Senior Recruiter

Build What Matters

At Graham, one of North America’s largest general contractors, we don’t just construct buildings, we create spaces that shape lives and strengthen communities. As part of our Buildings division, you will contribute to meaningful projects across the region, from hospitals and schools to entertainment venues and multi-family residences.

At Graham, one of North America’s largest general contractors, we don’t just construct buildings, we create spaces that shape lives and strengthen communities. As part of our Buildings division, you will contribute to meaningful projects across the region, from hospitals and schools to entertainment venues and multi-family residences.

Here, your work has purpose. Your safety and growth are supported. And your impact is lasting.

Join a team that builds with commitment, reliability, and integrity. Apply today and help us build what matters.

The Senior Recruiter owns the most complex and business‑critical searches within an assigned Graham Buildings US division or business line. This is a full‑cycle role, but the expectation extends well past requisition throughput: the Senior Recruiter operates as a talent advisor to hiring leaders, shaping how roles are scoped, how markets are approached, and how hiring decisions get made.

The role sits inside a centralized matrix model. Enterprise Talent Acquisition sets the standards — intake discipline, structured interviewing, scorecards, systems of record, search firm governance, and pay transparency compliance — while execution stays embedded with the business, close to the leaders and the work. The Senior Recruiter is the point where those two things meet, and is accountable for holding the standard while delivering at the pace construction demands.

This position is central to building the divisions talent capability at a moment when the organization is integrating legacy divisions, entering new geographies, and scaling business lines including Mission Critical and Data Center construction.

• Own end-to-end execution across intake, sourcing strategy, screening, interview coordination, offer construction, and close.
• Carry a portfolio weighted toward director-level, hard‑to‑fill technical, and field leadership roles — typically 15 to 25 active requisitions depending on complexity mix.
• Sequence and prioritize the portfolio against business criticality rather than requisition age alone, and elevate capacity conflicts early.
• Maintain search-level accountability: when a requisition stalls, diagnose the cause and reset the approach rather than repeating the same motion.

• Run structured intake sessions that produce an agreed role scope, must‑have versus nice‑to‑have criteria, target profile, and realistic timeline before sourcing begins.
• Set market reality with hiring leaders using compensation data, competitor mapping, and supply analysis — including when the answer is that the role as written will not fill.
• Build interview scorecards aligned to enterprise standards and calibrate interview teams before the first candidate is scheduled.
• Facilitate hiring decisions and debriefs, driving to a defensible decision rather than consensus by attrition.

• Direct‑source passive candidates as the primary channel, reducing reliance on external search firms.
• Maintain competitor and market maps for assigned geographies and business lines, refreshed on a defined cadence.
• Build and warm standing talent pools for repeat‑hire roles — superintendents, project managers, estimators, preconstruction, and project engineers.
• Support geographic expansion by developing pipelines in new and emerging markets ahead of requisition release.

• Hold a consistent communication cadence with every active candidate, including those not moving forward.
• Model and construct offers in partnership with Compensation, and present offers with a clear value narrative.
• Anticipate and strategise counteroffers, and manage pre‑start engagement to reduce reneges in a market where they are common.
• Represent GBUS…