When organizations begin an executive search, it’s easy to assume the strongest candidates will be the ones actively applying. But according to Cathy Stewart, Senior Managing Partner at Jeff Harris & Associates, that’s often not the case. “A big misnomer many organizations have is that their company has such a fantastic reputation that all the best people will simply apply.”
In executive recruiting, candidates generally fall into two categories: active and passive. Active candidates are those searching for a new opportunity – applying for jobs, responding to advertisements, and social media outreach. Passive candidates, meanwhile, aren’t necessarily looking to make a change, but they certainly are not out there looking at job boards, nor on social media responding to LinkedIn outreach. “They’re usually highly engaged in their organizations, they’re only going to consider an opportunity if it seems like it’s truly better than where they are. It takes skill to position an opportunity for those kinds of candidates to become engaged in the search process,” Stewart says.
Most organizations recognize that although some active candidates may be qualified for the job, passive candidates are always worth comparison, according to Stewart. “The question isn’t whether they’re active or passive. The question is whether they’re the right candidate.”
The challenge is that while organizations already have access to active candidates, the passive talent pool requires a more intentional search. “[Organizations] can get to the people that are applying, but what they don’t have access to is the group of candidates that are head down, working hard, doing great, not paying attention to job boards, not engaged on social media, and not updating their resume.”
Stewart says relying on a “post and pray” approach isn’t enough. The strongest executive talent is rarely sitting on a job board waiting to be discovered. “The strongest leaders are usually busy leading those successful organizations,” she says. “Somebody’s got to go out and be your brand in the market space, identify the exact kind of person you are looking for, and actively work to speak directly with them, not just message them on LinkedIn – that rarely engages passive talent.”
Reaching Beyond the Active Talent Pool
That’s where recruiters come in, helping identify leaders who may bring skills and experience that aren’t represented in the active applicant pool. But finding those candidates is only the first step. Because they’re not looking to leave a bad situation, organizations also need to give them a compelling reason to make a move. “They’re going to move because of leadership alignment,” Stewart says. “They’re going to move because of the mission and the professional growth opportunities. It truly has to be a better fit. And it takes time, effort and finesse to help candidates make that transition.”
Finding the Right Fit for Both Sides
That also changes the hiring conversation. Rather than expecting candidates to convince the organization they’re the right fit, organizations need to demonstrate why the opportunity is worth considering.
“My job as a recruiter is to not only make sure that the candidate is the right fit for the company, but also that the company is the right fit for the candidate,” Stewart says. “If it’s not right on either end, then I’m going to tell you, and we will keep looking.” Ultimately, Stewart says successful executive recruitment isn’t about finding people who are available – it’s about finding the right leader, even if they weren’t looking in the first place.
“The goal of executive recruiting isn’t to find people who are available. It’s to find people who are exceptional. Sometimes they’re actively looking, and more often than not, they’re busy succeeding somewhere else. Any organization who is looking to make an important hire should take the time to consider the entire market, including those folks who are not out there looking for that next career move.”