10-to-2ers and current recruitment trends

Back in my day (just realised how old I sound saying that!), there was an expression called “10-to-2-ers.” These were the people lingering at the bar just before the 2 a.m. closing time in nightclubs. At that hour, there were generally two types left: let’s call them (a) the "unattractive" and (b) the "desperate." DJs would wait until the last ten minutes to spin a slow song (anyone for Simply Red?), leaving a mix of tired, hopeful, tipsy people seeking one last dance—dreaming of a movie-perfect kiss like in Dirty Dancing, but typically beginning a “mating ritual” so awkward, even David Attenborough might struggle to narrate it with dignity.

Most “10-to-2s” ended in disappointment (or maybe that was just me). Almost none turned into anything serious. The "desperate" would wake up with regret, while the "unattractive" found themselves let down, left only with fleeting thoughts of what might have been.

So why bring this up? Because right now, it’s 10-to-2 in the recruitment world. A tighter job market has led to a rise in "desperate" candidates willing to consider employers they once might have deemed "unattractive."

Before I continue, let me clarify: these terms are reductive. People are more than a quick glance at a nightclub, just as candidates and employers are more complex than first impressions. People’s desperation and concern for being employed and making ends meet are genuine and should not be minimized. Likewise, in my 20 years of recruitment, I haven’t encountered an “unattractive” employer who didn’t have a unique EVP (Employee Value Proposition) that could appeal to the right candidate.

But the current market has changed things. Candidates are more open to roles and organizations they might have dismissed just 18 months ago. At Planned Resources, we see this in our sectors—Planning, Surveying, Engineering, and Design. Candidates who spent years moving into client-side roles are now considering consulting again; others who left public service for the private sector are reconsidering their commitment to public service; and people who previously turned down certain salaries are now actively applying for roles that pay 25% less.

My prediction? As the job market stabilizes and returns to a new normal, we’ll see some “Sunday morning regret.” By mid-2025, I expect many of these candidates who have taken roles outside their career trajectory to resign and return to their preferred roles.

I don’t think it’s fair to criticize candidates for wanting employment, especially when they’re open to stepping back temporarily. If anything, I respect the humility and practicality in that approach. My only advice for when they return to their preferred roles is to “break up gently” with their temporary employer. Give fair notice, provide a good handover, leave a positive review, and speak kindly of your experience to others—after all, that employer helped you when times were tough.? Equally candidates need to accept that sometimes an employer will decide that they’re too good for the role or would get bored in the role.? Whilst this can be frustrating, and employers and recruiters can sometimes get this wrong – in my experience this is usually the right call, and a time when the employer is saying “It’s not you, its me” saves both parties from a mismatched role/expectations.

Advice for employers: consider candidate motivations before hiring. Building a strong team by hiring well is a part of good management, but stability is essential too. Here are three considerations for employers:

1.?????? Test motivations during the interview. Ask candidates about what they didn’t like in their last role. Tip: ask a double question, like “What did you like and not like about your last role?” In my experience, people tend to be more truthful with double questions than with a single one, which may feel like a trap.

2.?????? Understand your value to the candidate. Beyond a job and a paycheck, what can you offer in training, development, projects, etc., to keep them engaged?

3.?????? Consider if their potential departure is really a problem. If you suspect the candidate might leave in a few years, ask if that matters. Could having them for 2-3 years leave a positive impact or legacy? If so, discuss your expectations for their time with you openly (including how long you expect them in the role) .? Establishing a role with clear KPIs can help them leave something lasting.

Finally, my strongest memories of “10-to-2” were usually walking out alone, searching for a late-night kebab, and waking up with a raging hangover. Thankfully, like hangovers, 2024 will pass, and we can all look forward to a fresh start in 2025!