I asked, “What is the proudest moment you have had while driving someone?”

At that moment the entire conversation changed. He told me about the time he drove an elderly woman to her cancer treatment, waited outside for hours unpaid just to take her back home safe. That spoke volumes about his character that any resume never could.

I hired him the next day. Three months later, a VIP client requested him specifically on a second ride, which is so rare, less than 5% of first-time clients request the same driver. That driver is now one our highest-rated drivers.

For me, a humane hiring approach and process means seeing the person first, and the resume second. Especially in Mexico City, where many of our skilled drivers come from an informal work background, it is my responsibility to make the playing field level for everyone – essentially, to not just assess experience, but also to deeply listen for stories that describe who they are.

Martin Weidemann, Owner, Mexico-City-Private-Driver.com

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Pre-Interview Outlines Transform Candidates into Conversations

Tried something simple that made a big difference—before any interview, we send a short outline of what we’ll cover and the kind of questions we’ll ask. Gives candidates time to prepare, feel grounded, and show up as their best. It’s not about catching people off guard—it’s about real conversations.

This approach led to better interviews and stronger hires. People came in more relaxed, more thoughtful, and more themselves. Felt more like a two-way conversation than a test. Respect starts before the first question, and small gestures like this set the tone for everything that follows.

Russ Vall, Co-Founder, Mio Jewelry INC

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Team Chats Replace Formal Panels for Better Fit

We’ve made it a practice to involve potential teammates in the interview process, not just the hiring manager. Instead of running a formal panel, we arrange a casual 20-30 minute chat where the candidate meets people they’d actually work with. The team shares how they collaborate, challenges they’ve faced, and what they enjoy about their roles.

This does two things. It gives candidates a clear sense of how the team works day-to-day, beyond what’s in the job description. It also helps the team understand if the person’s working style fits with theirs. It feels more like a conversation than an interview, which takes the pressure off both sides.

We’ve seen that this approach reduces first-month anxiety for new hires because they already know the people they’ll work with. It also helps us avoid mismatches that don’t show up in traditional interviews.

Vikrant Bhalodia, Head of Marketing & People Ops, WeblineIndia

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Coffee Conversations Reveal Passion Beyond Qualifications

One hiring practice I’ve always stuck to is having a genuine, down to earth conversation with potential hires before diving into their qualifications. I’ve found that sitting down over a coffee or walking through a garden together tells me far more about a person’s values, attitude, and passion than any resume ever could. With over 15 years of experience in the industry and formal training as a certified horticulturist, I’ve developed a strong instinct for spotting potential not just in someone’s technical skills, but in their willingness to learn and care for the work we do. This approach has led to some fantastic hires who might’ve been overlooked in a more rigid recruitment process. One of my best team members today came to me with no formal gardening experience but spoke about their love for growing food with their grandparents. That spark was enough for me to give them a chance, and now they’re thriving in the role.

This humane approach works because I know first-hand that passion often outweighs polish. I didn’t start with all the answers myself either. I built Ozzie Mowing and Gardening from the ground up based on what I’d learned working alongside passionate people, and I know how valuable that kind of drive is. When you give someone the right environment to grow in, with proper guidance and respect, they usually exceed your expectations. That’s the kind of culture I try to create in my business, and it starts from the first conversation we have with a potential team member.

Andrew Osborne, Owner, Ozzie Mowing & Gardening

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Ask About Personal Dreams to Build Better Teams

I like to ask what a candidate’s long-term professional and personal goals are, and specifically tell them that there are no wrong answers. I tell them that I really want to know what drives someone, and what goals they have, so when they’re a team member of mine, I can keep those goals in mind as I set company goals, policies, and incentive structures. It makes me a better manager to understand my team’s personal goals and dreams, as well as their professional ones. Especially when you employ mothers and fathers, you can be responsible for an entire family’s financial well-being, and you should understand what they’re trying to achieve outside of work in the coming years, so you as their manager can keep those goals in mind when making key company decisions.

Colin McIntosh, Founder, Sheets AI Resume Builder

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Reverse Interviews Let Candidates Choose Their Future

One of the most humane practices we’ve implemented at Legacy is what we refer to as the “reverse interview.” Once we’ve completed our standard interview cycles, we ask the candidates to interview us—no holds barred. About the culture, the leadership, the stress points, even our mistakes.

But here’s the catch: they’re not being sold by HR. They’re talking with potential colleagues or team leaders themselves. The intention isn’t to sell them—If they can see it as a place where they really can grow, then we want them to select it. We’ve had candidates withdraw after those conversations, and we consider that a win for both sides.

