One of the first things new consultants are taught during most recruitment training is ‘candidate control’ – i.e. how to make sure your candidate stays in communication with you, attends your interviews, and accepts the offer you get them. Old school recruitment trainers will tell you that ‘you should never present an offer to a candidate unless you know they are going to accept.’ This concept isn’t as mechanical as it may sound. The theory behind it is, as a recruiter you should listen to your candidate’s requirements during your initial engagement with them, and then only put opportunities in front of them that are suitable. You should then manage the process throughout so you can anticipate any issues that might stop the person joining i.e. making sure the company and candidate’s salary expectations are aligned. Therefore if ‘candidate control’ is deployed correctly it is beneficial for all three parties; the client, the candidate, and the recruiter.

“the idea that we should be trying to control human behaviours when it comes to something as important as a person’s career choice is one that doesn’t sit well with me”

This is all well and good in theory but it is still a term I don’t particularly like. After all recruitment is a people business. A cliché I know, but nevertheless something we can all forget when chasing that next big commission cheque. And before we get onto the ‘people bit’ I as a recruiter understand the importance of the ‘business bit.’ All recruitment companies are in it to make money and I’d be insulting everyone’s intelligence if I wasn’t to acknowledge that. Consultants are under pressure to do deals, which can sometimes lead them to forget about the human aspect involved when working in this industry. But the idea that we should be trying to control human behaviours when it comes to something as important as a person’s career choice is one that doesn’t sit well with me, particularly when this means acting against the candidate’s best interests.

“Be Honest”

The easiest way to make money in recruitment is to work hard. Talk to lots of candidates. Be honest with the ones you can’t help. Be honest with the ones that you can and what you think you can do for them. Present people with all of the realistic opportunities you have for them and let them make choices. Be transparent with both clients and candidates about salaries, and advise using your knowledge of the market when you think that a candidate’s expectations might be unrealistic or the client may be under-paying. Do lots of all of these things and do them well. Keep standards and integrity high.

“…you may need to advise a candidate that the opportunity or offer they have from ‘that other recruiter’ is really the one they should go with…”

But remember, recruitment IS a people business. It is the clients that pay the fees but without the candidates, we as recruiters are of no value. People have choices and they are entitled not to engage with us, not go to the jobs we tell them, not accept an offer if they don’t feel it’s right, and accept a counteroffer if they believe it’s best for them and their family. And sometimes (as bitter a pill as it may be to swallow) you may need to advise a candidate that the opportunity or offer they have from ‘that other recruiter’ is really the one they should go with. Hardworking recruiters with good values are the ones that make the money long-term.

I’m not advising recruiters to complete disregard everything taught about ‘candidate control’ but it is about understanding that people aren’t products. Understand the ‘candidate control’ theory but also understand that every candidate is a person, and a person is entitled not to do what you have asked them, sometimes for a reason as simple as “because I don’t want to.”

 - By Luke Stiles

Sales Director at tsrselect.co.uk