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What is the Blockchain and Why Does It Matter?

Why did Bitcoin rise in value? Everyone gets caught up in the bitcoin bubble craze when they could be learning about the technology that enabled the bitcoin. In the cryptocurrency world, Bitcoin, otherwise known as BTC, and the blockchain it runs on is just as outdated as your dial-up internet connection. It’s considered Blockchain 1.0 and the crypto industry is actively developing Blockchain 3.0 and 4.0. This is where the real magic lives for businesses. The newest versions of the blockchain will offer transformational changes in recruiting and every other industry around the world.

In the next few articles, I’d like to introduce a series of concepts related to how the blockchain will impact HR and the recruiting industry. But before we get there, we must understand the fundamentals of this new internet. We also must comprehend what this blockchain actually is versus what it isn’t.

“The blockchain is an incorruptible digital ledger of economic transactions that can be programmed to record not just financial transactions but virtually everything of value.”

Don & Alex Tapscott, authors Blockchain Revolution (2016)

Imagine a Google or Excel sheet you’ve shared with your recruiting team to track hiring activities. Your sheet updates automatically in real time, it’s asynchronous, and everyone has access to the ability to update it. This is how the blockchain works. At the end of the day, the blockchain is just a database. However, it doesn’t store the data in a centralized way like your Google sheet does in the cloud. It’s a distributed database that isn’t stored in any single location. It’s everywhere, and everyone has access to it. This makes it very easy to maintain transparency and integrity around the data stored in the blockchain.

Most people think about bitcoin and the blockchain as a form of currency or a store of value. In the cryptocurrency world, we identify digital currencies on the blockchain as coins or tokens. They can hold currency or utility attributes. We’re accustomed to thinking about coins or tokens as single cell organisms that serve one purpose – to transact from an origin location to a destination, like when I pay for a movie ticket online, there is an exchange that happens from me to the movie ticket company. In this case, I’m the origin party using my currency and exchanging it for for a product or service – in this case, a movie ticket.

The revolution we call blockchain evolved the concept of the transaction by building a software layer inside the coin that uses an intelligence layer to interact with the blockchain it runs on. The blockchain gives your money a brain, and in the crypto community, we call this a “smart contract.” Smart contracts are referred to as a Blockchain 2.0 innovation, and Ethereum is the name of the blockchain that pioneered the smart contract. Basically, they took Bitcoin once step further by creating an API layer within the digital currency. Ethereum tokens are called Ether or ETH. It has become a platform for businesses to develop on. Smart Contracts AKA Coins AKA Tokens are highly customizable, transaction assets that move on a blockchain and they don’t necessarily have to function as a monetary value.

All of the hype you are reading about is centered around how smart contracts can interact with a distributed, decentralized, blockchain to do amazing things. It’s still very new, and every single industry in the world is coming up with proof of concepts and white papers to apply the benefits of the blockchain configuration.

How much better is the blockchain compared with existing systems? Well, we will need to get comfortable thinking about progress regarding 10X, 50X, 100X, and 1000X increases in performance.  The potential value is mind-blowing when you start to understand how it works. Take, for example, SiaCoin, who is building a storage and virtualization blockchain that will become a competitor or acquisition target for DropBox, Amazon AWS/S3, Microsoft Azure, or Google Cloud. Why? Well, let’s take a look at this comparison chart listed on Sia’s website:

If you were to utilize 100 Terabytes of data on Sia’s solution, you would save 90% compared with your existing provider and Sia will outperform. The value of the technology is astonishing, and we’ve only begun to discover blockchain’s utility.

I hope you enjoyed this introduction and in my next entries, I’ll turn our attention to emerging companies in the people and recruiting space that are building on the blockchain. We’ll evaluate how all this will impact HR, recruiting professionals, candidates, and the overall hiring process so stay tuned!

Are you effectively managing performance in your recruiting team?

Unless you’ve worked for a $100M talent acquisition performance management program in the heart of San Francisco, you may not know how to streamline recruiting agency performance in a programmatic fashion.  Newer companies don’t measure agency performance on anything but a case by “hire” case, neglecting performance data that identifies strength in partnership and reliability. Benchmarking optimizes cost, speed, quality, and of course, performance.




