Recruiting is often seen as a strategic, numbers-driven process – metrics, job descriptions, matching skills to roles. But here’s the truth: even with all the knowledge, technology, and experience in the world, there’s one massive, unpredictable variable at play; people. And that makes recruiting as much an art as it is a science.
Let’s be clear. I know recruiting. I understand how to craft compelling job postings, build solid pipelines, vet candidates effectively, and communicate with hiring managers. I stay updated on trends, use the latest tools, and follow best practices. Armed with over 30 years in the industry, and a master’s in psychology, I know none of that changes the fact that at the core of every hiring decision is a human being, and human beings are beautifully, frustratingly unpredictable.
This unpredictability is what makes recruiting both exciting and exhausting. A candidate can ace every interview, have the perfect skills profile, and express enthusiastic interest, only to ghost before the offer is signed. A hiring manager can seem committed to filling a role urgently but suddenly put everything on pause due to shifting priorities or internal politics. A job that looked like a perfect fit on paper can turn into a quick quit because the reality of the role didn’t match expectations.
So, when people ask why a hire didn’t work out, or why a “sure thing” candidate backed out, I have to remind them: I can’t control everything. I’m working with the most dynamic variable in the world – people. They change their minds. They have personal issues, new offers, family emergencies, or realizations that a job isn’t aligned with their goals. And that’s okay. That’s part of being human.
Yet, the expectation often falls on recruiters to guarantee results. But recruiting is a 50/50 relationship. I can guide the process, coach candidates, manage expectations, and communicate transparently. But I can’t own 100% of what happens on the other side. A candidate has to show up, communicate, and follow through. A hiring manager has to provide timely feedback, move the process forward, and create a welcoming environment.
Just like in any relationship, both sides have responsibilities. When one side doesn’t hold up their end, the whole thing can fall apart; and it doesn’t mean the recruiter failed. It means life happened. People happened.
That’s why empathy and flexibility are essential in recruiting. It’s not just about filling roles; it’s about understanding people. Their motivations, fears, career aspirations, and life situations. And it’s also about setting realistic expectations—for ourselves, our candidates, and our clients or hiring teams.
So, the next time a candidate backs out, a hire doesn’t stick, or the timeline slips, take a moment to remember: this isn’t just a transaction. It’s a human process. And no matter how much we know about recruiting, we’re all still navigating the unpredictable, incredible complexity of people. And we’re doing the best we can with what we’ve got.