Dayak says its current users can use their existing accounts to log in to RecruitHire.com and begin using the new features immediately. They can also continue to access the Dayak.com website through October 15, 2009, to extract data related to previous submissions.

Dayak has not been without controversy in our industry. As a service that prompts employers to choose the fee they’re willing to pay recruiters for a successful hire, the company offered a clear shift away from percentage-based fees.

Dayak and competitor BountyJobs were both nominated for OnRec’s “2008 Game Changing Recruiting Technology” (the award ultimately went to JobStick). Another firm that is still around is the U.K.-based www.agreeyourfee.com, which offers a similar business platform in that employers post jobs and how much they want to pay a recruiter to fill the vacancy. The company deducts a 15% flat rate from the total fee that the employer sets; in essence, the company charges the recruiter 7.5% and the employer 7.5%.

Although changing recruitment technologies will always seem like a revolving door to an extent, some in the industry wonder whether this specific model can even succeed.

Industry blogger Sarah White notes that “in order to truly be successful, it would take a partnership with (or acquisition by) a major job board that wanted to expand their current services to create a network for higher level positions that aren’t traditionally advertised on their site and attract the 3rd party recruiter that wouldn’t think of using their sites now.”

Similar to its competitor Dayak.com, BountyJobs.com is offering independent recruiters and recruiting firms another way to supplement their income.

But that is not without controversy – after all, the service is cutting into recruiters’ fees overall. The service has been likened to a “modest update to the old splits network idea” as well.

Yet Lappin says the average fee on BountyJobs is $20,000, and he calls the quality “tremendous” and substantially larger for both corporate and third-party recruiters. And unlike a splits board, the recruiter is very aware of who is receiving the resume.

BountyJobs received $12 million in venture capital funds this summer, relocated to a new office in New York’s Times Square, and has big growth plans for 2009.

The company’s “Prospector Program” is one piece of its growth, a program that has allowed close to 100 established recruiters to become their own bosses.

“We’re very selective into who we let into our site,” he says, noting the mandatory formal interview process prior to being able to access the site.

And since many want to help bring employers onto BountyJobs, the Prospector Program uses a similar selective method.

“If you apply to that, we put you through a fairly intensive level of training, and we let you represent us and bring employers onto the site. It’s not like you work for us…you get paid off of all the activities you bring on. It amounts to a tremendous amount of money,” he says.

Third-party recruiters are taught how to represent and promote BountyJobs, he explains.

The program has been very successful, according to Lappin. Yet he is quick to point out that BountyJobs “does not rely on it for our sales…even with our prospectors, when they bring on companies that want to do larger roll-outs, our internal sales team will handle the rest.”

Right now, there is a four-week waiting list to get onto BountyJobs unless a company refers you.

And the prospector program also has its own separate queue of people, which Lappin says is due to the amount of work and training it takes with each new recruiter.