The interview went well. Really well.

They smiled. They nodded. Someone said:

“We’ll be in touch by Friday.”

Friday comes and goes.

Then another week.

Then another.

Six weeks later, an email finally arrives:

“𝘛𝘩𝘦 𝘳𝘰𝘭𝘦 𝘩𝘢𝘴 𝘣𝘦𝘦𝘯 𝘱𝘶𝘵 𝘰𝘯 𝘩𝘰𝘭𝘥.”

No real explanation. No feedback. No indication of what changed.

Just a door quietly closing while the candidate is left wondering whether they did something wrong.

This happens far too often in recruitment.

And although the candidate feels the cost first, they are not the only one paying it.

𝗦𝗶𝗹𝗲𝗻𝗰𝗲 𝗮𝗳𝘁𝗲𝗿 𝗮𝗻 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗵𝗮𝘀 𝗮 𝗽𝗿𝗶𝗰𝗲 – 𝗳𝗼𝗿 𝗰𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲𝘀, 𝗿𝗲𝗰𝗿𝘂𝗶𝘁𝗲𝗿𝘀 𝗮𝗻𝗱 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗿𝘀.

Here’s what both sides need to understand.

𝗧𝗟;𝗗𝗥

If you’ve interviewed for a job and then heard nothing, don’t automatically assume the interview went badly. Budgets freeze. Priorities change. Roles disappear. Internal candidates emerge.

Ask for timelines, follow up professionally, and keep your job search moving until you have something in writing.

If you’re hiring, the standard should be equally simple:

𝗖𝗼𝗻𝗳𝗶𝗿𝗺 𝘁𝗵𝗲 𝗿𝗼𝗹𝗲 𝗶𝘀 𝗴𝗲𝗻𝘂𝗶𝗻𝗲𝗹𝘆 𝗿𝗲𝗮𝗱𝘆 𝗯𝗲𝗳𝗼𝗿𝗲 𝘁𝗮𝗸𝗶𝗻𝗴 𝗰𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲𝘀 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝘀, 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘄𝗵𝗲𝗻 𝗰𝗶𝗿𝗰𝘂𝗺𝘀𝘁𝗮𝗻𝗰𝗲𝘀 𝗰𝗵𝗮𝗻𝗴𝗲, 𝗮𝗻𝗱 𝗽𝗿𝗼𝗽𝗲𝗿𝗹𝘆 𝗰𝗹𝗼𝘀𝗲 𝗲𝘃𝗲𝗿𝘆 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗽𝗿𝗼𝗰𝗲𝘀𝘀.

Because candidate experience doesn’t end when you decide not to hire someone.

That may be the moment they remember most.

𝗙𝗢𝗥 𝗛𝗜𝗥𝗜𝗡𝗚 𝗠𝗔𝗡𝗔𝗚𝗘𝗥𝗦

“𝗧𝗵𝗲 𝗿𝗼𝗹𝗲 𝗶𝘀 𝗼𝗻 𝗵𝗼𝗹𝗱” 𝗺𝗮𝘆 𝗯𝗲 𝗮 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻. 𝗦𝗶𝗹𝗲𝗻𝗰𝗲 𝗶𝘀 𝗮 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻.

Roles do sometimes get paused for completely legitimate reasons.

Budget gets frozen.

A project gets delayed.

Headcount priorities change.

An internal person becomes available.

Leadership changes direction.

None of that is unusual.

What damages the relationship is allowing candidates to continue waiting when the organisation already knows something has changed.

A client once told me a role was urgent.

“CVs within 24 hours, please.”

We delivered.

Then suddenly the position was filled.

That experience taught me something I still see regularly in recruitment:

𝗨𝗿𝗴𝗲𝗻𝗰𝘆 𝗰𝗿𝗲𝗮𝘁𝗲𝘀 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀.

The moment a candidate, recruiter or hiring team starts acting on your timeline, your words have consequences.

If the plan changes, communicate the change.

𝗕𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄, 𝗮𝘀𝗸 𝗼𝗻𝗲 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻

𝗜𝘀 𝘁𝗵𝗶𝘀 𝗿𝗼𝗹𝗲 𝗴𝗲𝗻𝘂𝗶𝗻𝗲𝗹𝘆 𝗿𝗲𝗮𝗱𝘆 𝘁𝗼 𝗵𝗶𝗿𝗲?

Not:

“We’re probably getting approval.”

Not:

“The budget should be fine.”

Not:

“We want to start seeing what’s out there.”

Ready.

