Youth & High school Football Coach at www.o-d.com
Personal Causes: Breast Cancer fundraising/awareness
Office/Cell Number: 978-474-8055
Personal Email: firstname.lastname@example.org
Q&A with Robert Gray
Six Degrees: Tell us of your home world.
Rob: I married my college girlfriend (university of New Hampshire at Durham) after a 8 year courtship, not sure why she “hung in” there, but I’m glad she did. We have two beautiful kids, Jackson age 13 and Michaela age 10. We do have a family pet, Henry, a lively 6 year old jack Russell terrier. I would highly suggested doing research before buying one, they require a ton of attention, long walks at night and plenty of love…wait, that’s me…Henry is low maintenance, really. He runs the house with an iron paw.
People who want to capitalize on Relationship Capital as a popular measure of networking success are the people I want to connect with. Consequently, web 2.0/networking is a passion. I run my Prep School (Bridgton Academy) Alumni networking group and love social networking for business and new connections. I am very active in my community as a youth sports leader and mentor. My real passion is coaching Life, I mean Football. Well, you get it. It’s one in the same. Having played Division 1 college football and now being able to pass along my “hard earned knowledge” to young men is a self-fulfilling prophecy “you get what you give”. My young players are all going to be great teammates, students, citizens, husbands, fathers and above all leaders. I am honored every single day I get to be around such motivated and inspiring young athletes. Having some part in their personal development makes it all so rewarding.
100 % of the kids we coach will play sports for a living! That’s right, 100%.... can someone challenge me that life, in and of itself is not a sport? That in America we reward the focused, driven and committed individuals. What adult that makes a living in this country, doesn’t have to compete in some way or another for either their livelihood, or to keep their job? What youth football coach in America (that’s worth his salt- thanks Vince), isn’t preparing your young men for their future & building a solid foundation for success in any endeavor that life has to offer. Football is a metaphor for life. Anyone that has played this game to the high school level knows this to be true. The top sales rep at the office, the focused & committed surgeon that operates on you, the person that tunes your car engine up and checks your brakes, the person that builds your home, they are all striving to earn your business. This is America, we welcome competition for EVERYTHING! It’s the fabric of our society. What makes you successful is your desire, commitment and dedication to be the best at what you do. Hmmmm, where have I heard that before? Harvard business school’s first rule of business is: If you don’t have a competitive edge, don’t compete! Maybe that’s just something we should wait to tell our kids when they are in….say…. college. Yeah, sounds about right. They’ll be much more mature at that point and better prepared to handle it. Hello! “Yes, Mrs. Jones, we are running sprints at the end of practice and painful as they might be for you to watch, your son will make it”.
Football more than any other sport relates to how “working hard tends to make good things happen” and how being part of a team leads to a deep sense of pride and self-respect. Football coaches have a responsibility to help create a foundation in their players that teaches: Hard work will be rewarded! Preparation is key to success and Team comes first.....we were taught these things by our coaches at the exact same age as our players are now. We have an obligation to give back what we got. No?
I have no complaints at all, I am coaching my son and his friends and we get so much out of the total experience that I am glowing with pride both as a father and a coach! I am helping in some small way; positively shape the lives of these kids. And, what I get back from this experience makes the 25 plus hours per week I volunteer pale by comparison. My advice to business leaders and former athletes is to “get involved” you can’t put a price on what you get back.
Six Degrees: How many years have you been in the staffing industry?
Rob: 2009 marks my 12th year in the Executive search industry. Hire Image is the third company I have built and branded. My firm has satisfied clients all over the world and has built outstanding best of breed sales forces for some of the best Hi-tech firms in the world.
Six Degrees: How did you get started as a recruiter?
Rob: I spent my first 9 years out of college with E & J Gallo Winery. The best sales training program in the US. Consumer goods is a great place to start your career, box seats to all the games, dinner out three nights a week, but that gets real old at 30. I got out to chase the money in hi-tech, period. Living in Boston in the late 90’s and not being in Hi-tech recruiting was a sin.
