Marc and I meet monthly to discuss career goals at Amazon, and I am grateful to have him as a mentor. Below are some highlights from our interview conversations.

What inspired you to become a talent sourcer, and what motivates you to continue in this career path?

I first got into sourcing right after college when a friend called me at random and though I might be a fit. Sorry, I do not have a cool story. My parents were not sourcers or recruiters, so it was not “I want to be just like my parents and follow their legacy”. While I didn’t know much about the field at the time, I quickly discovered that I had a real passion for sourcing in particular. What drew me to the work was the opportunity to be creative and innovative with sourcing tools and techniques. I worked in most TA functions from sourcer to recruiter and even a “client lead” capacity, but sourcing is my passion and have made a conscious and very intention decision to make a career out of that function.

Sourcing is a constantly-evolving field, with new tools and technologies emerging all the time. I enjoy the challenge of staying on top of these trends and exploring how they can be used to improve sourcing efficiency and effectiveness. There’s always something new to learn in sourcing, and I find it really exciting to experiment with different approaches and strategies.

I really enjoy that sourcing requires a combination of analytical thinking and creative problem-solving, and I love the challenge of putting these skills to work. Whether it’s identifying new sourcing channels or testing out new tools, I’m always looking for ways to improve and optimize my sourcing efforts.

Can you walk me through your approach to sourcing passive candidates? What channels do you use, and how do you prioritize them?

My approach is to meet candidates where they are. We all spend much of our free time on social media and other online platforms, so that is where I focus a lot of my efforts. The channels I use vary dramatically depending on what I’m sourcing for. For example, if someone wanted to source me into their pipeline, they could use SOCMINT or OSINT Reddit forums, dig through Twitter followers of the SOCMINT/OSINT accounts, and of course, dad joke accounts. This same approach applies to how I approach sourcing. It’s all about identifying where the target talent might spend their time.

I typically start by looking at the demographics of the target audience I’m trying to reach. For example, if I’m sourcing for a tech role, I may prioritize channels like GitHub or other locations where people build open source projects in their free time. If I’m sourcing for a creative role, I may prioritize channels like Behance or Dribbble.

However, at the end of the day, my approach to sourcing always comes back to the idea of meeting candidates where they are. I try to think about where my target audience is spending their time and then look for ways to engage with them through those channels. By doing this, I’m able to tap into the passive candidate market and identify talented individuals who may not be actively looking for new opportunities.

How do you stay up-to-date on industry trends, and what strategies have you found most effective for sourcing top talent?

Staying up-to-date on industry trends is a crucial part of being a successful sourcer. In fact, it is one thing I absolutely adore about sourcing! There is always something new to learn, and there are many very bright (much more so than myself) and talented people in the sourcing community who are always willing to share their knowledge and expertise.

One way I stay on top of industry trends is through several fantastic Facebook groups, following SOCMINT and OSINT focused Twitter accounts, and avidly reading Reddit posts in subreddits related to industry trends and open-source tools. These communities are filled with talented people who share their tips, tools, and strategies. I dedicate time each day to reading and learning something new.

At the end of the day, what I’ve found to be most effective for sourcing top talent is to always be curious and open-minded. The sourcing landscape is constantly evolving, so it’s important to stay flexible and adaptable in your approach. I’m always open-minded and ready to try new things and experiment. There is always a more innovative or efficient way to do things, and I’m constantly on the hunt for such.

How do you assess the skills and qualifications of a candidate before presenting them to a hiring manager, and what criteria do you use to determine if they are a good fit for the role?

When assessing the skills and qualifications of a candidate, I start by looking at the specific requirements of the role and the parameters of the team I’m hiring for. This helps me identify the key competencies and experience that the candidate will need to succeed in the position.

However, determining fit and candidacy is not just about matching a set of qualifications on paper. With today’s impressive tools, a candidate can create a resume which lights up our keyword highlighter tools like the sky. Thus, I believe the most important part of the process is the phone screen, where I can really get a sense of the candidate’s problem-solving ability and fit for the role.

During the call, I ask targeted questions to gauge the candidate’s experience and expertise, as well as their communication and interpersonal skills. I also try to get a sense of their personality and work style, as this can be a critical factor in determining if they are a good fit for the team culture.

Can you tell me about a time when you had to deal with a particularly challenging hiring scenario, and how you navigated the situation to find the right candidate?

One of the most challenging hiring scenarios I encountered was when I had a hiring manager who had very specific requirements for the role that were based largely on their own biases. They essentially wanted a clone of themselves, which made it difficult to find qualified candidates who met their criteria.

To navigate this situation, I started by gathering market data and presenting it to the hiring manager. I showed them what the potential pool of available candidates would look like with their given parameters, and pointed out that it was a very small pool of only four people, all of whom the manager knew and did not want.

I was able to influence the manager without authority through the data I presented, explaining that their requirements were likely to limit our ability to find a qualified candidate who would be a good fit for the role. Through this process, we were able to open up the parameters a bit and find a candidate who was a good fit for the role, but who may not have been considered under the original criteria.

This experience taught me the importance of using data to drive decision-making and influence without authority. By presenting clear and compelling data, I was able to navigate a challenging hiring scenario and find the right candidate for the role.