That means you understand:

• whether the headcount is approved

• whether the budget is approved

• who makes the final decision

• what the interview process looks like

• how quickly you realistically expect to hire

If those things are still uncertain, there may be value in market mapping or exploratory conversations.

But candidates should know that is what they are entering.

Don’t present an exploratory process as an active vacancy.

𝗖𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲 𝗴𝗵𝗼𝘀𝘁𝗶𝗻𝗴 𝗵𝗮𝘀 𝗮 𝗰𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹 𝗰𝗼𝘀𝘁

A 2026 LiveCareer survey of more than 1,000 U.S. workers found that after being ghosted by an employer:

• 𝟰𝟴% 𝘀𝗮𝗶𝗱 𝘁𝗵𝗲𝘆 𝘄𝗼𝘂𝗹𝗱 𝗻𝗼𝘁 𝗮𝗽𝗽𝗹𝘆 𝘁𝗼 𝘁𝗵𝗮𝘁 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝗮𝗴𝗮𝗶𝗻

• 𝟰𝟮% 𝘀𝗮𝗶𝗱 𝘁𝗵𝗲𝘆 𝘄𝗼𝘂𝗹𝗱 𝘁𝗿𝘂𝘀𝘁 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝗹𝗲𝘀𝘀

• 𝟯𝟳% 𝘀𝗮𝗶𝗱 𝘁𝗵𝗲𝘆 𝘄𝗼𝘂𝗹𝗱 𝘀𝗵𝗮𝗿𝗲 𝘁𝗵𝗲 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝘄𝗶𝘁𝗵 𝗼𝘁𝗵𝗲𝗿𝘀

• only 𝟭𝟳% 𝘀𝗮𝗶𝗱 𝗶𝘁 𝘄𝗼𝘂𝗹𝗱 𝗺𝗮𝗸𝗲 𝗻𝗼 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲

The study was conducted in the United States, so it should not be treated as South African labour-market data.

But the underlying lesson is worth paying attention to:

𝗖𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲𝘀 𝗿𝗲𝗺𝗲𝗺𝗯𝗲𝗿 𝗵𝗼𝘄 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝗺 𝗳𝗲𝗲𝗹 𝗱𝘂𝗿𝗶𝗻𝗴 𝗿𝗲𝗰𝗿𝘂𝗶𝘁𝗺𝗲𝗻𝘁.

And in specialist markets such as IT, reputation travels quickly.

Developers know developers.

Architects know architects.

Testers know testers.

Technology leaders move between companies.

Recruiters speak to many of the same people repeatedly throughout their careers.

Your recruitment process becomes part of your employer reputation long before someone visits your careers page.

𝗙𝗼𝘂𝗿 𝘁𝗵𝗶𝗻𝗴𝘀 𝗵𝗶𝗿𝗶𝗻𝗴 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗰𝗮𝗻 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝗺𝗺𝗲𝗱𝗶𝗮𝘁𝗲𝗹𝘆

𝟭. 𝗖𝗼𝗻𝗳𝗶𝗿𝗺 𝗮𝗽𝗽𝗿𝗼𝘃𝗮𝗹 𝗯𝗲𝗳𝗼𝗿𝗲 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝗶𝗻𝗴.

If the budget and headcount are not approved, be transparent about that before asking candidates to invest hours in interviews.

𝟮. 𝗦𝗲𝘁 𝗮 𝗿𝗲𝗮𝗹𝗶𝘀𝘁𝗶𝗰 𝘁𝗶𝗺𝗲𝗹𝗶𝗻𝗲.

Tell candidates what happens next and approximately when they should expect an update.

Then, if the timeline changes, tell them.

A delay is normally far less damaging than silence.

𝟯. 𝗜𝗳 𝘁𝗵𝗲 𝗿𝗼𝗹𝗲 𝗰𝗵𝗮𝗻𝗴𝗲𝘀, 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗾𝘂𝗶𝗰𝗸𝗹𝘆.

If the vacancy is paused, cancelled or filled, tell the candidates you have already interviewed.

Two honest sentences are better than four weeks of nothing.

Explain what has changed and whether there is realistically a chance of restarting the conversation.

𝟰. 𝗖𝗹𝗼𝘀𝗲 𝘁𝗵𝗲 𝗹𝗼𝗼𝗽 𝘄𝗶𝘁𝗵 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝘆𝗼𝘂 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄.

You may not be able to provide detailed individual feedback to every applicant.

That is understandable.

But there is a difference between detailed feedback and basic professional closure.

