In a recent survey, we asked firm owners and managers a simple but revealing question: What are the top two or three issues keeping you up at night? Unsurprisingly, 90% of the responses revolved around hiring, firing, and onboarding. These are some of the most challenging aspects of managing an executive search firm or recruiting business, and in this series, we’ll explore these issues in depth. For additional insights, visit TheRecruiterU.com and receive a free audio series on The Seven Deadly Sins Recruiting Firm Owners Make and How to Avoid Them.

One of the most frequent questions recruitment leaders encounter is, “How do I know if it’s time to let a new hire go?” or, “How can I save a struggling recruit?” While the answer might seem straightforward in theory, executing it can be tough. If you find yourself uncertain about the right call, part of the issue could be on your end—you may not have clearly defined expectations. When expectations are unambiguous, the decision becomes far easier.

Setting Clear Expectations from Day One

The foundation of effective recruitment strategies for new hires begins in the interview process. Be transparent about performance expectations from the start. Let candidates know that, as part of the team, meeting specific targets is crucial—and that not achieving these metrics could affect their role in the firm. When these targets are both attainable and clearly communicated, it reinforces the standards of your executive search company.

A common error is setting lenient expectations during the initial weeks, focusing on quality rather than quantity prematurely. Early in the training period, activity matters most. Set targets that challenge but don’t overwhelm, and gradually elevate expectations over time.

This Applies to Experienced Recruiters Too

If you’re working with an experienced executive recruiter whose performance has dropped, it’s time to revisit the basics. Have a candid conversation, remind them of key benchmarks, and set measurable activity goals. With seasoned recruiters, take a collaborative approach by asking, “What should I do if you don’t meet these expectations?” This open dialogue often prompts them to evaluate their fit in the role honestly.

Empowering Recruiters to Own Their Performance

When expectations are clear and measurable, the responsibility shifts to the recruiter. If you outlined activity levels during the hiring process and they genuinely want the position, they’ll make every effort to meet those numbers. If they don’t, it may be because the role isn’t a good fit. For some, being let go can be less daunting than resigning voluntarily.

Weekly Benchmarks for Sustainable Performance

Many successful firms have found that setting weekly performance targets with daily checkpoints works well. Daily expectations can create pressure, but achieving weekly goals provides flexibility while maintaining accountability. This approach allows recruiters to manage their time effectively while still meeting your firm’s recruitment strategy.

A Real-Life Lesson on Expectations

A recruiter was once hired with the clear expectation of making 80 outbound calls per day. On her first day, she made 75 and then left for the day. When asked the next morning why she stopped short of the goal, she simply replied that 75 was “close enough.” We explained that if their own role depended on hitting a target, they would exceed it to demonstrate commitment. Unfortunately, the decision was made to let her go. While she was surprised, her coworkers were not—highlighting the importance of meeting established expectations.

Setting these straightforward, quantifiable goals removes ambiguity from the process. Employees clearly understand that their performance is within their control, and when these expectations are not met, the decision to part ways is clear.