even when there isn’t an active opening,” she says.
“;e passive candidate is what most organizations,
including our own, are targeting. ;at’s become our
primary focus.”
Online networks like LinkedIn, Twitter and
Google Plus have made it easier for organizations to
reach passive talent, but social media is not the be-
all and end-all for strategic talent acquisition, Ms.
Tucker cautions. Industry conferences, network-
ing events and PMI chapter meetings can all spark
brand interest for someone who might not other-
wise consider the organization or its openings. And
that’s a lesson for both human resources profession-
als and project practitioners. “Acquiring good talent
into the organization and onto the project teams is
really the job of everybody,” she says.
g
o
a
pr
e
C
diligent about following up. “I use a networking notebook organized by ;rst name, as I can never remember surnames when I need to look someone up.”
A HEAD START
Whether it’s online or in person, organizations
should “play the long game” if they want to
stay competitive, Ms. Tucker says. Cultivating a passive talent pipeline can help human
resources teams respond quickly to fill talent gaps—and reduce the drag on a project
team’s productivity.
“We’re very active about building relationships and keeping candidates engaged,
