It seems that everything is simple: one closed the vacancy and received a bonus, and the other tried and worked no less, but everything fell apart. Formally, it just “didn’t work out,” but unofficially, it’s not entirely clear what happened, because the process was underway, correspondence was conducted and candidates were sent..
Why does one recruiter bring results, while the other remains empty-handed? It can be attributed to experience, methodology, skills, or client characteristics. Of course, all of these things matter, but two underestimated factors often play a decisive role:
- Luck, which, contrary to popular belief, is not so random.
- Reflection – the ability to notice what exactly you are doing, how it works, and when it is time to change your approach.
The problem is that none of these factors are captured in KPIs or reported. But they are often what distinguishes those who “get it” from those who are working but treading water.. Alexander Fedolov, head of the recruiting team at SENSE, explains how this works in practice using examples.
«I’m working according to plan, but it’s not working»
In an agency environment, it’s easy to get caught up in the operational trap. The day is jam-packed with tasks: submitting resumes, receiving updates, finding new candidates, updating statuses.Everything is going according to plan, but the vacancies are not being filled.
As a result, you may not notice how the process replaces the goal, and the appearance of work creates the illusion of productivity.
Example:
Ira has been searching for a Senior Backend Developer for a FinTech company for three weeks. She’s sent 300 messages, sent out 10 candidates, and still no results. The client says, “We’re looking for product history and thinking, not just the stack.” Ira replies, “We’ll adjust.” But in reality, she’s still searching using the standard search filters: Java, Kafka, Spring. She’s doing a lot of work, but she’s doing it “in the wrong direction,” without considering the business’s needs.
But her colleague Lena asks herself deeper questions: Who does he really want to hire? Who does he work with? Where will I find such people?» It’s not limited to keywords. It goes on LinkedIn and analyzes which of the developers went from product teams to start-ups. Then makes a hypothesis: if CTO wrote the code himself, he will most likely meet candidates who have gone the same way». As a result: 15 personalized letters 4 qualitative answers 1 offer.
The difference is not in efforts, but in approach and ability not just to «work according to plan», but to realize whether the plan works at all.
Not every response is a chance
Another common mistake: I saw a candidate, got some interest from him and started working «on the run-of-the-mill» scheme: to find send wait. But the speed misses important questions: Is this candidate alive? Is he really ready to change his job? Does he have a motivation or just answer out of politeness?».
Recruiters are afraid to ask for or «dig» motivation again, suddenly scared. But just superficial interest often leads to failure: candidates disappear, change their opinion or just politely refuse. These are wasted days, spoiled expectations and loss of confidence on the part of the client.
Example:
Maxim sent the candidate because he said: «maybe it would be interesting». But in fact, the candidate was just polite. After a couple of days, it’s rejection, then another one, and then nothing at all. As a result: 10 days wasted, as well as the client’s trust.
At the same time, another recruiter asks himself: «If I were in this position, why would I go to this company?» He doesn’t just send a CV, he writes a detailed cover letter: why this candidate is relevant, what interested him, how he fits into the team.
This saves a lot of time and raises the credibility of the recruiter, making him not just a «resume provider», but a partner in decision-making.
Failures are also a signal
When the screens collapse one by one, you want to find an external reason: the market is complex and unstable, the client is strange, the candidates are inadequate. Of course, sometimes this is true, but it’s much more useful at such moments not to make excuses, but to stop and honestly ask yourself: What exactly am I stuck in? What am I saying? Why doesn’t it work now?». Ephlexia is not about self-flagellation, but about the ability to analyze, look for bottlenecks and change what prevents moving forward.
Example:
I had a case – eight failures in a row. The candidates were «at work», processes went on, interviews were arranged. But no one reached the offshore. Then I went back to correspondence, tasks, filters and realized that he was betting on «passive» candidates, which were updated very long ago, but did not take into account that at this time the market was already moving. In the end, by the time I got them to the interview, they were already being taken away. Since then I have introduced a rule: if the candidate does not get in touch within 2 days, I exclude and go on.
Being realistic is more important than holding on to an illusion.
Luck is not magic, but preparation and flexibility
Sometimes things really work out perfectly: a good candidate, a loyal client, quick decision-making. You could say that it’s just luck. But most often it is not magic, but willingness to change your approach and think outside the box.
Luck comes to those who do not work on autopilot and is not afraid to question the usual process.
Example:
Recruiter Dima worked with a client who for 2 months could not understand who he was looking for. The other would have already given up, but Dima initiated a new briefing, reformulated the requirements and instead of searching by keywords went to GitHub and Stack Overflow. Two weeks later, a candidate who would not even have been considered initially came out, but turned out to be perfect.
Instead of exit: recruiter check-list, «who gets it»
1. Reflection in practice. Ask yourself specific questions every day: «What worked? What didn’t work? Where am I repeating? What do I try new?».
2. Tracking actions. Try not just to «look for candidates», but to clearly see the structure of work: how many candidates, fedbecks to adjust profiles and offers, where the chains of selection are interrupted.
3. Real work with the client. Clarify, ask again, understand. Do not be afraid to communicate with the customer to understand who really need to look for?
4. Self-criticism. Trying is good, but it’s important to honestly answer yourself: «Does this give a result or just create a sense of employment?»
5. Flexibility + luck. Luck loves those who do not hold on to the old, but ready to try new. Even if it is scary or unusual.
Recruitment is not only about experience, techniques and vortex, but also about thinking. About the ability to stop, look at your work from the outside and be brave enough to change something. And if you do everything consciously, the «luck» will come sooner or later. And then you’re the recruiter who can close.
