Survey: Split Placements, Trust, and Communication

Recruiters are continuing to embrace split placements as a way to increase production, access more opportunities, and make placements faster. However, trust, transparency, and communication remain critical factors in determining whether those partnerships succeed or fail.

According to a recent survey conducted by Top Echelon, a majority of recruiters collaborate with other recruiters on split placements at least occasionally, and many are actively seeking new partnerships or remain open to working with others when the right opportunities arise. At the same time, the results reveal that not every recruiter is comfortable sharing the recruiting process. Concerns about trust, control, communication, and partner reliability continue to influence how recruiters approach split placements.

The name of the survey was the October 2026: Split Placements and Recruiter Collaboration Survey. Since you’re reading this, there’s a good chance you’re a TE Network member. And since you’re a TE Network member, there’s also a good chance this survey landed in your email inbox. If you participated, thank you! If you didn’t, well . . . there’s always next month.

Anyway, back to business. The survey included responses from 112 recruiters and examined how frequently recruiters collaborate, why they pursue split placements, what they look for in recruiting partners, and what can cause those partnerships to fall apart. And as the results demonstrate, while recruiters may have different approaches to collaboration, one thing is clear: successful split placements depend on much more than simply dividing a placement fee.

Most Recruiters Are Already Collaborating on Split Placements

One of the most encouraging findings from the survey involves how frequently recruiters are working together on split placements. When asked how often they collaborate with other recruiters, 38.39% of respondents indicated that they do so “very frequently,” while another 24.11% said they collaborate “occasionally.”

Combined, 62.5% of respondents participate in split placements either very frequently or occasionally. Meanwhile, 16.07% reported collaborating rarely, while 9.82% said they almost never participate in split placements. Another 11.61% indicated that they never collaborate with other recruiters.

These results suggest that split placements are an established part of the recruiting strategies of many professionals. Rather than relying exclusively on their own candidates, clients, and job orders, recruiters are leveraging relationships with other recruiters to expand their reach and create additional placement opportunities.

Of course, that doesn’t mean every recruiter is sold on the concept. More than one in five respondents indicated that they almost never or never participate in split placements. Still, with nearly two-thirds collaborating at least occasionally, it’s clear that recruiter-to-recruiter partnerships remain an important part of the recruiting landscape.

Split Placement Activity Is Holding Steady

While many recruiters are collaborating, the survey also revealed that split placement activity has remained relatively consistent compared to last year. When asked how their use of split placements has changed, 49.11% of respondents indicated that their activity was “about the same.”

Another 16.96% reported that their use of splits had increased slightly, while 14.29% said it had increased significantly. Combined, 31.25% of recruiters reported increasing their use of split placements during the past year. On the other side of the equation, 9.82% indicated that their split placement activity had decreased, while another 9.82% reported stopping altogether.

Overall, 80.36% of respondents said their split placement activity had either increased or remained the same. These findings suggest that collaboration continues to be a consistent strategy for many recruiters, even if they aren’t necessarily expanding their use of split placements dramatically.

For some recruiters, splits may already represent a regular part of their business model. For others, collaboration may be something they pursue only when a particular job order or candidate presents the right opportunity. Either way, the results indicate that split placements continue to have a place in recruiters’ production strategies.

Faster Placements Are the Biggest Motivation

Why do recruiters participate in split placements in the first place? According to the survey, the leading motivation is simple: getting deals done faster.

When asked to identify their primary reason for using split placements, 27.68% of respondents selected faster placements. Access to better candidates and access to better job orders tied for second place, with each receiving 20.54% of responses. Another 5.36% identified geographic or niche coverage as their primary motivation.

Interestingly, not a single respondent selected risk sharing, while 25.89% indicated that they don’t typically use split placements. The results highlight the practical value that recruiters see in collaboration, particularly when it comes to connecting candidates and job orders more efficiently.