Imagine a system where you reward your top performing partners, accelerate hiring which increases agency engagement levels because agencies know they can get more hires.  Higher levels of activity create more placement opportunities simultaneously while reducing average cost of fees, guaranteeing progress.



Managing a program for your agencies will require weekly collaboration between your program manager and agency contacts who will love every minute of it. A healthy agency management program can look like this:

Primary Tier (top performing agencies) They get first dibs + on new orders….after 2 weeks, you release the job orders to a backup, 2nd Tier

Backup Tier (agencies who are average performers) If you have specialty roles and positions only certain vendors can work on

Niche Tier (design a custom release job release schedule)

…niche agencies might be primary or backup while remaining in the Niche tier.



Weekly Reporting (host a web or phone conference with agency reps)

Is an agency recruiting program right for your company?

  • Do you want to reduce your time to fill from 90 days per role to 30 days?
  • Can you analyze performance trends with each of your agencies?
  • Who is your top performer? Worst performer? Who attempts the most?
  • How much impact do each of these key performance indicators have on your company hiring?
  • Do you understand how measuring performance for your recruitment partners will help you?
  • If you don’t know the answers to the above questions, for every single agency and at a granular level, you probably are failing as a recruiting manager. 


Rest assured, it will get easier to manage with new technology.  Click here for more information.



James Chmielinski is a second generation recruiting veteran, former athlete, and founder of Veruca.io, the first ever recruiting innovations lab.  His company is built from two generations of sales and recruiting experience resting on the backbone of post-millennial technology.  An industry-leading, hub-spot for consulting, technology, and recruiting process design.  Veruca.io aims to make life easier for professional sourcing and recruiting teams.  Mr. Chmielinski’s inaugural software attracted 178 active users in 114 cities from 17 countries.

5 More Corporate Recruiting Problems Impacting Agency Success: The Silver Lining

If you are a recruiting agent, you think that you influence a hire.  In reality, corporate teams marginalize your efforts.  You are powerless in their world…..unless you understand the world as they see it.

The more you understand the problems facing your internal corporate recruiting teams, the better you can position yourself as a problem solver and influencer.

Corporate recruiting teams need internal and external recruiting partners.

What influence can you gain as a corporate or agency recruiter?

  • An internal corporate recruiter can gain influence by understanding business problems that corporate leaders are facing inside the company. Proximity helps a corporate recruiter to understand how best to support a leaders challenges.  If done right, it will lead to a growth in influencing power with the recruiting leader and key corporate decision makers.  Help internal leaders solve their problems and they will help you solve your problems.
  • An external recruiting agent can build credibility and gain influence with internal recruiting and hiring teams too.  Empathy is necessary.  When given the chance for dialogue, don’t make it about you or your candidate.  Make it about the problem your client contact is facing.  If you don’t know what the problem is, ask!  Level set about your intention, which is to help brainstorm ideas that will help your point of contact solve their problems.  If they question your motives, respond by explaining that you’d like to ask other clients what they did when faced with a similar situation so you can relay the information back.

Did the light bulb just go on?  Ding.

Congratulations!  You’ve transformed in your client’s eyes and their opinion of the value you can deliver has changed.  They will think differently about who you are as a person and what influence is available to you.

You have effectively become a partner providing a unique solution relevant to their needs.   You’ve also secured your place for the interim and your partnership.  You are your clients’ reconnaissance, research agent of choice and that, my friend, is priceless!  Go for it.  Grow your relationship.

In the following, I will highlight five more problems impacting corporate and agency partnerships while offering a narrative that will transform your relationships.

Silver Linings: 5 More Corporate Recruiting Problems Impacting Agency Success…

1. Client Mentality: Vendor vs Partner 

Many recruiting groups put a policy in place that encourages or forbids certain actions from taking place.  One example of this is a mandate that all recruiting agencies are not allowed to contact hiring managers directly.  The external recruiting agency feels powerless over their success if they don’t have access to key decision makers around the open job requisition.  Unless an internal recruiting team empowers them!  Corporate teams won’t do this on a whim.  They need to trust you and your intentions.

