The Hidden Jobs Market. Jobseeker Basics II

Greg Wyatt • October 16, 2025

What follows is Chapter One from my book, A Career Breakdown Kit.


It's a metaphor to show how we all buy on an individual multichannel basis, how this relates to a job search, and how it relates to recruitment of the roles you want or need.


While it's playful, it's also controversial in showing why the hidden jobs market is a misleading notion, which can be implicitly accessed through a strategy that accesses all the jobs available to you specifically.


I call this strategy 'Through-the-line', which may be familiar to you if you work in marketing. The book covers a Through-the-line strategy in detail and how you can put one together to work around your market access, skills and capability.


I'll be publishing the full book here over time or you can access it fully for free on my Substack. If you want to support my work, you can buy the 5* rated full book on Amazon. I'll put links to both in the comments section.


I hope you find it helpful.


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In most of the calls I have with job seekers they will ask me about The Hidden Jobs Market.


What is it?


Is it real?


How can I access it?


Before we get into that, we should talk about tomatoes.


As you read this next section, imagine a tomato is a job.


So, you want to procure some tomatoes. How would you?


Your local farm shop. The supermarket. Wednesday’s stalls.


Maybe you subscribe to a weekly box of veg.


Maybe you grow your own.


Maybe you trade for the tomatoes from Tim’s allotment.


Maybe you look at people funny when they ask for an intro to Tim because his tomatoes are wonderful.


You likely wouldn’t buy some from Amazon - they don’t sell fresh food. Not to me anyway.


Though you might buy tomato seeds from Amazon if you grow your own.


Maybe even cans of crushed tomato, sauce, puree, or whatever meets your needs.


As the channel you use to source tomatoes isn’t the only consideration, so too is the configuration of what you need.


While you and others all access tomatoes in different ways, some of which overlap, and some of which are mutually exclusive - none of these channels are hidden.


It’s just that you may not know how to access some channels, while others won’t be available to you.


Now I want you to read that section again. Instead of being your desired job, you are an employer whose desired tomato is a candidate of choice.


While recruitment is the inverse of a job search (more on this later), the analogy is better from the employer perspective because they are on a buyer’s journey where you are the product.


Employers want to fill their vacancies through the best means.


Some vacancies are easy to fill, others not so, and they will access the channels necessary to find the right people.


In many situations, they won’t advertise a vacancy, which might be for reasons of confidentiality or convenience.


Some say this is as much as 80%, a flawed figure which comes from a flawed survey, or perhaps it comes from a newspaper article in 1974 before computers were a thing.


In my recent small-scale research, it was indicated more than 62% of vacancies are advertised. 53% responded they advertise more than 75% of vacancies.


Many of the respondents were headhunters, whose business may be based on not running public adverts. I expect this will have skewed the results lower than the true figure.


What employers don’t do is hide vacancies systematically.


To access these vacancies, you need to understand the channels through which employers hire and invert these channels to form your strategy.


Much like how tomatoes are sold through channels which consumers buy from.


Is the hidden jobs market real?


Yes and no.


Yes, in the sense that not all jobs are advertised. Some are confidential, some for reasons as mundane as not wanting to deal with hundreds of advert applicants.


No, because it isn’t a term that has inherent meaning.


Speak to people who advocate for it, often a career coach, and they’ll tell you it’s anything from personal branding and networking to going direct and being referred in.


When vacancies aren’t advertised by employers, they often fill them through sourcing - this is a specialist skill related to finding people where they may be found: LinkedIn, CV databases, corporate databases, GitHub, Facebook, YouTube.


These are all channels you can access as part of an appropriate multichannel strategy.


Which means if you have the right multichannel strategy (I call this Through-the-Line, which we’ll cover in parts 2 and 3), you access all jobs, including those which are hidden and those which are in witness protection on another continent.


Who are the headhunters that specialise in your domain?


Who are the people who can refer you to jobs?


How can you be more discoverable on LinkedIn and CV databases?


How can you gain an understanding of the ways in which your ideal job is recruited, so you can take advantage of those channels?


Those are better questions to answer to allow an effective through-the-line, multichannel strategy involving outbound and inbound leads.


Despite me being vocal about why Hidden is a flawed notion, two people have thanked me for advice that led to their new roles claiming they’d accessed the hidden jobs market.


As I gritted my teeth in hidden rage and congratulated them on their success, they unveiled the truth.


What they actually did was map out their real life network of people they’d worked with and got in touch.


If the people you know don’t know that you are looking for a role, what reason would they have to tell you about a vacancy?


It’s simple marketing - right place (LinkedIn), right person (ex-colleague), right message (looking for work), right time (we’ve a vacancy).


Of course, that takes a bit of luck to achieve the right congruence.


Odds you increase through volume and follow up.


And when you do find those opportunities, they are easier to win because you are a known name, not another unknown CV.