A recruiter with a strong client relationship and a difficult-to-fill job order may benefit from partnering with another recruiter who has access to qualified candidates. Likewise, a recruiter with an exceptional candidate may be able to generate a placement by connecting with another recruiter who has the right client opportunity. Instead of starting from scratch, both recruiters can leverage the resources and relationships they’ve already developed.

One survey respondent described a successful experience involving a commodity manager search: “I had the need for a key candidate for a Commodity Mgr position. I reached out to Brad Dodge and his team and received several great candidates within a week.” The respondent went on to explain that the collaboration resulted in a successful placement and a highly satisfied client.

That’s a pretty good example of what split placements are supposed to accomplish. Two recruiting parties bring complementary resources to the table, work toward the same objective, and ultimately produce a result that benefits everyone involved.

Trust and Transparency Remain Significant Concerns

Of course, not every recruiting partnership works out that way. When asked about their biggest hesitation regarding split placements, the largest percentage of respondents (35.71%) indicated that they had no major hesitation. That’s an encouraging finding, especially considering the importance of trust when two recruiters are working together on the same placement.

However, 24.11% identified trust or transparency as their biggest concern. Another 13.39% cited control over the recruiting process, while 12.50% pointed to communication issues. Fee splits and economics accounted for 8.04% of responses, and 6.25% identified past negative experiences as their primary hesitation.

Taken together, the results suggest that recruiters are more concerned about how a partnership will function than about the financial arrangement itself. After all, only 8.04% selected fee splits and economics as their biggest hesitation, while trust, control, and communication collectively accounted for 50% of responses.

That distinction is important. A split placement agreement may establish how the fee will be divided, but it doesn’t automatically guarantee that both recruiters will communicate effectively, fulfill their responsibilities, or operate with the same level of professionalism. Those elements have to be established and maintained throughout the recruiting process.

And when they’re missing, even a promising placement opportunity can quickly become a frustrating experience.

Recruiters Are Generally Confident in Finding Reliable Partners

Despite concerns about trust and transparency, most recruiters expressed at least some confidence in their ability to find reliable recruiting partners. When asked how confident they were in finding dependable partners when needed, 29.46% described themselves as “very confident,” while another 29.46% said they were “somewhat confident.”

Combined, 58.92% of respondents expressed confidence in their ability to find reliable recruiting partners. Meanwhile, 19.64% selected a neutral response. On the less optimistic side, 10.71% described themselves as somewhat unconfident, while another 10.71% said they were not confident at all.

That means 21.42% of respondents expressed a lack of confidence in finding reliable partners. These results reveal an interesting contrast: while many recruiters are willing to collaborate, finding the right person to collaborate with isn’t necessarily a given.

Recruiters need partners who understand the requirements of the search, communicate consistently, represent candidates and clients professionally, and follow through on their commitments. Without those qualities, collaboration can create additional work rather than additional production.

For recruiters who want to make split placements a more consistent part of their business, developing a dependable network of recruiting partners may be just as important as developing relationships with clients and candidates.

Recruiters Are Open to Collaboration in 2026

Perhaps one of the most encouraging findings from the survey involves recruiters’ overall attitudes toward collaboration. When asked which statement best described their collaboration mindset in 2026, 31.25% indicated that they were actively seeking partnerships, while another 41.07% said they were open to collaboration when it made sense.

Combined, 72.32% of respondents are either actively pursuing recruiting partnerships or receptive to them when the right opportunity arises. An additional 21.43% described their mindset as neutral or case-by-case, while only 6.25% indicated that they preferred to work independently.

And perhaps most notably, not a single respondent selected “avoid collaboration whenever possible.” That’s a pretty strong indication that recruiters aren’t opposed to working together. Even those who don’t regularly participate in split placements may be willing to consider collaboration under the right circumstances.

The key phrase, of course, is “under the right circumstances.” Recruiters want partnerships that make business sense. They want to work with professionals who bring something valuable to the table and who can help move a search toward a successful conclusion.

