Key Takeaways

• Recruitment agency fees in Turkey in 2026 typically range from 15%–25% for contingency hiring and 25%–35% for retained executive search.
• Employers can reduce recruitment costs through flat-fee hiring, RPO, RaaS, volume discounts, and negotiated preferred-agency agreements.
• Companies should compare total hiring costs, replacement guarantees, candidate ownership terms, service-level agreements, and regulatory compliance before selecting a recruitment agency.

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Recruitment agencies in Turkey charge employers approximately 15% to 25% of a candidate’s first-year compensation for standard contingency recruitment in 2026, while retained executive search can cost around 25% to 35%. Recruitment agencies calculate fees based on hiring model, role seniority, talent scarcity, search complexity, and recruitment volume.

Hiring the right talent in Turkey has become increasingly strategic for companies navigating rising employment costs, competitive talent markets, specialist skill shortages, and evolving workforce regulations. For employers considering external recruitment support, one of the first questions is straightforward: how much do recruitment agencies charge in Turkey in 2026?

Recruitment agency fees in Turkey vary considerably depending on the hiring model, seniority of the position, scarcity of qualified candidates, recruitment volume, and complexity of the search. For standard permanent hiring, contingency recruitment fees commonly fall within approximately 15% to 25% of a successful candidate’s first-year compensation. Retained executive search for C-suite, Country Manager, board-level, and other senior leadership appointments can command approximately 25% to 35%. Employers with recurring or high-volume hiring requirements may instead consider flat-fee recruitment, temporary staffing, Recruitment Process Outsourcing (RPO), or subscription-based Recruitment as a Service (RaaS).

However, the headline recruitment fee represents only part of the true cost of hiring in Turkey. Businesses must also account for employer payroll contributions, employee benefits, onboarding expenses, vacancy costs, assessment requirements, and the financial consequences of an unsuccessful hire. Recruitment contracts can further affect total expenditure through replacement guarantees, candidate ownership clauses, cancellation charges, payment milestones, and foreign exchange provisions.

Regulatory compliance is another important consideration. Recruitment and temporary staffing activities in Turkey operate within a regulated employment framework, while candidate information is subject to Turkish personal data protection requirements. Employers should therefore assess an agency not only by its pricing, but also by its authorization status, recruitment methodology, candidate data practices, service-level commitments, and ability to deliver qualified talent.

This guide examines how much recruitment agencies charge in Turkey in 2026, covering contingency recruitment fees, retained executive search costs, flat-fee agreements, temporary staffing markups, RPO and RaaS pricing, service-level agreements, replacement guarantees, and other contractual protections. It also explains how employers can compare recruitment models, negotiate stronger commercial terms, and determine which approach offers the best overall cost per successful hire.

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How Much Do Recruitment Agencies Charge in Turkey in 2026?

1. Recruitment Agency Commercial Landscape in Turkey
2. Regulatory Oversight of Recruitment Agencies in Turkey
3. Contingency Recruitment in Turkey in 2026
4. Retained Executive Search in Turkey in 2026
5. Flat-Fee Search Agreements in Turkey in 2026
6. Staffing and Temporary Workforce Markups in Turkey in 2026
7. Recruitment Process Outsourcing and Recruitment as a Service in Turkey in 2026
8. Service Level Agreements, Timelines, and Performance Metrics for Recruitment Agencies in Turkey in 2026
9. Guarantee Periods, Risk Allocation, and Contractual Protections in Turkey in 2026
10. Recommendations for Working with Recruitment Agencies in Turkey in 2026

1. Recruitment Agency Commercial Landscape in Turkey

Turkey’s recruitment agency market in 2026 operates through a mixture of contingency recruitment, retained executive search, exclusive search mandates, project recruitment, temporary staffing, and outsourced recruitment arrangements. The appropriate commercial model typically depends on the seniority of the vacancy, scarcity of the required skills, expected hiring volume, search complexity, and the level of commitment required from the recruitment agency.

Private employment agencies providing employment-intermediation services operate within a regulated framework. As a general principle, recruitment and placement fees are charged to employers rather than ordinary job seekers. Certain specifically permitted professions and senior executive positions are treated differently under the regulatory framework.

For employers, this distinction is important because agency fees should generally be evaluated as an employer-side talent acquisition expense rather than a deduction from the successful candidate’s compensation.

Commercial Model	Typical Payment Structure	Common Application	Employer Risk Level
Contingency Recruitment	Fee payable after successful placement	Professional and mid-level hiring	Low
Exclusive Contingency	Success fee with one agency receiving exclusivity	Specialist and difficult vacancies	Low to Medium
Retained Search	Fee paid in stages during the search	Executives and senior leadership	Medium
Project Recruitment	Fixed or negotiated project fee	Multiple hires or expansion projects	Medium
Recruitment Process Outsourcing	Monthly, project, or hybrid commercial model	Continuous or high-volume recruitment	Medium
Temporary Staffing	Recurring charge based on supplied workforce	Short-term and flexible workforce requirements	Variable

Contingency Recruitment

Contingency recruitment remains one of the most accessible commercial structures for employers because the agency normally earns its placement fee only after successfully introducing a candidate who is hired.

Under this structure, the fee is commonly calculated against the successful candidate’s agreed annual gross compensation. International recruitment benchmarks in 2026 place mainstream contingency recruitment broadly around 15% to 22%, with higher percentages becoming more defensible as salaries, specialization, and search difficulty increase.

Actual Turkish agency quotations can vary substantially, however, and there is no universal statutory percentage that employers must pay.

Candidate Profile	Indicative Commercial Structure	Typical Pricing Logic
Junior Professional	Contingency	Lower percentage or minimum placement fee
Mid-Level Professional	Contingency	Percentage of annual gross salary
Specialist	Exclusive or contingency	Premium reflecting candidate scarcity
Senior Manager	Exclusive or retained search	Higher percentage with deeper assessment
C-Suite Executive	Retained executive search	Milestone-based professional fee
High-Volume Hiring	Project pricing	Volume discount or fixed campaign fee

Retained Executive Search

Retained search is more common when an employer needs to recruit senior executives, confidential replacements, highly specialized professionals, or candidates who are unlikely to be actively applying for vacancies.

Unlike contingency recruitment, retained search transfers part of the commercial risk to the employer because payments are made for the search process itself rather than solely for the eventual placement.

International executive-search benchmarks commonly place retained mandates around 25% to 30% of first-year compensation, although Turkish contracts can be negotiated differently.

A typical retained-search payment schedule can therefore resemble the following structure:

Search Stage	Illustrative Payment Arrangement	Agency Responsibility
Engagement	Initial retainer	Market mapping and search strategy
Shortlist	Second installment	Candidate identification and assessment
Placement	Final installment	Offer management and appointment
Post-Hire	Normally included	Guarantee and replacement support

Exclusive Recruitment Mandates

Exclusive recruitment sits between conventional contingency hiring and fully retained executive search.

The employer grants one recruitment agency a defined period in which to complete the assignment. In exchange, the agency may allocate more sourcing capacity, conduct deeper market mapping, approach passive candidates, and provide more structured reporting.

Exclusivity can also provide employers with negotiating leverage over fees.

Non-Exclusive Recruitment	Exclusive Recruitment
Multiple agencies compete	One appointed recruitment partner
Usually success-based	Usually success-based or hybrid
Lower agency commitment	Greater agency commitment
Candidate duplication possible	Better candidate ownership control
Limited market mapping	More structured sourcing
Useful for common vacancies	Better suited to difficult vacancies

What Recruitment Agency Fees Are Usually Based On

The definition of the agency’s fee base is one of the most important provisions in a Turkish recruitment agreement.

Employers should establish whether the percentage applies only to fixed annual gross salary or to total guaranteed compensation.

For example:

Placement Fee = Agreed Fee Percentage × Defined Annual Compensation Base

If an employee receives a gross annual salary of TRY 1,800,000 and the negotiated agency fee is 18%, the illustrative placement fee would be:

TRY 1,800,000 × 18% = TRY 324,000

The final invoice may additionally be affected by applicable taxes and specifically agreed reimbursable expenses.

Compensation Component	Potential Fee Treatment	Contractual Importance
Annual Gross Base Salary	Commonly included	Very High
Guaranteed Cash Allowances	May be included	High
Guaranteed Bonus	May be included	High
Discretionary Bonus	Contract dependent	High
Sales Commission	Contract dependent	High
Equity Awards	Usually requires specific definition	High
Company Car	Sometimes excluded	Medium
Relocation Benefits	Usually separately addressed	Medium
Signing Bonus	Contract dependent	Medium

Turkey’s 2026 Employment Cost Context

Employers should distinguish recruitment fees from payroll costs.

The statutory employer contribution environment in 2026 is more nuanced than a simple 22.5% addition to salary. Official 2026 social security contribution tables show a standard employer share of 23.75%, including a 2% unemployment insurance contribution, before applicable incentives or discounts.

Eligible employers may receive contribution reductions. For example, official 2026 minimum-wage calculations illustrate employer social security rates of 19.75% for certain non-manufacturing employers receiving a two-point reduction and 16.75% for qualifying manufacturing employers receiving a five-point reduction, with the 2% employer unemployment contribution calculated separately.

2026 Payroll Component	Standard Rate	Commercial Relevance
Employer Social Security Share	21.75%	Employer payroll cost before incentives
Employer Unemployment Insurance	2.00%	Additional employer contribution
Standard Combined Employer Share	23.75%	Baseline before applicable incentives
Employee Social Security Share	14.00%	Employee-side deduction
Employee Unemployment Insurance	1.00%	Employee-side deduction
Standard Combined Employee Share	15.00%	Employee-side statutory contribution

This distinction matters when employers calculate the complete cost of recruitment. Agency commissions are generally calculated using the contractual compensation definition, rather than by simply applying the agency percentage to the employer’s entire statutory payroll burden.

Total Cost of Hiring Through an Agency

A more practical employer-side calculation is:

Total First-Year Hiring Cost = Gross Compensation + Employer Payroll Contributions + Recruitment Fee + Benefits + Hiring-Related Expenses

This produces a more accurate comparison between agency recruitment, internal recruitment, executive search, and outsourced recruitment.

Cost Category	Direct Agency Hire	Internal Recruitment	Retained Search
Employee Salary	Yes	Yes	Yes
Employer Contributions	Yes	Yes	Yes
Recruitment Fee	Success-based	Internal HR cost	Retainer plus completion fees
Advertising	Often included	Employer-funded	Usually included
Candidate Sourcing	Agency	Internal team	Search firm
Assessment	Varies	Internal	Usually extensive
Replacement Guarantee	Frequently available	Not applicable	Frequently available
Upfront Search Cost	Usually Low	Internal operating cost	High

Recruitment Agency Service Level Agreements

The recruitment agency service level agreement defines how the commercial relationship operates after an employer assigns a vacancy.

A strong agreement should cover more than the percentage fee. It should establish expected response times, candidate quality standards, reporting obligations, ownership rules, confidentiality requirements, replacement guarantees, and invoice conditions.

SLA Area	Example Commercial Standard	Purpose
Vacancy Acknowledgement	Same or next business day	Confirms assignment acceptance
Initial Market Feedback	Within several business days	Tests salary and candidate availability
First Candidate Submission	Agreed according to role complexity	Creates sourcing accountability
Candidate Screening	Before submission	Reduces unsuitable profiles
Interview Coordination	Promptly after employer request	Minimizes candidate loss
Search Progress Reporting	Weekly or agreed cadence	Provides pipeline transparency
Reference Checking	When contractually requested	Supports hiring due diligence
Offer Management	Through acceptance	Reduces offer-stage attrition
Replacement Support	Defined guarantee period	Protects employer investment

Candidate Replacement Guarantees

Replacement guarantees are particularly important in contingency recruitment.

If a candidate resigns or is dismissed within an agreed guarantee period, the agency may conduct a replacement search without charging another full placement fee. The duration and conditions vary by agency and contract.

Guarantee Structure	Employer Protection	Typical Commercial Effect
No Guarantee	Low	Employer bears replacement risk
Short Replacement Window	Moderate	Protects against immediate departure
60–90 Day Guarantee	Stronger	Covers early employment failure
Extended Guarantee	High	More common with senior searches
Sliding Refund	Financial protection	Refund declines over time
Free Replacement	Operational protection	Agency reruns search without new fee

Employers should review exclusions carefully. Guarantees can become invalid if invoices are unpaid, the job specification materially changes, the employee is made redundant, working conditions change significantly, or the employer fails to notify the agency within the contractual period.

Candidate Ownership and Introduction Clauses

Candidate ownership clauses can create unexpected recruitment costs.

An agency agreement may establish an ownership period after a candidate has been introduced. If the employer subsequently hires that person directly, through another department, through an affiliated company, or sometimes into another vacancy, the original agency may claim its placement fee.

A well-structured agreement should therefore clearly define what constitutes a valid introduction.

Contract Question	Recommended Employer Clarification
What constitutes an introduction?	Define a documented candidate submission
How long does ownership continue?	Establish a fixed ownership period
What if the candidate was already known?	Include prior-contact exceptions
What if another agency submits the candidate?	Establish duplicate-candidate rules
What if another group company hires them?	Define affiliated-company treatment
What if the candidate applies independently?	Define direct-application treatment

Payment Terms and Invoice Triggers

The invoice trigger can be as important as the headline recruitment percentage.

Some agreements generate the invoice when the candidate accepts an offer, while others use the candidate’s employment start date. Retained-search agreements typically invoice according to milestones.

Contract Element	Employer-Friendly Approach
Fee Percentage	Agreed before candidate submission
Compensation Base	Clearly defined
Invoice Trigger	Clearly linked to an agreed hiring event
Payment Period	Specified in writing
Taxes	Separately identified
Search Expenses	Require prior authorization
Candidate Withdrawal	Define financial treatment
Replacement Guarantee	Written into the agreement
Refund Mechanism	Clearly defined where applicable

Temporary Staffing and Workforce Supply

Temporary staffing operates differently from permanent recruitment.

Where legally permitted and appropriately authorized, the agency may employ the worker and supply that worker to the client organization. In such arrangements, the commercial charge incorporates more than candidate sourcing.

The agency may have responsibilities relating to payroll, social security, employment administration, and other statutory obligations applicable to its workforce.

Permanent Placement	Temporary Staffing
Employer hires candidate directly	Agency may remain formal employer
One-time recruitment fee	Recurring workforce charge
Employer manages payroll	Agency may administer payroll
Fee commonly linked to salary	Charge linked to labor and service costs
Relationship ends after guarantee period	Relationship continues during assignment

Regulatory Considerations for Recruitment Agencies in Turkey

Private employment agencies engaged in employment intermediation are subject to authorization and regulatory requirements.

The legal framework generally allows agencies to charge employers for recruitment and temporary workforce services while prohibiting ordinary job seekers from being charged for core placement services. Exceptions exist for specified professions and certain senior executive positions.

Agencies also have obligations concerning employment-market reporting and the appropriate use of candidate information. Legislative changes effective from 2025 strengthened electronic reporting requirements covering job seekers, vacancies, placements, temporary employment contracts, advertisements, and candidate referrals.

For employers conducting agency due diligence in 2026, authorization status should therefore form part of procurement checks alongside commercial pricing.