Six Degrees: What single event had the most impact on your sourcing/recruiting career?
Great question. I started my Career at a F500 agency, sat next to several million dollar a year billers and was floored by the money they made. I knew I was in the right Industry, same deer different forest thing, just a learning curve to get past.
Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after?
Rob: Absolutely, one of my oldest friends and former business partner mentored me for my first few years in the industry. “Stay on the phone, good things will happen” is what he told me a dozen times a day. Its so true, you want to reward yourself then pick up the phone and make another call. No victory laps here kid.
Six Degrees: Tell us about "Hire Image"
Rob: I have run my own firm since 2000. My world is “kill what you eat” period. I have never not run both sides of a desk. I have a partner in Amsterdam that runs EMEA and I run North America. I can and have managed up to 20 clients at once, but that’s about the maximum. I run a strict recruiting life cycle process and never manage the pipeline, just steer it.
Six Degrees: (A) What other companies' recruiting operations do you admire or have heard are best-practice examples?
Rob: I’ve always admired the retained search groups for the attention to detail and candidate control they have. After the white-hot dot com era, I developed the Hire Image software sales candidate evaluation best practice. Here is the quick version:
Enterprise Sales Ability
Strong Revenue achievement selling Enterprise applications... We look at the last 5 year W-2 history. Acceptable low end average is $200,000, (We prefer to see $250,000 average) with an average quota of ~$2,000,000. We also would like to see that the candidate has closed 6 or more deals over ~$500,000 and 2 or more deal over $1,000,000 in the last 5 years.
If the above criterion is met, then the hard assumptions we must make are:
A) This candidate can get in the door (fortune 500- CXO level) for first meeting and set the tone. Additionally, this candidate is a businessperson that can relate to the needs of CXO’s from a strategic view. They understand the business drivers as well as integration issues.
W-2 Stream over last 5 years;
Large deal history over last 5 years;
Ability to articulate solutions sales skills;
Demonstrate a consultative sales style; and
Demonstrated stability – has stayed with previous employers long enough to generate customer loyalty
B) This candidate has proven experience selling enterprise applications where they have taken a business solution and built strategic thrust with value. Then, have the ability to navigate the strategic initiative through a complex sales cycle to closure.
Bottom line: This Candidate knows how to explore and develop business issues and objectives, create a mutually shared vision of the solution, match those visions with the capabilities and technology, and keep control of the buy cycle. (Solution Selling 101)
Typical enterprise solution sales cycle includes:
Identify CXO (sales, marketing and CIO) critical business issues (pain) and who in the organization is impacted.
Provide capabilities that map to the CXO resolving these issues.
Document sales process and plan the sales cycle for the CXO to agree upon. This lets us know if the CXO is serious about continuing this business relationship and it identifies the next steps in closing the sale.
Provide a compelling accurate business case (value proposition, cost justification and confirmed agreed return on investment
Number of deals sold into desired vertical
Previously worked directly in the vertical (hands-on at potential customer target account)
This candidate has sold multiple $500,000+ licensed software deals into Major clients within your targeted verticals. (Major defined as +$3B total revenue) Or, the candidate has worked for 5+ years in a hands-on capacity within the target industry.
If the above criterion is met, then the hard assumptions we must make are:
A) This candidate understands the buying criteria, business drivers, and influencers within this particular Industry. This candidate also comes to the table with a Rolodex of CXO’s that should facilitate first meetings based upon candidate’s business relationships (reputation).
B) This candidate has sat on the other side of the table and understands the business issues that the buyer is facing – can relate to those issues from personal experience.
Experience selling for direct competitor or competitive product
Experience selling complimentary or other desired application/technology
Advanced technical aptitude (previous experience as an S/E or similar experience)
This candidate has sold multiple $500,000+ license software deals in your specific domain.
If the above criterion is met, then the hard assumptions we must make are:
A) This candidate has the ability to sell a business solution (vision). This candidate can quantify a value proposition and translate that into real time return on investment. This candidate has very strong upfront communication of Economic Impact.
