While there is no such “surgeon general” warning for recruiters, the intensity of both the volume and the quick deadlines have been known to cause burnout for many recruiters. Once a recruiter hits the burnout phase, the individual, the organization and, when applicable, the client greatly suffers.

The ensuing problems can be quantitative and qualitative as time-to-fill slowly but surely lengthens and the candidate fit quickly becomes weaker.

There are various signs that recruiters and recruiter managers can use to identify burnout, and then a variety of ways to address and prevent it.

Here are the top five signals that a recruiter may be headed toward crash and burn:

1. Over-reliance on tools that are the “usual suspects.” An energized recruiter will look everywhere for the best candidate. While this search includes major job boards, all good recruiters know to look in the less obvious places. If a recruiter is only looking at the usual suspects or refusing to use alternative methods (e.g., cold-calling, niche sites, LinkedIn), this is a danger sign that they are burning out and losing the vigor required for a comprehensive search.
2. Conducting less-thorough research. While this symptom is closely related to the first, it is worth highlighting on its own. Recruiters, who are not creatively researching areas such as competitive companies and other potential industries to find candidates, are displaying another potential sign of burnout.
3. Disinterested in the hunt. Recruiters are curious and inquisitive people by nature. They like the process of the hunt, and often see recruiting as a giant game of hide and seek. If a recruiter seems to have lost that drive for the chase, it could be a signal that they are nearing the point of burnout. One of the more tangible signs that the drive and curiosity has waned is a lack of interest in brainstorming. Recruiters on the hunt like getting ideas from others and talking about their searches, so if they shy away from brainstorming with others using defensive phrases like “done that, didn?t work,” it is not a good sign.
4. Over-use of technology. Generally, recruiters like talking to people. If the recruiter is relying too much on technology in order to avoid live contact with others, this is a problematic sign. Knock-out questions are fine, but we?ve heard of recruiters trying to automate entire screens! That means a critical part of the process (selling the position) gets left out. A recruiter who is not engaging with people is not engaged.
5. Unusually quick pass-through of candidates to hiring manager. If a recruiter is passing through a very high number of candidates, it means that they are not adding value to the process as much as they could and are focused more on finishing than candidate quality.

Once recruiters or managers of recruiters notice these signs in themselves or others, there are several ways to address the issue. Here are three sure-fire approaches to help alleviate recruiter burnout:

1. Get creative again. Recruiting is an innovative process and requires an atmosphere and management style that is conducive to spurring creativity. This includes frequent breaks using areas where recruiters can go to look away from their screen and talk to others, and even games that distract the mind. All these help productivity and resourcefulness. If a recruiter only sits among four gray walls for hours and days, burnout will ensue.
2. Do new assignments. Recruiters who always look for the same types of jobs can lose that creative spark. Those who do new assignments for different types of roles can get that spark back. For example, if you spend most of your time on information technology, from time to time take on the challenge of filing an administrative position for someone. Why? IT searches are more about specifications, while administrative searches are more about fit. The assignment will get skills rounded, thinking challenged, and creativity fresh. And the reverse scenario works too. Those recruiters used to searching for the “fit” positions will get re-energized by the challenge of looking for the needle-in-the-haystack technician.
3. Make brainstorming part of the process. For recruiters (and any creative process), bringing others into the solution can be immensely helpful. For managers, assign one recruiter as a subject matter expert to another. For recruiters, ask this of your colleagues. This can help both recruiters to have excuses to help each other and keep both energized with a different perspective.

While these strategies can be implemented when signs of burnout become visible, they are best used as preventive measures. With these methods in place, recruiters will remain creative, sharp, and inquisitive.

As the market tightens and candidates move through the marketplace faster than ever before, it is essential that recruiters tighten up their procedures. One point in the recruiting process that is often overlooked is preparing candidates for the second interview.

Recruiters can take a few actions between the first and second interviews to maximize the effectiveness of their final candidates and ensure that the organization gets a top hire. The most important first step in getting the most out of the second interview is simply to stop and think about its purpose.

There are two widely divergent kinds of second interviews.

The first type can be dubbed a “pass through.” This second interview happens when a decision has already been made, but the hiring manager wants a final blessing from peers, or to introduce the candidate to the team to build consensus. This kind of interview is usually a group event or “meet and greet,” and the job is often the candidate’s to lose.

The other variety is the “deciding point,” where the second-round interview is required to make a hire. This type of process is typical of corporations hiring department heads, for example, or universities where a search team presents three final candidates to a dean or other hiring authority.