It’s a simple switch, but it reframes the dynamic from “prove yourself” to “let’s see if we’re a good fit.” And when people come aboard on those terms, they arrive with trust, not anxiety.

For us hiring isn’t so much about rounding off the edges—it’s about being openly transparent and treating candidates like soon-to-be colleagues, rather than applicants.

Vasilii Kiselev, CEO & Co-Founder, Legacy Online School

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Structured Feedback Honors Every Candidate’s Time Investment

One practice we’ve adopted that really changed how humane our hiring process feels is giving every serious candidate structured, thoughtful feedback, even if we don’t move forward.

It sounds small, but it’s rare. I remember being on the other side as a candidate, getting ghosted after investing hours into assessments or interviews. It felt like your effort didn’t matter. So when we built our process, we made it a rule: if someone reaches the interview or test stage, they deserve to know where they stood, what went well, and where they can grow.

It takes more time, sure.  That, to me, is what humane hiring looks like. You don’t just treat people like applicants. You treat them like humans investing time in you and that respect always pays off.

Abhishek Shah, Founder, Testlify

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Introductory Interviews Value Potential Over Perfect Resumes

One hiring practice I’ve used that reflects a humane approach is conducting “introductory” interviews, where the focus isn’t solely on evaluating skills, but on getting to know the candidate as a person. In these conversations, I prioritize understanding their motivations, career aspirations, and values. I’ve found that this helps build a genuine connection from the start, rather than just assessing a resume. One example was a candidate who didn’t have all the technical skills required for the role, but shared a deep passion for learning and a strong work ethic. We decided to move forward with them, offering mentorship and training. They’ve since exceeded expectations. This practice ensures that we hire not just for skills, but for potential, creating a supportive and inclusive culture where people feel valued beyond their qualifications. It also leads to longer, more fulfilling employee retention.

Nikita Sherbina, Co-Founder & CEO, AIScreen

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Two-Way Interviews Build Trust Before Day One

One hiring practice that’s been transformative for us at Fulfill.com is what I call “The Two-Way Interview.” Too often, companies view recruitment as a one-sided evaluation, but we’ve built our process around mutual discovery and authentic connection.

When we bring candidates in, we dedicate significant time for them to interview us—about our culture, challenges, and vision. We encourage tough questions and provide unprecedented access to team members they’d work with. This transparency helps candidates assess if we’re truly the right fit for their career journey and personal values.

I remember one candidate who, during this two-way process, identified a blind spot in how we were approaching a particular market segment. Her insights were so valuable that even though she ultimately chose another opportunity, we implemented her feedback and it transformed our approach.

We’ve found this practice creates a foundation of trust from day one. It’s also dramatically improved our retention rates—when people choose us with clear eyes about both the opportunities and challenges, they’re more committed to the journey.

In the logistics and 3PL world, where technical skills are certainly important, this approach has helped us build a team that’s not just qualified on paper, but deeply aligned with our mission of transforming how eCommerce businesses handle fulfillment.

The most humane recruitment approaches recognize that hiring isn’t about filling seats—it’s about finding partners in building something meaningful. When both sides approach the process with authenticity and mutual respect, everyone wins: the candidate, the company, and ultimately, the customers we serve.

Joe Spisak, CEO, Fulfill.com

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Low-Pressure Conversations Reveal the Authentic Candidate

One hiring practice I’ve experienced that truly reflects a humane approach is when interviewers create a conversational, low-pressure environment that prioritizes getting to know the person beyond their resume. In one interview, the recruiter started by asking about my personal interests and values, then connected them to the company’s mission. This set a collaborative tone and helped me feel comfortable sharing my authentic self. They also shared openly about the role’s challenges not just the perks which showed respect for my decision-making. What made it impactful was how it shifted the process from feeling like an interrogation to a meaningful dialogue about mutual fit. I left feeling respected and seen, regardless of the outcome, and I now aim to bring that same empathy to hiring conversations.

Qianqian He, Founder, BOXKING GAMING

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Person-First Interviews Create Trust, Not Tests

At Ridgeline Recovery, we don’t believe in making candidates jump through hoops just to prove they’re “worthy” of an interview. One hiring practice we’ve held onto—and won’t compromise on—is starting every process with a real conversation, not a panel or a test. Just a one-on-one, off-the-record talk where we get to know the human behind the resume.

No rehearsed answers. No corporate script. We ask, “Why this work?” and let them speak. We listen. And we don’t take notes—we make eye contact. Because we’re not scanning for red flags; we’re looking for alignment. You can train skills. You can’t teach heart.