There it is, the hidden tomato market.

Introduction to personal branding

By Greg Wyatt • March 30, 2026
What follows is Chapter 39 of A Career Breakdown Kit (2026) . It's 10 months old, so surely the algorithm has moved on right? Indeed, my own content performance has tanked if you compare 2026 to 2025. Around 12 million views of my content last year, while if I extrapolate my year to date performance, it looks like a little shy of 640,000 views. My LinkedIn feed is quieter, yet real life relevant conversations go from strength to strength, many of which stem from my content. Look, I don't love the term, but I am a fan of putting your message out there, across multiple means, so that your most relevant audience might become aware of you. And perhaps your relevant audience is an audience of one, a person who can put you nearer that job. Which is the only algorithm you need. This is a three part series, with part 2 on " Content strategy and philosophy " and part 3 on " A flair post ". Click on the links for the unedited versions on Substack. 39 - Introduction to personal branding Whatever you think of LinkedIn, you shouldn’t overlook its nature as a free marketing platform, where you can build a reputation through the words of your posts, comments and messages. Personal branding is a viable tactic as part of a multi-channel approach to your job search and it can bring opportunities to you. I'll start off by saying I'm not a fan of the term personal branding. It can lead to make-work which can even get in the way of what you should be doing. Writing and using content to create experiences that support a job search is a great idea and calling it personal branding - as a discrete activity - isn’t a bad thing. I expect there are many mediums through which you can build a personal brand. I'll focus on LinkedIn because of how entrenched it is in other job search activities. What a personal brand is For businesspeople the idea is that by building awareness of your personality, lifestyle and what you're promoting, you also build trust. So that when people are ready to buy, they'll buy your products. The brand might be personal. The goal is sales. When you see personal branding on LinkedIn it’s often a business that promotes their services through the account of the author. ‘Here’s my puppy, buy my stuff.’ Take note that the target audience for these advice posts is the businesspeople above. And these posts often seek to part them from their money. Your goals are similar. If there’s a commercial outcome you want, it’s likely a single job, not a throughput of leads. You’ll also see that controversial content gets huge engagement and can also repel readers. If you need a job, what’s the danger of writing overly spicy content? Could a reader make a decision against you based on your words? How much you need any job should inform the experience you want to create for your readers. How it sits in your wider job search Publishing content is about raising awareness and starting conversations with the right people. This can be your profile, written posts, newsletters, (bestselling) career breakdown kits, videos, you name it - anything you can become known for. In many ways the hierarchy of relationships your content appeals to is the same as with networking. Content can be publishing posts, commenting on the posts of others, sending direct messages. I’d argue even your applications and interviews are part of your personal brand. I think of LinkedIn posts like a plumber’s van driving around town. Most of the time you’ll disregard the van unless it cuts you up with noxious fumes. When you have a leaky pipe, you’ll surely take note of their number. It can support an application if a hiring manager decides to surreptitiously stalk your profile. And it can work against you if it suggests problem behaviour. A good balance for content is the poster in my daughters’ primary school from a few years back: THINK. Is it True? Is it Helpful? Is it Inspiring? Is it Necessary? Is it Kind? Achieve those five points and content will rarely work against your job search. Content should be consistent with your wider activity. Which means that everything people (potential employers) experience of you is a complementary and non-contradictory message. Content that contradicts your CV or cover letter may lead to red flags, whether that’s fair or not. Content should be intentional. HOW TO GO viral, and why you shouldn’t Anyone who writes content will enjoy the sweet, sweet flow of dopamine when you see reactions and comments trickle in. Such as that first flair post announcing you are available to help your next employer with examples of your achievements and what you are looking for. Do that and you’ll get loads of engagement. Why haven’t you done it yet? Tag me in and I’ll support you. Or you can do what most people do and say, ‘I’m sorry to announce I’ve lost my job, please help’ and that will get loads too. Because it is relevant and relatable to fellow job seekers, recruiters and sympathisers. Then you feel the soul-crushing defeat of a well-thought-out post, highlighting a problem in your industry, with tumbleweed to follow. Both types of content have a place. That tumbleweed post is relevant and relatable to a niche audience. I try to take a land and expand approach to content - job seeker advice, recruitment advice and stories, ponderings and satire, which I use to tackle topics from different directions. Over the past three years I’ve had between 3m to 11m views of my posts and I’ve gained a bit of business through them too. What I don’t do is try to go viral anymore. Because when I have gone viral with a few 1m impression posts, it’s taken weeks to extricate myself from them and there hasn’t been real benefit. I find my tumbleweed posts start better conversations from lurkers - those that never engage publicly. I promised you I’d show you how to go viral. Here you go. Relevance + relatability + readability + entitlement. Maybe add a selfie. If that seems too simple, search for this sentence on LinkedIn: “An employee asked me if he can WORK from HOME permanently.” You’ll need to use the double speech mark to search on the phrase, and rank by Posts. ‘Does it really work?’ asked Charles. I told him to try it as an experiment. He rarely got more than a few hundred impressions per post. 170,000 impressions, 2,000 reactions. Pretty viral for a first timer. It is the wrong path. What do these posts actually say? Who are they aimed at? And if they don’t appeal to people who can help you reach your objective, what’s the point? 

