Most recruiters call active sourcing vital but rely on passive hires, study finds

Recruiters overwhelmingly believe that active sourcing is critical to successful hiring but most organisations continue to rely on passive applicants, according to new research that highlights mounting pressures in talent acquisition.

Active sourcing is when recruiters proactively search for and approach potential candidates through databases, social media, networking or cold calling, rather than waiting for applications to arrive.

A report from skills assessment provider TestGorilla, Unlocking Sourcing Success: The Secret Source, found that 77 percent of HR and recruitment leaders described active sourcing as “essential” or “very important” to their strategy. But only 27 percent said they actively sourced more than half their hires, with the majority admitting that most appointments still come from passive candidates.

The study, based on a survey of 1,000 US HR and recruiting leaders over the past year, points to a widening gap between what organisations say they value and what they practise.

Barriers to effective sourcing

More than half of respondents, 58 percent, said they struggled to verify skills on CVs. Nearly half, 47 percent, reported difficulty in assessing cultural fit, while 43 percent said there was a lack of skilled candidates in the market.

Technology shortcomings also hinder sourcing efforts, with almost half of respondents, 46 percent, saying their existing tools were ineffective and outdated candidate data and poor integration across systems the most common frustrations.

Wouter Durville, chief executive and co-founder of TestGorilla, said sourcing teams were being stretched. “They’re expected to deliver quality hires in a market where AI is rapidly reshaping talent acquisition, skills are harder to verify and outdated tools can’t keep up. Our research shows that while nearly eight in 10 leaders say active sourcing is vital, most still rely on passive hires because of these barriers,” he said.

Different sectors, different struggles

The survey found wide variation across industries.

In retail, 78 percent of respondents said active sourcing was essential, but just 7 percent reported that they actively sourced more than half their hires. Retail recruiters were also the least satisfied with their technology, with only 31 percent rating their tools as effective compared with an industry average of 54 percent.

Financial services teams were less likely than average to struggle with finding qualified candidates, but they faced acute problems with verifying skills. Two-thirds, 66 percent, said checking the accuracy of CVs was their biggest hurdle, reflecting the technical and regulatory knowledge required in the sector.

In IT, 83 percent of respondents described active sourcing as essential, but only 17 percent said they used it for more than half their hires. Recruiters in the sector complained of integration gaps and stale candidate data. Despite this, 67 percent said they planned to invest in new sourcing tools over the next year. Many admitted they were unprepared for disruption from AI and data analytics, even though 54 percent expected these technologies to be the main drivers of change.

Marketing and advertising recruiters identified cultural fit as their biggest issue, with 56 percent saying it was their top concern, more than any other industry. They were also the most likely to invest in new technology, with 75 percent planning upgrades. But 40 percent of respondents in this sector anticipated disruption from economic volatility and budget cuts, compared with an average of 28 percent across all industries.

Skills, culture and credibility

The findings reflect broader concerns across the labour market. With roles becoming more specialised and hybrid working changing how teams collaborate, experts say organisations face growing pressure to ensure candidates not only have the right technical expertise but also the interpersonal qualities to succeed.

Industry bodies such as the Chartered Institute of Personnel and Development have pointed out that traditional CV screening is increasingly inadequate. Employers are turning to job simulations, structured interviews and assessment platforms to supplement hiring decisions, though adoption remains inconsistent.

The credibility of candidate information also remains an issue. Financial services and education recruiters were most likely to cite inaccurate CVs as a barrier, raising concerns about the reliability of traditional application processes.

Readiness for an AI-driven future

The study found only 37 percent of sourcing teams felt prepared for the impact of AI, automation and advanced data analytics on recruitment.

AI tools are already being used for candidate matching, outreach and screening, with advocates arguing they can save time and uncover talent that might otherwise be overlooked. Yet concerns persist about bias, data protection and the transparency of algorithmic decision-making. Regulators in the US and Europe are considering new rules to govern the use of AI in hiring, raising the stakes for organisations investing in these tools.

Durville said better sourcing depended on “smarter signals on skills and culture, tools that integrate seamlessly and clear ROI measurement so you can double down on what works and fix what doesn’t.”

Implications for HR leaders

The findings show the challenge for HR departments in balancing efficiency, cost and candidate quality. Active sourcing requires investment in technology, data management and recruiter skills, but it can expand access to talent at a time when shortages remain acute in many sectors.

The paradox identified by the report is that while most HR leaders believe active sourcing is essential, outdated systems and limited expertise mean organisations still depend heavily on passive applicants.

Analysts suggest that HR teams should review their current sourcing practices, assess the effectiveness of their technology, and prepare for the adoption of AI-driven tools. At the same time, transparency and fairness in candidate evaluation remain essential as scrutiny of recruitment practices intensifies.

With employers under pressure to secure skilled staff and adapt to technological change, sourcing strategies are likely to remain a priority through 2025. The organisations that bridge the gap between their aspirations for active sourcing and their current reliance on passive candidates will be better placed to compete for talent.