When employers are seeking to add a new employee to their operation, they generally have a list of things they are looking for. If employers are replacing an employee who left their organisation, it may be they will be seeking someone who matches the person who left, or they may be seeking something different – not to put too fine a point on it, someone better.

If it’s a new post, employers may be seeking someone who adds an enhanced skill set in this role to strengthen the team with new experience, outlook, attitude, or even to ‘liven up’ the team, whatever that means.

Criteria-based recruitment is the practice of evaluating candidates against a defined set of requirements such as qualifications, skills, experience, and personal attributes.

Its main advantage lies in providing structure and consistency, helping employers make fairer, evidence-based decisions while enabling candidates to understand expectations more clearly.

However, it can also have drawbacks if applied too rigidly, such as overlooking potential, creativity, or transferable skills, and it may unintentionally reinforce bias if subjective elements like “cultural fit” are not handled carefully.

There will be a number of criteria that a recruiter is looking for, these typically include the following:
Educational Qualifications: Required degrees, certifications, and evidence of ongoing learning.
Professional Experience: Relevant years, type of experience, and concrete achievements.
Technical Skills: Industry-specific abilities, general tech literacy, and adaptability to new technology.
Soft Skills: Communication, teamwork, problem-solving, and time management are highly valued.
Language Proficiency: Required languages and ability to work in multicultural environments.
References & Reputation: Professional references and a positive online presence.

Another important criteria used to decide if a candidate is right for the job is cultural fit.

This can be quite nebulous and difficult to measure. Generally, it is a measure of how a candidate measures up to things like alignment with company values, adaptability, and motivation for the role.

The principle of cultural fit has the potential to lead to discrimination and can stem from a person’s prejudices.

Recruiters may leave themselves open to a charge of discrimination in recruitment if they base decisions on protected characteristics such as age, gender, race, disability, religion, or sexual orientation, rather than on merit and suitability for the role.

This includes using biased language in job adverts, asking inappropriate questions during interviews, making assumptions about an applicant’s abilities or cultural fit, or favouring certain candidates due to personal prejudices.

Failing to provide equal opportunities or to make reasonable adjustments for disabled applicants can also amount to discriminatory practices under UK law.

More than ever, recruiters prioritise finding candidates whose values align with those of the organisation. This might include commitment to sustainability, diversity and inclusion, ethics, or innovation.

The role of a recruiter extends beyond ticking boxes; they must interpret, balance, and weigh each criterion to identify the candidate most likely to succeed and make a positive contribution.

For job seekers, understanding these criteria is invaluable for tailoring their applications and preparing for the selection process. Ultimately, successful recruitment is a dialogue between employer and candidate, grounded in mutual expectations and the potential for growth.

In summary, while employers rely on qualifications, experience, skills, and personal attributes to identify the right candidate, they must remain mindful of the risks of unconscious bias and discriminatory practices.

Cultural fit can be a valuable consideration, but only when assessed fairly and without prejudice. By focusing on genuine alignment with organisational values and ensuring equal opportunities, recruiters can make balanced, lawful decisions that not only strengthen their teams but also foster inclusive, forward-looking workplaces.

Ian Garner

Ian Garner is a retired Fellow of both the Chartered Management Institute (FCMI) and the Institute of Directors (FIoD). He is a supporter of Maggie’s Yorkshire, which offers cancer support at its Leeds centre and across the UK. Ian is also the founder and director of Practical Solutions Management, a strategic consultancy specialising in business growth and leadership.