Typical project risks
The most common risks are known. What matters is naming them early.
Miscasting
A person who fits on paper but can't contribute in practice. The root cause is usually a screener that tests criteria instead of behaviour.
No-show in a narrow window
Critical when there is no reliable backup pool. Fix: a structured confirmation routine and standby candidates in active reserve.
Target-group saturation
Some groups have been recruited so often in their region that professional participants have emerged. A specialised recruiter recognises them.
Miscommunication between client and field
When recruitment is treated as pure execution, mid-project signals get lost. A good partner actively reflects what they see in the field.
Making risks visible early
- Track quota status continuously rather than counting at the end
- Plan confirmation and reminders firmly; backups where the project requires them and they are agreed
- Clarify technical prerequisites for remote sessions before the appointment
- Check short-notice briefing changes for impact immediately
- Communicate difficulties early and concretely – with status and options
Illustrative example
Illustrative example (not a client case): three days before a series of focus groups, an additional exclusion criterion is added. Several already confirmed participants drop out as a result. Instead of quietly re-recruiting, we report immediately how many seats are affected, how realistic replacement is in the remaining time and what alternatives exist – such as moving one session or adjusting the composition.
What clients can contribute
- Finalise criteria before the start
- Name a contact for short-notice questions
- Decide early on backups and incentives
- Provide study materials and technology in good time
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