Empowering Your Hiring Managers for Successful Recruiting

 

Working effectively with the hiring managers has become one of the top priorities for the modern recruitment teams and organizations. It is critically important that the hiring managers and the organization’s HR or recruiters both have the tools needed to work collaboratively for having the great hires. For a successful and more efficient recruiting, every stakeholder in the recruitment process should have the right tools and authority, at the right time and in the right place. This makes the foundation of the empowerment of today’s hiring managers.

The Rising Need for Empowering the Hiring Managers

Surprisingly, more of the companies and recruiters don’t examine if their hiring managers are doing their job effectively. Some of them measure the number of hires done, or the time taken to close the positions. Other emphasize more on cost, while few measure the time-specific retention rate. While tracking these matrices is an important management function, unfortunately, it hardly adds a significant value to the recruitment process.  

Time taken to close the job is a useful indicator of efficiency, but only if the new hires prove to be the good fit. There is just one real measure of the success of a recruitment process, i.e., how well the people hired will perform. The issue with this measure is that it consumes enough time to determine if the people are actually the good performers or not. And, both the hiring manager and the one who manages the hiring manager, want to have a clear idea of success as earliest as possible. Moreover, measuring the performance also implies that an organization has to have a process for determining performance and a way to evaluate each employee, including the hiring managers. Only a few of the organizations have such robust system that actually empowers the hiring managers through continuous training, on-going assessment and performance measurement and delegation of more responsibilities as per the performance, in order to enhance effectiveness and efficiency of the recruitment process.

What is meant by “Empowering the Hiring Managers”?

Maximizing the outcomes of the recruitment process needs a solid strategy and specific skill set in place, and providing the opportunity to your hiring managers to design the strategy and polish their skills further, forms the basis of the empowerment of hiring managers.

Businesses need the innovative processes, technology and tools that are specifically developed for the hiring managers to ensure that they are working collaboratively and hiring the best talent. Indeed, the hiring managers want candidate-oriented websites, talent communities, mobile-optimized applications, Applicant Tracking System (ATS) and other resources to hire the best people with best performance potential, but in order to be empowered, they also need their own technology to be efficient and responsive for the successful recruiting.

 

 

The Collaborative Recruiting Process Leads to the Empowerment

According to the Aberdeen Group’s one of the latest reports, the best-in-class organizations are 57 percent more likely than others, to include multiple members in the hiring team- namely the hiring managers and recruiters, in order to collaborate on the personality-fit, team-fit and an overall application of the applicants with tools such as thumbs up versus thumbs down, video interactions and comments sections. Collaborative hiring not just results in a timely discussion about any candidate being considered, but it also uplifts the efficiency of the process significantly by empowering the hiring managers to discuss and make a decision in a timely and independent manner.

Why Hiring Managers’ Empowerment is Necessary?

The empowerment of the hiring managers is often inter-related with how in-touch they are with the overall recruiting process, from communicating with the recruiters and from an onset of the interview process to deciding who should be hired or not. Therefore, it is necessary to have the hiring managers be connected with the talent acquisition process constantly to ensure that they hold a thumbprint on every stage of the process.

That’s where the communication about the specific needs and expectations for the job requisition becomes critically important. For instance, if the hiring manager wants an outgoing or effusive employee to fill the requisition, he or she must be very clear with the recruiters or the organization about these characteristics. Empower the hiring manager to communicate these expectations not only when the requisition is opened, but all through the recruiting process to make sure that the right candidates are interviewed and the best one is hired. Hence, the development of the hiring managers on a persistent basis requires sharing perspectives and insights between them and the recruiters or organizations.

There are a number of moving pieces that empower the hiring managers. Besides the support of the Human Resource department and the financial backing of the company, there are three key groups that account for empowering the hiring managers and ensuring hiring of the top talent. These are Hiring Managers themselves, the Recruiters and the Employees.

Each of these members of the recruitment process must feel empowered enough to contribute in the process, from sourcing till onboarding. To get there, the organizations must re-think how they can achieve such successful hiring process. It begins with how organizations view each party:

  • Hiring Managers become “The workforce developers”
  • Recruiters become “The recruitment marketers”
  • Employees become “The brand ambassadors”

Re-framing the role of each member of the recruiting process is a great start to empower the entire team since it ensures that all members know what is expected from them and what they should strive to do on a continuous basis. In turn, it is also important to define how each of the roles collaborates and communicates with other roles and applicants also. They are not the standalone bodies. For example, hiring managers should have a continuous dialogue with the recruiters about the changes in expectations and requirements. In turn, recruiters should inform the employees about the open requisitions, and what kind of effect their interactions and referrals with the applicants in the talent pool may have on the organization.

The Bottom Line

Organizations and HR must do a better job when it is about empowering the hiring managers with resources to make better decisions, leading to a successful recruitment process. Eventually, it is not only about the hiring managers; rather, it is about everyone in the hiring team contributing towards a common goal, i.e. hiring the best talent through a successful, effective and an efficient recruiting process.

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