If your most important leader resigned tomorrow, whose number would you call first?
01 · The ideaWhat "Always Be Interviewing" Means
Always be interviewing is a hiring strategy built on one idea: the best time to meet a great candidate is before you need one. Instead of opening a search only when a role becomes vacant, leaders meet talented people continuously, learn what they want from their careers, and keep those relationships warm over months and years.
Most companies hire reactively. A key person resigns, a new contract lands, or a growth plan gets approved, and the clock starts. That pressure is where hiring mistakes come from.
The clock starts when the seat empties.
Post a job, wait for applicants, and decide under pressure. Leaders lower the bar to fill the gap, settle for whoever is available this month, and pay for the decision for years.
You are never starting from zero.
When an opening appears, you call people you already know, whose skills you have already assessed, and who already know your company.
02 · The openingWhy Passive Candidates Say Yes to a Conversation
The strongest candidates are rarely job hunting. They are employed, performing well, and not reading job boards. But most of them are open to a cup of coffee with a respected leader at another company. They see it as a chance to expand their network, learn about the market, and have a relationship in place if their situation ever changes.
That openness is the opportunity.
03 · The case for itFour Reasons the Strategy Works
- A proactive talent pipeline. Options the day you need them, including the resignation nobody saw coming. Shorter time to hire, fewer urgent searches and emergency ads, less lost productivity, and fewer rushed decisions.
- Better hiring decisions. You assess skills, experience, and cultural fit without a deadline forcing your hand, and you see how people act when nothing is at stake.
- A more adaptable company. New business, markets, and projects show up when you least expect them. A warm pipeline lets you staff up and move while others build a team from scratch.
- No lost opportunities. Exceptional people do not stay available for long. When they move, they call the people they already trust. With the relationship, you get the first conversation. Without it, a competitor does.
02Why the decisions get better
You can meet the same person two or three times over a year and watch how their career develops. That is better information than any single interview loop produces.
04 · Keeping it warm10 Ways to Maintain Candidate Relationships Without an Open Role
Meeting people is the easy part. The value comes from staying connected in a way that feels respectful and genuine rather than transactional. The ten habits fall into four groups; the numbers follow the original list.
- 01
Be transparent about your intentions.
Tell candidates up front that you make a habit of meeting talented people because you never know what the future holds. Framed honestly, the conversation gives both of you options and a plan B if you ever need one.
- 05
Personalize every interaction.
Tailor your outreach to each person's interests and goals. Remember what they told you about their ambitions and ask about it next time.
- 09
Be flexible and patient.
Candidates have their own timelines, commitments, and competing opportunities. You rarely know what is happening in someone's personal life that shapes their career decisions, so let the relationship move at their pace.
- 02
Send regular updates.
Every few months, share your company's wins, new initiatives, industry trends, or opportunities on the horizon. It keeps them informed about your organization and lets them know they matter to you.
- 07
Stay connected on LinkedIn and professional networks.
Follow their career moves, congratulate them on promotions, and share relevant company news. Small touches add up over time.
- 10
Send thank-you notes.
After every meeting or interview, send a personal note thanking them for their time and expressing interest in having them join your company someday when the timing makes sense.
- 03
Invite them to events.
Where appropriate, include candidates in company events, training sessions, or social gatherings so they get a feel for your culture. When someone is employed elsewhere, keep the connection more discreet and let them set the comfort level.
- 04
Offer feedback and advice.
Share honest, constructive input on their skills, experience, and career path. It shows you care about their development and helps them grow, whether or not they ever work for you.
- 08
Ask for referrals.
Strong people know other strong people. Asking for referrals creates a win for everyone, feeds your referral program, and keeps your company on their radar as well.
- 06
Use an applicant tracking system.
An ATS or CRM lets you tag and categorize people by skill, level, location, and interest, so you can find and reconnect with them quickly when a role opens.
Put a reminder on your calendar to call, email, or text each person every three months.
05 · Week oneHow to Start This Week
You do not need a new system to begin. Pick the three or four roles that would hurt most if they opened tomorrow. Identify five people in your market who would be strong in each of them. Reach out to two of them this week with a simple, honest note asking for 30 minutes to connect. Log each conversation and set a reminder to follow up in 90 days. Repeat every month.
- Pick the 3 or 4 roles that would hurt most if they opened tomorrow
- Name 5 strong people in your market for each
- Send 2 of them a simple, honest note asking for 30 minutes
- Meet 2 new people from your list
- Log each conversation the same day
- Send a personal thank-you note
- Follow up with everyone you have met
- Share a company win or industry news
- Ask the strongest for a referral
Within a year, a leader who meets two people a month has 24 warm relationships with proven talent. That is a bench most competitors do not have.
06 · Years, not monthsThe Long-Term Payoff
Consistently engaging with talented people in a respectful, meaningful way builds a pipeline that serves your organization for years. It is one of the simplest parts of a strong talent acquisition strategy.
It also strengthens your employer brand. People talk.
A company known for treating candidates well, even when there is no job on the table, becomes a company people want to work for.
About the author
Shawn Desgrosellier is Founder, President and CEO of Vitality Group, an executive search firm specializing in construction and real estate, and founder of Vitality Talent Acquisition, which helps employers improve talent acquisition performance.
FAQFrequently Asked Questions
Is it fair to interview people when there is no open job?
Yes, as long as you are honest. Tell them there is no current opening and that your goal is to build a relationship. Most strong professionals appreciate the candor and value the connection.
Who in the company should be doing this?
Everyone who hires. Talent acquisition can run the process and track the pipeline, but hiring managers and senior leaders should be part of the conversations. Candidates want to meet the people they would work for.
How often should I follow up with someone in my pipeline?
About every three months is a good rhythm. Often enough to stay top of mind, not so often that it feels like pressure.
How does this differ from a traditional talent pipeline?
A traditional pipeline is often a database of past applicants. Always be interviewing is a relationship practice. The people in it have met you, know your company, and have an open line to you.