by aakresearch | 2025-09-17 04:40:12+00:00
Disclaimer: I've been navigating the job market for almost a year now, and have practically given up.

An acquaintance of mine—he was the owner's/CEO's deputy at a place I worked—now runs a team-coaching-turned-recruitment business. I saw a question from him on social media the other day, something along the lines of: "Some businesses in the industry are receiving over 5,000 applications for advertised roles. How do you effectively screen that many applications?" I didn’t respond, of course—I have neither credentials nor experience, nor any real relationship with this guy—but I formed an opinion nonetheless.

My intuition was simply: you don’t. If your candidate pool’s fitness function is normally distributed, you’d likely get approximately the same quality of candidates from a randomly selected 50 out of 5,000. The distribution will be practically the same, and the maximum will be indistinguishable from the true maximum in any practical sense. As I recently explored—prompted by some statistical curiosity—this, of course, is modulated by the mean and standard deviation of the distribution. A higher standard deviation calls for a larger subset, while a higher mean dramatically shrinks the number needed to screen.

But I also think nobody really knows their "true" fitness function, much less its distribution across the applicant pool—simply because businesses have no means or resources to actually measure or research this aspect. That doesn’t stop them from pretending they do.

I also felt the urge to respond with some snark: maybe they don’t really understand their own business, at least the placement/recruitment aspect of it. If they’re recruiting mid-echelon personnel—software devs, BAs, testers, other office roles—it makes sense to publish an ad and gather applications. But it doesn’t make sense to expect that pool to include extraordinary candidates from a fitness perspective. Sure, we’re all extraordinary in some sense, but in roles like these, businesses are simply not in a position to materially benefit from that extraordinarity. Nor are they able to detect it during hiring—and I don’t even mean that as snark; it’s just the nature of things.

In a natural distribution, the second-best candidate is not materially better than the top-best, and the third is almost like the second, and so on. Businesses that set their hiring threshold—whether explicitly calculated or intuition-based—too high will simply go out of business, because in this echelon you need to rely on mass hiring. Relatively speaking, of course, but you still need to be able to fill multiple positions with readily available candidates.

So, the question posed by my ex-coworker doesn’t make sense. But as I see it, it doesn’t make sense even for hiring in the top echelon—C-suites and so-called "rock stars." The strategy for top-echelon hiring is well established. It’s widely used in business, show business, and sports alike, where "fitness" follows a power-law distribution. It’s called "scouting" or "headhunting". You don’t throw a job ad over the fence and wait for a torrent of applications. You meticulously maintain a rolodex of potential candidates, watch their careers, court and dine them, and try to snatch them when they’re poised to make a move—or even just before it becomes obvious.

You don’t wait for them to apply to you—you apply to them. You don’t ask "Why do you want to work for our company?"—you shower them with perks and sign-on bonuses if they show even a hint of hesitation. The "agents" in this echelon work for candidates, often on retainer—not the other way around. It’s a completely different world, where you’re never in a position to screen a pool of 5,000 in hopes of finding an extraordinaire. In that world, hiring the second-best can have a humongous negative impact on company performance compared to hiring the top-best. For better or worse, that’s reality.

So I found my guy’s question quite unsettling—an indicator that yet another "recruiter" doesn’t really understand what they’re recruiting for.

I was able to fish out a useful metaphor from the LLM-generated word soup: "talent brokers vs gatekeepers." Over the last decade, recruitment agencies and internal departments have been universally rebranded as "talent acquisition." That rebranding feels disturbingly phony and hollow. Now I know why. Despite pretending to be "talent brokers"—scouting for talent—the reality hasn’t changed. They’re still the same old "gatekeepers", applying selectivity to boatloads of "talent" that come to them.

As industries and their associated keyword-spaces have grown dramatically—and AI tools have proliferated—such selectivity has become increasingly diluted. In my opinion, it’s now indistinguishable from random picks, yet still cloaked in the illusion of validity. For someone like me, swimming deep in the muck of the mid-echelon and with no ambition whatsoever to strive for oxygen-deprived heights of top echelon, it’s deeply disturbing.