By Dr. Hanif Kanjer | Founder Director
I received a call the other day from an HR consultant claiming to represent a reputed firm. She said she had an “exciting opportunity” for me and wanted to discuss a senior role.
Now, while I wasn’t actively looking, I took the call out of courtesy. I listened patiently, letting her outline the role, the company, and what she saw as the "potential of the opportunity."
When she was done, I politely told her that I wasn’t exploring a change at this point. That’s when things took a strange turn.
She responded, quite firmly:
“You haven’t understood the profile. You don’t understand the potential of the opportunity.”
Let that sink in.
Here was someone—presumably early in her career—telling me, after a 3-minute briefing, that I hadn’t grasped either the role or its importance. I don’t mention this to assert seniority, but to underscore a growing issue: a lack of basic professional judgment in parts of the recruitment process.
It took me a moment to explain that I wasn’t the candidate she should be pursuing. She had likely skimmed my LinkedIn profile, made a few assumptions, and called without really understanding the context, career stage, or interest level. She hadn’t qualified the lead. She hadn’t done her research.
But what struck me most was this: It’s not the recruiter who ultimately suffers—it’s the client.
When firms hand over their hiring mandates to agencies or consultants who don’t fully understand:
the nature of the role,
the culture fit required,
or the calibre and context of the professionals they’re contacting,
they risk more than a few awkward calls. They risk eroding their brand in the talent market.
And it didn’t stop there. At the end of the call, she asked me to refer others. I offered one name. She replied, rather abruptly,
“Why can’t you give me more names?”
At that point, it was clear she viewed the entire process as a numbers game. Spray and pray. Call enough people and someone might say yes.
This isn’t a one-off story. It reflects a troubling pattern. Recruitment is not just about filling vacancies—it’s about alignment. Between role and candidate. Between employer brand and market perception. Between the recruiter’s approach and the seniority of the person they’re engaging.
When that alignment breaks, the damage isn’t limited to one phone call—it ripples out:
Candidates feel undervalued or misunderstood.
Clients get misrepresented in the market.
The recruiter appears unprofessional and underprepared.
In a world where hiring the right talent is more critical than ever, this kind of shallow outreach does more harm than good.
Good recruitment is a craft. It requires listening before pitching. Research before reaching out. And respect—for the candidate’s time, experience, and intentions.
To those giving mandates to recruiters: choose your partners wisely. Because when a recruiter gets it wrong, it’s not just an awkward call. It’s your reputation on the line.
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Dr. Hanif Kanjer
Founder Director | Educator