DONT TRUST THEM!! - Recruitment Consultant Wilson Employee Review

1.0
Jan 22, 2018
Recommend
CEO approval
Business Outlook

Pros

- Working from home - The other Recruiters on the Account were awesome to work with, great personalities and always willing to help - John Wilson (CEO) Really cares about this company being great and trying to take it to the next level, I personally think they need to get the wrong people off the bus and get the right people on the bus as well as assess people getting in the right opportunity/account

Cons

- No merit increases, you have to track and then submit to Leadership for increase - This is 10000% a Staffing Agency, they put a fancy word like RPO on it but ultimately it is high volume recruitment. - Expectations they want you to have 100-150 new outreach a week, I repeat, new outreach - this means finding new people to put in the ATS. They do not care about quality candidates - Some locations are much easier than others, but Leadership does not care, they put the same metrics on all reacruiters. 100- 150 outreach, 10 submits a week, hiring goals per month range between 6-15 a month. - Be ready to run a full desk, TAC helps where they can but be ready to do admin work as well - Leadership could be improved, didn't feel like a valued employee but rather just a number.

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Wilson Response
8y
Hi there, thank you for taking the time to write this review and share your experiences. I’m very sorry to hear that your experience hasn’t been positive. As a business, we do our best to ensure we are providing the best service possible to our clients. I completely agree with you that the recruitment process should be about working “smarter” rather than “harder” and, if you are able to generate high quality candidates without outreaching to hundreds of candidates, then of course that is what you should do! The only challenge with doing this is that every client is different. Some clients want to see the volume of activity, whereas others want to see the quality of activity. This is always a challenge because different clients also have different levels of recruitment experience. Dependent upon what experience they have had can impact their expectations from an external provider. It can take a while to educate around and have the client truly understand what a recruitment partnership is. Although I am sure you are doing what is necessary at your level, it may be that more senior stakeholders are putting the pressure on your managers. Have you discussed this with your management at all? A lot of our managers are very transparent and will share details should the employee ask them. With regards to merit increases, we have developed what we feel allows everyone to take ownership over their progression and career advancement. These are aligned with our DNA and require employees to demonstrate them in their day-to-day results. We feel that this allows our employees to control the salary increases rather than the company, and we have seen a number of employees do this multiple times over the past year alone. I want to apologize for the way you felt once speaking with your manager about internal opportunities. I can assure you that this would not have been the reason that you were terminated as we as a company fully support internal mobility and honest conversation. If this is genuinely how you feel, please reach out People & Culture at people.culture@wilsonhcg.com with additional thoughts and feedback. If you would also like to discuss any of this with me personally, please don’t hesitate to contact me at lauren.bullock@wilsonhcg.com. Many Thanks, Lauren Bullock, Global Internal Recruitment Consultant

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Great leadership with a fail forward outlook, work life balance, no micromanaging as long as you are self-driven and get your stuff done, career growth, benefits and salary.

Cons

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2.0
May 31, 2026
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CEO approval
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Pros

Most employees are committed, hardworking and genuinely care about delivering for clients. A business with significant potential - that it currently is not achieving even a quarter of.

Cons

The organization is experiencing the downstream effects of significant transformation, workforce reductions, and the departure of key talent. Leadership capacity is stretched, priorities are not consistently aligned, and communication is reactive rather than coordinated. In several areas, inexperienced leaders have inherited complex portfolios, creating an environment where micromanagement and escalation are replacing trust, delegation, and strategic leadership. The result is an operating environment that feels fragmented, under-resourced, led by knee-jerk decisions and leadership chaos. Too many leaders are focused on protecting or optimizing their own areas rather than aligning around broader business outcomes, making it difficult to maintain consistency, clarity, and momentum across the organization.

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