Trust Me, I'm Recruiter.

By Maple Resourcing

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Successful recruiting matches capability, skill and personality to a role, a company, and a team. Of these variables, arguably the most difficult and most important factor is the right personality match. Everything else can be right but, if the candidate doesn’t feel happy in the role, comfortable with the company culture, and form positive working relationships with colleagues, then the seeds of failure are sown. It’s vital the new personality adds to the cohesive dynamic of the existing team and the wider company.


The Professional Persona.

Workplace culture, to a greater or lesser extent, most often requires people to adopt a ‘professional’ persona at work. Even work environments which are more relaxed on the surface still tend to maintain an unspoken code of ‘work conduct’. In general, this is, of course, a positive thing. However, the professional persona can cause some people to hold back their emotions and become somewhat guarded in expressing their true thoughts and feelings for fear of appearing unprofessional.

For recruiters, this can cause problems. Successful recruitment depends on the recruiter having a true understanding of their client. If the client merely relays dry facts or says what they think their professional persona is expected to say, this hinders the process.


The Confidant.

Recruiters must work to gain their client’s trust and to ultimately become their confidant. Equally, as a client, it’s important to realise the benefits of dropping your guard. Recruiters have heard it all before and they can’t do the best for you without a real and true understanding of those things which make you, your team and your company unique.

It can feel uncomfortable and exposing to reveal personality traits and preferences to a recruiter when we’re so often used to presenting as purely logical ‘professionals’. However, even where requirements are counter-intuitive or seemingly insignificant, they are vital to the recruiter who can take a set of idiosyncratic requirements and match them to an equally idiosyncratic candidate for a successful hire.


The Alternative?

Alternatively, if recruiters do not work to gain trust and if their clients are unable to drop their guard, the recruiter receives a generic brief and the client receives generic candidates. Success is then hit and miss, as a key facet of hiring success has not been actively addressed.

Trust me, I’m a recruiter.

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