Commercial Model Selection Matrix

Employer Requirement	Recommended Commercial Model	Primary Advantage
Standard Professional Vacancy	Contingency Recruitment	Payment linked to success
Difficult Specialist Vacancy	Exclusive Contingency	Greater sourcing commitment
Senior Management Position	Retained Search	Deeper candidate assessment
C-Suite Appointment	Executive Search	Confidential market mapping
Multiple Similar Vacancies	Project Recruitment	Volume efficiency
Continuous Hiring	Recruitment Process Outsourcing	Predictable recruitment capacity
Temporary Workforce Need	Authorized Temporary Staffing	Workforce flexibility
Confidential Replacement	Retained Search	Controlled candidate approach

What Employers Should Negotiate Before Signing

The lowest recruitment percentage does not necessarily represent the lowest hiring cost. Employers should evaluate the agency’s candidate quality, specialization, search methodology, replacement protection, time-to-shortlist expectations, reporting standards, candidate ownership provisions, and ability to reach passive talent.

A commercially balanced recruitment agreement in Turkey in 2026 should clearly define the fee percentage, compensation base, payment trigger, candidate ownership period, replacement guarantee, exclusivity provisions, reimbursable expenses, confidentiality requirements, data responsibilities, and termination rights.

For recurring or high-volume recruitment, employers can also negotiate volume tiers, preferred-supplier pricing, fixed project fees, or hybrid structures that reduce the effective cost per placement as hiring volume increases.

Negotiation Priority	Why It Matters	Recommended Focus
Placement Fee	Determines direct acquisition cost	Negotiate by role and volume
Salary Definition	Controls actual invoice value	Define included compensation
Guarantee Period	Limits failed-hire exposure	Seek meaningful replacement coverage
Candidate Ownership	Prevents duplicate fee disputes	Limit duration and define introduction
Exclusivity	Affects agency commitment	Exchange exclusivity for stronger terms
Volume Discounts	Reduces cost per hire	Establish hiring tiers
SLA Timelines	Improves delivery accountability	Define measurable milestones
Reporting	Provides visibility	Require structured progress updates
Expenses	Prevents unexpected charges	Require advance approval
Termination Terms	Protects both parties	Define outstanding candidate treatment

2. Regulatory Oversight of Recruitment Agencies in Turkey

Recruitment agencies operating in Turkey in 2026 are subject to a formal regulatory framework administered by the Turkish Employment Agency. Private employment agencies that provide employment intermediation services must obtain authorization before conducting regulated recruitment activities.

The principal framework is established under Law No. 4904 on the Turkish Employment Agency, together with Labor Law No. 4857 and the Private Employment Agencies Regulation. Agency authorization is granted for three years and may be renewed for additional three-year periods when the agency continues to satisfy the regulatory conditions and completes the required renewal procedure.

Regulatory Area	2026 Framework	Operational Significance
Recruitment Intermediation	Regulated activity	Requires appropriate authorization
Operating Authorization	Three-year validity	Agencies must maintain and renew authorization
Temporary Employment	Additional authorization required	Not every recruitment agency can supply temporary workers
Jobseeker Charges	Generally prohibited	Recruitment model is primarily employer-funded
Candidate Data	Subject to data protection legislation	Requires lawful and transparent processing
Overseas Placement	Additional compliance requirements	Overseas employment arrangements require regulatory attention
Foreign Workers	Work authorization requirements apply	Agencies must verify compliance before placement

Private Employment Agency Authorization

Operating authorization is one of the most important compliance requirements for a recruitment business in Turkey.

Authorization is not permanent. The standard permission remains valid for three years, after which the agency must complete the renewal process. The regulatory framework also provides circumstances in which authorization can be cancelled, including repeated violations and certain serious compliance failures.

Employers using recruitment agencies can therefore incorporate authorization verification into their vendor due-diligence process.

Agency Due-Diligence Question	Recommended Employer Check
Is the recruiter properly authorized?	Verify current authorization status
Is the authorization current?	Check expiration and renewal status
Is temporary staffing being provided?	Verify separate temporary employment authority
Does the agency recruit internationally?	Review overseas-placement compliance
Does it place foreign nationals?	Confirm work authorization procedures
Does it process candidate databases?	Review data protection practices

Prohibition on Charging Jobseekers

One of the central principles of Turkey’s private employment agency regime is the prohibition against obtaining fees or financial benefits from jobseekers for ordinary placement services.

Authorized agencies are required to display information stating that jobseekers cannot be charged. The prohibition is therefore not merely a commercial convention but an explicit component of the regulatory system.

Consequently, the mainstream recruitment business model in Turkey is employer-funded.

Party	Standard Recruitment Cost Responsibility
Hiring Employer	Pays agreed recruitment or placement fees
Recruitment Agency	Provides contracted recruitment services
Standard Jobseeker	Generally cannot be charged placement fees
Temporary Staffing Client	Pays the staffing provider under the commercial agreement

Exceptions to the Jobseeker Fee Prohibition

The prohibition should not be interpreted as having absolutely no statutory exceptions.

Turkish rules permit fees to be charged to jobseekers within specifically defined occupational categories rather than allowing recruitment agencies to charge candidates generally. Accordingly, agencies cannot simply introduce candidate-paid recruitment fees through their standard commercial terms.

For employers and candidates, the practical distinction is straightforward: candidate charging is the exception, while employer-funded recruitment remains the general model.

Financial Security and Agency Solvency Requirements

Financial security requirements form another important part of the regulatory framework.

Private employment agencies are required to maintain prescribed financial guarantees, while organizations authorized to establish temporary employment relationships are subject to substantially higher financial requirements.

The higher threshold for temporary employment reflects the greater employment and payroll responsibilities associated with supplying workers rather than simply introducing candidates to employers.

Regulatory Model	Relative Financial Requirement	Regulatory Rationale
Recruitment Intermediation	Standard guarantee requirement	Supports regulatory and operational compliance
Temporary Employment	Significantly higher guarantee	Protects obligations associated with supplied workers
Authorization Renewal	Periodic compliance requirement	Confirms continued eligibility
Agency Closure or Default	Security may provide protection	Particularly important for temporary employees

Temporary Employment Agency Regulation

Permanent recruitment authorization should not be confused with authorization to establish temporary employment relationships.

Temporary staffing involves a fundamentally different legal relationship. The private employment agency can remain the employer of the temporary worker while supplying that worker to another organization under legally permitted circumstances.

The regulatory framework also provides additional protection for temporary workers. Where relevant worker receivables arise, applicable financial security can be used with priority toward those obligations.

Permanent Recruitment	Temporary Employment
Agency introduces candidate	Agency supplies temporary employee
Client becomes employer	Agency generally remains employer
Placement fee commonly applies	Ongoing staffing charge applies
Standard agency authorization	Additional authority required
Limited post-placement obligations	Continuing employment obligations

Overseas Recruitment and Cross-Border Placement

Recruitment involving overseas employment carries additional compliance obligations.

The regulatory framework includes specific requirements concerning overseas employment contracts and authorization for activities involving workers being recruited for employment abroad. Administrative penalties can apply where required procedures are bypassed.

International employers should therefore distinguish between domestic recruitment conducted for a Turkish employer and regulated overseas placement activities.

Recruitment Scenario	Primary Compliance Consideration
Domestic Turkish Recruitment	Standard private employment agency rules
Foreign National Working in Turkey	Valid work authorization
Turkish Worker Sent Overseas	Overseas employment requirements
Overseas Employment Contract	Applicable regulatory approval procedures
International Recruitment Advertising	Authorization requirements may apply

Foreign Worker Compliance

Recruitment agencies working with foreign nationals must incorporate immigration and employment authorization checks into their placement procedures.

The Private Employment Agencies Regulation identifies the employment of a foreign worker without the required work authorization as a serious compliance issue that can contribute to cancellation of an agency’s authorization.

The compliance exposure is therefore broader than a single administrative fine. Repeated or serious violations can threaten the agency’s ability to continue operating.

Authorization Cancellation and Enforcement Risk

Turkey’s regulatory framework provides enforcement mechanisms beyond monetary penalties.

Depending on the violation, repeated non-compliance can ultimately result in cancellation of the agency’s authorization and restrictions on obtaining a new authorization for a specified period. Certain circumstances can trigger more immediate consequences.

Compliance Failure	Potential Regulatory Consequence
Unauthorized recruitment activity	Administrative enforcement
Improper candidate charging	Administrative sanctions
Unauthorized overseas activity	Administrative penalties
Foreign worker compliance failures	Penalties and authorization consequences
Repeated regulatory breaches	Potential authorization cancellation
Temporary staffing violations	Potential loss of temporary staffing authority

Candidate Data Protection Under Law No. 6698

Recruitment agencies are also subject to Turkey’s personal data protection framework under Law No. 6698.

Recruitment businesses routinely process substantial amounts of candidate information, including identification details, contact information, employment history, educational qualifications, professional experience, photographs, certifications and other information contained within resumes and applications.

The Turkish data protection authority has specifically considered personal data processing by employment platforms and recruitment processes, making candidate data protection an important operational compliance area for recruiters.

Lawful Basis for Candidate Data Processing

A significant clarification concerns explicit consent.

Explicit consent is not automatically required for every recruitment-related processing activity. Personal data may be processed without explicit consent when another lawful processing condition applies.

For example, Turkey’s data protection authority has recognized that candidate information can potentially be processed where processing is directly necessary for the establishment or performance of a contract under the applicable statutory condition.

Recruitment Data Activity	Compliance Consideration
Receiving a Resume	Establish appropriate lawful processing basis
Creating Candidate Profile	Provide appropriate privacy information
Matching Candidate to Vacancy	Limit processing to legitimate recruitment purposes
Sharing Resume with Employer	Establish appropriate transfer basis
Retaining Candidate Database	Define purpose and appropriate retention period
Collecting Sensitive Information	Apply heightened safeguards
International Data Transfer	Apply applicable cross-border transfer rules

Explicit Consent Is Not a Universal Default

Recruitment agencies should avoid treating consent as a blanket solution for every data-processing activity.

Official guidance establishes that valid explicit consent must relate to a specific subject, be based on adequate information and be freely given. Broad blanket consent covering unspecified future processing activities can be legally problematic.

Where another statutory processing condition already applies, unnecessarily attempting to convert the processing activity into consent-based processing can also create compliance problems. Turkish regulatory decisions have emphasized the need to identify the correct lawful basis rather than collecting generalized consent for everything.

Sensitive Candidate Information

Recruiters need stronger controls when processing legally protected categories of personal information.

Protected categories include information concerning health, biometric and genetic characteristics, criminal convictions and security measures, as well as other categories specifically recognized under Turkish data protection legislation.

This becomes particularly relevant during background checks, medical assessments and technology-assisted recruitment.

Candidate Information	Relative Compliance Sensitivity
Name and Contact Details	Standard
Employment History	Standard
Education and Qualifications	Standard
Salary Expectations	Standard
Criminal Record Information	High
Health Information	High
Biometric Information	High
Genetic Information	High

AI Recruitment and Automated Candidate Assessment

Recruitment agencies adopting AI-assisted hiring technology in 2026 should pay particular attention to data minimization, transparency, proportionality and the legal basis for each processing activity.

Facial recognition is especially sensitive because biometric information can constitute specially protected personal data. Turkey’s data protection authority has previously ruled on facial-recognition processing and emphasized the stricter legal standards surrounding biometric information.

Consequently, agencies deploying video analytics, biometric identification or similar candidate-screening technology should not assume that a generic recruitment consent form automatically makes the processing lawful.

Candidate Data Sharing with Employers

Recruitment agencies must also control how candidate information is disclosed.

A regulator decision involving an employment application found unlawful sharing of applicant information where personal data was disclosed without an appropriate legal basis. The regulator has additionally emphasized that transfers between separate companies within the same corporate group can still constitute transfers to third parties for data protection purposes.

Data Governance Control	Recruitment Agency Objective
Candidate Privacy Notice	Explain processing activities
Lawful Basis Assessment	Establish why each data category is processed
Access Controls	Restrict unauthorized access
Employer Disclosure Controls	Prevent inappropriate candidate distribution
Retention Policy	Avoid indefinite resume storage
Security Measures	Protect recruitment databases
Sensitive Data Controls	Apply enhanced safeguards
Deletion Procedures	Support lawful disposal of candidate information

2026 Recruitment Agency Compliance Matrix

Compliance Area	Regulatory Importance	Employer Due-Diligence Priority
Agency Authorization	Critical	Very High
Temporary Staffing Authority	Critical when applicable	Very High
Candidate Fee Restrictions	High	High
Foreign Worker Compliance	Critical	Very High
Overseas Placement Compliance	High	High
Candidate Data Protection	Critical	Very High
Sensitive Data Processing	Critical	Very High
Candidate Data Transfers	High	High
Cybersecurity and Access Controls	High	High
Authorization Renewal	High	High

3. Contingency Recruitment in Turkey in 2026

Contingency recruitment remains an important commercial model for permanent hiring in Turkey, particularly for junior-to-mid-level professionals, individual contributors, operational employees, sales and commercial talent, and management positions that do not require a fully retained executive search.

Under the contingency model, the recruitment agency assumes the initial financial risk of the search. The employer generally pays no upfront search fee, while the agency invests resources in sourcing, screening, interviewing, and presenting candidates. A placement fee becomes payable only when an agency-introduced candidate is successfully hired under the conditions specified in the recruitment agreement.

Across the wider recruitment market in 2026, contingency fees commonly fall within approximately 15% to 25% of the successful candidate’s first-year salary. Current recruitment-industry benchmarks also place junior and relatively straightforward assignments toward the lower end of this range and specialist or difficult-to-fill positions toward the upper end.

How Contingency Recruitment Works

The commercial principle is straightforward: if the agency does not generate a successful placement, it generally does not receive a placement fee.

This arrangement shifts much of the sourcing risk from the employer to the recruitment agency. Consequently, contingency recruitment is particularly attractive to companies that require external recruiting capacity without committing to retained search fees before candidates have been hired.

Recruitment Stage	Employer Payment	Agency Responsibility
Vacancy Briefing	Usually none	Understand role and candidate requirements
Candidate Sourcing	Usually none	Search databases and external talent pools
Candidate Screening	Usually none	Assess suitability and qualifications
Candidate Submission	Usually none	Present qualified candidates
Employer Interviews	Usually none	Coordinate recruitment process
Offer Negotiation	Usually none	Support candidate and employer
Successful Placement	Placement fee triggered according to contract	Complete placement process
Unsuccessful Search	Generally no placement fee	Agency absorbs search cost

Indicative Contingency Recruitment Fees

There is no universal statutory contingency percentage that every Turkish recruitment agency must charge. Fees are commercial terms negotiated between the agency and employer.

For budgeting purposes, however, a 15% to 25% range provides a useful 2026 market benchmark. Published recruitment pricing benchmarks place mainstream permanent contingency recruitment within this range, while specialist and difficult searches tend to command higher percentages.

Recruitment Category	Indicative 2026 Fee Range	Typical Pricing Position
Junior and Entry-Level Roles	15%–18%	Lower end
General Professional Roles	15%–20%	Lower to middle
Mid-Level Professional Roles	18%–22%	Middle
Technical and Specialist Roles	20%–25%	Middle to upper
Scarce-Skill Recruitment	22%–25%	Upper end
Executive Appointments	Often different commercial model	Retained search frequently preferred

These percentages should be treated as indicative commercial benchmarks rather than legally prescribed Turkish fee schedules.

Fee Calculation

Contingency recruitment fees are normally calculated by applying the negotiated percentage to an agreed definition of the candidate’s first-year compensation.

The exact compensation base matters. Some contracts calculate fees using annual gross base salary, while others may include guaranteed allowances, commissions, bonuses, or other contractual compensation.

Candidate Annual Compensation	15% Fee	20% Fee	25% Fee
TRY 600,000	TRY 90,000	TRY 120,000	TRY 150,000
TRY 900,000	TRY 135,000	TRY 180,000	TRY 225,000
TRY 1,200,000	TRY 180,000	TRY 240,000	TRY 300,000
TRY 1,800,000	TRY 270,000	TRY 360,000	TRY 450,000
TRY 2,400,000	TRY 360,000	TRY 480,000	TRY 600,000

Why Fees Increase for Specialist Recruitment

A higher contingency percentage does not simply reflect a higher salary. Recruitment difficulty substantially affects agency economics.