Pluses: Start up experience- We like candidates that can “evangelize”, that have “missionary mode experience” and have scaled out net new business with few pre-existing customers.
Six Degrees: How do you get to the C-level and what do you do once you get there?
Rob: Most candidates are good at getting to "ground swell" - functional people. These people will give you the answer to "where is the pain" and plenty of soft assumptions... but they are not the C-level decision makers.
(B) Six Degrees: In what aspects are they superior?
Rob: This best of breed evaluation practice offers all interviewers a guideline to evaluate candidates against. It serves to keep your hiring manages focused on what’s important. Once you can get a client to agree on evaluation criteria, you have a much better shot at getting your candidates through the “gauntlet”
Six Degrees: What recent general news story or industry trend do you feel will have an impact on your work in the future? Why?
Rob: Web 2.0 is has changed the game to a large degree, however our services as executive search recruiters will never be replaced. Sourcing elite candidates and selling them on your client’s value as an employer will always require the skilled hand of a seasoned recruiter. “A players” always have employment choices, selling them on making a move requires a consultative relationship that is built over years. Additionally, I see more RPO (recruiting process outsourcing) firms in the market.
Six Degrees: Tell us about your broader involvement within the staffing industry:
Rob: I am a regular at Mass Hi-tech, ERE and Boston area networking functions. I attend Fordyce annually and participate with LION, Jobmachine.net, Recruitingblogs.com, SourceCon, Cybersleuths, Networked Recruiter and of course the number one recruiting blog “six degree’s from dave”
Six Degrees: Can you detail how the recession has affected your particular industry niche?
Rob: Enterprise software sales recruiting is slow, period. In the late fall 2008, I thought this was another “Top Grading” market. However, the pain runs deeper and longer. The good news is that top candidates are still being placed and recruiters are still being paid. My suggestion is to find your niche and work it. Sales engineers that have strong technical backgrounds are always in demand. Top enterprise sales athletes are still coveted, no one is open for business without an elite sales force. Find those industries that have organic growth. Greentech, Solar (PV), and Carbon emission management systems are right on the horizon. This world still runs on software, that’s not changing, stick to the basics. Software and platform as a service in Healthcare IT is a good place to start.
Six Degrees: Aside from simply the generic term “Networking” what specific efforts have you made on your own behalf, or on behalf of colleagues to broaden your opportunities.
Rob: I currently sit on Advisory boards for some of the fastest growing technology companies in Cambridge/Metro Boston, Ma area. The 128-technology belt is my “backyard” and home to hundreds of Software/Venture Capital firms and Business Incubators. I am truly blessed to be recruiting/living in such a fertile technology rich area. In fact, many of my neighbors are Software executives. My advice is to “get smart” on Healthcare IT, specifically voice recognition software. Target the competitive landscape and subscribe to a sales intelligence service. I use Zoominfo ( HYPERLINK "http://www.zoominfo.com" www.zoominfo.com) I think it’s the best product on the market
Six Degrees: Given your own Trial and Error experiences as a Networker, what advice do you have for your peers on what NOT to do? Be specific
Rob: Networking is a function of making connects, period. The more connects you make on a daily basis the better your OBP (on base percentage). However, don’t be fooled in thinking you don’t need to pick up the phone. Nothing will replace talking to your clients/candidates. Don’t try to be the expert on all verticals and domains. Pick several that you have an affinity for and become a subject matter expert.
Six Degrees: What is your next career goal? What do you need to do to get there?
Rob: My next career goal is to transition my business into a pure retained search model. This is easier said than done, work in progress. Stay tuned world.…
(CHICAGO, IL) Lizz Pellet, CEO of EMERGE International, will be speaking at the onrec.com Online Recruitment Conference & Expo 2010, to be held at the Donald E Stephens Convention Center, in Chicago from September 14-16, 2010.
