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Passive Talent

Now I’m obviously not an economist but I do understand the economic principle of supply and demand – and what we are experiencing at JWB is very strong demand for quality talent with a very tight supply. Assuming that this is the case for most areas of executive recruitment then the candidates that most companies are looking to recruit are likely to be currently employed. If you want the high performers (who doesn’t?) then they are definitely in gainful employment, highly valued, and probably have a reasonable level of engagement in their current role. It stands to reason that if most of the people you want to hire are employed that you must execute a proactive recruiting strategy and get VERY creative. This will include NOT sticking to corporate policy and and arranging 5 or 6 interviews and then still waiting weeks and weeks for the CEO or the board to sign this off. This means moving fast and trusting your instinct and that of your trusted recruiter/headhunter too.

Now the real work starts. Here are few things to consider when meeting with passive candidates for the first time.

• The meeting is a sales situation: Don’t be surprised if the first meeting is mostly about you selling the company, the career opportunity and ensuring you align your EVP with prospects aspirational needs. You will have time to get into the detail about the “prospects” experience and ability to do the job when you’ve turned them into a “candidate”. Remember they didn’t apply for a job – so they are not an “applicant”. So be sure whoever meets with the candidate first knows your EVP and how to sell the opportunity.
• Psychology of a passive candidate: Being “tapped on the shoulder” or “headhunted” is flattering and a bit of an ego boost. You need to answer the question that is naturally floating in the candidates mind “tell me why I would leave my current employer to join your company?” In my experience many companies struggle with this concept, they particularly struggle with the sense of entitlement that some high performing passive candidates have. Most companies are also proud of their company and feel it’s a great place to be so don’t feel the need to have to “sell” the story.
• The prospect is there for a reason: Keep in mind that there must be something in their current situation that is not ideal otherwise they wouldn’t be at the meeting. They would move if they found the right opportunity that eliminated this area of concern. It’s MY job as the recruiter to find this out. Prepare your hiring manager to explore this and align your EVP to it. Your client or company could be the solution to their problem.
• Get the hiring manager involved early: At the risk of offending my HR colleagues – the passive candidate wants to be inspired by the person they are working for and this meeting is typically about personal chemistry with the hiring manager, so let them connect. More formal assessment can come later when/if they become a “candidate”.
• It’s a conversation NOT an interview: They are a prospect NOT a “Candidate” so don’t ask behavioral based interview questions or try and interrogate them. Don’t ask questions like “Why do you want to work here?” or “Why should we hire you?” this will immediately put the candidate off.
• “Candidates” are not passive: If you’ve been successful in turning the “prospect” into a “candidate” they are not typically passive anymore. In my experience candidates then want to explore other opportunities too. So you may not be the only company they are meeting with.

In my opinion if these rules are stuck to religiously then you get what you want, talented motivated staff to help grow your business. 

Life is simple, us humans make it complicated!

 

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