Let’s make this sub better!

Let’s work together to enhance this subreddit!

There are two Reddit communities dedicated to recruiting and headhunting: this one and r/recruiting. I’ve been quite active in r/recruiting and moderately involved here. At one point, that subreddit had a larger presence of headhunters and recruiters.

Yesterday, I found myself banned after responding to an unkind comment. Throughout my time in both subs, I’ve consistently shared insights, tips, and resources because I am passionate about our industry and want to see it improve.

Let’s boost the visibility of this community by focusing on supporting fellow recruiters and sharing valuable posts that contribute to the industry.

I believe mod u/chazman69 shares this vision as well. They offered some fantastic cold calling tips last month in r/recruiting, but unfortunately, those posts faced downvotes and negativity.

I plan to continue sharing useful advice, tips, and software recommendations, and I hope others will join me. Together, we can make this subreddit what I believe r/recruiting aims to be.

I’m always open to connecting and helping others, so feel free to reach out to me on LinkedIn: >!in/thomasalascio!<

Additionally, it would be great if u/chazman69 or u/gunnerpad could consider changing the “agency recruiter” flair to “firm recruiter” or adding “headhunter” as an option. The term “agency” gives off a more “employment agency” vibe, which doesn’t align with what we do. Most of us are affiliated with Search Firms or Staffing Firms, not just Staffing Agencies, and I’d prefer a term that reflects our professionalism.

Thank you for your time!

Staff Augmentation to the rescue

Staff Augmentation to the Rescue!
Is nearshore the new offshore trend?

The NEVERS OF RECRUITING (with exceptions)

The Unwritten Rules of Recruiting (with Exceptions)

I’ve shared these insights across various platforms, including subreddits, Facebook groups, and Discord. They may stir some debate, but after 26+ years in the field, I stand by these principles for permanent desk recruiters. While it may be challenging for newcomers or even some experienced recruiters in specific sectors to adhere to these guidelines, I assure you they simplify the recruiting process, alleviate stress, and foster meaningful relationships with clients. Ultimately, they steer us away from the transactional nature of recruiting that many find unfulfilling.

Here are my Unwritten Rules of Recruiting (with exceptions):

1. #NEVER SEND A RESUME WITHOUT AN INTERVIEW SETUP

2. Except when dealing with an engaged or retained client, or when working on a specific project. This rule mainly concerns marketing your most qualified candidates (MPC) to new or prospective clients. The conversation that leads to sending a resume differs significantly from one where you’re securing an interview for your MPC. Always aim to get your MPC an interview or initiate a job order. Simply asking, “Send me a resume” is just a way for clients to brush you off.

3. #NEVER WORK RELOCATIONS UNLESS THE CANDIDATE IS SINGLE AND RENTING

4. Unless there’s an exceptional reason for the move, or if you operate in a niche where relocations are commonplace. Relocations take longer and involve more stakeholders, which can delay the process. We often emphasize being “closest to money,” and relocations aren’t the quickest route to that. While I’ve successfully worked on relocations, I can confirm that those involving families typically yield more fall-offs and counteroffers.

5. #NEVER ENGAGE WITH CANDIDATES WHO ARE WORKING WITH OTHER RECRUITERS OR INTERVIEWING ELSEWHERE

6. Unless you have an unbeatable opportunity that they simply can’t refuse. It’s crucial to focus on recruiting passive candidates, who are often not actively looking. Candidates from job boards or those who are “open for work” can create complications. When you work with these individuals, you risk your credibility and may struggle to inform your clients about their other offers.

7. #NEVER COLLABORATE WITH CLIENTS WHO ARE WORKING WITH OTHER RECRUITERS

8. Unless you have an exceptional candidate in mind. Don’t delude yourself into thinking a mediocre candidate sourced from a job board qualifies. If you’re not securing engaged or retained searches, you risk being seen as a transactional vendor rather than a trusted advisor. If a client won’t commit to exclusivity, it may be time to find a better opportunity.

