How to recruit “passive candidates”

The talent your organisation needs might be right under your nose, in the form of “passive candidates” – workers who are open to new job opportunities, but aren’t actively looking for them.

How to recruit “passive candidates”

Beneath the surface of actively-searching job applicants lies a deep pool of talent that can help close the skill gap that exists in many organisations.
 
In the global workforce, about 79% of employees are considered “passive candidates”, who may be open to new job opportunities, but are not actively engaged in the search for one.
 
There are many benefits of recruiting from this pool of workers –passive candidates are 120% more likely to want to make an impact on an organisation, 17% less likely to need skills training and 21% less likely to crave recognition.
 
So how do you find these elusive, high-talented workers?
 
There are a variety of tools that can help the search, including:
 

  • Being aware of internet users who view your company’s LinkedIn profile, but do not apply or try to make contact with you. These individuals may be interested in some of the positions listed, and would accept a position if offered
  • Creating social media accounts to target college students and jobseekers
  • Allowing candidates to apply directly from mobile devices and smartphones, without downloading a new app. The application process should be easy and accessible enough to be completed on the run
  • Looking for Twitter users who actively and expertly engage on topics related to your company’s objectives. A Twitter dialogue with these high-potential individuals could open the door to qualified employees as new positions become available

 
Many traditional methods of recruiting can be directed toward passive candidates as well. 
 
Employers should encourage their staff to recommend their talented friends or peers to the organisation, job descriptions should emphasise impact over skills, and recruiters should engage in ongoing discussions with potential candidates while keeping detailed notes of their interests, plans, and professional objectives.
 
This article was adapted from Deep mining for talent.

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