With the rise of AI content and so much information flooding the internet, it’s getting harder to separate the good advice from the noise.
And when it comes to recruitment, nothing is more valuable than solid insights from folks who’ve actually been in the trenches for years. The people who’ve gone through real hiring challenges, built successful teams, and learned what actually works through experience, not theory.
So here are some of the best insights from The Recruitment Podcast by Recruit CRM, packed with wisdom from seasoned recruitment professionals who know their stuff.
Let’s dive right in!
1. Brian Frank on AI vs. YOU
Brian Fink
Talent Acquisition Partner, McAfee
The future of recruitment isn’t humans versus machines, it’s humans with machines.
Brian Fink, recruitment expert and recruiter at McAfee, doesn’t mince words:
“Recruiters are not going extinct. But if you’re a recruiter who isn’t using AI, you’ll be replaced by one who is.”
That line hits hard, but Brian isn’t advocating for a cold, automated future. He’s talking about evolution. About recruiters using AI to work smarter, not to be replaced by it.
He explains that artificial intelligence has already taken over the tedious parts of recruiting, the endless resume screening, stack ranking, and scheduling.
“AI has automated the grunt work. For me, it’s scheduling interviews. That’s time I get back to focus on relationships and strategy.”
But with efficiency comes a new challenge: keeping the human element alive.
“Being filtered through an algorithm can feel really impersonal, like that endless feed you get on X or Threads.”
Brian believes this is where the best recruiters will stand out. The goal isn’t to let AI take over, it’s to use the time it saves to build deeper connections.
“Instead of clocking out early for happy hour, use that hour to reach out to candidates. Remind them there’s a human in the machine.”
He compares the ideal candidate experience to something we all understand: Spotify.
“AI should tailor the experience like a Spotify playlist, recommending jobs that fit, or suggesting other roles a candidate might be great for.”
That’s the future Brian envisions: where AI personalizes interactions so recruiters can focus on the conversations that matter. But he’s quick to warn against “fake personalization.”
“We need to get beyond those automated ‘we’re excited about your application’ emails. Candidates know they’re one of a thousand recipients.”
For Brian, the true power of AI lies in helping recruiters scale authenticity. It can surface shared interests or small details that spark real conversations.
“If I see someone mention Star Wars in their profile, I can reach out about whether Han Solo first,” he laughs. “It’s a real connection, and AI helped me find it.”
That, he says, is what will separate recruiters who thrive from those who fade away.
“If you use AI the right way, it won’t take your humanity; it’ll help you amplify it. But if you put recruiting on autopilot, you’ll end up in an abyss of poppycock.”
Brian also emphasizes that AI literacy can’t just be a nice-to-have anymore; it’s a necessity.
“AI literacy is becoming a core competency. Recruiters need to understand the basics, even what that word transformer means.”
He recommends blending technology with traditional skills, letting AI handle transactional work while recruiters double down on what can’t be automated: negotiation, relationship-building, and cultural assessment.
“AI should make you better at being human, not less.”
Brian’s takeaway is simple but powerful:
“Use AI to manage logistics, but focus your energy on creating a compelling narrative. Add the human layer. Don’t put recruiting on autopilot, that’s when it becomes a disaster.”
2. Lysha Holmes on what sets top-billing recruiters apart
Lysha Holmes
Qui Recruitment, Founder and Managing Director
After 26 years in recruitment, Lysha Holmes, founder of Qui Recruitment and one of the UK’s leading rec-to-rec experts, has a clear view of what separates exceptional recruiters from everyone else.
With over two decades of placing top talent, she’s built a 100% inbound business by focusing on one principle above all: real human connection.
Lysha believes great recruiters share one defining trait: a holistic mindset.
“Having a holistic mindset means you don’t compromise on any of the elements that make you great,” she explains.
In her experience, top performers aren’t driven by a single strength. They stand out because they bring curiosity, consistency, and empathy together. And it all begins with an eagerness to learn.
“The first behavior you look for is curiosity in learning and developing,” she says. “Anyone who acts like a know-it-all will never become a top biller.”
That curiosity, Lysha adds, often shows up as relentless energy early on, the kind that might even seem “almost annoyingly persistent.” But that hunger to improve is what lays the foundation for long-term success.
That same mindset extends naturally to how great recruiters treat relationships. For Lysha, connecting with people isn’t an optional part of the job, it is the job.
“The whole point of being in recruitment is connecting humans to humans.”
And she’s also quick to warn that anyone approaching the industry purely transactionally is running out of time.
“If you’re not here to build relationships, you’re a transactional recruiter, and I don’t think there’ll be a job for you in five years, maybe not even one.”
To make her point about process, Lysha turns to a memorable analogy.
“Think about recruitment like building a burger. Every ingredient matters. Take one out, and it falls apart.”
Each step, sourcing, screening, interviewing, and follow-up, matters equally. When recruiters skip any part, the entire experience weakens.
“Top performers never cut corners. If you want steady results, you need to be consistent in your behavior and process.”
Consistency, she says, is what turns good habits into lasting success.
But even the best process means little without presence, the ability to truly listen. Lysha believes that’s where many recruiters lose their edge.
“We’ve all become so busy that our minds jump to the next question before the person has even finished speaking.”
That rush, she explains, erodes trust.
“Candidates start to feel like they’re just a number. There’s no reaction, no acknowledgment, just the next question.”
Listening deeply, she insists, is how recruiters turn routine conversations into meaningful experiences.
“When was the last time someone made you feel truly heard and safe in a professional conversation? Every candidate remembers how you made them feel.”
Even as AI reshapes recruiting, Lysha remains certain of one thing: empathy will always matter more than efficiency.
“If we’re to endure as professionals and stay joyful in what we do, our purpose can’t just be money. It’s about the impact we have on people.”
Her closing thought brings it all together.
“What can you do today to make someone feel they trusted you for the right reasons? If you’ve done that, your job is done.”
In an increasingly automated world, Lysha’s message rings clear: technology may change how recruiters work, but it can’t replace the warmth, curiosity, and consistency that make people exceptional at it.
3. Joel Laglee on the importance of personal branding
Joel Lalgee
Founder and Lead Recruiter, The Realest Recruiter
“It’s not enough to just be consistent. You have to be consistently trying to get better.”
