There is no magic solution here. Nor is this a new problem. If you're on the employer side, you need to define your role well, build a hiring funnel, decide ho

There is no magic solution here. Nor is this a new problem. If you're on the employer side, you need to define your role well, build a hiring funnel, decide how you will market the role, and then run the pipeline. Vet CVs, pre-qualify, interview, interview, interview, pre-hire, trial-period hire, and then work hard at retaining the people who you like working with. Each step of the pipeline can be debugged. There are solutions to every problem. Not enough candidates? Are people finding the ad? Are people reading the ad? Are people engaging? Why? Why not? Test - reword, change the compensation range, change the perks, or conditions. If you're looking for a job, you also have a funnel. You search for job, read the posting, decide to apply, apply, followup, answer questionnaires, interview, interview, interview, go through pre-hiring, and then try to deliver value. Again, each step can be analyzed and debugged. Doing this from either side is actual work. On the employer side, you have hiring managers, HR, internal recruiters, external recruiters, interviewers, and other roles and services that help you run the hiring show. I've been doing this for a while, in various roles. Sometimes I wear an internal recruiter hat. Sometimes the interviewer hat. Sometimes the operations hat. Right now I provide a service for companies in the US who don't want to deal with outsourcing firms or the intricacies of hiring abroad but want to build an offshore dev hub in Europe. Part outsourcing, part recruiting, part organizational design, part employer of record. At other times, I've managed sizable engineering teams for tech startups. Over time, the problem changes - sometimes it's harder to find devs, sometimes it is easier. But the approach is always similar.