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Yellowstone
Construction
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Yellowstone Local helps plumbing, HVAC, electrical, and construction companies hire the people who keep their businesses running. When they cannot hire, jobs go unfilled, customers wait, and revenue stops.
This role is for a proven recruiter who is ready to lead others, raise the standard, and take responsibility for recruiting performance across multiple clients.
You will lead a team of recruiters, coach their performance, maintain visibility across their pipelines, and ensure the recruiting strategy produces qualified candidates and hires. You will still stay close enough to the work to diagnose problems, inspect quality, and step in when the team needs leadership.
This is not a role for someone who wants to manage from a distance.
Yellowstone Local is building a high-performance, high-accountability team.
That does not mean creating unnecessary emergencies or measuring commitment by how late someone stays online. It means we set a high standard, communicate directly, move quickly, and take ownership of outcomes.
We expect leaders to know what is happening inside their teams. When performance drops, they find the cause. When standards slip, they address it. When the strategy is not working, they bring evidence and recommend a better approach.
We give capable people meaningful responsibility, direct access to leadership, room to make decisions, and the opportunity to grow as the company grows. In return, we expect strong judgment, disciplined execution, coachability, and a serious commitment to the client outcome.
This is not a clock-watching environment. There will be demanding periods when a client problem, hiring need, or team issue requires additional attention. Leaders are expected to stay engaged until the situation is stabilized. We do not glorify hours for their own sake, but we do expect people to rise to the occasion when the work requires it.
We operate like a high-performing team. Roles are clear. Feedback is direct. Results matter. Strong performers earn greater trust, responsibility, and opportunity.
You will report directly to the Client Success Manager and work closely with them on client and job-level recruiting strategy.
The Client Success Manager owns the overall account strategy, client relationship, and direction of the hiring engagement. Your job is to translate that direction into strong recruiting execution.
You will ensure that recruiters:
Understand the client’s hiring priorities
Execute the agreed-upon recruiting strategy
Maintain urgency across every active pipeline
Properly evaluate candidates before submission
Communicate important market and candidate insights
Identify stalled pipelines and performance problems early
Adjust their execution when the results show that something is not working
You are not expected to blindly follow a strategy that is failing. Titles do not settle recruiting questions. Evidence, judgment, and results do.
You should challenge weak assumptions, bring pipeline data to the conversation, and recommend changes when appropriate. Once the CSM and recruiting leadership agree on the direction, you are responsible for making sure the team executes it completely.
Our clients are skilled trades owners running real businesses. They do not need recruiters who simply post jobs, collect resumes, and provide activity updates.
They need recruiters who understand the labor market, recognize qualified talent, create candidate interest, and move the hiring process forward with authority.
Your team must instill confidence.
That confidence is earned by understanding the client’s needs, knowing what is happening in the market, communicating clearly, and taking action before the client has to ask.
The best leaders here anticipate problems. They do not wait until a client complains or a monthly report exposes a weak pipeline. They identify the problem early, determine what needs to change, and lead the team through the correction.
You will be expected to hold recruiters accountable without avoiding difficult conversations. You must be able to distinguish between someone who needs coaching, someone who needs greater clarity, and someone who is unwilling or unable to meet the standard.
The goal is not to pressure people for the sake of pressure. The goal is to build recruiters who are capable, confident, accountable, and consistently effective.
Lead, coach, and develop a team of recruiters responsible for skilled trades hiring across multiple clients.
Set clear expectations, inspect performance, provide direct feedback, and follow through until improvement occurs. Strong coaching here is practical and specific. You will not simply tell someone to improve. You will show them where the breakdown is, what must change, and how their progress will be measured.
Take responsibility for the recruiting performance of your team.
When hiring results slow down, diagnose the cause. Determine whether the breakdown involves sourcing volume, candidate quality, response time, screening judgment, job positioning, compensation, interview speed, follow-up, market conditions, or client execution.
Do not allow weak performance to hide behind activity.
Turn the CSM’s client and job-level strategy into clear recruiting priorities, actions, and standards.
Ensure every recruiter understands:
Which positions matter most
What a qualified candidate looks like
Which recruiting channels and sourcing methods should be used
What is preventing the client from hiring
What needs to happen next
What success looks like
Maintain visibility across the team’s recruiting pipelines.
Identify stalled candidates, weak candidate flow, slow follow-up, poor conversion, and inconsistent pipeline management before those problems become client escalations.
