Recruiter bashing on social media has become a daily occurrence. Whilst I don’t condone poor service in any field, I thought some context might help. And more importantly, how can head-hunters be used effectively, to enhance careers?

First of all let’s deal with the ugly truth. Yes, you are a potential product for them to sell, either now and or in the future. But be pragmatic, you need them to be on your side. Well actually you need the best head-hunters to be on your side…

Many people fall into the trap of thinking that it’s the calibre of the recruitment company that matters most. I would argue that it’s the calibre of the individual head-hunter that counts and this can vary hugely, even within the same business.

Head-hunters walk around with a database in their heads.

Most recruiters handling senior roles have been in the game for a long time. As their experience grows, they typically become more specialised, handling assignments in the same functional area or industry.

Believe it or not, intrinsic to their success is their ability to build long-term relationships with both clients AND candidates.

I recall pitching for a senior role with a world leading premium goods company. I knew who the best three or four candidates would be, before I’d won the business. Of course, I’d do market analysis, but those people had an unfair advantage because I already had an existing relationship with them.

In fact, I’ve placed some candidates three or four times in their career, because I trust them and know that they will deliver. They are typically the first people that I call.

On top of this, 80% of roles are recruited through the ‘hidden’ job market. Often, they’re not even advertised, and instead are filled by a select group of contacts.

Naturally head-hunters have vital access to decision makers. But the very best can actually stimulate brand new opportunities.

A former peer of mine thought a technology business was losing revenue because they didn’t have a security division. He speculatively sent a candidate to meet the MD. This led to a significant fee for him and a dream job for his candidate (who got to set-up a new business unit).

Good recruiters take a long-term view.

I have been lucky enough to work alongside some stellar head-hunters. Here, is an example from one of the best (he’s too modest to be named):

“I heard a whisper that a senior person was looking to return to the UK from overseas. I shortlisted him for a job back in 2010 – his number still in my phone.

He had accepted a C level job and is now back on the look-out having been exited. He is in dispute over the value of his equity.

I have advised him to keep fighting, because I have met several others who were treated the same way by his previous employers. If only he had called me before accepting the job in the first place, I’d have given him some useful advice on their standard approach. “

Contrary to popular belief, head-hunters value their reputations! For instance, before accepting a job many candidates call them to get an independent perspective on their prospective company / manager. The best won’t give you a false steer because they realise that you could be a future candidate or indeed client.

Because hindsight gives you insight.

Always remember that a candidate who may not be right for a job today, may be the perfect fit for something in 2 to 3 years time.

Try not to be dismissive of a recruiter who doesn’t put you forward for a role today. Rather look to build the relationship with them staying mindful of the limits and of the advantages. Know how they can help you and probably more importantly, how can you help them.

I think this is equally true for in-house recruiters who are increasingly mobile in their own careers. The good ones remember ‘well thought of’ people when they move on.