Several years ago, I worked for a healthcare specific search firm providing direct recruitment for a flat fee – retained search – ½ due at the onset, the other ½ upon completion. We specialized in those “hard to fill” manager and director level positions and occasionally engaged in executive level/C-Suite searches. I loved the work, we had a great team: a Managing Director, Director, three recruiters and two administrative assistants. We usually had six to ten open recruitments at any given time.

As we grew and the work became more intensive, one of our admin assistants was promoted to a recruiter position as she had expressed interest, as well as ability to step up and help out the firm in making placements. She was driven and wanted to learn more. I was able to take part in her training and was very happy with her progress; she was great. Because her promotion left a vacancy, we posted an advert to recruit for ourselves: an Admin Assistant. We loved recruiting for ourselves, it was quite novel, actually. The new position would work alongside a part-time administrative assistant that had worked for the organization for five years, she also knew and embraced the biz.

Several individuals were interviewed, but few passed the first round. There was one young woman we all thought was great. She had worked for her mom's staffing agency, and we thought it would be great to have someone with a little background in recruiting. She passed the first few months with flying colors until she felt her duties exceeded the limitations of her pay and she complained loudly about how much she was making. "$16 an hour isn't enough to put up with this crap."

What this assistant failed to realize was that the part-time assistant was only making $11 an a hour AFTER five years of faithful service. Additionally, the assistant that had been promoted to a recruiter was making just under $15 an hour. How do you combat this? How does one address the individual not being paid enough for the right amount of service? I was approached with questions of "how this could be" from both assistant and recruiter. Feelings were hurt...

I eventually had to go to the Managing Director to tell him of the false move, the move in which the new employee tried her darnedest to build herself up in the eyes of the other employees, not realizing her very words were self-damning. The new admin assistant was fired; there was no other choice. What she chose to share had been listed as confidential in her offer letter. She had been well-liked, she was a hard worker but carelessness and one false move had ruined her chances for a spot on the team.

Ideas on how to combat this ongoing issue?


© by rayannthorn