How to Hire Remotely Without Missing Good Candidates
To hire remotely without missing good candidates, combine virtual sourcing, video interviewing, virtual career events and social media recruiting into a single, agile strategy. These virtual methods expand your reach to passive candidates. ADP Research finds that only 13% or less of workers are actively looking or interviewing for a new job at any given time. Meaning, the overwhelming majority of your best prospects are reachable only if you go to them first. The key is pairing virtual tools with strong employer branding and market data so the right candidates find you, and you find them.
Key takeaways
Virtual recruiting has earned a permanent place in the talent sourcing toolbox — per ADP Research’s data, by December 2025, nearly one in three U.S. workers (32.3%) held long-distance roles, and new hires — not relocations — drove that shift.
A successful remote hiring strategy layers virtual sourcing, video interviews, virtual events and social media outreach to reach both active and passive candidates.
Virtual recruiting is easier for professional and IT roles than for skilled trades, production, and warehousing, where candidate online presence is limited and competition is fierce.
Employer branding, market data and geofencing extend your virtual reach and help you compete for talent against larger organizations.
Speed and candidate experience are critical: Once you capture interest virtually, a positive, efficient process keeps candidates engaged through hire.
I know that advances in technology, tools and connectivity, along with the impact of a global pandemic, have earned virtual recruiting a permanent place in the talent-sourcing toolbox.
Even before the COVID-19 pandemic, I experienced the rapid evolution of recruiting technology. Companies that recognized and adapted to these changes were better positioned to succeed. Artificial intelligence (AI), chatbots and SMS text messaging were already helping recruiters connect with candidates and accelerate the hiring process. Even then, I could sense these tools were beginning to reshape how recruiters connect with talent.
Then, the global health crisis caused sudden and significant shifts in market dynamics. As organizations moved rapidly toward remote work, the demand for better technology, tools and connectivity grew almost overnight. That experience reinforced my belief that virtual recruiting is not simply a temporary solution. It is now an essential part of a modern recruiting strategy. It's a conviction I carry into all the work I do today.
Wherever your organization is along the virtual recruiting spectrum, I believe now is the time to take your recruiters’ people, process and technology skills to the next level. This is especially important for small and midsized businesses. In my experience, virtual recruiting removes the geographic constraints that once gave large employers (with a physical presence in multiple markets) a built-in advantage. As a result, organizations of every size can compete on more equal footing to reach and attract top candidates.
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Current state of the market
Here's how I read the market: it rewards employers who cast the widest net. ADP Research data shows that fewer than 13% of workers are actively looking or interviewing for a new job at any given time. This means the overwhelming majority of your most qualified prospects are passive. They are employed, not applying, and they will only find your opportunity if your virtual presence is strong enough to reach them where they already are.
From where I sit, one thing is clear. The broader labor picture adds urgency to that challenge. ADP’s National Employment Report for June 2026 recorded median annual pay of $61,800, with wages growing 4.4% year-over-year for job-stayers. In a market where pay growth continues to outpace many employers’ budgets, the ability to tap remote and long-distance talent pools rather than competing against every local employer for the same candidates can be a meaningful strategic advantage. That reach is only possible through virtual channels.
I've come to appreciate something important, which is that even workers who are not actively job hunting are not necessarily content. ADP Research’s People at Work 2026 survey of more than 39,000 workers across 36 markets found that only 22% of respondents felt their jobs were secure in 2025. And workers who fear job loss are measurably more likely to spend time and energy exploring other opportunities. A virtual strategy that keeps your employer brand visible and your jobs easy to find puts your organization in front of those candidates at exactly the right moment.
In my role leading global HR, I've seen this firsthand. Leveraging an agile, comprehensive and creative recruitment strategy in a virtual world is key to business success. Having a strong, data-backed strategy and a variety of virtual recruiting methods are important for reaching and recruiting the right candidates.
In practice, I've found that it’s easier to use a virtual approach for some roles than for others. ADP Research analysis confirms this dynamic clearly: sectors with jobs amenable to remote execution saw the largest gains in long-distance work, while sectors tied to physical presence like skilled trades, production, warehousing and other related industries changed little. For roles that can be done remotely, virtual recruiting has become the expectation, not the exception. For roles that cannot, a blended approach that combines digital outreach with traditional sourcing methods remains the most effective path.
From my experience, the recruiting playbook is agile, comprehensive and creative. It can and should include:
Virtual sourcing
When I review the data, it’s clear that virtual work isn’t going anywhere. The share of long-distance workers has slowly continued to expand, and while the rate of growth is slower than during the pandemic surge, it’s still nearly twice as fast as the pre-pandemic pace. Critically, new hires accounted for roughly seven in ten of those distance roles — meaning employers who expanded their virtual reach through online sourcing captured talent that traditional, geographically limited recruiting would have missed entirely.
Sourcing through professional sites and job boards allows companies and recruiters to market and track jobs efficiently, as well as directly source active and passive candidates who are easily contacted through the tools. The tools also assist in uncovering market intelligence by communicating with various candidates. Sites are also adding features to help with communication and efficiency, like texting and scheduling technologies.
Virtual interviewing
During the pandemic, I remember how stuck we felt when in-person interviews and recruiting events ceased. We had no choice but to shift to virtual or pre-recorded video interviews in order to continue hiring. But what happened after that was structural, not temporary: ADP Research found that when workers changed their work arrangements during the pandemic, they did so primarily by switching jobs, not by convincing a current employer to allow remote work. So, employers who offered virtual interviewing and virtual-first roles attracted a broader, more motivated candidate pool, and those who did not risked losing people to competitors who did.
