Corporate Catfishing....

When the phrase “corporate catfishing” first gained traction on LinkedIn, it seemed like a light-hearted take on a growing frustration. Sarah Swain’s recent piece in Recruiter Magazine Corporate catfishing | Recruiter offers a fascinating look into the trend — and the response has been telling. For specialist recruiters like Royall working in creative communications and live events, the phrase struck a nerve. What began as a casual observation quickly opened the floodgates to stories from candidates who felt genuinely misled during the hiring process. These weren’t just grumbles about high-pressure roles. They were examples of jobs that looked very different from what was initially pitched. Some candidates were assured of full flexibility, only to learn they were expected in the office twice a week. Others left senior positions for the promise of strategic ownership, only to find themselves managing office logistics and planning social events. In many of these stories, recruiters played a central role.

While it’s ultimately the employer that defines the working environment, it's often the recruiter who sets expectations. When those expectations don't align with reality, it can impact trust, damage reputations, and — in some cases — lead to costly fallouts or rebate situations.

Misrepresenting roles might bring short-term gains, but it carries significant long-term consequences. Candidates make life-changing decisions based on the information provided during recruitment. When that information doesn’t hold up, it can result in early exits, loss of employer credibility, and a chain reaction that makes future hiring even more challenging. In tight-knit industries, negative experiences travel quickly — whether through private conversations or public reviews. This is particularly true in the creative sector, where peer-to-peer recommendations and informal networks carry considerable weight. A poor match not only affects the candidate and client — it reflects back on the recruiter who facilitated it. To build and maintain trust, recruiters need to move beyond job specs and shortlists. It’s about aligning hiring expectations across all client stakeholders — not just the line manager, but senior leadership too. What does success look like to each of them? What cultural and behavioural traits are truly valued? These deeper conversations are critical. Without them, even well-intentioned recruiters risk contributing to mismatched hires. At times, we hear from clients who’ve worked with high-volume CV-sending agencies that focus on speed over strategy and low fees.

While there’s space in the market for different models, the trade-off often comes at the cost of deeper insight and alignment — which takes time and dialogue. It’s not a criticism, but a point worth considering.

Ultimately, the most successful placements come from honest, clear-eyed communication. Candidates don’t expect perfection — they expect transparency. If a role involves pressure, complexity, or cultural nuance, it’s far better to be upfront. Trust remains the most valuable currency in recruitment. And in a market where reputation travels fast, roles don’t need to be perfect — just accurate. That’s what builds long-term relationships and attracts talent that stays and why we are proud that 72% of our client partner portfolio have been with us for over 5 years.

Royall are a social bunch with lots to share and say. We regularly post interesting content, along with the best event industry job opportunities, on LinkedIn and https://royall.app.loxo.co/royall

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“In recruitment, trust isn’t a value -add, it’s a baseline. Candidates are making life decisions based on what we tell them. When we lead with honesty over hype, we don’t just fill the roles, we build reputations.” – Jen Royall - Founder