Are you effectively working with hiring managers?
Every day we hear that recruiters expect hiring managers to understand the state of the hiring world and how their demands might be impossible and hiring managers expect recruiters to be able to create a perfect candidate that just doesn’t exist. Yet, recent studies have shown that levels of satisfaction aren’t as dire as they feel.
In a report from Orion Talent, “A finding consistent throughout the specific areas of this study is that hiring managers are more satisfied with each of the TA processes than recruiters feel they will be. This perception may be the result of negative verbal feedback, lots of complaints and a lack of positive feedback given to recruiters. But both parties agree there’s still considerable room for greater satisfaction, and improved deliverables.” (Source)
Where is this disconnect coming from and how can we fix it?
If you’re a team leader, that is probably one of the biggest questions you ask yourself. How can you ensure that recruiters are able to be successful no matter the demands while simultaneously making sure that the hiring manager is seeing the results they need to see?
We truly believe that talent intelligence is the answer.
Talent intelligence collates and contextualizes data about candidates and the workforce as a whole to make that data valuable and actionable ensuring that recruiters can make the best possible hiring decisions. With the backup of data, there’s no question whether the right choices were made.
There are also steps your teams can take to ensure that working with hiring managers is a breeze!
Define Goals Together
Recruiters and hiring managers should be sitting down in a thorough intake meeting where everyone is able to get their expectations and goals out on the table. By starting off on a foot of open communication, it’s easier to avoid missteps in the future. Make a plan for how often the recruiter will check-in and how quickly the hiring manager is expected to respond.
If any expectations seem out of the realm of possibility, use talent intelligence to reinforce the need for adjustments. Building goals and aligning expectations together means that everyone can start on the same page.
Be sure to follow up after the first intake meeting with all of the notes and takeaways so there is always a record of where everyone stands.
Ask the Right Questions
Try to ask the hiring manager questions that help recruiters get an insight into the reality of the job, rather than just the specifics of the job description. Some ideas for you:
- If replacing an existing position: What did you love about the last person who was in this position?
- If it’s a brand new position: What it was that finally made the team ready to open this position? What was the straw that broke the camel’s back?
- If you could describe the team this new employee will be joining with three words, what are they?
- How do you prefer to make decisions? Do you like to have more data? Do you prefer going off of gut feelings? If you prefer gut feelings, tell me about what you felt the last time you hired a wonderful employee. What had they said that made you feel like it was the right choice?
Promote Honest and Constant Communication
If you’ve built a communication plan during the intake meeting, this should be easy enough to continue with. Make sure that recruiters are providing regular check-ins and that hiring managers are aware of the need to be responsive. If you notice hiring managers struggling with responses or interviews, ask what sort of support your team could provide. Being the one to reach out a hand in support can make you an invaluable part of the team.