Hard to Find Talent: Crack the Code and Solve the Challenge

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Cracking the Code: Solving the Challenge of Hard to Find Talent

Filling a job role isn’t just about finding someone to tick the boxes—it’s about finding the right person to add value, lead effectively, and help the organisation thrive. But some roles are notoriously hard to fill, often requiring niche skills, specific leadership qualities, or experience in complex environments. It is hard to find the right talent!

For HR leaders and hiring managers, leaving these roles vacant for too long can significantly impact business operations, morale, and growth. According to industry research, 70% of HR leaders rank talent scarcity as their top concern, with specialised and leadership roles presenting the biggest challenge.

This guide explores why some roles are so difficult to fill, the cost of leaving them vacant, and actionable strategies to secure exceptional talent for your team.

Common Reasons Roles For Hard to Find Talent

  1. Skill Shortages
    Industries like digital transformation, renewable energy, and defence often demand skills that are in short supply, creating intense competition for top talent.
  2. High Competition
    The best candidates often have multiple offers, requiring employers to move quickly and position themselves as the employer of choice.
  3. Poor Employer Branding
    Without a compelling employer brand, organisations may struggle to attract interest, even for otherwise desirable roles.
  4. Unclear Job Descriptions
    Overly broad or unrealistic job descriptions can confuse or discourage potential applicants.
  5. Location or Flexibility Constraints
    Strict geographical requirements or a lack of hybrid/remote working options can shrink your talent pool.

The Cost of Leaving Roles Unfilled

Unfilled positions don’t just disrupt the hiring process—they create ripple effects throughout the organisation:

  • Lost Productivity: Teams often struggle to meet goals without critical expertise or leadership.
  • Employee Burnout: Existing staff may take on additional workloads, increasing stress and reducing morale.
  • Missed Opportunities: Business growth, innovation, or transformation projects may stall, leading to financial losses.

Research suggests that every unfilled role can cost a company up to three times its annual salary. For senior or specialist positions, the impact is even greater.

Effective Strategies for Filling Hard to Find Talent

Understand the Role in Depth
Collaborate with hiring managers to define the role clearly, distinguishing between essential skills and “nice-to-haves.” This ensures the search is focused and realistic.

Understand the Business Context

Start by understanding the role’s purpose within the organisation and how it aligns with business goals:

  • Ask probing questions:
    • What problem is this role solving?
    • What outcomes does success in this role look like?
    • How does this role fit into the broader team and organisational strategy?

Example:

For a Digital Marketing Manager role:

  • Business Goal: Increase online visibility and drive website traffic.
  • Role Purpose: Manage campaigns to improve SEO, paid ads, and content performance.

Outcome: This context ensures you focus on skills like SEO expertise or analytics over more general marketing skills.

Separate “Essential” from “Nice-to-Have”

Guide hiring managers to prioritise key qualifications:

  • Focus on the must-haves: Skills, experience, and attributes critical to the role’s success.
  • Challenge assumptions: Question whether certain “nice-to-haves” are genuinely critical.

Effective Questions:

  • What would happen if a candidate didn’t have this skill or experience?
  • Can this skill be learned on the job, or is it immediately necessary?

Example:

For a Project Manager role:

  • Essential: Strong stakeholder management, budgeting experience, and proficiency in project management methodologies (e.g., Agile or Prince2).
  • Nice-to-Have: Industry-specific experience or advanced certifications like PMP (if they already have strong project experience).
Define Success Metrics

Work with the hiring manager to outline the expected impact of the role within the first 6–12 months:

  • Clarify deliverables and performance indicators.
  • Map the skills required to achieve these outcomes.

Example:

For a Sales Manager role:

  • Success Metric: Increase revenue by 15% within the first year.
  • Essential Skills: Proven track record in sales growth, leadership abilities, and CRM proficiency.
  • Nice-to-Have: Experience in a specific industry or with a particular CRM software.
Use Competency-Based Frameworks

Frame discussions around behaviours and competencies, not just technical skills:

  • Define behaviours aligned with the organisation’s culture.
  • Identify transferable skills for more flexible and inclusive hiring.

