Piece of PAS - No problem, pt 1

Greg Wyatt • May 27, 2026

What follows is part 1 in a new series on problem awareness in recruitment. It's also a foundational chapter in my new book A Recruitment AiDE - out on Saturday.

The book is a discipline for attracting key hires, combining evidence, frameworks, practical steps and insight. Mainly it's who I am as a recruiter and you can see all of me in my words.

I'll share the link to the paperback when it's available.

Chapter 3 - An introduction to problem awareness

August 2023 / May 2026 (updated for the book)

As my partner and I were picking up our keys at Hertz, confident we had a good insurance policy, the counter agent presented us with a problem.

Your insurance has an excess and doesn't cover this this and this. You could pay up to £3,000 more in this this and this scenario.

'Really?'

Nervous sweat agitated our brows as we anticipated the mad tooting of the Amalfi coast roads, unaware this might even have been a problem.

Fortunately, they had a solution of paying their insurance which was more than the cost of the rental.

Nice try, mio amico. Maybe next time.

Employers could learn a great deal from this interaction, especially when considering the candidate journey.

The majority of employers and agencies approach recruitment as if a candidate's first step is to apply.

It isn't. Their first step is problem awareness.

Problem awareness isn't a new concept. The Problem Agitation Solution copywriting framework has used it for decades.

A candidate’s problem may be unemployment, an uncertain job situation, a bad boss, limited career progression or money.

These are often people who are actively looking for work and they'll see any role that solves their problem as an opportunity.

Many of these are brilliant candidates, who may contact you just because of your vacancy.

But if your adverts aren't working, who else should you be appealing to?

The problem unaware, the problem ambivalent, and those who accept a compromise.

You’ll note I haven’t mentioned the active vs passive candidate debate here. Problem awareness is a better way to look at it. One because situation does not define candidacy. Two because a passive candidate one day may suddenly become aware of the problem of impending redundancy - has their capability changed?

Many problem unaware potential candidates are caught in a combination of career inertia, Stockholm Syndrome and Region Beta Paradox.

They may well see your role as the right move for the right reason if you engage them in the right way.

But your messaging doesn't do this.

When your advertising talks about brilliant and unique opportunities, market leaders and innovation, what problems does that address?

Besides, every vacancy is these things, according to most adverts, therefore none of them are.

And if you assume a public advert is the archetype of your message, it's likely to be just as ineffective everywhere: in your DMs, phone calls, pitches, interviews, job offers.

All you need do in your messaging is address the issues and problems the most unaware of candidates have, and that message is effective for every level of problem awareness.

Put your candidate's needs first, and this informs everything you do in recruitment. In service of filling your vacancy.

It means moving from a system focused on transactions, speed and volume, to one focused on the person you need to employ.

A minor shift and one which has a fundamental impact on how you recruit, how you bring people on board, and how you retain them.

What are the problems your ideal candidate may have that your vacancy solves?

Articulate that and you'll find recruitment simpler.

I'm not saying you need to cause nervous sweat to agitate on your candidates' brows. Instead, make them think about their own situation having read or heard your words.

One way to do this is adapting the Problem Agitation Solution copywriting framework in your advertising.

Problem: insufficient insurance. Agitation: the consequence. Solution: additional insurance.

But unlike the mafiosi agents, there's no need for compulsion, simply highlighting the problems your vacancy solves.

A start-up CEO once mentioned that, in interviewing candidates, it was surprising how many were frustrated by a lack of training in their roles.

That's the candidate problem, right there.

'We invest in your future through a clear path for career development, funding the training you need' - if you can do that.

Maybe that wasn't an identified problem previously, but like any writing, once you've identified it as an attraction point, you can use it everywhere, iteratively and appropriately.

What other problems?

I think back on all those tens of thousands of conversations I've had with candidates.

'I'd love to have a bit of flexibility, even just to see my daughter's nativity play.'

We trust you to get the job done how you see fit, which means you'll always have the flexibility for the things that matter at home.

'We were hybrid, now they want us back in the office.'

'The politics here is an organ grinder.'

'I know I'm underpaid, but they don't care.'

'I've hit the ceiling of how I can progress. The FD has been here 300 years and is immortal.'

My solution to the first example above is clumsy. How would you solve these other problems?

Of course above-the-line (one to many) messaging has to be generic, to an extent. You can form an ideal candidate profile, but your ideal candidate may well be different.

So when you enter below-the-line comms (one to one), the best thing to do is to find out their situation, needs, aspirations and potential problems first. Through asking good questions, not pitching.

It's one reason I don't personalise much in my outreach. I find personalisation quite cringy, but more importantly I find it wasted space when you make the conversation solely about them.

Do that and if your opportunity meets what they need, it's far more likely to be the right move.

