Ramp-Up Period: Although the ramp-up time is advertised as 3-6 months, it took me over 6 months to see any earnings, despite hitting 100% of the activity targets and following the "formula for success". This discrepancy creates financial strain, particularly for new hires.
Micromanagement: The company places an overwhelming focus on metrics, especially the number of client interviews ("Sendouts") per week, rather than prioritizing the quality of candidates or fit for the role. This approach results in an overworked job market where candidates are contacted multiple times by different recruiters within the company.
Limited Flexibility: Despite my background in technical recruiting, I was steered into hospitality recruiting, an area that doesn't align with my expertise. The company doesn’t account for individual strengths or prior experience. They say they do, but if you focus on "specialty" jobs that move slower (and pay more), they put extreme amounts of pressure on you to switch focus because you'll get more client interviews Sendouts if you work hospitality jobs.
Contradictory Messaging: The company often emphasizes that this is "your business," yet employees are required to attend mandatory meetings where they are publicly criticized if deals fall through. Additionally, weekly one-on-one meetings with Regional Directors (RDRs) are enforced, even when goals are consistently met, adding unnecessary stress. I like my RDR and all, but this is unpaid time for me, while the RDR is getting paid for our weekly "mandatory" meetings.
Financial Risks: One of the most concerning aspects is the potential financial liability if a placement doesn’t meet the guarantee period. This can result in owing the company money, something not clearly communicated during the hiring process. I have seen colleagues sued for significant amounts due to this policy.
It’s also worth noting that some partners consistently receive prime business development leads while others do not. These same partners often hold onto jobs, preventing others from working on them, and refuse to submit candidates from outside their inner circle. This behavior creates an uneven playing field, and while I’ve learned to navigate around these gatekeepers, it’s disheartening to see new partners struggle to impress people who have no intention of collaborating. Leadership is aware of this dynamic but has done little to address it, dismissing it as a common industry issue.
To be fair, there are many partners at Goodwin who support their colleagues and work collaboratively. My RDR is a nice person, but it’s clear that they are under immense pressure, often forced to find something to critique. As a Senior Partner who consistently meets goals, I question why I must spend unpaid time in these meetings if I don’t find them beneficial. This often makes me feel more like an “employee” than a 1099 Independent Contractor.
While there is some flexibility, it’s difficult to take advantage of it. If you’re not available at all times to jump on Zoom, especially if the wrong person is trying to reach you, your dedication is quickly called into question.
I’ve stayed with Goodwin Recruiting because I’ve met some great partners, and it’s nice to earn decent money while working from home. However, I plan to move on once the job market improves and more recruiting opportunities become available.