That line sums up Joel Lalgee, better known as The Realist Recruiter. With over a million followers across platforms, Joel has become one of the most recognizable voices in recruitment, not because he chased trends, but because he learned how to earn attention with intention.
His journey into personal branding began from a familiar place: frustration.
“I just hated getting rejected. I hated people not knowing who I was,” he says.
While scrolling through LinkedIn one day, he kept seeing the same advice: create content and let people come to you instead of constantly chasing them. So, he decided to try. The early attempts were far from perfect.
“It was kind of cringy content,” he laughs. “I looked back at one of my first videos, I was reading from a script, not even looking at the camera.”
But what set Joel apart was his willingness to keep going. Instead of giving up, he refined his craft, learning from every post, every stumble, and every piece of feedback.
“It’s not enough to just show up. You have to be consistently trying to get better, figuring out, can I do this more effectively?”
When others blamed the algorithm for poor engagement, Joel looked inward.
“It’s not the algorithm. You’ve worked hard at being consistent, but you haven’t consistently worked at getting better.”
That mindset shift changed everything. Rather than copying other recruiters, he started studying real creators, people who understood how to hold attention across platforms.
“I look at what actual content creators are doing, on TikTok, on Instagram, because that’s where you learn what works.”
For Joel, personal branding isn’t about fame; it’s about controlling how you’re perceived.
“Everyone has a personal brand, whether you’re online or not. The question is whether you’re the one shaping it.”
He believes creating content allows recruiters to reach beyond their immediate network.
“You start by reaching people you already know. As they engage, you get access to their network, and that’s how momentum builds.”
Attention, he reminds us, is the real currency.
“Your competition isn’t other recruiting agencies. It’s anyone trying to capture the same attention. If they’re not looking at you, they’re looking at something else.”
Joel’s strategy is built on reach and repetition. He doesn’t confine himself to one channel or platform.
“I’ll create a video on TikTok, and that same video goes to Instagram, YouTube, Pinterest, Snapchat, Facebook, LinkedIn; everywhere.”
That efficiency compounds his visibility.
“A two-minute video that takes ten minutes to make can get me four days’ worth of views. Imagine how long it would take to get that much phone time.”
Through years of trial and error, Joel has pinpointed what holds most recruiters back.
“The biggest mistake I see is people introducing themselves in every video. You only have one to five seconds to hook someone.”
He focuses on leading with impact.
“Start strong. A good hook is a bold statement that tells people exactly what the video’s about.”
Yet his biggest lesson isn’t about platforms or followers, it’s about skill.
“The skills matter more than the numbers. TikTok could get banned tomorrow, and I wouldn’t care. I’ve learned how to grab attention.”
The tools may change, but the fundamentals don’t.
“The headlines have stayed the same. How to capture attention hasn’t changed. The question is, have you mastered those skills?”
For Joel, personal branding is not about vanity metrics or becoming an influencer. It’s about making connections and business development easier in an increasingly crowded market.
“Any edge you can get, you’ve got to take it.”
In a world where attention is the hardest thing to earn, Joel’s approach is a reminder that personal branding isn’t about being seen once; it’s about being remembered for what you bring to the table.
4. Busting the biggest myth of remote recruiting with Alex Dick
Alex Dick
Co-Founder and CEO, Alexander Lyons Solutions
“Work is a thing you do, not a place you are.”
After years of hearing every excuse about why remote recruiting “can’t work,” Alex Dick has a simple counterpoint:
“Some of the biggest companies in the world have salespeople based all over the place, and they’re doing perfectly fine.”
For Alex, running a remote recruitment business isn’t a cost-saving tactic; it’s a deeply personal mission. The shift came after a moment of clarity in 2020.
“My wife became pretty poorly… it made me realize life’s short, how much of my kids’ lives I’d missed, and that I wanted to give people those things I’d just realized were so important.”
Remote work, for him, isn’t about lowering expectations. It’s about raising the quality of life, without compromising results.
He believes remote recruitment fails not because of tools or technology, but because of beliefs.
“If the willingness is there from management, then life becomes very simple. If people in management hate the idea of it, then life becomes overly complicated because you can pick holes in anything if you want to.”
Trust, he argues, has to start at the top. Leaders who embrace flexibility empower teams to succeed; those who resist it sabotage themselves. Still, he’s clear that remote doesn’t mean relaxed.
“You’re still expected to bill just as much, just as regularly as you otherwise are. I don’t care if they’re sat at home, on a beach, or traveling in a van somewhere. The job is the job.”
Many worry that remote setups breed isolation, but Alex’s experience tells a different story.
“The one concern they all had was loneliness… 98%, maybe even 99%, never reported that was an issue once they started.”
Recruitment, after all, is a people-first profession.
“If you’re not chatting to people, you’re probably not doing your job overly well. It’s tricky to get lonely when you’re speaking to new people every day.”
What keeps remote teams thriving, Alex says, is transparency. Every win, loss, and challenge is shared openly.
“If there’s a problem, I’ll articulate it. If something exciting is happening, it’s articulated. If someone leaves, people know why.”
That honesty extends to the tough stuff, too. When his firm faced a fraud incident, he told the entire team.
“I didn’t want people to feel like stuff was happening without them being aware of it.”
Even when standards slip, he avoids the old-school agency habit of shouting.
“Everything can be handled with a conversation. What’s screaming gonna achieve? Nothing. So instead, let’s just be honest and frank with each other.”
For skeptics who think remote equals lack of control, Alex points to data.
“If you buy a CRM and I buy the same CRM, we all have the same reporting functionality. Just because someone isn’t in the room doesn’t mean you lose the data.”
Calls, activity logs, LinkedIn usage, it’s all trackable. Performance doesn’t disappear when people go remote; bad management does.
“We don’t suddenly have to put blindfolds on to hire people remotely.”
And dishonesty, he adds, isn’t new; it just gets exposed faster in transparent systems.
“Dodgy people always have the ability to be dodgy wherever you sit them.”
The tools, Alex insists, are already built for this way of working.
“Most software providers now design for remote by default. COVID forced it. Things that were locked on servers disappeared overnight.”
With CRMs, cloud phone systems, automation, and video tools at everyone’s fingertips, remote recruiting isn’t a technical challenge anymore; it’s a leadership one.
For Alex, flexibility isn’t a perk; it’s a way of treating people like adults.
