On Working With Recruiters: End Run Fails!

 It is rare for me to work with candidates who lack experience working with recruiters.  After 16 years in the executive search business most of my work is with senior executives who know the drill. However, from time to time I am asked to perform a lower level search to help a client.  In those cases I work with candidates who may not have worked with an Executive Recruiter.  The vast majority of these folks are interested in learning how the process works and how to work most effectively with me.  Instinctively, they  know that I am there to broker the transaction and to help them to the extent that I can.  There are times when the candidate is unable or unwilling to work within the system.  Invariably, those candidates fail to land the job.  In fact, they tarnish their reputations with the client and with me.


Probably the most egregious example of a candidate's bad behavior is going around the recruiter, contacting the client directly, an end run so to speak.  In my Executive Search career, I have only had three candidates try to bypass me to ingratiate himself into the mix.  In every case it ended poorly for the candidate.  My first incident was working on a search for a Corporate Director of Taxation.  One of my candidates was not forthcoming with important background information so I put him on hold.  I advised him that I could not move him forward in the process until he provided the required information.  This candidate became incensed and actually told me that he would be contacting the client directly.  So, with that information I gave my client a heads-up.  Predictably the candidate embarrassed himself and was eliminated from consideration.  Actually, the situation further enhanced my relationship with the client as they appreciated my judgment and communication. The second situation was somewhat similar, except for the fact that the candidate did not come close to fitting the client's profile.  Again, the results were predictable.

The most recent situation was a little different, but the results were the same.  This candidate was qualified to do the job and was in the queue.   We had several steps yet to complete before I could present him to the client.  I needed to do an in-depth phone interview to fully understand his background and capabilities to be followed by a face to face meeting.  Unfortunately the process was not moving along fast enough to suit this guy.   He thought I was deliberately blocking him. So, this candidate executes his end run contacting multiple employees, via phone and email including the hiring manager.  I knew that he had a contact inside the company but it was not a strong enough connection to really help him.  His behavior was viewed as unprofessional and unwarranted.  He disqualified himself as the client decided that he was a poor cultural fit.  If he had worked with me, the outcome may have been different.  He clearly did not appreciate the strength of my relationship with the client.


In each case the candidate failed to understand or appreciate my bond with the client.   When a client hires a recruiter they do so with great care.  The recruiting and selection process is critical to the client and full of risk.  There is a significant level of trust between the client and the recruiter.  There must be!  The stakes are too great.   The client looks to the recruiter to manage the process in an effective and efficient manner that reflects well on the client's brand.  In support of this goal, before I begin a search I get clear direction from the client as to the job requirements, the experience required, and the skill sets they want to see in a candidate.  We also become aligned as to the client's culture.   I  design my searches  to ensure that the candidate can do the job, will do the job, and will be a harmonious fit with the client's culture.   It is not in my best interest to eliminated a candidate that meets all of the client's criteria.  Likewise, it is not in my best interest to move an unqualified candidate forward.  My work reflects on my credibility and on-going relationship with the client.
If a recruiter contacts you with an opportunity which you decide to pursue, your responsibility is to work within the parameters established by the recruiter. 

You may or may not like the recruiter but the recruiter is driving the bus.  Your job is to be a good passenger and enable him to get to the required destination.   One must understand that circumventing the recruiter is a high risk proposition that seldom ends well for the candidate.

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Jim Weber, President
New Century Dynamics Executive Search
www.newcenturydynamics.com