16 tips for employers hiring a lot of student, recent grads for human resources jobs

When hiring dozens or even hundreds of candidates for human resources (HR) roles, employers should prioritize a recruitment process that emphasizes both technical expertise and strong interpersonal skills. HR roles—whether in recruitment, employee relations, benefits administration, or training—require a deep understanding of compliance, organizational policies, and people management. Employers can streamline the process by using applicant tracking systems (ATS) to filter candidates based on key qualifications such as degrees in HR or related fields, certifications like SHRM-CP or PHR, and experience with HRIS platforms. Posting openings on targeted platforms like College Recruiter can attract recent graduates and early career professionals eager to grow in the HR field. Pre-employment assessments focusing on conflict resolution, employment law knowledge, and organizational skills can help narrow down the pool efficiently.

For high-volume hiring, employers might consider hosting virtual job fairs or partnering with universities offering HR programs to build a steady pipeline of qualified candidates. Group interviews, case study exercises, and panel discussions can provide insights into candidates’ ability to handle real-world HR scenarios—such as managing workplace disputes, guiding onboarding processes, or implementing diversity initiatives. Structured interviews with behavioral questions allow hiring teams to assess communication skills, confidentiality awareness, and ethical decision-making. Once hired, a well-planned onboarding process that includes exposure to various HR functions, mentorship programs, and continuous learning opportunities ensures that new HR team members integrate smoothly and are prepared to support the organization’s workforce effectively.

We recently reached out to 16 hiring experts to ask them for their recommendations for employers who plan to hire dozens or even hundreds of students, recent graduates, and others who are early in their careers and interested in pursuing careers in human resource.

• Build an Appropriate Hiring Process
• Avoid Treating Hiring as a Numbers Game
• Prioritize Structured Assessments Over Resumes
• Don’t Assume Experience Equals Fit
• Focus on Adaptability Over Qualifications
• Keep the Process Personal
• Prioritize Compliance and Fair Hiring Practices
• Use Structured Behavioral Assessments
• Assess Skills Gaps Before Hiring
• Balance Automation with Human Oversight
• Assess for Strategic Thinking
• Value Personal Qualities Over Qualifications
• Look for Soft Skills Over Credentials
• Avoid Traditional Skill Assessments
• Assess Potential Over Experience
• Verify Credentials Thoroughly

Build an Appropriate Hiring Process

One significant thing is to build the appropriate hiring process. High volume requires automation of manual tasks and automated tracking systems (ATS). It helps to keep track of all candidates, assessment feedback, and status, preventing the loss or forgetting of candidates, allowing for future follow-ups, and avoiding duplicate contacts by recruiters within the team.

However, it’s also important to ensure that candidates still feel engaged and valued—pay attention to Candidate Experience and personalized, timely communication. Also, within this process, it is essential to structure and standardize assessment criteria, interview stages, and approaches to assess candidates equally, to avoid missing suitable candidates, and to prevent hiring mistakes.

Overall, balance is crucial here—between business and candidates, automation and personal touch, etc.

Don’t rush—quality is more critical than quantity, and it’s crucial to assess both hard and soft skills correctly, especially soft skills and cultural fit since people who fill human resources jobs are “the face of the company.” They represent it daily, working with candidates, employees, and business managers. A mistake in hiring HR would be too costly for the business, its reputation, and its future.

Yana Skok, Head of Talent Acquisition, Vention

Avoid Treating Hiring as a Numbers Game

One thing employers should never do when hiring high-volume candidates for HR roles is treat it like a numbers game. It’s high volume, not a conveyor belt at a factory. 

If you’re just blasting out offers to fill seats, you’re setting yourself up for turnover, inefficiency, and a lot of wasted time.

The most important thing I can stress employers do is to focus on scaling quality at the same time as they start scaling quantity. That means prioritizing actually useful assessments, aligning the talent’s values with your own, and spending more time than you think you need to on designing candidate experience. 

If you rush through the process, you’ll end up back at square one, hiring for the same roles again in six months. Nobody wants that.

Oz Rashid, Founder and CEO, MSH

Prioritize Structured Assessments Over Resumes

When hiring a high volume of candidates for HR roles, employers should prioritize structured assessments over resumes to ensure they hire based on skills rather than just experience. Many companies make the mistake of relying too heavily on resumes and interviews, which can lead to inconsistent hiring decisions and bias.

A better approach is to use pre-hire assessments that evaluate key HR competencies like conflict resolution, communication, decision-making, and adaptability. At scale, this helps employers quickly filter out unqualified candidates while identifying top talent based on real-world skills. For example, companies using structured assessments for HR hiring have reported up to 30% faster hiring cycles and a 25% reduction in early turnover because they match candidates more accurately to job demands.