Anyone who has spent meaningful time interviewing with your organisation should know when the process has ended.

𝗙𝗢𝗥 𝗖𝗔𝗡𝗗𝗜𝗗𝗔𝗧𝗘𝗦

𝗦𝗶𝗹𝗲𝗻𝗰𝗲 𝗶𝘀 𝗳𝗿𝘂𝘀𝘁𝗿𝗮𝘁𝗶𝗻𝗴. 𝗜𝘁 𝗶𝘀 𝗻𝗼𝘁 𝗻𝗲𝗰𝗲𝘀𝘀𝗮𝗿𝗶𝗹𝘆 𝗮 𝘃𝗲𝗿𝗱𝗶𝗰𝘁 𝗼𝗻 𝘆𝗼𝘂.

I recently worked with a candidate who reached a final interview with the CEO.

The interview went well.

Then the role was put on hold.

Nothing about the candidate had suddenly changed.

Nothing about their interview performance had suddenly changed.

𝗧𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆’𝘀 𝗰𝗶𝗿𝗰𝘂𝗺𝘀𝘁𝗮𝗻𝗰𝗲𝘀 𝗵𝗮𝗱 𝗰𝗵𝗮𝗻𝗴𝗲𝗱.

Yet, as candidates often do, they immediately started replaying the interview.

𝘋𝘪𝘥 𝘐 𝘴𝘢𝘺 𝘴𝘰𝘮𝘦𝘵𝘩𝘪𝘯𝘨 𝘸𝘳𝘰𝘯𝘨?

𝘞𝘢𝘴 𝘮𝘺 𝘴𝘢𝘭𝘢𝘳𝘺 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯 𝘵𝘰𝘰 𝘩𝘪𝘨𝘩?

𝘋𝘪𝘥 𝘵𝘩𝘦𝘺 𝘯𝘰𝘵 𝘭𝘪𝘬𝘦 𝘮𝘦?

Sometimes the answer is simply:

𝗧𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗰𝗵𝗮𝗻𝗴𝗲𝗱 𝗶𝘁𝘀 𝗺𝗶𝗻𝗱.

Budgets freeze.

Priorities move.

Projects disappear.

An internal candidate becomes available.

Someone senior decides the hire can wait.

That distinction matters, particularly in South Africa’s current labour market.

Statistics South Africa reported an official unemployment rate of 𝟯𝟯.𝟲% 𝗶𝗻 𝗤𝟮 𝟮𝟬𝟮𝟲, with 𝟴.𝟱 𝗺𝗶𝗹𝗹𝗶𝗼𝗻 𝗽𝗲𝗼𝗽𝗹𝗲 𝗼𝗳𝗳𝗶𝗰𝗶𝗮𝗹𝗹𝘆 𝘂𝗻𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗱.

When competition for work is intense, every promising interview carries more emotional weight.

That makes uncertainty even harder.

𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 “𝘁𝗵𝗲 𝗿𝗼𝗹𝗲 𝗶𝘀 𝗼𝗻 𝗵𝗼𝗹𝗱” 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗺𝗲𝗮𝗻?

Sometimes it means exactly what it says.

The company genuinely intends to hire, but something has temporarily delayed the process.

Sometimes it means the business has not made a final decision.

Sometimes the position was never fully approved.

And sometimes it is simply a softer way of closing the process.

The difficulty is that, from the candidate’s side, all four situations can look identical.

So ask questions.

𝗪𝗵𝗮𝘁 𝘁𝗼 𝗱𝗼 𝗮𝗳𝘁𝗲𝗿 𝘁𝗵𝗲 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄

𝟭. 𝗔𝘀𝗸 𝗳𝗼𝗿 𝘁𝗵𝗲 𝘁𝗶𝗺𝗲𝗹𝗶𝗻𝗲 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗹𝗲𝗮𝘃𝗲.

A completely reasonable question is:

“When should I expect to hear from you, and who will be in touch?”

That gives you something concrete to work with.

𝟮. 𝗙𝗼𝗹𝗹𝗼𝘄 𝘂𝗽 𝗮𝗳𝘁𝗲𝗿 𝘁𝗵𝗲 𝗽𝗿𝗼𝗺𝗶𝘀𝗲𝗱 𝗱𝗮𝘁𝗲 𝗽𝗮𝘀𝘀𝗲𝘀.

My practical rule of thumb is to follow up about two working days after the date you were given.

Keep it brief and professional.

If there is still no answer, follow up once more roughly a week later.

After that, keep moving.

𝟯. 𝗡𝗲𝘃𝗲𝗿 𝘀𝘁𝗼𝗽 𝘆𝗼𝘂𝗿 𝗷𝗼𝗯 𝘀𝗲𝗮𝗿𝗰𝗵 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗼𝗻𝗲 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗳𝗲𝗹𝘁 𝗽𝗿𝗼𝗺𝗶𝘀𝗶𝗻𝗴.

A good conversation is not an offer.

A final interview is not an offer.

“We really like you” is not an offer.

Until something is confirmed in writing, continue applying and speaking to other companies.

𝟰. 𝗜𝗳 𝘁𝗵𝗲 𝗿𝗼𝗹𝗲 𝗶𝘀 “𝗼𝗻 𝗵𝗼𝗹𝗱”, 𝗮𝘀𝗸 𝗳𝗼𝗿 𝗰𝗹𝗮𝗿𝗶𝘁𝘆.

Two useful questions are:

“Has the position still been approved and funded?”

and:

“When do you expect to review the decision again?”

If nobody can give you even a rough timeframe, don’t build your job search around the possibility of the role returning.

𝟱. 𝗦𝘁𝗮𝘆 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹.

You can be disappointed without burning the bridge.

South Africa’s technology community is smaller than it sometimes feels.

The person who could not hire you today may be hiring somewhere else next year.

𝗧𝗵𝗲 𝗯𝗶𝗴𝗴𝗲𝗿 𝗿𝗲𝗰𝗿𝘂𝗶𝘁𝗺𝗲𝗻𝘁 𝗹𝗲𝘀𝘀𝗼𝗻

Candidates are frequently told:

“Don’t ghost employers.”

Fair enough.

But professionalism works both ways.

If someone has completed multiple interviews, taken leave from work, prepared for technical assessments, rearranged meetings or spent hours researching your organisation, they have invested something in your company.

They deserve to know when the process is over.

And hiring managers deserve honest communication internally too.

Recruiters should not be told a vacancy is urgent when approval is still uncertain.

Candidates should not be pushed through interviews because a team wants to “see what is out there.”

Hiring managers should not discover at offer stage that the salary was never approved.

Good recruitment requires more than finding the right CV.

𝗜𝘁 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗰𝗹𝗮𝗿𝗶𝘁𝘆.

Because the best candidates rarely sit still indefinitely.

By the time the role finally reopens, they may already have accepted another opportunity.

And they may remember exactly why they stopped waiting for yours.

𝗦𝗶𝗹𝗲𝗻𝗰𝗲 𝗰𝗮𝗻 𝗳𝗲𝗲𝗹 𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝘁 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝘁𝗵𝗲 𝗰𝗼𝘀𝘁 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗮𝗽𝗽𝗲𝗮𝗿 𝗼𝗻 𝗮 𝘀𝗽𝗿𝗲𝗮𝗱𝘀𝗵𝗲𝗲𝘁.

But the bill eventually arrives in the form of lost candidates, damaged trust, recruiter frustration and a weaker employer reputation.

𝗙𝗔𝗤: 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗮𝗻𝗱 𝗥𝗼𝗹𝗲𝘀 “𝗢𝗻 𝗛𝗼𝗹𝗱”

𝗛𝗼𝘄 𝗹𝗼𝗻𝗴 𝘀𝗵𝗼𝘂𝗹𝗱 𝗜 𝘄𝗮𝗶𝘁 𝘁𝗼 𝗵𝗲𝗮𝗿 𝗯𝗮𝗰𝗸 𝗮𝗳𝘁𝗲𝗿 𝗮 𝗷𝗼𝗯 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗶𝗻 𝗦𝗼𝘂𝘁𝗵 𝗔𝗳𝗿𝗶𝗰𝗮?

There is no official rule.

Ask for a timeline at the end of your interview.

My practical recruitment rule is to follow up roughly two working days after that date passes. If there is no response, follow up once more about a week later.

After that, continue your search as though the process has closed unless the company tells you otherwise.

𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 “𝘁𝗵𝗲 𝗿𝗼𝗹𝗲 𝗶𝘀 𝗼𝗻 𝗵𝗼𝗹𝗱” 𝗺𝗲𝗮𝗻?

It could mean the vacancy is genuinely paused because of budget, restructuring or changing business priorities.

It can also mean the company has decided not to proceed but has not formally closed the vacancy.

Ask whether the role remains approved and when the decision will next be reviewed.

If there is no realistic timeframe, continue your search.

