A Unique Approach to High-Performing Talent Acquisition

After nearly 30 years in executive search and talent acquisition leadership, one pattern remains constant – underperformance is rarely due to a lack of skills or experience. Instead, it almost always stems from other factors. In 2012, we set out to understand why – and to find a solution.

Most job descriptions are written from the employer’s perspective, designed to meet hiring needs rather than attract high performers. As a result, they only appeal to those feeling stuck or fearing career stagnation. We call them Push Candidates – professionals being pushed out of their roles and making reactive, tactical career moves. At best, these decisions lead to mediocre performance and stagnation.

For leadership and critical hires, that’s simply unacceptable.

Getting a new job is supposed to be exciting, to represent progress – a step toward a brighter future. But for high-performers looking for that next step, there’s nothing out there for them – just generic job specs full of lists of duties and responsibilities that they’re already familiar with.

We needed a way to engage those who are already successful but open to change for the right growth opportunity. These Pull Candidates consistently outperform – not because they’re inherently better, but because their ambition, momentum, and long-term trajectory always align with the roles they choose.

That’s when we discovered Jobs-to-be-Done Theory – a perfect fit for our approach and a powerful heuristic for attracting high performers while avoiding mis-hires. Jobs-to-be Done Theory states that people don’t buy, they ‘hire’ products, services, and experiences to fulfil specific needs and make meaningful progress in their lives – to “get the job done” and move forward.

Therefore to solve our clients’ Job-to-be-Done, and ensure high performance, we first need to solve the Job-to-be-Done of our target candidates.

Recruitment is Marketing – So we use Marketing Principles

To cut through the noise and engage the right talent – not just available talent – we use two key tools:

1. Buyer Persona – To gain a deeper understanding of our ideal customer.
2. Opportunity Narrative – To position the role as a compelling next step.

> Buyer Persona: Identifying the Right Candidate

We start with a simple yet crucial question: Who would be the ideal candidate for this role?

By applying marketing principles, we eliminate guesswork, building detailed candidate profiles based on key parameters. We focus on those for whom the role represents a true step forward, considering their current career stage and long-term goals – essentially how would we solve their Job-to-be-Done. 

> Opportunity Narrative: Creating Three-Dimensional Role Stories

The biggest problem – and a major turnoff for high performers – is the industry’s reliance on one-dimensional, static job descriptions to define dynamic roles. These descriptions focus only on the now, failing to capture the true scope of the opportunity.

We take a different approach, creating three-dimensional role narratives that reflect the past, present, and future of the role. By incorporating scope, scale, and impact, we align with what truly drives high performers – their Job-to-be-Done. With this insight, we then craft an Opportunity Narrative that resonates with high performers.

> Assured Delivery Model: Minimising Risk, Maximising Performance

Rooted in Jobs-to-be-Done Theory and embedded within our Assured Delivery Model, this approach ensures high performance, minimises mis-hires, and fosters confidence and clarity for everyone involved.