The competition for talent is often viewed as a zero-sum game, which is incorrect. Rather than fighting over a limited talent pool, companies should seek to harness novel talent pools to win the competition for talent. This article presents the "three tiers of nonemployees" framework to assist managers in identifying, analyzing, and unlocking unconventional talent pools in a systematic manner. The article describes the characteristics of each tier of nonemployees (soon-to-be nonemployees, constrained nonemployees, and unconsidered nonemployees) and provides examples of companies that have successfully exploited these novel talent pools.  Additionally, actionable suggestions are provided based on the experience of these companies.