8 tips for employers hiring human resource candidates who are early in their careers

When hiring human resource candidates early in their careers, focus on identifying potential rather than relying solely on past experience. Look for candidates with strong interpersonal and communication skills, as these are critical in HR roles. Assess their ability to think critically and solve problems, even if their examples come from academic or volunteer experiences.

Highlight opportunities for professional development within your organization to attract candidates eager to grow. Offering mentorship or structured onboarding programs can also set them up for success. Finally, ensure your hiring process reflects the inclusive culture you expect them to help maintain.

To provide some further tips, we reached out to eight hiring experts to ask for their advice.

• Design Process to Showcase Company Culture
• Prioritize Potential, Cultural Alignment, Business Acumen
• Streamline Process, Emphasize Personal Interaction
• Foster a Positive Employer Brand
• Hire for Culture Add, Not Fit
• Showcase Values, Culture, Growth Potential
• Focus on Potential Over Experience
• Offer Candidates Opportunity to Job Shadow

Design Process to Showcase Company Culture

One key piece of advice for employers looking to improve their hiring process for early-career human resources (HR) candidates is to design a process that not only evaluates their potential but also showcases your company’s culture and commitment to development. Since early-career candidates may lack extensive experience, focus on assessing transferable skills, such as communication, problem-solving, adaptability, and eagerness to learn, rather than rigidly requiring specific past HR roles. Behavioral interviews that focus on scenarios like, “Tell me about a time when you handled a difficult situation,” can reveal valuable insights into how they might handle HR challenges, even if their experience comes from internships or other industries.

Another critical improvement is to be transparent about what early-career candidates can expect from the role, including the learning curve, training opportunities, and mentorship they’ll receive. When hiring for entry-level HR roles, I’ve seen better candidate engagement when the job description emphasizes mentorship, professional growth, and exposure to different aspects of HR—such as employee relations, recruitment, or talent development.

Simplifying the application process is another effective way to improve hiring. Early-career candidates can be discouraged by overly complex applications or multi-step interview processes. Streamlining the process ensures a positive candidate experience. Instead of requiring multiple rounds of interviews with different teams, consider a well-structured two-step process involving an initial screening and a comprehensive interview with key stakeholders.

Providing timely feedback—whether the candidate is moving forward or not—is a simple yet often overlooked aspect of a good hiring process. Early-career candidates are eager for feedback, and offering constructive insights leaves a lasting positive impression, even if they aren’t selected.

Finally, employers should consider creating structured internships or rotational programs for HR candidates. These programs allow candidates to gain real-world experience across various HR functions, and they can serve as a reliable pipeline for full-time hires.

By focusing on potential over experience, being transparent about opportunities, simplifying the process, and providing feedback, employers can improve their chances of hiring promising early-career HR talent while also enhancing their employer brand.

Margaret Buj, Interview Coach and Talent Acquisition Manager, Mixmax

Prioritize Potential, Cultural Alignment, Business Acumen

One key piece of advice for employers looking to improve their hiring process for early-career human resources (HR) candidates is to prioritize potential, cultural alignment, and business acumen. While technical knowledge of HR practices is essential, in order for an early-career HR professional to thrive they also must understand how the business operates and how different roles and teams work together to achieve organizational goals. This goes beyond knowing job descriptions and admin functions on the HR team—it’s about understanding how people and operations intersect to drive success. 

Here’s how to put this into practice: 

• Clarify Competencies and Expectations: Define the key competencies and attributes you seek, such as learning agility, communication, and collaboration. Be transparent about the role and emphasize the importance of understanding the business’s structure and workflows. 

• Assess Business Acumen and Problem-Solving: Incorporate interview questions and exercises that test a candidate’s understanding of business operations. For example, present a real-world challenge, such as resolving a staffing issue or partnering with sales or operations, to gauge how they would align people strategies with business needs. 

• Engage Candidates with Real-World Scenarios: Utilize case studies or role-play activities to demonstrate how HR collaborates with cross-functional teams. This approach aids in identifying candidates who can effectively bridge the gap between HR functions and operational needs. 

• Emphasize Learning and Immersion: Highlight onboarding and training programs that immerse new HR hires in understanding how departments collaborate, what drives revenue, and how employees contribute to business outcomes. Show candidates how they’ll gain exposure to key areas of the organization, not just HR policies. 

• Simplify and Humanize the Process: Keep the hiring process efficient and engaging. Personalized communication and clear timelines help candidates stay engaged and reflect positively on the company. 

By focusing on business awareness and interpersonal connection, you’ll attract high-potential candidates who understand that HR’s role is not only to support employees but also to contribute directly to business success. Early-career HR hires who grasp the “how and why” of your operations will become more effective partners, trusted by both leadership and employees alike.

Shannon Garcia-Lewis, Chief People Officer, Pella Windows & Doors, Rocky Mountain

Streamline Process, Emphasize Personal Interaction

As a former recruiter, I understand the importance of hiring the right candidate. However, the hiring process for entry-level professionals has become overly complex and lengthy. What used to be a reasonable timeframe now stretches into months, often involving multiple online assessments, recorded interviews, and numerous rounds of interviews, sometimes culminating in “super days” or case studies. This extended process creates unnecessary barriers for eager early-career candidates, many of whom possess substantial experiential learning from their college years.

To improve this, companies should prioritize a more streamlined and personal experience. Instead of relying heavily on automated tools and multiple online hurdles, focus on direct interaction. This is even more important for someone in human resources where personal interaction needs to be a key component of their experience.