One mistake employers should avoid is overloading their HR teams with manual screening. In high-volume hiring, manually reviewing hundreds of applications leads to delays and missed talent. Instead, automating screening processes with AI-driven assessments and structured scoring ensures consistency and efficiency. This way, HR teams can focus on interviewing the best candidates rather than getting stuck in administrative tasks.

Abhishek Shah, Founder, Testlify

Don’t Assume Experience Equals Fit

One thing employers should not do when hiring high-volume candidates for HR positions is assume that candidates with previous HR experience are automatically a perfect fit for the role. While past experience is valuable, it doesn’t guarantee that a candidate will mesh well with the unique demands and culture of your company.

HR is a dynamic field, and the skills required for success can vary greatly depending on the organization’s size, structure, and needs. Focusing solely on experience might cause you to overlook candidates who have the right mindset, adaptability, and problem-solving skills, but who might not have worked in a traditional HR role before. It’s important to assess how candidates will approach challenges specific to your business and whether they can grow into the position, rather than relying solely on past experience to judge their fit.

Michael Moran, Owner and President, Green Lion Search

Focus on Adaptability Over Qualifications

One thing employers should do when hiring a high volume of human resources candidates is look beyond qualifications and focus on adaptability.

It’s easy to get caught up in checking boxes—who has the right certifications, experience with HR software, or knowledge of compliance laws? But in reality, the best HR professionals are the ones who can handle change. Policies evolve, company cultures shift, and new technology is always emerging. Someone who can adapt and problem-solve in real-time will be far more valuable than someone who just knows the rulebook.

A great way to find these candidates is by asking about real-world situations. How have they handled sudden policy changes? Navigated a workplace crisis? Learned a new HR system on the fly? These kinds of conversations will tell you a lot more about how they’ll perform than a list of credentials ever could.

Ben Lamarche, General Manager, Lock Search Group

Keep the Process Personal

One crucial step employers often overlook is keeping the process personal, not just shuffling applicants through an impersonal system. Even in high-volume hiring, it’s important to maintain clear, genuine communication and show applicants that they’re more than just a number. A quick, thoughtful email or brief personal note can go a long way in boosting your employer brand and candidate experience. By making the process feel human rather than purely transactional, you not only attract better talent but also retain those high-performing candidates who value a more caring approach.

Gary Edwards, Owner, Voceer

Prioritize Compliance and Fair Hiring Practices

When hiring for high-volume HR roles, employers must not cut corners on compliance and due diligence. HR professionals are the backbone of workplace policies, so rushing the hiring process can lead to legal risks, poor judgment calls, and costly mistakes down the line. One common mistake I see is over-relying on automated screening tools without ensuring they align with anti-discrimination laws like the EEOC’s guidelines or the Fair Credit Reporting Act (if background checks are involved). Employers should also be cautious about using AI-driven hiring tools that may unintentionally filter out qualified candidates based on biased algorithms.

Beyond compliance, employers should recognize that HR professionals set the cultural tone of a workplace. If they feel overworked, undervalued, or misaligned with the company’s ethics, it can lead to high turnover, weak enforcement of policies, and even legal liability for poor HR decisions. Instead of simply filling seats, businesses should invest in proper training, offer competitive pay, and ensure that HR hires align with the company’s values. A strong HR team protects both employees and the organization, so hiring them with the same level of care and integrity expected in their roles is crucial for long-term success.

Ed Hones, Attorney At Law, Hones Law Employment Lawyers PLLC

Use Structured Behavioral Assessments

I really think employers hiring high-volume candidates for human resources roles should prioritize structured behavioral assessments over traditional resumes.

HR professionals need strong interpersonal, problem-solving, and decision-making skills—qualities that aren’t always reflected in a resume. Instead of focusing only on education or past titles, employers should use scenario-based assessments or role-playing exercises to evaluate candidates’ real-world problem-solving abilities. For example, present a situation where an employee raises a workplace conflict and ask the candidate how they would handle it.

One thing employers should not do is rely too heavily on AI-driven screening without a human review. While automation helps with high-volume hiring, over-filtering based on keywords can eliminate strong candidates who may lack traditional experience but have the right mindset and soft skills for HR roles.

By balancing structured assessments with a human-centered approach, employers can efficiently hire HR professionals who are not only qualified but also capable of handling the dynamic challenges of the role.