In this field, especially, hiring shouldn’t feel like an interrogation. It should feel like the beginning of trust. Some of the best team members I’ve hired didn’t come in with polished interview tactics—but they came in with lived experience, raw honesty, and a fire to serve. That’s what we look for.

One candidate told me afterward, “That was the first time I felt like someone saw me—not just my job history.” That stuck with me. And that’s the standard now. If someone walks out of an interview with us feeling less human, we did it wrong.

The takeaway? Treat hiring like you treat care—person-first. Ditch the performance tests and start with presence. When people feel safe, they show you who they really are. That’s where the right hires come from. Not from trick questions or filtering software—but from real connection.

Andy Danec, Owner, Ridgeline Recovery LLC

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Structured Interviews Value Potential Over Credentials

One hiring practice that truly reflects a humane approach is conducting structured interviews that focus on candidates’ potential, values, and cultural fit rather than just technical skills or credentials. I’ve experienced recruiters who took time to explain each step clearly, provided feedback after interviews, and showed genuine interest in candidates’ career goals and well-being. This approach reduces candidate anxiety and makes the process more transparent and respectful. It recognizes that hiring is not just about filling roles but about building relationships and supporting individuals’ growth. Such practices foster trust and leave candidates feeling valued, regardless of the outcome, reflecting a more compassionate and ethical recruitment process.

Amir Husen, Content Writer, SEO Specialist & Associate, ICS Legal

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Character Trumps Credentials in Roofing Recruitment

In this line of work, a lot of guys get sized up based on one thing—what’s on paper. But in roofing, paper doesn’t lay shingles, climb ladders, or keep a crew safe. That’s why at Achilles Roofing, I don’t just look at resumes—I hire based on character, not just credentials.

I had a guy once walk into the shop with no roofing experience, just a firm handshake and a quiet confidence. No license, no references, just said, “I can learn fast, and I won’t let you down.” Most companies would’ve tossed his name aside. I brought him in for one trial week—paid, no strings.

I paired him with one of my senior roofers and told him, “Don’t talk—just watch, learn, and move with purpose.” The kid outworked half the crew on day one. Showed up early, stayed late, asked smart questions, kept his head down. By the end of the week, my crew lead said, “We’re keeping him, right?” That guy’s now one of my most reliable installers.

That’s the humane side of recruitment—giving someone a shot based on who they are, not just what they’ve done. Roofing is a trade that builds people up. A lot of folks who apply have pasts—prison time, no formal schooling, gaps in their history. If you can look past all that and see the potential, you don’t just hire a worker—you earn their loyalty for life.

I’d rather train someone who’s hungry and humble than hire someone who thinks they know it all. And when people know you see them as more than a number, they give you their best—on the roof and off.

Ahmad Faiz, Owner, Achilles Roofing and Exteriors

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Detailed Rejection Feedback Builds Lasting Brand Trust

Providing detailed feedback to employees who are not hired. Telling them in detail each and every reason rather than leaving them to guess all the time. While hiring practices, I’ve realized sending a pre-structured template isn’t enough. It should be more personalized than that. In this feedback, we include specifics about what went well, where we felt like the role doesn’t align with the requisite skills, and where they can articulate a better answer for the future. 

Such in-depth feedback helps them in advocating for your organization, irrespective of the outcome. Scenario where most candidates are expecting silence or ignorance, we made it a way to catch up with all the people keeping a great brand image. We acknowledge them as humans behind the resume with this little practice, and keep the opportunity to reapply open. It is not about the sweet gesture, but this way it builds a strategic advantage in building trust and attracting top-tier candidates.

Ansh Arora, CEO, Inspiringlads

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Feedback Fridays Transform Rejections into Growth Opportunities

When we shifted to a candidate-centric process, I introduced “feedback Fridays”—no matter the outcome, every person who interviewed with us received a 5-7 sentence note outlining what they did well and one area to strengthen. I block out an hour each Friday to write these personalized messages, referencing something they shared (like how they navigated a tough stakeholder ask or described a past failure). Rather than vanishing into the ether, candidates walk away with clear, actionable insight and feel seen as people, not just resumes.

That small ritual transformed our reputation fast. Applicants started telling peers how our team cared enough to offer real feedback, and we saw a 30% rise in quality referrals over six months. It also built trust: several “no thanks” candidates re-applied later and landed roles once their skills tightened up. By committing to compassion over convenience, we turned each hire or pass into an opportunity to nurture talent and deepen our network.

Matt Purcell, Owner, PCI Pest Control

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Paid Work Assessments Respect Candidate Time and Talent

I introduced a paid “real-work assessment” in our hiring process—every finalist spends two hours on a genuine project (like drafting a client proposal or mapping a service workflow) and receives a $150 stipend no matter the outcome. This small gesture respects candidates’ time and effort, shifts the focus from theoretical quizzes to actual skills, and gives them a tangible taste of our day-to-day work.