“If you need to get your teeth done, go get your teeth done. If you need to walk the dog, walk the dog.”
He’s found that autonomy actually inspires stronger results.
“People want to earn the freedom you’ve given them. They work harder because they don’t want to lose it.”
What critics misunderstand, he says, is that balance doesn’t mean laziness.
“The naysayers think balance means people do whatever they want. It’s not. You’re still paid to do the same job, just in a way that lets you live your life properly.”
In the end, Alex’s leadership philosophy is simple. Remote work isn’t an excuse for lower performance; it’s an opportunity to lead with trust, data, and maturity.
“If people are doing what they should be, you shouldn’t need to check up on them. If they’re not, you’ll see it in the data.”
His message is unmistakable: when you lead with belief, transparency, and accountability, remote recruiting doesn’t just work, it thrives.
5. Scale or Fail with Max Learmonth’s Biz Dev Secrets
Max Learmonth
Founder, Forge Talent
“Business development is not filling jobs. It’s creating opportunities.”
That’s how Max Learmonth, founder of Forge Talent, defines the real work of agency recruiters. With over thirteen years in the industry, spanning global corporates and boutique firms, Max has seen firsthand how essential true business development is to a recruiter’s success.
When he launched Forge Talent in the Northwest of the UK, he built it around one principle: relationships come before transactions.
“Everything we do is about relationships, being that true talent partner, and not just trying to make a quick bit of cash.”
For Max, business development isn’t just about winning new clients; it’s about managing the entire recruitment journey.
“It’s cradle to grave. The consultant’s role is to be the broker. You take your asset, which is your candidate, and you go to market to find an opportunity with a client.”
That’s why he draws a clear line between filling jobs and creating value.
“BD is an outbound activity. It’s not about waiting for jobs to appear. It’s about creating opportunities for your asset.”
He believes every great recruiter starts with one thing: the phone.
“It starts and stops with the phone. You have to plan, know who you’re calling, why you’re calling them, and then pick it up.”
Emails, he argues, can’t replace real conversations.
“I’ve had ten or eleven emails already today that I deleted without reading. You can’t be credible with someone if you don’t speak to them.”
In a saturated market, Max sees opportunity where others see obstacles. He uses the people who know the market best, the candidates, as his compass.
“They’re the eyes and ears of the market. They’ll tell you which agencies are calling them, what businesses are hiring, and where placements are happening.”
He also looks for signals outside traditional recruitment channels, especially in private equity.
“When PE firms are buzzing about opportunities, that’s usually a good indicator for us. We’ve made it our job to embed ourselves in those communities.”
What truly differentiates Max’s approach is how he treats people. Clients and candidates aren’t separate categories; they’re all relationships worth investing in.
“Everybody is a customer. I’ll treat a candidate the same way I’ll treat a client. At some point, that candidate could become a hiring manager.”
Every conversation, he says, is a chance to learn, not sell.
“I want to know what they like about recruiters, what they don’t, what’s happening in their team. Maybe there’s no role today, but when something breaks, I want to be the first call they make.”
That kind of credibility comes from speaking the client’s language.
“If you just call and ask if they’ve got jobs, they’re sick of it,” he admits. “We start conversations about things they care about, budgets, M&A activity, the economy. They’re not recruiters, so you have to speak their language.”
When it comes to tools, Max keeps things simple.
“We use three things: our CRM, LinkedIn Recruiter, and Lusha for data. That’s it. At our size, we don’t need more.”
During the conversation, Kate O’Neill added how tools like Recruit CRM streamline that process.
“I can pull client data from LinkedIn with one click, log call notes instantly, and set up follow-ups. It makes outreach faster and smarter.”
While technology helps, Max believes success in BD still depends on people, especially when the work environment is hybrid. For new consultants, rejection can feel heavier without peers nearby.
“If you’re a trainee and you’re struggling with rejection, it’s tough when you don’t have someone sitting next to you to push you on.”
The solution, he says, lies in leadership.
“Businesses have to tee people up to be successful. That means proper training, proper support, and the right tools. Too often, that doesn’t happen.”
Max doesn’t pretend business development is easy but he’s adamant that it doesn’t have to be complicated either.
“If BD were easy, everyone would do recruitment. But it’s really just good prep, consistent outreach, meaningful conversations, and long-term relationships.”
His advice is simple:
“Pick up the phone, focus on credibility, and keep it simple. That’s how you stand out.”
For Max, business development isn’t about chasing jobs; it’s about creating trust, opportunity, and partnerships that endure.
6. How to REALLY be different as a recruiter with Matt Kirk
Matt Kirk
Founder, The Annoying Recruiter
“I don’t do any of the normal activities.”
That’s how Matt Kirk, founder of The Annoying Recruiter, sums up his brand.
After more than a decade in architecture recruitment, Matt realized the old playbook, endless cold calls, long lists of candidates, and repetitive outreach, was broken.
“I was spending hours and hours trying to do it that way, and it wasn’t working. I decided very quickly that I wasn’t gonna do that anymore. I needed to rely entirely on the brand, on social media, on the copywriting.”
Instead of following what every recruiter was doing, he doubled down on doing the opposite.
He started by questioning the industry’s favorite buzzwords.
“We’re specialists.”
“We work differently.”
“We understand our clients.”
“We’ve got loads of experience.”
He laughs at how common those claims are.
“The truth is, it’s not normally very unique. Even the big firms say they’re specialists but also claim they can do everything, anywhere, any volume. That’s not a specialist at all.”
For Matt, the reality is simpler: clients care less about slogans and more about proof.
“The industry’s geared everything toward clients, when in reality, candidates are the real scarcity. Refocus on candidates, and the clients will come.”
That belief shapes everything he does. His brand doesn’t just say it’s different, it shows it.
“My business is called The Annoying Recruiter. There’s a picture of me, my head on Rambo’s body, firing CVs from a machine gun. I don’t need to say I’m different. It’s clear.”
Even his job ads have a recognizable tone. They’re written for the candidate, not the client.
“People in my industry know it’s me, even if my name isn’t on it. The ads speak to their reality, not how ‘award-winning’ the company is.”
When it comes to content, Matt believes entertainment wins over polish every time.
“You’ve seen those corporate videos, recruiters standing in front of a camera, reading a script about how great a job is. Do they get engagement? Do they fill roles off the back of it? No.”
