Building a Values-Based Recruitment Process

Technical skills and qualifications are important, but in health and social care, values are often what define exceptional employees. Compassion, dignity, respect and integrity cannot simply be listed on a CV, they are demonstrated through behaviours, decisions and the way people treat others.

A values-based recruitment process helps organisations identify candidates whose attitudes and behaviours align with their culture and the needs of the people they support. When combined with robust safer recruitment practices, it can improve retention, strengthen teams and ultimately lead to better outcomes for service users.

What is values-based recruitment?

Values-based recruitment is an approach that places equal importance on how someone is likely to perform their role as what they already know. Rather than focusing solely on qualifications and experience, employers assess whether candidates demonstrate the behaviours, attitudes and personal qualities that reflect the organisation’s values.

This approach is widely used across health and social care because the way care is delivered is just as important as the tasks being carried out.

Start by defining your values

Before recruiting, organisations should be clear about the values they expect every employee to demonstrate.

These may include:

• Compassion.
• Respect.
• Dignity.
• Kindness.
• Honesty.
• Accountability.
• Teamwork.
• Professionalism.
• Inclusivity.
• Continuous learning.

These values should be more than words on a website—they should shape recruitment, induction, supervision and performance management.

Build values into the job advert

The recruitment process starts long before the interview. A job advert should clearly explain:

• The organisation’s purpose.
• The behaviours expected of employees.
• The type of person who is likely to succeed in the role.
• The importance of person-centred care and teamwork.

Candidates who identify with your values are more likely to apply and remain engaged once appointed.

Ask behavioural interview questions

One of the best ways to assess values is to ask candidates about real situations they have experienced.

For example:

• Tell us about a time you supported someone through a difficult situation.
• Describe a time you received constructive feedback. What did you do?
• Can you give an example of when you challenged poor practice?
• Tell us about a situation where you worked as part of a team to solve a problem.

These questions encourage candidates to provide evidence of their behaviours rather than simply saying they are compassionate or hardworking.

Look beyond the answers

Pay attention not only to what candidates say, but how they say it. Consider whether they:

• Speak respectfully about previous colleagues and employers.
• Show empathy when discussing people they have supported.
• Accept responsibility for mistakes.
• Demonstrate self-awareness.
• Show a willingness to learn and improve.

These behaviours often provide valuable insight into how someone is likely to work within your organisation.

Include values throughout the recruitment process

Values can be assessed at every stage of recruitment, including:

• Application forms.
• Telephone screening.
• Interviews.
• Role-play exercises.
• Scenario-based questions.
• Group activities for appropriate roles.
• Reference checks.

Using multiple assessment methods provides a more rounded picture of each candidate.

Don’t overlook safer recruitment

Values-based recruitment should complement—not replace—robust safer recruitment procedures. Employers should continue to complete appropriate:

• Identity checks.
• Employment history verification.
• References.
• Disclosure and Barring Service (DBS) checks where required.
• Professional registration checks.
• Right to work checks.
• Qualification verification.

Together, these measures help ensure both suitability and safety.

Support values after recruitment

Recruitment is only the beginning. Organisations should reinforce their values through:

• Comprehensive induction.
• Regular supervision.
• Ongoing training.
• Leadership behaviours.
• Recognition and reward.
• Performance reviews.

Employees are far more likely to demonstrate organisational values when they see leaders modelling them every day.

Recruitment shapes organisational culture

Every person you recruit influences the culture of your organisation.

Hiring individuals who share your values can strengthen teamwork, improve staff retention and create a more positive experience for the people receiving care. While experience and qualifications remain important, attitudes, behaviours and compassion are often what distinguish good employees from truly exceptional ones.

Building a values-based recruitment process helps organisations recruit not just people who can do the job, but people who will deliver care with professionalism, empathy and respect.

Leadership Insight

Skills can often be developed through training, but values influence every interaction an employee has with colleagues, families and the people they support. Organisations that consistently recruit for both competence and character are better placed to build resilient teams, maintain a positive culture and deliver high-quality, person-centred care.

Looking to Support Your Team’s Wellbeing?

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Download our Employer Wellbeing Brochure to discover what’s included, or become a Daily Round Wellbeing Employer today.