Lizz’s deep knowledge of Employment Branding and the importance of Green Recruiting Practices will provide the attendees with the understanding of why it’s good to be Green, during her session Creating a Green Recruiting Function. onrec Expo 2010, with over 40 expert speakers in attendance, will provide a great learning, sharing and networking opportunity for all attendees.
onrec Expo 2010 provides a thriving exposition hall packed with the latest tools and services to help your organization hire the best, and is highly regarded as the “must attend” recruitment event of 2010 where corporate recruiting practitioners and thought leaders will educate hundreds of attendees with cutting edge training (HRCI Credit pending) on innovative sourcing, screening and recruiting techniques and technologies.
Running off of last year’s success, onrec Expo 2010 will bring together delegates and exhibitors involved in recruitment from around the world to share their common interests, provide a business driven networking environment, and stimulate discussions, debates, and beneficial partnerships.
It's good to be Green. That's what a lot of companies are finding, as they integrate environmentalism and sustainability into their corporate culture. Not only is environmentalism good for the community and the planet, it can help employees reduce waste and operate more efficiently. Companies tout their environmental initiatives in annual reports, core values, community activities and even advertising. Yet, companies often fail to leverage their environmental efforts in one key area: and that's recruiting, meaning they are missing a key opportunity - as studies show a commitment to environmentalism and sustainability can be a factor the most desirable candidates weigh when choosing an employer. This program will look at how employers can ensure their sustainability practices and employment brand are in line with their organizational culture and core values.
Lizz is a Fellow from Johns Hopkins University and the Chief Culture Officer at EMERGE International. She is the author of the SHRM publication The Cultural Fit Factor, Creating an Employment Brand that Attracts, Retains and Repels the Right Employees, and has also written Getting Your Shift Together: Making Sense of Organizational Culture and Change. A dynamic educator, facilitator and master at business process re-engineering, Pellet is a certified national speaker and has presented over 70 professional learning sessions in the past three years, including well received webcasts for SHRM members - in addition Lizz is a known contributor to RecruitingTrends.com.
About EMERGE International
EMERGE International, founded in 1996 is a consultancy firm dedicated to assisting leaders in assessing, diagnosing and transforming their organization’s culture. Utilizing a validated Internet based cultural assessment tool, the Cultural Health Indicator™, their systemic approach for evaluating organizational culture and providing long-term solutions positions EMERGE International as the leader in the cultural assessment and organizational change process. For more information about EMERGE International, visit www.emergeinternational.com.
About onrec Expo:
onrec Expo is Onrec.com’s (the web portal for the online recruitment industry) annual international recruitment conference featuring a wide range of over 25 industry specific topics from more than 40 of the top thought leaders and industry experts - and with the 2009 acquisition of Kennedy Information's Recruiting Conference and RecruitingTrends.com, onrec Expo has effectively become the largest recruitment conference of the year: representing over 30 years of industry insight.
A division of the Tarsus Group - an international B2B media company creating industry-leading events, publications and online media since 1998 - Onrec.com is the world's leading information resource for Human Resource and Recruiting professionals, and is the accompanying website to Online Recruitment Magazine, which takes an in-depth look into recruitment and industry suppliers - helping corporate recruiters, recruitment agencies, and suppliers find the best resources available through a range of media and services. A growing portfolio supported by Tarsus Online Media, features educational and networking products in the talent management, HR and recruiting sector including; TalentManagementTech.com, RetentionInstitute.com, TheRecruitingConference.com, RecruitingTrends.com, and Onrec.com.
Start onrec Expo 2010 by joining our great line-up of leading experts on online sourcing. Expand your understanding of the proven tools, techniques, and strategies to deepen your talent pool and optimize your sourcing channels, by attending the preconference Sourcing Summit: http://www.Onrec.com/conferenceusa/pages/sourcing_summit1
For an overview of all Onrec session topics visit: http://www.Onrec.com/conferenceusa/pages/session_descriptions
For more information on all of the speakers participating at this event visit: http://www.Onrec.com/conferenceusa/pages/speakers
For more information on the Onrec.com Online Recruitment Conference & Expo 2010, contact Anna Brekka at anna@Onrec.com or go to www.Onrec.com/conferenceusa…
his experience has also proven to be as awful as the first. I would like to know if anyone else has had a similar experience with Bountyjobs.
