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We created a toolkit about 10 years ago called the Cycle of Service Excellence and have embedded this in to literally hundreds of recruitment businesses since.
It is one of those tools that whilst wildly simple, is just so damn effective.
It basically maps out every interaction a recruiter has with a client or a candidate and then helps that recruiter identify what “excellent” actually looks like at each of those interactions (or “moments of truth” as we refer to them).
It then goes on to compare what that recruiter does to what “excellent” looks like and then builds out an updated version of the cycle so you know how to deliver excellent moments of truth moving forward, at every stage of the cycle.
The impact this has on feedback, on repeat business, on account penetration, on candidate lifetime value, on referrals… is just insane!
Now, we have AI (and automations) as part of the mix and so now, when we build out a cycle of a recruitment agency, we have to look at where AI plays it’s part, which elements of the process does it do a better job than a recruiter can, but as importantly, which moments of truth should absolutely stay human, because quite simply, no-one can do it better.
Here are 10 examples of where that “human first” is so true in the candidate cycle (the client cycle comes next)...
- All irreplaceable by tech.
- All deeply important to the candidate.
- All deeply important to a client looking to hire the best talent.
No. 1: The “I’m fine” that doesn’t sound fine.
Their words are positive, but something in their tone has changed.
A good recruiter who knows them pauses the process right there and then and asks: “You sound less certain today. What’s changed?”
No. 2: Discovering the real reason they want to leave.
It starts with salary…
But turns out to be a broken promise, a lack of recognition or a manager who has overlooked them in a promotion. Finding that out takes patience and trust and whole lot of rapport.
No. 3: Spotting when ambition is someone else’s expectation.
They say they want the bigger title.
In conversation, however, it becomes clear they want more flexibility and less pressure in their role. Helping someone admit what they actually want can change an entire search and impact retention down the line.
No. 4: Recognising potential they cannot yet see themselves.
A candidate dismisses an achievement on their CV as “just part of my job”.
A good recruiter will see more than that - evidence of leadership, judgement skills or resilience and then goes on to help that candidate recognise their own true value (this will be important later at the interview stage).
No. 5: Knowing when to challenge and when to listen.
Sometimes “I’m not ready to move” just needs some gentle encouragement.
The human skill here is judging how to nudge a candidate to see the opportunity in front of them and give them the conviction to explore it.
No. 6: Personalising interview preparation.
The candidate may not be ready, even though they are ready!
The real issue is that their last rejection subtly knocked their confidence. They need someone who understands and can empathise with them to help them not miss the opportunity to sell themselves in front of a potential new employer.
No. 7: Hearing the hesitation behind “the interview went well”.
There is a subtly pause before they answer a question about their future manager.
A good recruiter notices it and explores it. Digging deeper to ensure that even though this might be the right career move for the candidate, it may just not be right for the person taking that career move.
No. 8: Delivering difficult feedback without breaking someone!
Being honest about why a candidate was unsuccessful, whilst at the same time protecting their confidence and then giving them something useful to work on to improve their chances next time.
The relationship matters the most when the news is, well, bad news.
No. 9: Helping them distinguish naturally trepidation, from a red flag. An offer arrives for a candidate and nerves kick in.
Is this normal anxiety about change, or have they spotted something genuinely wrong that they just can’t put their finger on?
Helping them work through this that takes judgement, without pushing them towards a more “convenient” answer.
No. 10: Noticing a wobble after they have said yes.
Their replies become shorter. They stop talking about their start date. A recruiter with a relationship picks up the phone and has the conversation they have been avoiding.
… and I am going to add one more in as a bonus:
No. 11: Choosing their interests over your placement (because this is a big one). Saying, “Based on what you’ve told me, I don’t think you should accept this.”
Trust in recruitment as a process becomes very tangible when the candidate sees you are prepared to lose a fee for the right reasons.
Good recruiters are always willing to do this.
Article by: James Osborne
