Inside the Search: First Edition

In today’s competitive hiring landscape, both employers and job seekers need to stay ahead of shifting trends, evolving candidate expectations, and market challenges. 

In this edition of Inside the Search, we sit down with Stephanie Staiano, Sales Director of CSS ProSearch, to discuss what it takes to build a lasting partnership with a recruiting firm, the biggest hiring challenges companies face (and how to overcome them), red flags to watch for when evaluating candidates, and what recruitment will look like in the next five years. Her insights will help hiring managers make smarter decisions and give job seekers a better understanding of what top employers are looking for in today’s job market.

Let’s dive in.

 

What advice would you give to clients looking to build a strong, long-term partnership with a recruiting firm?

Stephanie: Understand that many firms specialize in one type of role, so it’s very common to work with multiple partners. When you interview a recruiting firm, make sure they are experts in what you need, not generalists who claim to do everything great. Treat them as partners, not competition and find agencies that feel the same way about you. Long-term relationships stand the test of time because both sides see the value in each other and discuss situations openly and fairly. Be receptive to feedback regarding the market. A recruiter wants to make a placement and if they are giving you market data, listen to it and let it impact your profile and hiring process.

 

What are some of the biggest challenges that companies are facing when attracting top talent, and how can they overcome them?

Stephanie: There are so many answers to this question but one way is that companies need to make sure the interview process is at least somewhat enjoyable. Requiring candidates to have 6+ interviews, plus a task, plus traveling onsite is frustrating. If you know candidates will need to meet with lots of folks, then combine interviews into panels. If you need to evaluate certain skills, consider implementing an assessment. Interviews for general sales positions (not executive or high visibility positions) shouldn’t be more than 3-4 steps max. Focus on moving candidates through the process quickly and give them feedback. A candidate who hears that you are very interested in them is more likely to prioritize meeting with your team and complete your task vs one who has no idea where they stand.

 

What are some red flags companies should look out for when evaluating potential hires?

Stephanie: Job hoppers. In sales, reps often work their hardest and make the least amount of money in their first year as they begin building out their territory (they’re often on a ramp quota in Year 1). If a rep is always leaving after 2-3 years, this is an indication that they’re either not able to hit quota or aren’t willing to put in the work needed. In other roles, it’s more common to move every 2-3 yrs because that’s the fastest way to make more money and increase your base significantly over the standard 3% raise. However, in sales roles, the reps should be making more commission in Years 2, 3, 4, and so on. So starting from scratch at another company, even with a base increase, does not always result in immediately higher total earnings. The only pass I allow here is between 2020-2023. If someone was laid off in 2020 and made 1-2 moves over the following 3 years, I’m not typically surprised because the compensation packages were extremely aggressive. Candidates were able to increase compensation by 50% simply by making a move. Now if this has been their behavior their entire career – RUN. But if it was just during that time period and they have other longer stints on their resume, don’t hold it against them.

 

What do you think will be the biggest shift in recruitment over the next five years?

Stephanie: Employer vs employee expectations of what is considered reasonable work. The population that’s currently in many leadership roles has a belief that work should come first. Employees should always put the company first in every decision. The younger workforce doesn’t share this belief. Travel expectations need to be reasonable, work/life balance needs to exist, and every hour of PTO should be used. There is a clash happening within many organizations and over the next five years when newer managers become leaders, I believe we will see cultural shifts at companies that reflect these values.