Realistically, bottlenecks in the recruiting lifecycle originate from blockades coming directly from the corporate recruiting team stemming from an ineffective policy.   The corporate recruiting team doesn’t have enough authority or influence to other business leaders inside the organization.  Usually, its meant to protect process, hiring manager headaches, to keep executives away from distractions, and in all honesty, to protect corporate recruiting managers from themselves!  We as corporate recruiting leaders aren’t armed with much protection from the problems that are inherent in recruiting.  Exposure is part of the job, my friend.

Why don’t corporate recruiting managers have more influence?

Well, corporate teams have limited data on what solves actual problems within the recruiting department.  Most of it is informational and un-evolved.  The recruiting industry, as a whole, is way behind.  When most organizations are using predictive analytics to guide decisions in their department, corporate recruiting teams are still reacting to past data and trying to make sense of it!

Assumption-based decision making is running the show and its obvious to executive leaders in other departments that there is a lot of bullshi**ing going on.  Plain and simple.  Recruiting managers might have a hunch about making things better but lack the mechanism to prove it.

When the attempt to build a business case happens, the corporate recruiting manager can’t back it up with any actionable data!

You can’t build any case without taking a data-driven approach and the only data that is available is topical.  Recruiting systems like applicant tracking systems (ATS) have yet to make sense of all the data it carries because ATS companies are typically lead by technology leaders, not recruiting leaders.  Only the recruiting expert and thought leader can make sense of all the chaotic recruiting data.  Only after intense customization through combing and aggregating several of the cookie-cutter reports exported from rudimentary ATS reporting.

Even after that, it doesn’t make any sense to non-recruiting business leaders so we all spin around and smile in the weekly update meeting, trying to oversimplify how everything is going.

“Things are on the up and up!  I’ve got five great candidates in the funnel!”

Unless the corporate recruiting team knows what is important to executive leaders, they can’t help solve executive problems.  Do you see the pattern?  You can help bridge the gap if you are a recruiting agency.  Help your corporate recruiting contact figure out how to deliver value.  First solve their problems, and then help them solve their peers problems.  That is the ticket.  Help them solve their problems, not yours!  Get them to open up to you!

2. Technology Pitfalls and Data Drillings

Unlike the previous hiring boom where LinkedIn (or shall I say, Microsoft’s database: LinkedIn) was the new kid on the block, we are inundated with an untrained workforce being trained on unproven recruiting technology.  Most of it….actually, all of it, was built by non-recruiting professionals.

How are these recruiting tools suppose to add value when the product developers don’t even know the difference between sourcing, recruiting, and hiring lifecycles?

Sure they might exit and thrill investors like a recent search technology did, but what good are they doing for a broken industry that still has systemic issues…

More data doesn’t fix problems.  What does?  It is the relationship that exists between you, your company, the hiring team, and the data that is grabbed that matters.

Relationship-driven data offers insights, data analysis, actions, and a way to create outcomes that can actually solve problems.

Where is that software?

We might not have technology that does it for us yet but you are a very smart recruiting professional working at an agency you are proud, so connect the dots yourself!

Figure out what needs to happen.  You don’t need a push notification to follow your instincts.

Talent supply is similar to supply chain.  A bad design to help you source  widgets will prevent scalability and lock a company up from getting through the lifecycle.

If your recruiting lifecycle isn’t integrated within a program with objectives, goals around performance, performance tracking, and predictive forecasting, scaling hiring will turn into resistance until a breakdown.  That is what rises costs and increases turnover while productivity goes down.

When internal recruiting teams fail to build a recruiting roadmap, they are failing to develop a strategy that  attracts hirable talent, integrates people, teams, and processes in a fun way that helps people accomplish their jobs without even realizing it.  That is how to make music in recruiting departments and on hiring teams.

Because the technology isn’t there yet does not mean you can’t build a value-adding process with simple guidelines…call it a program!


3. Relationship Building Matters

You might be in a vendor neutral system.  Perhaps you don’t have access to hiring managers.  So what.  This doesn’t mean that you are working in a hopeless environment.  Build relationships!  That is the key to the recruiting game, remember?

Instead of asking your client topical questions that will help you solve your problems, start asking tougher questions that make you sweat because you honestly don’t know the answer or what reaction or response you are going to get.  Take a risk and learn something.  Dig deeper.

You don’t need to know or understand the solution, just find someone who does and relay the information.  If it is sound advice backed up with benchmarked data or at least some qualifying wisdom, pass it along to your client.  Send an email or leave the insight on a voicemail, you know they aren’t going to answer the call.

Nobody ever wins alone and corporate recruiting teams need all types of resources to be successful.  Scratch their back first and I promise that you will get whats coming to you.

If you need a starting point, read this book:

How to Win Friends and Influence People by Dale Carnegie.

4. Accountability

Every quality recruiter understands that there are inherent steps that must be taken early on in the recruiting lifecycle.  I’ll provide a real-world in recruiting example.

Lets talk about salary ranges…

The best practice around salary ranges is for hiring managers and recruiting leaders to establish specific salary bands before each new role and role revision (assuming there isn’t a salary band guiding you like you see in an enterprise).  Build flexibility into the budget for special circumstances.  Key performance indicators (KPI) factor this into the value of a professional salary you are attempting to hire.  Skills are one of a few key factors in determining compensation.

The next step is to centralize communication and disseminate it throughout a recruiting dashboard or communication structure where it can be received and confirmed that the knowledge has been transferred within your team.

Document that you have confirmed the knowledge so you can hold yourself and others accountable.  Unfortunately, the reality is that the candidate that everyone loves will be fast tracked through the recruiting process, treated like gold, and offered a salary that is 30% lower than the competitive market rate and what the candidate told the recruiter at the beginning of the process.

Why did this happen?

The salary amount was documented in the system by your entry-level screeners, several times it was mentioned in the interview process, and reconfirmed by your agency contact who represents the candidate (obviously).

The hiring manager, recruiting manager, and executive financial sponsor had no idea about the candidates ask because there isn’t a tool or program that integrates realtime candidate salary data coming from interviews syncing leaders who sign off on the official salary budget when an offer is made.

This knowledge is extremely valuable early in the process.

NEWSFLASH: The market analysis system that you are using is outdated.  Yes.  In my career, it has always been lower than what is competitive in the market.

You pay for talent or you’ll pay for problems.  Pick your poison.

Geo-specific data is available but it requires some elbow grease on the front end. It comes from your local market, your candidates, your recruiters, your internet, not some far off silicon valley company that thinks they are the TrueCar of salaries.  Ding.  Another entrepreneur is born.  Build that system because we need it and send me a check for coming up with the idea!

Ultimately, there is no accountability.  After the offer is rejected, everyone involved begins pointing fingers at everyone else because hopes and dreams are crushed when a candidate declines the offer and someone has to pay for the mistake.

In reality, leadership protects themselves and doesn’t take accountability.  The investors blame the executives for missing headcount projections.  The executives blame either the hiring manager or the recruiting manager.  The hiring manager blames the recruiting manager.  The recruiting manager blames their recruiting team.  Who takes the fall?

What changes happen after this failure?  Usually, none.

Who loses?

  • The candidate
  • The employer
  • The recruiting coordinator
  • The recruiter
  • The recruiting manager
  • The hiring manager
  • The hiring team
  • Your company reputation
  • Your opinion of recruiters


What is the wasted cost?  If you add up the entire cost of the failed hire, by the whole interview team:  $5,000 – $10,000 depending on the size of the team.

A conservative estimate that does not include the opportunity lost, cost of vacancy for the position remaining open.

What are the expenses that add up to this cost?


  • Team salaries
  • Transportation
  • Airfare
  • Hotel
  • Dining
  • Wasted office space
  • Interview rooms


Expensive?  Of course. Duh…but who wins?

Nuff’ said!

5. Turnover

Until we solve systemic issues in recruiting, we will face uncertainly and doubt that leads people to greener pastures.  The desire to find a better leader, work environment, recruiting system, or candidate pool is normal when you are dealing with dysfunction.  Seeking is a healthy activity when pain exists, however, we need to understand what an ideal environment looks like compared with one that is doomed.

The more experience you gain will help you make better decisions guiding you toward sustainable recruiting success.

Soon, you will be able to detect who the best recruiting leaders are, what systems work well, and what environments are attractive to top talent. In fact, we are working on a solution that will begin diagnosing root causes in corporate recruiting departments, outlining problems and performance in a fun way.

Learn more about our upcoming product here and if you’d like to see what else we are working on, check out our website.


This wraps up my 6-article series focused on outlining challenges between recruiting teams, agency recruiters, and recruiting technology.  If you missed out on the other blogs, here is the link that got us started.  Thanks for reading!




James Chmielinski is a second generation recruiting veteran, former athlete, and founder of Veruca.io, the first ever recruiting innovations lab.  His company is built from two generations of sales and recruiting experience resting on the backbone of post-millennial technology.  An industry-leading, hub-spot for consulting, technology, and recruiting process design.  Veruca.io aims to make life easier for professional sourcing and recruiting teams.  Mr. Chmielinski’s inaugural software attracted 178 active users in 114 cities from 17 countries.

4 Customer Challenges Blocking your Recruiting Agency

Hiring season is in full swing with recruiting agencies circling employers like sharks.  Today’s climate in the staffing world reminds me of the staffing spike in 2006.  Back then, submitting the right candidate to a prospective client got you in the door and ensured, fast-track placements.  This time around, it may get you in the door but it doesn’t take long before getting lost into the abyss of corporate recruiting dysfunction…even when you represent a rock star!

Why does customer acquisition feel more like a dating cycle on tinder?

The reality is that even best-in-class recruiting process doesn’t guarantee success. If you are a recruiting agent, you think you influence a hire but in reality, corporate teams often marginalize your efforts. You might feel like you are powerless with certain clients. Is it suppose to be like that?

In the following, I will examine four corporate obstacles impacting your success as a third-party recruiting agency.

4 Customer Challenges Blocking your Recruiting Agency


1. Infrastructure 

Lets start with the most important one.

Is the corporate recruiting department you support integrated in terms of tools, technology, process, and business partners?

Before you ever have a chance at making a placement with your client, you need to ensure you are working with a customer who has solved the problems  listed in this article and understands what it’s like to be in your shoes. Do they arm you with the right knowledge and respond to your needs?

Perhaps you sense a deeper problem rooted within your client’s corporate recruiting department?  How do you know if you are an agent working with a broken corporate recruiting system?
Lets outline the symptoms:

  • No transparency
  • No information on changing requirements
  • No projections on future projects, staffing requirement
  • No collaboration
  • No contact from hiring managers (unless policy doesn’t allow)
  • No relationship with the internal team
  • No relationship outside of the office
  • No time to build relationships
  • No time to listen to you
  • No respect
  • No constructive criticism requests
  • No promises kept
  • No callbacks
  • No interviews after quality submissions
  • No hires
  • No details
  • No idea about changing priorities
  • No relationship
  • No transparency
  • No praising
  • No reporting
  • No benchmarking
  • No improvements
  • No scorecarding
  • No engagement
  • No recognition of faults
  • No hiring targets
  • No loyalty
  • No performance reviews
  • No creativity
  • No exceptions


I see a pattern?  Do you?  If this looks like your client, it’s time to move on.
2. Key knowledge about job orders

This one is on you, recruiting agency.  Do not work on a role you don’t understand.  How do you know?  Well…

  • Can you manage a conversation with a practitioner you are trying to recruit?
  • Do you know what challenges your candidate is facing?
  • Does your candidate accept your LinkedIn request?
  • Do you have credibility in their eyes?
  • Do you understand their lingo?
  • Have you conducted any research on the skill-set you are hiring for?


Discovery, research, and examination are key to engaging candidates.


3. Leadership
Let’s face it, department managers and executives who make hiring decisions haven’t had a lot of training in recruitment nor do they really care about what it takes for a recruiting program to source, qualify, and hire talent successfully.  Relationship management is a concept far off in the distance.  Beyond understanding how best to interview, offer, and onboard talent, corporate leadership just wants you to do your job as a recruiter even if they don’t know what that is.  Many don’t even understand why performance-based interviewing and key performance indicators are essential to hiring.

4. Communication Chaos

Is there a consistent and reliable format that your internal contacts have established to communicate with you individually and as a group within your agency program?  Yes, it’s okay to congregate together as agencies.  How else can you all align to the strategic goals of the recruiting department?

  • Is there a set structure for the agenda?
  • Are they holding you accountable periodically with set metrics and goals that they value?
  •  Do they return your calls?


If you can relate to any of these problems, you might want to reallocate your efforts toward another customer.

Stay tuned for Part 2 where we explore five more reasons to find a new customer.

In the meantime, learn more about our upcoming product, Recruiting Scorecard.


James Chmielinski is a second generation recruiting veteran, former athlete, and founder of Veruca.io, the first ever recruiting innovations lab.  His company is built from two generations of sales and recruiting experience resting on the backbone of post-millennial technology.  An industry-leading, hub-spot for consulting, technology, and recruiting process design.  Veruca.io aims to make life easier for professional sourcing and recruiting teams.  Mr. Chmielinski’s inaugural software attracted 178 active users in 114 cities from 17 countries.

5 Tips to Captivate your Candidates

Candidates you recruit want you to connect and follow up with them, tactfully.

Here are five tips to help you get started on the right track:




1. Deliver a business reason

Why is there a match?  Make sure that you are direct and transparent about why you are reaching out to your candidate.


2. Form a connection bond

…a Common Colleague

…a Shared Passion

…an Interesting Event for Both

…a Common Hobby or Interest

This becomes your medium to build trust in your relationship.


3. Identify the personal reasons

Why would your candidate want to work with you specifically.  Why would they want the opportunity that you are offering? There are plenty of recruiters out there.    What makes you special?  How will your prospective candidate personally gain if he or she chooses to work with you?


4. Back up your conversation with data and documentation

Always deliver data that backs up your conversation.  Be honest about the strength of your relationship with your client.  Show (allowable) emails that prove your relationship and the exchanges that happen between you and your client.   Build your credibility.

Tell your candidate who you know, what competitive forces exist, and what obstacles might exist from you helping your candidate.  Let them know if you are representing other candidates.

Definitely provide a compelling link like a job description or pamphlet on your opportunity.  Give them inside information about upcoming projects at your customers site.


5. Clearly outline your action plan

Explain to your candidate what your next few steps are going to be and when he or she can expect to hear back from you.  Mitigate risks in case the plan changes and explain what course of action you will take if it does.  Be sure to follow up even if you don’t have any new information to share to keep them engaged.  Voila!

Read about our next product, Recruiting Scorecard.


James Chmielinski is a second generation recruiting veteran, former athlete, and founder of Veruca.io, the first ever recruiting innovations lab.  His company is built from two generations of sales and recruiting experience resting on the backbone of post-millennial technology.  An industry-leading, hub-spot for consulting, technology, and recruiting process design.  Veruca.io aims to make life easier for professional sourcing and recruiting teams.  Mr. Chmielinski’s inaugural software attracted 178 active users in 114 cities from 17 countries.

Winning Dynamics in Corporate and Agency Recruitment?

Do any recruiting professionals remember a time when a recurring problem was identified in their recruiting group and data was used to diagnose and solve the problem?  Was actionable data ever used to improve the situation?  Anyone?  Bueller?


Winning Dynamics



I asked myself this question and my answer was “no.”   Recruiting teams are people-driven and most in recruiting departments make decisions with collective wisdom and interpersonal groupthink.  In many cases, recruiting managers have a leadership title but don’t have enough authority so when a conflict arises, an executive calls the shots.  Assumption-based decision making is popular and it isn’t all that surprising when you read this statistic:

“Even though software is hugely popular in business and has become less expensive for small to mid-size businesses, only 26% of employers use an applicant tracking system (manages candidate funnel workflow) to manage their hiring process.”

(Source:  Webrecruit)

Wow!  74% of employers do not have an applicant tracking system.  The applicant tracking system (ATS) is the basic system that accounts for tracking all candidate activity.

How do these employers make data-driven decisions?

