I’m often asked, “Who does a recruiter care about more, the client or the candidate?” While there’s not a one-size-fits-all answer, there is an intricate balance recruiters must maintain to serve both parties effectively. As an industry insider, I can attest that recruiters are motivated to care deeply about both clients—the employers looking to hire—and candidates—the individuals seeking new opportunities. Before we explore the motivations of serving both sides of the table, let’s take a look at what “caring” means for recruiters. 

Caring comes in many forms ... and impacts everyone involved

The concept of caring for someone is often associated with making them feel good, or at a minimum, saying what they want to hear. Or, it can be manifested as doing someone a favor and making them a deal. After all, it’s human nature to make others feel valued and appreciated. 

However, in the context of recruitment, caring is more nuanced. Taking a new job or hiring a new employee is not an isolated moment in time. It is a decision made with lasting impact. As a recruiter, caring is helping both parties make decisions with open eyes and all information on the table so the outcome will be successful and lasting. When outcomes meet expectations, success has been achieved.

Therefore, absolute care for our candidate can ONLY be absolute if we have absolute care for our client and vice versa.

Caring does not mean getting a candidate a max salary. Caring does not mean getting a company a bargain on a new hire compensation package. This one-sided approach clearly puts the company or candidate at a disadvantage, and a disadvantaged party will become a problem down the line. 

When the idea of winning a negotiation, desperation to fill a hole, or land a new job begins creeping in, CARING is helping both parties realize what is most important to them with this hire or job opportunity and protecting them from the isolated moment.

The Recruiter’s Dual Loyalty Recruiters are in the business of creating successful matches between clients and candidates. This dual loyalty is crucial because the success of one depends on the success of the other. A satisfied client is more likely to return for future hires, and a satisfied candidate is more likely to refer others or return themselves. At the heart of this balance is the concept of fit—placing the right candidate in the right role. The best recruiters and firms take a long view to build relationships on both sides of the table. 

 

Incentives in Staffing Partnerships Staffing partnerships can be broadly categorized into contingency and retained models. In a contingency partnership, the relationship is more transactional: recruiters are paid only when they successfully place a candidate. This creates a strong incentive to find and present the best possible candidates quickly. By many industry measures, contingency searches represent the majority of staffing agency business, reflecting the high stakes and fast-paced nature of these engagements. 

 

On the other hand, retained partnerships involve a long-term commitment, often with a more strategic focus on finding the perfect fit over a longer period. Retained searches often involve upfront fees and a more consultative approach, allowing recruiters to dedicate more resources to the search process. In a retained model, there’s the seed of a longer-term partnership to nurture and fulfill. 

 

The talent market's supply and demand dynamics also play a significant role. When demand for specific skills is high, candidates with those skills become incredibly valuable. This influences how recruiters prioritize their efforts, aiming to meet the needs of both clients and candidates efficiently. For example, in the technology sector, the high demand for skills like data science and cybersecurity has made candidates with these abilities particularly sought after, and recruiters will prioritize these conversations with high-demand positions.

 

Motivational Factors for Serving Clients

When it comes to serving the client, there are three primary motivators for our industry:

1. Repeat Business: Recruiters are motivated by the prospect of repeat business with clients. A satisfied client who receives high-quality candidates is more likely to return for future hiring needs. In fact, the talent acquisition leaders I speak with regularly say their job involves more relationship-building than it did just a few years ago.
2. Long-Term Relationships: Building strong, long-term relationships with clients enhances a recruiter’s reputation and leads to more stable and predictable business.
3. Client Satisfaction: Ensuring client satisfaction not only secures repeat business but also leads to referrals, expanding the recruiter’s client base. My peers likely agree that client referrals are a key source of new business.

 

Motivational Factors for Serving Candidates

What about the candidate side? Through a similar lens, here are three points of motivation to serving the candidate pool: 

1. Candidate Marketability: Candidates who are highly marketable and possess in-demand skills are prioritized by recruiters. Placing these candidates successfully enhances the recruiter’s standing in the talent market, and in-demand talent is often reflected in the compensation and economics.
2. Annual Base Salary Percentage: Recruiters often earn a percentage of the candidate's first-year annual base salary, incentivizing them to place candidates in well-suited, higher-paying roles. This success-fee model drives alignment.
3. Candidate Satisfaction: A positive candidate experience can lead to referrals and a strong reputation, which are crucial for a recruiter’s long-term success. Throughout my career, my team has developed a long-term relationship with candidates who have repeat placement opportunities. 

The Importance of Fit

Imagine the recruitment process as fitting square pegs into square holes and circle pegs into circle holes. The recruiter’s job is to ensure that each candidate is a perfect fit for the role and the company. This not only satisfies the client but also ensures the candidate thrives in their new position. Achieving this perfect fit is the ultimate goal, driven by the need to balance the interests of both parties.

While human nature can lead to giving false praises or expectations, caring happens in the most difficult moments. Maybe it’s giving bad news to a client. Or sharing strong feedback. with a candidate. A good recruiter will not force the square peg into a round hole … poor fit and placements have a waterfall effect that can be felt by management, the employee, families, workplace peers, investors and the community. 

So, who do recruiters care about more? The answer is it must always be a 50/50 draw. Driven by a variety of motivations and situational factors, the best recruiters will approach each placement and relationship with the same attention, service and commitment. After all, it takes both sides to truly be successful in this talent market. 

#TalentStrategy #RecruitingInsights #StaffingIndustry #TalentAcquisition #TalentAcquisition

Chris Madden is President and Founder of Networks Connect, a leading staffing firm dedicated to the healthcare and professional sectors. His passion to connect impactful individuals, enhancing careers and benefiting companies has reached thousands of candidates and hundreds of talent leaders. With a transparent approach, Chris is committed to sharing industry insights, tips, and trends to help peers achieve their workforce goals.