Why Does Spam Recruiting Work?

I just got done deleting the 17th phishing email from my personal email inbox today. Comcast, Amazon, Princes from far-off lands, I’ve never been more popular and, apparently, soon to be rich!

I was asking our Cyber Security company why phishing is still such a big deal. I mean don’t we all know by now that some Nigerian Prince isn’t going to give us a million dollars, or that Amazon doesn’t send us emails asking for our credit card numbers, or passwords!? There is no way someone can be this stupid, right!?

Apparently, I’m way wrong, we are all still a lot stupid! 

The reason phishing and spam are not because they are really tricking us. It’s the sure volume of messages and cadence. While we can all spot a fake fairly easily, can you always spot a fake when it’s sent a thousand times, all different times, with all different designs and strategies. Scammers will send a million to get one click. That one click will pay off.

Therein lies the strategy of why Spam Recruiting still works. It’s not about being good, or the best, it’s about being there all the time, knowing a certain percentage of the time will be the right time! Do we like it? Well, I guess that depends on who you are. If you happen to be that one person who gets the spam recruiting message at the exact time you’re desperate for a job, then yes, you will like it!

If you are the superstar performing software engineer getting twenty spam recruiting messages a day, you hate our industry!

Spam Recruiting Works Because It Works Some of the Time

I have never met one American-based TA Leader who believes that Off-Shore Recruiting firms (you know the off-shore RPO spam emails you get constantly all day long) actually are good. For the most part, they don’t recruit, they spam. Because they pay next to nothing to their workforce, they can spam a whole bunch and still make money, even if the entire process truly sucks.

They don’t have to be good. When you’re being paid like $10 a day, all you have to do is spam a couple of thousand people a week to get one placement a month and you’re making a profit for the “man”! Any company engaging in off-shore recruiting for hiring in the U.S. is basically engaging in slave labor. But, I digress. Back to crappy recruiting.

Bad recruiting is a lot like bad sex. If you really need a job, you don’t care how you get it. Which perpetuates you just continuing to be bad.

Spam recruiting works, and will always work, because the world will always have candidates who just need a job. They don’t care that you’re awful at your job. They don’t care that you are spamming them. All they care about is getting the job. Also, if you do care. If you do hate bad spammy recruiters. It turns out you also are fine with them being awful when you’re out of a job!

Spam works because we are all vulnerable at some point. It feeds on us being weak, naive, and desperate. But, at the end of the day, it works. It doesn’t work well. But it does work. And that sucks.

Build the Perfect Recruiting Stack for a Hybrid World!

Talent acquisition has a major problem looming just over the horizon: Executives are preparing for business to accelerate in the near future and part of their plan is that talent acquisition professionals will be able to turn hiring on like a light switch. Unfortunately, the vast majority of talent acquisition departments do not have processes and technology systems in place to move this quickly.

On top of that, many of us had to reduce our recruiting budgets and teams! Now, the CEO comes down to your office and she says, “Hey! We’re getting the band back together! Get ready to hire 500 people by the end of the year!”

What are you going to do? 

Step 1: Sign up for my free webcast this week! Feb. 25th at Noon ET, 9 am on the West Coast – You get SHRM credit and a whole bunch of valuable information from yours truly!

Step 2: After the webcast – just do what I tell you! It’s super easy. Like only two steps to be super awesome at recruiting!

We will look at a bunch of strategies and technologies that organizations are using to get ready to hire in this crazy new hybrid world of work. Plus, the number one technique being used by organizations to eliminate ghosting by candidates.

Come learn how to build a light switch for your TA department and put your executive’s minds at ease for your talent attraction and hiring for 2021 and beyond.

REGISTER HERE!  (Free eBook for 5 tips for better Diversity Hiring as well!)

Thanks to Oracle Recruiting Cloud for sponsoring this SHRM Webcast!

What Does Tim Sackett Actually Do?

So, besides my beautiful wife asking this question, frequently, I get asked this question all the time! During the spring and fall conference season, I’m out and about all over the world speaking. At almost every stop I’ll have at least one person come up to me and ask,

“So, what do you actually do?” 

Ugh! It’s the single biggest failure of my life! How did I do so well to “brand” myself, but then have so many people not know what I actually do for my job?!

I probably should start each conversation like an AA meeting:

“Hi, my name is Tim Sackett, and I run a technical staffing company!” 

BTW, I think that’s actually Step 13 of AA! Staffing firm owners will agree with this!