9. #NEVER MAKE AN OFFER UNLESS YOU’RE CONFIDENT IT WILL BE ACCEPTED

10. There are not many exceptions to this rule. You should always be closing the deal throughout the process. It’s crucial to gauge a candidate’s interest and readiness to accept offers before they are made. Consistently asking about their level of interest helps ensure there are no surprises at the offer stage.

11. #NEVER ALLOW AN EMPLOYER TO EXTEND AN OFFER UNLESS YOU’RE SURE IT WILL BE ACCEPTED

12. This aligns with the previous point. The lone exception might be to demonstrate a point to your client. Never let a candidate and client debate over salary; to the client, it’s a budget item, but to the candidate, it’s tied to their self-worth. If you’ve done your pre-closing correctly, letting the client make the offer should pose no issue.

13. #NEVER PRESENT AN OFFER TO A CANDIDATE WHO CAN ONLY CITE MONEY AS THEIR REASON FOR WANTING A NEW JOB

14. Except if they are significantly underpaid. If the only motivation is money, they might just be seeking a headhunter’s role. Proper questioning can reveal underlying motivations, and it’s vital to ensure they have other reasons for wanting to make a change to prevent counteroffers.

15. #NEVER BELIEVE YOU CAN CONTROL FALL-OFFS, TURN-DOWNS, AND COUNTEROFFERS; THEY’RE PART OF THE BUSINESS

16. This rule has no exceptions. People are unpredictable, and regardless of how well you prepare or coach them, candidates can change their minds. Accepting this reality is essential to maintain your sanity in a challenging industry.

There you have it: my outline of unwritten rules with some exceptions. I welcome any challenges or counterarguments! I’m open to perspectives that may differ from mine, so feel free to share your thoughts!

Commission changes / what is your commission split between Recruiter / AM?

Commission Structure: What’s Your Split Between Recruiter and Account Manager?

In most agencies, there’s a specific way to divide commissions or billing between Recruiters and Account Managers. The AM focuses on bringing in clients, while the Recruiter handles filling the positions, so both contribute to the overall success of the agency. If your agency isn’t structured as a 360 model, how do you determine the split? Is a 50/50 division fair, or do you lean toward something like 70/30? We’d love to hear how your agency manages this!

Dodgy HR Managers

Shady HR Practices

I recently had a perplexing encounter with an HR director from a large company regarding an accepted job offer for a candidate. The situation unfolded like this: I reached out to a hiring manager who confirmed they wanted to interview two candidates. I sent over one candidate’s CV (anonymized, of course) and mentioned I would provide the full CV if they were interested in moving forward. They expressed interest in interviewing, and we agreed on the terms, which is standard protocol, right?

I coordinated the interview and settled the rate with the HR Director, who had already received the full CV before the interview even took place. The interview went smoothly, resulting in an offer that the candidate happily accepted.

However, after all the paperwork was finalized and the written contract was signed by the candidate, the HR Director tried to pull a fast one. She claimed that they had already received the candidate’s CV from another source and that I wasn’t authorized to work on the role. This was shocking, and a first for me in 25 years in the industry. I reiterated our agreed-upon terms and was taken aback by her blatant attempt to manipulate the situation—classic behavior of a big company trying to intimidate a smaller business.

Fortunately, I have all the email correspondence, including her request for a discounted rate, which I agreed to, as well as her email providing the full job specifications for the candidate prior to the interview.

Has anyone else faced a situation like this? I’m still in disbelief.

Unbelievable!

Background Checks: to charge or not to charge?

Background Checks: To Charge or Not to Charge?

I’m interested in how others manage the costs associated with background checks. As the owner of a boutique recruiting firm, we offer background checks as an optional service, passing along the costs at their actual rate. Over the past few years, only one client has declined this option, indicating strong interest in the service. Since participation is optional, I do not factor these checks into my base fees; they are offered à la carte.

