The employment market today is a lot like the dating scene in your local singles bar. Both employers and job seekers are wondering where all the good prospects are.  But no matter which side of the table you’re on — hiring or seeking a job — if you don’t understand the other side’s perspective you’ll be much less effective.

In advance of keynote talks in Ohio and New Hampshire recently, I interviewed senior executives in major firms and unemployed professionals on the same day.  It was striking to hear their wildly different perspectives on finding and filling jobs. The stories of the unemployed are heart-breaking.  Many competent, mid-career professionals are doing everything right in their prolonged job searches — and still coming up short.  On the other hand, executives report ongoing frustration at being unable to fill key roles because of a “lack of talent.”

I’m not the only one seeing this pattern.  A recent study in the St. Louis region found two-thirds of companies reporting “at least some difficulty” finding talent to fill jobs. The same report included a survey of job seekers, more than 50% of whom had been out of work for over a year.  So there is a giant perceived skills gap today between the talent supply and the talent demand.

Job seekers will be more effective in their search when they can reframe their experience into the context of capabilities potential employers need to grow their business.  Think through how your presence will explicitly add value for the organization.  For example, if a potential employer’s primary objectives are bringing new products to market, explain how your track record of managing similar projects — on time and on budget — can help them achieve their goals.

Employers, on the other hand, are sometimes like the fussy bachelor with an overly specific list of criteria for a new mate. As a result, they are overlooking some great potential employees because they are “too old,” don’t know PowerPoint 2018, or they have a funny laugh.

No matter what happens to the economy, millions of baby boomers are beginning to leave the workforce.  It may be a few years later or earlier than planned.  But, sooner or later, these boomers are going to lose the drive to work, give up looking for a job, or die.  When that mass exodus kicks in, today’s perceived talent shortage is going to seem like the good old days at your favorite singles bar. For more ideas on how to reduce the risks of talent shortages, see our new book The Executive Guide to High-Impact Talent Management. It shows leaders how to identify specific skills at risk and how to accelerate the development of new hires. Click here to download a free chapter.