That’s the real job. That’s the money maker. I run a recruiting shop! Like most of you, I have to go out and buy a recruiting tech stack that works. I need to decide if I spend money on Indeed, or LinkedIn, or ZipRecruiter. I need to hire and train recruiters. At the end of the day, I’m in the weeds finding talent.

Unlike most Staffing Firm executives, I can’t really hide. I’ve been blogging and speaking for ten years in our industry. When I meet with new clients who want to use my team, I try and tell them, “I think we’re better than most, but the one thing I can guarantee is I won’t lie to you, or take advantage of you! I’m too public! You could kill my brand overnight if I was one of those cheesy staffing guys selling you a load of bullshit!”

The name of my company is HRU Technical Resources. I own the company, now, but in reality, my Mom started the company in 1980. (Check out her profile pic from the 1st day! She looks like Farrah Fawcett!) She’s the original OG Recruiter! In her 70’s, she still could out recruit probably 99% of Recruiters in the world! Old school and proud of it! I like to tell people I was “born” into staffing, as my Mom started the company when I was a boy and I would sit on her bed as she made interview calls at night and watch TV with the sound off.

Want to work with me? I want to work with you! 

Here’s what we do:

  • Contract staffing – helping organizations for 40 years build that part of their company that they want to maintain as contingent to add flexibility to their workforce.
  • Sourcing Projects – we will your funnel with talent and let you do the recruiting
  • Project RPO – we bundle some critical hiring for you and do the entire thing end-to-end
  • Traditional Direct-hire staffing

But, wait! What else do you do? 

I also do a bunch of Talent Acquisition consulting with corporate clients as well, helping them build out their own recruiting tech stack and just flat out execute better when it comes to their own direct hiring and figuring out what’s the best way to get the most out of your recruiting team. It usually starts out like this, “Tim, can we talk? Our talent acquisition department is broken and we need some help!”

I’m also an influencer, advisor, and analyst in the HR Technology industry. I work with tech companies in a number of ways from brand awareness, to product marketing and development, sales strategy, etc. As a reader, you see this in the demos and reviews I do, over 100 per year, but behind the scenes, that’s actually working with these organizations in a number of ways.

So, yeah, I write a lot. I speak quite a bit. I do webcasts, etc. But that’s not the full-time gig. I wrote a post a few years ago titled “What would it take to get you to work 80 hours per week?” I don’t work 80 hours per week, but I probably work 60-ish. A lot of nights and weekends to make both my full-time and my side gig work.

The reality is, if I don’t work my full-time gig, my bills don’t get paid. That’s real life. So, let’s work together! I would love to get to know more of you and work with a bunch of you. Send me a note and let’s connect – sackett.tim@hrutech.com.

2021 Workforce Report by @iCIMS – 84% of HR Pros Believe Their Diversity Recruiting Sucks!

I love workforce data and you love workforce data, so I’m super excited to share my breakdown of iCIMS’s latest report on the 2021 Workforce. Of course, we anticipate there will be a ton around remote workers and virtual hiring, and we can also anticipate the level of focus on DEI hiring and culture initiatives are only going to increase in 2021.

Let’s breakdown the iCIMS 2021 Workforce Report

– iCIMS hiring data seems to point to a moderate economic recovery when you look at the overall job postings, hiring activity, and employer sentiment to hire more in 2021 with 91% of employers stating they will be hiring in 2021. That’s a big number!

– Recruiting tech stacks are evolving in 2021 in a big way to accommodate the ongoing trend of being able to hire virtually. 97% of organizations stating they will invest in virtual interview technology. That’s a lot of video interviewing tech buys! And, online assessment buys! Probably some video job posting buys as well.

– Gig hiring isn’t going away anytime soon, in fact, it’s growing internally. 60% of organizations are relying on contingent labor to help meet workforce needs, which tends to go in the opposite direction of the economy. Meaning, as the economy weakens, we usually see growth in contingent as organizations get nervous about the future. In strong economies, we less growth in contingent. Also, organizations are posting more and more internal gigs for their own staff as development opportunities.

84% of organizations are concerned that their current strategies and tools are not reaching diverse and inclusive pools of talent. Hmmm…should be an excellent opportunity for sourcing and recruiting technology that states they can reach DEI talent, but be careful. Most of those tools, just reach back into the same pools you have already been trying to get talent. DEI recruiting starts and ends with real recruiting and outreach, professional apprentice programs, paid internships for DEI talent, employee advocacy programs, etc. There is no magic technology that will pull DEI talent out of a hat. Most fail at DEI recruiting because they keep doing the exact same thing they’ve always done, but added a picture of a person of color to the job posting.