In this case, the first interview is a usually a screen and did not involve a hiring manager. Obviously, this is the “money” interview and, unlike the “pass through,” this is not a time for a candidate to relax.

Depending on which scenario a recruiter is facing, there are different aspects to keep in mind. If the second interview is a pass through, here are five pointers to make the best use of time and ensure a quality experience for all involved:

1. Put only one candidate through the pass through. If the purpose of the interview is to get final approval from others in the organization, there should only be one candidate. Guide the hiring manager in this direction because other employees will not appreciate spending time with numerous candidates in this manner.
2. Be certain that the interview is set up to achieve its purpose. Given that this type of second interview is used to build consensus or get approval, it should be conducive to casual conversation. Have the meeting over lunch and set an informal tone. This format will also prevent other employees from thinking they should grill the candidate.
3. Advise the hiring manager not to let anyone else have the final decision. The recruiter, on behalf of the hiring manager, should be clear with the other employees who are meeting the candidate about their role in the hiring process. They should understand that this is not a decision-making opportunity, but a chance to give feedback.
4. Prepare the candidate. Do not convey to the candidate that the decision has been made, but make sure he/she knows that this is a less formal situation. For example, if the candidate is a senior executive, let him or her know which influencers will attend. Tell the candidate that “Jill” would be a direct report and her perspective will be important, or that “Jack” would work for him part-time and his input will have less weight. Be frank about the tenor of the interview.
5. Guide the feedback process. Provide a list of questions after the event for the attendees to answer. Questions could include: What did you like about this person? Did you have any concerns? How do you think this person fits in with our culture and why? You could also advise the hiring manager to send a simple email asking about their overall impressions.

If the second interview is a deciding point, here are five pointers that will help ensure a decision while making the experience positive for the candidates and interviewers:

1. Let the candidate know they are one of the final few. Since the candidate has likely given up two paid-time-off days and possibly even traveled, he or she should know that this is worth the time. Give candidates every reason to believe they are progressing.
2. Provide candidates with direct feedback on their first interview. Tell the candidate which aspects of the first round were strong or in need of improvement. Sometimes recruiters hesitate to give this kind of feedback because it feels like giving answers or scripting. That is not the case. The answers are still up to the candidate, but feedback can help to better understand the organization. For example, if a candidate dressed too casually in the first interview, a recruiter might say: “Your second interview will be with the vice president, so I suggest you come in regular business attire rather than the standard corporate casual.” Also, tell the candidate that anything said in the first interview will be known by the second interviewer. It’s important not to give conflicting information.
3. Tell candidates the second-round schedule. Sometimes, the second round of interviews includes an assessment or simulation. If the interview will involve anything other than straight questioning (i.e., case interview), the candidate should be told. Everyone will perform at their best if they know what to anticipate.
4. Ensure that the hiring manager will be ready to make a decision. Even if there is other data to be gathered after the second interview (i.e., psychometrics, assessment tests, simulation/presentations), the hiring manager must be prepared to make the final interview-based decision.
5. Likewise, make sure the candidate realizes this is the final stopping point. The candidates need to have gathered enough information in the second interview to be able to make a decision on whether to join, and they should know that coming in. Also, ask them their preliminary decision right after the interview and let the hiring manager know where they stand. If the candidate says they are not interested, then the hiring manager need not waste more time.

In the past, recruiters did not need to consistently tend to these details. If the second interview didn’t go perfectly, there was another candidate around the corner or the candidate would wait.

Unfortunately, that is no longer the case. Today’s candidates pass harsh judgments when recruiters don’t have the process nailed down, as do hiring managers. Recruiters can’t afford to make mistakes with final candidates; there is no need to when improvements can take little time and cost nothing.

Candidates know that making a good first impression is critical. They also know that their first impression of their potential employer is an important element in their decision. The little stuff ? timeliness, courtesy, and respect for privacy ? say more about the company than the shiny brochure or user-friendly career site. The overall experience a top candidate has throughout the recruiting process can make the difference in which offer he or she will take at the end of the process. Yet, many recruiters don’t give much attention to creating a positive candidate experience.

There are so many avenues to impress or offend a candidate during the course of the recruiting process. Believe it or not, there are countless candidates who tell a story about a company that didn’t give them time to use the restroom or get water at an on-site interview. Other candidates talk about the company that got back to them within a day of the interview, and they remembered that positively even if they didn’t get the offer. Candidates talk. Many times, top candidates in the same geography and industry know each other. And it’s the negative stories that usually come up. Candidates may walk away saying, “If that’s how they treat people, do I want to work there?”

