If Everyone Is Hiring, Why Can Nobody Get A Job?

If everyone is hiring, why can nobody get a job? Advertised vacancies and actual hiring are different things. Ghost jobs, poorly configured screening systems and unclear role requirements can leave qualified candidates overlooked while companies struggle to hire. For founders and hiring managers, the question is: could your own process be filtering out the people your business needs? 📖 Get the first three chapters of Get to the Point: The Interviewer’s Playbook FREE → https://school-of-hiring.kit.com/get-... One engineering role attracted more than 500 applications in 24 hours. Six people were interviewed. Nobody was hired. More applicants would not necessarily have solved that problem. The company needed clarity about what the person had to deliver and a process capable of finding evidence that they could. In this video, I examine four problems behind the gap between companies advertising jobs and people finding work. I explain how they affect your ability to build a capable team, and what you can change inside your business. We look at ghost job listings, applicant tracking systems (ATS), experience requirements that exclude potential, and what happens when companies stop creating opportunities for junior people. Then I walk through Define, Design, Decide: the hiring method I use to connect a role’s purpose to the evidence needed to make a hiring decision. You’ll see how this works through an engineering manager example from a European banking software business. The aim is a hiring process your managers can run consistently, with clear expectations and decisions they can explain, so every hire does not depend on the founder’s instinct or intervention. 📌 WHAT YOU’LL LEARN • Why an open vacancy does not necessarily mean a company is ready to hire. • How ghost jobs can damage candidates’ trust in genuine opportunities. • How screening criteria can overlook relevant experience when they focus on matching words. • Why years of experience are an incomplete substitute for defining what someone must achieve. • What reducing junior opportunities could mean for your future leadership pipeline. • How to build a hiring blueprint around mission, outcomes and competencies. • How to align interview questions and assessment with the work the person needs to deliver. • How mock interview clinics help managers put a structured hiring method into practice. ⏱ TIMESTAMPS 0:00 More than 500 applications. Nobody hired. 1:26 Why job openings and actual hiring can move apart 2:06 Four problems inside the hiring process 3:09 Ghost jobs and the cost of lost candidate trust 4:45 Define the role before publishing the job ad 5:32 ATS screening: when the right person gets filtered out 6:54 The decisions behind your hiring software 8:22 Why entry-level jobs ask for years of experience 9:22 Define outcomes instead of arbitrary requirements 10:09 Layoffs and competition for junior roles 11:19 AI and the junior jobs that never get created 12:59 Define, Design, Decide 13:20 Build the hiring blueprint 13:57 Design screening and interviews around the role 14:19 Decide using evidence 14:46 Engineering manager case study 16:35 Helping managers run the process independently 16:55 Results reported in the case study 17:27 Free chapters of The Interviewer’s Playbook 🎁 RESOURCES FOR YOUR NEXT HIRE Free Role Definition Framework: clarify why the role exists, what success looks like and the competencies needed to deliver it → https://geni.us/hiring-blueprint First three chapters of Get to the Point: The Interviewer’s Playbook → https://school-of-hiring.kit.com/get-... 🍿 WATCH NEXT Job Interviews Are Theatre (and your business is paying for it) →    • You are losing control of every interview ...   ⚙️ HIRING FOR LEADERS Explore the programme → https://hfl.circle.so/hiring-for-leaders 💌 NEWSLETTER Practical insights on hiring, leadership and building teams → https://newsletter.schoolofhiring.com... 💼 CONNECT WITH ME LinkedIn →   / sliwowskik   👋 WHO AM I? I’m Konstanty Sliwowski, founder of School of Hiring and author of Get to the Point: The Interviewer’s Playbook. I’m based in Berlin, studied at Oxford University and have built and exited two businesses. Over 20 years in people advisory and talent acquisition, I’ve conducted more than 12,000 interviews and made over 1,000 hires across four continents. This channel is for founders, hiring managers and People leaders who want to build capable teams they can trust to deliver. I share practical ways to define roles, assess candidates and make better people decisions, helping your business grow without every decision coming back to you. Before your next job advertisement goes live, can everyone involved agree on what the person must achieve? Tell me where that conversation gets difficult in your company. #Hiring #Leadership #GhostJobs