Perm rec – day plans/week plans & metrics

Seeking Advice on Weekly and Daily Planning for Permanent Recruitment

Hello everyone,

I’m reaching out for some guidance on how to effectively plan my days and weeks to maximize my chances of closing deals, both short-term and long-term.

A bit of background: I took a year off from recruitment and have nearly two years of experience in contract recruitment. Now, I am transitioning into permanent recruitment within the healthcare sector, and I’m finding it challenging to set structured daily and weekly objectives. I thrive when I have clear goals, so I’m looking for help from this community.

For those of you who have found success in permanent recruitment in recent years, what daily and weekly targets or objectives did you set for yourselves? Additionally, what do you consider the keys to becoming a top biller in this field?

Thank you in advance for your insights!

Tired of spending a fortune on recruitment?

Are you frustrated with high recruitment costs?

Let’s make this sub better!

Let’s enhance this community!

Currently, there are two subreddits dedicated to recruiting and headhunting: this one and r/recruiting. I’ve been quite active in the recruiting subreddit and somewhat involved here as well. At one point, the other subreddit had a larger number of headhunters and recruiters participating.

Unfortunately, I was banned yesterday for telling someone to f-off after they insulted me. Throughout my time in both subs, I’ve aimed to contribute by sharing information, tips, tricks, software, and training resources, driven by my passion for our industry and a desire to see it improve.

Let’s focus on increasing the visibility of this subreddit and transform it into a space dedicated to supporting our fellow recruiters with valuable content for the industry.

I believe the mod u/chazman69 shares this vision, as they shared valuable cold calling tips last month in r/recruiting, but sadly received downvotes and criticism.

I plan to keep posting advice, tips, software recommendations, and more, and I hope others will join me. Together, we can make this subreddit thrive and fulfill the potential I believed r/recruiting was striving for.

I’m always open to networking and helping others, so don’t hesitate to connect with me on LinkedIn: !in/thomasalascio!

Additionally, I kindly ask u/chazman69 or u/gunnerpad if you could change the “agency recruiter” flair to “firm recruiter” or add “headhunter” as an option. The term “agency” can often evoke the idea of “employment agency,” which doesn’t reflect what we do. It feels a bit undermining, in my opinion. Most of us work for a Search Firm or Staffing Firm, not a Staffing Agency.

Thanks for taking the time to read this!

Staff Augmentation to the rescue

Staff Augmentation to the Rescue!

Is nearshore the new offshore? I’ve been hearing that a lot lately!

The NEVERS OF RECRUITING (with exceptions)

The Unwritten Rules of Recruiting (with Exceptions)

I’ve shared this in various forums, Facebook groups, and on Discord, and I know it’s a somewhat contentious topic. However, after over 26 years in the industry, I stand by these principles as essential for permanent desk recruiters. While it may be challenging for new or even some experienced recruiters to adhere to these guidelines, I assure you, they simplify the recruiting process, lower stress levels, foster strong relationships with clients, and help you shift away from the dreaded transactional work many of us find ourselves entrenched in.

Here are my key points:

Unwritten Rules of Recruiting (with Exceptions)

1. Never Send a Resume Without an Interview Set-Up
   The only exceptions would be for engaged/retained clients or when you’re working on a specific project. This rule mainly pertains to marketing your Most Placeable Candidate (MPC) to prospective clients. The conversation that leads to sending a resume should differ from one that concludes with securing an interview for the MPC with your client. Always aim for a job order or an interview—“Send me a resume” is just a way for clients to wrap up the conversation.

2. Never Work Relocations Unless the Candidate is Single and Renting
   Exceptions apply if candidates have strong reasons for relocating or if you’re in a niche where relocations are common. Relocations tend to take longer and have more factors involved, often causing delays. We often prioritize “closest to money,” and relocations typically don’t fit that category. While I’ve had success with relocations, those involving spouses and children are where I’ve encountered the most challenges, including fall-offs and counteroffers.

3. Never Work with Candidates Who Are Engaging Other Recruiters or Interviewing Elsewhere
   Unless you have a truly irresistible opportunity that they can’t refuse. If you’re genuinely sourcing cold, passive candidates—not just those with “open to work” statuses or who applied on job boards—you likely won’t face this problem. It’s the applicants from job postings who often leave you heartbroken and can damage your credibility with clients. Recruiting passive candidates means they typically aren’t engaging elsewhere.

4. Never Collaborate with Companies Already Working with Other Recruiters
   Unless you have a standout candidate that is truly exceptional. Be honest; a run-of-the-mill candidate from a job board won’t cut it. If you’re working alongside other recruiters, you risk being viewed as a transactional vendor rather than a trusted partner. If your client isn’t willing to work with you exclusively or on an engaged/retained basis, it’s time to seek a new client.

5. Never Extend an Offer Unless You’re Confident It Will Be Accepted
   There is no real exception to this rule. You should be closing candidates early and often. Just as there isn’t a wedding without prior arrangements, you should ensure your candidate is committed before an offer is made. Continuously check in with them about their readiness to accept an offer, especially when discussing salary and benefits.

6. Never Allow an Employer to Make an Offer Without Knowing It Will Be Accepted
   This aligns with the previous point. An exception might be to illustrate your value to the client—for instance, demonstrating that an offer was too low. But ideally, keep negotiations between the candidate and yourself so there’s no conflict over money, as it often represents much more to the candidate.