Example:

For a Customer Service Lead role:

  • Competency (Essential): Conflict resolution and people management.
  • Skill (Nice-to-Have): Familiarity with a specific ticketing system like Zendesk.
Build a Prioritised Role Profile

Turn the discussion into a clear, tiered document:

  • Tier 1: Must-Have Skills
    • Required qualifications and experience directly impacting success.
  • Tier 2: Nice-to-Have Skills
    • Secondary qualifications that enhance performance but aren’t critical.

Example Document: Software Developer Role

  • Must-Have: Proficiency in JavaScript, experience with React.js, and ability to work in Agile teams.
  • Nice-to-Have: Familiarity with DevOps tools (e.g., Docker) and knowledge of the fintech industry.
Challenge Unrealistic Expectations

Gently address concerns if a hiring manager’s expectations are overly rigid or unrealistic:

  • Provide data or benchmarks to show market realities (e.g., salary expectations or candidate availability).
  • Suggest trade-offs to balance priorities (e.g., hiring for potential vs. perfection).

Example Conversation:

  • Hiring Manager: “I want someone with 10+ years of AI experience in a startup environment.”
  • Response: “AI is a newer field, so candidates with that level of experience will be rare. Would you consider someone with strong machine learning skills and a proven ability to innovate, even if they have less experience in startups?”
Use Examples to Ground the Process

When presenting profiles, include examples of real or hypothetical candidates:

  • Show how one candidate meets “essentials” but lacks “nice-to-haves,” and vice versa.
  • Discuss trade-offs with the hiring manager to refine expectations further.
Regular Check-Ins

Keep the hiring manager involved throughout the search:

  • Review candidate profiles together and discuss how well they meet the agreed criteria. Sometimes the most obvious profiles aren’t the right fit and thats the reason why it is hard to find talent.
  • Adjust the profile as needed based on feedback or changing business needs.

Expand Your Talent Pool to Source Hard to Find Talent

Target Candidates with Transferable Skills

How to Identify Transferable Skills:
  • Break down the core competencies required for the role (e.g., problem-solving, leadership, communication).
  • Identify industries or roles where these competencies are commonly developed.
  • Use psychometric tools or behavioural interviews to assess how these skills can be applied in your organisation.

Practical Steps:

  • Broaden job descriptions: Emphasise skills over specific industry experience (e.g., “proven project delivery in fast-paced environments” rather than “10 years in FMCG”).
  • Cross-industry research: Use platforms like LinkedIn to identify candidates from parallel industries (e.g., a logistics expert in retail could transition into a tech supply chain role).

Example: For a customer service leadership role, consider candidates from industries like hospitality or airlines, where they’ve managed high-pressure customer interactions and operational challenges.

Tap into Alumni Networks

Why Alumni Networks Work:

  • Alumni are often highly engaged with their former institutions or employers and have diverse career trajectories.

Practical Steps:

  • University alumni networks: Partner with universities’ career services or alumni offices to advertise roles.
  • Former employees: Reach out to alumni from your own organisation who may have gained valuable skills elsewhere and are open to returning.

Example: For a leadership role in technology, contact alumni of top engineering schools or business schools, especially those who have progressed into leadership in diverse industries.

Leverage Professional Associations

Why Professional Associations are Valuable:

  • They provide access to specialised networks of talent with skills aligned to your needs. Hard to find talent isn’t always where you might expect it and it takes effort to uncover it.

Practical Steps:

  • Join relevant groups: Engage with professional organisations in your target sectors (e.g., Chartered Management Institute for leadership talent or CIPD for HR specialists).
  • Advertise roles: Post vacancies or reach out directly to members through association directories.
  • Attend events: Network at industry conferences or webinars where potential candidates are likely to gather.

Example: If hiring for a sustainability role, collaborate with associations like the Institute of Environmental Management and Assessment (IEMA) to source candidates with a deep understanding of sustainability practices.

Explore Global Talent Markets for Hard to Find Talent

Why Global Markets Expand Your Pool:

  • Access to diverse perspectives and a broader range of skills will make hard to find talent easier to access.
  • Potential to find talent in regions with specific expertise (e.g., technology hubs like India or Germany).

