Pivoting out of recruitment

Title: Embracing Change: A Journey Beyond IT Recruitment

After a decade spent in the realm of IT recruitment, including four years managing my own firm, I find myself contemplating a significant transition away from this industry. Initially, I had a passion for the work, but the landscape transformed dramatically due to the pandemic, and regrettably, not for the better.

One of my greatest joys in recruitment was the art of relationship building. There was something incredibly rewarding about connecting with clients on a personal and professional level, often over lunch or coffee. However, the shift to remote work has drastically reduced these invaluable in-person interactions. I thrive in face-to-face environments, and I struggle with the impersonal nature of phone calls and video conferences, which feel less efficient and meaningful.

Additionally, my discontent extends to the transformation of LinkedIn, which has shifted from a professional networking platform to more of an influencer-centric content hub. As someone who primarily utilized LinkedIn for recruitment, I find it increasingly frustrating to navigate the clutter of social media noise that dominates the site—especially since I intentionally avoid social media in my personal life.

From a business perspective, the IT sector seems stagnant, particularly with the looming presence of AI automation, raising concerns about future opportunities. When I considered applying for contract recruiting positions to provide a buffer while I sought clarity, I was met with an overwhelming pool of applicants—over 3,000 for just a single job listing. For the first time, I’ve found myself unable to secure even a preliminary phone interview.

In light of these developments, I’ve made the decision to pursue an MBA and explore a new career path. Though I have several ideas brewing, the thought of abandoning a decade’s worth of experience feels daunting, as if I’m facing a fresh start all over again.

Thus, I turn to those who have successfully transitioned out of recruitment into new business avenues. What paths did you follow? How did the skills you honed in recruiting translate to your new roles? Do you experience any regrets, or are you relieved to have moved on?

I’m eager to compile a list of potential career options that would effectively leverage the expertise I’ve built in this ever-evolving industry. Thank you for your insights and support on this journey!

Does AI have a place in HR?

The Role of AI in Human Resources: A Transformative Future

In recent years, artificial intelligence (AI) has become a hot topic across various industries, and Human Resources (HR) is no exception. With advancements in technology, AI is starting to carve its niche in the HR landscape, promising to streamline processes and enhance efficiency.

Every day, new AI tools and companies emerge, further fueling discussions about their application in HR. One exciting area is the automation of administrative tasks. Companies are harnessing AI to generate and update essential documents such as employee handbooks, onboarding materials, and company policies. This not only saves time but also ensures that these documents remain current and compliant with legislative changes.

In addition to administrative tasks, AI-driven agents are proving to be invaluable for monitoring personnel changes. These tools can effortlessly track new hires, shifts in management, and updates to employee benefits, ensuring that internal HR policies are always aligned with the latest information.

While Applicant Tracking Systems (ATS) and various AI applications in hiring have established themselves as standard practices over the past decade, the question remains: will these new AI innovations in HR also become essential components of the field?

As we continue to explore this frontier, we invite you to share your thoughts. Are you using AI in your HR practices? Have you come across innovative ideas or businesses utilizing AI in human resources? Let’s discuss the potential of AI to reshape HR for the better.

Their recruitment process is insane. Pleaseee help meee :<

Navigating a Challenging Recruitment Process: Seeking Support and Suggestions

Hello everyone,

I hope this message finds you well! I am reaching out to share my experiences and seek advice regarding the recruitment process at my new workplace, where I’ve recently joined as a Recruitment and Training Development Specialist. With only four months of combined experience in recruitment at a manpower agency and a BPO, the current situation has left me feeling quite overwhelmed.

The recruitment process here is quite convoluted and lacks a clear structure. I’m eager to improve the way we attract and hire talent, but I find myself unsure of how to effectively address the challenges we face. Below is an overview of our existing process for both rank-and-file and managerial roles, as well as for truck helpers and drivers.

Current Recruitment Process

For Rank-and-File/Managerial/Supervisory Positions:

1. Job Posting
2. Screening and Shortlisting
3. Assessment Stage (including personality tests, situational judgment tests, verbal ability evaluations, numerical estimation tasks, practical emotional intelligence self-assessment, and work inventory)
4. Initial Interview conducted by a recruiter
5. Follow-up Interview with an HR Generalist
6. Additional Interview with an HR Consultant (often suggested that the Head of the Department should be involved, but this step remains tentative)
7. Conclusive Interview with the COO

Having personally navigated this process (except for the final interview), I’ve found it to be somewhat tedious, often rehashing the same questions with different interviewers, which can feel frustrating.