In my first experience, I was working on a position for a client in Iowa. This was a Sr. Purchasing Manager position. I submitted several qualified candidates for this position via Bountyjobs. My point of contact was as usual, a Talent Acquisition Rep for the client with the open position. I found that this Rep was very unresponsive, and ignored messages via the Bounty Wall and Candidate Wall. This is the preferred method of communication, for Talent Acquisition Reps, an in a few moments you will know why.
I submitted 6 candidates for this position, before actually filling it. However I did not fill the position, by sending the candidate via Bountyjobs and communicating with the client via the site. I repeatedly requested feedback on submittals of candidates, due to the fact that all candidates were interested in the role, and wanted to know if there was interest on the client side. After repeatedly being ignored by the Talent Acquisition Rep via Bountyjobs, I began emailing the Rep to request feedback. All emails were also ignored. After about a month, I received an email from TA stating that a phone interview was requested on one of my candidates. luckily, that candidate was still available and interested. The candidate did the phone interview, and called me right after, very excited, stating that it went well. After a week, I reached out to see if there was feedback on the candidate via email as well as via the candidate wall on the BJ site. No response. None at all! After another week of the candidate calling and requesting feedback, I tried reaching out again, no response. I finally asked the name and contact information of the Hiring Manager that interviewed the candidate, and reached out to him. He provided feedback, stating that the candidate was not quite a match for the position. After doing that, the same day, I asked the HM if it was okay to send him the other candidates that I submitted via BJ to him directly, and he said that was fine,because he really needed to get the role filled. I sent over all 6 candidates, only to find out that after a whole month of sending candidates, the HM had only seen 1 of the candidates I submitted. Subsequently, one of the ones he had not even seen, that I submitted via BJ, got the position and is still employed with the client to this very day. After I filled the position, the TA called in and complained to BJ that I was "aggressive" and that she did not want to work with me again. That was okay with me.
Second horrible situation. I submitted a candidate via Bountyjobs to UTC Aerospace Systems for a position in Troy, OH. Candidate was not hired for that role. However a month later, this same candidate gets hired for a position with Pratt & Whitney. in Columbus, GA. Pratt & Whitney and UTC Aerospace Systems were basically the same company. They were both under United Technologies. Under Bountyjobs guidelines, if a candidate is hired within 6 months by a client, even if they did not get the original position they were interviewed for, the firm that submitted the candidate, is owed a fee. So I reached out to the HR Department at Pratt & Whitney in Columbus, GA, and explained the situation to the HR Manager. The manager told me flat out, "we do not owe you a fee, because we are not UTC Aerospace Systems and we do not use Bountyjobs" After this I reached out to Bountyjobs regarding the situation and Jeff Pacyna (Enterprise Account Specialist with BJ), stated that a fee was owed. He stated that he would get Chris Mason (VP, Customer Success with BJ), involved to get the matter resolved. Chris Mason reached out to me and requested that I not reach out to anyone at UTC regarding this matter, because they would get things taken care of. I waited over a year to be paid that fee, which was about $16k. Once a fee is owed, it is supposed to only take 60 days to get paid. But this one took over a year. I had several conversations via email and telephone with Chris Mason over the course of a year, with him assuring me that the matter was being handled. Chris Mason said that he had been in contact with UTC and that things were being handled. However I still had not received the fee. I finally reached out to the Director of Talent Acquisition at UTC. Chris Mason did not know I was even connected to this person. This contact checked into things and revealed that no one at UTC knew anything on this matter, which meant that Chris Mason lied to me for over a year regarding this situation. I finally had to threaten Chris Mason, to go public with this information, and in about 5 days, payment was received. During that year, I suggested to Chris Mason, that Bountyjobs just pay the fee that was owed to me, and handle their own collections with UTC. However, he stated that BJ does not pay out fees until the client pays BJ. I felt that maybe he did not want to hurt their relationship with UTC, and that was not my desire either, because I had built great rapport with UTC, and placed many candidates with them, so hurting the relationship would not benefit me in any way, however I still needed to be paid. After receiving the information from UTC, I called Chris Mason and told him what I found out. He denied everything of course, but offered to pay me 10% of what was owed to me, until the entire fee was paid. I turned it down, because I waited over a year. A year in which he lied to me repeatedly regarding this matter. I told him that if the entire fee was not paid within 5 days, I would go to NYC, where Bountyjobs is located and stand outside one of the local TV Stations, and that I would not leave until someone let me in to tell my story. Needless to say, I received the fee a few days later. About a week after, I was called by Chris Mason to state that UTC no longer wanted to do business with me, and that I was being removed from the BJ site. I did not care at all, because, if they were willing to allow this company to do something like this, I no longer wanted to deal with BJ anyway.