Problem awareness sits underneath much of the AiDE framework.

The Attention dimension depends on naming a problem a reader recognises - or one they are one honest sentence away from recognising.

The ikigai dimension depends on understanding what a particular candidate, in a particular moment of their life, is trying to solve.

The Definition and Experience dimensions serve readers at different awareness levels differently: a long-term job seeker who has been burned by opaque processes needs a different Experience section than a settled senior professional deciding whether this role is worth a phone call.

This chapter is a short introduction to the concept. I've written more fully about problem awareness across my No Problem series on LinkedIn and Substack, and in more depth about career inertia, Stockholm Syndrome and Region Beta Paradox in The Pain Mirror.

The articles are here: https://gregwyatt.substack.com/p/tldr

A standard diagnostic

By Greg Wyatt • October 22, 2026
The other day I read a LinkedIn post about the iron triangle as it relates to recruitment. That you can be fast and good, but it will be expensive. That you can be fast and cheap, and it will be bobbins. Or that you can be cheap and good, but it will take longer than the heat death of the universe. At first glance it’s always made sense, with caveats, though that sense has been ablated with the promise of AI. Something that promises to be quicker, cheaper and better than people can manage. The only thing this triangle lacks is judgement-with-responsibility, something AI-style LLMs are currently incapable of, which is why they can be such problematic technology for recruitment. Though if your priority is speed, saving money, and filling jobs, the lack of judgement in even those algorithms that promise black box bias freedom might not be a problem you’d think much about. And when the top is spinning in an elegant way this might seem a standardisation you can apply everywhere, while you get on with your day job. Sadly the only place a spinning top doesn’t stop is when you were dreaming all along. AI has made me think about why the fundamentals of recruitment are so important, using judgement before we launch our projects. Which is why I like the 5Cs of project management as a way to look at recruitment: complexity, criticality, compliance, culture, compassion. With an adaptation and an additional C to be fit for purpose. It’s a great way to consider what approach to deploy: Complexity: the number of moving parts in a role, supply and demand in the candidate market, resources required to engage and bring forward the right people Criticality: the impact a vacancy has on the organisation. The opportunity a great hire brings. The damage the wrong hire can cause. And everything in between Channels: we go where the candidates are, whether at the end a headhunt, from an advert, from sourcing across LinkedIn Recruiter/equivalent tools, CV Databases, ATS records, other platforms, internal applicants, suppliers, consultants, temps, networking, referrals or even from a little black book, which I suspect will become more relevant again when data becomes noise Compliance: not just employment law, but how technology is used to find, engage and assess candidates in a fair, equitable and inclusive way Context: the full picture of the company – its organisational and local cultures, principles and values, mission, vision, goals, challenges and trajectory. The nuts and bolts, what that means for your candidates, and trying to understand the same in them Compassion: recognition of the impact a vacancy has on the employer and its team, balanced with how everyone can be brought together. And compassion for everyone that interacts with our recruitment, in process or invisibly Yes, I swapped context for culture. Hiring for context necessarily includes culture, and goes much further. And I've added Channels, which should always be established before going to market. I like these because they’re a way to ensure that how you recruit is proportionate and appropriate. They may even highlight you shouldn’t hire at all. But what you shouldn’t do is assume one recruitment process is the same as the next, nor that the investment made in reaching desired outcomes should be. What may seem expensive to you might bring an unexpected return on investment. What seems slow at the outset might bring a starter quicker than hoped – proper planning and all that. What seems good quality might fall apart, when the promises prove inadequate. That’s why it’s so important to diagnose first, before standardising. Greg p.s. You're welcome to try my free Hiring Diagnostic & Plan . It's not based on the 6Cs, which I think require more depth than a free tool can reasonably provide. Instead, it draws on principles from other disciplines: True and Fair from accounting, and Suitable and Sufficient from health and safety. It's free and private. Give it a go, and let me know if you'd like to chat through how the 6Cs might apply to your recruitment and enhance the resul 

