A Recruiter’s Cheat List: How to Check You’re Joining the Right Team

Most recruiters don’t fail because they lack ability.
They fail because they join a business where the expectations don’t match reality.

On paper, everything looks fine.
Targets are “achievable”. The desk is “warm”. The market is “busy”.

Six months in, you realise average tenure is short, most people never hit threshold, and the desk is only warm if you already know the clients.

If you’re a recruiter interviewing for a new role, this cheat list is about proper due diligence, and sanity testing if what you are being told actually stacks up.

1. Start With the Niche, Not the Narrative

Before targets, brand, or culture, be sure to understand the niche.

Ask yourself:

• Is this a high-fee, low-volume market or lower-fee, high-volume?

• Does that model suit how you work?

• Is it predominantly perm or contract?

• Which are you actually best cut out for?

• Does the sector genuinely interest you, or will it bore you after six months?

Neither model is better. The wrong fit is just expensive.

2. Start With Tenure, Not Targets

Targets without context are meaningless. Tenure tells the truth.

You should be asking, one of the most important questions first:

• What’s the average tenure of consultants?

High churn usually points to an expectation problem. Be careful. 

3. Ask for the Middle, Not the Top

Every agency has a top biller. That’s not the benchmark.

What matters is:

• What the average consultant bills

• How many people consistently hit threshold

• What “solid performance” actually looks like year to year

If the companies success is riding on one or two top billers that's a problem, be cautious.

4. Sanity-Test the Ramp Expectations

This is where reality often breaks down.

Get specific on:

• How long new starters realistically take to bill

• What’s expected at 3, 6, and 12 months

• How many people have actually hit those milestones recently

Fast ramp expectations in specialist or cold markets should always be questioned.

5. Be Very Clear on What “Warm Desk” Actually Means

“Warm desk” gets thrown around far too much.

If there’s a desk, ask why.

You should understand:

• Why does the desk exist?

  • Has someone left?

  • If so, why?

  • Or is this overflow from an existing team?

• Are there live, fee-paying clients right now?

• Are roles genuinely active, or just historically placed accounts?

• Are relationships being properly handed over, or are you starting from scratch?

Also get clarity on how the role will actually work:

• Will the desk start as 180 delivery?

• Is there a clear path to 360, if that’s what you want?

• Will you be allowed to develop clients, or kept delivery-only?

• What commission is paid on 180 deals versus full 360?

A desk isn’t warm if the previous consultant burned the clients, or if the rules change once you’re in seat.

6. Understand Where Billings Really Come From

Not all revenue is equal.

Ask:

• Is income driven by repeat clients or constant new BD?

• How much business comes from founders vs consultants?

If the desk only works because one person is propping it up, your risk is higher than it looks.

7. Align Expectations With Market Reality

High expectations aren’t the problem. Unrealistic ones are.

You should be clear on:

• Activity expectations vs realistic outcomes

• How performance is measured beyond raw billings

• What happens when the market slows

If expectations only work in perfect conditions, they won’t survive a tough quarter.

8. Ask What Happens When It Doesn’t Go to Plan

Every recruiter has slow periods. The response matters.

Ask:

• What happens if someone misses target?

• How long do people get to turn it around?

• Is there money banked to cover tough times or not?

This is the difference between deep pockets and investor backed stressed companies can be huge. 

9. Pressure-Test the Desk You’re Inheriting

If you’re taking over a desk, understand its history.

You should know:

• Who ran it before

• How they performed

• Why they left

• Whether clients stayed after they went

Every desk has baggage. You need to know what you’re inheriting.

10. Decide if the Risk Is Worth It

Every move involves risk. The question is whether it’s understood.

Be honest about:

• The downside if this doesn’t work

• How long you can realistically give it

• Whether the upside justifies the effort

A good move should increase your potential, not limit it.

Final Thought

Good recruitment businesses don’t dodge these questions.
They expect them.

Ask about tenure. Ask about averages. Ask why the desk exists.
And be clear on whether the niche, desk structure, and expectations genuinely suit you.

Your future billings and career success depend on you understanding of the business you are joining.

Never forget an interview is a two way street.