The employer side is buried behind the job board
Hiring companies need to understand specialties, service models, proof, and how to discuss a hiring need.
The problem
The website serves employers and candidates at once.
The staffing company earns revenue from employers, but it also needs candidates to find jobs, understand opportunities, and apply. The current website often gives one audience too much attention while making the other audience work too hard.
Candidates cannot find or apply to the right jobs easily
Jobs may be difficult to search, filter, read, apply to, or connect back to the correct recruiting workflow.
The firm has grown beyond its old structure
New specialties, locations, service models, brands, or markets no longer fit the navigation or page structure.
Marketing depends on the wrong systems for ordinary website work
Jobs, forms, content, pages, and employer inquiries require too much manual work or too many vendor requests.
What changes
Make the website clearer for employers and candidates.
Change the parts of the staffing website that make hiring inquiries, job search, applications, specialties, and day-to-day marketing harder while protecting the content, search value, and recruiting systems the firm already depends on.
What changes
The parts of the public website that need to become clearer, easier to operate, and more useful to technical buyers and the commercial team.
- Employer and candidate paths. Separate the experience for companies looking for talent from the experience for people looking for work.
- Specialties, industries, and service models. Organize sectors, disciplines, locations, contract models, direct-hire services, consulting, and other offerings around how clients and candidates search.
- Jobs and applications. Improve job presentation, search, filtering, detail pages, apply paths, confirmations, and the handoff into the existing recruiting workflow.
- Content and marketing ownership. Make services, specialties, resources, salary content, case studies, office information, and campaign pages easier for marketing to manage.
- Website and ATS connections. Connect the public website to the systems that already own jobs, candidates, clients, forms, applications, and recruiting workflows.
What stays protected
The value, content, and dependencies that should carry forward through the rebuild and after the new site is in place unless the evidence shows they need to change.
- The ATS and recruiting workflow. Existing systems remain responsible for jobs, candidates, clients, applications, placements, and recruiter workflows.
- Existing job and service content. Useful job pages, specialties, industries, locations, client content, candidate resources, and proof are reviewed before anything is removed.
- Search value and important URLs. Job URLs, specialty pages, location pages, resource content, redirects, metadata, internal links, and search relationships are assessed before structural changes.
- Employer and candidate actions. Hiring inquiries, candidate applications, resume uploads, job alerts, recruiter contact, and other working paths are preserved or deliberately reconnected.
- The firm’s expertise and relationships. Recruiter knowledge, sector specialization, client relationships, candidate support, and human follow-up remain central to the website experience.
The work
A clear path from the current staffing website to a better one.
The work is designed for marketing, recruiting, sales, operations, technology, ATS, and leadership stakeholders who need the public website to work together without making every person a day-to-day project manager.
- 01
Understand the current staffing website
Review employer and candidate paths, service models, specialties, locations, jobs, applications, ATS connections, forms, content, URLs, analytics, marketing ownership, and recruiting requirements.
What this produces
- A clear record of what is difficult and why
- A list of the content, jobs, paths, systems, and search value that must remain
- 02
Plan the new structure
Define employer and candidate navigation, service and specialty pages, location and industry structures, job presentation, application paths, ATS handoffs, employer inquiries, CMS ownership, and URL decisions.
What this produces
- An approved structure for employers, candidates, jobs, services, and content
- Clear decisions about what belongs in the website and what remains in the ATS
- 03
Build and move the website
Create the new pages, move useful content, connect the agreed systems, test jobs and forms, validate applications and redirects, and prepare marketing to manage routine updates.
What this produces
- A working public staffing website with tested paths
- Documentation and help with agreed problems found after the site goes live
Investment
Staffing website rebuilds start at $15,000.
Review the current staffing websiteWhat determines the project
- Number of specialties, industries, services, and locations
- Number of jobs and job-page requirements
- Candidate applications and employer inquiry paths
- ATS, job-feed, form, CRM, analytics, and marketing connections
- Existing content, URLs, resources, and migration work
- Stakeholders, approvals, and internal website ownership
- Starting at
- $15,000
- Typical timeline
- 8–16 weeks
The investment depends on the number of specialties, industries, services, locations, jobs, applications, systems, content relationships, and people involved in the work.
The $15,000 starting point is intended for a focused rebuild with a manageable website, limited custom functionality, clear decisions, and a practical amount of content to move. Multiple brands, high job volume, custom application handling, complex ATS connections, or significant migration work require a larger engagement.
Who this is for
For established staffing firms whose website has become part of the recruiting operation.