When we piloted it last fall for a client-services role, our candidate satisfaction scores jumped from 68% to 92% (we surveyed every participant), and several top-tier candidates told us they chose our offer over others because we’d treated them like valued contributors from the start. Paying them for that sample task not only surfaced the best talent but built goodwill—candidates felt seen, not tested.

Anthony Sorrentino, Owner, Pest Pros of Michigan

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Voice Memo Feedback Turns Rejections into Relationships

I make it a point to send every finalist who isn’t hired a 60-second voice memo outlining exactly what impressed me about their interview and one clear suggestion for improvement. Last fall, after choosing another candidate for our senior dispatcher role, I recorded a quick audio note for “Alex”—thanking him for his thoughtful questions about our routing system, pointing out how his track record with logistics software stood out, and suggesting he tighten up his STAR examples around conflict resolution. It took me five minutes but ensured Alex didn’t just receive a cold “no,” but genuine, actionable feedback.

That simple step transformed our reputation in the market. Alex went on to land a great role elsewhere—and later referred two teammates to our open positions, mentioning how rare it was to get real feedback. It reinforced for me that treating every candidate with respect isn’t just the right thing to do; it builds a network of advocates who remember the care you showed. If you want a humane hiring practice, invest those few extra minutes in personal feedback—it pays dividends in goodwill and future referrals.

Chris Rowland, Owner, Rowland Pest Management

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Job Shadow Ride-Alongs Reveal Unfiltered Work Reality

One hiring practice that has stuck with me is something we started doing out of necessity but kept because it worked: ride-alongs before job offers. Not interviews in a suit, just a half-day shadow with one of our techs in the field. No pressure, no pitch. Just: “Come see what the job feels like.”

What makes it humane? It respects the candidate’s time and dignity. We’re not trying to sell them on something they haven’t seen—we’re giving them the truth, upfront. And it goes both ways. We’ve had folks say, “This isn’t for me,” and that’s a win too. Better to know now than to have someone feel trapped or misled a month from now. Real-world preview, real respect—that’s how you build a team that wants to be there.

Jay Vincent, Owner, Smart Solutions Pest Control

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Treatment Letters Reveal Empathy Beyond Resumes

I was once asked during an interview what I would have needed most on my first day of treatment. That question stopped me cold. It wasn’t about the job—it was about me. That same empathy now shapes how we hire. We ask every applicant, clinical or admin, to write a short letter—not a résumé or cover letter, but a note to someone entering treatment for the first time. We don’t judge grammar. We read for tone. Do they understand fear? Do they offer hope without platitudes? That letter tells us if they’ve internalized our mission. And it tells them, too, whether this is where they belong. It’s a practice grounded in reflection, not performance. That, to me, is humane hiring.

Maddy Nahigyan, Chief Operating Officer, Ocean Recovery

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Transparent Salary Bands Eliminate Negotiation Inequities

In the early days of building Alpas, I insisted we remove salary negotiations from the recruitment process. Instead, we posted the salary band up front, calculated fair offers based on role impact and internal equity, and stuck to it. I’d seen firsthand how negotiations reward confidence, not contribution—especially in healthcare, where those entering the field from underrepresented backgrounds or with lived experience often undersell themselves. Our approach signaled respect before a word was spoken. People didn’t have to perform worthiness. They could just show up. And that led to hiring some of the most grounded, mission-driven professionals I’ve had the privilege to work with.

Sean Smith, Founder, CEO & ex Head of HR, Alpas Wellness

About Humane HR Perspectives

Our round-up series “Humane HR Perspectives” examines the fundamentals of humanising human resources (HR) from the perspectives of top authorities within and relevant to the industry. Q&A sessions with founders, CEOs, HR professionals, business leaders, and other significant players who are influencing the direction of HR are included in every edition.

Throughout the employee life cycle, we address a wide range of subjects in this series, including recruitment and selection, onboarding, training and development, performance management, employee engagement, pay and benefits, and more. We also go over important topics like compliance, change management in the workplace, morale and welfare, workplace communications, and diversity and inclusion.

The “Humane HR Perspectives” series offers insightful advice and practical examples to help develop a more encouraging, productive, and successful workplace—whether you’re an HR professional, a business leader, or just someone who is enthusiastic about creating a great work environment. Join us as we explore the approaches, difficulties, and triumphs that characterise HR humanisation and acquire unique access to the knowledge and experiences of individuals spearheading the movement.

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