Root Canal - No problem, pt 2

Greg Wyatt • June 4, 2026

Listening to the consequences of your recruitment process is an opportunity.

I do find it interesting go through my older articles. How has my thinking changed? Has it improved? How was I so cringy?

Looking at this article in its August 2023 form, I hadn't yet focused on Candidate Resentment as an opportunity to improve how we recruit. Not because it's decent to treat people better, but because that is a happy byproduct of strategically assessing our work as it supports our goals.

Whether that's filling vacancies or finding people that meet our goals long-term and flourish doing so.

Root canal


If you recognise that speaking to the potential problems of the people you want to engage is a good idea, you may also recognise why you shouldn't create any problems that push them away.

Engagement is an ongoing process that carries through every stage of recruitment, even into employment.

Yes, bring your candidates forward, in part by showing how you solve their career problems.

But, don’t throw up unnecessary issues that undo your good work.

Listening to the consequences of your recruitment process is an opportunity.

Why did that candidate proceed? Why did another withdraw? What raised concern?

What about the potential candidates we don’t even know about? What influenced their decisions?

I’ve spoken to tens of thousands of candidates, prospects, applicants, and everything else, during my career.

Out of curiosity, I’m always interested in what influences their decisions in their pursuit of a new career.

What fascinates me is that these are the Gemba, the unknown unknowns that we can extrapolate into our own recruitment processes.

What problems do they encounter elsewhere, that discourage them from applying, that encourage them to withdraw, and why?

And how might we be guilty of the same?

While if we are guilty, how can we fix these problems, so that the objection never comes up?

Imagine that - the reader that might have walked away, who instead chooses to engage. This may seem an unknowable unknown, but one of the benefits of my job seeker work is hearing about the issues they encounter on their side of recruitment and how that may influence their decisions.

Considering these are people that are very problem aware, their appetite for bullshit is in some ways higher than the problem unaware (passive in old speak). While in others, what you may consider normal behaviour, they consider red flags.

While we can’t control the behaviour of candidates, we can learn what influences their behaviour and form a process that nudges, draws forward or mitigates when needed.

What are we accountable for that might present a problem for a candidate we want to employ?

Especially when, in normal life, moving jobs is one of the biggest stresses?

How might we unnecessarily cause scepticism or anxiety?

Auditing your own recruitment process as a mystery candidate is one opportunity.

As is surveying your staff for their experience - with the caveat they are happy to be working for you, skewing their perception. Or perhaps they're terrified of losing their jobs. Do they really want to rock the boat with criticism?

But it’s the candidates who withdraw, who hesitate, who object that can be the source of the biggest improvements.

What would you say their common complaints are?

You can look to LinkedIn for the answer, in their high-engagement posts.

  • Salary on the job description (they mean the advert)
  • ATS data duplication
  • Responsiveness and transparency
  • Tardy, bloated and unnecessary recruitment stages
  • A robotic process that forgot they are human

Which becomes your choice. Do you look within and challenge yourself with 5 Whys to see how you can improve?

Do you take away problems before they can occur?

Saving your candidates unnecessary toothache?

Or do you lay blame on the areas you can’t control?

Those are the questions.

Regards,

Greg

p.s. I’m available for interesting work - UK key hires, fractional talent acquisition and recruitment writing. Maybe we can talk.

p.p.s. A Recruitment AiDE is out now - the discipline for UK key hire recruitment

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.