Add a talent assessment for both employees and job applicants.
Example from a software development company.
The HR Manager for a software development company hired for talent for over two years and then stopped for two years because the two owners thought they could do a better job of selecting good Technical Support Analysts (TSA) than Sonja, their HR Manager. (TSAs go to the customers' workplace and identify the programming errors and then reprogram the software.)
The owners felt too restricted by the talent selection process. After two years of doing it themselves they went to Sonja's office and told her "We are not good at this, start using the your talent method again, you are much more successful at hiring good TSAs than we are." The owners could not duplicate her success rate, not bad for just an HR Manager. Sonja took a risk when she first tried the talent selection process.
Employers over rely on interviews and qualifications. The goal should be to hire competent people, not necessarily the most competent, who will become successful employees. The best I can tell a resume never actually does any work.
Note, when Sonja first developed the TSA Performance Model the results did not make sense. After we discussed the job functions of a TSA she realized that TSAs did two different jobs; 1. The programming work and 2. Account Management. She then developed two TSA Performance Models, one for the programming work and one for the account management work. Sonja was quite surprised to see that none of the top technical TSAs were among the top account managers and none of the top account managers were among the top technical TSAs.