In other words, collaboration for the sake of collaboration isn’t necessarily the goal. Productive collaboration is.

Candidate and Client Quality Matter Most in a Recruiting Partner

What makes another recruiter worth working with? According to the survey, the answer begins with quality.

When asked to identify the most important characteristic of a recruiting partner, 37.50% of respondents selected candidate or client quality. Speed and responsiveness ranked second at 23.21%, while process transparency, reputation and track record, and clear communication each received 11.61% of responses. Only 4.46% identified fair and consistent splits as the most important characteristic.

These results reinforce a theme that appears throughout the survey: recruiters place considerable value on the practical effectiveness of a partnership. A recruiter who consistently provides qualified candidates or legitimate job orders brings immediate value to the relationship. And when that recruiter is also responsive, transparent, and professional, the partnership becomes even more productive.

Interestingly, fair and consistent splits ranked last among the available choices. That doesn’t mean recruiters don’t care about how fees are divided. Rather, it suggests that other considerations take priority when evaluating whether someone is worth working with.

After all, a favorable fee arrangement doesn’t mean much if the partnership never produces a placement. Quality opportunities, qualified candidates, and reliable execution are what ultimately create revenue.

What Makes a Split Placement Successful?

Beyond the multiple-choice questions, the survey invited recruiters to describe their best split placement experiences and explain why those partnerships worked. The responses revealed several recurring themes, including communication, transparency, professionalism, and a shared commitment to achieving the client’s hiring objectives.

One respondent summarized a successful partnership this way: “My best split placement experience involved working with a recruiting partner who valued clear communication, transparency, and teamwork.” The respondent explained that both recruiters understood the client’s needs, shared timely updates, and collaborated effectively to identify the right candidate.

Another respondent emphasized the importance of transparency throughout the entire process, describing the key to success as “Full transparency from the in take call to close.” Others offered simpler explanations. “It worked because both recruiters were professional,” wrote one respondent, while another identified “good communication” as the reason for a successful experience.

While these answers vary in length, they point toward the same conclusion. Successful split placements aren’t necessarily complicated, but they do require both recruiters to fulfill their responsibilities. Each partner needs to understand the job order, communicate relevant information, and remain engaged throughout the process.

One respondent also offered a reminder about the ultimate objective of collaboration: “Any split is a worthwhile endeavor because the client gets the candidate it needs.” That’s an important point because while recruiters naturally want to generate placement fees, the value of a split placement extends beyond the two recruiters involved.

When collaboration helps a client fill a critical position with a qualified candidate, it can strengthen relationships and create opportunities for future business.

Poor Communication Can Destroy a Recruiting Partnership

If communication and transparency help make split placements successful, what causes them to fail? According to the survey’s open-ended responses, poor communication and lack of responsiveness are among the most frequently mentioned problems.

When asked about the fastest way a recruiting partnership can fail, one respondent answered, “Not responding to presented candidates or keeping them abreast of the status.” Another identified “Lack of response, or submitting non-qualified candidates,” while a third pointed to “Lack of responsiveness and not asking questions when they don’t understand or need clarification.”

One respondent described a particularly frustrating scenario: “Having the other agency go radio silent. If you give them roles to work on, but they don’t give you candidates for weeks on end, it’s a fail.”

That last response probably sounds familiar to recruiters who have experienced an unsuccessful split placement partnership. When one recruiter stops communicating, the other is left wondering whether candidates are being sourced, whether the search is progressing, or whether the opportunity is receiving any attention at all. The result can be wasted time, missed opportunities, and strained relationships.

Other respondents highlighted the importance of working legitimate job orders and presenting qualified candidates. One cited partnerships where “the assignments aren’t real and the communication with the client isn’t good.” Another criticized the practice of broadcasting candidates indiscriminately without adequately considering whether they’re appropriate for the opportunity.

