I used to work in the cleared space -- i.e., people with top-secret security clearance. My first job in this space was at AWS, where we probably had about 1/4 o

I used to work in the cleared space -- i.e., people with top-secret security clearance. My first job in this space was at AWS, where we probably had about 1/4 of the qualified, cleared talent pool in our space. It was almost possible to hire people with sufficient technical skill who also had clearance -- but it was equally hard to get people cleared, because we and Microsoft were pushing so many people through the pipeline that clearance decisions were often taking 2+ years. We would have people get hired, get a promotion, and leave all before getting their clearance decisions. My team started taking a different approach: We started hiring people at the lowest level we could ("associate", below even entry-level engineer), with minimal tech skills, but with active clearance and some adjacent skills. STEM background, or tech writing, or just someone who was a hobbyist. I started interviewing people on troubleshooting -- someone told me a fantastic story about troubleshooting a comms issue while deployed in the middle east. The fix involved copious amounts of superglue on a ground-based satellite. Switch out the words, and you could easily have a story of a grizzled old sysadmin patching in production. We actually ended up being pretty successful. Sure, a substantial portion of our hires were still misses -- but that was already true. Meanwhile, we hired some really talented people from this route, who I ended up trying to poach years after leaving AWS, and leaving the cleared space entirely, because they were just genuinely great engineers who needed to be given that chance. tl;dr, I agree, and it's nearly always a good idea to look at expanding the talent base in some way or another if you're struggling. In many cases, it means hiring people who have potential, as long as you have sufficient numbers of senior staff to help get them up to speed.