Recruiting Process Support for In-House Recruitment

Direct Sourcing-Definition

Direct Sourcing PLUS

What is “Direct Sourcing”?

Proactive identification, engagement, and assessment of talent focused exclusively on non-applicants* with the objective of producing qualified, interested, and affordable candidates who become available to be processed into applicants.

* Non-applicants – Candidates who haven’t applied or likely won’t apply unless contacted and motivated to do so.
(typically passive candidates who aren’t actively looking for a new position)

“Used mainly by search firms, it helps them maintain a competitive advantage over in-house recruitment.”


Going Beyond Active Job Seekers

Odds of finding a fully-qualified candidate are low when depending on active job seekers…

  • Job seekers are a small portion of the employed population
  • Very small percentage of job seekers may, through whatever means, find and apply to a posting
  • Smaller percentage of those that apply are actually qualified for the position

Applying Direct Sourcing

By looking in “the deep end of the talent pool” the majority of candidates as well as much of the quality is often found. It is ideal for roles where applicants, job posting, and job boards aren’t enough.


Talent Acquisition Organizations know applicants only expose them to a small minority of the talent pool. If they truly desire finding and attracting the best talent, the hunt must include the largest portion of the pool, non-applicants. Waiting for the right applicant to apply can leave positions open too long and cause a cascading number of issues and problems. Whereas proactively sourcing non-applicants can greatly speed up the process and enrich the pipeline of available talent from which a hire is made.

”Research” versus “Sourcing”


Although some IHRs find a little time to perform direct sourcing, most do not. Direct sourcing is a labor intensive and time consuming activity that requires a continuous work effort. IHRs are far too busy and subject to many unplanned interruptions to expect they will be able to dedicate themselves to this function.

Sourcing should be separated from other recruiting functions and delegated to sourcing specialists.