In the race for talent, companies often blame their struggles on employer attractiveness, changing generational expectations, or market competition. However, according to seasoned headhunter Enrica Pellegrini, a major issue arises much earlier in the process—at letter A, the recruitment process.
From rigid processes to poor communication and lack of transparency, many companies unknowingly undermine retention before a new hire even sets foot in the office.
Drawing on her extensive experience as a headhunter, Pellegrini sheds light on the common pitfalls of recruitment — and how, with the right approach, it can become one of the strongest drivers of long-term engagement and retention.
Based on your long experience in recruitment, what would you identify as the main cause of resignations?
There are three types of resignations. Early ones often stem from rushed hiring and poor communication of job realities. After a year, resignations may reflect unmet expectations or the fact that candidate’s intrinsic motivations or working style weren’t fully understood. Later resignations tend to be more natural, marking the end of a growth cycle. Many resignations could be avoided with better communication, realistic expectations and a more thoughtful hiring process.
You say that retention starts (and can fail) as early as recruitment. What are the signs that the problem lies with the recruiter rather than the company itself?
Effective recruitment isn’t just about filling a vacancy quickly — it’s about setting realistic expectations and ensuring long-term alignment. A recruiter’s role isn’t just to sell the job — it’s to balance attraction with transparency. When that balance is missing, subsequence retention suffers.
“Ensure that the recruitment experience is truly positive and genuine.”
How does a lack of transparency affect candidates’ engagement and perception of the company?
Transparency plays a critical role in shaping how candidates perceive a company — both during the hiring process and once they’re onboard. When details about the role, expectations, culture or challenges is vague or overly positive, candidates may initially accept the offer, but disengage quickly once reality sets in. This creates a sense of mistrust or even betrayal, which can lead to early resignations and negative word-of-mouth that can damage the employer brand.
What are the most common pitfalls in the way recruiters present a company to candidates?
A key recurrent problem is the insufficient knowledge of the client—when recruiters don’t fully understand the company’s culture, team dynamics, or long-term vision, they risk placing the wrong candidates. This is especially common when searches are conducted by recruiters that rarely (or probably never) met with the final clients or by foreign recruiting firms that may overlook local nuances and expectations. Especially in Luxembourg, where relationships matter, a recruiter’s proximity to both clients and candidates is essential for long-term success.
To summarise, what best practices should a company / recruiter adopt to maximize not only a company’s attractiveness but also talent retention?
Ensure that the recruitment experience is truly positive and genuine. Often, it’s the small details that determine the success of a hire:
- Transparency and open communication – These are non-negotiable for all parties involved. A hiring process built on trust and authenticity sets the stage for strong, long-term employment relationships.
- Deep understanding of company culture and team dynamics – A recruiter’s role goes beyond matching candidates to job descriptions. To ensure a successful placement, it is essential to understand the company’s culture, the office environment and dynamics, the people the new candidate will interact with daily. The goal is not just to find the right candidate for the job but the right candidate for that specific team and context.