– Probably one of the most overlooked tech items of 2020 from a recruiting standpoint. Internal collaboration tools like Teams and Slack had massive increases in usage. Recruiting teams that can figure out how to leverage these tools best, will have a distinct advantage at leveraging their employees to help them recruit better and faster. 90% of organizations started using these tools over the past year!

– Finally, 2.7 million candidates applied to jobs via Text Messaging in 2020, and that number is increasing every single month moving forward. Anytime I present and mention utilizing text messaging in recruiting it always gets more questions than anything else! Applying via text, communicating with candidates via text, is the new norm, not innovation. If you’re not doing it as a recruiter, you should be fired.

Go download the report, it’s packed with great information and data around how organizations of all sizes are moving forward with their recruiting technology and strategies.

There is no such thing as “Too Much Talent”!

There is this common belief that one organization can have “too much” talent and having “too much” talent is most likely not going to turn out well. Okay, this is a commonly held belief amongst sports teams, specifically, basketball. (All non-sport fan HR pros check out…WAIT!)

The concept happens when you have organizations build super teams. The reason we believe it will fail is mostly ego-driven. All of these superstars won’t be able to play together because they all want to be ‘the’ star and for the team to win and play well, you must take on a role. And, that role, might not have you being the star.

The Brooklyn Nets are this year’s version in the NBA of “too much” talent, with superstar players, Kevin Durant, Kyrie Irving, and the newest addition, James Harden. All three are superstars.

Why do we feel an organization can have too much talent? 

As ‘normal’ people, we have a hard time believing that someone who is great, a superstar, would be willing to share their glory. To take a backseat or play the second chair, for the good of the ‘team’. It is our belief that most people suck, apparently. Or, truthfully, we suck, because we are just projecting our own beliefs!

I like science and some researchers wanted to take a look at this phenomenon of super teams and too much talent. What did they find?

  • Teams benefit, overall, from having more talented team members.
  • The benefit decreases over time, but…
  • More talent is never detrimental to team performance! 

While a great team might start to get less great over time, that is mostly due to a lot of non-talent factors. Could be the age of athletes, less motivated to succeed, etc. But, still, the team is more successful, with the talent, than before.

How can we use this knowledge in normal, non-sport organizations? 

First, we need to understand that all hiring managers are a bit hesitant to hire someone they feel is more talented than themselves. This is human nature, we all have this trait at some level. We want to protect the job we have, hiring someone great, no matter what we tell ourselves, we feel puts our own job at risk. This is normal, not a weakness.

The way around this is that everyone has to come together and acknowledge we all have this weakness. “Hey folks, we need to hire people better than ourselves if we want to become a super team. That said, we need to hold each other accountable to that end”

Second, we need to be able to measure “better”. What is better than you or me? How can I measure that in a candidate? That is truly an impossible task, for most professions and positions. At the very least, you must be able to look yourself in the mirror and ask the question, “Is this person better than me, or given the chance, could they become better than me and a decent time period?” “Can I help this person be better than me because they have some core skill sets I don’t have?”

Every CEO I’ve ever met wanted to hire better people for their company. Only a handful had the self-insight needed to truly hire better people. The first step to hiring better people is realizing you might not be the best! That’s hard for some executives to comprehend and admit. In fact, it’s hard for almost everyone to comprehend and admit!

You can not have too much talent on your team. You can not have too much talent on your team. You can not have too much talent on your team. You can have too many talented people who are assholes. That is something entirely different!

Hiring for a High Give-a-Damn

Josh Zywien, the CMO of Paradox, made a great hire this past week and I sent him a note telling him so. I like to do that. He knows he made a great hire, but it’s always nice to get a note confirming your belief! If you don’t know Josh, you should give me a follow, he’s one of the good guys in our industry.

Josh responded to my note with a statement I wanted to share because it’s profound:

I like to hire people who have a ‘high give-a-damn’! 

I absolutely love that and told him I was stealing it!

What does hiring for High Give-a-Damn Mean? 

It’s one of those intangibles you know when you see it. Like porn. Hard to explain, but when I see it, I know what it is. High Give-a-Damn (HGD) individuals don’t just care about their job and their company. HGD is pervasive in all aspects of their life. You’ll see it come out in other ways away from their career as well.