Here are my questions:

1. Does my at-cost pricing approach come across as convenient and transparent, which is what I intended?
2. Or does it appear a bit off-putting? While I base my hiring fees on known operating costs (which don’t include background checks), I can understand if clients don’t perceive that distinction. Should I absorb these costs or adjust my fee structure—this is where I’d appreciate some insight.
3. Is this approach unnecessarily complicated? An alternative could be to set a flat fee of around $200 for background checks, which would typically cover my costs. While there may be instances where my expenses exceed this amount, the occasional surplus in other cases should balance it out. The advantages here are simplicity for clients and ease of billing for me, but I might occasionally incur losses.

For context:

• Our Direct Hire fees range from 20-22%, totaling between $16k and $40k.
• Monthly Contractor fees hover around ±30%.
• Background check costs start at $160, with typical charges from $180 to $200, and there can be rare instances exceeding $500 (depending on factors like the number of locations, educational background, and employment history to verify).
• We haven’t received any complaints from clients; I’m just taking a moment to evaluate potential improvements.
• I aim to position my firm as a white-glove service for small businesses and startups, ensuring they don’t have to worry about these details.

I’d welcome your thoughts!

Is the recruitment industry in need of automation?

Does the recruitment industry need automation?

I’ve been reflecting on the tedious aspects of the hiring process and would love to hear your thoughts on what you’d like to see automated. Whether you’re a recruiter, hiring manager, or job candidate, what task do you think could benefit from some automated assistance?

Is it sorting through a flood of resumes, managing interview schedules, or sending those never-ending email follow-ups? Perhaps there’s something else that frustrates you?

Share your insights in the comments! Let’s discuss how we can simplify the recruiting experience! 🙂

A Non-IT Guy, putting efforts to enter the corporate world.

Title: Seeking Guidance as a Non-IT Graduate Entering the Corporate World

Hello everyone,

I recently completed my post-graduation in agriculture, but I come from a non-IT background and have no work experience. I’m eager to break into the corporate world but lack the technical skills that many IT companies typically require. I would appreciate some guidance on a few key areas:

1. Essential Skills: What foundational skills should I acquire before applying for jobs in the corporate sector?

2. Learning Resources: Where can I start learning the tech skills needed for a successful career? I want to ensure I focus my efforts on relevant and valuable topics.

3. Job Opportunities: At this stage, what types of job positions should I target that align with my background and skills?

4. Agriculture in IT: Are there specific opportunities within the IT sector that would be suitable for someone with a post-graduate degree in agriculture?

Thank you for any advice or insights you can share!

Are there different rejection letters you send candidates who were close vs candidates who were not at all competitive?

Do companies use different rejection letters for candidates who were close contenders compared to those who didn’t qualify at all? Do they send out one generic rejection email to everyone, or are there variations based on the applicant’s standing?

As someone who’s just begun applying for jobs, I’ve noticed that many rejection letters include the line “your background is very impressive.” Is this a standard phrase sent to everyone? I really wish there was a way to get a clearer picture of my candidacy—was I a strong contender, or was it an easy decision to cut me from the list?

For some context, I hold a PhD and have relevant experience, but I’m trying to transition into a different industry. I’m struggling to understand how my unique background is perceived, and I would love more insight.

The rejection emails I receive suggest I was close and encourage me to apply for other roles within their organization, but is that just a standard response? I really wish they would be more straightforward about my standing—like, if I’m not a top pick, am I somewhere around a B or C, or am I in the F range?

Do you think they’d be more direct in their feedback if I truly had no chance for other similar positions?

Recruitment agency owners, how did you land your first client when starting from scratch?

Attention recruitment agency owners! How did you secure your very first client when you were just getting started?

What niche did you focus on?

Can you share the strategies and key selling points that worked for you?

How did you convince that initial client to trust a brand-new agency?

What objections did you frequently encounter, and how did you overcome them?