For Truck Helpers/Drivers:

1. Assessment (Personality and Sentence Completion)
2. Initial Interview with a recruiter
3. Final Interview with their immediate supervisor

Overwhelmed but Determined

Given this structure, it is evident that our approach may be overly complicated, affecting both the candidates’ experiences and the efficiency of our recruitment efforts. I firmly believe that we can streamline our process, but I’m at a loss regarding the best way to implement these changes.

Request for Guidance

I am reaching out to this community for guidance on how we might restructure our recruitment process to make it more efficient and candidate-friendly. What suggestions do you have for simplifying our current hiring model? If you have any questions for me about our process or need additional information to provide insight, please feel free to ask.

Thank you for taking the time to read my post. I truly value any advice or recommendations you might have

Job offer – private sector IT recruitment

Navigating Job Offers in IT Recruitment: A Dilemma Worth Considering

The world of recruitment can often feel like a rollercoaster, especially in the IT sector. Recently, I found myself at a crossroads with my current position at one of the leading IT recruitment agencies in the UK. Having dedicated the past couple of years to building a cold desk within the NHS space, the journey has been quite challenging, to say the least.

Currently, I am earning a basic salary of £30,000. However, the past six months have left much to be desired, with no new deals on the horizon. The lack of activity has created an unnerving atmosphere, leading me to contemplate my future in such an unproductive environment.

Recently, another agency reached out to me with an enticing opportunity. They are a well-established recruitment firm, offering a role that balances client management with new business development — 50% of each. The IT team there appears robust, consistently delivering strong results. The catch? The starting salary is £26,000, with the potential for bonuses that could elevate my total compensation to around £38,000, and perhaps more as I progress in the role.

Now, I find myself weighing the benefits of this new opportunity against my current situation. While the prospect of joining a reputable agency with an existing client base and a substantial database for outreach is undeniably appealing, the initial pay cut does weigh heavily on my mind. After all, £30,000 is still a notable salary, even if it hasn’t translated into success on my end.

I am reaching out for advice and insights on this career decision. Should I continue to hold onto my current position, where I face the risk of further stagnation, or take the leap into a role that promises growth — despite the short-term financial setback?

For those who have navigated similar transitions, your thoughts and experiences would be invaluable as I seek clarity in this decision-making process.

What’s the best ATS you’ve used?

Seeking the Ultimate ATS: Your Recommendations Needed!

Hello, fellow recruiters!

As we navigate the ever-evolving landscape of recruitment technology, I’m on a quest to discover the most effective Applicant Tracking Systems (ATS) out there. I’ve been working closely with several recruiting clients, and they have shared their experiences with a few popular options:

• Salesforce
• Bullhorn
• Invenias

However, I want to tap into the collective wisdom of this community. What ATS do you consider the best in terms of functionality, user experience, and overall effectiveness? Your insights could help others make informed decisions in their recruitment processes.

Let’s gather our thoughts and recommendations to find the ultimate ATS together! Looking forward to hearing your experiences and favorites!

The “peak boomer” retirement issues

The Impending Retirement Crisis: Addressing Peak Boomer Challenges

As a seasoned recruiter and headhunter with 26 years of experience, I have witnessed various shifting trends in the job market. One of the most pressing concerns today harkens back to discussions we held in the early 2000s: the impending retirement of the baby boomer generation.

In just a few short years, a remarkable demographic shift will take place. By 2031, the youngest members of the baby boomer cohort, born between 1946 and 1964, will reach the full retirement age of 67. Notably, 2024 is poised to set records as the year with the highest number of Americans entering retirement age, with an estimated 30.4 million individuals turning 65. This demographic phenomenon is being termed “peak boomers,” marking the final wave of this influential generation.

The implications of this mass retirement will be far-reaching, significantly impacting businesses and the landscape of talent acquisition. Here are some of the primary challenges we can expect:

1. Labor Shortages: With a considerable portion of the workforce exiting the job market, organizations will face acute shortages across various sectors. The struggle to fill these gaps could hinder operational effectiveness for many companies.

