2026
–A Ten Part Series–
Part Six
by
Bob Marshall
June 9th, 2026
Part Six – Defining Urgency and Controlling the Hiring Timeline
One of the most important concepts in recruiting is understanding urgency.
Remember, our business involves three parties, not two. Every placement is built around an equilateral triangle:
• The Recruiter
• The Candidate
• The Hiring Company
Each point of that triangle has the power to say either “yes” or “no.” A placement only happens when all three parties arrive at “yes” at the same time.
That is why urgency matters so much.
When qualifying a Job Order, your goal is not simply to determine whether the company wants to hire someone. Your goal is to determine when they must hire someone.
Most recruiters ask:
“When would you like this person to start?”
Unfortunately, that question tells you very little. Every Hiring Manager would like to have the position filled as soon as possible. What you really need to know is this:
“What is the last day you can keep this position open without something negative happening if it remains vacant?”
In other words:
“What is your drop-dead date?”
That question uncovers true urgency.
If the Hiring Manager says:
“We’ll hire when we find the right person.”
or
“It’s a brand-new position, so there really isn’t a timeline.”
you have learned something very important. The company may have no meaningful urgency at all. If they can leave the position open indefinitely, you may be dealing with a situation that will be difficult to fill because there is little pressure to make a decision.
On the other hand, if the Hiring Manager gives you a specific date, now you have something you can work with.
Once you establish that date, the next step is to build the hiring process backwards.
Let’s use an example.
Assume today’s date is October 11th.
The Hiring Manager tells you that November 15th is absolutely the latest date they can have the position open. If it remains vacant beyond that point, production will suffer, customers will be affected, projects will be delayed, or management will start asking difficult questions.
Now we have a real deadline.
The next question becomes:
“What has to happen between today and November 15th for this person to be hired and on board?”
The Hiring Manager explains that their interview and approval process normally takes three weeks.
Working backward from November 15th, that means all interviews and hiring decisions must be completed by October 25th.
Next, consider the Candidate.
Most strong candidates are currently employed, well compensated, and valued by their employers. They generally need two weeks to resign professionally and transition their responsibilities.
Working backward another two weeks moves us to October 11th.
Now consider the third point of the triangle—you, the recruiter.
You need time to identify, recruit, qualify, and present candidates. Ideally, you want to present several qualified candidates, not just one.
Suppose you need one week.
Working backward again takes us to October 4th.
There is only one problem.
Today is October 11th.
You are already a week behind schedule.
At this point, many Hiring Managers suddenly realize something they had never considered before. They understand the position is important, but they have never mapped out the entire hiring process from beginning to end.
This is where you become a consultant rather than simply a recruiter.
You can explain:
“If November 15th is truly your drop-dead date, the current process won’t get us there. Something in the timeline has to change.”
Often the Hiring Manager responds by saying:
“You know what? You’re right. We can shorten the interview process. We don’t really need three weeks. We can make decisions in two.”
Now the timeline works.
The Job Order has become more fillable because the process has been aligned with the urgency.
And just as importantly, you’ve educated the client.
Many recruiters take orders. Few recruiters improve the hiring process. The ones who do become trusted advisors.
But there is another major benefit.
By documenting the hiring timeline up front, you create accountability.
Suppose the Hiring Manager tells you:
“If we like the candidate after the first interview, we’ll schedule a second interview within one week.”
You present an excellent candidate. The first interview goes well. The company likes the candidate.
Then a week passes.
And another.
Now what?
If you never established a timeline, the Hiring Manager can tell you almost anything:
“We’re still discussing things.”
“We need additional approvals.”
“The President is traveling.”
“We’ll get back to you eventually.”
Meanwhile, your candidate is becoming frustrated and may be interviewing elsewhere.
However, if you documented the agreed-upon process during qualification, the conversation becomes very different.
You can say:
“When we discussed the position, you told me that candidates advancing from the first interview would be brought back within one week. Today marks the end of that week. I communicated that timeline to the candidate. What would you like me to tell them now?”
Notice what happened.
You are not arguing.
You are not complaining.
You are simply referring back to the plan the Hiring Manager created.
That gives you tremendous leverage because you are holding the client accountable to their own commitments.
You have documented the process.
You have established the timeline.
You have defined the expectations.
And when everyone understands the timeline, everyone is far more likely to reach the finish line.
A Short Story
Years ago, one of my recruiters called a Hiring Manager after hearing nothing for nearly two weeks following a very successful first interview.
The Hiring Manager said, “We’re still thinking about it.”
My recruiter calmly replied, “That’s interesting. When we qualified the position, you told me that if you liked the candidate, there would be a second interview within five business days. Today is day ten. I already communicated your timeline to the candidate. What would you like me to tell him?”
There was a long silence.
Finally, the Hiring Manager said, “You know what? You’re right. Let me get this scheduled.”
The second interview was arranged that afternoon. An offer followed a few days later.
The lesson?
Candidates rarely disappear because of recruiting problems.
More often, they disappear because of delays.
Big Billers understand that urgency is not something you hope for. It is something you define, document, and manage from the very beginning of the search.
Next week: Part Seven – The Recruiting Targeting Area
Bob Marshall began his recruiting career over 45 years ago at MR in Reno, NV. In 1986 he established The Bob Marshall Group, International, where he has trained recruiters throughout the United States and also in the United Kingdom, Malta and Cyprus. With a dedication to executive recruiting, he continues to offer his proven training systems to individuals, firms, and private corporations both domestic and in select international territories. To learn more about his activities and descriptions of his products and services, contact him directly @770-898-5550/470-456-0386(cell); bob@themarshallplan.org; or visit his website @ www.TheMarshallPlan.org.
Bob Marshall
President
TBMG, International
247 Bryans Drive, Suite 100
McDonough, GA 30252-2513
770-898-5550
520-842-5550 (fax)