Practical Steps:

  • Use global platforms: Advertise on international job boards such as Glassdoor, Indeed, and LinkedIn.
  • Partner with global recruitment agencies: They can provide insight into talent availability and salary expectations in different regions.
  • Leverage work visa schemes: Familiarise yourself with local visa policies, such as the UK Skilled Worker visa, to enable international hiring.

Example: For an IT leadership role, consider candidates from global tech hubs like Bangalore or Silicon Valley who have experience scaling technology solutions.

Build a Referral Network

Why Referrals Work:

  • Employees and industry peers often know high-quality talent that traditional recruitment methods miss.

Practical Steps:

  • Internal referrals: Create a structured programme where employees are incentivised to refer candidates from diverse backgrounds.
  • External referrals: Reach out to trusted contacts in your industry to recommend candidates with relevant skills.

Example: For an interim finance role, ask senior leaders in your network if they know experienced professionals who’ve managed finance transformations in complex environments.

Engaging Passive Candidates is the Key to Source Hard to Find Talent

Why Passive Candidates are Valuable:
  • Many high-calibre professionals aren’t actively job hunting but may be open to the right opportunity.

Practical Steps:

  • Social media engagement: Share thought leadership content on LinkedIn to attract candidates who align with your organisation’s vision.
  • Personalised outreach: Use tools like LinkedIn Recruiter to approach candidates with tailored messages highlighting how their skills can impact your organisation. This can really help engage hard to find talent.

Example: For a digital marketing role, approach candidates on LinkedIn who are currently managing high-profile campaigns in adjacent industries.

Invest in Inclusive Hiring Practices
Why Inclusivity Broadens Your Talent Pool:
  • A more inclusive approach naturally attracts talent from non-traditional backgrounds.

Practical Steps:

  • Review job ads: Ensure they use inclusive language and don’t unintentionally deter underrepresented groups (e.g., avoid jargon or overly prescriptive requirements).
  • Blind hiring: Use tools to anonymise applications and reduce unconscious bias.
  • Community partnerships: Collaborate with organisations that promote diversity in employment (e.g., Women in Tech, Stonewall, or Black Young Professionals Network).

Example: For a leadership role, engage with organisations that support underrepresented groups to access a broader talent base.

Partner with Recruitment Specialists

Partnering with experts like re:find can make all the difference. With deep expertise in executive hiring and interim leadership, we have a track record of placing top talent in the most challenging roles.

Real-Life Success Stories

Case Study 1: Appointing a Head of Strategy for a Leading Consumer Business
When a leading consumer business needed a Head of Strategy to steer its future direction, they partnered with re:find. The role demanded exceptional strategic thinking and sector expertise, making it a particularly challenging vacancy. This really was a brief where it was was hard to find talent.

We worked closely with the client to deeply understand their business and cultural needs, using our tailored search approach to identify and engage exceptional candidates. Within weeks, we placed a high-performing leader who hit the ground running, delivering immediate value to the organisation.

Read the full case study: Appointing a Head of Strategy.

Case Study 2: Building Long-Term Success with a Leading Defence Business
Hard-to-fill roles often require long-term partnerships, and our ongoing work with a leading defence business demonstrates this. Over the years, we’ve successfully placed multiple senior leaders and transformation specialists into their team.

Through our deep understanding of their industry challenges and cultural dynamics, we’ve built a trusted relationship that ensures a seamless recruitment process for even the most specialised roles.

Read the full case study: Building Long-Term Success.

How We Can Help

At re:find, we specialise in solving complex hiring challenges. With extensive expertise in executive hiring, interim leadership, and talent management, we excel at finding the right people for hard-to-fill roles.

Why partner with re:find?

  • Proactive Search: We don’t just post job ads—we headhunt the top 5% of candidates who match your needs, even those who aren’t actively looking.
  • Deep Sector Expertise: From consumer goods to defence and digital transformation, our experience spans multiple sectors and complex industries.
  • Proven Track Record: We’ve placed senior leaders and specialists in roles that others struggled to fill, ensuring our clients can continue driving success.
  • Broader Talent Management Services: Beyond recruitment, we support organisations with transformation, restructuring, and leadership challenges, providing a full lifecycle solution.

Whether you’re looking for a strategic leader or a niche specialist, we delivers results.

Visit refind.co.uk to explore our services or book a consultation today.