The High Give-a-Damn Traits:

  • High attention to detail
  • Live an orderly life
  • Most likely, well-kept house, clean, probably makes their bed every single morning.
  • Classic fashionable dress style not to stand out, but you notice them
  • They say the right things and the right times
  • They can be counted on
  • Follow-through is impeccable
  • They give a shit about stuff that matters
  • Have a habit of taking care of their physical & mental self, more than the average person.

People with HGD don’t drive around in a messy car with a coffee stain on their shirt. They might not have a lot of money, but what they have, they take care of. They do more with less because part of HGD is not to waste resources, both professionally and personally. So, you take care of your stuff. Part of your ‘stuff’ is your personal self.

I’ve written about organizations “Hiring Pretty” in the past. About the scientific research that shows organizations that tend to hire more attractive people actually have higher results. There is a bit of this in HGD. Individuals with HGD most likely get the most out of the attractiveness they have.

It doesn’t mean the person has to be naturally ‘pretty’ but think of the time when you took that one selfie, that one time when you were feeling super cute, had that one hat on, the light was right and now it’s your favorite IG photo. Yeah, that, but now what if you did that every day? That’s HGD. “Felt cute, not ever gonna delete!”

Now, at this point, you might be saying, “Tim, all of this seems superficial. There is nothing here about skill or performance, about actually being able to do the job.” Yeah, I’m not only hiring for HGD and nothing else. This is about, what if I had three people who had similar skill level, education, experience? At that point, my tiebreaker is who has the most HGD?

Who is going to bring the most HGD to the team? Because in the end, when I’m going to war with my team, I want people who give a damn. Yeah, we might be making widgets for crackheads, but I still want people who want to make the best widgets for crackheads. People who want to make sure that crackhead has the best experience with our product and service. (Right now, Josh is like, WTF, how did I get in a Tim Sackett Blog Post with Crackheads!?)

Not enough Hiring Managers are hiring for HGD. In fact, as a society we kind of gone soft on HGD. We have this belief that you can be HGD in your personal life, but not your professional life, or vice versa. The reality is true HGD is always on or never on as a personality trait. You either give a damn about your life, or you don’t. I want to be around and work with people who are HGD.

Hiring Managers! Job Seekers are only judging you on two things!

If you’re out looking for a job it usually feels like you’re being judged on every little thing you do, has done, or potentially will do in the future. Interestingly enough, a Harvard professor discovered you’re actually only judged on two things:

“People size you up in seconds, but what exactly are they evaluating?

Harvard Business School professor Amy Cuddy has been studying first impressions alongside fellow psychologists Susan Fiske and Peter Glick for more than 15 years and has discovered patterns in these interactions.

In her book, “Presence,” Cuddy says people quickly answer two questions when they first meet you:

 – Can I trust this person?

 – Can I respect this person?

Psychologists refer to these dimensions as warmth and competence respectively, and ideally, you want to be perceived as having both.

Interestingly, Cuddy says that most people, especially in a professional context, believe that competence is the more important factor. After all, they want to prove that they are smart and talented enough to handle your business.”

Trust and Respect.

I’ll add this is probably the two things you’re being judged immediately following the judging that gets done on your overall appearance, which is almost instantaneous! Let’s face it, we like to hire pretty people.

Once you open your mouth, you’re being judged on how well can I trust what this person is telling me, and can I respect their background, work ethic, where they came from, etc. Most of this is based on the person doing the judging, not you. I know, that sucks.

How do you help yourself?

1. Try and mirror the energy of the person who is interviewing you. If you come in all calm and cool, and the person who is interviewing is really upbeat and high energy, they’ll immediately question you as a fit.

2. Do research on who you’ll be interviewing with and try and get some sense of their background and story. Try and make some connections as fast as possible in the interview. This will help build trust and respect with this person. In today’s world, it’s not that hard to find out stuff about an individual. If HR sets up your interview, just politely ask who you will be interviewing with (the name).

3. Be interesting. Have a good story to tell, one that most people will find funny or interesting. Not too long. A good icebreaker to set off the interview on a great tone.

I tell people all the time. An interview isn’t a test, it’s just a conversation with some people you don’t know. We have these all the time. Sometimes you end up liking the people, sometimes you don’t. If you don’t like the people you’re interviewing with, there’s a good chance you won’t like the job!

The NCAA Transfer Portal in the New College Athlete Job Board!