Ensure recruiters move candidates through the process with urgency and keep accurate information inside our systems.
Protect the quality of every candidate presented to a client.
Recruiters must properly evaluate experience, qualifications, communication ability, motivation, compensation expectations, availability, and overall fit before making a submission.
You will review quality, identify patterns, and coach recruiters when their evaluation standards are too weak or inconsistent.
Create consistency across the recruiting team.
Recruiting quality should not depend on which recruiter happens to own the job. Clients should receive the same level of judgment, urgency, communication, and execution from every member of the team.
You will help turn strong individual recruiting practices into repeatable team standards.
Work closely with Client Success, recruiting operations, sourcing, support, and leadership to remove hiring roadblocks and improve results.
You are expected to communicate directly, surface problems early, and avoid allowing issues to bounce between departments without clear ownership.
If a problem crosses team lines, you remain involved until the right owner is established and the next action is clear.
We do not say, “That is not my job,” when a client or candidate outcome is at risk. We find the right person, create clarity, and keep the issue moving.
Ownership does not mean doing everyone else’s work. It means refusing to ignore a problem simply because it sits outside your immediate responsibility.
Good intentions and high activity do not replace results.
We expect accurate work, strong candidate judgment, disciplined follow-up, and clear communication. When something falls below the standard, we address it directly and correct it.
Leaders here do not manage only through reports.
You should understand the condition of the pipelines, the performance of your recruiters, the obstacles affecting priority jobs, and the actions being taken to improve results.
Recruiting decisions should be informed by pipeline data, candidate conversations, market conditions, and client feedback.
You must be able to separate assumptions from facts and explain why you believe a recruiting approach should continue or change.
We expect people to speak up when they disagree with a strategy or see a better path. Bring evidence, explain your reasoning, and have the conversation directly.
Once the direction is decided, the team commits and executes without passive resistance or continued debate.
High performers are coachable.
You will receive direct feedback from leadership and the CSM. You are expected to evaluate it honestly, make adjustments, and continue improving your recruiting and leadership abilities.
You are succeeding when:
Recruiters understand their priorities and performance expectations
Candidate submissions consistently meet the quality standard
Pipeline problems are identified before clients escalate them
Recruiters improve because of your coaching
Priority candidates move through the process with urgency
The CSM has confidence in the recruiting team’s execution
Recruiting decisions are supported by data and sound judgment
Client hiring outcomes improve
You can explain exactly where performance is breaking down and what is being done about it
Your team operates with increasing independence, consistency, and accountability
Has already demonstrated strong full-cycle recruiting ability
Wants to be measured by outcomes, not activity
Takes responsibility without waiting for permission
Enjoys coaching recruiters and raising performance standards
Can hold direct accountability conversations
Stays calm and decisive when results are under pressure
Understands recruiting funnels and conversion points
Can balance data with sound recruiting judgment
Communicates clearly and confidently
Is highly organized in a remote environment
Can follow strategic direction while taking full ownership of execution
Wants greater responsibility and is prepared for the expectations that come with it
Takes pride in being surrounded by people who care deeply about the quality of their work
This role is not for someone who:
Wants a leadership title without owning team performance
Avoids uncomfortable conversations
Waits for someone else to identify or solve problems
Confuses activity with progress
Needs constant direction to determine what should happen next
Prefers managing reports over developing people
Wants to remain primarily an individual contributor
Becomes defensive when receiving direct feedback
Checks out when the work becomes difficult or the team is under pressure
Our work runs through systems.
Slack, HubSpot, Recruitee, Google Workspace, and AI tools are part of daily operations. You must be comfortable using technology to monitor activity, maintain pipeline visibility, communicate with the team, inspect recruiting quality, and improve performance.
Technology is not separate from the role. It is how the role is performed.
$45,000 to $55,000 annually, depending on experience, recruiting expertise, and demonstrated leadership ability.
Blue Cross Blue Shield medical insurance with strong plan coverage
Flexible PTO, typically 12 to 15 days
Standard company holidays
Twelve weeks of maternity leave
Fully remote work environment
Submit your resume and complete the screening process.
Qualified applicants will be invited to interview with our leadership team. Be prepared to discuss specific recruiting outcomes you have produced, recruiters you have helped improve, difficult performance problems you have addressed, and how you diagnose a recruiting pipeline that is not producing hires.
After you apply, unlock the direct contact details of the people who actually make the call. A quick follow-up makes you 5x more likely to land an interview.
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