A recruiter working on a highly specialized engineering, technology, data, financial, manufacturing, or technical position may need to conduct direct candidate sourcing, competitor mapping, passive-candidate outreach, compensation benchmarking, and extensive qualification before producing a viable shortlist.

Because the agency may receive nothing if another recruiter or the employer fills the position first, difficult contingency searches carry greater commercial risk.

Pricing Factor	Likely Effect on Fee
Large Available Talent Pool	Lower
High Hiring Volume	Lower
Repeat Employer Relationship	Lower
Preferred Supplier Agreement	Lower
Exclusive Mandate	Potentially Negotiable
Scarce Technical Skills	Higher
Senior Candidate Level	Higher
Difficult Geographic Location	Higher
Urgent Recruitment Requirement	Higher
Extensive Candidate Assessment	Higher

Entry-Level and General Professional Recruitment

Junior administrative, commercial, customer-facing, and general professional vacancies generally sit toward the lower end of contingency pricing.

International 2026 benchmarks place lower-salary and higher-volume recruitment around 15% to 18%, with additional discounts sometimes available where employers commit significant hiring volume.

These assignments are generally easier to execute because candidate populations are larger and conventional sourcing channels can generate sufficient applicant volume.

Mid-Level and Specialist Recruitment

Mid-level professional and specialist recruitment typically moves toward approximately 18% to 22%, depending on scarcity and complexity.

Positions requiring specific technical expertise, industry knowledge, language capabilities, regulatory experience, or management responsibilities require greater recruiter involvement. Current 2026 pricing benchmarks place mainstream mid-level contingency recruitment around 17% to 22%.

Scarce-Skill Recruitment

Highly specialized searches can move toward the 22% to 25% end of the contingency spectrum.

Software engineering, cybersecurity, data-related positions, highly specialized industrial functions, and other constrained talent markets can justify premium pricing because recruiters must identify and approach passive candidates rather than rely predominantly on applicants. Broader 2026 recruitment pricing research similarly identifies technology and other difficult-to-fill specialties as areas where contingency fees move toward the upper end of standard ranges.

Contingency Versus Retained Search

Contingency recruitment should not automatically be used for every vacancy.

Once a search becomes sufficiently senior, confidential, strategically important, or difficult, retained executive search can provide stronger incentives for extensive market mapping and candidate assessment.

Hiring Requirement	Contingency Recruitment	Retained Search
Upfront Fee	Usually No	Yes
Payment Conditional on Hire	Generally Yes	No
Typical 2026 Fee Level	Approximately 15%–25%	Approximately 25%–35%
Multiple Agencies Possible	Yes	Usually No
Search Exclusivity	Optional	Usually Yes
Standard Professional Hiring	Strong Fit	Usually Unnecessary
Specialist Hiring	Strong to Moderate Fit	Strong Fit
Executive Hiring	Moderate Fit	Strong Fit
Confidential Leadership Search	Weak Fit	Strong Fit
Extensive Market Mapping	Variable	Usually Included

Published 2026 recruitment benchmarks place retained searches broadly around 25% to 35%, compared with approximately 15% to 25% for conventional contingency recruitment.

Replacement and Rebate Provisions

Employers should consider the replacement guarantee alongside the headline percentage.

Contingency agreements commonly provide a defined period after the candidate starts employment during which an early departure can trigger a replacement search, partial refund, or another contractual remedy.

Industry benchmarks commonly place these periods around 30 to 90 days, although some agreements extend further.

Contract Provision	Employer Consideration
Guarantee Duration	Length of post-placement protection
Free Replacement	Whether agency reruns search without another fee
Refund	Whether monetary reimbursement is available
Sliding Rebate	Whether refund decreases over time
Candidate Resignation	Whether guarantee applies
Employer Termination	Conditions under which protection applies
Redundancy	Frequently treated separately
Invoice Payment	Late payment may invalidate guarantees

Advantages and Limitations of Contingency Recruitment

The principal advantage is financial risk control. Employers can access external recruitment expertise without paying an initial search retainer.

The trade-off is agency commitment. Because contingency recruiters carry the cost of unsuccessful searches and frequently work several mandates simultaneously, they have commercial incentives to prioritize vacancies with the greatest probability of successful placement. This can make contingency recruitment less appropriate for unusually difficult or confidential searches.

Employer Perspective	Advantage	Potential Limitation
Upfront Cost	Minimal or zero	Agency carries search risk
Payment Risk	Fee tied to placement	Fee can be substantial
Speed	Competitive model can accelerate sourcing	May prioritize speed over depth
Supplier Choice	Multiple agencies can participate	Candidate duplication can occur
Specialist Search	Access to agency networks	Difficult searches may receive less attention
Flexibility	Easy to use for individual vacancies	Less dedicated than retained search

Negotiating Contingency Recruitment Fees in Turkey

Employers should negotiate the entire commercial agreement rather than concentrating exclusively on reducing the headline percentage.

The fee basis, payment trigger, candidate ownership period, guarantee provisions, duplicate candidate rules, exclusivity arrangements, replacement conditions, and volume discounts can materially change the actual economic value of the agreement.

Employers with predictable recruitment volumes can often seek preferred-supplier arrangements or tiered fees, while granting exclusivity on selected vacancies may justify stronger commercial terms because the agency faces less risk of losing the placement to a competing recruiter. Recruitment contract guidance in 2026 identifies exclusivity, hiring volume, and rapid employer decision-making as meaningful negotiating levers.

Negotiation Area	Employer Objective
Fee Percentage	Secure role-appropriate pricing
Compensation Definition	Prevent unexpected fee inflation
Volume Hiring	Obtain discounted percentage tiers
Exclusivity	Exchange commitment for improved terms
Candidate Ownership	Establish reasonable ownership period
Duplicate Candidates	Prevent competing agency fee disputes
Payment Trigger	Link invoice clearly to agreed placement event
Replacement Guarantee	Protect against early candidate departure
Rebate Terms	Define financial remedy
Expenses	Require advance approval for additional charges

4. Retained Executive Search in Turkey in 2026

Retained executive search represents the premium recruitment model used for senior leadership appointments in Turkey, particularly where confidentiality, market coverage, candidate quality, and the strategic consequences of a hiring decision justify a dedicated search mandate.

The model is particularly relevant for Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, Country Manager, General Manager, Vice President, board and other senior leadership appointments. International executive-search firms operating in Turkey, including Stanton Chase, explicitly describe their executive-search methodology as an exclusive retained process.

How Retained Executive Search Works

Unlike contingency recruitment, retained search is normally an exclusive engagement. The employer appoints one executive-search firm and commits part of the professional fee before a successful candidate has been hired.

In return, the search firm commits dedicated resources to defining the position, mapping the relevant executive market, identifying target organizations, approaching passive candidates, assessing prospective leaders and managing the appointment through completion.

Search Component	Retained Executive Search Approach
Agency Appointment	Normally exclusive
Initial Payment	Required
Market Mapping	Comprehensive
Passive Candidate Headhunting	Core component
Candidate Assessment	Extensive
Confidential Search	Strong suitability
Competitive Talent Mapping	Usually included
Shortlist Development	Structured and researched
Offer Negotiation	Usually supported
Replacement Protection	Commonly included under agreed conditions

Retained Executive Search Fees in 2026

For budgeting purposes, employers recruiting executives in Turkey can use approximately 25% to 35% of first-year compensation as a broad retained-search benchmark rather than a statutory Turkish fee schedule.

Current 2026 executive-search benchmarks generally place retained fees around 25% to 33% or 25% to 35%, with global firms commonly occupying the upper portion of the range.

Executive Search Category	Indicative Fee Range	Typical Application
Boutique Retained Search	20%–25%	Specialist and growth-company leadership
Senior Management Search	25%–30%	Director and senior functional leadership
Executive Search	25%–33%	VP, Country Manager and C-suite
Premium Global Search	Approximately 30%–33%+	C-suite, board and complex international mandates
Highly Complex Mandate	Up to approximately 35%	Confidential or exceptionally difficult searches

Actual Turkish quotations can differ by firm, position, sector, compensation level and search complexity. The percentages are commercial market benchmarks rather than regulated recruitment tariffs.

Executive Search Fee Calculation

The fee base must be clearly established in the engagement agreement. Executive-search fees are commonly calculated against first-year cash compensation, typically incorporating base salary and target or expected bonus. Treatment of equity, signing incentives, relocation benefits and other compensation varies between firms.

For an executive receiving TRY 3,600,000 in agreed first-year compensation:

Retained Fee Rate	Total Search Fee
25%	TRY 900,000
30%	TRY 1,080,000
33%	TRY 1,188,000
35%	TRY 1,260,000

At a negotiated 30% fee, the executive-search firm would therefore receive TRY 1,080,000 before any separately agreed taxes or reimbursable expenses.

The Three-Stage Retained Fee Model

A defining feature of retained executive search is staged payment.

The traditional structure divides the professional fee into approximately three equal installments. Current 2026 industry benchmarks continue to identify engagement, shortlist delivery and placement or offer acceptance as the principal payment milestones.

Payment Stage	Typical Share	Commercial Trigger	Search Activity
Engagement	One-third	Search agreement executed	Briefing, research and market mapping
Shortlist	One-third	Qualified shortlist delivered	Assessment and candidate qualification
Completion	One-third	Offer acceptance or agreed completion event	Appointment and offer management

Worked Example: TRY 3.6 Million Executive Package

Consider a Country Manager position carrying TRY 3,600,000 in first-year compensation and a negotiated retained-search rate of 30%.

The professional search fee equals TRY 1,080,000.

Using a conventional three-stage structure:

Milestone	Percentage of Search Fee	Illustrative Invoice
Engagement	33.3%	TRY 360,000
Shortlist Presentation	33.3%	TRY 360,000
Final Placement	33.3%	TRY 360,000
Total	100%	TRY 1,080,000

The engagement agreement should specify whether the initial calculations are based on estimated compensation and whether the final invoice is reconciled against the executive’s actual accepted package.

What Employers Receive for the Retainer

The economic rationale behind retained search is substantially different from simply purchasing candidate resumes.

The employer is paying for a structured search process designed to identify executives who may never respond to conventional job advertisements or actively apply for new positions.

Service	Typical Retained Search Scope
Position Definition	Leadership requirements and success profile
Market Research	Target company and competitor identification
Talent Mapping	Identification of relevant executives
Direct Headhunting	Confidential passive-candidate approaches
Candidate Assessment	Leadership and competency evaluation
Shortlisting	Curated executive candidate slate
Reference Checking	Usually available or included
Compensation Benchmarking	Often incorporated
Interview Management	Coordination and stakeholder support
Offer Negotiation	Executive closing support
Post-Placement Support	Depends on engagement agreement

Current retained-search providers describe market mapping, passive candidate outreach, screening, shortlist development, references and offer support as central elements of the retained model.

Why Executive Search Is Usually Exclusive

Exclusivity is one of the major differences between retained and contingency recruitment.

The employer generally appoints one search firm to represent the mandate rather than allowing several recruitment agencies to compete simultaneously. This enables the search partner to approach senior executives as an authorized representative of the employer and conduct systematic market coverage without competing recruiters contacting the same candidates.

Contingency Recruitment	Retained Executive Search
Frequently non-exclusive	Normally exclusive
Payment primarily on successful hire	Payments begin during search
Candidate matching oriented	Market-mapping oriented
Multiple recruiters possible	Dedicated search partner
Active and passive candidates	Strong emphasis on passive executives
Suitable for professional hiring	Designed for senior leadership
Lower employer upfront risk	Higher employer commitment
Speed often emphasized	Search depth emphasized

Current executive-search guidance consistently characterizes retained search as an exclusive model designed for senior, confidential and scarce-talent appointments.

Confidential Executive Replacement

Retained search becomes particularly valuable when an organization needs to replace an incumbent executive without publicly announcing the vacancy.

A search firm can discreetly map competitors, approach prospective candidates and control disclosure of the employer’s identity during early conversations. This makes the model suitable for succession planning, confidential leadership changes, market entry and strategically sensitive Country Manager appointments.

Executive Compensation Components

Employers should pay particular attention to the contractual definition of “first-year compensation.”

Current market practice most consistently includes base salary and target annual bonus. Other compensation components require explicit contractual treatment because firms differ in how they calculate them.

Compensation Component	Typical Fee Treatment
Gross Base Salary	Commonly included
Target Annual Bonus	Commonly included
Guaranteed Cash Allowances	Frequently included if contractual
Guaranteed Bonus	Frequently included
Signing Bonus	Contract dependent
Sales Incentives	Contract dependent
Equity	Varies considerably
Long-Term Incentives	Contract dependent
Relocation Package	Often separately treated
Company Vehicle	Contract dependent

Alternative Retained Fee Structures

The traditional one-third payment model remains prominent in 2026, but it is no longer the only structure available.

Some executive-search firms use fixed retainers, 50/50 arrangements, hybrid retained-contingency models or four-stage milestone structures. Current market analysis indicates that milestone-based and hybrid structures are becoming additional alternatives to the conventional three-installment model.

Commercial Structure	Typical Payment Pattern	Employer Use Case
Traditional Retained	One-third / one-third / one-third	Standard executive search
Fixed Retainer	Predetermined professional fee	Very highly compensated executives
50/50 Retained	Engagement and completion	Simplified billing
Four Milestones	25% per defined stage	Employers seeking deliverable-based billing
Hybrid Search	Smaller retainer plus success fee	Mid-market executive recruitment

Replacement Guarantees

Executive-search agreements frequently include a replacement guarantee if the appointed executive leaves within a defined period, although duration and eligibility vary considerably between firms.

Current providers show examples ranging from approximately 90 days to 6–12 months, demonstrating why employers should negotiate the guarantee explicitly rather than assume a standard duration.

Guarantee Provision	Employer Negotiation Focus
Guarantee Duration	Establish exact coverage period
Executive Resignation	Confirm whether replacement applies
Termination for Cause	Define eligibility
Redundancy	Determine whether excluded
Role Elimination	Determine treatment
Replacement Search	Confirm whether professional fee is waived
Search Expenses	Establish whether new expenses remain payable
Payment Compliance	Confirm whether late invoices void guarantee

When Retained Search Makes Commercial Sense

Retained executive search carries a substantially greater upfront commitment than contingency recruitment, but the comparison should consider the strategic importance and replacement cost of the executive rather than the recruitment percentage alone.

Hiring Situation	Retained Search Suitability
CEO Appointment	Very High
CFO Appointment	Very High
COO Appointment	Very High
Country Manager Appointment	Very High
Board Appointment	Very High
Functional Vice President	High
Confidential Executive Replacement	Very High
International Leadership Search	Very High
Scarce Senior Specialist	High
Standard Mid-Level Manager	Moderate
Junior Professional	Low
High-Volume Operational Hiring	Very Low

Key Commercial Considerations for Employers in Turkey

Organizations purchasing retained executive search services in Turkey in 2026 should negotiate more than the headline commission rate. Particular attention should be given to the fee base, exclusivity period, payment milestones, shortlist expectations, candidate assessment methodology, replacement guarantee, reimbursable expenses and circumstances under which the search can be terminated.

For senior appointments, a 25% to 35% budgeting range provides a practical broad benchmark, but the final commercial arrangement depends on the search firm and mandate. The defining characteristic of retained executive search is therefore not simply its higher fee: it is the employer’s purchase of an exclusive, research-intensive and dedicated search process for leadership positions where the cost of an unsuccessful appointment can substantially exceed the recruitment fee itself.