Third horrible situation. I was engaged on a Procurement Manager position for Harris Corporation. Position was in California. My point of contact was not a Talent Acquisition Rep, he was a contract recruiter working for YOH, name Vinay Singh. Vinay called my office one day, after i submitted a candidate. He was very rude, and asked if we were even speaking to the candidates that we were sending because all of them were way off the mark. He was so rude that I ended up hanging up on him. By this time, I had already submitted 4 candidates, and by the way, one of my candidates got hired. But not after Vinay went into BJ and rejected all my candidates, and closed out the job order in the BJ system. However, the candidate that was eventually hired, was doing interviews with Harris Corporation all along. The candidate called me after an onsite interview to let me know how things were progressing. So I sent Vinay an email to ask why the candidate was rejected in BJ, and Harris was still interviewing this candidate. He never responded, But later that say, I received a call from BJ, stating that Vinay called to complain, stating he felt threatened when I spoke to him via telephone, which was totally untrue. He knew that I caught him trying to do what we as recruiters refer to as a "Back Door Hire" My candidate called me that afternoon stating that Vinay Singh told her that if she kept communicating with me it would "hurt her chances at getting the position" These were his exact words. I couldn't believe this. All the while Bountyjobs is threatening me, stating that if they keep getting complaints I will be removed from the site. Despite the fact that I had proof of what he was doing, because the very candidate that Harris was about to hire, was showing as rejected in their system. So I reached out to the HM at Harris and explained all of this to him. He in turn, reached out to the TA Director with Harris and explained what Vinay Singh was attempting to do. The very next day, Vinay Singh opened a duplicate of that same position, and BJ reached out to me stating that I needed to re-submit the candidate to BJ. My candidate was eventually hired. BJ gave me NO support, in fact, they claimed that I was attempting to hurt their relationship with Harris Corporation, even after knowing all of what I speaking about here. So they basically took the side of the TA, even though I caught him red-handed, trying to steal that fee, and showed BJ the proof. BJ gets a percentage of all fees, so I explained to them that if the fee was stolen from me, it was being stolen from them as well. However they did not care one bit.
Fourth horrible situation. After Bountyjobs kicked me off the site, I went and pitched Harris Corporation directly, and was awarded a Direct Placement Agreement with their company, and no longer had to go through Bountyjobs. I began submitting candidates to them directly. A few months in L3 Communications merged with Harris Corporation, and they are now called L3Harris. After they merged, a few weeks later I was notified that all outside recruiters would have to work through Bountyjobs. Any recruiting firm that had a current contract agreement with Harris, would be given a login, to engage and work on their positions. I did not like this, but really had no choice. All external firms that had a current contract were given "Preferred Vendor" status in BJ, and instead of BJ taking their usual 25% of the fee, "Preferred Vendors" only have 3% of their fee taken by BJ. Again, working with BJ turned out to be another nightmare. Our point of contact are now, talent Acquisition Reps for L3Harris, and it's much of the same. Ignoring requests for feedback on candidates submitted. Candidates being interviewed, without the knowledge of the firms that submitted them. Complaining to BJ when we email the TA Reps is HUGE. However these same TA Reps email us all the time requesting interviews with candidates, etc. But when we email them, due to their lack of response, they call and complain to BJ, stating that they want all communications with outside firms to be via BJ. However I have seen them not even log into BJ for weeks at a time. While candidates are calling and asking for feedback. Clarissa Wiley with L3harris is a prime example and there are others. Clarissa will email about a candidate she is interested in having do a telephone interview with a HM. Candidate does phone interview, and then you hear NOTHING. No email responses, no responses in BJ after repeated attempts, etc. Then, when you send an email, after she has no problem emailing you about something she wants, trying to get feedback, she "only wants contact via BJ". Looks very strange huh? Well before I wrap this up, you will know exactly why.
