Subject: Request for Global Recruiter Position Cost Data
Hello everyone!
I’m looking for an updated report on the total cost of a recruiter position worldwide. Specifically, I need data to compare costs across South America, North America, Asia, and Europe, including the UK, Germany, Netherlands, and Spain. Any insights or resources would be greatly appreciated! Thanks!
Participants Needed for Research on AI in Recruitment!
Hello everyone! I am a master’s student conducting research on the impact of AI on recruiters in the recruitment process.
I’m seeking participants who meet specific criteria. If you’re interested in sharing your insights, please feel free to reach out! 😊
I can provide an information sheet for those who would like to learn more about the study.
Interviews will take place via Zoom, and all information collected will be kept anonymous.
Thank you for your support!
Seeking Advice on Weekly and Daily Planning for Perm Recruitment
Hello everyone,
I’m reaching out for some guidance on how to effectively plan my weeks and days to maximize my chances of closing deals, both in the short term and long term.
To give you a bit of background, I took a year off from recruitment and have nearly two years of experience in contract recruitment. Now, I’m venturing into permanent recruitment within the healthcare sector.
I’m finding it challenging to establish clear daily and weekly objectives. As someone who thrives with structure and goals, I’m hoping to get insights from those of you who have achieved success in permanent recruitment recently.
What daily and weekly targets did you set for yourself, and what do you believe were the key factors that contributed to becoming a “top biller”?
I appreciate any advice you can share!
Thank you!
Are you frustrated with the high costs of recruitment?
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!
Is nearshore the new offshore? Let’s explore!
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)
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.
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.
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.
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.
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.
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.
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.
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 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!
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!
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:
For context:
