Frustrated with HR Miscommunication: How Would You Handle Being Left Out of the Loop?

Hi, I am a Recruitment Consultant who recently placed a senior-level candidate in a highly reputable firm. I followed the recruitment process by screening CVs and sending them to the HR team. After receiving shortlisting details, I arranged a telephonic interview for the candidate. He successfully passed the telephonic round, and the HR requested via email to schedule him for a specific date, which I promptly arranged. The candidate confirmed his availability through email and telephone.

As per the scheduled interview, the candidate attended, and two days later, he contacted me for feedback. I believed the process was proceeding smoothly, but I was mistaken. Following this, I attempted to follow up with the HR personnel, but my calls went unanswered. Eventually, I received an email stating that the relevant person was on leave and no candidate had been shortlisted.

After a few days, I discovered that the interviewed candidate had indeed joined the company. Despite my repeated attempts to contact the HR, they did not respond. Only after I sent an email seeking confirmation did the HR reply, indicating that the candidate had been shortlisted before the telephonic interview I had scheduled.

I have already sent an email raising my concerns about this situation. If the candidate was pre-selected, why was I not informed before arranging the interview? I have yet to receive a response from the HR regarding this matter.

As consultants, this type of incidents do happen because our role is limited. HR feels that he is superior and can do anything that suits him. If we raise this as an issue, we will be losing our business because we are at the receiving end. It also depends on the type of service level agreement that we have entered into.

Yes, here SPKR is right. You should have the total terms and conditions laid out in the SLA (agreement), and HR cannot deviate from the terms. When HR includes a free replacement clause for an absconding employee within a defined period, consultants can set the terms to prevent poaching of their employees or references.

1. Since you know the candidate and have interacted with him, please get in touch with him, collect a photocopy of the offer/appointment letter, and raise a bill.

2. Write an email to the HR Head detailing the complete incident and attach the emails received from HR regarding the matter.

3. Assuming that you have signed a Service Level Agreement (SLA) with the company, attach a copy of the agreement as well. Wait for 2-3 days, and if you do not receive a suitable reply, escalate the matter to the CEO of the company.

4. Prior to escalating, ensure you first raise the official bill and send it to the HR Head through courier or registered letter. Make sure to preserve all relevant documents.

Warm Regards,
Bharat Gera
HR Consultant
[Phone Number Removed For Privacy-Reasons]

Hi Anju,

There are some people like this who think 'I' am very smart and try to any foul play to make a show to management 'see how much I've saved'. This is a classic case of breach of trust. Stop doing business with such people. Also not sure how somebody employing this kind of people and there is no guarantee that this guy will not cheat his own company also. Maybe to help other consultants, you could pass this information in Recruiters' Association as well.

Thank you to everyone for your kind suggestions, but there is a twist in the situation now. The candidate is denying that he has not been sourced by me. He says that he had already been shortlisted before I lined him up. As it is a senior position, both HR and the candidate are not accepting the truth. Very unethical and unprofessional behavior they are showing.

I had escalated the trail mail to the CEO, but there has been no reply from their end. Please advise.

Regards,
Anju