In today’s fiercely competitive talent landscape, companies often attribute hiring difficulties to external factors such as employer branding, shifting generational expectations, or market saturation. But according to seasoned headhunter Enrica Pellegrini, many organisations are overlooking a much earlier—and far more controllable—failure point: recruitment.
“Retention doesn’t start on an employee’s first day,” says Enrica Pellegrini, founder of Matassa Recruiting. “It starts long before that, at the very beginning—at letter A, with the recruitment process.”
From rigid hiring procedures to unclear communication and a lack of transparency, businesses often undermine employee engagement before a new hire even sets foot in the office. Pellegrini has observed this trend repeatedly over the course of her career, and she argues that these early missteps are frequently the root cause of later resignations.
Understanding the real reasons behind resignations
Not all resignations are equal, Pellegrini explains. “There are essentially three types. Early departures typically result from rushed hiring or a misalignment between the job as presented and the actual day-to-day reality. After about a year, resignations may reflect unmet expectations or a poor cultural fit—often because the candidate’s intrinsic motivations or working style were never fully explored. And then there are natural resignations, which occur when an employee simply reaches the end of a growth cycle.”
Critically, many of these resignations could be avoided. With clearer communication, realistic expectations, and a more thoughtful hiring process, the foundations for long-term commitment can be laid from the outset.
Recruiters: trusted advisors or mismatched intermediaries?
At the heart of successful recruitment lies the recruiter’s role—not merely as a vacancy-filler, but as a strategic advisor. “It’s not just about selling the job,” says Pellegrini. “It’s about creating alignment. The recruiter must strike the right balance between attraction and transparency. When that balance is missing, retention suffers.”
This becomes especially evident when candidates feel misled. A lack of clarity about a role’s responsibilities, the team dynamic, or company culture can lead to early disengagement once the initial honeymoon period wears off. “Candidates may accept the offer, only to feel disillusioned later. This sense of betrayal damages trust and can trigger premature exits,” she notes. Beyond individual departures, the reputational impact—through negative word-of-mouth—can erode the company’s broader employer brand.
“Transparency plays a critical role in shaping how candidates perceive a company.”
Enrica Pellegrini, founder of Matassa Recruiting
When recruiters don’t know their clients
One of the most common pitfalls in the recruitment process stems from the recruiter’s lack of real understanding of the hiring company. This is particularly problematic when recruitment is outsourced to firms with limited client interaction, or international agencies unfamiliar with local culture and expectations.
“In markets like Luxembourg, where relationships and cultural nuance matter, recruiter proximity to both client and candidate is critical,” Pellegrini emphasises. “If the recruiter doesn’t understand the client’s long-term vision, team dynamics, or internal culture, there’s a significant risk of placing the wrong candidate—even if they look perfect on paper.”
Best practices for long-term hiring success
So how can companies and recruiters turn the recruitment process into a genuine driver of retention and engagement?
For Pellegrini, it’s all about getting the basics right. “The recruitment experience must be positive and authentic. Small details often make the biggest difference.”
She outlines two non-negotiables for success:
First of all, transparency and open communication. These are essential for building trust. A recruitment process rooted in honesty lays the groundwork for a strong, enduring relationship between employer and employee.
A deep understanding of company culture and team dynamics – “A good recruiter does more than match CVs to job specs. They get under the skin of the business—its environment, its people, and its long-term goals. The aim is not simply to fill a position, but to place the right person in the right context.”
In conclusion, if companies want to win the war for talent, they need to look inward—starting with the very first interaction. Recruitment is not just a tactical necessity; it’s a strategic opportunity. Done right, it not only secures great hires—it keeps them.
This article was published in Silicon Luxembourg magazine.
