Every week, our recruiting team has roughly 500 conversations with GTM talent across various industries, companies, and locations. Only 1 candidate out of every 87 candidate conversations we have gets placed in a role. 

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We’ve kept notes on months(err years) of these conversations, and combed through the recent feedback to find the most common reasons talent does or doesn’t want to make a move. 

The main theme? Knowing a candidate’s “why” is essential to winning them to your role.

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Here's what top talent is saying

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"I'm not leaving for the same role." - A-Players don’t make lateral moves

We’ve heard it dozens of ways - the comp is the same, the role is the same, there’s no growth track, or there’s not enough flexibility. Whichever way the cookie crumbles, top talent won’t make a lateral move. If you’re selling them on a role, it’s going to have to be a step up in one way or another. And more money isn’t actually always the most important thing to someone who’s looking to take their next step.

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"I hit quota. Again. And nothing changed."

This frustration was loud and clear amongst our team’s conversations. Top reps are performing, hitting quota quarter after quarter, and still can't see a growth trajectory in their current role. 

For example: a BDR was generating a 5th of his company's entire pipeline with no route to an AE role, because the AEs above him weren’t going anywhere. Or a rep who's been promoted in title but never in pay or scope. Doing the job well and still standing in the same spot a year later is a frustration that top talent won’t put up with for long. 

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"Leadership doesn't have a direction."

One SaaS AE told us flatly: leadership had no clear direction. He wasn't unhappy with his paycheck or growth plan. He was taking calls because he was unhappy not knowing what he was actually working toward.

Top performers want to know what they're building and why it matters. And that clarity has to come from the top. When leadership can't answer where the company is headed, it's hard for a rep to stay motivated by a mission nobody's actually articulating. When people stop believing in the people steering the ship, they are more willing to make a move…whether they’re unhappy with their comp/growth or not.

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What this means if you’re hiring

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If you're building outreach or an offer for a GTM seat, a few things follow directly from this:

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Stop leading with comp if you're not paying top-of-industry price. A modest bump won't move someone who's already comfortable. Unless you’re paying top-of-industry standard for that role, lead with their “why.”

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Sell the path, not just the seat. If your AE seats are held by long-tenured reps who aren't leaving anytime soon, say so. And say what the alternative growth track looks like. Candidates would rather hear the truth with a real plan around it than a vague promise of "room to grow."

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Ask about their vision, not just their current challenge. "What would need to be true for this to be a clear yes" gets you further than "why are you looking." Great candidates aren't always unhappy, but figuring out what would sweeten the deal can get you further than you think.

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Address the issues upfront. If there are gaps in your company that you are aware of, don’t try to sweep them under the rug. Top talent will figure them out in the interview process. Address them head-on, and invite top talent to be a part of the solution rather than ignoring them.

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Your internal mobility is a recruiting tool, whether you're using it or not. If your best reps can see a real path from BDR to AE to team lead, that's something worth selling in this opportunity. The absence of internal mobility is pushing top talent to leave their current roles, capitalize on that if your company has it.

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Most of what we hear isn't candidates looking for a reason to leave because they’re in pretty good spots. But top talent is always looking for more growth in one way or another. Selling them on that is essential to winning the role.