If you are a hiring manager, you have likely experienced one, if not all, of the following:
- Thought that the recruiting process was taking too long
- Felt like you had to find your own candidates
- Made a wrong hire
These are all real examples that we hear from hiring managers across every sector. Could it be that recruiting is so universally broken?
Chances are, no.
There are, however, universal truths to recruiting, and we have proven time and again that most organizations have ample room for process improvement, modernization, and better operating structures. These enhancements take time and leadership endorsement.
Understanding the hiring manager role
This doesn’t mean that recruiting at your organizations can’t be improved in the short term. In fact, as a hiring manager, you have the ability to significantly influence the hiring process and outcomes for your positions as soon as today.
When frustrations about recruiting come up, much of the emphasis falls on the recruiters, their process, and the technology. Rarely do we talk about the influence of hiring managers.
The reality is that hiring managers can make or break the hiring process and outcome.
For clarification, a hiring manager is anyone who ever has had to hire someone to work on their team. Those outside of recruiting sometimes think that a hiring manager is part of the recruitment team, but that is not accurate. Hiring managers work closely with recruiters and sourcers throughout the hiring process. In the most simple terms, the hiring manager is usually the person who will be managing or supervising the hire.
7 ways a hiring manager can immediately influence recruiting outcomes
Hiring managers, here’s what you can do:
- Help write clear, concise job descriptions for your positions and ensure that job titles resonate with the external market.
- Be an active participant in the intake call with the sourcer and recruiter. Tell them what would make an exceptional candidate. Go the extra mile and share some résumés of successful hires.
- Let the sourcer/recruiter do their job. This means letting them source and share candidates with you as opposed to you conducting your own search off to the side. Agree to how and when you will receive information on candidates. For example: Is your ATS set up to support this, or does it have to be via email (hopefully not)? Is the expectation one week, four days, etc.?
- When you receive candidates, be sure to review and reply to the sourcer/recruiter within 1–2 days. Time is of the essence. Tell the sourcer/recruiter what you like and/or dislike about the candidates shared so that they can continuously improve their service level.
- Be willing to listen to the recruiter/sourcer about the candidates. They are the ones building relationships, and sometimes, the backstory is far more compelling than the résumé.
- While interviewing, keep an open mind about silver medalists. When you interview someone who is a good fit for the organization but not your particular role, share this information with the sourcer/recruiter. You will be helping the business while also creating an exceptional candidate experience.
- Provide written feedback on all of the candidates you interview, and be sure to follow good interviewing practices. If you aren’t familiar with what those are, ask your HR business partner. Most organizations have a course for anyone engaged in interviewing, and if not, there are plenty available online.
So much of recruiting success lies in embracing your role as a hiring manager with dedication, respect, and curiosity. At the end of the day, recruiting is a human function. While the overarching process might be clunky or you may not have the best technology, you do have the ability to create a positive hiring experience for yourself, the recruiting team, and most importantly, the candidates who you engage.
Share this with at least one hiring manager. Learn more about the ways we can help elevate recruiting at your organization.
