Open company - Recensione dipendente - Recruitment Consultant presso Harnham

4,0
7 giu 2024
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good equipment and good coaching

Svantaggi

Less freedom and bit pushy

Esplora altre recensioni su Harnham

5,0
12 giu 2025
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

With Harnham for almost 2 years as a contract employee. Hiring process was very easy. Was approached on LinkedIn, had a phone interview with the recruiter, then a phone and onsite interview with the contracting organization. Time from contact to hire was 3 weeks. My recruiter secured a higher hourly rate for me than my initial ask, which was in their best interest, but was a welcome bonus. Recruiter remains my main contact at the organization, and has always been easy to deal with, helpful as can be. They offer some benefits to contractors. The health insurance is super expensive and I skipped it. They offer a 4% match without vesting as long as you contribute at least that much - which was completely unexpected. There is also another match that is vested over time, but you'd need to work there for a handful of years to benefit.

Svantaggi

Expensive health insurance, with no HSA option

2,0
19 ago 2025
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Occasionally strong commission potential if you're lucky enough to get support or leads Some colleagues are great, but most don’t stay long enough to make a difference

Svantaggi

Blatant favoritism. Management clearly chooses favorites and gives them better opportunities, resources, and visibility. If you’re not part of the inner circle, you’re overlooked. KPI-driven to the extreme. Everything revolves around hitting short-term targets. If you fall behind, there’s no support — just pressure until you're pushed out. No development or training. The company eliminated its entire Learning & Development function. You're thrown in with unrealistic expectations and no real path to improve or grow. Promotion is based purely on revenue. Hard work, consistency, or long-term potential don’t matter. If you're not making big money fast, forget about moving up. Cut-throat and demoralizing environment. The culture is toxic, and management often tears people down instead of building them up. Morale is consistently low. Insane turnover. Over 20 people left in just six months, including senior managers and the Head of Office. That level of attrition is a serious red flag. Misleading reviews. Be aware that many of the overly positive reviews on here are written internally or encouraged by management. They do not reflect the real day-to-day experience for most employees.

6
avatar
Risposta di Harnham
8mo
Thank you for taking the time to share your experience. We’re sorry to hear that you left feeling this way, but we also want to provide some context as things may look different today. It’s true that our New York office went through a period of change. Part of that was addressing behaviours and ways of working that weren’t healthy for the team, which naturally meant some turnover. Since then, we’ve been intentional about rebuilding with the right people who recognise and thrive in a sales environment. The team today is leaner but stronger, and the culture is in a much healthier place. We also want to clarify a few points. Our Learning & Development function as a whole was not eliminated, we currently have two full-time trainers, one of whom spends hours every month supporting the New York team. While L&D is currently delivered from the UK, the office receives regular training and this will continue to evolve as we grow. Similarly, promotions are not based on revenue alone. Revenue is, of course, central to any sales role, but our criteria also include business development activity and broader performance goals to ensure a fair and balanced approach. On KPIs, we know recruitment is a numbers-driven business, and we track activity because it directly links to results. That said, KPIs aren’t the whole story. When deals aren’t happening, we use metrics as a way of identifying where support or coaching is needed. Our intention is always to help people succeed, not simply to apply pressure. We’re taking feedback like this seriously and are focused on building a transparent, supportive culture in New York. There’s still work to do, but the changes made over the past few months in particular have set a stronger foundation, and we’re excited about the direction the team is heading. We do appreciate you sharing your perspective, and we hope it’s clear that we’re focused on building a stronger future for the team. If you’d like to share more specific feedback, you’re always welcome to reach out to me directly - Charlie Waterman Head of People
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