It’s easy to forget the little stuff, but in this tight job market there’s every reason to remember. “Robust hiring continues,” wrote the economy reporter for the Christian Science Monitor on August 2, 2006. “If the economy is slowing down, as reports appear to indicate, it seems no one told the human resources department.” If recruiters are unwittingly losing candidates or starting them off on the wrong foot, now’s the time to stop. Here are tips to ensure you are providing the best candidate experience at each step in the recruiting process:

Initial contact: If you are contacting someone about an opportunity, don’t leave a message that could expose your contact as a job seeker to his or her current employer. Recruiters often do this inadvertently. For example, leaving a message with an administrative assistant is a risk for the candidate as the assistant may work for more than one person and/or may not be discreet. This puts a bad taste in the candidate’s mouth (or worse), and the situation can easily be avoided. Even sending a specific email is risky. Most companies monitor email and all consider it company property. One reason employers might be looking? To check for violations of non-compete agreements. Don’t expose your candidate.

Screening: If you are doing a phone interview or first-level screening with someone who still has a job, be on time and don’t take too much time. Set expectations up front by telling them how much of their time you will take. That way, they will be comfortable enough to tell you if they have an obligation at work that could interfere. Also, before a call begins, ask a candidate if he/she needs to close the door. It’s the little things. They’ll appreciate you respecting their current duties and privacy.

On-site interview: Many details can go right or wrong at this point, so here is a comprehensive list of the potential problems for which you should watch.

• Be aware if you are asking people to use their vacation or paid-time off. That time is very valuable to people, so make sure it is necessary before you ask.
• Try not to ask a candidate to come the next day. You are forcing them to call attention to themselves at the office, which could compromise their current situation.
• Unless you intend to conduct the interviews all in one day and make the decision at the end, keep on-site interviews to half a day. It allows the candidate to keep up their stamina.
• Let people know who they are meeting with and make sure those people are prompt. Some companies give an agenda.
• Be sensitive about keeping candidates in public spaces for extended periods of time. Employees or clients may recognize them and that could compromise the candidate’s privacy.
• As mentioned before, some candidates don’t even get bathroom breaks. It usually happens when interviewers come one after the other, and no one is overseeing the whole process. It is the recruiter’s job to set that schedule and ensure the candidate has time for nature.
• Candidates don’t expect to be fed, but if it’s a daylong interview, there should be an opportunity for them to get lunch.
• No matter how long the interview, offer water or a beverage.

Feedback: Give feedback within a 24- to 48- hour period. It is fine to communicate through emails, but it’s best to ask the candidate the ideal way to get back to them. If you expect to take longer than two days, let them know that. And if nearly two days have gone by, and you don’t yet have a decision, let candidates know that, too.

Second rounds: It’s very common for people to have multiple sets of interviews, but it is a good rule to only ask a candidate back a second time if you are serious about him or her. Round two is for finalists. If you have to interview the whole pool of candidates twice, you didn’t accomplish much in the first round. Candidates will appreciate that you didn’t waste their time.

Negotiation: People have very different opinions about how an employment offer should be handled, so it can be easy to offend. In general, be open about salary range and encourage candidates to be open about expectations. Quickly get to an offer that is the one you want. Long negotiations are a big turn off. Keep the negotiations to one round and encourage the same of candidates. Time is precious. As a rule, avoid low-balling as a way of testing candidates. It’s a poor way to start what you hope will be a lasting relationship.

Start date: Typically, people need to give two weeks’ notice before joining a new company. Unless there is a clear urgency to get started, many new hires will request a week off between positions. Do it if you can. It is a good investment. They can recharge their batteries and start on a fresh note. They’ll be grateful.

Recruiters want positions to close, and the candidate experience is an important factor. If you are a recruiter, guide your hiring managers and vendors to keep their eyes on this ball. If you are on the vendor side, coach your client to have the “candidate experience” in mind at all times. And if you are a top-notch recruiter looking for a job, this will be one of your skills to sell. The theme to creating a good candidate experience is this: time is a precious commodity, a secondary currency. Use it wisely.

Top candidates want the whole package. If a candidate is given a choice between comparable companies, and one provided a stronger candidate experience, the decision is a no-brainer.