Industries
Recruitment sites serve two audiences with opposite needs (clients hiring and candidates looking) and most sites are built for one while the other navigates around it.
What we see in this sector
Context
Clients assess whether a consultancy understands their sector and can deliver quickly; candidates assess whether the roles are real, current and worth their time. The two need different content, different navigation and different conversion actions. Job listings create a second problem: they generate large numbers of URLs with short lifespans, and how expired roles are handled affects both site quality and candidate trust. Speed matters throughout: the first credible CV and the first response to an application both carry disproportionate weight.
Recruitment, from problem to plan
Recommended journey
Usually with the constraint that is capping everything else, rather than with the most visible symptom.
Named in the sector's own vocabulary, because a generic list would tell you nothing about whether we understand your business.
Mapped to a problem on the left, not offered because it is on our service list.
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Technology
Named with the reason it is on the list. Each links to the page stating where we would use it and where we would not.
Page structure as a machine reads it
An extractable page states its answer first, uses one heading level per section, and anchors its structured data to a single organisation entity. A page that buries the answer beneath a hero cannot be extracted at all.
The opportunity
Separating the two journeys properly is unusually high-return here, because both audiences are actively searching and both currently arrive at a site designed for someone else.
Either removed with a clear message and relevant current roles, or kept only where they still serve a purpose. Leaving thousands indexed wastes crawl attention and sends candidates to dead ends.
In most cases yes: separate entry points, navigation and calls to action. They want different things, and a single blended journey serves whichever audience the homepage was written for.
Recruitment sites serve two audiences with opposite needs (clients hiring and candidates looking) and most sites are built for one while the other navigates around it.
Clients assess whether a consultancy understands their sector and can deliver quickly; candidates assess whether the roles are real, current and worth their time. The two need different content, different navigation and different conversion actions. Job listings create a second problem: they generate large numbers of URLs with short lifespans, and how expired roles are handled affects both site quality and candidate trust. Speed matters throughout: the first credible CV and the first response to an application both carry disproportionate weight.
Separating the two journeys properly is unusually high-return here, because both audiences are actively searching and both currently arrive at a site designed for someone else.
Client-facing and candidate-facing content compete in the same navigation, so both audiences read material written for the other before finding their own.
Roles are posted, filled and left. Expired listings that stay indexed waste crawl attention and disappoint candidates who arrive at a closed role.
Candidates who hear nothing assume rejection and stop applying. The reputational cost accrues quietly and shows up as a shrinking talent pool.
Connected
Other sectors
We publish a sector page only where we can name that sector's real problems in its own vocabulary. These are the rest of them.
Buyers search by material, tolerance, capacity or application. Most manufacturer sites are organised around company structure instead, so they never match the query.
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Leads are shared with three competitors and priced by the platform. There is no compounding return on the spend.
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Course and eligibility searches return listing sites first. Prospective students form a shortlist before reaching the institution's own site.
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Growth is capped by the size of the partner address book, because nothing brings in demand independently.
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Buyers search the problem before they search a product. Sites built only around features never enter the research stage where the shortlist is formed.
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Sites describe services in clinical language while patients search in everyday words about cost, waiting time, preparation and what will actually happen.
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Legal review strips content until it is accurate and useless. The result ranks poorly and answers nothing a customer actually asked.
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Filter combinations produce thousands of near-identical URLs, spending crawl effort on pages that should never have been indexable.
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Customers call or email for information that exists in a system nobody has exposed to them, and staff act as a lookup service.
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Identical service lists and the same adjectives leave a buyer with nothing to compare except price.
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Outdated hours, missing facilities and inconsistent details across platforms cost bookings before the site is ever reached.
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A little of everything produces nothing measurable, and the team concludes that none of it works.
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Category vocabulary converges. When six vendors all promise to be scalable, secure and intelligent, none of those words carry information, and the buyer falls back on price or on whoever a colleague recommended.
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Group sites frequently rank a single branch for everything, so nearby locations lose searches happening on their doorstep. This is usually a structural problem with location pages and profiles rather than a competitive one.
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Without qualification at the point of enquiry, the estimator's queue fills with projects outside the scope, budget or geography the business actually wants.
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Fee earners answer the same questions constantly, and almost none of it reaches the website. That material is the firm's most credible asset and its cheapest source of visibility.
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Identity checks, engagement letters, document collection and system setup consume the same weeks that are already the practice's busiest.
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Specifiers need specification. Marketing copy pitched at a general reader signals that the supplier does not understand who is evaluating them.
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Aggregators invest heavily in exactly the queries the operator should own, and often present the operator's inventory better than the operator does.
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Fundraising material dominates while the people the organisation exists to help have to navigate around it to find support.
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Impressions hold while clicks fall. The article still ranks and still gets read, inside someone else's answer, with no session recorded.
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Records written in the field are entered into systems later, introducing delay and transcription errors into exactly the records that have to be defensible.
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When referral slows, there is no alternative pipeline and the response is usually a burst of outbound activity that produces poorer-fit clients.
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Growth funded by paid media stops working when the cost per acquisition approaches the margin, and there is no owned channel to fall back on.
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Responsibility sits with someone who has another full-time job, so activity is sporadic and nothing compounds.
ExploreBring the constraint as you see it. We will tell you whether it is the one we would attack first, what we would need to look at to be sure, and whether this is work we should be doing at all.
