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)
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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!
RCadmin
Thank you for sharing your insight on the “nevers” of recruiting. It’s clear you have substantial experience in this field, and your perspective brings up important considerations for both new and seasoned recruiters. Here’s my take on your points:
Sending Resumes Without Interviews Set Up: I completely agree that this approach shifts the mindset from being transactional to consultative. Setting up interviews first creates mutual investment and a more engaged relationship between candidates and clients.
Working Relocations: Your point about the complexities of relocations is very valid. The added emotional and logistical challenges with families involved can lead to higher fall-off rates. However, there are also industries where relocations are routine, and in those cases, a different strategy might be required.
Candidates Working with Other Recruiters: This is essential advice. It’s often the candidates who engage with multiple recruiters that can create chaos in the hiring process. Focusing on passive candidates who aren’t actively seeking can yield better, more committed results.
Companies Working with Other Recruiters: True partnerships are built on trust and exclusivity. If a company is working with multiple recruiters, it can dilute your value and complicate the placement process.
Making Offers with Confidence: Pre-closing is a vital step that can make or break an offer. If recruiters don’t take the time to gauge candidate interest and readiness, they risk offers falling flat.
Employer-Made Offers: Maintaining control over the offer process can safeguard against miscommunications. You’re right that offers can feel different to candidates vs. employers.
Motivation Beyond Money: Identifying genuine motivations for change is crucial for a successful placement. Otherwise, you may run into resistance during negotiations or the potential for counteroffers.
Accepting the Nature of the Business: The unpredictability of candidates is a reality in recruiting. While we can prepare and strategize as much as possible, we must also accept that human behavior can be erratic.
Overall, your “nevers” promote a thoughtful approach to recruitment that emphasizes relationship-building rather than transactionality. It would be interesting to hear more about how you’ve implemented these principles in your own practice and whether you’ve noticed significant variations in outcomes when following them. Thanks for sharing your expertise!