In 2025, you need a strategy for mid-senior level hiring

When we began Meytier in 2019, we quickly realized that hiring for mid-senior levels (people managers and managers of people managers) is a problem area for organizations. Hiring needs at this level are serviced with a patchwork of internal hires, referrals, digital searches, and strategies meant for other levels of talent (like using agencies or posting jobs online). As a result, the talent market mapping and sourcing can often be less than comprehensive. To find the best talent for this level, your organization needs a separate hiring strategy. You might not realize how resource intensive this effort is and how much time it takes to hire at this level. 

Entry level hiring strategies don't work for mid to senior level talent. Leaders who have been working for 10+ years aren’t applying for jobs on LinkedIn or job boards or attending big hiring events. Their job search is typically passive and a bit more nuanced. They rely heavily on their networks and connections in order to find new opportunities, which means that the mid-senior level talent a company can tap into is heavily dependent on the mid-senior level talent that it already has.

Leaders at this level are also not senior enough to be on the radar of executive search firms. Many organizations try to fill these roles by engaging agencies, but the outcomes typically fall short. While agencies can certainly find a mid-senior level leader, it isn’t their specialty and we find that incentives between companies and agencies are simply misaligned. Agencies are looking to close a role and make a commission, which won't necessarily help you find a leader who will grow with your organization.

Candidates at this level also need to be sold the job. Because it is a more passive job search, mid-senior level candidates often aren't just looking for any job. They want to feel aligned to the company’s business goals and mission. This requires a level of connection and handholding that many companies don’t have the capacity to do. Mid-senior level candidates will rarely jump to a new organization the first time it crosses their path. Thus, it is critical for companies, especially mid-sized and lesser known brands, to continuously reengage with high value candidates.

Companies spend inordinate amounts of time and effort on hiring at this level. A requisition for a senior people-manager requires a senior recruiter who understands the business well to source, vet and interview. This requires companies to have senior members of their talent acquisition function who will be able to handle these roles when they arise. The cost to fill these roles is extraordinary, not simply because of the resources needed to hire candidates at this level, but also the business costs of keeping these roles open. Because of the potential opportunity cost of a bad hire at this level, organizations frequently agonize over hiring decisions and leave roles open while they look for the perfect candidate. Take a look at recently closed jobs in your organization, entry to associate level roles (and often, executive roles) are likely closed significantly faster than mid-senior level roles.

It makes sense that companies agonize over hiring decisions at this level. Mid-senior level talent are some of the most important employees in an organization. They build culture, they mentor the next generation, and they’re primarily responsible for delivering on critical business goals. As the business world becomes increasingly unpredictable and volatile, these leaders will be critical to your success. If your organization doesn’t have one, make 2025 the year you create a well-defined strategy for mid-senior level hiring. If you need help hiring at this level, reach out to us here.