Virtual events
Virtual career fairs grew during the pandemic due to travel and gathering restrictions, and we’ve found that shift to be durable. With nearly one in three U.S. workers now holding long-distance roles, the candidate base for virtual events is larger than ever, and the infrastructure to support them more mature. Companies that invest in virtual career events now are not adapting to a trend; they are meeting candidates where they already expect to be met. And because virtual events are lowering costs, they offer an efficient channel for companies that don’t want to or can’t spend oodles on recruiting.
Social media recruiting
To me, one of the most compelling argument for social media recruiting is not just reach — it is relevance. If only 22% of workers felt their jobs were secure in 2025, is it at all surprising to think those people might be spending time on social media exploring other options? A well-maintained employer presence on the right channels can put your brand in front of candidates at exactly the moment their openness is highest.
Different social media sites will work better than others depending on the target audience — for example, GitHub for developers, Instagram or TikTok for a younger demographic, LinkedIn for professional roles. But the premise remains the same: You can attract candidates to your company with strong employer branding, marketing your jobs well and using direct sourcing, outreach and grassroots recruiting efforts. For small and midsized businesses with limited recruiting staff, I recommend social media recruiting because it’s one of the most cost-effective virtual recruiting channels. It requires investment of time rather than budget, and allows you to compete for visibility alongside larger employers.
Tried and true methods enhanced by technology
Of course, we still need to lean on the traditional methods of recruiting, which may still be effective for jobs when in-person restrictions are lifted. Using government agency resources, accessing layoff reports and searching through candidates affected by economic downturns may also help. Yet companies can also expand their reach virtually and increase their candidate pool by incorporating:
Market data
Market data can help identify if your compensation structure is competitive, which is something I always recommend to leaders who are in need of talent. You won’t get far without knowing where you sit in the talent landscape. Market data defines the talent supply and demand landscape, helps determine if you are sourcing talent from the right area and what your competitors are doing. ADP® DataCloud takes this further, offering the opportunity to compare your workforce data to market averages based on real, up-to-date anonymized and aggregated HR and pay data from ADP’s U.S. client base of over 30 million employees. In an environment where 46% of workers say it has become harder to change jobs over the past year, a competitive, clearly communicated compensation package, informed by real market data, is one of the most effective tools for converting a virtually sourced candidate into a hire.
Employment branding
Leveraging your employer brand sentiments and organizational values can help you bring a real talent strategy to life. I tell leaders to think about what about them as an employer, their company, could help tell their story to potential candidates. Technology, creative materials, visuals and other content can all help. A well well-designed careers website, day-in-the-life videos, employee testimonials, and advertising are great ways to get the word out about how great it is to work at your company. And, in addition to market data-informed compensation, investing in a great benefits package is also huge. In fact, ADP found that 83% of employees feel valued because their employer offers non-medical benefits, and 78% feel valued because their employer offers medical benefits. Cascading your full employment value proposition — pay, benefits, culture, and growth — across multiple channels can position you as an employer of choice and increase your candidate pipeline.
Geofencing and talent communities
Geofencing is a great way to spread the word about your company and your job openings. Essentially you use GPS and radio frequency identification to set up a virtual, wireless perimeter around an event, zip code or neighborhood and then you can broadcast the event or openings to people in the area via cellphones. In a recruiting sense, you set up that perimeter to get your message to potential candidates and drive them to your career site. In the same way, talent communities allow you to digitally engage candidates who are interested in your company.
Whether your organization uses virtual-first methods or layers them in with traditional outreach, the combination of technology, market data, and strong branding determines how effectively you attract and convert the right candidates.
Candidate experience ties it all together
In my experience, a positive candidate experience can make of break recruiting. So having a good one is a non-negotiable. Speed and efficiency are important to candidates, recruiters, and employers alike. Candidates who make the effort to engage with your process are doing so with intention — and a slow, disorganized experience is one of the fastest ways to lose them to a competitor who makes it easier. From the first virtual touchpoint to the offer, every step in the process reflects your organization’s values and its respect for candidates’ time.
Now that you’ve learned how to source and find the right people, take the next steps with the onboarding guidebook: Onboarding new employees: How to do it well and why it matters.
Amy Freshman is ADP’s senior director of global HR. She has held multiple roles with the company through her nearly three decades of service. Amy joined ADP's HR organization in 2012 to lead the flexible work arrangement program, and in 2017, she took on the added responsibility of leading HR activity related to ADP's mergers and acquisitions efforts. Amy is also SHRM-SCP certified and has accepted the appointment to the Women in Leadership Advisory Committee at the University of Vermont, Grossman School of Business
Frequently asked questions
What virtual recruiting methods help small businesses compete for talent?
Small businesses can compete by combining virtual sourcing on professional sites and job boards, video interviews (live or pre-recorded), virtual career fairs, and social media recruiting. These methods expand your candidate pool beyond local geography, reduce hiring costs, and speed up the process — advantages that matter most when you have limited recruiting staff.
Is virtual recruiting effective for all types of roles?
Virtual recruiting works well for professional, IT, and corporate roles where candidates have a strong online presence. ADP Research confirms that sectors amenable to remote execution saw the largest gains in long-distance work, while those tied to physical presence changed little (People at Work 2026: A Global Workforce View, Issue 2, p. 6, para. 1). For skilled trades, production, and warehousing roles, traditional methods like government agency resources and layoff reports may supplement virtual strategies.
How do I strengthen my employer brand for virtual recruiting?
Invest in a well-designed careers website, day-in-the-life videos, employee testimonials, and consistent advertising. Cascade your brand and value proposition across multiple channels — job boards, social media, career fairs — to position your organization as an employer of choice and increase your candidate pipeline. ADP’s 2026 research shows that benefits are a powerful differentiator: 83% of employees feel valued by non-medical benefits and 78% by medical benefits, meaning a strong total compensation story is as important as your job postings themselves.