Struggling to fill a critical role? Need support with hard to find talent? Don’t let it hold your business back.

Contact our Managing Director James Cumming at re:find today to discover how we can help you find exceptional talent, fast.

Visit refind.co.uk or call us on 0121 314 0350 to schedule a consultation. Let’s take the stress out of recruitment and get your team back on track.

Understanding Imposter Syndrome: what, why, and how to Overcome it

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Imposter syndrome is a term that’s been buzzing around a lot lately. But what is it? Why do we get it? And most importantly, how can we deal with it? Let’s take a closer look.

What is Imposter Syndrome?

Imposter syndrome is a feeling many of us face: that nagging doubt that we’re not really as good as we appear, or that we’ve fooled everyone into believing we’re more competent than we are. Even when we have plenty of evidence of our achievements, that tiny voice in our head says, “You don’t deserve this. They’ll find out soon.”

Why do we get Imposter Syndrome?

Imposter feelings can come from various reasons:

  1. Perfectionism: When we aim for 100% all the time, even a small flaw can feel like a massive failure.
  2. Upbringing: Some of us have grown up in environments where praise was rare or where there was a constant push to achieve more.
  3. New Challenges: Starting a new job, attending a new school, or entering a new social circle can ignite these feelings.

Who gets Imposter Syndrome?

Here’s a surprise: almost everyone! From students to CEOs, many people experience imposter syndrome at some point in their lives. It doesn’t discriminate by job, gender, age, or background.

When do we get Imposter Syndrome?

Imposter syndrome can pop up at various times:

  • After achieving a new milestone like a promotion.
  • While trying something new.
  • When receiving praise or accolades.
  • Comparing ourselves to others.

How can we deal with it?

  1. Recognise it: The first step is to acknowledge it. Understand that it’s just a feeling, not a fact.
  2. Talk about it: Sharing your feelings with a trusted friend, family member, or colleague can provide comfort.
  3. Document your achievements: Keep a list of your accomplishments. When doubt creeps in, you have evidence of your capabilities.

Top Tips to Overcome Imposter Syndrome

  1. Positive Affirmations: Reassure yourself with positive statements like, “I am capable” or “I deserve my success.”
  2. Stop Comparing: Everyone’s journey is different. Focus on your path, not someone else’s.
  3. Seek Feedback: Constructive feedback helps you understand areas of improvement and reaffirms what you’re doing right.

How can we Prepare for it?

Imposter syndrome can come and go. Preparing for it means building resilience and a positive self-image:

  1. Constant Learning: Equip yourself with knowledge and skills. The more you know, the more confident you’ll feel.
  2. Practice Self-compassion: Be kind to yourself. Everyone makes mistakes. Learn from them and move on.

Tips and Techniques for Handling Imposter Syndrome

  1. Visualisation: Imagine a scenario where you succeed. It helps in rewiring the brain.
  2. Grounding Techniques: If anxiety takes over, ground yourself by focusing on your surroundings or deep breathing.
  3. Seek Mentorship: Guidance from someone who’s been in your shoes can be invaluable.

In conclusion, imposter syndrome is something that many of us will face. But by understanding it, recognising its signs, and equipping ourselves with tools and techniques, we can navigate those feelings more efficiently. Remember, you’re not alone, and yes, you’re as competent and deserving as you appear.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

Discover the tactics that head-hunters are using to source talent (and what could be causing you to miss out when you are direct sourcing!)

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Discover new tactics that head-hunters are using to source talent: Never ever do something you can’t afford financially or emotionally.

Like giving away all your top tips on how to do your job… for FREE. People will just copy you and you’ll be out of business in no time!

So, shh – don’t tell anyone…

I am kidding, of course, fortunately/unfortunately, no one has found a silver bullet yet for recruitment and it is still a case of time = reward in many ways when it comes to Exec Search. There are some best practices to ensure you get it right.

A very quick recap for anyone that hasn’t Headhunted! Executive search is about being proactive – rather than passively waiting for people to come to you (e.g. via adverts or job boards.) These tips might help you to get it right… feedback appreciated as always.

The brief

Tactics that head-hunters are using: Work out the job brief – this is often the trickiest part and should be anything but brief. The aim is to fully understand what the hiring manager needs from the appointment, the must-haves and the areas for push back.