If you are into college athletics, you have heard of the NCAA Transfer portal. If you are not into college athletics, basically the transfer portal is the technology used for an athlete of one school to let everyone involved know they intend to move from their current school to a new school.

There are over 500,000 student-athletes at NCAA sanctioned schools.

For the most part, we only hear about athlete transfers for the big sports of football and basketball, because that’s what the media covers, but it’s happening in all the sports.

So, what’s the big deal? 

Let me give you a quick history lesson. For centuries these NCAA schools have pretty much held all the power. Kids want to go to school to play sports, coaches at these schools recruited the athletes they wanted, and once they got that kid to sign his/her letter of intent that kid was basically stuck. Of course, they could leave, but if they did the transfer rules were so restrictive they almost always had to sit a year at the very least.

The coaches could leave for other schools, without any waiting period. Could be fired, etc. All the while the kid just had to stay and put up with whatever was thrown at them.

Recently though, the transfer rules have been relaxed allowing the vast majority of kids to transfer without having to sit out, if they are willing to give some reason that the NCAA feels are remotely close to being true and in the kid’s best interest.

“Oh, Johnny, didn’t get to play this year and he’s upset. Oh, his Mom is stressed out!? Well, we better let Johnny leave State U and go to HomeTown U so he can close to her and play football.”

So, yes, it’s become a complete cluster of movement!

What if this was your company? 

Now, I know what you’re going to say. Tim, this isn’t one company, this is thousands of schools that compete against each other, it’s just fair market dynamics at play. But, that is not quite true!

While we like to think of schools competing against each other, they’re all still staying in the NCAA! All the money is still being split up amongst the NCAA institutions. And just like a real company, some “divisions” are getting more resources than others, even though we talk about “equity” all the time!

HR gets less budget than sales because guess what, sales makes us money.

Football gets more resources than Men’s swimming because guess what?

D1 gets more resources than DIII because guess what? Turns out, some things are more important than others, or at least someone at the top made that decision.

This is more like one organization with 500,000 employees who all of sudden went out to all 500,000 employees and said if you don’t like your current job, or boss, or team members you work with, go ahead and apply for any job in the company, and we’ll let that manager determine if they want you or not!

Can you imagine the chaos?

All that said, I love it! 

The recruiter and leader in me love the transfer portal! I work hard to attract great talent and get them to sign on the line that is dotted. I then have this obligation to live up to what I sold this recruit on. If I don’t, I lose. If I do, well, that’s what the hell I was supposed to do, right?!

Too often, we are asking 17 and 18-year-old kids to make decisions on their life that isn’t reality. We wine and dine them, they show up to campus and learn that real life isn’t the recruiting trip. But then we expect them to live by this decision their adolescent mind made. This makes zero sense when you put into play that all these coaches lie and say whatever it takes to get them to sign.

Traditionalists in college athletics hate the transfer portal. They want it back to where they can control kids through a contract. I think this is the best, long term, for all involved. It is less likely you’ll have a few elite programs stash away all the great athletes. Once these athletes get to school and find out they won’t be playing any time soon, they can make a move that better fits them.

College coaches will have to be more transparent to recruits, or risk having a roster they need to rebuild each year. Kids will have to take more time to think about their long term future, or risk being seen as the kid who just jumps around when they don’t get their way.

This has all kinds of angles to corporate internal mobility! 

We love talking about internal mobility in corporate HR, but rarely can we point to organizations where it works great. Why? No, it’s not about technology. It’s about the same thing college athletes are facing. I thought I signed up for “X” and I got here and it’s “Y”, but oh, hey, great, I see “Y” over there in that department, let me move!?

Well, sorry, you can’t move, at least, not right now. First, you need to stay here for a year, and perform great, and get your boss to like you, and… “But, I just want to move over there and be great!?” Yeah, no.

It leads to the question, why don’t we allow employees to post and move jobs whenever they want? You hired them believing they would be great. They show up and almost immediately determine that the position they have isn’t right for them, but another one is. If you hired them believing they would be great, we should let them go be great, without waiting, right?

It’s messy. Like the transfer portal. Messy isn’t always wrong, it’s just messy as we work through it and figure it all out. The reality is, overall, the number is way lower than we think.

Should You Build or Buy Talent in 2021?

Two rules of thumb in acquiring talent:

  • In a good, long-term economic outlook, building talent will ultimately be better.
  • In a questionable, short-term economic outlook, buying/renting talent is the best bet.