How do you prioritize and manage your workload, particularly when juggling multiple roles or recruiting for multiple positions?

Prioritizing and managing workload is a critical part of being a successful sourcer, particularly when juggling multiple roles or recruiting for multiple positions. I use a few different strategies to manage my workload and ensure that I’m focusing my time and energy on the highest-priority tasks.

For project work, I start by considering whether the project is critical to the success of the business. If the work would be detrimental if dropped when hiring volume picked up, it is highly prioritized. This allows me to focus my efforts on the projects that will have the biggest impact on the business, while deprioritizing work that is less essential.

When it comes to hiring/sourcing work, I prioritize roles based on their impact on unlocking the hiring of other roles. For example, if we need a specific skillset to move forward with a project, I prioritize sourcing for that role first. Additionally, I use leadership guidance based on project priorities to ensure that I’m aligned with the broader goals of the business.

So, the approach to prioritizing and managing workload is to be strategic and intentional about where I’m focusing my time and energy. By using a combination of criteria based on business impact, leadership guidance, and project priorities, I’m able to manage my workload effectively and ensure that I’m making progress on the highest-priority tasks.

What is your experience with recruitment tools and technologies, and how do you use them to enhance your sourcing efforts?

I’m always looking for ways to streamline my workflow and enhance my sourcing efforts through the use of recruitment tools and technologies. In my experience, the most important factor when considering new tools is whether they will increase my efficiency and ultimately save me time.
When evaluating a new tool, I always make sure to understand the basics and ensure that I can accomplish the same tasks without it. However, if the tool offers the potential to increase speed and efficiency, I’m like to do my best to incorporate it into my workflow. I’m also curious about how the tool works “under the hood” and enjoy learning more about the technology behind it.

However, I also try to stay level-headed and avoid chasing after shiny new tools simply for being cool. Instead, I focus on using tools that will make me more efficient and effective in my role. This approach has allowed me to stay up-to-date with the latest recruitment technologies, while also ensuring that I’m maximizing my productivity and delivering results for the business.

How do you work with hiring managers and other stakeholders to establish sourcing strategies and ensure that recruitment goals are met?

I always emphasize that recruitment is a partnership between their domain expertise and my recruiting and sourcing expertise. The process is a two-way street. Both perspectives are critical to finding and engaging with the best talent.

For establishing sourcing strategies and ensure that recruitment goals are met, I work collaboratively with hiring managers and other stakeholders, leveraging their expertise in the domain to ensure that we are identifying the best candidates for the role. I also bring my own expertise in recruiting and sourcing to the table, providing insights into best practices, trends, and strategies that can help us achieve our recruitment goals.

Another big part of building a strong partnership is by earning trust. That is done throughout the recruitment process, by staying in close communication with the hiring manager and other stakeholders. It is key to make sure I am providing regular updates on candidate pipelines and progress.

Can you describe your experience with diversity and inclusion in the hiring process, and how you work to ensure that your candidate pool is diverse and inclusive?

I believe that being intentional is key when it comes to diversity and inclusion in the hiring process. We can’t just source as we normally would and hope that candidates with diverse backgrounds fall into our funnel. Instead, we need to take a proactive, intentional approach to sourcing that is specifically designed to attract a diverse pool of candidates.

I work with the hiring manager and other stakeholders to identify specific parameters for diverse candidates, and then work to build a sourcing strategy that is designed to attract those candidates. This might mean using different channels or approaches than I would for a more traditional search, and it may involve more active outreach and engagement with targeted individuals or communities.
Discovery of the talent is just one side. Engagement is equally important. I lead with empathy when engaging with potential candidates. This means being mindful of the unique experiences and perspectives that individuals from different backgrounds may bring to the table, and being open and receptive to those perspectives throughout the recruitment process.

At the same time, it’s essential to recognize that diversity is about more than just the typical factors we might think of, like race, gender, or ethnicity. True diversity also encompasses a range of experiences, backgrounds, and ways of thinking, and it’s critical to keep that in mind as we source and assess candidates.

What do you think are the most important qualities for a talent sourcer to possess, and how do you cultivate these qualities in yourself?

In my opinion, the most important qualities for a talent sourcer to possess are curiosity, a willingness to learn and experiment, and a strong work ethic. Sourcing is a field where there is no one right way to do things, and the best sourcers are always looking for new ways to improve their craft and find the best candidates for the job. They are constantly seeking out new tools and technologies, staying up-to-date on industry trends, and experimenting with different sourcing strategies and techniques.

At the same time, sourcing can be a field where things don’t always go according to plan, and it’s important to be resilient and optimistic in the face of those challenges. The ability to weather those ups and downs, remain optimistic, and stay focused on the end goal is crucial for success as a sourcer.

To cultivate these qualities in myself, I make a point of staying curious and always looking for new ways to improve my sourcing skills. I stay active in sourcing communities, attend industry events and webinars, and experiment with new tools and technologies whenever I can. I also make a point of staying resilient and optimistic, even when things aren’t going according to plan. I remind myself that every challenge is an opportunity to learn and grow, and that by staying focused and optimistic, I can overcome any obstacle and achieve my goals.

Marc recently presented at HRTX:

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