So, he leaned into creativity.
“A couple of times recently, I’ve dressed up as a woman in a leopard-print dress and wig. Or rolled around in the Lake District dressed as Rambo. Those mad videos get seen by a lot more people than the corporate ones. And every time, I get candidates and clients coming to me.”
But behind the humor lies substance, trust built through honesty.
“Recruiters don’t earn trust by saying ‘trust me.’ They earn it by showing they understand.”
He’s open about the problems his audience faces, especially in architecture.
“Pay is extremely low, way lower than most people think. And the culture of overwork is real; people in the office till midnight, in on Saturdays, not paid for the extra hours.”
When he posts about those issues, candidates know he gets it.
“I’m not asking anyone to trust me. I’m showing them I understand them straight away.”
That authenticity extends to delivery.
“Your actions show everything they need to know.”
Matt’s creative process follows a simple rule.
“Unless it’s funny, controversial, or very, very interesting, it doesn’t go out.”
Most of his ideas come directly from real conversations, counteroffers, underpayment, and burnout, then he decides how to bring them to life.
“That’s your basis. Then you choose, make it funny, make it provocative, or make it useful.”
He doesn’t chase controversy for clicks, but he isn’t afraid of disagreement either.
“If you post something and think, there are gonna be people who don’t agree with this, that’s great content. It means people are talking.”
Matt’s message cuts through the noise: stop telling people you’re different, show them.
“Everyone says they’re different, but they’re not doing anything different. The only way to be different is to do the complete opposite of what everyone else is doing.”
For him, standing out isn’t about gimmicks. It’s about showing up with honesty, humor, and a perspective that no one else dares to share.
7. Resilience in recruitment with Katrina Raposo
Katrina Raposo
Recruitment Director & Talent Headhunter, Recruitment Fox Ltd
After twenty-five years in recruitment, Katrina Raposo has seen every kind of storm, recession, agency closures, market booms, and personal challenges that would have stopped most people in their tracks.
Through it all, she’s built her reputation on two things: resilience and optimism, not the blind kind, but the kind that’s been tested and proven in real life.
“Resilience to me is about the journey to the outcome. It’s the steps you take, the reflection, the learning… and it’s about not being beaten.”
To Katrina, resilience isn’t about pretending everything is fine or pushing through without pause. She draws a clear line between strength and avoidance.
“People put up a wall and think they’re being resilient by moving on. To me, that’s hiding. If you don’t deal with it properly, it will come back and bite you.”
That perspective, she says, makes you not just tougher but more self-aware; an essential skill in an industry built on constant rejection and uncertainty.
“It’s about dealing with what’s going on, learning from it, caring about it, and then moving forward.”
For Katrina, that mindset is what separates those who burn out from those who build a career that endures.
When asked what defines her approach to recruitment, she doesn’t mention tools, metrics, or targets, she talks about truth.
“I don’t steer away from those ugly conversations. I’ll have them, but it’s about how you deliver them.”
That commitment to honesty has shaped her entire career. She refuses to get caught in the numbers race of transactional recruitment.
“I’m not interested in doing the rat race recruitment. I’m interested in doing the right recruitment.”
Her credibility, she explains, comes from consistency, doing what’s right for both the client and the candidate, even when it’s uncomfortable.
At the heart of everything she does is a belief in mutual growth.
“I water you, you water me. And together we grow.”
It’s not just a saying; it’s how she operates. Over the years, she’s built relationships rooted in trust, with colleagues, candidates, clients, and even competitors. She collaborates freely with other recruiters, seeing them as allies rather than rivals.
As a leader, Katrina brings that same philosophy to her teams. She doesn’t believe in a one-size-fits-all approach.
“They all have very different learning styles, training needs, and communication styles. There’s never one size fits all.”
Her goal has always been to help others find their own rhythm.
“It was never about getting the best out of me. It was always about getting the best out of them. If I got the best out of them, then naturally it would be good for me.”
She’s lived through enough market cycles to know that recruitment is full of ups and downs, and how you respond defines everything.
“Believe in the process and believe in yourself. You know?”
When things slow down, she resists panic. Reflection, not reaction, is her first move.
“Don’t panic and don’t overthink it. We all have ups and downs. But when you’re down, ask why. When you’re up, ask why. Learn from both.”
She warns against scattering your efforts when times get tough.
“I’ve never gone for a scattergun approach. I go back to what made me successful as a consultant and trust that process.”
For Katrina, resilience isn’t about how many placements you make or targets you hit; it’s about how you make people feel along the way.
“People may forget the placements you make, but they’ll always remember how you made them feel.”
That human touch, she says, creates the kind of energy that sustains you, and the people around you, through anything.
“You surround yourself with good people, and you turn into one of them. You absorb that energy from each other, don’t you?”
Katrina’s story proves that optimism and care aren’t just nice-to-have traits in recruitment; they’re the foundations of a meaningful, lasting career.
Her resilience isn’t loud or flashy; it’s quiet, grounded, and contagious, the kind that reminds everyone around her why they fell in love with this profession in the first place.
8. The good, the bad, and the ugly of Rec2Rec with AJ Reid
AJ Reid
Director & Founder, Equanimity Search
AJ Reid has built his career in one of recruitment’s most misunderstood corners, Rec2Rec.
With a background in sales and even a competitive run in MMA and wrestling, he brings both grit and straight talk to a space many recruiters approach with skepticism.
He doesn’t sugarcoat it:
“Recruiters in general have a bad stigma. Rec2Rec especially… we’re hated.”
That level of honesty is rare, and it’s exactly what defines AJ’s approach. He doesn’t deny that the Rec2Rec world has earned its reputation. He acknowledges it, then shows how to do better.
“There’s been a lot of shoddy work done in Rec2Rec. That’s one of the reasons we stand out like a sore thumb.”
He knows every conversation, with both clients and candidates, begins at a disadvantage.
“Often I’ll speak to prospective clients, and they’ll say, ‘I’ve worked with Rec2Recs in the past, and I don’t like you guys.’”
Candidates often feel the same. Many have been mismatched or overlooked, left frustrated by consultants who treated them like commodities rather than people.
But AJ insists that when Rec2Rec is done right, it’s one of the most rewarding and high-impact areas in recruitment.