2. Increased Demand for New Hires: As boomers retire, the demand for fresh talent will escalate. Businesses will need to ramp up their recruitment efforts aggressively to attract skilled workers from younger generations.

3. Leadership Gaps: The departure of experienced leaders can create a void in mentorship and guidance. Companies must strategize on succession planning to ensure a smooth transition of leadership roles.

4. Training and Development Needs: With new hires entering the workforce, companies will need to enhance training programs to equip younger employees with the skills necessary to thrive in their positions.

5. Shifts in Workforce Dynamics: The departure of a significant number of baby boomers will alter workplace culture and dynamics, necessitating adaptation from remaining employees and management.

6. Impact on Social Security and Pension Systems: As more individuals retire, the strain on Social Security and pension systems will increase, prompting potential reforms that could affect future generations.

In light of these pressing issues, it is crucial for organizations to proactively address these challenges. By leveraging this information, recruiters can create compelling cases for higher engagement fees and retainers, emphasizing the urgent need for talent acquisition solutions in this evolving landscape. As we move forward, staying

Worst company I have ever worked for, I’d love to know yours?

The Pitfalls of Working in a Dysfunctional Workplace: A Cautionary Tale

In the realm of employment, we often encounter various workplace environments, some of which can be less than ideal. Recently, I had the unfortunate experience of working for a company that I can only describe as the worst place I have ever been employed. I can’t help but wonder if others have similarly harrowing stories to tell.

My journey with this company ended abruptly after just a few weeks, even though I managed to generate over $10,000 in revenue during that short time. Despite my contributions, the environment was riddled with unrealistic expectations and a troubling focus on Key Performance Indicators (KPIs).

Their business development system left much to be desired. Each day, the market development team provided leads that were often unqualified, and my sole responsibility became chasing these elusive prospects in the afternoons. This relentless structure was governed by an hour-by-hour timetable that didn’t allow for much flexibility.

To illustrate the atmosphere, I would often hear the co-owner, who happens to be the director and the owner’s wife, loudly asking, “Are we doing LinkedIn time now?” This was reminiscent of a classroom more than a professional setting. The owner himself would casually inquire, “Have you got your chasing list up, yeah?” His tone, though seemingly polite, carried an unmistakable threat of job insecurity hanging in the air.

During a meeting, I attempted to advocate for my performance, suggesting that the revenue I generated should matter more than the challenges with their processes. Unfortunately, my input fell on deaf ears, as the focus was seemingly more about following their convoluted metrics than recognizing success.

Furthermore, the workplace culture left much to be desired. I witnessed colleagues engaging in behaviors that would be alarming in any professional environment, including indications of substance misuse. The overall atmosphere felt more like a ‘lads’ club’ than a serious workplace, with a team leader whose antics were reminiscent of a character from a sitcom attempting, but failing, to be taken seriously.

While I won’t single anyone out for the sake of professionalism and integrity, I felt an overwhelming need to express my frustrations with this experience.

Has anyone else found themselves inadvertently caught in a dysfunctional, family-owned environment that felt more like a cult than a company? If so, I would love to hear your stories. Let’s share our experiences and hopefully learn from them!

You weren’t rejected because you were unqualified, you were rejected because someone else was BETTER qualified.

Understanding Job Rejections: A Closer Look at the Hiring Process

In the competitive world of job applications, it’s easy to feel disheartened after receiving a rejection. Many candidates believe they were turned down due to a lack of qualifications. However, the reality is often more nuanced. The truth is, you may not have been rejected because you weren’t qualified but simply because another candidate stood out as more qualified.

It’s common to see frustrations aired on forums like Reddit, particularly in subreddits such as r/recruitinghell and r/LinkedInLunatics, where individuals often voice their grievances about the hiring process. They lament their rejection and feel that their skills went unrecognized. However, from my perspective as a hiring manager, the reality is that we receive hundreds of applications for each position. Many candidates are not only qualified but sometimes even overqualified for the roles they apply for.

