Now’s the Time to Recruit Passive Candidates: Here’s How
© 9dreamstudio / Adobe Stock
We’ve discussed recruiting passive candidates before, but right now is the prime time to focus on this group of high-quality candidates, so we want to go over it again in more detail. When candidates are in short supply it’s more helpful than ever to focus on sourcing candidates that are already employed.
Right now, it’s a candidate’s market. Businesses need employees badly and candidates pretty much have their pick of where they want to work. While this is fantastic for candidates, and can lead to increased benefits, salaries, and overall opportunities, it’s not great for businesses. Ghosting is at an all-time high, both during the interview process and even during onboarding. What’s the solution? If you can’t beat them, meet them where they’re at.
It’s time to start sourcing candidates from their current jobs. Remember: it’s a candidate’s market, and most employees are open to invitations to apply for jobs outside their current organizations. They might not be actively looking for a job, but they are passively open to learning more about what is out there that might be better than where they currently are.
With that in mind, we asked our most tenured recruiter, Tracie Simmons, for tips on how she recruits passive candidates for our clients. Here are the steps she outlined as essential to the process.
Sourcing
You need to be very clear about what role you are filling, which skills are absolutely necessary versus which can be cut, and use these details to outline your perfect candidate. “If you are vague and can’t describe the role in detail, then the candidate won’t be able to picture themselves in it,” says Tracie. Employees won’t leave their current positions for a role they can’t fully understand or visualize, so details are key.
You can find this optimal candidate by using tools like LinkedIn, CareerBuilder, or Facebook; however, dedicated recruiting companies often have tools specific to the industry that can dig deeper and get more specific information, including sourcing candidates that fit more diverse demographics. Often it is worth considering the cost/benefit analysis of expediently using outside help over spending the time and money in-house.
Sell the Position/Company
© Vitalii Vodolazskyi / Adobe Stock
It’s a tough market right now, so you absolutely must be competitive. To lure in the best candidates, you need to offer benefits and a company culture worth the risk of changing jobs.
Do your research on what a competitive salary is in your particular industry and for the particular candidate you’ve described and consider adding 10% to that number.
Desired benefits also change depending on demographic. Tracie has noted that in her experience younger candidates often look to salary and flexibility first, while an older demographic values stability, retirement benefits, and quality training programs.
You should also consider company culture as an added benefit. Does your organization prioritize continuing education and thus provide tuition assistance? Do you have an in-house barista or chef? Do you offer paid mental health days or free or reduced counseling programs? All of these are good examples of company cultures that prioritize the wellbeing, happiness, and future of their employees.
Move Quickly
If you find a candidate that is both initially qualified and interested, move fast. Do a phone screen at that time, if possible, and if not, try to schedule that first interview or phone screen for as quickly as possible.
In the interview, focus on what is truly important. This initial screen may not be the correct time to focus on behavioral or personality questions, those can wait until a later stage in the interview process. This initial screen should focus more on the candidate’s education and work experience details, the main skills of the position, and general big-picture competency questions.
Dragging the candidate through 3 first round interviews, multiple secondary interviews, and personality tests is only going to turn them off and lead them to another company that values their time. Definitely do your due diligence. Hiring for role progression and quality is the priority here, but so is a tight focus on what is essential first, followed by more detailed screening later on.
Follow Up
Ghosting is a top priority problem right now. Candidates are inundated with interviews and job offers and will not hesitate to pick one over the other, even if that means not showing up to a position they had already accepted.
Our recruiter Tracie says following up before the in-person interviews and prior to the first day is essential. One quick email or text (provided the person has given permission to be contacted in these ways) reminding them of their appointment is not invasive or annoying and can cement your company in the candidate’s mind. A quick check in to see if the candidate has any questions or concerns that might have popped up since you last spoke is also a great reason to follow up.
Passive candidates are an often-forgotten source of high-quality applicants, but you have to be the company that entices them to leave their current jobs, which can be a hard sell. This really is the best time to try attracting passive candidates to your open roles, as more employees than ever before are open to changing jobs and trying something new.
If you don’t have the time or bandwidth to source and screen these candidates, Skywalk Group has a team of dedicated professional recruiters like Tracie, who are on standby and ready to help! Contact us today for a free consultation and more information about our recruiting services.
By Jessica Palmer