How to Select the Right Candidates When Hiring for a Social Enterprise

Following on from our last blog on recruitment and staff retention, today we discuss hiring in a social enterprise, and how that isn’t just about filling a role—it’s about finding people who are invested in your mission, capable of driving impact, and adaptable to a unique work environment. The right hire can fuel your purpose. The wrong one can drain your momentum.

Here’s a step-by-step guide to selecting the right candidates in a values-driven, resource-conscious organization.

Start With Purpose, Not Just the Position

Before you even post a job, be clear on why the role exists—what social value does it help deliver?

• Craft a mission-first job description. Go beyond the responsibilities. Share your “why,” the impact your organisation creates, and how this role contributes to it.

• Highlight values and culture. Let candidates know what working in your social enterprise feels like—collaborative, agile, purpose-driven, etc.

• Define success holistically. List what success looks like not only in outputs, but also in behaviours, collaboration, and attitude.

This attracts people who care about more than just a pay check.

Look for Mission Alignment Early

Skills can be taught—passion for your mission usually can’t.

• Ask value-based interview questions. Try: “Why does our mission matter to you?” or “Tell us about a time you contributed to something bigger than yourself.”

• Screen for purpose, not just polish. Candidates with unconventional backgrounds may bring deep personal commitment and fresh perspectives.

• Be upfront about the reality. Social enterprises often operate with limited resources. Make sure candidates understand the trade-offs—and still want in.

If a candidate’s eyes light up when you talk about your mission, you’re on the right track.

Use Structured, Fair, and Inclusive Processes

Social enterprises often strive for equity—and that should extend to hiring.

• Standardise your interviews. Use the same questions and scoring criteria for all candidates to reduce bias.

• Involve diverse voices. Include different team members in the process, especially those with lived experience relevant to your work.

• Test for real-world skills. Use role-relevant tasks or scenarios to assess how candidates think, solve problems, and communicate.

Hiring based on potential, not just pedigree, often uncovers hidden gems.

Hire for Culture Add, Not Culture Fit

You want someone who aligns with your values—but also brings something new.

• Avoid echo chambers. If everyone on your team thinks the same way, you risk blind spots.

• Prioritise emotional intelligence. In mission-driven work, interpersonal skills often matter as much as technical ones.

• Embrace diverse experiences. People with backgrounds in activism, community work, or lived experience can enrich your organization in ways resumes can’t capture.

Diversity in thought and perspective strengthens your ability to create lasting impact.

Follow Up With a Thoughtful Onboarding

The hiring process doesn’t end when a contract is signed.

• Immerse new hires in your mission. Share stories, introduce them to beneficiaries, or walk through your impact model.

• Pair them with mentors. Buddy systems or informal mentorship helps new hires feel supported and connected.

• Set clear expectations and goals. Mission-aligned hires still need clarity and structure to thrive.

Invest in onboarding—it’s the bridge between good intentions and real contribution.

Final Thought

The right hire for your social enterprise isn’t just the most qualified on paper—it’s the one who will show up every day because they care. When you hire with heart and strategy, you don’t just build a team. You build a movement.