5. Flat-Fee Search Agreements in Turkey in 2026

Flat-fee recruitment agreements provide an alternative to the traditional percentage-of-salary model used by recruitment agencies in Turkey. Under this structure, the employer and recruitment agency agree on a predetermined fee for completing a specific hire or recruitment project, regardless of the candidate’s final negotiated salary.

The model is particularly relevant for employers conducting repeatable white-collar recruitment, standardized professional hiring, expansion projects, and mid-level recruitment where salaries fall within relatively predictable bands. The principal commercial advantage is cost certainty: an increase in the successful candidate’s salary does not automatically increase the recruitment agency’s invoice.

Current 2026 recruitment-market evidence confirms that fixed-fee recruitment is commonly structured as a fixed amount per hire, a fixed project fee covering multiple hires, or a recurring fixed retainer covering an agreed recruitment capacity.

How Flat-Fee Recruitment Works

Instead of applying a percentage to annual compensation, the recruitment agency prices the expected recruitment work before beginning the assignment.

The agency may consider candidate availability, seniority, specialization, geographic location, sourcing difficulty, expected advertising expenditure, interview requirements and hiring volume when determining the fixed amount.

Recruitment Stage	Flat-Fee Commercial Treatment	Employer Benefit
Vacancy Briefing	Scope agreed in advance	Clear requirements
Search Pricing	Fixed price established	Budget certainty
Candidate Sourcing	Included according to scope	No salary-linked increase
Screening	Usually included	Predictable service level
Shortlisting	Included according to agreement	Defined deliverable
Interviews	Employer conducts final selection	Controlled hiring decision
Successful Hire	Agreed fee becomes payable according to contract	Known cost
Replacement	Contract dependent	Additional protection

The defining feature is therefore not when payment occurs but how the price is determined. A flat-fee agreement can still operate on a success-only basis, while other fixed-price engagements require an upfront or milestone payment.

Indicative Flat-Fee Recruitment Pricing

There is no statutory fixed-fee tariff for recruitment agencies in Turkey. Prices are commercially negotiated between the employer and recruitment provider.

Across the wider 2026 recruitment market, published comparisons place one-off flat-fee recruitment broadly around USD 5,000 to USD 20,000 per placement, although lower-cost providers and substantially more expensive specialist assignments also exist. Another current benchmark places common flat fees around USD 3,000 to USD 15,000.

Consequently, USD 5,000 to USD 20,000, or an agreed TRY equivalent, can be used as a broad planning benchmark rather than a Turkey-specific regulated price range.

Recruitment Requirement	Indicative Flat-Fee Position	Pricing Driver
Entry-Level White-Collar	Lower	Large candidate availability
Standard Professional	Lower to Middle	Predictable sourcing
Mid-Level Professional	Middle	Greater screening requirements
Specialist Professional	Middle to High	Scarcer candidate pool
Difficult Technical Hire	High	Direct sourcing and headhunting
Multiple Similar Hires	Negotiated Volume Rate	Economies of scale
Senior Executive	Usually separately quoted	Greater search complexity

Flat Fee Versus Percentage-Based Recruitment

The economic difference becomes more significant as candidate compensation increases.

Assume an employer negotiates a TRY 300,000 fixed recruitment fee. Under a conventional 20% contingency agreement, the recruitment cost rises automatically with salary.

Annual Gross Compensation	Flat Fee	20% Contingency Fee	Difference
TRY 900,000	TRY 300,000	TRY 180,000	Flat fee costs TRY 120,000 more
TRY 1,200,000	TRY 300,000	TRY 240,000	Flat fee costs TRY 60,000 more
TRY 1,500,000	TRY 300,000	TRY 300,000	Equal
TRY 1,800,000	TRY 300,000	TRY 360,000	Flat fee saves TRY 60,000
TRY 2,400,000	TRY 300,000	TRY 480,000	Flat fee saves TRY 180,000
TRY 3,000,000	TRY 300,000	TRY 600,000	Flat fee saves TRY 300,000

This illustrates why fixed-price recruitment can become particularly attractive when employers know the likely search effort but salaries vary substantially.

Budget Predictability

Cost predictability is the principal advantage of the flat-fee model.

Under percentage-based recruitment, a candidate negotiating a higher salary can increase both payroll expenditure and the recruitment fee. Flat-fee agreements remove this relationship.

Current fixed-price providers explicitly market this characteristic as a major benefit: the recruitment charge is established before the search and remains unchanged regardless of the final candidate salary.

Commercial Factor	Flat Fee	Percentage Fee
Fee Known Before Search	Yes	Approximate
Linked to Candidate Salary	No	Yes
Salary Increase Raises Fee	No	Yes
Budget Forecasting	Strong	Moderate
High-Salary Hire Economics	Potentially Attractive	Increasingly Expensive
Low-Salary Hire Economics	May Be Less Attractive	Often More Proportionate

High-Volume Recruitment

Flat-fee agreements can be particularly effective for employers recruiting multiple employees into similar positions.

Rather than negotiating an independent percentage commission for every employee, the employer can establish a fixed cost per successful hire or negotiate an entire recruitment project covering a specified hiring target.

Published 2026 recruitment analysis identifies high-volume and standardized hiring as one of the strongest use cases for flat-fee arrangements.

Hiring Volume	Possible Commercial Structure
Single Hire	Fixed fee per placement
2–5 Similar Hires	Fixed fee with volume discount
5–20 Hires	Tiered cost per hire
Large Recruitment Campaign	Project-based fixed fee
Continuous Hiring	Monthly recruitment retainer
Predictable Annual Hiring	Annual preferred-supplier agreement

Project-Based Flat Fees

Employers expanding a department, opening a Turkish operation or recruiting an entire functional team can negotiate a single project price.

For example, an organization seeking 15 sales professionals could agree on one total recruitment budget covering sourcing, screening and candidate presentation rather than paying an independent percentage commission against every employee’s salary.

Current recruitment pricing models explicitly recognize project flat fees as a distinct structure covering a predetermined number of hires over a defined period.

When Flat-Fee Recruitment Works Best

Flat pricing works most effectively where the agency can reasonably predict how much work will be required.

Hiring Scenario	Flat-Fee Suitability
Standardized White-Collar Hiring	Very High
Repeated Sales Recruitment	Very High
Administrative Recruitment	High
Customer Service Hiring	Very High
Junior Professional Hiring	High
Mid-Level Professional Hiring	High
Multiple Similar Vacancies	Very High
Predictable Expansion Program	Very High
Scarce Technical Specialist	Moderate
Confidential Executive Search	Low
Board Appointment	Low
C-Suite Search	Low

When Flat Fees May Be Less Suitable

The model becomes less attractive when the recruiter cannot accurately predict search complexity.

A highly specialized engineering appointment, exceptionally scarce technical position, confidential senior-management replacement or C-suite search may require months of market mapping and direct executive approaches. Percentage-based contingency or retained-search arrangements can better align the agency’s compensation with the complexity and commercial risk of these assignments.

Published 2026 recruitment guidance similarly identifies standardized and high-volume positions as strong flat-fee candidates while noting that senior searches can be less suitable because agency effort and accountability increase substantially.

Flat-Fee Recruitment Service Levels

Employers should establish precisely what the quoted fixed price includes. A low headline fee can become less attractive if advertising, assessment, reference checking or replacement services are charged separately.

Current fixed-fee providers demonstrate that comprehensive arrangements can include advertising, screening, first-round interviews, shortlist preparation, offer support and replacement protection within the agreed price.

Service Component	Recommended Contract Treatment
Vacancy Consultation	Included
Job Advertising	Define whether included
Database Search	Included
Direct Candidate Sourcing	Included where required
Candidate Screening	Included
Shortlist Preparation	Included
Interview Coordination	Included
Reference Checking	Specify explicitly
Offer Support	Included
Background Checks	Specify separately
Replacement Guarantee	Define duration
Additional Advertising	Require prior approval

Payment Structures

A flat fee does not necessarily mean the entire amount is paid only after a successful placement.

Different agencies can structure payment differently.

Flat-Fee Model	Payment Mechanism	Employer Risk
Success Flat Fee	Entire fee after successful hire	Low
Engagement Plus Success	Smaller upfront fee plus completion fee	Low to Medium
Milestone Flat Fee	Payments tied to defined deliverables	Medium
Project Fee	Payments across recruitment project	Medium
Monthly Fixed Retainer	Recurring payment for recruitment capacity	Medium
Prepaid Recruitment Package	Upfront purchase covering multiple hires	Higher

Current market examples demonstrate both success-based fixed fees and arrangements combining an engagement payment with a fixed completion fee.

Replacement Guarantees

Employers should also negotiate post-placement protection.

Flat-fee providers may offer a replacement search or rebate when a successful candidate leaves during an agreed guarantee period. Current providers demonstrate examples of 60-day and 90-day replacement or rebate arrangements, although there is no universal period applicable to all recruitment agreements.

Guarantee Provision	Employer Negotiation Objective
Guarantee Period	Establish exact number of days
Candidate Resignation	Confirm coverage
Employer Termination	Define qualifying circumstances
Free Replacement	Specify whether additional fee applies
Refund	Establish whether available
Sliding Rebate	Define percentage by departure date
Replacement Deadline	Establish agency response period

Flat-Fee Recruitment Versus Other Agency Models

Commercial Model	Pricing Basis	Best Application	Cost Predictability
Contingency	Percentage of salary	General professional recruitment	Medium
Flat Fee	Predetermined amount	Repeatable and standardized hiring	Very High
Retained Search	Percentage or agreed retainer	Executive recruitment	High
Project Recruitment	Fixed project budget	Multiple related vacancies	Very High
Monthly Retainer	Fixed recurring fee	Continuous recruitment	Very High
Temporary Staffing	Workforce charge or markup	Flexible staffing	Medium

Commercial Considerations for Turkish Employers

For Turkish employers, flat-fee recruitment can be particularly useful when hiring volumes and salary bands are predictable. It also removes the possibility that the recruitment agency’s fee automatically rises when an employer improves a candidate’s compensation offer.

However, employers should avoid evaluating fixed-fee agreements solely on price. Search methodology, candidate quality, replacement protection, candidate ownership, exclusivity, time-to-shortlist expectations and included services determine whether the arrangement delivers genuine value.

A well-designed flat-fee agreement should therefore define the exact fee, number and type of vacancies covered, payment trigger, sourcing scope, candidate ownership period, replacement guarantee, service-level expectations and any additional expenses before recruitment begins.

6. Staffing and Temporary Workforce Markups in Turkey in 2026

Temporary staffing in Turkey provides employers with an alternative to permanent recruitment when workforce demand is temporary, seasonal, project-based or otherwise legally eligible for a temporary employment relationship.

Major staffing providers operating in Turkey offer temporary placement and payroll-related workforce solutions for circumstances such as seasonal fluctuations and short-term staffing shortages.

Unlike permanent recruitment, where an agency generally receives a one-time placement fee, temporary staffing generates recurring revenue through a bill rate charged for the worker during the assignment.

Workforce Model	Agency Revenue Structure	Typical Application
Permanent Recruitment	One-time placement fee	Permanent employees
Temporary Staffing	Recurring bill-rate markup	Temporary workforce requirements
Contract Staffing	Recurring hourly or daily charge	Professional and project talent
Payroll Outsourcing	Administration/service charge	Employer payroll administration
Temp-to-Permanent	Staffing markup plus possible conversion fee	Trial-to-permanent recruitment

How Staffing Markups Work

The commercial structure normally starts with the direct employment cost of the temporary worker. The staffing provider then establishes a client bill rate that incorporates employment-related costs and its service charge.

The difference between the underlying worker cost and client billing should not automatically be interpreted as agency profit. Staffing-sector pricing research shows that the spread must fund employer-side payroll costs, insurance or benefits where applicable, recruitment expenditure, administration, compliance infrastructure and agency operating margin.

Bill-Rate Component	Commercial Purpose
Gross Worker Compensation	Pays the temporary worker
Employer Payroll Costs	Covers statutory employer obligations
Employee Benefits	Covers applicable employment benefits
Recruitment Costs	Funds sourcing and screening
Payroll Administration	Covers payroll processing
Compliance Administration	Supports employment compliance
Onboarding	Covers worker administration
Agency Overhead	Supports staffing operations
Agency Margin	Provides commercial return

Indicative Staffing Markups

A Turkey-specific universal 20% to 35% markup should not be presented as a statutory or independently established national tariff. Staffing companies negotiate commercial rates individually, and publicly available Turkish providers generally do not publish standardized markup schedules.

For context, broader 2026 staffing benchmarks commonly show temporary and contract staffing markups starting around 20% to 25% and extending considerably higher depending on occupation and risk. One current benchmark reports approximately 25% to 40% for contract roles, while broader staffing studies place temporary and contract markups between approximately 20% and 75%.

Accordingly, a 20% to 35% range may be useful as an illustrative negotiating assumption for some lower-complexity Turkish assignments, but employers should obtain actual quotations rather than treat it as a standard Turkish market rate.

Workforce Requirement	Expected Markup Pressure	Primary Driver
High-Volume General Staffing	Lower	Scale and candidate availability
Administrative Staffing	Lower	Larger talent pools
Seasonal Workforce	Lower to Moderate	Volume and assignment duration
Skilled Industrial Workforce	Moderate	Skill scarcity
Technical Contractors	Moderate to High	Specialized expertise
IT Contractors	Moderate to High	Talent scarcity and compensation
Highly Specialized Contractors	High	Limited candidate availability

Illustrative Bill-Rate Calculation

Suppose the complete direct employment cost of a temporary worker is TRY 1,000 per day.

Illustrative Markup	Client Daily Bill Rate	Agency Spread Before Relevant Costs
20%	TRY 1,200	TRY 200
25%	TRY 1,250	TRY 250
30%	TRY 1,300	TRY 300
35%	TRY 1,350	TRY 350
40%	TRY 1,400	TRY 400

However, the precise calculation methodology must be established contractually. Some staffing providers quote markups against worker pay, while others construct the client bill rate from total employment cost plus a service component.

Employers should therefore establish exactly what the percentage is being applied to before comparing competing staffing proposals.

Markup Versus Gross Margin

Markup and gross margin are different financial measures.

For example, adding a 30% markup to TRY 1,000 produces a TRY 1,300 bill rate. The TRY 300 spread represents approximately 23.1% of the resulting revenue rather than a 30% gross margin.

Staffing-sector guidance specifically warns against treating markup and margin as interchangeable concepts.

Metric	Calculation Basis	Commercial Meaning
Worker Cost	Employment cost	Cost of supplying worker
Markup	Added to defined cost base	Determines additional billing
Bill Rate	Cost base plus markup	Amount invoiced to client
Spread	Bill rate minus defined cost	Revenue available before other costs
Gross Margin	Gross profit divided by revenue	Measures staffing profitability

What the Staffing Fee Covers

The client is purchasing considerably more than candidate sourcing.

Under an authorized temporary employment relationship in Turkey, the private employment agency is the employer of the temporary worker. The agency and client must execute a written temporary-worker supply agreement, which includes matters such as assignment dates, nature of the work and the agency’s service fee.

Agency Responsibility	Typical Commercial Relevance
Candidate Sourcing	Included within staffing economics
Candidate Screening	Included according to service scope
Employment Contract	Agency-side responsibility
Payroll Administration	Recurring operational responsibility
Employment Records	Agency administration
Regulatory Compliance	Core service component
Workforce Coordination	Depends on SLA
Replacement Staffing	Contract dependent
Client Reporting	Contract dependent

Important Correction: There Is No General 24-Month Maximum

The proposition that temporary staffing assignments in Turkey generally run for up to a statutory maximum of 24 months is inaccurate.