Nothing but the truth. Innovation from Iteration, pt 4

By Greg Wyatt • March 26, 2026
I was tempted to use another Tom Cruise AI image for this article, but his hands ended up looking like feet, which wasn't a true representation of him. Probably not fair to use AI in this way either, stealing copyrighted material without permission. And so I use this AI 'stock image' instead, which is probably also highly unethical, but feels more suitable and sufficient . Anyway here's an article about why the same principles are crucial for good recruitment: ‘True and Fair’ is an accountancy concept that lies at the heart of reporting, and can be applied effectively in recruitment. Its meaning is that any financial statement made about a company should accurately and completely represent its financial position and performance. The role of auditing is to confirm that documentation meets this definition. Do so and everyone knows what they are dealing with. HMRC, shareholders, customers, suppliers, employees – useful, and in many cases necessary, to have access to a true and fair view of a company’s accounts. Can something be true and not fair? In 2001, Enron went bust, a huge scandal with real-life repercussions that led to new legislation in the US. Their accounts were true, in that they conformed with the required laws and standards. However they had an incredibly complex reporting structure which made it impossible to see the overwhelming debt they had. Poof! Bye-bye a $100bn company when this all came out in the wash. How about fair but not true? This can happen if a situation is described which gives a fair picture but lacks accuracy. An example here could be the UK politician who HMRC deemed behaved fairly but made errors in his tax reporting. Only a few million quid plus penalty. What types of recruitment documentation does this apply to? Three key ones that spring to mind (although there’s no reason it can’t be applied everywhere): The job description. The job advertisement. The CV. If these three documents were always a true and fair representation of either a job or a candidate, you’d interview and hire better candidates who stick around longer. With the caveat that these documents should also be ‘suitable and sufficient’, if you remember last week's edition. Documents are the first step in a recruitment process, relating to a decision to apply and the decision to interview. Is it not the case, that the second most common complaint in recruitment is “not what we expected”? Therefore, if we nipped this complaint in the bud, with true and fair documentation, wouldn’t life be better for everyone in the recruitment process? What does true and fair mean in recruitment documentation? I think it has to cover three points. 1/ factually correct 2/ shows context suitably 3/ describes sufficiently An immediate objection might be that job descriptions are always true and fair, but I’d argue this is actually rarely the case. If you recruit for a new role, do you audit your job description against the current context? If you have a generic job family description does it show the specific day-to-day duties of a role? Have things changed in the current role that makes it different to the last time you recruited? A common scenario in recruitment is that Greg resigns, and the hiring manager says “we’d love someone just like Greg”. Yet if Greg resigned, wouldn’t someone just like Greg be at risk of resigning for the same reasons in future? Would now-Greg have applied for the same role that then-Greg applied for? Which definition of Greg is the true and fair one you’d hire? It feels strange writing my name like this. There are lots of different situations in which a job description that was true and fair a few years ago is no longer so. The only way to ensure it is true and fair, is to audit documentation prior to going live. You may think a fully representative and accurate contextual analysis is too time-consuming for most vacancies, especially where it doesn’t actually matter if there is some inaccuracy. “Oh yeah, that’s not relevant anymore”. But if you have a key hire that can make a difference in your business, ‘true and fair’ should be the starting point, each and every time. If you have a systematic process that finds truth and fairness, you’ll see the benefit of applying the same across any vacancy – for the reason that the time invested at the outset is offset by interviewing fewer unsuitable candidates and wasting less time and resources overall. And what should be the more important reason of better recruitment outcomes. For any project I take on, this is the first step – getting the documentation in order. Get it right and everything flows from there. It’s a key reason behind my nearly 100% fill rate. It’s also one of the reasons my average tenure is over 4 years for key hires. These achievements don’t come down to chance. They come from my process. If you've forgotten why suitability and sufficiency is the other pillar, here's an example that isn't suitable: Nineteen experiential bullet points might be true and fair but will also encourage ideal candidates to run away screaming. See you next time. Regards, Greg p.s. While you are here, if you like the idea of improving how you recruit, lack capacity or need better candidates, and are curious how I can help, these are my services: - commercial, operational and technical leadership recruitment (available for no more than two vacancies) - manage part or all of your recruitment on an individually designed basis for one client. This can be a large as end-to-end delivery of a programme of vacancies, or as small as writing one job advert for a key hire- recruitment strategy setting - outplacement support