Last week David spoke about the “backlash” and he promised some examples of 10 fundamental “game changers” that Elite recruiters execute flawlessly 95% of the time. This post will be the first of those.
From leading staffing and HR functions as well as consulting with clients, I have learned the balance amongst recruiting and Hiring Managers is an age old problem. To ensure internal corporate recruiters are seen as more than administrative job fillers they must effectively manage the perceptions of hiring managers. Recruiters must be seen as strategic business partners!
Tips to becoming a strategic business partner!
In order to effectively understand the job, you must first understand the business. How do you do this effectively? Spend time with your hiring manager!! Spending time with your hiring manager and focusing on the nuances of their business will allow you to relate better to the talent you are searching for and the job you are recruiting for. This time spent with the hiring manager can really impact their perception of you as a true strategic recruitment business partner.
Questions recruiters can ask the manager:
- Who is your external and internal competition for talent?
- What are your key business initiatives for the next quarter, the next year?
- What are the critical skills and competencies you require in your workforce to meet and exceed your business objectives?
- Who are your top performers?
- What characteristics do they have?
- What characteristics exist in those employees who are less successful?
- What are the top 3 aspects that are critical for success in each job that I should be looking for?
- What is your work style?
- How do you define the culture of your department?
Just by asking these simple questions, recruiters begin to develop a collaborative partnership, earn the respect of their hiring managers as well as demonstrate the desire to not just fill orders, but to build the business.
Critical Steps to further strengthen the relationship between the recruiter and hiring manager:
- Setting Service level agreements (SLAs): Setting SLAs will help the hiring manager develop an understanding of the recruiting process and their defined role within that process. This process will act as an opportunity to define how the process will work. A SLA is also critical to managing expectations especially with new hiring managers. This meeting can cover everything from timelines, who are key interviewers, and how the day-to-day interactions will occur. If you are interested in an example, please contact me.
- Defining the position description: Recruiters need to drive the hiring manager to ensure they are not working on “weak job descriptions.” The job description is critical. It not only helps sell the position but also ensures that the recruiter delivers the right candidate. The recruiter is only as good at filling the position as the information they are provided during the intake session qualifying a new position. With that said, for each new job that is created, have a meeting to discuss it in depth. When we conduct our training programs, we teach our students to use a Hiring Manager Consultation/Intake form. If you would like an example of a well-structured Intake Session, please contact me.
- In addition,we recommend that you have quarterly business review meetings with your hiring managers to discuss:
- Key business objectives for the upcoming quarter/year
- Future hiring needs based on business growth, turnover, and succession planning
- Performance of the recruitment function using key performance indicators (KPI’s) for quality, delivery, and cost
- Process Improvement initiatives/recommendations
Implementation of these simple practices will ensure that the recruiters have done their best to further understand the job and built a more solid foundation of partnership with their hiring managers.
If you would like your entire team to take it contact me and we will set up a personal link so you can evaluate the results.