We see that when hiring managers are tasked with increased responsibilities and accountabilities related to hiring, they feel overwhelmed and underprepared.
Rarely are they equipped with the ability to successfully translate the highly technical, highly nuanced requirements they need in a highly specialized role into the language recruiters really need to proactively discover and engage potential candidates. Similarly, recruiters rarely work to equip hiring managers with the tips and tricks of the talent trade, and both sides tend to silo their expertise instead of share it.
The benefits of hiring managers educating recruiters on their business, and recruiters helping educate their managers on talent acquisition best practices are obvious, but are too often overlooked. Sharing this professional expertise is an essential first step in bridging the divide and creating the kind of communication and collaboration critical for landing top talent in today’s increasingly competitive candidate marketplace.
Hiring managers need to invest more time in briefing recruiters and giving them the kind of feedback that they can learn from – and improve their efficacy and understanding of their business so that the recruiter can better represent that business to potential candidates while more effectively screening them for highly technical requirements and specialized skills.
Recruiters, similarly, must brief their hiring managers on the importance of candidate experience, set realistic expectations and help train their hiring managers on the basics. Many hiring managers we spoke to reported that they felt frustrated by the lack of training or tools they receive for improving their recruiting efficacy, even at organizations where their hiring performance is formally monitored and measured. While hiring manager training seemed widely lacking for many of those we spoke with, the few who did receive the training reported improved outcomes and positive impacts on their hiring skills, with improved metrics and associated analytics at those companies that have made this a core management competency. They also supported receiving informal support and hands-on training from their talent acquisition team, which many ascribed to successfully building a collaborative partnership with the recruiters they work with.
Even if your organization doesn’t have a formal program, remember that while you might not be an expert on every position you open, you are an expert in sourcing, screening and selection, and you and your hiring manager have a lot to teach other.
Here are three top takeaways for hiring managers looking to step up their recruiting game:
1) Hiring is a core management competency, and should be linked directly to key performance indicators (KPIs) and rewards for exceeding these benchmarks. This requires standardizing and formalizing your measurement and feedback processes.
The easiest way to do this is by linking these optimal outcomes to a service level agreement (SLA) with quantifiable outcomes and measurable metrics that are established between talent acquisition and the hiring manager before starting any search.
2) Recruiters need to be responsible for understanding and agreeing to the criteria defined during an intake meeting, and sourcing, qualifying and assessing candidates against this criteria.
It’s the hiring manager’s responsibility to make sure that they’re able to provide ongoing feedback and direction to the recruiter to refine and optimize their processes, to schedule interviews in a timely manner, and give both the candidate and recruiter timely, consistent feedback and clear next steps at each stage of the hiring process.
3) Hiring managers need to approach recruiting for an open role as an integral part of their job, and must commit to allocating time to brief recruiters, provide feedback, meet with potential candidates and manage the offer process, understanding that recruiting must take a top priority and be treated with the same strategic approach and dedication as any other business project.
Collaboration between hiring managers and recruiters is one of the most critical components of hiring success. This working relationship and professional partnership is best established by defining roles and responsibilities at the front of the process, and reinforcing, measuring and monitoring these accountabilities throughout each stage of the hiring process.
It’s important for hiring managers and recruiters alike to recognize how the job market, and applicant expectations, are changing, and how important it is for the way you communicate with candidates to follow suit. Job roles are becoming increasingly ambiguous and amorphous, which is why it’s essential to invest more time at the front end of the process for establishing a short list of basic and preferred criteria that’s clear to both sides and comprehensive enough to create a sourcing strategy around.
While recruiters are often the ones who get the bad rap for bad candidate experience, particularly the feedback “black hole” where no news is old news, but the fact of the matter is the hiring manager often doesn’t provide any feedback for them to provide applicants in the first place. This communications breakdown can be easily solved – and the candidate experience easily improved – by formally agreeing to an established process and timetable for which the entire hiring team must adhere when it comes to providing timely feedback and hiring decisions.
If you enjoyed this post, check out its source: The Hiring Manager Conundrum.