Let’s make this sub better!

Let’s work together to improve this subreddit!

Currently, there are two Reddit communities dedicated to recruiting and headhunting: this one and r/recruiting. I’ve been quite active in the recruiting sub and somewhat involved here. In the past, the other subreddit had a larger number of headhunters and recruiters participating.

Yesterday, I was banned for telling someone to f-off after they called me a dumbass. Throughout my time in both subs, I’ve aimed to share valuable information, tips, tricks, software, and training resources because I’m passionate about our industry and want to see it grow and improve.

I believe we can enhance the visibility of this sub by focusing on supporting one another as recruiters and creating posts that genuinely benefit the industry.

I get the sense that mod u/chazman69 shares this vision. They recently offered some fantastic cold calling tips in r/recruiting, but unfortunately, they were met with downvotes and negativity.

I plan to keep sharing what I believe are useful insights, tips, and software recommendations, and I hope others will join me in this effort. Together, we can shape this subreddit into what I originally thought r/recruiting aimed to be.

I’m always open to networking and helping others, so feel free to connect with me on LinkedIn: >!in/thomasalascio!<

One last thing: u/chazman69 or u/gunnerpad, could you consider changing the “agency recruiter” flair to “firm recruiter” or adding “headhunter” as an option? The term “Agency” gives off an “employment agency” vibe, which doesn’t accurately represent what we do. Most of us work for Search Firms or Staffing Firms rather than Staffing Agencies.

Thanks for taking the time to read this!

Staff Augmentation to the rescue

Staff Augmentation to the Rescue!
Is nearshore the new offshore? Let’s explore!

The NEVERS OF RECRUITING (with exceptions)

The Essential Guidelines of Recruiting (With Some Exceptions)

I’ve shared this in various forums, Facebook groups, and Discord, and it’s certainly sparked some debate. However, after over 26 years in the field, I firmly stand by these principles for permanent desk recruiters. While it can be a challenge for both new and even some experienced recruiters in certain industries to implement them, I assure you that following these guidelines can significantly ease your workload, lower stress levels, and foster strong relationships with clients. This shift will also help you break free from the transactional nature of recruiting that many of us find frustrating.

Here are the key points to consider:

Essential Guidelines of Recruiting (With Exceptions)

1. Do NOT Send a Resume Without a Scheduled Interview.
   There’s an exception for engaged or retained clients or when working on a project. Sending a resume should not be the end of a conversation; instead, it should lead to setting up an interview for your candidate with the client. Any presentation of a candidate should focus on obtaining an interview or securing a job order. A request to “send me a resume” often signals a desire to end the conversation.

2. Avoid Working Relocation Cases Unless the Candidate is Single and Renting.
   There are exceptions for candidates with compelling reasons for relocation or in niche markets where it’s part of the process. However, relocations can take longer and involve more stakeholders, making them less immediate than other opportunities. I’ve found that relocations involving families often face higher rates of fall-offs and counteroffers.

3. Do NOT Work with Candidates Who are Engaging Multiple Recruiters or Interviewing Elsewhere.
   An exception exists if you have an irresistible opportunity. If you’re genuinely seeking passive candidates, you won’t face this issue as frequently. Candidates actively applying to various job postings can be problematic, leading to heartache and diminished credibility with clients. If you target passive candidates, they will typically work only with you.

4. Do NOT Collaborate with Companies that are Engaging Other Recruiters.
   Exceptions can apply if you have a standout candidate who fits perfectly. If that’s the case, proceed with caution, as working alongside other recruiters often places you in a transactional vendor role instead of establishing a trusted partnership. If a client won’t engage exclusively with you, seriously consider seeking other opportunities.

5. Never Extend an Offer Unless You KNOW It Will Be Accepted.
   There’s hardly an exception to this rule. You should be closing early and often throughout the recruiting process, ensuring you’re aligned with the candidate’s expectations. By the end of the recruiting journey, there should be no surprises regarding their readiness to accept an offer.

6. Do NOT Let an Employer Make the Offer Until You’re Confident It Will Be Accepted.
   An exception might be if you want to make a point about the offer being too low. The dynamics are different; for employers, an offer is just a budget line item, whereas, for candidates, it reflects their self-worth. As long as you’ve effectively prepped the candidate, allowing a client to extend the offer can be acceptable.

7. Do NOT Work with or Extend Offers to Candidates Who Can’t Provide Reasons Beyond Money for Wanting the Job.
   An exception only exists for candidates who are significantly underpaid. If a candidate’s sole motivation is financial, their commitment may waver. Ask probing questions like, “What would motivate you to leave your current job?” or “What makes this opportunity more appealing than your current role?” to uncover deeper motivations and avoid potential counteroffers.

8. Understand That You CAN’T Control Fall-Offs, Turn Downs, or Counteroffers – It’s Part of the Job.
   This is a fundamental truth. Despite your best efforts, people change their minds, and you can’t control that. Accept this reality and move forward; accepting the unpredictability of human behavior is crucial to your well-being in this business.