“Good placements are where people aren’t shoving square pegs into round holes.”
He’s seen both extremes, the post-COVID boom when “everyone was making placements,” and the tougher markets that followed.
“You could teach a monkey how to make a placement back then. But when the market shifted, people tried to force deals. That left candidates frustrated.”
For him, the solution is simple: slow down and understand people properly.
“It’s about fully understanding the candidate and the client. Ask the follow-up questions. Find out what they loved and hated. Then match them with the right role.”
That depth of care, he believes, is what separates real consultants from the ones damaging the industry’s name.
“If you’re cutting corners, you’re giving yourself a bad name, and every other Rec2Rec a bad name too.”
AJ traces some of these issues back to how recruitment itself is structured, with too many people entering the field unprepared. Training and standards, he argues, need to catch up with expectations.
Working across every level, from trainees to directors, AJ tailors his approach to each person’s stage of career.
“Trainees often haven’t got a clue what they want. They need guidance and support. With experienced candidates, you can’t waste time. What they say they want, you need to go out and source it.”
That adaptability, he says, is what keeps relationships strong. And so is honesty.
“Sometimes you need to put your hands up and say, ‘I’ve not sourced what you want right now.’ It’s better to admit it and keep the door open than to force a mismatch.”
When processes go wrong, and they inevitably do, communication is everything.
“A lot of the time it comes down to communication. You need to explain what the process will look like and what each stage entails. Both parties need to know what’s going on.”
When asked what makes a great Rec2Rec consultant, AJ doesn’t hesitate:
“Be relatable. You’re covering your personal brand everywhere you go, in client meetings, on the phone with candidates, everywhere.”
That relatability earns trust, but knowledge earns respect.
“Be a sponge in your space. Understand what’s happening, who the businesses are, and bring insights that help people.”
Rec2Rec may carry a stigma, but AJ sees that as an opportunity, not a limitation.
“If you want to make a mark in an industry for being great at what you do, what better space to do it in?”
For him, the way forward is simple: be transparent, build real relationships, and prioritize fit over volume.
Do that consistently, and Rec2Rec stops being a dirty word; it becomes proof that recruitment, when done properly, still changes lives.
9. Anthony McCormack on the power of collaboration in recruitment
Anthony McCormack
Managing director, Macstaff
Anthony McCormack, better known as The Mac Daddy, has spent his career proving that recruitment doesn’t have to be a lone-wolf game.
In an industry often defined by competition, Ant has built his success on something far rarer: collaboration.
“The total is more than the sum of the component parts… I enjoy the collaboration.”
His belief in teamwork was born from experience. Early in his career, he worked in large agencies where cooperation was virtually nonexistent.
“Your colleagues might stab you in the back,” he recalls. “But a lot of agents… they’d stab you right in the forehead as well.”
That culture of rivalry pushed him to take a different route. Rather than guarding his clients and candidates, he started sharing them. He introduced shared account management and joint shortlists, a radical idea at the time.
“The first collaborations I was known for were building account management teams, coming together to produce the best shortlist between us.”
Putting clients ahead of internal competition quickly became his signature and the foundation for his own firm.
For Ant, collaboration isn’t just philosophy; it’s math.
“Fifty percent of something is better than a hundred percent of nothing.”
By splitting fees, he gains access to opportunities that might otherwise slip through the cracks.
“If somebody gives me an IT Manager position, I wouldn’t do the end-to-end search myself. I’d reach out to a partner specialist and collaborate.”
The same principle works both ways. When generalist recruiters need help in engineering or construction, his core niche, they call him in.
“Partners who are generalist agencies bring me niche positions… and we get it done between us.”
That mindset doesn’t just win more business; it builds stronger results for clients and candidates alike.
One of Ant’s favorite examples came from a TEAM networking event, where a recruiter asked for help finding a Design Engineer for a warehousing client. The timing couldn’t have been better.
“It was the perfect storm… Brexit, the pandemic, the switch to online retail.”
The partnership clicked instantly. She was a brilliant account manager with deep sector knowledge, and Ant brought in his construction engineering expertise. Together, they filled the role, then 40 more as the client scaled rapidly.
For clients, that kind of collaboration means they get reach, specialization, and scale without the chaos of juggling multiple recruiters.
“You can start with one point of contact at MacStaff. I’ll draw upon the most relevant partner agencies to make sure you’ve got reach, scale, and multi-sector expertise.”
Candidates benefit just as much. Instead of being bounced between recruiters, they gain access to a broader market through a single conversation.
“You don’t have to repeat the story to the other four. It’s a team effort to create more opportunities.”
Still, Ant is clear, collaboration only works when it’s done with integrity.
“It has to be done right… honestly, transparently, without cutting corners.”
For recruiters who’ve never tried it, his advice is simple: start small.
“Take the plunge and do it as a pilot. See if it brings you more success.”
Yes, collaboration involves a degree of vulnerability, but that’s where growth happens.
“You risk opening up to somebody else. They see your strengths and weaknesses. Hopefully, you address them as part of the collaboration.”
The rewards, he says, are worth it, happier clients, more engaged candidates, and a more resilient business.
“You can be a solopreneur, but not a lone wolf. As part of a pack, you achieve more than you would individually.”
Ant’s approach reminds us that recruitment doesn’t have to be a zero-sum game. When collaboration replaces competition, everyone wins: clients, candidates, and recruiters alike.
10. Debi Easterday on doing right by talent
Debi Easterday
CEO & Chief H2B Matchmaker, H2B Consulting
“H2B stands for human to business. I call myself a human-to-business matchmaker because it’s about remembering you’re dealing with human beings.”
That’s how Debi Easterday describes her philosophy after twenty-five years in recruitment.
It sounds simple, but it cuts right to the heart of what’s often missing from the industry, the reminder that behind every CV, every requisition, and every placement, there are people.
With decades of experience across IT, life sciences, and government services, Debi has seen how bias, shortcuts, and lack of accountability can quietly undermine trust. And she’s equally clear about what ethical recruitment really looks like, and where it has to start.
“The very first and most critical step is ensuring leadership says this is a critical mandate. Otherwise, it’s lip service.”
In her view, ethics can’t be delegated to HR checklists or compliance workshops. They begin with leadership. If the top doesn’t take bias seriously, no amount of training or technology will make a difference.