Turkey imposes considerably more specific restrictions depending on why the temporary employment relationship is being established.

Official labor guidance states that temporary worker supply agreements can generally be established for a maximum of four months in several permitted circumstances and renewed no more than twice, subject to an overall eight-month limit. An important exception applies to certain unpredictable increases in production capacity, where agreements can be established for up to six months and renewed up to twice. Other legally defined circumstances have different duration rules.

Permitted Situation	General Duration Framework
Certain Employee Absences	Duration of qualifying circumstances
Seasonal Agricultural Work	No specified duration limit under this rule
Domestic Services	No specified duration limit under this rule
Certain Other Permitted Cases	Up to 4 months initially
Eligible Renewals	Generally up to 8 months overall
Unpredictable Production Increase	Up to 6 months with permitted renewals
Seasonal Business Increase	Special restrictions apply

This distinction is important for multinational employers accustomed to staffing regimes where contractors can remain continuously assigned for substantially longer periods.

Restrictions on Temporary Staffing

Temporary employment relationships cannot simply be established whenever an employer prefers a more flexible workforce model.

Turkish labor legislation identifies circumstances in which temporary employment relationships are permitted and also imposes explicit prohibitions.

Official government guidance states that temporary employment relationships cannot be established in public institutions, underground mining workplaces, during certain strike or lockout situations, or for eight months following collective redundancies at the workplace.

Compliance Question	Employer Consideration
Is temporary staffing legally permitted?	Confirm qualifying statutory circumstances
Is the staffing provider authorized?	Verify temporary employment authority
What is the maximum assignment duration?	Determine applicable statutory category
Can the agreement be renewed?	Check category-specific renewal limits
Is the workplace subject to restrictions?	Check statutory prohibitions
Who employs the worker?	Authorized agency is generally the employer

Authorized Temporary Employment Agencies

Temporary staffing also requires more than ordinary recruitment authorization.

Turkey’s regulatory framework requires the private employment agency to hold specific authority to establish temporary employment relationships. That authorization is itself valid for three years and can be renewed in three-year periods where the statutory requirements continue to be satisfied.

Employers purchasing temporary staffing services should therefore verify the provider’s appropriate authorization rather than assuming that every recruitment agency can legally supply temporary workers.

High-Volume and Seasonal Staffing

Where legally permitted, temporary staffing can be commercially useful for employers facing fluctuating labor requirements.

Large recruitment volumes generally create stronger negotiating leverage because agencies can spread sourcing, administration and account-management costs across a larger workforce.

Commercial Factor	Likely Effect on Negotiated Markup
Large Worker Volume	Downward
Long Predictable Assignment	Downward
Repeat Staffing Requirements	Downward
Preferred Supplier Status	Downward
Easy-to-Source Workforce	Downward
Difficult Location	Upward
Scarce Skills	Upward
Intensive Screening	Upward
Specialized Compliance	Upward
Short Urgent Assignment	Upward

IT and Professional Contract Staffing

Professional and technology contractors typically command different economics from high-volume operational workers.

Higher compensation, limited candidate supply and specialist sourcing requirements can push bill rates and markups upward. Broader 2026 staffing benchmarks similarly show specialized and difficult-to-fill contract positions carrying substantially higher markups than standard administrative or light-industrial staffing.

Employers should therefore avoid applying one company-wide markup assumption across operational, engineering and technology staffing.

Temporary-to-Permanent Conversion Fees

Some staffing agreements contain conversion provisions when a client decides to hire a temporary worker permanently.

The employer may pay a conversion fee in addition to the staffing charges already incurred, although some agreements reduce the conversion charge as the temporary assignment becomes longer. Temporary-to-permanent conversion charges are a recognized component of contemporary staffing pricing structures.

Conversion Clause	Employer Negotiation Objective
Conversion Fee	Establish exact calculation
Qualifying Period	Define when conversion rules apply
Fee Reduction	Negotiate reduction over assignment duration
Free Conversion Point	Establish whether fee eventually reaches zero
Candidate Ownership	Define duration clearly
Direct Hire	Prevent unexpected duplicate charges

Staffing Service Level Agreements

The staffing markup should be evaluated alongside the operational service levels supplied by the agency.

SLA Metric	Employer Objective
Candidate Submission Time	Rapid response to workforce demand
Worker Fill Rate	Maintain required staffing levels
Worker Attendance	Minimize operational disruption
Replacement Time	Quickly replace unavailable workers
Payroll Accuracy	Prevent employee payment problems
Compliance Documentation	Maintain auditable records
Account Reporting	Track headcount and expenditure
Invoice Accuracy	Prevent billing discrepancies
Escalation Response	Resolve workforce problems quickly

Temporary Staffing Cost Comparison Matrix

Commercial Model	Pricing Mechanism	Employer Cost Predictability	Best Application
Contingency Recruitment	Percentage of annual salary	Medium	Permanent professional hiring
Flat-Fee Recruitment	Fixed amount per hire	Very High	Repeatable permanent hiring
Retained Search	Retained professional fee	High	Executive recruitment
Temporary Staffing	Recurring bill rate	High	Flexible workforce requirements
Contract Staffing	Hourly or daily bill rate	High	Project and specialist talent
Payroll Outsourcing	Service fee	High	Workforce administration

Key Commercial Considerations for Employers

Employers evaluating temporary staffing providers in Turkey in 2026 should compare the complete bill-rate structure rather than simply choosing the agency quoting the lowest markup.

The commercial review should establish the worker’s compensation, statutory employment costs, markup calculation base, overtime treatment, benefits, recruitment expenses, payroll administration, replacement obligations, conversion fees and any additional service charges.

Most importantly, staffing pricing and legal eligibility should be assessed together. A commercially attractive markup does not make an assignment compliant if the proposed temporary employment relationship exceeds Turkey’s statutory duration rules or falls outside the circumstances in which temporary staffing is permitted.

7. Recruitment Process Outsourcing and Recruitment as a Service in Turkey in 2026

Recruitment Process Outsourcing, commonly known as RPO, provides Turkish and international employers with an alternative to repeatedly purchasing individual placements from recruitment agencies.

The model is particularly relevant for organizations undertaking sustained hiring programs, establishing new operations, expanding technology or engineering teams, opening shared-service functions, or recruiting across several departments simultaneously.

Under a full RPO engagement, an external provider can assume responsibility for most or all of the recruitment lifecycle, including sourcing, screening, interview coordination, offer management, reporting, recruitment technology and talent-pipeline development. RPO can also be limited to one function, business unit or defined hiring project.

How RPO Differs from Traditional Recruitment Agencies

Traditional contingency agencies are principally compensated for individual placements. RPO providers are generally compensated for delivering recruitment capacity, processes and outcomes across a broader hiring program.

Commercial Characteristic	Traditional Agency	RPO
Primary Objective	Fill individual vacancies	Operate recruitment processes
Commercial Scope	Vacancy-by-vacancy	Department, project or enterprise
Recruiter Integration	External supplier	Embedded or integrated team
Recruitment Technology	Agency systems	Can integrate with employer systems
Employer Branding	Limited	Frequently incorporated
Reporting	Placement-focused	Program and KPI-focused
Talent Pool Development	Variable	Strategic component
Best Hiring Pattern	Occasional vacancies	Sustained or large-scale hiring
Pricing	Placement fee	Management, per-hire or hybrid pricing

Common RPO Engagement Structures

RPO is not a single standardized service. Employers can outsource the entire talent acquisition operation or selected components.

RPO Structure	Scope	Typical Application
Enterprise RPO	Most recruitment functions	Large organizations
End-to-End RPO	Complete hiring lifecycle	Companies outsourcing recruitment
Project RPO	Defined hiring project	Expansion or new business launch
Function-Based RPO	One department or function	Engineering, sales or operations
On-Demand RPO	Temporary recruitment capacity	Sudden hiring increases
Embedded RPO	Dedicated external recruiters	Scaling companies

Established RPO frameworks recognize end-to-end, project or function-based, and on-demand engagements as common operating structures.

RPO Pricing Models in 2026

RPO pricing is considerably more flexible than traditional agency recruitment.

Current 2026 market evidence identifies management fees, cost-per-hire pricing and hybrid arrangements as the principal commercial models. Some enterprise programs also use fixed costs per dedicated recruiter or transaction-based structures.

Pricing Model	Commercial Structure	Best Application
Management Fee	Fixed recurring fee	Continuous recruitment
Cost per Hire	Fixed amount per completed hire	Variable hiring volumes
Cost per Resource	Monthly fee per dedicated recruiter	Embedded recruitment
Hybrid	Monthly baseline plus reduced per-hire fee	Sustained mixed-volume hiring
Project Fee	Fixed fee for defined hiring campaign	Expansion projects
Transaction-Based	Charges for specified activities	Selective outsourcing

Management Fee RPO

Under the management-fee model, the employer pays a predictable recurring amount for an agreed level of recruitment capacity.

The fee can fund dedicated recruiters, sourcing resources, account management, reporting, technology and other infrastructure required to operate the recruitment program.

Current 2026 international benchmarks place embedded RPO recruiters broadly around USD 8,000 to USD 15,000 per recruiter per month, although pricing varies considerably by country, delivery location, recruiter seniority and scope.

For Turkey, these figures should be treated as international budgeting references rather than standardized Turkish prices. Local delivery economics can differ substantially.

Hybrid RPO Pricing

Hybrid pricing combines a fixed management fee with a variable fee connected to hiring output.

This arrangement provides the RPO provider with baseline revenue to maintain dedicated recruitment infrastructure while retaining a performance incentive tied to successful hiring.

Hybrid Cost Component	Purpose
Monthly Management Fee	Funds dedicated recruitment capacity
Recruiter Resources	Supports embedded recruiters
Technology	Supports sourcing and recruitment systems
Account Management	Provides governance
Per-Hire Fee	Links part of payment to results
Additional Services	Covers separately agreed activities

Hybrid arrangements are increasingly common because they distribute hiring-volume risk between the employer and RPO provider.

Percentage-Based RPO Fees

Some RPO arrangements retain a percentage-of-salary component, particularly when the provider combines embedded recruitment with performance-based compensation.

However, the proposed 6% to 10% range should not be presented as a universal Turkish RPO rate.

Published market evidence shows considerably wider variation. One current RPO pricing source places percentage-based RPO around 8% to 18% of annual base salary, while another subscription-to-RPO provider indicates approximately 7% to 9% of total compensation for its full RPO offering.

Commercial Structure	Indicative Market Position
Traditional Contingency Agency	Approximately 15%–30%
Percentage-Based RPO	Often below traditional agency pricing
Example Full RPO Model	Approximately 7%–9%
Other Percentage RPO Models	Approximately 8%–18%
Fixed RPO	Negotiated monthly amount
Hybrid RPO	Lower baseline plus reduced success fee

These figures are commercial benchmarks rather than regulated Turkish fee schedules.

Why RPO Can Reduce Cost per Hire

RPO becomes economically attractive when an organization hires often enough to spread fixed recruitment infrastructure across many appointments.

For example, paying a conventional agency 20% for 30 separate hires can become significantly more expensive than funding dedicated recruiters capable of filling those positions continuously.

Current 2026 RPO benchmarking estimates typical per-hire costs around USD 3,000 to USD 10,000 and embedded recruitment resources around USD 8,000 to USD 15,000 monthly. One market analysis estimates that RPO begins becoming economically competitive with contingency agencies at sustained volumes of approximately 15 to 25 hires annually, although the actual break-even point depends heavily on salaries and role complexity.

Recruitment as a Service

Recruitment as a Service, or RaaS, applies a subscription-oriented commercial model to recruitment.

Instead of purchasing individual candidate placements, the employer subscribes to a defined amount of recruitment capacity for a monthly or recurring fee.

The provider can function as an extension of the employer’s HR department, providing sourcing, screening, pipeline management, candidate communication and interview coordination.

RaaS Characteristic	Typical Structure
Payment	Recurring subscription
Recruiter Capacity	Defined by service tier
Vacancy Coverage	Multiple concurrent roles possible
Sourcing	Included
Screening	Usually included
Candidate Management	Usually included
Interview Coordination	Frequently included
Employer Branding	Provider dependent
Placement Fees	May or may not apply
Contract Commitment	Monthly or defined subscription term

RaaS Does Not Always Eliminate Placement Fees

An important qualification applies to the claim that RaaS subscriptions eliminate individual placement fees entirely.

Some providers do operate precisely this way. For example, current subscription recruitment services explicitly offer recurring recruiting support without placement fees.

Other RaaS providers combine a subscription fee with a smaller success or closing fee. One current provider, for example, uses a subscription plus a successful-hire fee and estimates the combined cost at approximately 11% of compensation.

Therefore, RaaS should be understood as a subscription-oriented recruitment model rather than automatically as a zero-placement-fee model.

RaaS Pricing Variation	Monthly Fee	Per-Hire Fee
Pure Subscription	Yes	None
Subscription Plus Success	Yes	Yes
Recruiter Capacity Subscription	Yes	None or limited
Tiered Subscription	Yes	Depends on plan
Hybrid RaaS	Yes	Reduced success fee

RPO Versus RaaS

The two models overlap, but their commercial positioning is different.

RPO generally involves deeper process ownership, governance and integration with the employer’s talent acquisition infrastructure. RaaS usually emphasizes flexible recruiter capacity delivered through a subscription.

Feature	RPO	RaaS
Commercial Model	Management, per-hire or hybrid	Subscription-oriented
Process Ownership	High	Moderate to High
Dedicated Recruiters	Common	Common
ATS Integration	Frequently included	Provider dependent
Recruitment Transformation	Possible	Usually limited
Long-Term Commitment	Common	Generally more flexible
Enterprise Governance	Strong	Usually lighter
Multiple Concurrent Roles	Yes	Yes
Scalability	High	High
Best Application	Strategic recruitment outsourcing	Flexible recruiting capacity

RaaS for Technology and Growth Companies

Subscription recruitment can be particularly attractive to technology companies and rapidly growing employers hiring software engineers, product professionals, sales employees, customer-success teams and other recurring white-collar positions.

Instead of paying a 15% to 25% agency commission whenever an employee is hired, the organization purchases recruiter capacity.

The economics improve as recruiter utilization rises.

Monthly Hiring Requirement	Likely Model Suitability
1 Occasional Vacancy	Contingency Agency
2–3 Recurring Vacancies	RaaS or Agency
4–10 Concurrent Vacancies	RaaS or Project RPO
10–30 Active Vacancies	Embedded or Hybrid RPO
Large Continuous Program	Enterprise RPO

The exact break-even point depends on salaries, subscription price, recruiter productivity and vacancy difficulty.

Scaling an Engineering Center in Turkey

A company establishing an engineering center in Istanbul or Ankara provides a strong example of where RPO or RaaS can be commercially attractive.

Hiring dozens of software engineers individually through contingency agencies can produce substantial percentage-based recruitment expenditure. An embedded recruitment team can instead continuously source across software engineering, DevOps, data, cybersecurity, product and technical management vacancies.

Scaling Requirement	Suitable Recruitment Solution
5 Specialist Hires	Contingency or RaaS
15 Engineering Hires	RaaS or Project RPO
30+ Engineering Hires	Project or Embedded RPO
Continuous Technology Hiring	Embedded RPO
Entire New Technology Center	Project or Enterprise RPO
C-Suite Technology Leadership	Retained Executive Search

Services Included in RPO Agreements

The scope of an RPO contract can extend considerably beyond candidate sourcing.