The website already matters to employer inquiries, candidate job search, applications, or recruiting content, and there is a specific constraint worth solving.
A good fit
You already operate an established staffing or recruiting business, and the website has to support employers, candidates, recruiters, and the systems behind them.
- An established staffing or recruiting firm with an existing public website and accountable marketing owner
- A meaningful employer-acquisition path and a candidate or recruiting workflow worth supporting
- Multiple specialties, industries, locations, service models, brands, or active job groups
- Existing job content, service pages, applications, resources, URLs, or ATS connections worth protecting
- A real trigger such as growth, rebranding, new specialties, weak employer inquiries, difficult job publishing, or an outdated platform
Probably not the right fit
This work is not intended for first websites, simple brochure sites, isolated features, or projects without enough existing website value to justify a coordinated rebuild.
- A solo recruiter or individual headhunter looking for a simple personal site
- A first website for a new staffing business with little existing content or search value
- A standalone ATS, job-board, candidate-portal, payroll, onboarding, or recruiting-software project
- An SEO, job-advertising, employer-branding, or candidate-acquisition retainer
- One small feature request while the rest of the website remains healthy
Questions before you start
Questions to answer before the manufacturing rebuild.
These questions cover the practical details buyers often want to clarify before a manufacturing rebuild is defined.
Is this for staffing agencies, recruiting firms, or both?
Both. The strongest fit is an established firm that recruits or places talent for employers and already has a meaningful public website, candidate workflow, client-acquisition path, or ATS connection.
Is this for established firms or new staffing companies?
This page is for established firms whose website already contains useful services, specialties, jobs, applications, content, URLs, or system connections. A small first website is usually a different engagement.
How should the employer and candidate experiences fit together?
They should share the firm’s brand without forcing the same visitor through the same path. Employers need services, specialties, proof, and a hiring inquiry. Candidates need jobs, filters, job details, applications, and candidate support.
Can you support temporary, contract, direct-hire, executive-search, and consulting models?
Yes. The website structure should reflect the staffing models the firm actually sells. A high-volume temporary staffing firm may need stronger job and location paths, while an executive-search firm may need more emphasis on expertise, process, proof, and client conversations.
Can you organize specialties, industries, services, and locations?
Yes. The structure can connect the firm’s specialties, industries, services, locations, employment models, and proof without creating repetitive pages that make the website harder to maintain.
Can the website display jobs from our ATS?
Yes, when the ATS or job-feed system provides the required connection. The website can present jobs, search and filter them, show the relevant details, and pass the candidate into the agreed application path.
Can applications return to Bullhorn, Avionté, JobAdder, or another staffing system?
The website can connect to the agreed staffing system when its feed, API, embed, or application process supports that connection. The existing system remains responsible for the recruiting records and workflow.
Do you replace our ATS or recruiting CRM?
No. The ATS or combined ATS/CRM usually remains responsible for jobs, candidates, clients, applications, placements, and recruiter workflows. The website is rebuilt around those systems rather than replacing them.
Can you improve job search, filtering, job pages, and application paths?
Yes. Those parts of the candidate experience can be reviewed together with job data, search behavior, page structure, application handoffs, mobile use, and the requirements of the existing recruiting system.
Can you protect job URLs and existing search value?
The project reviews important job, specialty, location, service, and resource URLs along with metadata, redirects, internal links, and search relationships before the new structure is finalized. No provider can promise unchanged rankings during a major website change, but avoidable loss should be identified and tested.
Do all staffing websites need recruiter profiles, candidate portals, or job alerts?
No. Those features depend on the staffing model, audience, job volume, and existing systems. They can be included when they solve a real website problem, but they should not be added simply because another staffing firm uses them.
What will the marketing team manage after the website is finished?
The marketing team should be able to manage service pages, specialties, resources, locations, campaigns, and other routine updates without depending on a developer for every change. The project documents page types, responsibilities, approvals, analytics, and system ownership.
What does the $15,000 starting point include?
It is intended for a focused rebuild with a manageable website, limited custom functionality, clear decisions, and a practical amount of content to move. Multiple brands, high job volume, custom application handling, complex ATS connections, or extensive migration work may require a larger project.
What does our team need to provide?
The most useful starting point is the current website URL, the ATS or job-feed system, the biggest employer-side problem, the biggest candidate-side problem, the specialties or locations that need clearer structure, and the people who own marketing, recruiting, sales, and technology decisions.
Next step
Bring the website your staffing team has outgrown.
Start with the current website and what changed: growth, new specialties, weak employer inquiries, difficult job publishing, poor application paths, or an outdated platform.
Review the staffing website