In such a crowded field, the selection process becomes highly competitive. Often, it comes down to minor differentiators that can tip the scales in favor of one candidate over another. The takeaway is clear: a rejection does not reflect on your abilities; it simply indicates that someone else presented a slightly stronger fit for the role.

Moreover, there is a tendency to direct blame towards HR and recruiters when outcomes are disappointing. Comments like “the recruiter must have misjudged the qualifications” or “HR doesn’t know what they’re looking for” are not only misdirected but also miss the underlying truth of the decision-making process. Recruiters and HR professionals act as facilitators; they work to narrow down a substantial list of candidates based on feedback from the hiring team. While I may conduct initial interviews, the final decisions rest with the team responsible for the hiring process.

I often find myself in positions where I want to advocate for recruiters and HR personnel when negative comments arise online. However, it feels akin to facing a backlash for something that is out of our control.

Ultimately, this post serves as an invitation for further discussion and reflection on the job application experience. Have you encountered similar sentiments? Let’s share insights and perhaps a few frustrations together. Understanding the intricacies of the hiring process can help alleviate some of the stress associated with job rejections and encourage a more positive outlook for future applications.

Recruitment marketing

Exploring the Landscape of Recruitment Marketing: Your Thoughts?

As the realm of recruitment evolves, it’s vital to engage in discussions about the methodologies we employ. Today, I want to gather some insights on the current state of recruitment marketing.

The Importance of Personal Branding

In today’s competitive job market, personal branding has become an essential practice for attracting both talent and opportunities. Professionals are increasingly recognizing that a strong personal brand can significantly influence their career prospects.

The Role of Company Marketing

But what about company marketing? Does it still hold relevance in our recruitment strategies? In a time where organizational reputation matters more than ever, how do we balance our personal identities with the broader narrative of our companies?

Collaborative Marketing Efforts

Imagine having a marketing team dedicated to promoting your professional brand, ensuring that all messaging aligns with your approval and personal ethos. Would such a service be of interest to you?

I invite you to share your thoughts and experiences. How do you view the interplay between personal branding and company marketing in your recruitment efforts? Let’s spark a conversation!

Their recruitment process is insane. Pleaseee help meee :<

Overcoming Recruitment Challenges: Seeking Guidance to Restructure Our Process

Hello everyone,

I’m reaching out to share my experiences and seek your insights on our current recruitment process. I’ve recently joined the team as a Recruitment and Training Development Specialist, but with just four months of experience in recruitment across a manpower agency and a BPO, I find myself facing a daunting challenge.

The recruitment framework in place at our company appears quite chaotic and lacks a clear structure. It’s evident to me that there are opportunities for improvement that could streamline the process and enhance our efficiency.

Here’s an overview of the recruitment steps we currently follow for various positions:

For Rank-and-File, Managerial, and Supervisory Roles:

1. Job Posting: Advertising the job openings.
2. Screening and Shortlisting: Initial assessment of applications.
3. Assessment: Candidates undergo various evaluations, including personality tests, situational judgment assessments, verbal ability, numerical reasoning, emotional intelligence self-assessments, and work inventory evaluations.
4. Initial Interview: A preliminary meeting with a recruiter.
5. Follow-Up Interview: A second interview with an HR Generalist.
6. Consultation: Another round with an HR Consultant—there’s discussion around including the Head of the department in this step, but it hasn’t been finalized yet.
7. Final Interview: Closure with the COO.

Having personally navigated this process (excluding the last interview), I felt overwhelmed by the repetitive nature of answering similar questions posed by different interviewers. It has been a cumbersome experience, making me question the necessity of each step.

For Truck Helpers, Drivers, and Similar Roles:

1. Assessment: Candidates complete a personality test and a sentence completion task.
2. Initial Interview: A session with the recruiter.
3. Final Interview: Concluding discussions with the immediate supervisor.

Given this structure, it’s clear that we’re doing more than what seems reasonable, which affects the candidates’ experience and prolongs the recruitment timeline. I strongly believe that our recruitment process can be optimized, but I’m not certain where to begin.

I would deeply appreciate any advice or suggestions from those with experience in this area. How would you recommend restructuring the recruitment process? What steps would you prioritize or eliminate to make it more efficient? If you have any questions for clarification, please feel free to ask.

Thank you for taking the time to read this. Your insights would be