Service Component	Typical RPO Coverage
Workforce Planning	Available
Vacancy Intake	Included
Job Description Development	Often included
Candidate Sourcing	Included
Talent Pooling	Included
Screening	Included
Interview Coordination	Included
Assessment Administration	Often included
Offer Management	Included
Recruitment Analytics	Included
Recruitment Technology	Frequently included
Employer Branding	Frequently available
Agency Management	Available
Process Optimization	Enterprise RPO
Compliance Reporting	Contract dependent

RPO buyer guidance identifies sourcing, technology, reporting, employer marketing and broader recruitment infrastructure as potential components of the outsourced model.

RPO and RaaS Service Level Agreements

Because employers are purchasing recruitment capacity rather than isolated placements, measurable service levels become particularly important.

SLA Metric	Example Measurement
Time to First Candidates	Days from vacancy activation
Time to Shortlist	Days to qualified shortlist
Time to Fill	Days from requisition to acceptance
Hiring Volume	Completed hires per period
Interview-to-Hire Ratio	Recruitment funnel efficiency
Offer Acceptance Rate	Percentage of accepted offers
Candidate Dropout Rate	Funnel attrition
Hiring Manager Satisfaction	Internal stakeholder score
Candidate Experience	Candidate satisfaction measurement
Recruiter Capacity	Active requisitions per recruiter
Compliance	Required documentation completion

Choosing Between Agency, RaaS and RPO

Employer Requirement	Recommended Model
Occasional Professional Hire	Contingency Recruitment
Predictable Single Hire	Flat-Fee Recruitment
C-Suite Appointment	Retained Executive Search
Several Concurrent Vacancies	RaaS
Unpredictable Growth Hiring	RaaS
Department Expansion	Project RPO
Continuous High-Volume Hiring	Embedded RPO
Entire Talent Acquisition Function	Enterprise RPO
Temporary Workforce	Temporary Staffing
Confidential Executive Replacement	Retained Search

Commercial Considerations for Turkish Employers

Employers evaluating RPO or RaaS in Turkey in 2026 should avoid assuming that either model has a standardized percentage fee. Pricing depends on hiring volume, role complexity, recruitment scope, technology requirements, service levels, recruiter seniority and the degree of process ownership transferred to the provider.

RPO contracts should clearly identify the management fee, dedicated recruiter capacity, per-hire charges where applicable, technology costs, third-party expenses, minimum hiring commitments, service-level targets, reporting requirements and mechanisms for scaling the recruitment team up or down.

RaaS agreements require similar scrutiny. Employers should determine whether the subscription covers unlimited placements, a defined number of active vacancies, recruiter hours, role credits or sourcing capacity, and whether any closing fee remains payable.

For employers with sustained hiring demand in Turkey, both models can materially reduce dependence on traditional percentage-based agency recruitment. RPO is generally better suited to organizations seeking deeper outsourcing and process ownership, while RaaS offers a lighter and potentially more flexible approach for businesses primarily seeking predictable access to dedicated recruitment capacity.

8. Service Level Agreements, Timelines, and Performance Metrics for Recruitment Agencies in Turkey in 2026

Service Level Agreements are increasingly important within recruitment agency master service agreements because they convert general promises such as “fast hiring” or “high-quality candidates” into measurable delivery obligations.

For employers in Turkey, an effective recruitment SLA can establish expectations for vacancy intake, candidate submission, shortlist quality, interview coordination, employer feedback, offer management, replacement support, reporting, and escalation.

The appropriate targets should vary according to role complexity. A five-day shortlist may be realistic for a frequently recruited professional position but inappropriate for a confidential C-suite mandate requiring comprehensive market mapping.

Core Recruitment SLA Framework

SLA Stage	Practical Performance Target	Primary Deliverable
Vacancy Acknowledgement	Same or next business day	Confirmation of recruitment assignment
Intake and Calibration	1–2 business days	Finalized candidate specification
Initial Candidate Submission	Role dependent	Qualified candidate profiles
Qualified Shortlist	Approximately 1–3 weeks for many professional searches	Vetted candidate slate
Interview Coordination	1–3 business days after selection	Confirmed interview schedule
Candidate Feedback	1–2 business days	Candidate communication
Offer Management	Immediate after approval	Negotiation and acceptance support
Replacement Response	Contract dependent	Replacement search activation
Recruitment Reporting	Weekly or agreed cadence	Pipeline and performance report

Time-to-Shortlist

Time-to-shortlist measures the period between formal activation of a vacancy and presentation of a qualified candidate slate.

It should not be confused with time-to-first-profile. An agency can submit one candidate very quickly without having completed sufficient market coverage to produce a genuine shortlist.

For example, Turkey-focused recruitment provider Gini Talent states that it normally presents the first qualified shortlist within days rather than weeks for most roles, while emphasizing that seniority and market scarcity affect delivery time.

This supports using aggressive shortlist SLAs for certain specialist recruitment assignments, but there is insufficient evidence to establish five business days as a universal Turkey-wide industry average.

Recruitment Category	Illustrative Time-to-Shortlist Target	Complexity
High-Volume Operational	3–7 business days	Low
General White-Collar	5–10 business days	Low to Moderate
Professional	7–14 calendar days	Moderate
Specialist Technical	1–3 weeks	Moderate to High
Scarce Technology Talent	1–3 weeks	High
Senior Management	2–4 weeks	High
Executive Search	3–5+ weeks	Very High

These ranges are best treated as procurement and SLA planning targets rather than statutory or verified Turkey-wide averages.

What Constitutes a Qualified Shortlist

Speed alone is a poor measure of recruitment performance.

A high-performing agency should not satisfy its SLA merely by submitting resumes. Employers can define a qualified submission as a candidate who has been interviewed by the recruiter and validated against mandatory requirements.

Shortlist Quality Requirement	Suggested SLA Control
Relevant Experience	Confirmed before submission
Salary Expectations	Confirmed
Candidate Interest	Explicitly established
Location Requirements	Confirmed
Notice Period	Documented
Language Requirements	Verified where applicable
Technical Requirements	Pre-screened
Work Authorization	Confirmed where applicable
Interview Availability	Documented
Candidate Consent	Appropriate processing and submission controls

Time-to-Fill

Time-to-fill measures the overall duration required to complete recruitment.

Employers should define the starting and finishing events because inconsistent definitions make agency comparisons unreliable. A useful agency SLA measures from formal activation of the vacancy to accepted offer.

Current international benchmarks put general hiring around six weeks, while senior appointments take considerably longer. Executive-search data published in 2026 places VP and C-suite industry medians around 65–90 days.

Recruitment Category	Practical Planning Range
Operational and Junior Roles	Approximately 2–5 weeks
General Professional Roles	Approximately 4–6 weeks
Mid-Level Management	Approximately 4–8 weeks
Specialist Technical Roles	Approximately 5–8+ weeks
Senior Leadership	Approximately 6–12 weeks
VP and C-Suite Search	Approximately 65–90 days market benchmark

These figures should not be interpreted as guaranteed Turkish national averages. Actual recruitment duration depends heavily on candidate scarcity, compensation, employer interview speed, notice periods, assessment requirements and offer competitiveness.

Executive Search Timelines

Executive recruitment requires separate SLA expectations.

Current 2026 executive-search benchmarking reports an industry median of approximately 65–90 days for VP and C-suite searches. Structured retained-search providers report substantially faster results, including approximately 30–45 days in some cases.

Another 2026 executive-search dataset reports delivery of approximately five qualified and interviewed candidates within three to five weeks, compared with substantially longer traditional search cycles.

Executive Search Stage	Illustrative SLA Range
Leadership Briefing	1–5 business days
Search Strategy	First week
Market Mapping	1–3 weeks
Candidate Approaches	Begins during mapping
Initial Qualified Slate	Approximately 3–5 weeks
Final Interviews	Approximately 4–8 weeks
Accepted Offer	Approximately 6–12 weeks

Employer Response Times Matter

Agency performance cannot be evaluated independently of employer performance.

A recruitment firm may produce qualified candidates within five days, but the vacancy can still remain open for two months if hiring managers take a week to review every profile or repeatedly delay interviews.

A balanced SLA should therefore establish obligations for both parties.

Agency SLA	Employer SLA
Submit candidates within agreed timeframe	Review profiles within 1–2 business days
Coordinate interviews rapidly	Provide interview availability
Maintain candidate communication	Deliver interview feedback promptly
Provide compensation intelligence	Approve compensation range
Manage offer negotiation	Approve final offer quickly
Report pipeline status	Communicate changing requirements

Interview Scheduling

Interview scheduling is an important operational SLA because strong candidates can simultaneously participate in several recruitment processes.

Rather than setting an arbitrary five-to-seven-day market standard, employers can establish a tighter internal objective, such as confirming an interview within two or three business days after selecting a candidate.

Interview Stage	High-Performance SLA Target
Employer Selects Candidate	Day 0
Agency Contacts Candidate	Same business day
Availability Confirmed	Within 1 business day
Interview Scheduled	Within 1–3 business days
Employer Feedback	Within 1–2 business days
Candidate Feedback	Immediately after employer decision

Offer Acceptance Rate

Offer acceptance provides a useful indication of whether recruiters are correctly qualifying compensation expectations, candidate motivation and employer fit before reaching the final stage.

Current executive-search benchmarking reports offer acceptance exceeding 90% for some structured retained-search operations, although this should be regarded as provider-specific performance rather than a Turkey-wide benchmark.

Offer Acceptance Rate	Procurement Interpretation
90%+	Strong
80%–89%	Generally healthy
70%–79%	Review compensation and qualification
Below 70%	Investigate significant process leakage

Employers should examine the reasons behind rejected offers rather than evaluate the percentage in isolation.

Interview-to-Hire Ratio

The interview-to-hire ratio provides a stronger measure of candidate quality than raw resume volume.

An agency submitting 30 candidates that generate one hire may be less effective than an agency presenting five carefully screened candidates that generate the same appointment.

Metric	What It Measures
Profiles Submitted per Hire	Sourcing precision
Interviews per Hire	Shortlist quality
Interviews per Offer	Selection efficiency
Offers per Hire	Closing effectiveness
Rejected Profiles	Brief alignment
Candidate Withdrawals	Candidate engagement quality

Candidate Placement Guarantees

Replacement guarantees protect employers when a newly placed employee leaves shortly after joining.

A 90-day replacement guarantee is widely observable among recruitment providers, while longer protection of up to 180 days is also available in some arrangements. Current providers explicitly advertise both 90-day standard guarantees and extended six-month executive or specialist protection.

However, 90 and 180 days should be treated as commercial terms rather than statutory Turkish requirements.

Guarantee Structure	Employer Protection
30 Days	Basic
60 Days	Moderate
90 Days	Strong standard protection
180 Days	Enhanced protection
6–12 Months	Premium executive arrangement
Sliding Rebate	Financial protection declines over time

Replacement Guarantee Conditions

The headline guarantee period does not reveal the complete protection offered.

Agency agreements commonly exclude circumstances such as redundancy, restructuring, substantial changes to the employee’s responsibilities or employment terms, or failure by the employer to notify the recruiter within the required period.

Contract Question	Employer Negotiation Objective
When does guarantee begin?	Employee start date
Does resignation qualify?	Preferably yes
Does termination qualify?	Define qualifying reasons
Is replacement free?	Confirm explicitly
Is a refund available?	Define circumstances
How quickly must replacement begin?	Establish response SLA
Does redundancy qualify?	Usually excluded
Can guarantee become void?	Identify all exclusions

Retention as a Quality Metric

Recruitment agencies should increasingly be measured beyond the candidate’s first working day.

Thirty-, sixty- and ninety-day retention can indicate whether candidate qualification and expectation management were effective. Longer-term retention provides an even stronger quality-of-hire signal.

Some recruitment providers now report 30-, 60- and 90-day retention checkpoints, hiring-manager satisfaction and 12-month in-role rates as part of their placement measurement.

Retention Metric	Purpose
30-Day Retention	Detect immediate mismatch
60-Day Retention	Evaluate early integration
90-Day Retention	Assess probationary stability
6-Month Retention	Evaluate medium-term fit
12-Month Retention	Stronger quality-of-hire indicator

Vacancy Drag and Cost of Slow Hiring

Time-to-fill also has a financial dimension.

An unfilled revenue-generating or operationally critical position can create lost output, delayed projects, additional overtime and management burden. This effect is sometimes described as vacancy cost or vacancy drag.

A simplified internal model is:

Vacancy Drag = Estimated Daily Economic Contribution × Days Position Remains Unfilled

However, employers should avoid automatically equating annual company revenue per employee with actual vacancy losses. The financial effect depends on the role, whether work can be redistributed and whether the vacancy directly constrains revenue or production.

Recruitment Agency Performance Scorecard

A stronger procurement framework combines speed, quality, conversion and retention rather than rewarding agencies purely for fast resume submission.

Performance Metric	Suggested Weight	Procurement Objective
Time-to-Shortlist	15%	Measure sourcing speed
Qualified Submission Rate	15%	Measure candidate relevance
Interview-to-Offer Ratio	10%	Measure shortlist quality
Time-to-Fill	15%	Measure overall efficiency
Offer Acceptance Rate	10%	Measure closing effectiveness
90-Day Retention	15%	Measure placement durability
Hiring Manager Satisfaction	10%	Measure stakeholder experience
Candidate Experience	5%	Protect employer reputation
Reporting and SLA Compliance	5%	Measure operational discipline
Total	100%	Overall agency performance

Recommended SLA Matrix for Turkish Employers

Operational Metric	Standard Professional Search	Specialist Search	Executive Search
Vacancy Intake	1–2 business days	1–2 business days	2–5 business days
First Candidate Profiles	3–7 business days	5–10 business days	1–3 weeks
Qualified Shortlist	1–2 weeks	1–3 weeks	3–5+ weeks
Interview Coordination	1–3 business days	1–3 business days	1–3 business days
Progress Reporting	Weekly	Weekly	Weekly
Time-to-Fill Planning Range	4–6 weeks	5–8+ weeks	6–12+ weeks
Replacement Protection	60–90 days	90+ days	90–180+ days
Candidate Quality Review	Required	Detailed	Extensive

Structuring Recruitment SLAs in Turkey in 2026

For employers working with recruitment agencies in Turkey, the strongest SLA is not necessarily the agreement promising the shortest time-to-fill. Unrealistically aggressive deadlines can incentivize recruiters to prioritize submission volume over candidate quality.

Instead, procurement teams should establish separate metrics for time-to-first-submission, time-to-qualified-shortlist, time-to-fill, candidate quality, interview conversion, offer acceptance, early retention, replacement performance and stakeholder satisfaction.

Targets should also differ by recruitment category. A specialist technology recruiter maintaining established candidate networks can reasonably be expected to move faster than an executive-search firm conducting confidential market mapping for a Country Manager or C-suite appointment. This role-specific approach produces a more meaningful measure of recruitment agency performance than applying one universal SLA across every vacancy.

9. Guarantee Periods, Risk Allocation, and Contractual Protections in Turkey in 2026

Recruitment agreements in Turkey commonly use replacement guarantees, candidate ownership provisions, rebate mechanisms, payment conditions, cancellation clauses, and candidate-introduction rules to allocate commercial risk between the employer and recruitment agency.

These protections are contractual rather than standardized statutory recruitment terms. Consequently, employers should not assume that every Turkish recruitment agency provides a 90-day guarantee, a 12-month candidate ownership period, or a fixed refund schedule. Published recruitment agreements demonstrate considerable variation in all three areas.

Replacement Guarantees

A replacement guarantee generally requires the recruitment agency to restart the search without charging another professional placement fee if the successfully placed candidate leaves within the agreed guarantee period.

