Posted – 2026/08/25

Why Companies Struggle to Fill Vacancies – And How to Fix It

Hiring has changed.
Companies are no longer simply posting a vacancy, waiting for applications and selecting the best CV. In many industries, particularly engineering and manufacturing, finding the right person can be far more challenging.
As a recruiter working closely with South African companies, I have seen vacancies remain open for weeks and sometimes months. In many cases, the issue isn’t that there are no candidates. The challenge is finding candidates with the right skills, attracting them to the opportunity and moving quickly enough to secure them.
So, why are companies struggling to fill vacancies?

The job specification doesn't always reflect the real requirement

One of the biggest challenges I see is a disconnect between what is written on a job specification and what the hiring manager actually needs.
A company may advertise for a Mechanical Draughtsman, for example, but during discussions it becomes clear that they actually need someone with specific experience in sheet metal design, SolidWorks, manufacturing drawings and exposure to a particular production environment.

Those details matter.

The more specialised the role, the smaller the available candidate pool becomes. If a specification includes ten different requirements when only five are genuinely essential, suitable candidates can be eliminated before the recruitment process has even started.
Before advertising, hiring managers should identify which requirements are genuinely essential and which skills can be developed once the person joins the organisation.

The search for the "perfect" candidate

Another common challenge is expecting one candidate to tick every box.

I have worked on searches where companies want extensive technical experience, industry-specific knowledge, leadership experience, multiple software packages, specific qualifications and a salary expectation that doesn’t necessarily align with the current market.

That candidate may exist, but they are unlikely to be readily available.

Recruitment often requires a degree of flexibility. A candidate may have the core technical experience required for the position but be missing one of the less critical requirements.

For example, if someone has the right engineering background, relevant industry exposure and strong technical ability, it may be more beneficial to consider their potential to learn a particular software package rather than automatically excluding them.

Being clear about what is essential and what can be taught can significantly increase the quality and size of the candidate pool.

Salary expectations and the reality of the market

Salary is another major factor.

A company’s salary budget may have been established some time ago, while market conditions and candidate expectations have changed.

This becomes particularly important when recruiting for specialised engineering and technical positions. Candidates with scarce skills are often considering multiple opportunities, and if a position is significantly below market expectations, strong candidates may simply choose not to pursue it.

That doesn’t necessarily mean companies need to offer the highest salary in the market.

It does mean they need to understand where their offer sits within the current market.

Salary benchmarking, combined with an understanding of candidate availability, can help companies establish whether their expectations are realistic before starting the search.

If the salary cannot be increased, other factors such as career development, flexibility, benefits, training and progression opportunities can also influence a candidate’s decision.

Slow hiring processes can cost you good candidates

One of the biggest challenges in recruitment is simply taking too long.

A candidate is identified. They are interested in the position. The interview goes well. Then the process slows down.

The hiring manager needs another discussion. Another stakeholder needs to approve the appointment. Feedback takes several days. A second interview is scheduled for the following week. Meanwhile, the candidate is still on the market.
And another company may move faster.

The strongest candidates are not necessarily going to wait indefinitely for one company to make a decision, particularly when they have other opportunities available. Companies can improve this by establishing the recruitment process before the vacancy is advertised. Everyone involved should understand who needs to interview the candidate, who makes the final decision and how quickly feedback is expected.

Moving efficiently doesn’t mean making rushed hiring decisions. It means removing unnecessary delays.

Job advertisements alone aren't enough

Posting a vacancy is only one part of recruitment. Some of the strongest candidates, particularly in technical and specialist positions, are not actively applying for jobs every day. They may already be employed and reasonably happy in their current role.

They may only consider moving if the right opportunity comes along. This is where proactive recruitment becomes important. For a specialist engineering vacancy, finding the right person may involve identifying professionals with the required technical background, approaching them directly and understanding what would motivate them to consider a move.

It is very different from simply waiting for applications to arrive.

Candidate experience matters

Recruitment is a two-way process. While the company is assessing whether the candidate is right for the role, the candidate is also deciding whether the company is right for them. I have spoken to candidates who were initially very interested in an opportunity but became hesitant because there was little communication throughout the recruitment process.

Communication doesn’t need to be complicated. Keeping candidates informed about where they are in the process, explaining the next steps and providing feedback where possible can make a significant difference. Even when a candidate isn’t ultimately successful, they should leave the recruitment process with a positive impression of the organisation.

That candidate may become a customer, recommend someone else for a future position or even apply again in the future.

What can companies do differently?

There are several practical steps companies can take to improve their recruitment process:

  • Define the role clearly before advertising.
  • Separate essential requirements from desirable ones.
  • Benchmark salaries against current market conditions.
  • Keep the interview and approval process efficient.
  • Use proactive sourcing for specialist and difficult-to-fill positions.
  • Communicate regularly with candidates.
  • Be prepared to sell the opportunity, not just describe the job.
  • Work with recruitment partners who understand the industry and technical requirements.

Recruitment is more than filling a vacancy

The biggest mistake companies can make is viewing recruitment simply as finding someone who needs a job.

It isn’t.

Good recruitment is about finding the right person, with the right capabilities and potential, and giving them a compelling reason to choose your organisation. In South Africa’s competitive engineering and manufacturing environment, companies that take too long, advertise unrealistic requirements or overlook current market conditions can easily lose strong candidates.

The companies that adapt their approach are more likely to attract the talent they need. Sometimes filling a vacancy isn’t about finding more candidates. It’s about changing the way you search, assess and attract them.