Every head hunter wants to identify, attract and place the best candidates. But how smoothly the whole process goes can depend on the personal relationship a head hunter or recruiter has with the hiring manager. It is it one that is too frequently overlooked. All parties have to work together to attract and hire the top talent for any specific role. This requires excellent communication between everyone involved to create the best possible synergy to deliver first class service. As early as possible, headhunters must set out to communicate well with a hiring manager, whether this is the line manager or the HR representative who runs the show internally.
Read: Meaningless interviews with HR. Really?
Here are 5 tips to communicate well with a hiring manager
#1 Communicate regularly
It doesn’t have to be face to face meetings, but regular Skype or conference calls are best. The greater insight the recruiter has to any developments within an organisation the better the service she will be able to provide. It’s vital that each party understands the challenges that the other is experiencing and regular updates are part of the conversation.
#2 Communicate openly
If contact between a hiring manager and recruiter is perfunctory, with minimal communication centred around the routine bureaucratic issuing of hiring specs, reports or funnel stats, then the chances of things going adrift are higher. It’s important to have a thorough understanding of the company, the culture, the team, as well as the role. Listen generously but asking those critical questions until you are confident that you have a good insight is necessary. Sometimes it’s important to be persistent. It’s also useful to get an idea of the sub-text and the personalities involved. Companies have any number of unspoken work-around practises to deal with tricky situations. This might be a difficult boss, a specific policy, or market challenges.
Making sure that communication is open and constructive is the best way to avoid candidates sinking into the recruitment black hole.
Read: The CV black hole. One hiring manager says give me a break.
#3 Communicate realistic expectations
It is important to differentiate between what the hiring team thinks they want and the skills that are really necessary for the role. Very often objectives get blurred. Vanity qualifications can slip in if a manager gets kudos for leading a team of MBAs or rocket scientists. If the hiring manager is replacing himself, then very often they will look for a “mini-me”. It’s important to factor in a balance of skills and experience for the whole team. Do you need to make nudges around unconsicous bias or other protocols? Or at least make the proposal. You maybe over ruled, but you have made the best case. In a relationship of trust your opinion will carry weight.
It’s the role of the recruiter to update the hiring manager with any market trends. You may know of skill gaps in the region, but you are also armed with solutions such as the cost of bringing in someone from another geographic region. Would it be cheaper to pay relocation expenses than wait to identify the elusive “purple squirrel?” Could they offer some training, flex or a returnship? Sometimes the obvious solution is not always the best.
Read: A plea. Keep job profiles real
#4 Communicate continually
The recruitment process doesn’t stop on the first day of work but is extended well after the onboarding process is complete. Establishing how new hires are settling down and even better getting testimonials from them helps cement the employer brand as a place to work. As social proofing sites become increasingly important, candidates do check out how employers stack up on the market. If there are issues they will come to light. You should keep an eye on how your client is perceived on the market.
If you have provided a stellar service to their company ask them for endorsements, testimonials or recommendations to display on your web site or LinkedIn profile. This helps build up your brand and reputation.
Read: 6 sand traps that cause onboarding fails
#5 Communicate feedback
If a hiring manager commits to embarking down a certain path, it is the role of the recruiter to let her know the potential outcomes. Will there be delays or additional costs associated with a specific decision? Equally it’s important that you know why candidates are being cut or there are delays in the process. Is it something you can remedy at your end or will it need careful candidate management? You will also need to establish the same relationship with candidates and be adept at dealing with any input they have to make about their candidate experience.
It’s also important to give candidate feedback. If the number of “not interested” candidates is high it’s important to establish why that is. It could be location, job title or another element of the profile. This information is important to protecting an employer brand.
If all these communication hacks are in place the chances of you finding top talent in excellent time are going to be much higher! Your relationship with a hiring manager is going to be first class.
When Azusa Pacific University was founded as a training school for Christian workers in 1899, preparing women in ministry leadership was a key part of the school’s mission. And that focus on equipping female leaders continues today.
Karen Strand Winslow, Ph.D., chair of the Department of Biblical and Theological Studies and director of the Master of Arts in Theological Studies at Azusa Pacific Seminary, explained that God’s call to serve reaches both men and women.