The untapped value of the silver-medallist candidate

Increasingly, forward-thinking talent leaders argue that nurturing silver-medallist candidates – those who came agonisingly close – is not just an act of kindness but a critical component of intelligent talent strategy and authentic employer branding.

The sting of second place is unique. As the opening observation notes, it is "galling – neither a winner nor a loser." Yet this very position signals something powerful - a significant level of talent and a demonstrable cultural fit with the organisation. These individuals have been vetted, interviewed, and deemed capable. Letting that investment and affinity dissipate is, as Hannah King, Global Head of Employer Brand and Recruitment Operations at Straumann Group, states, "One of the biggest missed opportunities in talent acquisition."

The first step is dismantling the stigma of ‘second best.’ Adrian Carboni, co-founder and CEO of Masentó Group, offers a crucial perspective. In executive search, where multiple high-calibre candidates are presented, coming second often comes down to timing rather than ability. A candidate might be pipped at the post because another had slightly more niche experience, or more often, because they received a compelling offer elsewhere during a protracted decision process. "Not being selected for one role doesn’t mean they won’t be right for another," Carboni emphasises. "Every business is different, and a decision often comes down to small details rather than overall capability."

At Masentó, this philosophy is operationalised through their weekly 'silver medallists' update, a conscious effort to celebrate and redeploy this talent pool. For Carboni, the process of delivering sensitive feedback is foundational to building trust. "Keeping people informed throughout the process is key to building long-term relationships," he says. This transforms a rejection from a full stop into an ongoing professional dialogue.