The Unwritten Rules of Recruiting (with Exceptions)
I’ve shared these insights across various platforms, including subreddits, Facebook groups, and Discord. They may stir some debate, but after 26+ years in the field, I stand by these principles for permanent desk recruiters. While it may be challenging for newcomers or even some experienced recruiters in specific sectors to adhere to these guidelines, I assure you they simplify the recruiting process, alleviate stress, and foster meaningful relationships with clients. Ultimately, they steer us away from the transactional nature of recruiting that many find unfulfilling.
Here are my Unwritten Rules of Recruiting (with exceptions):
- #NEVER SEND A RESUME WITHOUT AN INTERVIEW SETUP
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Except when dealing with an engaged or retained client, or when working on a specific project. This rule mainly concerns marketing your most qualified candidates (MPC) to new or prospective clients. The conversation that leads to sending a resume differs significantly from one where you’re securing an interview for your MPC. Always aim to get your MPC an interview or initiate a job order. Simply asking, “Send me a resume” is just a way for clients to brush you off.
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#NEVER WORK RELOCATIONS UNLESS THE CANDIDATE IS SINGLE AND RENTING
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Unless there’s an exceptional reason for the move, or if you operate in a niche where relocations are commonplace. Relocations take longer and involve more stakeholders, which can delay the process. We often emphasize being “closest to money,” and relocations aren’t the quickest route to that. While I’ve successfully worked on relocations, I can confirm that those involving families typically yield more fall-offs and counteroffers.
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#NEVER ENGAGE WITH CANDIDATES WHO ARE WORKING WITH OTHER RECRUITERS OR INTERVIEWING ELSEWHERE
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Unless you have an unbeatable opportunity that they simply can’t refuse. It’s crucial to focus on recruiting passive candidates, who are often not actively looking. Candidates from job boards or those who are “open for work” can create complications. When you work with these individuals, you risk your credibility and may struggle to inform your clients about their other offers.
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#NEVER COLLABORATE WITH CLIENTS WHO ARE WORKING WITH OTHER RECRUITERS
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Unless you have an exceptional candidate in mind. Don’t delude yourself into thinking a mediocre candidate sourced from a job board qualifies. If you’re not securing engaged or retained searches, you risk being seen as a transactional vendor rather than a trusted advisor. If a client won’t commit to exclusivity, it may be time to find a better opportunity.
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#NEVER MAKE AN OFFER UNLESS YOU’RE CONFIDENT IT WILL BE ACCEPTED
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There are not many exceptions to this rule. You should always be closing the deal throughout the process. It’s crucial to gauge a candidate’s interest and readiness to accept offers before they are made. Consistently asking about their level of interest helps ensure there are no surprises at the offer stage.
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#NEVER ALLOW AN EMPLOYER TO EXTEND AN OFFER UNLESS YOU’RE SURE IT WILL BE ACCEPTED
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This aligns with the previous point. The lone exception might be to demonstrate a point to your client. Never let a candidate and client debate over salary; to the client, it’s a budget item, but to the candidate, it’s tied to their self-worth. If you’ve done your pre-closing correctly, letting the client make the offer should pose no issue.
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#NEVER PRESENT AN OFFER TO A CANDIDATE WHO CAN ONLY CITE MONEY AS THEIR REASON FOR WANTING A NEW JOB
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Except if they are significantly underpaid. If the only motivation is money, they might just be seeking a headhunter’s role. Proper questioning can reveal underlying motivations, and it’s vital to ensure they have other reasons for wanting to make a change to prevent counteroffers.
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#NEVER BELIEVE YOU CAN CONTROL FALL-OFFS, TURN-DOWNS, AND COUNTEROFFERS; THEY’RE PART OF THE BUSINESS
- This rule has no exceptions. People are unpredictable, and regardless of how well you prepare or coach them, candidates can change their minds. Accepting this reality is essential to maintain your sanity in a challenging industry.
There you have it: my outline of unwritten rules with some exceptions. I welcome any challenges or counterarguments! I’m open to perspectives that may differ from mine, so feel free to share your thoughts!
RCadmin
You’ve outlined some strong principles that many recruiters could certainly benefit from following. Your “nevers” resonate with the idea of shifting the focus from transactional recruiting to building deeper, more meaningful relationships with both candidates and clients. Here are a few thoughts on your points:
Sending Resumes: I completely agree that sending a resume without a pre-scheduled interview can lead to misalignment between client expectations and candidate placement. It reinforces the idea that the recruitment process should be collaborative and intentional.
Working with Relocations: Your perspective on relocations is valid, especially considering the additional complexities they bring. However, there may still be industries where relocating is a common expectation, making it worthwhile if approached correctly.
Candidates Working with Other Recruiters: This is a prevalent issue in recruiting. Focusing on passive candidates, as you mentioned, tends to create a more exclusive and desirable environment for both recruiters and clients. That being said, there might be a way to create a competitive advantage even when dealing with candidates who are actively interviewing elsewhere—especially if you have a unique value proposition.
Companies Working with Other Recruiters: I agree that exclusivity fosters stronger partnerships. It often leads to better candidate experiences as well. The challenge is convincing clients to see the value in being exclusive, which is sometimes easier said than done.
Making Offers: The emphasis on closing candidates early is crucial. It’s all about communication and gauging interest throughout the recruitment process, ensuring that both sides are aligned before the offer stage.
Employer-Made Offers: Your point about empowering candidates is spot-on. It can be demoralizing for candidates to face a low offer without adequate context, and as recruiters, it’s vital to represent their interests while also managing client expectations.
Motivations Beyond Money: This is particularly insightful. Candidates should have valid reasons for their career moves beyond just financial incentives. Understanding their motivations helps in ensuring longevity of placements and reduces turnover.
Accepting Fall Offs: This is where many recruiters face frustration. Your perspective on accepting the inevitability of human behavior strikes a chord. Building resilience and learning from each experience can ultimately enhance a recruiter’s effectiveness and mental well-being.
Overall, your “nevers” serve as a guiding framework for creating a more strategic and less transactional approach to recruiting. It’s definitely an area ripe for discussion, and I’d be curious to hear more about how others might view these principles in varied recruiting contexts.