r/RecruiterTea

Sorry but how is Becky who graduated from SUNY in 2024 actually qualified to vet candidates when she has no real experience herself? All recruiters should have to firsthand experience what they are willing to put candidates through or at least have some baseline level of experience in the industry they are recruiting for. I’ve been on both sides - unable to break through a recruiting gatekeeper for a new job even though I have experience that perfectly aligns with a job posting and I’ve also been on the company side where these unqualified recruiters send us candidates that are nowhere near what we are looking for. I don’t know when things will change but in this horrible job market, what’s the point of having humans in place when 90% of them act like robots anyways. It was definitely not this bad a few years ago

Actually recently i received a linkdin msg that they are looking for data and business analyst role any reference

So i told them iam a business analyst and open for opportunities so he give me mail. I mail on that and connect over google meet and have a call of 1 hr and he said to me that he us looking for a business analyst and you have to work on your communication skills and tell me to smile more or be confident and try to rehearsal with me how to laugh and how to use tone of your voice and present yourself

But one thi n he kept mention that i europe people casually say i love you and your work and come out bae and call me sweetheart and continuously saying you have to adapt that and it's normal and ahe people who is taking interview you have to be friendly and ok with these stuff as well

Iam from aisan country i feel uncomfortable doing that but iam not able to decide whether it is a genuine opportunity or not or iam be scamed

Is there anyone who get approached by linkedin?

Note: I’m no Reddit connoisseur but I got a notification saying that this subreddit would like this post as well so here it is.

I’m not a recruiter, but I’ve somehow been tasked with helping recruit for an entry-level role in our contact centre.

Naturally, when applicants include their LinkedIn profiles, I have a quick look.

One candidate had made a very recent post about how brutal the job market is. He said he’d applied for something like 1,000 jobs and barely ever gets a response.

And genuinely, I felt for him. I know how soul-destroying it must be firing off application after application and hearing absolutely nothing back.

So when I saw his application, I thought: right, here’s one person I can actually give a chance to.
I emailed him inviting him to interview.

Nothing. Emailed again. Nothing. Called him. Nothing.

Then, lo and behold, the next day I check LinkedIn and he’s posted AGAIN about how employers never respond to him and how impossible it is to even get an interview.

Mate.

I AM TRYING TO INTERVIEW YOU.

At this point I can only assume one of two things:

1. He genuinely does not check his emails/voicemails properly, which might explain at least some of those 1,000 unsuccessful applications.

2. The constant “nobody will give me a chance” LinkedIn posts are partially engagement bait.

I’m still hoping he eventually spots the email because I’d genuinely like to interview him (I thought about commenting on his post) but there are so many other people eager to have the job. I think it’s a little unfair on them to just chase this person based on how I feel.

Anyways, being on the other side of recruitment for approximately five minutes has already given me an entirely new perspective on some of the posts I see on LinkedIn.

I’ve been interviewing for a few months now, and I’ve noticed a pattern that’s breaking me a little. I make it through the recruiter screen, I make it through the hiring manager round, sometimes I really click with the person and walk away thinking “that went well.” And then it just… stops. No next round. Either a rejection email or, more often, silence.

It’s a weird kind of frustrating because it’s not the “your resume got auto-rejected” wall. I’m getting far enough that real people are talking to me and seemingly liking me. But something after that conversation isn’t converting, and I can’t see what it is. No feedback, no reason, just a door that closes quietly.

I’ve put so much into prepping for each of these. Researching the role, the team, the product. Tailoring everything. And doing that over and over while still holding down a demanding full-time job takes a toll I don’t think people talk about enough.

I don’t even know what I’m asking for here. Maybe just to hear I’m not the only one stuck at this exact stage. If you’ve been here and broken through it, what changed?

I’m looking for some advice from people who have worked in recruitment/HR.

I previously worked at a company and recently reached out to a recruiter there to ask whether there were any opportunities for me to rejoin. The recruiter told me that getting me back into the company would be difficult for at least the next 6 months.

I’m now considering reaching out directly to someone in HR and sharing my updated resume to ask whether I’m eligible for any current or upcoming full-time opportunities.