If data isn’t collected, how can you analyze and improve on it?  How can you track who your top performing partners are?  How do you know who isn’t performing?  How can you manage relationships with candidates, business partners, sources, and vendors? How can you retain anything without a system of record?  How can you grow?

Thankfully, it’s not the only way to make data-driven decisions.  There are other methods.  Researching other peoples data (OPD) can be used to analyze a problem, solution, and outcome compared against your challenge.  This is popular in white paper analysis.  The practice is called benchmarking.  Benchmarking isn’t as efficient as using your own data, but its effective.   It can help you learn how other people overcame similar problems and apply those learnings to your situation.  In my recruiting career, I’ve encountered recurring problems on the agency and corporate side of recruiting. I keep hearing about the same problems at convention, podcasts, and watering holes. Round and round we go with the same solutions being offered up.  None of the proposed solutions are satisfying.  This led me to do my own research on what the systemic issues are preventing faster and cheaper hiring.  I want to build my own solution that everyone can use to understand where the problems are and fix them in a fun way.

During my research I discovered Cornell University’s CAHRS Center for Advanced Human Resource Studies Center.  CAHRS is well known for HR studies impacting the recruiting industry and more.  After clicking around the site..reading and clicking….reading….and clicking, I became determined to find an answer to this question:

What is the data-driven, winning dynamic between corporate and agency recruitment?

I don’t know the answer and I couldn’t find it through my career or in the research I’m doing. So, I decided to break down the question into five sub-questions, when added up, would give me my answer.

My Theory

I theorize that if we create a solution to the following five questions, we will have developed the winning dynamic:

  1. What type of recruiting performance drives a competitive cost per hire (CPH)?
  2. What type of recruiting performance drives a competitive time to fill (TTF) statistic?
  3. What type of recruiting collaboration drives an increase in recruiter engagement?
  4. What is the competitive cost-per-hire CPH that allows agency collaboration with corporate recruiting?
  5. What is the competitive TTF that allows agency collaboration with corporate recruiting?


If I rewrote those questions into a formula, it would look something like this:

Winning Dynamic =  Collaboration + Performance

Collaboration + Performance = Increased Engagement + Healthy Competition + Reduced TTF + Reduced CPH

Research is surgical by nature.  Always a deeper layer. The answers aren’t given but our conclusions help us shape the next step.  I believe that we are working toward the next step in creating a winning software and program that will create an integrated, collaborative environment through the proper integration of people, process, and technology.  But don’t take it from me, allow me to share the conclusion of an interesting article I studied:


Findings from Beyond Cost-per-Hire and Time to Fill: Supply Chain by John W. Boudreau and Peter M. Ramstad

Conclusion: The best (recruiting) measurement system creates measures that can have the greatest impact on decisions, and are not cost prohibitive.  In fact, a significant advantage of the process-based measurement framework suggested here is precisely that it can help pinpoint where measurement improvements are likely to have the biggest effects. Nonetheless, for most organizations, it will be necessary to use measurements more fully and more carefully.

Linking performance to staffing processes can offer a big improvement over traditional systems that fail to consider quality at all, but it still falls far short of the potential fully-developed decision system.  If we could create quality measures at earlier stages in the process, we could do much better at diagnosing and improving the system.   The interesting paradox is that most of the measures we have described here already exist in most organizations, or can be constructed with available products. The key is to integrate the measures with the staffing process, rather than isolate measures and staffing activities. This integration provides a disciplined approach to measurement and analysis that can significantly enhance the professional quality and results of the staffing process. Without such integration, staffing will continue to be approached as a set of isolated activities, and staffing measures will continue to provide incomplete or even misleading direction.

Learn more about our proposed solution designed to make a dent against the recurring challenges in recruiting.



James Chmielinski is a second generation recruiting veteran, former athlete, and founder of Veruca.io, the first ever recruiting innovations lab.  His company is built from two generations of sales and recruiting experience resting on the backbone of post-millennial technology.  An industry-leading, hub-spot for consulting, technology, and recruiting process design.  Veruca.io aims to make life easier for professional sourcing and recruiting teams.  Mr. Chmielinski’s inaugural software attracted 178 active users in 114 cities from 17 countries.