Culture – if you are internal you are likely to already understand the culture of the business – if you are external, I would suggest fully immersing yourself in their culture (retail is a good example where I would suggest visiting stores to get a picture of what it’s really like!)

The story – WHY is just as important as WHAT. You need to understand the bigger picture and where this role fits into things – this will become useful in our approach stage. Get this wrong and you won’t get the right people interested in the appointment.

Defining the role – a job description doesn’t give a full picture of what a job really entails, It might list tasks, but this just doesn’t cut it. Also, it won’t tell a great story.

The push back – the most important part of taking any job brief is the push back. This is a reality check on their expectations vs what is in the external market. This is why many searches fail – whoever has taken the upfront brief hasn’t said NO to unrealistic expectations. Ensure you have data, benchmarking, and a thorough understanding of the candidate landscape before any briefing meeting.

Where will we find the talent?

I will leave the basics of research to another time and focus on the more strategic side of things.

Personally, I believe that one of the biggest mistakes that can be made when hiring is wrongly assuming that the candidate with the exact experience for the role, is the right candidate for the role.

It is important to determine whether you are sourcing for experience, or whether you are taking a more holistic approach to sourcing for future talent – where it is important to place a lot of emphasis on hiring for attitude and potential.

Some top tips:

Keep an open mind on sector experience – For example, retailers have large multi-site workforces, as do restaurant businesses. Restaurant business might have chefs that work in their kitchens – so might pub groups or business services firms such as Compass group.

During your research ask the right questions – for example, if people aren’t interested: do they know anyone who might be interested? Ask who they rate in business and why? Who are the future stars? Who is the best boss they have worked for?

Sometimes you need to kiss a few frogs – in my opinion, if you are retained on an assignment you need to fill it. This sometimes means approaching more people than you might have ever thought necessary! Keep going when it gets tough.

The approach

There are a variety of options when it comes to approaching candidates – email/LinkedIn/telephone. The most important thing is you must be able to sell WHY someone should join your business and what is in it for them – I will repeat this bit as it is often forgotten. The candidate needs to know what they will get from the business, be it development, a great boss, flex working, career development or whatever, it is just as much about them as it is about you checking that they are right for your business.

People are emotional and everyone loves a good story, in fact, there are significant pieces of research that point to storytelling being one of the most sought-after skills required in business over the next five years.

In today’s business environment, where information is out there and candidates have greater choice than ever, it is vital to get this narrative correct, to ensure you build an emotional connection with candidates from the first contact during the research phase.

The follow-through

It’s important to work on building a relationship with the candidate and make them feel valued and wanted. After all, if they are in demand and have more offers on the table, they are going to be more inclined to lean towards the people that make them feel engaged.

Make sure the process isn’t too one-sided and transactional. Of course, any process needs to be robust, from my experience, I would suggest this isn’t the first time someone comes to meet you. This first meeting should be more informal, sense checking their experience but equally selling the opportunity to them.

Once they are fully committed, then you can assess away.

The offer

The offer is the most important part. You must remember that you are dealing with people. People are emotional and are all driven differently.

  • It is important to make people feel wanted! Telling someone WHY you think they would be great in this role and WHY they were the preferred candidate is a great starting point…
  • It is vitally important that you do a thorough search, to take your time to ensure that you hire the right person for the role. Once you have found that ‘right person’ it is important to move quickly, especially in talent short markets (where people might have multiple offers.)
  • Money can be an important motivator to move but isn’t the only reason people accept a role. It is worth exploring fully someone’s total compensation and what is important to them.

-For example, home working and/or 3-4 days a week is more important to some people than a large bonus for example.
-Conversely, base salary might be more important to someone who is the main breadwinner – they might not be financially able to take a cut.
-Ensure you have a full understanding of full compensation including pension contributions, healthcare, LTIPs and paid bonus arrangements. Especially if your extended package doesn’t add up – you may well have to provide a cash equivalent.

If you would like to find out more about re:find and how we can support you and your business then please get in touch.

James Cumming is our MD, Interim and Transformation Search specialist. If you’ve got a hard-to-fill role and need some help, get in touch. Connect with him on LinkedIn.