Six years running.
Australia's number one candidate experience.

Candidate and client experience, to me, is about making every interaction feel personable, transparent and human, not transactional. In a typical day, that means I'm constantly thinking about how each interaction shapes their view of the process and of me as their recruitment partner.

Throughout a placement, I prioritise clear communication so no one is left second-guessing where things stand. That might look like checking in with a candidate even when there's no update, or giving a client context around a delay so they can plan. It also shows up in the smaller decisions, like how I manage expectations at the start of a process, honest feedback, and how I support depending on what each individual needs. Ultimately, it's about building trust on both sides, so even if outcomes change, the experience remains positive and professional.

The behaviours that matter most in a candidate's experience are integrity, consistency, and professionalism, because they build trust at every stage of the process.

From the first interaction, I establish clear expectations around how I'll support a candidate and what I need from them in return. By doing what I say I will, especially when it comes to follow-up, I create reliability and reinforce that trust.

These behaviours are most important in the moments that can make or break an experience, particularly when there's a shift in energy or uncertainty. Staying consistent, transparent, and professional in those moments helps candidates feel supported and confident.

Ultimately, I genuinely want the best for my candidates. I'm not driven by money when it comes to decisions that impact someone's life, and I recognise how significant a role is. That's why maintaining integrity and a high level of service is critical, it ensures candidates trust that I have their best interests at heart.

I think Recruiter Insider is a positive attribute for my role, to give the opportunity for both clients and candidates to review my performance. Support from both aspects is very helpful for my progression and also guidance on what I can work on moving forward.

It is something that is in the back of my mind throughout all processes, regs, updates, check-ins, and so on, so yes, I would say it keeps me conscious of the level of service to both my candidates and clients throughout each process.

One piece of feedback that's really stuck with me came through Recruiter Insider, someone I worked with said the experience felt like "a breath of fresh air," which was great to hear, but what actually made me think was what they said about how I work.

They called out that I move quickly, but still make the time to connect properly and not make it feel transactional. There was also a moment they mentioned where I paused and acknowledged one of their answers, and they said that stuck with them more than anything else.

That made me reflect, it was a good reminder that it's not just about being efficient or getting through the process, it's those small, genuine moments that people actually remember. Since then, I've been a bit more conscious of that balance, moving fast, but not losing the human side of it.

• Initial phone screen: intro, assess basics, gauge interest, letting them know why you are reaching out, whether for a specific job or a general reg
• Internal interview: deep dive on skills, experience, motivations
• Briefing: align on role, client, and process, and where it can help even on a general reg
• Updates: keep communication regular and proactive
• Prep: coach for interviews
• Feedback: give feedback on process and interview stages, and reject in a constructive way
• Offer: support negotiations and decisions
• Notice period: stay close to maintain engagement
• Post-placement: check in and build the relationship at 1 week, 1 month, 3 months and 6 months, always letting them know they can reach out at any time

Yes, it definitely has. When I first started, I probably used feedback more at the end of a process, reflecting on what went well or what I'd change next time.

Now it's much more part of how I work day to day. I'm constantly checking in with candidates and picking up on feedback in real time, whether that's how they're responding, what they're saying, or where there might be hesitation.

Practically, that means I'm adjusting things as I go, rather than waiting until the end to reflect. It's made the whole approach feel a lot more responsive and candidate-led.

For me, it comes down to how seriously I take the process from start to finish. I run a really thorough process, starting with in-depth phone screens, followed by well-prepared interviews, and making sure I provide timely, honest feedback at every stage.

I'm very conscious of how the candidate feels throughout the process. I want them to feel supported, informed, and never left guessing. That means consistent communication and checking in at each touchpoint, rather than just moving them through stages.

What Recruiter Insider highlights is that every part of that journey matters. Feedback is captured at each stage, so if you rush something or skip a step, it shows in the data. The consultants who consistently score well are the ones who stay disciplined, follow the full process, and genuinely care about delivering a great experience end-to-end.

In recruitment, speed and quality need to work together. Particularly in temp recruitment, there's often urgency, but moving quickly only works if the process behind it is structured and consistent. I manage that by having a clear, repeatable process from the outset, from initial briefing and candidate outreach through to submission and feedback. That structure allows me to move quickly without cutting corners, because expectations are already set with both clients and candidates.

At the same time, I stay adaptable. Priorities can shift and challenges can come up, so I regularly reassess where to focus my time to keep things progressing. For me, it's about being proactive rather than reactive, anticipating issues or concerns, keeping communication tight, and making sure that even when we're moving fast, the experience and quality of outcome don't drop.