She’s seen how unconscious bias creeps in early, often disguised as harmless details. From job descriptions that unintentionally exclude certain demographics to interview panels that reward charm over competence, small lapses compound quickly.
“Bias starts at the first handshake. If you say a role is remote, but two interviews later it turns out to be hybrid, the candidate feels deceived. It’s going downhill from there.”
For Debi, training is only half the battle; accountability matters just as much. Every recruiter and hiring manager should ask structured, consistent questions so that all candidates have an equal chance to demonstrate their ability. Otherwise, decisions get made for the wrong reasons.
“We loved her in the interview. She was so great. Three months in, everyone’s saying she’s not delivering. Well, you never interviewed her. You just really liked her.”
Her focus on fairness extends beyond interviews. As data privacy laws evolve, Debi is adamant that recruiters take responsibility for how they handle information.
“If I put a candidate’s information into a system, I put them at risk. I’m responsible for making sure it’s security-first.”
She urges recruiters to vet their tech stack as rigorously as their candidates, asking vendors about encryption, access policies, and data retention, and to know exactly what their teams are collecting, storing, and sharing.
When it comes to assessing candidates online, Debi takes a balanced view. LinkedIn, she says, can be a valuable extension of a CV, offering authentic insight into a candidate’s passion, communication, and credibility.
“Every once in a while, you read those recommendations, and you just know this person is an all-star.”
But she cautions against letting social media blur into bias. Recruiters should use online profiles to add context, not to disqualify. Fairness means evaluating candidates on skills, not assumptions.
Her concerns extend to technology used in screening, especially automated video platforms that measure presentation instead of potential.
“You’re not giving those folks the same opportunity. Why is a Java developer being measured on communication skills at the same level as a business development professional? It doesn’t make sense.”
Her solution is straightforward: offer flexibility. Let candidates choose how they want to engage, whether by phone, live video, or in person. True equity, she says, means meeting people where they are, not forcing them into formats that don’t serve their strengths.
For Debi, ethical recruitment isn’t a compliance checklist. It’s about trust, between clients, candidates, and the recruiters who bridge them.
“If you’re hiring first based on who you like, you’re doing a disservice to your organization.”
That principle, she believes, is what separates recruiters who merely fill roles from those who build lasting partnerships.
Her advice is clear: ethics should be a mandate, not an afterthought. Train your teams, hold them accountable, protect your data, and treat every candidate like a person, not a transaction. Because in the end, that’s what the “human” in human-to-business really means.
11. Stephanie Cramer on elevating talent acquisition into a true strategic advantage
Stephanie Cramer
Senior Director of TA, Iron Bow Technologies
“People are people. And when it comes to recruiting, we’re dealing with humans. Being able to connect and have empathy really is the cornerstone of a successful function.”
That line from Stephanie Cramer sets the tone for everything she stands for. A seasoned talent acquisition strategist and people operations leader, she’s built her career inside fast-growth, values-driven companies but her roots are in agency recruitment.
She’s seen both sides of the table and knows exactly how disconnected the two worlds can sometimes be.
For years, recruitment was treated as a cost center, something to be done quickly and cheaply under the HR umbrella.
Stephanie believes that mindset turned hiring into a transactional process. But she’s seen the shift firsthand.
“There’s this huge emphasis now… It’s not just the customer experience. We also have to have a healthy and thriving employee experience because they balance each other.”
More companies are realizing that every person they bring in shapes their future. That makes talent acquisition far more than a back-office function; it’s a strategic lever that influences culture, innovation, and performance.
Stephanie traces that understanding back to her early agency days, when she learned that real success meant slowing down and listening.
“To be successful, it was imperative that I understood the business objectives. I don’t want short-term business. I want long-term, repeat business.”
That lesson still drives her approach today. Recruiters who simply “send CVs and hope one sticks,” she says, miss the point entirely. True partnership starts when every hire ties back to a company’s bigger goals, when recruitment becomes an extension of the business strategy, not an administrative task.
When asked about today’s biggest workplace debates, Stephanie points to hybrid work, and she’s refreshingly practical about it.
“I’m probably the biggest proponent of a hybrid style environment. To be human is to connect. But I also get a lot done in my home office.”
For her, it’s about balance: giving people flexibility without losing those moments of genuine connection that build culture. Whether it’s an early-career hire or a senior government role, she believes the experience should always feel clear, respectful, and human.
Stephanie also champions the use of data, but only the kind that actually drives improvement. The traditional metrics like time-to-hire or cost-per-hire, she says, tell only part of the story.
She focuses on three that matter more:
Hiring budget: Treat recruitment costs as an investment, not an expense.
Hiring velocity: Measure how quickly the right roles are filled in the right context.
Net hiring score: Follow up 90 days later with both the manager and new hire to see if it was a true success.
And, she adds, data is useless if it doesn’t lead to action.
“Business is not static… I like those quick pulse surveys. Thirty seconds, in an app, monthly. Then close the loop by saying, ‘We heard you, here’s what we’re acting on.’”
When the topic turned to employer branding, her answer was as honest as it gets.
“The real resistance is getting employees bought in as ambassadors. It has to be organic.”
For Stephanie, branding isn’t a tagline or a poster in the hallway. It’s lived through the people inside the organization. Candidates believe what employees say, not what the careers page claims.
And when it comes to AI, she’s optimistic but grounded.
“The AI component is going to be fantastic for recruiting. We need to look at it as a copilot; something that helps us be more efficient and spend our time where it matters: that human connection.”
She sees AI as a tool for empowerment, not replacement, something that can take notes during interviews or automate admin so recruiters can focus on what truly matters: people.
As our conversation wrapped, Stephanie left us with a simple but powerful truth: talent acquisition isn’t an afterthought; it’s a driver of business success.
When done with empathy, integrity, and data behind it, it transforms how organizations grow and how people experience work.
12. How to make recruitment work without micromanaging
Charlotte Smith
Director of People, Trilogy International, a Korn Ferry Company
Recruitment, at its best, is about understanding people, using data intelligently, and leading teams without micromanaging.
That balance is exactly what Charlotte champions, showing how numbers and empathy can coexist to make recruitment more human, not less.
She believes data isn’t there to monitor people; it’s there to guide better decisions and outcomes.