I invite feedback on these guidelines and am open to discussion. Please 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, commissions are typically divided between Recruiters and Sales/Account Managers (AMs). The AM usually brings in the business, while the Recruiter handles the candidate placement, so it’s common for the two to split the billing in recognition of their collaborative efforts. If your agency operates in a non-360 model, how do you structure this split? Is a 50/50 division reasonable, or do you lean toward a 70/30 distribution? We’d love to hear your thoughts!

Dodgy HR Managers

Questionable HR Practices

I recently encountered a rather unprofessional situation with a HR director from a large organization regarding a candidate I had placed. Here’s what happened: After discussing with the hiring manager, I was informed they wanted to interview two candidates. I initially sent one candidate’s CV, with personal information redacted, and said I would provide the full CV if they were interested. They confirmed they wanted to proceed with an interview.

Before the interview, I negotiated the rate with the HR director, who had already received both the terms and the full CV. After the interview, the candidate received an offer and accepted it.

However, after everything was finalized and the written contract signed by the candidate, the HR director attempted to claim that they had already received this candidate’s CV from another source and that I wasn’t authorized to work on the role. I was taken aback—this was a first for me in 25 years in the industry! I offered to resend our agreed-upon terms as evidence, feeling shocked by their blatant attempt to manipulate the situation.

Fortunately, I have all the email correspondence, including her request for a discounted rate, which I acquiesced to, as well as her sending me the full candidate specification prior to the interview.

Has anyone else ever faced something like this? I’m still in disbelief. Just ridiculous!

Background Checks: to charge or not to charge?

Background Checks: To Charge or Not to Charge?

I’m interested in hearing how others manage the costs associated with background checks. As the owner of a boutique recruiting firm, we currently offer background checks on an optional basis and pass the costs directly to clients without any markup. In recent years, nearly all of our clients have chosen to utilize this service. However, because it’s optional, I don’t factor these costs into our baseline fees—it’s an à la carte offering.

Here are my questions:

1. Does our at-cost pricing model come off as convenient and transparent? That was my goal.
2. Or does it feel a bit extravagant? I base our hiring fees on fixed operating costs, which don’t include these additional background check expenses. I can see how clients might not distinguish between the two. Should I absorb these costs or raise our fees? I’m looking for some feedback here.
3. Is our approach overly complicated? One alternative is to set a flat fee of, say, $200 for background checks, which would typically cover our costs. In rare instances when the actual cost exceeds $200, previous excess might balance out. Pros: It simplifies the billing process for both clients and myself. Cons: I could occasionally end up losing a few hundred dollars.

For context:

• Our direct hire fees range from 20-22%, totaling between $16k and $40k.
• Monthly contractor fees are approximately +/- 30%.
• Background check costs start at around $160, with typical costs being $180-$200; in some cases, they can exceed $500, depending on how many locations and employment records need verification.
• While no clients have raised concerns, I’m taking a moment to evaluate potential improvements.
• We’re aiming to position ourselves as a white-glove service for small businesses and startups, offering the assurance that “We’ve got this; you don’t have to worry about it.”

Is the recruitment industry in need of automation?

Does the recruitment industry need a tech upgrade?

I’ve been reflecting on the more tedious aspects of recruiting, and I’m curious: what processes do you wish could be automated? Whether you’re a recruiter, a hiring manager, or someone who’s been through the candidate experience, what’s the one task you’d love to see taken care of by technology?

Is it sorting through countless resumes, coordinating interview schedules, or those never-ending email follow-ups? Or is there something else that really gets under your skin?

Share your ideas in the comments! Let’s discuss how we can simplify the recruitment process. 🙂

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

Navigating the Corporate World as a Non-IT Graduate

I’m a recent post-graduate in agriculture without any work experience, and I’m eager to transition into the corporate sector. However, my background is non-IT and I lack the technical skills that many companies seek. I’m reaching out for guidance on a few important questions:

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

2. Where should I begin learning the tech skills necessary to build a career in the corporate sector without wasting time on irrelevant topics?

3. What types of job opportunities should I target at this point in my career?

4. Are there specific opportunities for someone with an agricultural background in the IT sector?

Any advice would be greatly appreciated!

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 on the verge of being hired versus those who weren’t competitive at all? Is there a standard rejection template for all applicants, or do they have different versions?

I’ve recently begun my job search and have noticed that many rejection letters include the phrase “your background is very impressive.” I’m starting to wonder if this is just a standard response sent to everyone. I really wish there was a way for me to understand how I truly ranked—was I a strong contender or just an easy choice to cut?

For a bit of context, I hold a PhD and have relevant experience, but I’m trying to transition into a different industry. It’s hard to gauge how my somewhat varied background is perceived, and I would love more clarity on that.

The rejection messages I’ve received suggest that I came close, encouraging me to apply for other roles within the organization, but I can’t help but think that’s a generic response. I wish they would be upfront with me about my standing—like, give me a rating. It’s clearly not an A, but was it more of a B or a C, or did I land in the F range?

Is there a chance they might sound more straightforward if I wasn’t anywhere close to being a viable candidate for 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 starting out?

What specific niche did you focus on?

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

How did you convince your first client to give your new agency a chance?

What objections did you encounter most frequently, and how did you address them?