As America struggles with employment issues, let’s begin by remembering that this is not a new phenomenon, but COVID has highlighted it in a way that leaves us all perplexed. An interesting stat, published long before COVID decimated our workforce, foreshadowed our current plight: In June 2019,  labor reported 7.3 million job openings while 12 million Americans were listed as unemployed or underemployed.

               Harvard Business Review terms them hidden workers, folks who want to be hired, but for some reason seem unable to find their way into the workforce. Many don’t fit the profile of what an employer is looking for in an ideal candidate—are we getting too picky? Some lack credentials for work they could do, but aren’t recognized as being able to perform—are we stuck on labels? I don’t think either is the case, but it is important to go back to basics.

               Try to shun the stereotypical image of lazy people who are used to handouts. It is true that the underemployed need to be willing to work, but it is also true that often the person you need is a very specific person with a very specific knowledge basic and very specific skill sets. You may need to train the person you need and look for character traits as indicators of future performance. Is the person organized? Does the person have a history of being dependable? Is the person cheerful and willing to be helpful? These qualities will enhance your team.

               Much of the problem is the long drought in the work world. We’ve been at half strength and that was okay when things were slow, but we suddenly need to forge ahead and want someone who can jump in at the ready. We laid off workers or postponed hiring workers in a time of uncertainty and now we can’t get back to full production fast enough! In a sense, we helped created this era of hidden talent.

               Who is the perfect candidate?

• Look for veterans from the armed services. Many performed jobs similar to what you need, but never received “certification” for their work.

•  Look more closely at the old who have years of experience and a strong work ethic, but who also lack some of the vitality of past years. Modify the job to meet the elder’s abilities and watch your new employee flourish. Many worry they aren’t as sharp or as strong as they once were, so they may seem unconfident or hesitant. They don’t want to “over promise,” but they won’t let you down.

•  Look at individuals with health limitations that don’t affect the job. My mother was crippled, but she was a star employee for the Federal government, because she couldn’t walk around or loiter at the water fountain. Did she need help getting to the cafeteria and bathroom? Yes. Did she more than make up for it in job performance? Yes!!

Be cognizant of the issues a prospective hire is facing. You may be able to help. Many now have caregiving responsibilities. Their resume may look antiquated. Some require flexible hours. Think about ways to tailor your opening to the worker. I know. You feel like you’re just holding on yourself! But this prospective employee doesn’t owe you anything, nor did he/she create your situation. You are the one with the job, the money, the power to change someone’s life, so tread softly. Think outside the box. Try looking in unusual places:

1.      Some are tech-savvy enough to check out the job boards. LinkedIn and Glassdoor are good examples.

2.      Utilize social media to your advantage. Facebook and You Tube are both ways to reach those you’d never see in person.

3.      Highlight your employment needs in newsletters and emails. Search for someone who knows someone who knows someone. Customers and clients often know someone who can fit into your culture and thrive in your situation.

4.      Offer bonuses for employee referrals. Someone in your team has a friend.

5.      Go through your old resumes and look for someone who slipped through the cracks.

6.      Consider job sharing and train two people instead of one. One may work out and the other may not.

Make a few concessions. You may find that as you do, you receive back much more than you were willing to give in the first place. This isn’t the time to look for the perfect candidate. It’s the time to find someone who can become the perfect candidate.