In BJ, there is a feature called "taking a flier". This is where you can actually pay a fee to BJ, to have a candidate submitted to a position, even when a TA will not engage you on a position. Last month, I tried to get engaged on a Sr. Electrical Engineer position in Northampton, MA, however AMBER HEINLEIN (TA AT L3HARRIS) refused my engagement request. So, I "took a flier" and paid about $30.00 of my own funds to submit a highly qualified candidate. After submitting this candidate, I waited a week to see if there was any feedback. My messages were completely ignored. Then after about another week I tried messaging AMBER HEILEIN again via BJ. She responded "no interest, thanks!" I responded asking if there was any feedback on where this candidate fell short and never received a response to this day. I knew how good this candidate was for that role, so I became suspicious. I honestly did not think she even submitted the candidate to the hiring manager. I was looking through my linkedin.com contacts, and realized that I was connected to the person that appeared to be the Hiring Manager for that position and I was right. We were connected. So I sent over my candidate's information to him via linkedin.com, and he replied with interest. He responded that he had NOT seen that candidate's information before. So it was just as I thought, she had never even submitted him to the HM. All after I paid my own funds to submit the candidate. What recruiter in their right mind, is going to pay to submit a candidate, already knowing that the candidates' information will not even reach the Hiring Manager? I don't know any recruiters that stupid. However, I did not mention to the HM, that I had already submitted this candidate. The next day, I get an email from AMBER HEINLEIN, stating that I am to stop messaging the HM on linkedin.com immediately. However linkedin.com is a public forum, and I can communicate whoever I want, and they are free to communicate with me. Later that day, I get a call from Bountyjobs, as expected. The rep at BJ states that AMBER HEINLEIN is complaining that I am emailing her and that she wants all communication to go through BJ. However I NEVER emailed her, that was a lie. I never even responded to the email she sent me telling me to stop messaging the HM. It's funny, when I got the call from BJ, I asked the Rep at BJ, t produce an email that I sent to AMBER HEINLEIN and she couldn't. It;s also funny I asked her if AMBER HEINLEIN said anything else about why she was complaining and AMBER HEINLEIN mentioned nothing about the linkedin.com situation. I assume what happenedcis that the HM has to go through AMBER HEINLEIN to schedule candidates for interviews, and when he approached her about the candidate that she NEVER SUBMITTED TO HIM, AFTER I PAID TO HAVE HIM SUBMITTED, she got pissed. Which means that not only does Bountyjobs take recruiters' money to have candidates submitted and in many cases the candidates NEVER reach the hiring managers. They also are used to cover up these types of things that the TA's are doing. It's almost like extortion. They threaten to kick you off the site for basically doing your job as a recruiter. What is going on is that the higher ups in Talent Acquistion with the clients do not know, or do not care what theses reps are doing with these Bountyjobs logins. Or, the TALENT ACQUISITION REPS DO NOT WANT EMAILS FROM EXTERNAL, RECRUITERS, SO THAT THERE IS NO INFORMATION TRAIL ON HOW THE RECRUITING IS BEING HANDLED. Let's be honest here, if they were actually doing their jobs, they would not need external recruiting firms in the first place. But from situations like this, i can see why jobs are staying on client's job boards for extended periods of time. ALL IN ALL BOUNTYJOBS IS AN ORGANIZATION THAT HAS SOME VERY SHADY PRACTICES!! AND I AM CERTAIN I AM NOT THE ONLY PERSON WHO'S HAD THESE TYPES OF EXPERIENCES WITH THEM!…