These comments reinforce the importance of establishing clear expectations before beginning a split placement. Both recruiters should understand the requirements of the position, the status of the search, their respective responsibilities, and how information will be communicated.

Because when communication breaks down, trust often follows. And without trust, a recruiting partnership can become difficult to maintain.

What Advice Do Recruiters Have for First-Time Splitters?

The survey also asked respondents what advice they would give recruiters who are considering split placements for the first time. Not surprisingly, the responses emphasized professionalism, preparation, trust, and clearly defined responsibilities.

One respondent offered a straightforward recommendation: “Just trust the people and the system. It works!” Another emphasized the importance of understanding the search before becoming involved, advising recruiters to “Be professional, understand the requirements of the position, know the salary range.”

A third respondent recommended establishing expectations from the beginning: “Lay down ground rules. Assign task Responsibilities so each is aware of who is doing what.” And one recruiter offered advice specifically for those bringing job orders to potential split partners: “only ask for help on assignments that you would actually recruit on….don’t waste others time”

That final comment is particularly relevant. Recruiters who collaborate on split placements are investing their time, resources, and professional reputations in the opportunity. If the job order isn’t legitimate, the client isn’t committed, or the position isn’t realistically fillable, the partnership may be unsuccessful before it even begins.

For recruiters new to split placements, the lesson is relatively simple. Start with legitimate opportunities, work with professionals you trust, establish clear expectations, and communicate throughout the process. Those fundamentals won’t guarantee a placement, but they can help create the conditions for a successful partnership.

What Do These Results Mean for Recruiters?

Taken together, the survey findings paint a generally positive picture of recruiter collaboration in 2026. Most respondents participate in split placements at least occasionally, and nearly three-quarters are either actively seeking partnerships or open to collaboration when the opportunity makes sense.

At the same time, recruiters recognize that not every partnership is created equal. Trust, transparency, responsiveness, and candidate or client quality can make the difference between a productive relationship and a frustrating experience.

For recruiters looking to strengthen their split placement strategies, several priorities stand out:

• Build relationships before you need them. Developing a network of trusted recruiting partners can make it easier to identify the right collaborator when an opportunity arises.
• Focus on quality opportunities. Share legitimate job orders and qualified candidates that offer a realistic chance of producing a placement.
• Establish expectations early. Clarify responsibilities, communication procedures, candidate ownership, and fee arrangements before beginning a search.
• Communicate consistently. Keep partners informed about candidate submissions, interview activity, client feedback, and changes in the hiring process.
• Be responsive and accountable. Follow through on commitments and provide timely updates, even when there isn’t significant progress to report.
• Evaluate partnerships based on results and professionalism. Look for recruiters who consistently deliver quality candidates or job orders and demonstrate reliability throughout the placement process.

Ultimately, successful split placements require both recruiters to approach the relationship as a genuine partnership. That means sharing information, respecting each other’s contributions, and remaining focused on the common goal of completing a successful placement.

Collaboration Creates Opportunity, but Trust Makes It Work

Perhaps the most significant takeaway from the survey is that recruiters remain highly receptive to collaboration. With 72.32% of respondents actively seeking partnerships or open to them when appropriate, the willingness to work together clearly exists. And with 62.5% already participating in split placements very frequently or occasionally, collaboration is more than just a theoretical strategy for many recruiters.

However, the survey also demonstrates that willingness alone isn’t enough. Recruiters want partners who bring quality candidates or job orders to the table, communicate consistently, and conduct business professionally. They also want confidence that their time and effort will be respected.

In an industry where successful placements depend on relationships, timing, and execution, split placements offer recruiters an opportunity to accomplish more together than they might be able to accomplish independently. But the strongest partnerships aren’t built simply by agreeing to share a fee. They’re built through trust, transparency, responsiveness, and a mutual commitment to getting the job done.

Because at the end of the day, a successful split placement isn’t just about splitting the fee. It’s about combining the strengths of two recruiters to make a placement that might not have happened otherwise.