“You have to take the time to explain the methodology, not just book more meetings,” she says. “When people understand what they’re doing and why, they know exactly what they need to achieve, and as a result, you get better performance from your team.”
For Charlotte, great leadership means showing your team the bigger picture, not just pushing them to hit quotas.
“Don’t make those decisions without your sponsors. Bring other people into the room. Use performance analogies, if you want to be a great performer, you have to have a clear line in the sand.”
Data, when used right, gives teams clarity about where they stand and what to aim for. But it never replaces the human touch; it amplifies it. It’s there to coach, not control.
She warns against the industry’s obsession with doing more for the sake of more.
“It’s not always about the do-more society. If you’re fixated on the numbers, the team becomes fixated on the numbers, and then no one’s focused on quality.”
Instead, she measures progress through meaningful engagement.
“Everybody that you’ve met once, go back and meet them again. Everybody that you’ve met twice, go back and meet them again. Statistically, 78% of customers we’ve met more than three times give us an A-grade or B-grade job.”
Her philosophy is simple: focus on the right actions, follow up with purpose, and the quality of results naturally follows.
Ironically, she says, data, when handled thoughtfully, actually strengthens human connection.
“When dissected properly, data enhances the human touch. We’re using it to guide us, to facilitate those moments of real connection.”
She gives a practical example from her own work.
“If I know a series of program directors will be available in January, that data helps me start real conversations ahead of time. My level of service and accuracy is so much stronger as a result.”
Used well, data helps recruiters connect with the right people at the right time, making conversations more relevant and relationships more meaningful.
When it comes to leadership, Charlotte’s approach is rooted in trust and understanding.
“Take the time to step back. Understand what drives people. Play to their strengths; that alone could drive an extra ten contractors in our world.”
She believes many managers fear talking about numbers because they misunderstand their purpose.
“Managers are sometimes scared of driving numbers because they don’t realize that numbers, if presented correctly, drive performance. You don’t need a degree to know this, just tune into what drives people.”
For her, the best leaders educate and coach rather than micromanage. They use data as a compass, not a cage, guiding people toward success while letting them own the journey.
Charlotte’s message is clear: recruitment success isn’t about pressure or surveillance. It’s about balance, using data to inform, relationships to connect, and empathy to lead.
“Little tweaks and adjustments mean you ask a couple of extra questions of your client and get good CVs. Every time you book interviews, you’ve got a shot at the goal.”
Recruitment doesn’t need to be stressful. It just needs to be smart, intentional, and human.
13. Diane Prince on building recruitment businesses with intention
Diane Prince
Founder, DianePrince.co
“I didn’t fall into recruitment like everyone else. I went into it really intentionally.”
That’s how Diane Prince begins her story, and it perfectly captures how she’s built every business since.
With over twenty-five years in the industry, Diane has launched, scaled, and sold multiple eight-figure staffing agencies.
Today, she helps founders do the same, bringing the same mix of discipline, clarity, and purpose that fueled her own success.
From the very beginning, Diane and her then-husband set out with a goal most recruiters only dream about.
“We set out to build a business with the goal of, let’s see if we can build it, sell it, and retire in our thirties.”
That clear vision became their compass for every decision, what to pursue, what to say no to, and when to pivot. Too many founders, she says, skip that step.
“People come to me in their seventies, and they’ve been building this business their whole life, but it’s not actually satisfying their goals.”
For Diane, vision isn’t a statement on paper; it’s a personal definition of success that aligns your business with your life. Every founder she coaches begins with a visioning exercise, and she revisits her own yearly.
“It’s powerful to see how far you’ve come. People tend to look at how far they are from where they want to be, and forget how far they’ve already gotten.”
That focus shaped everything she built. Her first agency wasn’t broad; it was laser-focused.
“It was a temp agency for title insurance people,” she laughs.
It sounded niche, but it grew into a million-dollar weekly billings with 700 temps out at a time.
“Because we were so niche-focused, we grew fast.”
That lesson stuck. Specialization creates clarity, credibility, and scalability. Even today, her virtual assistant agency focuses exclusively on serving staffing and recruiting business owners.
In her view, chasing every opportunity is a trap; the narrower the focus, the stronger the brand.
Still, Diane is quick to remind founders that scaling isn’t glamorous.
“Scaling can be monotonous,” she admits. “It’s about refining systems, repeating processes, and pushing through the boring stuff.”
She also believes not every entrepreneur is wired the same way.
“Some of the people who started when I did are now running billion-dollar agencies. For me, I like to build and sell. That’s just my personality.”
The key, she says, is self-awareness, knowing whether you thrive on long-term management or on building and exiting.
Both are valid paths, but success depends on aligning with what excites you most.
When it comes to what truly drives success, Diane doesn’t hesitate:
“When you have the right people, you’re unstoppable.”
She’s also seen how the wrong hires can hold a business back.
“So many people want to create an exceptional company, but you can’t if you keep mediocre performers.”
That belief inspired her to start her virtual assistant agency, to give recruiters access to reliable, managed support so they could scale faster without the trial-and-error of hiring alone.
“Our business is our people,” she says simply. “And every founder has to constantly evaluate whether they’ve got the right ones in the right seats.”
Leadership, she admits, was a learned skill.
“I was a terrible manager when I started. It takes a lot to learn how to delegate and lead.”
But mastering that, she says, is what frees founders to actually grow.
When it comes to execution, Diane is ruthlessly practical. Strategy matters, but focus matters more.
“Sometimes people add new business lines just because it’s fun and exciting. But execution, sticking with what’s working, is where the real results come from.”
Her mantra is simple: keep things consistent and move one step at a time.
“You only need to do the next thing each day. What’s the next step? What’s the next piece of the puzzle?”
Growth, for her, is a process of deliberate moves, not leaps of luck.
Diane’s framework, vision, niche, scale, team, and execution, is deceptively simple, but it reflects decades of experience and every hard-earned lesson from the businesses she’s built and sold.
In the end, her message is about clarity, focus, and intention.
When you know what success looks like, surround yourself with the right people, and keep executing with discipline, the rest takes care of itself.
14. Clark Willcox on turning LinkedIn into a recruiter’s best channel
Clark Willcox
Founder, The Digital Recruiter
Clark Willcox never planned to be a recruiter. His first job was knocking on doors in Los Angeles, selling telecom services, tough, unpredictable work with no real control over success.
