Creative Sourcing, Storytelling Help Attract Hidden Talent

Sourcing talent requires right strategy and creativity

One of the most talked-about topics in business circles these days is the economy. Is the nation preparing for a downturn or – worse yet – a recession? 

Despite the uncertainty, recent data from the U.S. Bureau of Labor Statistics Job Openings and Labor Turnover Survey suggests that employers are not scrapping their hiring plans any time soon. The number of open positions across the nation unexpectedly rose to 11.2 million in July, about 200,000 more than during the previous month.

It brings us to a question asked time and again by employers: Where can I find top talent? 

Even in a tight labor market, there are qualified candidates. Companies just may not be looking in the right places for them. And when they find what could be their next great hires, employers often fail to sell the open positions in a captivating way.

Sourcing talent requires a strategy and creativity that reaches beyond posting positions online and praying for a rush of candidates to apply. A more effective approach is to unearth passive candidates who may not be looking for a career move but would entertain the right position. 

Recruitment Research is an excellent model to help guide this search. 

The process starts by learning everything possible about the client and the job. This includes understanding the company’s mission and history, points of difference, penchant for community giving and even how its workforce celebrates success. 

Once the client profile is complete, recruiters (whether internal or external) can turn their attention to the open position to glean as many insights as possible. This fact-finding exercise will crystalize what makes the position different from similar roles at other companies and the essential skills to be successful on the job. Taking an in-depth look at the position will also help uncover competitors with best-in-class talent.

That’s when the real work of unearthing candidates begins. This may require out-of-the-box thinking and searching in expected and unexpected places. Think of where the potential new employee congregates and consider their circles of influence. 

When University of Arizona Vice Provost Tom Miller launched a national search for a dean of the College of Fine Arts, he thought his internal search committee could handle the work. “I quickly discovered the need for a partner to build a robust candidate pool, screen candidates and facilitate the interview process between candidates and the search committee.”

A cold-calling strategy that targeted deans, associate deans and chairs at a short list of universities enabled the committee to share the story of the university and College of Fine Arts with candidates, who otherwise may not have known or considered the opportunity.

It sounds easy enough, but piquing a candidate’s interest can be challenging, especially among passive candidates, who are not thinking about a career change. Storytelling is a secret weapon that helps humanize companies and woo candidates in competitive fields. 

Some tips:

1. Create a detailed intake form as a roadmap for the recruitment project. Draft an overview of the company and highlight the firm’s signature projects and strategic initiatives, along with its culture and personality. Importantly, include information about what the company is seeking in a job candidate – from skillset to cultural fit. 
2. Have the hiring manager visit the department. Find out how the team does their work, what the culture is like and how they contribute to the company’s mission.  
3. Develop a laser-focused strategy. Refine the focus of the search and define the path to success. 
4. Put both detective and sales skills to work. Hidden talent stays that way unless you dig beyond the job boards. That’s why identifying candidates whose backgrounds, education and experiences dovetail with the hiring company’s needs through cold-calling, Internet tools, professional organizations, networks and other sources is essential. Make time to thoroughly vet the crème da la crème candidates and take copious notes about what matters to them. Then select the best three to five for interviews.
5. Deliver the goods. When the search is over, create a comprehensive research report with market data and customized, in-depth candidate profiles and resumes. This will serve as a good guide for recruiting other candidates and a valuable database in case the business changes and new employees need to be hired.

Quality candidates are out there. For smart recruiters, it is knowing where to find them and using storytelling as a way to capture their interest.

Kathleen Duffy is President and CEO of Duffy Group, Inc., and the author of “The Recruitment Revolution: How Recruitment Research is Reshaping the Industry.”