Introduction to the hidden jobs market

By Greg Wyatt • October 14, 2026
On Wednesday 21st, I'll be doing a LinkedIn Live on The Hidden Jobs Market, joined by Paul Woodhouse. Paul is a marketing leader who has been looking for work in our challenging market. A previous role was a Hidden Job, and has also hired people himself. We'll be looking at his experiences to give a little substance to what can be a nebulous term. I'll show the steps anyone can take to become available for unadvertised vacancies, and for advertised vacancies that are filled by other means - after all employers consider more than only applications when taking a standard approach to recruitment. As a recruiter I don't advertise around half my vacancies, which might be for reasons of confidentiality, a lack of definition in the brief, a on the QT replacement for someone about to be dismissed, or mass availability of candidates. I'll use LinkedIn Recruiter to look for potential candidates, CV databases that can be more effective for immediate hires, my network for referrals and recommendations. My previous candidate pools for other vacancies - some of whom might have once open a time been applicants. Indeed, that last point shows the absurdity of much job search advice. If you apply for a vacancy on an ATS, you might be rejected, yet still be considered for future vacancies in the same employer. A hidden job hidden by an advertised job, where tailoring your CV with AI might make you less likely to be considered. Join us on Wednesday, or if you aren't free, the recording will be available immediately. Both can be found here: https://www.linkedin.com/events/7516049669924225027?viewAsMember=true . The chapter below from A Career Breakdown Kit (2026) shows a simple metaphor for the hidden jobs market, why it's such a silly term, and a better way to think about your own job search. 3 - The hidden jobs market In most of the calls I have with job seekers they will ask me about The Hidden Jobs Market. What is it? Is it real? How can I access it? Before we get into that, we should talk about tomatoes. As you read this next section, imagine a tomato is a job. So, you want to procure some tomatoes. How would you? Your local farm shop. The supermarket. Wednesday’s stalls. Maybe you subscribe to a weekly box of veg. Maybe you grow your own. Maybe you trade for the tomatoes from Tim’s allotment. Maybe you look at people funny when they ask for an intro to Tim because his tomatoes are wonderful. You likely wouldn’t buy some from Amazon - they don’t sell fresh food. Not to me anyway. Though you might buy tomato seeds from Amazon if you grow your own. Maybe even cans of crushed tomato, sauce, puree, or whatever meets your needs. As the channel you use to source tomatoes isn’t the only consideration, so too is the configuration of what you need. While you and others all access tomatoes in different ways, some of which overlap, and some of which are mutually exclusive - none of these channels are hidden. It’s just that you may not know how to access some channels, while others won’t be available to you. Now I want you to read that section again. Instead of being your desired job, you are an employer whose desired tomato is a candidate of choice. While recruitment is the inverse of a job search (more on this later), the analogy is better from the employer perspective because they are on a buyer’s journey where you are the product. Employers want to fill their vacancies through the best means. Some vacancies are easy to fill, others not so, and they will access the channels necessary to find the right people. In many situations, they won’t advertise a vacancy, which might be for reasons of confidentiality or convenience. Some say this is as much as 80%, a flawed figure which comes from a flawed survey, or perhaps it comes from a newspaper article in 1974 before computers were a thing. In my recent small-scale research, it was indicated more than 62% of vacancies are advertised. 53% responded they advertise more than 75% of vacancies. Many of the respondents were headhunters, whose business may be based on not running public adverts. I expect this will have skewed the results lower than the true figure. What employers don’t do is hide vacancies systematically. To access these vacancies, you need to understand the channels through which employers hire and invert these channels to form your strategy. Much like how tomatoes are sold through channels which consumers buy from. Is the hidden jobs market real? Yes and no. Yes, in the sense that not all jobs are advertised. Some are confidential, some for reasons as mundane as not wanting to deal with hundreds of advert applicants. No, because it isn’t a term that has inherent meaning. Speak to people who advocate for it, often a career coach, and they’ll tell you it’s anything from personal branding and networking to going direct and being referred in. When vacancies aren’t advertised by employers, they often fill them through sourcing - this is a specialist skill related to finding people where they may be found: LinkedIn, CV databases, corporate databases, GitHub, Facebook, YouTube. These are all channels you can access as part of an appropriate multichannel strategy. Which means if you have the right multichannel strategy (I call this Through-the-Line, which we’ll cover in parts 2 and 3), you access all jobs available to you, including those which are hidden and those which are in witness protection on another continent. Who are the headhunters that specialise in your domain? Who are the people who can refer you to jobs? How can you be more discoverable on LinkedIn and CV databases? How can you gain an understanding of the ways in which your ideal job is recruited, so you can take advantage of those channels? Those are better questions to answer to allow an effective through-the-line, multichannel strategy involving outbound and inbound leads. Despite me being vocal about why Hidden is a flawed notion, two people have thanked me for advice that led to their new roles claiming they’d accessed the hidden jobs market. As I gritted my teeth in hidden rage and congratulated them on their success, they unveiled the truth. What they actually did was map out their real life network of people they’d worked with and got in touch. If the people you know don’t know that you are looking for a role, what reason would they have to tell you about a vacancy? It’s simple marketing - right place (LinkedIn), right person (ex-colleague), right message (looking for work), right time (we’ve a vacancy). Of course, that takes a bit of luck to achieve the right congruence. Odds you increase through volume and follow up. And when you do find those opportunities, they are easier to win because you are a known name, not another unknown CV. There it is, the hidden tomato market.