Recruiter, Event Staffing And Community Engagement

Competitive Base Salary

Quarterly Bonus

Office/Field Mix – Indianapolis Based

Expenses Paid

1. PURPOSE OF THE SEAT

Builds the workforce before it is needed. This seat creates recruiting activity rather than waiting for applicants to arrive. It develops community pipelines, moves candidates from application through onboarding to their first scheduled event, and keeps events staffed with qualified, dependable people so the company stops reacting to shortages. Success is measured by results, not effort.

2. KEY ACCOUNTABILITIES

Targets get set at hire.

- Pipeline: a dependable pool of qualified candidates exists for event security, guest services, facility staffing, and clean team, ahead of known demand. Measure: qualified applicants generated, pipeline depth by role.

- Hires activated: candidates move efficiently from application to their first scheduled event. Measure: new hires, onboarding completion rate, employees activated, time to fill.

- Show rate and early retention: new hires show for their first event and stay active. Measure: first-event show rate, 30/60/90-day retention.

- Community engine: community partnerships that consistently generate applicants, with an active outreach calendar. Measure: partnerships established, recruiting events attended, referrals generated.

- Data hygiene: Avionte candidate records current, with source and status accurate, so every KPI in this description is measured from clean data.

- Hiring goal attainment: weekly, monthly, and event-specific hiring goals met, with strategy adjusted when they are not. Measure: goal attainment, cost per hire, source effectiveness.

3. CORE RESPONSIBILITIES

- Recruiting and staffing results: execute recruiting strategies against hiring goals;
source through job boards, social media, referrals, community organizations, schools, workforce programs, hiring events, and grassroots recruiting;
run outreach, phone screens, interviews, hiring events, and follow-up;
keep candidates informed throughout;
re-engage previous and inactive employees;
partner with operationsleadership to anticipate staffing needs before shortages occur;
build recruiting plans for large-scale events;
track activity and adjust when goals are missed.

- Screening standard: interview every candidate before orientation;
hiring sight-unseen should be the exception, not the practice.

- Community engagement: build relationships with workforce agencies, colleges, trade schools, churches, neighborhood and veteran organizations;
attend job fairs, career fairs, and local hiring initiatives;
develop recruiting opportunities around upcoming event locations;
create grassroots strategies where online recruiting underperforms;
maintain an active outreach calendar;
represent Eclipse professionally in the community.

- Candidate experience and retention: a welcoming, professional experience from first contact through first event;
clear communication of expectations, scheduling, pay, appearance standards, and event responsibilities;
follow-up with new hires to lift first-shift attendance;
identify why candidatesstall in onboarding or go inactive and recommend fixes;
help develop referral and re-engagement programs.

- Weekly accountability: explain each week what recruiting activities were completed, what results they produced, where staffing gaps remain, and what happens next. The full KPI menu from Michelle’s draft (applicants, interviews, percentage of hires interviewed before orientation, hires, onboarding completion, activation, show rate, retention, goal attainment, time to fill, referrals, partnerships, events attended, cost per hire, source effectiveness) is the reporting vocabulary;
the section 2 targets are the scorecard.

4. AUTHORITY AND DECISION RIGHTS

Authority to decline or fast-track candidates;
what this seat can promise candidates on pay and scheduling before operations confirms;
and priorities when branch orders and event staffing needs compete for recruiting time, confirmed with operations leadership rather than decided by default.

5. WORKING RELATIONSHIPS

Internal: operations leadership (demand forecasting and staffing plans), Branch Manager (orders and priorities), Events (surge needs and event calendars), Front Desk (orientation scheduling), Onboarding (handoff after hire). External: candidates, community organizations, workforce agencies, schools, veteran organizations, referral sources, job platforms.

6. WHAT GOOD LOOKS LIKE AT 12 MONTHS

- Events are staffed from a known pipeline rather than last-minute scrambles, all season.

- First-event show rate and 30/60/90 retention at or above target and trending up.

- A standing set of community partnerships that produce applicants every month without being re-created.

- The weekly report answers all four questions (what was done, what it produced, where the gaps are, what happens next) without being chased.

7. REQUIREMENTS

Recruiting, staffing, sales, community outreach, hospitality, event, or high-volume hiring experience preferred. Strong communication and relationship-building;
comfortable initiating conversations and building new community relationships;
works independently andowns hiring goals;
strong follow-up and organization;
handles a fast-paced environment with changing demands and multiple simultaneous hiring campaigns;
comfortable being measured against goals and KPIs. Experience with applicant tracking systems, job boards, social media recruiting, and Microsoft Office or Google Workspace. Able to occasionally attend evening or weekend recruiting and community events.