Pallavi Pareek, Founder & CEO, Ungender

Assess Skills Gaps Before Hiring

When hiring for human resources roles, it’s best for the organization to assess where they have a skills gap before hiring to ensure there’s no significant overlap of roles within that niche. Companies need to pay attention to their organizational headcount by evaluating the needs of the employees to ensure there is the right type of professional representation present to accommodate those needs. Some specialties in human resources can be fulfilled through part-time roles while others demand a full-time employee to address the ongoing demands of running a company. 

Scaling an HR organization for the sake of vanity when companies are performing well isn’t a good reason to hire because it’s only a matter of time before the department can become obsolete due to market conditions forcing layoffs, or even potential organizational bankruptcy. Hiring for these roles extends beyond the technical skill set (unless it’s of a legal or compliance nature). Vet candidates for having a sensible personality and comfort level working with other people within the department and the organization. It’s part of being in the people business. These candidates will need to be comfortable representing the company in a respectable manner internally and externally. Having the skills of speaking up, communicating with grace, and crafting healthy solutions comes with the territory. 

Part of working in human resources demands personalities to remain vigilant for what’s on the horizon, being personable, and foremost serving as a confidant when needed by employees. No one wants to hire a chatterbox who lacks the maturity to work with people while thinking human resources is about exercising command and control within business environments. As in any role, it’s the candidate’s choice to exercise integrity when pursuing any position in the market.

Sasha Laghonh, Founder & Sr. Advisor to C-Suite & Entrepreneurs, Sasha Talks

Balance Automation with Human Oversight

When hiring high-volume candidates for HR roles, one thing employers should not do is sacrifice quality for speed by relying solely on automated systems without human oversight. While AI-driven tools and applicant tracking systems can streamline screening, over-relying on automation can lead to qualified candidates being overlooked due to rigid keyword matching or biased algorithms.

Instead, employers should prioritize a structured yet personalized hiring process that balances efficiency with human engagement. This means:

• Defining clear hiring criteria upfront to ensure consistency while allowing flexibility for transferable skills.

• Using AI strategically—automate repetitive tasks like resume parsing but ensure human review at key decision points.
  
• Leveraging data-driven assessments to evaluate candidates beyond resumes, focusing on competencies, adaptability, and cultural alignment.
  
• Creating a positive candidate experience—even at scale, timely communication and feedback matter. A streamlined, respectful process helps attract top talent and strengthens employer branding.

Hiring in volume doesn’t mean hiring in haste. Employers who find the balance between tech efficiency and human connection will build stronger HR teams that drive long-term organizational success.

Melissa Pennington, CEO & Founder, HR On Demand

Assess for Strategic Thinking

Don’t treat HR hiring like any other high-volume role. HR pros aren’t just filling a position—they’re shaping company culture, managing compliance, and handling sensitive employee issues. If you rush the process or rely too much on automation, you’ll miss the people who actually get what it takes to build a strong team.  

One key move? Assess for strategic thinking, not just experience. A candidate might have years in HR, but can they handle change management, DEI initiatives, or fast-scaling teams? Behavioral interviews and case studies help weed out those who just know policies versus those who can truly drive impact.  

And here’s the big one: sell the mission, not just the job. HR candidates want to know they’re joining a company that values people—not just filling a seat in the hiring department. If your employer brand screams “HR is just paperwork,” the best talent will move on fast.

Justin Belmont, Founder & CEO, Prose

Value Personal Qualities Over Qualifications

Even if you’re hiring for large volumes of entry-level HR candidates, this is still a field where personal qualities matter more than in most other jobs. Good HR employees are tactful, diplomatic, and act with integrity. These qualities are in many ways more important than any specific qualification or experience, so it’s important to take the time for personal interviews and review references to get good fits for these roles.

Hayden Cohen, CEO, Hire With Near

Look for Soft Skills Over Credentials

Remember, HR professionals are the FACE of a company’s workforce management, and their ability to build relationships, navigate sensitive conversations and foster a positive workplace culture is far more crucial than memorizing policies or systems—which can be taught. 

Instead of screening for rigid qualifications, look at soft skills such as emotional intelligence, adaptability and communication. Use behavioral interview questions to assess how they’ve dealt with conflict, motivated a team or negotiated difficult conversations in previous roles.

Over-relying on credentials and automated screening tools like Applicant Tracking Systems that “automagically” filter out applicants based on rigid experience requirements is a major hiring mistake employers make. This can rule out strong candidates with the ideal personality, but who do not have a formal HR background. 

Instead, use group interviews, role-playing exercises, or even conversations over coffee or happy hours to evaluate candidates’ people skills in a real-life environment. For example, have them respond to a fake employee issue to see how their instincts play out, or manage a disagreement between two coworkers. An approachable, empathetic, and solution-oriented candidate can learn compliance and administrative work, but nothing can teach someone to be genuine in their connection!