2021 is not the time to decide to build talent, at least not in the first two quarters. Most organizations have already started renting talent and we see contingent labor as a percent of the workforce rising in Q1 and Q2 as organizations determine how the economy will come back.

We actually saw this start to increase in Q3 and Q4 of 2020.

If the economic uncertainty continues into later 2021, we’ll see these numbers continue to rise.

With so much talk about “Internal Mobility” in the HR Tech space, it seems like the opposite is being spun as the better solution. For a few organizations, who have continued to stay busy during the pandemic and believe they’ll continue after, this is probably the right strategy.

For the vast majority of companies, the focus on hiring more contingent is a better strategy over the next 12-18 months, to ensure they will have much more flexibility and the ability to move quickly to move their headcount up and down based on immediate business needs.

In Questionable Economic Times, You Need Workforce Flexibility! 

I run into a lot of mid-sized enterprise organizations (500-2500 employees) who freak out when you talk about contingent labor. “We only hire direct, Tim!”

Um, okay, so all those Fortune 1000 organizations that have anywhere from 15-30% of their workforce as contingent are doing it wrong? You know better than they do, is what I’m hearing? Or, are you feeling like hiring contingent labor is somehow a sign of weakness for you as an HR/TA Leader?

Our reality is we saw a decade of crazy growth since the Great Recession. Many organizations during that time forget. Forget the need for a fast flexible workforce that you can ramp up and ramp down very quickly. Large organizations, tend to move slower and forget less. They probably have people around who remember what bad economic times look like.

Quite frankly, I don’t care how or who you hire. 

I do know those TA leaders who move up in their careers tend to understand total workforce strategies better than those who stick to one strategy no matter what the external circumstances they are facing. Also, they are more likely to incorporate multiple strategies and test what works more.

In 2021 we see more organizations buying and renting talent in the short-term. They want to make sure, before adding a permanent headcount, that the organization can sustain itself in the long term. If it can’t, quick and easy ramp down. If it can, they already have some trained and proven workers to pick from for the long term.

You only get talent in two ways, buy or build. Both are valid strategies for corporate TA leaders, and both are used often together. What will you be doing in 2021?

Is More Efficient Recruiting Always Better?

If you’re in HR or TA and read this blog on a regular basis you know I’m all for making our recruiting process as efficient as possible! Primarily, because so many of us are woefully inefficient in using our technology and the belief that a more involved process must be a better process.

I’m a little nervous about the future and recruiting efficiency.

I think in our rush to become ever more efficient we might miss out on some great talent. At this point in the recruiting tech stack, I can actually automate every single piece. Anything you have a person do in recruiting I can automate. I can even ensure that candidates “don’t” get dispositioned if that’s how you like to play it! I mean about 50% of you don’t do that now, so it seems like that is probably the way you like it.

If recruiting was only about taking a requirement, matching that requirement to available talent, screening that talent, interviewing that talent, assessing that talent, and onboarding that talent, well then, technology can do that better and more efficiently than humans at this point. But, I think recruiting has always been about getting the best talent for your organization.

Available vs. best is where the technology starts to fall down if talent truly makes a difference in your organization. Honestly, for many, “best available” will work just fine, and it has for decades. The vast majority of organizations are hiring the best available at this point.

Technology is exceptional at hiring the best available. Technology hasn’t figured out how to hire the best talent that isn’t openly available at this point. If you don’t have that talent in your database, and that talent isn’t active on LinkedIn, or other job boards, technology has a really hard time getting your message in front of them.

The future of recruiting isn’t about efficiency. That is already here. The future of recruiting is about your organization’s ability to actually go out and discover who is the best talent for your organization. That person might not actually be in the “jobs internet”, or they were but that was five years ago so you’ll never see them as someone you want because the five years ago person isn’t your person you need today.

Efficient recruiting is great until it isn’t. If you suck at recruiting, then becoming more efficient at best practice recruiting (which recruiting technology can definitely make happen) will elevate your function for sure. But, efficient recruiting isn’t world-class recruiting. It’s just efficient.

The best talent acquisition in the future will be able to go out and discover the talent that hasn’t been discovered by everyone else. We like to believe that everyone who is anyone is on LinkedIn, or Indeed, or you name the site. But they are not, or they haven’t been active for a long time, so this is a hidden talent.

Too many TA shops are currently working too hard at becoming efficient and not hard enough at becoming experts of the talent for their industry and their marketplaces. You know I love technology. So, be great at technology, but don’t forget to be great at recruiting.