My questions are:

• Are recruiters and HR generally connected internally? If I send my resume to HR, is the recruiter likely to know about it?
• Would HR normally tell the recruiter that I approached them after already speaking with the recruiter?
• Could approaching HR directly hurt my chances, or is it perfectly reasonable to explore another channel?
• If the recruiter has already said it would be difficult to rejoin for 6 months, does that usually mean there is an actual HR/rehire restriction, or could it simply be the recruiter's assessment based on current openings/policies?
• Would you personally just take the chance and approach HR, or leave it alone for now?

I’m not trying to bypass anyone or create an issue. I genuinely want to understand whether there is any possibility of returning and figured it’s worth asking before giving up.

Would you shoot your shot and contact HR, or would you respect the recruiter’s answer and wait 6 months?

I have spent about twenty years building and leading teams, the last nine of those advising organizations ranging from roughly one million to thirty-five million in annual budget. I also finished a doctorate recently where the research was specifically on why leadership pipelines break down, so this is the thing I think about more than is probably healthy.

Here is what I keep running into, and I am honestly curious whether it matches your experience or not.

Almost every organization I have worked with has a leadership development problem that they are describing to me as a people problem.

The language is always some version of the same five sentences, and I would guess you have heard most of them. They weren’t ready for that level. It wasn’t the right fit. We need to hire better. He couldn’t handle the pressure. She wasn’t a culture fit.

Every one of those is usually a real observation, and I want to be careful here, because somebody genuinely did struggle and the fit genuinely was wrong and I am not saying people are never the issue.

What I am saying is that all five of those are diagnoses that stop exactly one step early.

They weren’t ready is true. So who decided that they were? It wasn’t the right fit is true. So who built the fit? We need to hire better is almost always true, and the last four people you hired walked into the same environment that produced the last four people who left.

None of this is coming from somebody who figured it out. I promoted people faster than their character could carry the responsibility more than once, and when it fell apart I sat in rooms and talked about readiness and fit like I was being discerning about people. I was avoiding a much harder conversation about the machine I had built and then handed to them.

Took me an embarrassingly long time to see that.

The part that actually surprised me in the research was that documentation does not fix it. One of the organizations I studied had six defined levels of leadership progression, a written pathway, training sessions, covenants that people sat down and signed. Somebody there had clearly built that system with real care and believed in it.

And they were still filling roles by looking around the room and picking whoever seemed most capable that week. One of the executives told me they still rely too much on tapping somebody’s shoulder, which struck me as an unusually honest way to describe it.

So the gap I keep finding is not between having a system and not having one. It is between having a system and using it when the pressure is on. Anybody can follow a process when there is time. The real question is what your organization does at four o’clock on a Thursday when somebody just resigned and the role has to be covered by Monday.

That moment is where the actual philosophy lives. Not the handbook.

Curious how this lands with people who are inside organizations right now rather than advising them from outside, because I am aware that changes what you see.

When something breaks on your team, how long before the conversation becomes about a person? And has anyone here actually watched an organization interrupt that pattern successfully? I am more interested in the ones that worked than the ones that didn’t.

I have been interviewing for senior operations and leadership roles recently, and some of the experiences have genuinely made me question what is considered acceptable in recruitment now.

In one case, I completed an interview and waited almost a month before receiving a rejection. There was virtually no communication during that period.

With another company, I actually withdrew midway through the process because the interview itself was so poorly conducted that I could not imagine wanting to work there.

The most recent one was stranger. A recruiter called me about a senior leadership position and told me that an interview with the panel would be scheduled. Several business days passed without an update. I sent a follow up email and received no response to that either.

I eventually emailed to withdraw.

That triggered a phone call.

Instead of acknowledging the communication gap, I was told that the recruiter receives hundreds of applications every day, has around 1,500 unread emails, manages multiple positions, and that as a job seeker I should have been more patient.

I completely understand workload. I have spent 17 years in operations and have managed large teams myself. I understand competing priorities better than most.

What I don't understand is why internal workload becomes the candidate's problem.

I was never upset that the interview had not been scheduled. Senior panel availability can take time. A simple message saying, “We are still coordinating with the panel and will get back to you once we have a slot” would have been perfectly fine.

Without that communication, how exactly is a candidate supposed to know whether things are being coordinated internally or whether they have simply been ghosted?

I am genuinely curious how others see this, especially recruiters and hiring managers.

Are my expectations unreasonable, or has basic candidate communication become optional because companies receive so many applications?