Many leaders continue to be unsure of the future from a talent acquisition perspective, even as the worst of the recession may be behind us. Recruiting initiatives remain nebulous as companies often look for the “perfect candidate,” or only candidates with ideal backgrounds. Relaxing these lofty and oftentimes unattainable standards, however, can increase an organization’s likelihood of identifying new hires who possess attitude, energy and competencies at the right price — what we’ll call “diamonds in the rough.”

Only a small percentage of candidates will capture a leader’s attention as a ‘high potential’ fit. Still, the return derived from a persistent hiring manager’s efforts and instincts makes it worthwhile to find those diamonds in the rough. As savvy, thoughtful recruiting remains top of mind for managers in this business climate, the HR and talent management functions are increasingly emerging as key partners to drive future success.

Here are some tips to consider when looking for diamonds in the rough:

Supply is plentiful — be selective. Managers have to take steps to find talented people who will bring fresh perspectives and new ways of thinking, managing and selling into their unique organizational personality. For instance, they can get subordinates involved in the screening and interview process to acquire diversified perspectives.

Avoid the “same old, same old” trap. Innovation and cultural enhancement are musts to differentiate the company vs. the competition. Many recruiters and hiring managers, however, remain stuck in repetitive screening and interviewing patterns — including lack of diversity, overreliance on keywords and industry specificity, and an inability to think outside the box. They can expand hiring activities to acquire those with unique and differing thoughts to enrich the company and harness the collaborative power of multiple experiences and backgrounds.

Consider a professional “cover letter.” Open-mindedness to professionals in transition might include a new screening step: intriguing resumes, which could consist of a two- to three-paragraph essay about what the candidates have learned during their job search and how this will translate to value for their next employer. Managers can evaluate their feedback for candor, genuineness, likability and bring in the best to further evaluate. After all, if universities are able to garner so much value out of an essay, why not businesses?