If you use a specialist recruitment consultancy, some organisations, particularly high-tech and financial organisations, may think that you are simply being consultative, rather than that you are actively seeking a replacement for your recruitment, and will be even more intr voicant if your time and effort is at risk. You must, however, consider that if the organisation decides that they wish to use your services, then having an obliged and enforceable contract may be a huge advantage to you: an individual is far less likely to make things difficult for you when you have a contractual obligation to the organisation.

Due to the need to have to choose a different staffing supplier each time you can easily manage with a fair and mediate relationship within the framework of an agreed relationship. However this is more likely to be detrimental if you have a history of success and links that may facilitate the organisation in gaining information on you as a pre-emptive option to using the recruitment consultancy, rather than employing you directly. Employees who would be scary to use, and who are unlikely to want to fit in with your operations or other benefits, may be easily persuaded to consult a recruitment consultancy.

Outsourcing HR is becoming a widespread trend, as organisations recognise the benefits of owning their own talent rather than outsourcing. This can, in truth, be an ideal way to manage a staff turnover. You may not be able to issue a formal retainer to your specialist, giving you the right to retain them over a certain period of time, but you can maintain a relationship (the ‘ drip’ method) that enables you to gain information that’s beneficial to you. The firm that you are recruiting from is also likely to be able to provide feedback on their former employees, so that you can anticipate behavioural patterns, the types of jobs that they seek, all without having to be a participant in the recruiting process.

However a sizeable percentage of organisations are reluctant to use any recruitment firm, having found that using the ‘ drip’ method, can be a slow and inefficient process; how can you really know if you are getting the best deal? It can also lead to some very basic misunderstandings, where an organisation will think that they have misquoted their fee, or that the individual has under-estimated their abilities. Although you may not be able to avoid that it’s relatively easy to depersonalise, it is often the case that the firm has a broader and better understanding of the job and the individuals within a organisation.

Being clear about what you are seeking, what sort of candidate you need, what levels of service you expect, and how you want to measure results is an effective way to manage your recruitment process. If your organisation is not currently using recruitment firms, you should have suggested this during your initial discussion. If the organisation decided that its current recruitment system is the way of addressing all of its recruitment needs, then you should also ensure that you can give your method of application a nudge.