The current landscape of recruitment is characterized by a fundamental disconnect between how companies hire and how high-performing talent makes career decisions.
Most hiring processes miss out high performers because they promote misaligned EVPs and “person descriptions” - lists of requirements - instead of true job adverts: clear statements of value.
They lead with “what we want” instead of “why this is worth your move.”
As a result, they attract mainly the 30% of the market who are “active” - people who need to change jobs.
The other 70% - often high-performing, always selective, and under no pressure to move - simply ignore them.
To access that part of the talent pool, organisations must shift to a talent-centric model.
This involves utilizing Opportunity Narratives and Buyer Personas while focusing on the SSIRR framework: Scope, Scale, Impact, Recognition, and Reward.
The core premise is a simple as it obvious:
The best jobs attract the best candidates.