Buying a recruitment firm

Acquiring a Recruitment Firm

I’m in the market to purchase another recruitment firm. I’ve had positive experiences in the past and would love to connect with any recruiters who are considering selling their company.

If you’re interested, please send me a message. While I’m based in the US and would prefer a domestic deal, I’m open to exploring options beyond that as well.

I’m already prequalified with the bank for an SBA loan, and despite the current market conditions, I’m keen on making an acquisition.

Don’t hesitate to DM me if you’d like to discuss further!

Invoicing question for US based agency owners

Invoicing inquiry for US agency owners:
I’m preparing invoices for my initial permanent placements, but I’m a bit confused about sales tax.

As a New York City-based agency invoicing a client in Virginia, what taxes (if any) should be included on the invoice?

Total cost of a recruiter position globally?

Subject: Inquiry on Global Recruiter Position Costs

Hello everyone!

I’m looking for updated information on the total cost associated with a recruiter position across the globe. Specifically, I need to compare costs in South America, North America, and Asia, as well as in Europe (UK, Germany, Netherlands, and Spain). Any insights or reports would be greatly appreciated! Thank you!

Research Participants needed!: Recruiters that work with AI

Participants Wanted for Research on AI in Recruitment!

Hello everyone! I’m a master’s student conducting research on the effects of AI technology on recruiters in the recruitment process.

I’m seeking participants who meet specific criteria—if you’re interested, please feel free to reach out! 😊

If you’d like to learn more, I can send you an information sheet.

The interviews will be conducted via Zoom, and all gathered information will be kept anonymous.

Thank you for your help!

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!