𝗦𝗵𝗼𝘂𝗹𝗱 𝗜 𝗮𝘀𝗸 𝗳𝗼𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗮𝗳𝘁𝗲𝗿 𝗮𝗻 𝘂𝗻𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄?

Yes.

Keep the request short and professional and ask for one or two points that could help you in future interviews.

Not every company will provide detailed feedback, but asking is entirely reasonable.

If you are working through a recruiter, ask them too. Recruiters can sometimes obtain context that has not been communicated directly to the candidate.

𝗗𝗼 𝗵𝗶𝗿𝗶𝗻𝗴 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗵𝗮𝘃𝗲 𝘁𝗼 𝗴𝗶𝘃𝗲 𝗲𝘃𝗲𝗿𝘆 𝗮𝗽𝗽𝗹𝗶𝗰𝗮𝗻𝘁 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸?

Detailed personal feedback for every application is rarely practical.

Interviewed candidates are different.

Once someone has invested significant time meeting your team, they should receive proper closure, even if the update is brief.

Automation can handle earlier stages.

Human communication matters more once humans have actually met.

𝗪𝗵𝗮𝘁 𝘀𝗵𝗼𝘂𝗹𝗱 𝗮 𝗵𝗶𝗿𝗶𝗻𝗴 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 𝗱𝗼 𝗶𝗳 𝗮 𝗿𝗼𝗹𝗲 𝗴𝗼𝗲𝘀 𝗼𝗻 𝗵𝗼𝗹𝗱 𝗵𝗮𝗹𝗳𝘄𝗮𝘆 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗿𝗲𝗰𝗿𝘂𝗶𝘁𝗺𝗲𝗻𝘁?

Tell the candidates already in the process as soon as reasonably possible.

Explain what you know.

Be equally clear about what you don’t know.

And only promise to reconnect if there is a genuine possibility that you will.

False certainty damages trust more than an honest:

“We don’t currently know when this position will reopen.”

𝗢𝘃𝗲𝗿 𝘁𝗼 𝘆𝗼𝘂

𝗖𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲𝘀: Have you ever had a great interview and then heard absolutely nothing?

𝗛𝗶𝗿𝗶𝗻𝗴 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀: Have you ever had to pause a role after interviewing candidates?

What communication would have made the situation better?

I’d genuinely like to hear both sides.

𝗦𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗧𝗵𝗲 𝗛𝗶𝗿𝗶𝗻𝗴 𝗘𝗱𝗴𝗲 for practical insights on hiring, job searching and the realities of South Africa’s IT recruitment market.

𝘏𝘦𝘭𝘱𝘪𝘯𝘨 𝘤𝘢𝘯𝘥𝘪𝘥𝘢𝘵𝘦𝘴 𝘴𝘵𝘢𝘯𝘥 𝘰𝘶𝘵 𝘰𝘯 𝘱𝘢𝘱𝘦𝘳 — 𝘢𝘯𝘥 𝘩𝘦𝘭𝘱𝘪𝘯𝘨 𝘩𝘪𝘳𝘪𝘯𝘨 𝘮𝘢𝘯𝘢𝘨𝘦𝘳𝘴 𝘴𝘦𝘦 𝘣𝘦𝘺𝘰𝘯𝘥 𝘵𝘩𝘦 𝘱𝘢𝘱𝘦𝘳 𝘵𝘰 𝘵𝘩𝘦 𝘱𝘦𝘳𝘴𝘰𝘯.

𝗧𝗵𝗲𝗿𝗲𝘀𝗲 𝗢𝘁𝘁𝗲𝗻 is a Senior IT Recruitment Consultant and founder of DataTech Recruitment, established in 2019.

With more than 20 years of recruitment experience in South Africa, she specialises in connecting technology professionals with SMEs, start-ups and companies building their technology teams.

Her recruitment experience spans developers, architects, testers, IT leaders and other specialist technology roles, with a strong focus on candidate care, honest communication and long-term client partnerships.

𝗛𝗶𝗿𝗶𝗻𝗴 𝗳𝗼𝗿 𝘆𝗼𝘂𝗿 𝘁𝗲𝗰𝗵 𝘁𝗲𝗮𝗺?

Contact Therese at 𝘁𝗵𝗲𝗿𝗲𝘀𝗲@𝗱𝗮𝘁𝗮𝘁𝗲𝗰𝗵𝗿𝗲𝗰𝗿𝘂𝗶𝘁.𝗰𝗼.𝘇𝗮

 

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