I handle tough conversations with honesty, empathy, and clarity. I'm direct and don't avoid the message, but I deliver it in a way that's respectful and human.

By that stage, I've built strong rapport with the candidate, so there's already trust. They know I'm on their side, and that I'm just as invested in the outcome, so when something doesn't go their way, they understand I'm equally disappointed for them.

I also shift the conversation quickly into problem-solving. I reassure them that one setback doesn't define the outcome, and we work through what's next together. It becomes a true partnership, they have someone they can be honest with, whether they're frustrated or disappointed, and then we reset and keep moving forward.

This matters because a job search is an emotional process. Anyone can show up in the good moments, but how you handle the difficult ones is what people remember. Being consistent, supportive, and genuinely in someone's corner during those times builds trust, and that's what defines a strong candidate experience.

I think a big part of it is that candidate experience is drilled into us from day one at Lotus, it's something we genuinely live and breathe, not just talk about.

A lot of it comes down to building trust. We do what we say we will, we show up consistently, and we make ourselves available, whether that's regular check-ins or just being there to listen when someone needs it.

Those small, consistent actions add up over time and create a really positive, supportive experience for candidates, which is what ultimately drives that result year after year.

Real-time feedback allows for healthy conversations and collaboration, everything from needing to share more market insights, to closing gaps in a search or finding the right candidate. The more visibility we get from a client, the closer we are aligned to the shared objective.

Executive search is a slower, more considered process. It requires a deeper understanding of individuals, their motivations, and how they will truly align with a business from both a leadership and cultural perspective. That level of depth plays directly to our strengths. Our approach has always prioritised meaningful relationships, trust, and long-term fit, which naturally translates into the executive space.

Where the shift comes is in how the service is delivered and understood. One of the key challenges is introducing a retained search model to clients who may be more familiar with contingent recruitment. It requires a mindset shift, from transactional hiring to a more strategic, partnership-led approach. Clients need to understand not just how it works commercially, but why it delivers a different outcome. That means investing more time upfront, aligning on the brief, and committing to a more rigorous and consultative process.

There is also the challenge of building credibility in a new market offering. While Lotus People has an established reputation, executive search operates with a different set of expectations around discretion, rigour, and advisory capability. Earning trust at that level requires consistency, strong market insight, and the ability to engage credibly with senior stakeholders.

In practice, this means our role becomes less about filling a role and more about shaping leadership decisions. It is a more deliberate, partnership-driven process, but one that ultimately delivers stronger, more sustainable outcomes for both clients and candidates.

Honestly, the biggest thing has been staying obsessively focused on the people, and above all, our candidates. Coming first for candidate experience six years running isn't an accident, it's the result of treating every single person who walks through our door, whether they're placed or not, with the same level of care. Clients and our own team benefit from that same mindset, but candidates are at the heart of it. Recruitment is a relationship business, and the moment you start treating it like a numbers game, the quality drops and everything else with it.

A few things that have mattered. Hiring for values, not just billings: we've always backed ourselves to train skills, but culture add is non-negotiable. Every person who's joined us over the last six years brings something to the team we didn't have before, and they're someone we'd want to sit next to on a long-haul flight. That consistency of people is what candidates and clients feel when they work with us.

Specialising properly: we've resisted the temptation to be everything to everyone. HR, business support, customer service, and now executive search through Lotus Executive Search. Going deep in those areas means our consultants know their markets, which means better conversations with candidates, stronger shortlists for clients, and placements that actually last.

Treating the boring stuff as seriously as the exciting stuff: process, CRM hygiene, candidate care between placements, client feedback loops. None of it is glamorous, but it's what separates a good agency from a great one over the long haul. Candidates remember the agency that called them back, even when there wasn't a role for them.

Investing in the team when it's hardest to: through every market shift we've kept investing in training, coaching, and development. Our consultants stay because they're growing, which means candidates and clients are working with the same trusted face year after year, not a revolving door.

Leading from the front: Amy, Iona and I don't recruit ourselves, but we're very much involved in the day to day with our consultants, clients and candidates. That keeps us honest about what's actually going on in the market and it sets the tone for the team.

My advice to other agencies would be: don't chase growth at the expense of the things that got you here. Look after your candidates like they're your only candidate, and the clients, the repeat business, and the awards all follow. They're a lag indicator of how well you've looked after people.