1. First, a company could articulate the archetype of qualities that would be successful there--not what they would like, but what would realistically work in that culture. If it doesn't look pretty, I would suggest some transformation work to set the right conditions for top talent to thrive. Gender (as in the case of this article) wouldn't be a quality per se, but the company might decide that the hired group as a whole should reflect diversity to leverage its benefits.
2. Once they know what they are looking for, perhaps they would go out to understand the behaviors and motivations of candidates. They could look for ways in how those aforementioned qualities are demonstrated and select the people that exemplify them best. To attract these target people to their company, perhaps they follow their activities, interests, and interactions. Then they go out and meet them there. In the process, they might discover that some of these candidates enjoy manicures, so they host an recruitment event at a nail bar.
Not as controversial sounding now, huh? It makes sense. A DOWE approach lets the target candidates define the recruitment activities, which makes the company more attractive to them. It ensures a strong job-person-company fit-match, thus ensuring greater hiring success and retention. Compare that to how some things happen today, where companies don't set the conditions for success, think hiring for job requirements is enough, recruitment activities are always the same, matches aren't that strong, and hiring success rate hovers around the 50% mark (thanks, Google). Convinced? Now design for the on boarding experience, DOWE-style!