When Aerotek called him about a role, he had no idea what agency recruiting even was. But within weeks, something clicked.
“When I first realised I could get paid just to talk to people, I thought, ‘Wait, that’s a job?’”
That moment changed everything. Recruitment, he realized, wasn’t about transactions; it was about connection.
Clark’s story is rooted in resilience.
“I lost my parents at a young age when I was five. They died within two weeks of each other.”
He moved countries, learned a new language, and leaned on the people who stepped in when he needed them most.
“I had people that really stepped in and stepped up in my life.”
That perspective carried into his career. Recruiting made sense because it balanced empathy with accountability.
“It’s that mix of caring about people but still getting the job done. You have to be able to forget it and move on.”
For Clark, success isn’t luck; it’s rhythm.
“Once you have the systems and the process, it’s just about staying consistent.”
That mindset shows up everywhere in his work, especially on LinkedIn, where he’s built a strong personal brand without chasing virality.
“You have to plan it to be intentional. You have to know what you’re doing.”
He warns against treating AI as a shortcut.
“Asking ChatGPT to create a post and post it out there… you’re gonna get a block of text and graphics.”
Instead, his content is focused and specific.
“I wanted to talk to agency recruiters. Every single one of them needs to know how LinkedIn automation exists, the right and the wrong way to use it.”
For him, it’s never been about likes.
“I care about leads, not likes.”
He believes every recruiter’s profile should be a pitch, not just a résumé.
“If I see no About section… it kills me. Have a call to action, email me, message me, or book a call. That’s 1,500 or 2,000 people who’ve clicked my profile. I control what they see.”
His advice is to keep it simple and readable.
“People read at a fifth-grade reading level. You gotta dumb it down, not to oversimplify, but to keep people reading.”
Clark also urges recruiters to take control of their audience instead of waiting for it to appear.
“Connect with your market at volume.”
He uses data to drive outreach.
“There’s a filter for people who viewed your profile in the last ninety days; those should be your next outreaches.”
Pairing that with consistent posting keeps him visible.
“Your new connections see all your stuff for the first two weeks. You’ll start showing up in their feed again and again.”
Even post format matters.
“Hashtags don’t really matter. White space is better. The goal is to get read, not scrolled past.”
When it comes to automation, Clark sees it as a multiplier, not a replacement.
“Cloud-based automation tools completely change your game.”
But, he says, automation can’t fix a broken offer.
“Qualifying a good role is the number one must-have. If you have a bad role, it doesn’t matter if you manually message or automate it.”
The real benefit is time.
“Build curated lists, automate good messaging, and filter through the inbox. That frees you up for the real conversations, that’s where the hires happen.”
At his core, Clark believes success comes down to consistency, doing the right things every day, even when no one’s watching.
“Take your work seriously, but don’t take yourself too seriously. If you keep going, you’ll get the right people connecting with you and the right opportunities showing up.”
And for recruiters still hesitant to show up online, he keeps it simple:
“Tell your market the business you want more of. Don’t be afraid to go after it, it’s just LinkedIn, it’s just marketing. Put it out there.”
Clark’s story is proof that recruitment isn’t about shortcuts or luck; it’s about resilience, intentional action, and staying consistent long enough for the right people to find you.
15. Leading with heart and empathy in recruitment
Desiree Goldey
Director of Marketing, Embedded Recruiting & Interim Solutions at ZRG Partners
Desiree’s career hasn’t been a straight line, and that’s exactly what makes her story so powerful.
“I’ve had a very nonlinear path throughout my career, which has brought me to the point that I’m at right now.”
Today, she’s Director of Marketing and Culture, and that last word, culture, is no coincidence.
“My passion lies in inclusivity, diversity, equity, and helping leaders understand how to navigate this world we live in, and how to lead teams effectively.”
For Desiree, leadership isn’t about hierarchy or titles. It’s about people, purpose, and impact.
When we asked what makes a great leader, her answer was simple and profound:
“The best leaders I see doing this work in recruitment are a mix of strategy and empathy… empathy actually is a strategy.”
Too often, she says, organizations promote people into leadership without preparing them for it.
“The worst thing we do in leadership is we don’t train people how to be leaders. We stick them in the slot, and we’re like, ‘Hey, go for it,’ with no training to do it.”
That lack of guidance can create uncertainty and strain within teams. True leadership, she explains, starts with recognition and response.
“Unless leaders recognize that, address it with their team, and work with them individually, it’s going to be a struggle.”
Desiree’s vision of leadership is far from the old command-and-control model. It’s about collaboration, understanding, and shared accountability.
Recruitment might revolve around targets, but people still need direction, not just pressure.
“We do the ‘why’ most of the time, why we need to do it, but we don’t do the ‘how.’ How are we going to get there? What are the actionable steps? How are you a piece of that puzzle?”
If those steps aren’t clear, she says, people lose confidence and burn out.
“We’re in the people business. People’s lives are affected. The end result isn’t just the KPI, it’s the impact on people’s lives and the world we live in.”
Her passion for culture and inclusivity isn’t just talk, it’s rooted in a belief that diverse teams perform better when they’re truly supported.
“I don’t care what you call it, but there’s fundamental proof that it works. The more diverse your teams are, the better they perform.”
Still, she warns against treating diversity as a checkbox exercise.
“You cannot just put a bunch of diverse people in the seat and hope they survive. That’s not how it works.”
True inclusion, she explains, happens in everyday actions, even in something as simple as respecting personal holidays.
“Supplying those kinds of personal days helps an organization feel like they’re including everyone.”
For those considering leadership roles, Desiree offers practical and grounded advice.
“Take some time and reflect on whether that’s what you want your life to be.”
She encourages aspiring leaders to prepare intentionally, not just take the title.
“Please take those courses and upskill your empathy and soft skills.”
And, she adds, leadership isn’t the only path to fulfillment.
“I truly believe that staying as an individual contributor is sometimes the best move for most people.”
When asked to share the one principle that guides her most, she didn’t hesitate.
“I would say adaptability. If you are not adaptable in this crazy world we live in, you’re not going to survive leadership.”
And, fittingly, she closed where she began, with empathy.
“Empathy, I truly believe, is a strategy.”
Desiree’s story reminds us that leadership isn’t about control, it’s about connection. It’s about helping people do great work and feel seen while doing it.