Turkey-based executive recruitment firm Human Kapital, for example, states that if a placed candidate leaves or fails to meet expectations during the contractual guarantee period, it conducts the replacement search for the same position without an additional fee.

Guarantee Component	Typical Contractual Treatment
Candidate Resignation	Frequently covered
Performance-Related Termination	May be covered
Free Replacement Search	Common form of protection
Cash Refund	Contract dependent
Advertising Costs	May remain payable
Assessments	May be separately chargeable
Replacement Role	Usually must remain substantially unchanged
Late Agency Invoice	Can invalidate guarantee
Redundancy	Commonly excluded
Employer Restructuring	Commonly excluded

How Long Are Recruitment Guarantees?

A 90-day period provides a useful commercial reference point, and some recruitment providers explicitly offer three-month replacement guarantees. Longer periods, including six or even twelve months, also exist.

However, available evidence does not establish 90–180 days as a legally prescribed or universal Turkey-wide standard. The precise period should therefore be described as a negotiated commercial term.

Guarantee Period	Relative Employer Protection	Typical Commercial Position
30 Days	Limited	Basic protection
60 Days	Moderate	Short guarantee
90 Days	Strong	Common commercial benchmark
180 Days	Enhanced	Premium or senior search protection
12 Months	Extensive	Available from some providers

Important Correction: Turkey’s Statutory Probation Period

Recruitment guarantee periods should not be confused with statutory employment probation.

Under Article 15 of Turkey’s Labor Law No. 4857, an agreed probationary period may last a maximum of two months. It can be extended to four months through a collective agreement. The law does not establish a general six-month probation period for management employees.

Employment Provision	Statutory Position
Standard Maximum Probation	2 months
Extension	Up to 4 months
Basis for Extension	Collective agreement
General 6-Month Management Probation	Not provided by Article 15
Recruitment Agency Guarantee	Separate commercial arrangement

An employer can therefore negotiate a six-month recruitment guarantee even though the employee’s statutory probation framework is different.

Conditions Attached to Replacement Guarantees

A guarantee rarely operates without conditions.

Recruitment contracts frequently require the original invoice to have been paid fully and on time, prompt written notification of the candidate’s departure, and continuation of substantially the same vacancy.

Redundancy, restructuring, company closure, material changes to responsibilities or employment conditions, and other employer-driven events can invalidate replacement protection.

Guarantee Condition	Employer Risk
Invoice Paid on Time	Late payment can void protection
Written Departure Notification	Missing deadline can invalidate claim
Same Position	Material role changes may remove coverage
Same Compensation	Significant changes may affect guarantee
Candidate Resigns Voluntarily	Commonly covered
Candidate Unsuitable	Frequently covered subject to terms
Redundancy	Usually excluded
Restructuring	Frequently excluded
Working Conditions Changed	Frequently excluded

Free Replacement Versus Refund

Replacement guarantees and refund guarantees are not equivalent.

Some agencies promise another search but provide no cash refund. Other contracts establish rebates or credits that decline according to how long the candidate remained employed.

Protection Model	Employer Receives	Agency Exposure
Free Replacement	New recruitment search	Additional search workload
Full Refund	Placement fee returned	Maximum financial exposure
Partial Refund	Percentage of fee returned	Declining exposure
Sliding Rebate	Refund based on departure date	Predictable liability
Account Credit	Credit against future recruitment	Revenue retained within account
Extended Guarantee	Longer replacement protection	Longer post-placement exposure

Illustrative Sliding Refund Schedule

The proposed 90%, 80%, 60%, 40%, 20%, and 10% refund structure should be treated as an illustrative negotiated schedule rather than a standard Turkish recruitment tariff.

An employer seeking stronger protection could negotiate a structure such as:

Candidate Departure	Illustrative Refund	Agency Retention
Weeks 1–2	90%	10%
Weeks 3–4	80%	20%
Weeks 5–6	60%	40%
Weeks 7–8	40%	60%
Weeks 9–10	20%	80%
Weeks 11–12	10%	90%
After 90 Days	0%	100%

Employers should specify whether the schedule provides a cash refund, invoice credit, or alternative replacement search.

Candidate Ownership and Referral Protection

Candidate ownership clauses protect recruitment agencies against employers bypassing the agency after receiving an introduction.

A common arrangement establishes that if an employer hires an agency-introduced candidate during a defined period after introduction, the recruitment fee remains payable even if the candidate originally applied unsuccessfully or is eventually hired into another position.

Twelve-month introduction periods are readily observable in recruitment agreements. For example, Gentis applies a 12-month provision in several candidate engagement and re-engagement circumstances. Other published recruitment terms similarly apply 12-month introduction protection.

Candidate Scenario	Potential Fee Consequence
Candidate Hired Immediately	Placement fee payable
Candidate Initially Rejected	Ownership clause may continue
Candidate Hired Months Later	Fee may remain payable
Candidate Hired for Another Role	Often covered by broad clauses
Candidate Applies Directly Later	May still trigger fee
Affiliate Hires Candidate	Can be covered
Candidate Referred to Third Party	Can trigger contractual liability

Is 12-Month Candidate Ownership Mandatory in Turkey?

No. A 12-month period should not be characterized as a statutory Turkish requirement.

It is a contractual protection commonly found in recruitment agreements internationally. Published terms demonstrate 12-month periods, but the duration and scope depend on the contract.

Employers should therefore negotiate ownership terms rather than treating them as legally predetermined.

Duplicate Candidate Protection

Candidate ownership disputes frequently occur when an employer already knows the candidate or receives the same profile from multiple recruitment agencies.

A well-structured master service agreement should establish a procedure for identifying prior relationships and duplicate submissions.

Duplicate Candidate Issue	Recommended Contractual Rule
Candidate Already in ATS	Establish prior-contact evidence
Candidate Previously Interviewed	Define lookback period
Two Agencies Submit Candidate	First valid introduction rule
Candidate Applies Directly	Define effect on ownership
Employee Referral	Establish priority
Previous Recruitment Process	Define expiration of prior relationship
Dispute	Require written evidence and escalation procedure

Offer Withdrawal and Cancellation Fees

Recruitment contracts can also protect agencies after significant search work has been completed but the employer cancels the hire.

A cancellation charge may apply where an employer withdraws an accepted offer. Published recruitment terms provide examples of cancellation charges equal to 50% of the introduction fee following employer withdrawal after candidate acceptance.

However, a 50% cancellation fee is not a statutory Turkish requirement or universal market standard. It is a contractual provision that must be agreed between the parties.

Illustrative Cancellation Framework

Employer Action	Possible Commercial Treatment
Cancels Before Search Begins	Usually no placement fee
Cancels During Early Search	Expenses or retainer may remain payable
Cancels After Shortlist	Retained milestone may remain payable
Withdraws Before Candidate Acceptance	Contract dependent
Withdraws Accepted Offer	Cancellation fee may apply
Candidate Fails to Start	Contract dependent
Role Eliminated	Contract-specific treatment
Search Suspended	Retainer or project charges may remain payable

Retained Search Cancellation Risk

Cancellation provisions are particularly important for retained executive searches because the agency has already been paid to conduct research and market mapping.

Unlike contingency recruitment, cancelling a retained mandate does not normally mean that all previous payments become refundable. Engagement and milestone payments compensate the search firm for work already performed.

Search Model	Employer Cancellation Exposure
Contingency	Generally lower
Exclusive Contingency	Low to Moderate
Flat-Fee Search	Depends on payment milestones
Project Recruitment	Moderate
RPO	Governed by contract termination terms
Retained Executive Search	Higher
Temporary Staffing	Governed by assignment termination terms

Candidate Re-Engagement Clauses

Contracts may also address candidates who leave and subsequently return.

Published recruitment agreements demonstrate provisions requiring another fee where an introduced candidate is re-engaged within a specified period. Gentis, for example, applies a 12-month re-engagement provision under its published terms.

These clauses prevent an employer from avoiding the recruitment fee by initially engaging a candidate temporarily, terminating the relationship and subsequently rehiring that individual outside the original arrangement.

Risk Allocation Matrix

Commercial Risk	Employer Protection	Agency Protection
Candidate Leaves Early	Replacement guarantee	Guarantee exclusions
Candidate Performs Poorly	Replacement or rebate	Defined eligibility conditions
Employer Cancels Vacancy	Negotiated cancellation terms	Cancellation or retained fees
Employer Withdraws Offer	Defined cancellation liability	Withdrawal fee
Candidate Hired Later	Limited ownership window	Introduction protection
Duplicate Candidate	Prior-contact procedure	First valid introduction rule
Candidate Rehired	Defined re-engagement period	Re-engagement fee
Role Changes	Renegotiation mechanism	Guarantee exclusion
Late Invoice	Reasonable cure provisions	Guarantee suspension
Search Expenses	Prior approval requirement	Reimbursement of authorized costs

Employer-Friendly Recruitment Contract Protections

Employers negotiating recruitment agreements in Turkey in 2026 should examine the interaction between the guarantee, ownership, payment and cancellation provisions rather than focusing solely on the headline agency percentage.

Contract Provision	Employer Negotiation Objective
Replacement Guarantee	90–180 days where commercially achievable
Replacement Fee	No additional professional fee
Guarantee Trigger	Resignation and qualifying termination
Guarantee Exclusions	Narrow and clearly defined
Refund Schedule	Written percentages where applicable
Candidate Ownership	Fixed and reasonable duration
Duplicate Candidate Rule	Objective evidence-based procedure
Prior Candidate Relationship	Explicit exemption
Affiliate Hiring	Clearly defined
Offer Withdrawal	Proportionate cancellation charge
Expenses	Prior written authorization
Invoice Deadline	Reasonable payment period
Re-engagement	Defined duration
Dispute Resolution	Clear escalation procedure

Recommended Contract Structure for 2026

For Turkish employers, the strongest recruitment agreement creates balanced accountability rather than transferring every conceivable risk to either party.

The agency can reasonably protect the commercial value of its candidate introductions through ownership and re-engagement provisions. The employer, in return, can seek meaningful protection against unsuccessful placements through replacement guarantees, rebates, clearly defined candidate-quality obligations and transparent cancellation provisions.

Most importantly, commercial terms such as a 90–180-day replacement guarantee, 12-month candidate ownership window, tiered refund schedule, and 50% offer-withdrawal charge should be treated as negotiable contract terms rather than statutory requirements or universal Turkish recruitment-industry rules.

This distinction is particularly important in 2026 because Turkey’s statutory two-month probation framework is separate from any longer commercial guarantee negotiated with a recruitment agency.

10. Recommendations for Working with Recruitment Agencies in Turkey in 2026

Employers operating in Turkey in 2026 should select recruitment partners and commercial models according to hiring volume, role seniority, talent scarcity, urgency, and the amount of recruitment infrastructure available internally.

There is no single agency pricing structure that provides the best value for every vacancy. Contingency recruitment remains appropriate for occasional professional hiring, while retained search is better suited to strategic executive appointments. Flat-fee, RPO, and subscription recruitment models become increasingly attractive as hiring becomes more continuous and predictable.

Hiring Requirement	Recommended Commercial Model	Primary Advantage
Occasional Professional Hire	Contingency Recruitment	Payment primarily tied to success
Repeatable Mid-Level Hiring	Flat-Fee Recruitment	Predictable cost per hire
Scarce Specialist Position	Exclusive Search	Greater recruiter commitment
C-Suite or Board Appointment	Retained Executive Search	Dedicated market mapping
Multiple Concurrent Vacancies	RaaS or Project RPO	Scalable recruiter capacity
Continuous High-Volume Hiring	Embedded or Enterprise RPO	Lower potential cost per hire
Temporary Workforce Requirement	Authorized Temporary Staffing	Workforce flexibility

Calculate Total Hiring Cost, Not Just Agency Fees

Employers should avoid evaluating recruitment agencies exclusively by their quoted placement percentage.

Turkey’s 2026 standard employer social security burden is 23.75%, consisting of a 21.75% employer social security share and a 2% unemployment insurance contribution before applicable incentives. Official 2026 calculations show lower effective contribution rates for qualifying employers receiving available reductions.

Consequently, recruitment procurement should consider salary, statutory employment costs, agency fees, benefits, assessments, onboarding expenses, vacancy costs, and replacement risk.

Cost Component	Employer Should Evaluate
Gross Compensation	Annual guaranteed employee compensation
Employer Contributions	Applicable statutory payroll burden
Recruitment Fee	Percentage, fixed or recurring charge
Benefits	Additional employee expenditure
Assessments	Included or separately billed
Recruitment Technology	Particularly relevant for RPO
Vacancy Cost	Economic impact of delayed hiring
Failed-Hire Risk	Replacement and rehiring exposure

Use Contingency Recruitment Selectively

For occasional professional and mid-level recruitment, contingency remains commercially attractive because employers generally pay only following a successful placement.

Broader 2026 market benchmarks place conventional contingency recruitment around 15% to 25% of first-year compensation.

Employers should negotiate percentages according to vacancy volume, exclusivity, role difficulty, and expected search effort rather than accepting one percentage across every position.

Commercial Situation	Negotiating Direction
Multiple Similar Vacancies	Seek lower fees
Predictable Annual Volume	Seek volume tiers
Exclusive Mandate	Request preferred pricing
Easily Available Talent	Seek lower percentage
Scarce Technical Talent	Expect premium pricing
Senior Leadership	Consider retained search instead

Consider RPO or RaaS for Sustained Hiring

Companies executing significant expansion programs should compare conventional agency fees with RPO and subscription recruitment economics.

Current 2026 market pricing demonstrates that RPO can be purchased through per-hire, monthly retainer, project, or enterprise structures, while dedicated recruiter models provide predictable monthly expenditure instead of repeatedly charging a percentage of salary.

The financial comparison becomes particularly relevant when a company is simultaneously recruiting across engineering, sales, operations, finance, and other functions.

Hiring Pattern	Potentially Efficient Model
1–3 Occasional Hires	Contingency
Several Repeat Vacancies	Flat Fee or RaaS
Continuous Multi-Role Hiring	RaaS or Embedded RPO
Department Build-Out	Project RPO
Large Continuous Program	Enterprise RPO

Employers should calculate the expected annual cost per hire under each model rather than assuming RPO is automatically cheaper.

Define the Recruitment Fee Base Precisely

The master service agreement should explicitly establish what compensation is used to calculate the placement fee.

This is especially important for executives and internationally recruited professionals receiving bonuses, allowances, signing incentives, commissions, or compensation linked to foreign currencies.

Compensation Component	Contract Should Specify
Gross Base Salary	Included or excluded
Guaranteed Bonus	Included or excluded
Target Bonus	Included or excluded
Sales Commission	Calculation methodology
Allowances	Included or excluded
Signing Bonus	Included or excluded
Equity	Valuation methodology
Relocation Benefits	Included or excluded

Establish Clear Currency Conversion Rules

Currency volatility can create disputes where an executive’s compensation is negotiated or benchmarked using USD or EUR while the recruitment invoice is calculated in TRY.

Recruitment agreements involving currency-linked compensation should therefore establish the applicable exchange-rate source, valuation date, invoicing currency, rounding methodology, and treatment of subsequent compensation changes.

FX Contract Provision	Recommended Clarification
Reference Currency	TRY, USD or EUR
Exchange-Rate Source	Predetermined objective source
Conversion Date	Clearly specified
Fee Calculation Date	Contractually defined
Salary Adjustment	Establish whether fee is recalculated
Bonus Conversion	Define methodology separately

The objective is not to predict exchange rates but to eliminate ambiguity regarding how the agency invoice will be calculated.

Verify Agency Regulatory Status

Commercial negotiations should be accompanied by regulatory due diligence.

Employers should verify that recruitment providers hold the authorization appropriate to the services being purchased, particularly when moving beyond permanent recruitment into temporary workforce arrangements.