Matt Bowman, Founder, Thrive Local

Avoid Traditional Skill Assessments

Hiring HR professionals in the tech world, particularly when you’re an IT consulting company facing high-volume recruitment, requires a unique understanding. While volume hiring for an industry like ours presents distinct challenges, it is even more so for Human Resources. Most advice centers around streamlining processes or leveraging AI for screening, which is often mentioned but doesn’t always hit the mark in attracting a high-quality HR candidate for a place like our company. So, I don’t want to put my energies there.

Here is one of the crucial, less common things employers often shouldn’t do with our high-volume HR hiring: Relying exclusively on traditional HR skill assessments. IT consulting demands particular types of HR leaders. You may find a great candidate that fits all the requirements and competencies. But are they the right fit for an IT Consulting Company?

Everyone thinks about technical expertise, so they have tests to identify it. But how many actually understand the challenges of IT Consultants? Traditional assessments evaluating general HR competencies (like conflict resolution or benefits administration) are necessary, but they often fail to capture the nuanced understanding required. One good attribute needed is adaptability.

Forget just looking for standard SHRM certifications. Dive deeper. IT consulting demands professionals who can easily transition from one job to another. This skill means they must have high flexibility and learning capacity.

Consider this: Does the candidate understand how to support and retain highly specialized IT consultants who jump rapidly between diverse client projects, technologies, and demanding schedules? Can they develop training programs not just on generic soft skills, but on the specific methodologies (like Agile, DevOps, or ITIL) that your consultants use?

The best HR professionals in IT consulting aren’t just administrators; they’re strategic partners who grasp the core business. They know how you engage with clients and understand the pressures of billable hours, the need for continuous upskilling in emerging tech, and the competitive pressure of always staying a few steps ahead. 

To select the right candidate, find ones that speak the language of cybersecurity, cloud solutions, or AI implementation—not just superficially, but with enough genuine insight to anticipate the human capital implications of these technologies on your employees.

Steve Fleurant, CEO, Clair Services

Assess Potential Over Experience

One bit of advice that I would give employers who want to make improvements to the hiring process for early-career human resources candidates is to make sure that you focus on assessing the potential of a candidate and not just that candidate’s experience. Obviously, the early-career candidates aren’t going to have a lot of work experience, but the nice thing about that is they often end up bringing fresh perspectives to the team, an eagerness to learn, and most importantly, adaptability. It feels like it’s incredibly important for hiring managers to make sure that they’re looking for qualities in candidates like emotional intelligence, communication skills, and a genuine interest in the field of HR. 

Using situational judgment tests or structured interviews often helps you identify those candidates who are likely to excel in the open role, even if they don’t have a lot of experience in the field. You can also give opportunities for professional development or mentoring that helps early career hires be successful in the position. I think going with this approach not only helps you find the right fit for the job but it also cultivates a strong HR team for the future.

Paul Bowley, CEO, Abbeycare Group

Verify Credentials Thoroughly

Scaling hiring for HR positions requires more than speed—it requires accuracy. One of the most significant mistakes employers make is neglecting thorough credential verification. Each HR professional impacts compliance, risk management, and workplace integrity. Bringing on someone without accurately verifying their experience, certifications, or legal status results in liability, regulatory penalties, and costly turnover.

A systematic, automated compliance verification process ensures each candidate meets industry standards before onboarding. For example, healthcare HR managers need to verify licensing and background checks for regulatory compliance. In finance, not verifying the certifications of compliance officers can lead to penalties. This risk multiplies when hiring in large numbers. Verifying automatically reduces errors, increases hiring speed, and enhances compliance. A central, real-time platform that engages employers, employees, and regulators eliminates inefficiencies of the manual process and ensures transparency. 

Another major mistake is creating generic hiring criteria. HR jobs are diverse—compliance officers, benefits managers, and recruiters all require different skill sets. Keyword-based applicant tracking systems reject top talent who might be describing the same thing but in slightly different terms in their resumes. Instead, structured interview guides and competency-based evaluations ensure the proper fit for each job. A technology-enabled approach makes this a smooth process, with organizations hiring quality professionals and minimizing risk exposure.

Hiring managers handling high-volume hiring need to incorporate compliance-driven automation within their systems. An accurate and efficient system strengthens workforce integrity, reduces risk, and maintains regulatory compliance at all hiring stages.

Bill Hall, Co-Founder & CEO, OurRecords, Inc.