The improvements can include reducing the number of interview rounds. Aim for 2-3 focused interviews instead of 4 or more. Prioritizing in-person or live video interviews. These provide a much richer understanding of a candidate’s fit than recorded interviews or online assessments. Shortening the overall timeframe for feedback and decisions from months to weeks.

And most importantly recognizing the practical experience candidates have gained through internships, projects, and extracurricular activities. In many cases entry-level or early-career roles look for multiple years of experience, and while not “corporate” many students come with a wealth of knowledge and experience in these areas.

By streamlining the process and emphasizing personal interaction, companies can create a more positive candidate experience, gain a truer understanding of applicants, and ultimately secure top early-career HR talent more efficiently.

Megan Blanco, Career Coach, Adjunct Faculty, Employer Relations Liaison, Relationship Development, University of Central Florida

Foster a Positive Employer Brand

In my experience as an HR leader, one piece of advice I would like to give employers looking to improve their hiring process for early career human resources candidates is that they endeavor to foster a positive employer brand.

You see, the truth that many employers fail to realize is that every job candidate on the market has goals and plans for their career and future, and unless you showcase your organization’s values and culture, and paint a clear picture of what your expectations are, it would be difficult to attract top talents to yourselves, much less be able to find candidates who would fit your organization’s culture. Fostering a positive employer brand allows early career human resources candidates to align themselves with your organization’s goals, values, and culture.

This means employers would have to foster a sense of community and belonging, by highlighting their diversity and inclusion initiatives, and the corporate social responsibility programs they are invested in. They would also have to highlight professional development opportunities for their candidates. By providing these insights into development and growth opportunities to candidates in this way, they increase their desirability and attract a wider talent pool.

Umeadi Grace Chisom, Human Resources Leader, Express Dentist

Hire for Culture Add, Not Fit

Stop hiring for “culture fit” and start hiring for “culture add.” Early-career HR candidates bring fresh perspectives and untapped potential, but too often, hiring managers default to finding someone who looks, sounds, or thinks like the rest of the team. That’s lazy. Look for candidates who challenge your status quo—those with diverse experiences, unconventional education paths, or unique viewpoints that push your organization forward.

Second, ditch the vague job descriptions asking for “rock stars” or “self-starters.” Be specific. What skills and outcomes do you actually need from this role? And don’t gatekeep talent with inflated experience requirements for entry-level jobs. Prioritize transferable skills, emotional intelligence, and the ability to learn fast.

Finally, make your hiring process as inclusive as possible. Eliminate bias at every step—screen resumes blindly, structure your interviews, and train hiring teams on recognizing bias. The way you hire sets the tone for the culture they’ll step into. If you want top talent, your process needs to reflect the kind of organization that deserves it.

Tara Furiani, CEO, Not the HR Lady

Showcase Values, Culture, Growth Potential

Employers looking to attract top early-career HR talent must view their hiring process as an opportunity to showcase their company’s values, culture, and growth potential. It’s about building a candidate experience that aligns with what young professionals seek.

In my experience, the most effective hiring processes are those that balance professionalism with personalization. Early-career candidates want clarity on growth opportunities, mentorship, and company culture. A streamlined application process with clear timelines and frequent communication demonstrates respect for their time and ambition. More importantly, integrating an assessment of soft skills alongside technical expertise ensures you’re identifying candidates who align with your organization’s long-term vision.

We transformed our approach to recruitment by emphasizing candidate experience. For instance, our partners who implemented structured interviews and mentorship-focused onboarding saw a 30% increase in retention among early-career hires. This success underscores the importance of communicating career paths and fostering connections during the recruitment process.

Audit your hiring process for friction points and ensure you communicate growth opportunities early. Integrate mentorship-focused discussions into interviews and provide feedback to candidates to establish a foundation of trust and engagement.

Michael Hurwitz, President/Co-Founder, Careers in Government

Focus on Potential Over Experience

I think the best advice for hiring early-career HR candidates is to focus on potential over experience. Many entry-level candidates won’t have an extensive resume, but what they lack in experience, they make up for in enthusiasm, adaptability, and fresh perspectives. I’ve found that prioritizing qualities like emotional intelligence, communication skills, and a genuine interest in HR often leads to better long-term hires.

For example, when I was hiring for an HR assistant role, I included scenario-based questions during interviews, asking candidates how they’d handle real-world challenges like conflict resolution or employee onboarding. One candidate gave thoughtful, creative answers that showed a clear understanding of HR principles, even though their formal experience was limited. They ended up being one of our most proactive team members, taking the initiative to streamline processes.

By focusing on problem-solving abilities and a willingness to learn, you can identify candidates who will grow with your company and bring fresh energy to the team.

Jason Wong, General Manager, Rosedwell machinery ltd

Offer Candidates Opportunity to Job Shadow

In my opinion, before making a hiring decision, offer candidates the opportunity to shadow a current HR team member for a day. This gives them a real sense of the daily responsibilities and helps you see how they interact with the team and approach tasks. It’s a great way to gauge their communication skills, problem-solving abilities, and cultural fit within the company. For the candidate, it provides a more transparent view of the role and whether it aligns with their expectations. 

Additionally, it allows both the employer and the candidate to make a more informed decision about the long-term fit. It can also be a great way to foster a positive candidate experience and build goodwill, even for those who might not end up getting the role. This process ensures a more thorough evaluation while strengthening the hiring process overall.

Alistair Flett, Managing Director, Pronto Hire