Compliance Check	Procurement Priority
Appropriate Agency Authorization	Critical
Temporary Staffing Authority	Critical when applicable
Candidate Charging Practices	High
Foreign Worker Procedures	High
Overseas Placement Procedures	High
Candidate Data Protection	Critical
Data Security Controls	High

Strengthen Candidate Data Governance

Recruitment agencies routinely process resumes, interview records, contact information, employment histories, compensation expectations, assessments, and other candidate information.

Employers should therefore require recruitment partners to establish appropriate lawful processing grounds, privacy information, access controls, retention procedures, data-transfer safeguards, and enhanced protections where sensitive candidate information is processed.

The contract should also clearly allocate responsibility for candidate information once profiles move from the agency into the employer’s recruitment systems.

Build Measurable SLAs into the Master Agreement

Employers should convert recruitment expectations into measurable operational targets.

However, extremely aggressive targets should not be imposed indiscriminately. A three-to-five-day candidate submission target may be achievable for a recruiter with an established talent pool, but current market examples show approximately two weeks as a realistic shortlist commitment for many ordinary searches. Specialist and executive assignments require additional time.

SLA Metric	Recommended Contract Approach
Vacancy Acknowledgement	Same or next business day
Intake Meeting	1–2 business days
First Candidate Profiles	Role-specific target
Qualified Shortlist	Role-specific target
Interview Coordination	1–3 business days
Pipeline Reporting	Weekly
Offer Management	Immediate after approval
Replacement Search	Defined activation timeframe

Measure Candidate Quality Alongside Speed

Time-to-shortlist and time-to-fill should never become the only agency performance metrics.

Overemphasizing speed can incentivize recruiters to submit larger numbers of poorly qualified candidates. A stronger scorecard measures sourcing precision, conversion, offer acceptance, retention, and stakeholder satisfaction.

KPI	What It Measures
Time-to-First-Profile	Initial sourcing speed
Time-to-Shortlist	Search execution
Qualified Submission Rate	Candidate relevance
Interview-to-Offer Ratio	Screening quality
Time-to-Fill	Overall recruitment efficiency
Offer Acceptance Rate	Candidate qualification and closing
90-Day Retention	Early placement quality
180-Day Retention	Medium-term placement durability
Hiring Manager Satisfaction	Internal service quality

Negotiate Meaningful Replacement Protection

Replacement guarantees should be treated as commercial risk protection rather than merely an agency marketing feature.

A 90-day guarantee is observable in current recruitment offerings, including providers combining the guarantee with success-based placement fees and dedicated recruitment services.

Employers recruiting senior or strategically important employees can negotiate longer periods, including 180 days, where commercially justified.

However, a 180-day agency guarantee should not be described as aligning with a statutory six-month probation period. Under Article 15 of Turkey’s Labor Law, an agreed probation period is limited to two months and can be extended to four months through a collective agreement.

Contract Protection	Recommended Employer Focus
Guarantee Period	90 days or longer where justified
Candidate Resignation	Confirm coverage
Qualifying Termination	Define clearly
Free Replacement	Specify explicitly
Refund Alternative	Establish where available
Guarantee Exclusions	Keep clear and limited
Replacement Deadline	Establish service target

Control Candidate Ownership Provisions

Candidate ownership clauses should establish a clear and finite period during which an agency remains entitled to a fee following a valid candidate introduction.

Employers should also protect themselves against duplicate candidate submissions, candidates already present in their ATS, previous applicants, internal referrals, and candidates independently known to hiring managers.

Ownership Issue	Recommended Protection
Valid Introduction	Require documented submission
Ownership Period	Establish fixed duration
Existing Candidate	Prior-contact exemption
Duplicate Agency Submission	First valid introduction rule
Direct Applicant	Define contractual treatment
Affiliate Hiring	Explicitly define scope
Re-engagement	Establish finite period

Avoid Automatically Accepting One-Sided Cancellation Clauses

Employers should carefully review provisions requiring large fees after a vacancy is cancelled or an offer is withdrawn.

Cancellation protection can reasonably compensate an agency for substantial work already completed, particularly under retained search. However, employers should seek proportionality based on the recruitment stage rather than automatically accepting the full placement fee.

Cancellation Stage	Appropriate Negotiation Approach
Before Search Starts	Minimal exposure
Early Sourcing	Approved expenses or agreed charge
After Shortlist	Milestone charge may apply
After Final Interviews	Negotiated partial fee
After Accepted Offer	Higher cancellation exposure
Retained Search	Previously earned milestones generally remain payable

Create Shared Employer and Agency SLAs

Recruitment speed depends on the employer as well as the agency.

Hiring managers who take a week to review profiles, repeatedly postpone interviews, or delay offer approval can undermine even a high-performing recruitment partner.

Agency Commitment	Employer Commitment
Fast candidate sourcing	Rapid CV review
Candidate pre-screening	Clear selection criteria
Interview coordination	Interview availability
Compensation benchmarking	Approved salary range
Candidate communication	Rapid interview feedback
Offer negotiation	Fast internal approval
Weekly reporting	Prompt requirement updates

Recommended 2026 Procurement Framework

Employers can evaluate Turkish recruitment agencies using a weighted scorecard rather than simply selecting the lowest fee.

Evaluation Category	Suggested Weight
Candidate Quality and Specialization	25%
Commercial Pricing	20%
SLA and Delivery Performance	15%
Replacement Protection	10%
Regulatory and Data Compliance	15%
Market Coverage	5%
Reporting and Technology	5%
Contract Flexibility	5%
Total	100%

Final Recommendations

Employers navigating Turkey’s recruitment market in 2026 should treat agency selection as a combination of procurement, talent strategy, compliance, and risk management rather than a simple comparison of recruitment percentages.

The first priority is selecting the appropriate commercial structure. Contingency recruitment is generally efficient for occasional professional vacancies; retained search provides greater depth for strategic leadership appointments; flat-fee recruitment improves budget predictability for repeatable positions; and RPO or RaaS can provide stronger economics for sustained multi-role hiring.

Second, employers should calculate total hiring economics correctly. Turkey’s standard employer contribution rate is 23.75% before applicable incentives, rather than the 22.5% assumption sometimes used in older cost models.

Finally, strong master service agreements should combine measurable recruitment SLAs with candidate-quality KPIs, clearly defined fee calculations, FX conversion rules, replacement guarantees, candidate ownership protections, cancellation provisions, regulatory verification, and appropriate candidate-data controls.

The objective in 2026 is therefore not simply to negotiate the lowest recruitment agency fee. It is to construct a recruitment model that minimizes total cost per successful hire while maintaining candidate quality, regulatory compliance, hiring speed, and long-term workforce stability.

Conclusion

Understanding how much recruitment agencies charge in Turkey in 2026 requires looking beyond a single percentage or placement fee. Recruitment costs vary considerably according to the hiring model, candidate seniority, skill scarcity, recruitment volume, search complexity, and level of service required. For permanent professional recruitment, contingency fees commonly fall within the broader 15% to 25% range of first-year compensation, while retained executive search can reach approximately 25% to 35%. Employers may also negotiate flat-fee arrangements, temporary staffing markups, RPO programs, or subscription-based Recruitment as a Service models for larger and more continuous hiring requirements.

The most cost-effective recruitment model ultimately depends on hiring frequency and business objectives. Occasional professional vacancies may be well suited to contingency recruitment, whereas C-suite and confidential leadership appointments typically justify retained executive search. Companies recruiting multiple employees or rapidly expanding teams may achieve better cost efficiency through flat-fee recruitment, project RPO, embedded RPO, or subscription recruitment rather than paying a traditional percentage fee for every placement.

Employers should also evaluate the complete commercial agreement rather than focusing solely on the headline recruitment agency fee. Candidate ownership periods, replacement guarantees, refund provisions, payment triggers, currency conversion rules, cancellation charges, temporary staffing costs, and service-level commitments can significantly influence the real cost and risk of using a recruitment agency in Turkey.

Regulatory compliance is equally important. Businesses should verify that their recruitment partners hold the appropriate authorization for the services provided and maintain suitable candidate data protection procedures. Temporary staffing, foreign-worker recruitment, cross-border placements, and the processing of sensitive candidate information can introduce additional compliance requirements.

Ultimately, the best recruitment agencies in Turkey in 2026 should be assessed on value rather than price alone. Employers that combine competitive fee negotiations with measurable time-to-shortlist and time-to-fill targets, strong candidate-quality metrics, meaningful replacement protection, and clearly defined contractual responsibilities can build a more predictable and scalable recruitment process. A slightly higher agency fee can deliver better overall economics when it results in faster hiring, stronger candidates, fewer failed placements, and improved long-term employee retention.

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People Also Ask

How much do recruitment agencies charge in Turkey in 2026?

Recruitment agencies in Turkey typically charge employers around 15%–25% of a candidate’s first-year compensation for contingency recruitment. Fees vary by seniority, specialization, hiring volume, and agency.

What is the average recruitment agency fee in Turkey?

For standard professional hiring, employers can generally budget around 15%–25% of first-year gross compensation. Executive search, specialist recruitment, and outsourced recruitment use different pricing structures.

Do recruitment agencies charge job seekers in Turkey?

Private employment agencies generally cannot charge job seekers for ordinary job placement services in Turkey. Recruitment fees are normally paid by the hiring employer, subject to limited legally defined exceptions.

How much does contingency recruitment cost in Turkey?

Contingency recruitment typically costs around 15%–25% of the successful candidate’s first-year compensation. Employers generally pay the fee only when an agency-introduced candidate is successfully hired.

What are executive search fees in Turkey in 2026?

Retained executive search commonly costs around 25%–35% of first-year executive compensation. It is typically used for CEO, CFO, COO, Country Manager, board, VP, and other senior leadership searches.

How are recruitment agency fees calculated in Turkey?

Agencies commonly calculate fees by multiplying an agreed percentage by the candidate’s first-year compensation. Contracts should specify whether bonuses, commissions, allowances, and other compensation are included.

Are recruitment agency fees based on gross or net salary in Turkey?

Recruitment fees are generally calculated using an agreed gross compensation figure rather than take-home salary. Employers should define the exact compensation base in the recruitment agreement before starting a search.

What does a 20% recruitment fee mean?

A 20% recruitment fee means the employer pays the agency an amount equal to 20% of the agreed first-year compensation. For TRY 1,500,000 in compensation, the placement fee would be TRY 300,000 before applicable additions.

Who pays recruitment agency fees in Turkey?

The hiring employer normally pays recruitment agency fees in Turkey. Standard job seekers generally cannot be charged for ordinary employment placement services by private employment agencies.

Are recruitment agency fees negotiable in Turkey?

Yes. Recruitment fees are commercial terms and can often be negotiated based on hiring volume, exclusivity, role difficulty, salary level, preferred-supplier arrangements, and the employer’s expected annual recruitment activity.

Can companies negotiate volume discounts with recruitment agencies?

Yes. Employers making multiple hires can negotiate volume discounts, tiered placement fees, fixed-price programs, preferred-supplier agreements, RPO, or subscription recruitment to reduce average cost per hire.

What is flat-fee recruitment in Turkey?

Flat-fee recruitment charges a predetermined amount for a hire instead of calculating the fee as a percentage of salary. It can provide greater budget predictability for standardized and repeatable hiring.

How much does flat-fee recruitment cost in Turkey?

There is no standard statutory flat fee. Prices depend on role complexity, candidate availability, location, and hiring volume. Employers should compare the fixed price with the equivalent percentage-based recruitment cost.

What is retained recruitment in Turkey?

Retained recruitment requires an employer to appoint and pay a search firm to conduct a dedicated search. It is commonly used for executives, confidential replacements, scarce leadership talent, and strategically important positions.

How are retained executive search fees paid?

Retained search fees can be divided into milestones, such as engagement, shortlist delivery, and successful appointment. A traditional structure divides the professional fee into approximately three installments.

What is the difference between contingency and retained recruitment?

Contingency agencies are generally paid following a successful placement, while retained search firms receive payments during the search. Retained search provides greater exclusivity, research, market mapping, and executive assessment.

How much do staffing agencies charge in Turkey?

Temporary staffing providers typically charge a recurring client bill rate rather than a one-time placement fee. Pricing incorporates worker compensation, employer costs, administration, compliance expenses, and agency margin.

What is a staffing agency markup in Turkey?

A staffing markup is the amount added to the defined worker cost to establish the client bill rate. The percentage varies according to workforce volume, assignment complexity, skills, duration, and staffing-provider responsibilities.

What is Recruitment Process Outsourcing in Turkey?

Recruitment Process Outsourcing allows an external provider to manage some or all of an employer’s recruitment function. Pricing can use monthly management fees, per-hire charges, project fees, dedicated recruiter fees, or hybrid models.

What is Recruitment as a Service in Turkey?

Recruitment as a Service provides ongoing recruitment capacity through a recurring subscription. Depending on the provider, the subscription may replace traditional placement commissions or operate alongside reduced success fees.

Is RPO cheaper than recruitment agencies in Turkey?

RPO can lower cost per hire for employers with sustained recruitment volumes because fixed recruitment resources are distributed across multiple hires. It may be less economical for companies making only occasional hires.

How long does recruitment take in Turkey?

General professional recruitment can take several weeks, while scarce technical and senior positions often take longer. Executive searches may require several months depending on market mapping, interviews, notice periods, and negotiations.

What is time-to-shortlist in recruitment?

Time-to-shortlist measures how long an agency takes to produce a qualified candidate shortlist after receiving a vacancy. Employers can include role-specific shortlist deadlines in recruitment service-level agreements.

What is time-to-fill in recruitment?

Time-to-fill measures the period from vacancy activation to a defined hiring milestone, usually offer acceptance. It helps employers compare agency speed and identify delays within recruitment and internal decision-making.

Do Turkish recruitment agencies offer replacement guarantees?

Many agencies provide replacement guarantees when a placed candidate leaves during an agreed period. Guarantee duration, eligibility, refunds, free replacements, exclusions, and notification requirements vary by contract.

What is a 90-day recruitment guarantee?

A 90-day guarantee can provide replacement or other agreed protection if a candidate leaves during the first 90 days. Employers should check exactly which departures qualify and whether refunds or only replacements are available.

What is candidate ownership in recruitment agreements?

Candidate ownership gives an agency contractual rights over an introduction for a defined period. If the employer later hires that candidate, a placement fee may still become payable under the recruitment agreement.

Do recruitment agencies charge cancellation fees in Turkey?

Some contracts include cancellation or withdrawal charges when an employer stops a search or withdraws an offer after substantial recruitment work. The amount and triggering circumstances should be negotiated before engagement.

How can employers reduce recruitment agency fees in Turkey?

Employers can negotiate volume discounts, exclusivity, flat fees, preferred-supplier terms, RPO, RaaS, and tiered pricing. Improving interview speed and providing accurate job requirements can also increase recruitment efficiency.

How should employers choose a recruitment agency in Turkey?

Employers should compare specialization, candidate quality, pricing, authorization, data compliance, time-to-shortlist, replacement guarantees, retention results, candidate ownership clauses, reporting standards, and overall cost per successful hire.

Sources

Hello Lundi 9cv9 Career Blog FMC Group Oman Agencies Reed Türkiye StaffMatters Recruitment Wide & Wise DLA Piper Turkish Employment Agency Dike Law Mist Human Resources ITExper MuhasebeTR Kilinc Law Is ve Sosyal Guvenlik Lexin Legal WorkinTurkey Asdenar As Hotel Cesme Adecco Zeitarbeit International Anywherer Semana Economica Alliance Recruitment Agency Qureos VA Masters National University Storm2