7. Never Present an Offer to a Candidate Who Can’t Provide Reasons Beyond Money for Wanting the Job
   Except in cases where they’re significantly underpaid. If a candidate is only motivated by higher pay, they’re essentially just a headhunter. I have two effective questions for assessing their motivations: “What would inspire you to leave your current company?” and “Why is this new role more appealing than your current job?” If they can’t articulate reasons, they’re likely to accept a counteroffer and stay where they are.

8. Never Assume You Can Control Fall-offs, Turn-downs, and Counteroffers
   This is a fundamental aspect of the recruiting business. No matter how much you prepare or pre-close, candidates can change their minds. Accept this reality, as our product—people—has the ability to say no. Recognizing that these occurrences are part of the journey helps maintain your sanity.

And there you have it—my rules and exceptions. I welcome any counterarguments to my “nevers.” I’m open to discussions and willing to reconsider my views, so feel free to share your thoughts!

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

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

In most agencies, there’s a defined commission distribution between Recruiters and Account Managers (AMs). Typically, the AM is responsible for bringing in the business, while the Recruiter takes care of filling those roles, so a split is often warranted due to their shared efforts. If you’re not operating on a 360 model, how does your agency handle this? Is a 50/50 split reasonable, or would a 70/30 division be more appropriate? Share your thoughts!

Dodgy HR Managers

Unethical HR Managers

Recently, I had an unsettling experience with an HR director from a large company regarding a candidate I had placed with them. Here’s what happened: After discussing with the hiring manager, they confirmed they wanted to interview two candidates. I submitted one candidate’s CV, anonymized for confidentiality, and agreed to send the full CV if they were interested in proceeding.

Once they expressed interest, I set up the interview and confirmed the compensation rate with the HR Director, who also had the full CV and was aware of the terms before the interview took place. After the interview, they made an offer, and the candidate accepted it.

However, after everything was finalized, the HR Director tried to claim that they had already received the candidate’s CV from another source and that I was not authorized to work on the role. I was taken aback—this was a first for me in over 25 years in the industry! In response, I offered to resend the agreed-upon terms, as I was left shocked by this blatant attempt to pull a fast one and strong-arm a small business.

Fortunately, I have all the relevant emails, including her request for a discounted rate, which I agreed to, and her sending a full candidate specification for approval before the interview.

Has anyone else encountered something like this? I’m still reeling from the experience.

Unbelievable.

Background Checks: to charge or not to charge?

Background Checks: To Charge or Not to Charge?

I’m interested in how others approach the costs of background checks. As the owner of a boutique recruiting firm, we currently offer background checks as an optional service, charging clients at-cost. In recent years, nearly every client except one has opted for this service. Since it’s optional, I don’t incorporate these costs into my standard fees, treating it as an a la carte offering.

Here are my questions:

1. Does my at-cost pricing model come across as convenient and transparent? That’s the intent behind it.
2. Or does it seem a bit off? I base my hiring fees on known operating costs, which don’t include these optional background checks. I understand that clients might not see the distinction. Should I absorb these costs or adjust my fees? I’d appreciate a gut check on this.
3. Is this model overly complicated? Another option could be to set a flat fee, like $200, which would usually exceed my costs. On the rare occasions where the cost goes above $200, I would anticipate that the previous excess would even things out. Pros: simpler for clients and easier for invoicing. Cons: I might occasionally incur losses totaling a few hundred dollars.

For context:

• Direct hire fees are typically 20-22%, with totals between $16k and $40k.
• Monthly contractor fees are about +/- 30%.
• The minimum cost for a background check is around $160, with the average ranging from $180-$200. Some cases can exceed $500, depending on the number of verifications required.
• I haven’t received any complaints from clients; I’m just reassessing ways to improve our processes.
• I aim to provide a white-glove service to small businesses and startups, positioning ourselves as a hassle-free solution (“We’ve got this, you don’t have to think about it”).

Is the recruitment industry in need of automation?

Is the recruitment industry ready for automation?
I’ve been reflecting on the more frustrating aspects of recruiting and I’m curious—what tasks do you think should be automated? Whether you’re a recruiter, a hiring manager, or even a candidate, what’s the one task that you’d love to see taken care of by automation?

Is it going through countless resumes, coordinating interview schedules, or the never-ending email follow-ups? Or do you have something else in mind that really bothers you?

Share your thoughts below! Let’s discuss how we can make the recruiting experience smoother and more efficient. 🙂

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

Seeking Guidance for Transitioning into the Corporate World

Hello everyone,

I come from a non-IT background, holding a postgraduate degree in agriculture, and I’m eager to break into the corporate sector. As a recent graduate, I have no work experience, and my technical skills are lacking, which seems to be a barrier with most IT companies.

I would greatly appreciate your advice on the following:

1. Essential Skills: What fundamental skills should I acquire before applying for jobs?

2. Learning Resources: Where should I begin learning tech skills that are relevant for a successful career in the corporate world, avoiding any unnecessary distractions?

3. Job Opportunities: What types of job roles should I focus on as I start my career?

4. Career Options in IT: What opportunities exist for someone with a postgraduate degree in agriculture within the IT sector?

Thank you in advance for your insights!