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May 27, 2004
Remote Recruiters Pros and Cons
by Brad Redd, Manager

Many recruiting and headhunting firms have adopted a business model that incorporates off-site, geographically dispersed personnel under the moniker of remote recruiters. Much of the increasing popularity of this model is attributable to the flexibility made possible by the growth of the Internet. Connectivity permits a firm to increase its market presence without incurring the overhead of brick and mortar facilities. While the concept is powerful, recruiters must be cautious about remote opportunities that are little more than skillfully crafted scams. Firms forced out of business, only to emerge with a new name and an even better deal for unwary recruiters litter the playing field.

Carefully researching the firm under consideration is a recruiter’s best defense. Start-ups and emerging businesses do not have a track record, so you must dig deeper to discover whether they have achieved financial stability. Especially examine a firm’s relationships with recruiters, clients, and candidates. It takes sound relationships built on long-term trust in all three categories to achieve a reputation for reliability and success. Of course, you should always scrutinize the offer. Firms that entice recruiters with the bait of exceptionally high commission schedules-sometimes ranging over 60 percent-are seldom in a position to offer anything more.

Too often, the term remote characterizes the relationship between the firm and its recruiters. A we-they mentality is a harbinger of failure. For reasons outlined here, regional may be a more expressive term for these recruiters. Ideally, both regional recruiters and the firms for which they work enjoy an invigorating synergy. Firms that nurture and empower their recruiters, treating them as valued team members rather than distant associates, lay the foundation for greater success than either party could anticipate alone. Regional recruiters ought to expect:

  • a robust corporate infrastructure with its legal and financial responsibility, including accounting and marketing services;
  • use of the same recruiting toolset available to the home office recruiters, including shared access to openings, candidate resumes, and job orders;
  • access to support, training, and staff personnel, characterized by free-flowing communication; and a comprehensive set of business manuals, handbooks, letterheads, warranties, timesheets, governmental, and insurance forms.These recruiters are anything but remote;
  • they are as fully supported in their regions, as they would be at the home office.
Organizations that successfully adopt this business model have deployed appropriate technologies and assigned staff members to focus fully on support of their regional recruiters and their specific needs, ideas, and concerns. In this way, each regional recruiter plays an important role in day-to-day operations as well as contributing to the organizational culture. These intangible benefits increase the confidence of their recruiters and the success of the organization.

Well-established firms offer their regional recruiters the same employment benefits available to other employees. They have the integrity and stability to treat regional recruiters fairly. These firms know that when recruiters can focus on recruiting, everyone wins. If you think that regional recruiting is for you, take the time to choose well.

  About the Author
Brad Redd, Manager of Professional and Regional Recruiters CTR Corp

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