What are the most effective ways to manage relationships with hiring managers?

Set up a intake call with HMs to discuss the position, role, and hiring procedure. understand their demands and specifications for the position. Throughout the hiring process, be in constant contact with the HMs. We should schedule a weekly catch-up for the status of hiring. Spend some time learning about the HM's viewpoint, their goals, difficulties, & needs. Providing HM LinkedIn insights report to help them understand the talent market, candidate pool, & new trends & let them know the current hiring best practises. Ask HM for feedback on a regular the hiring process as a whole. Utilise this feedback to continuously enhance the strategy. We should foresee potential difficulties/obstacles in the hiring process & take proactive actions.

Imho,the hiring manager needs a recruiter as much as a recruiter needs a hiring manager🤞 As a partner, the recruiter is well advised to make the hiring manager articulate on what the key success parameters are met. Often debate on what outcomes are most essential in the first 100 to 180..by defining the personna before one embellishes a document of keywords! Then, help the hiring manager arrive at what are the ,"non negotiable skills "vs those that are "nice to have " It's what people do with what they have that makes them successful, not what they have. And a good debrief doesn't get over unless the recruiter sets expectations about the availability of talent and the compelling need for the "able" person to be "willing"!!

Sometimes, hiring managers are not entirely clear about their requirements. The skill combinations they seek may not always be readily available in the market. Therefore, before scheduling the intake meeting, it's advisable to conduct market research. During the meeting, share the available skills and discuss which skills can be developed in a candidate after joining the company. A candidate who is a 100% match for the role may not have room for growth and may soon feel stagnant in their job. It's important to emphasize the need for candidate learning to the hiring manager as a talent advisor.

As a recruiter, it's so important to have a great relationship with the Hiring leader. Building trust starts from the beginning when calibration is done to discuss about the position, interview process, role, skill set, and other specifications. Goal expectations are cleared to find the best candidate/s for the position. Its important to easily communicate and collaborate throughtout. Its even important to respect the time of Hiring leader, for eg. aligning the candidate for Interview rounds as per Hiring leader's availability. There should not be any pressure and both Recruiter and Hiring Leader should have transparent but professional approach.

An intake call covering all the major aspects of the job description including "must to have" skills, "bonus skills" and "alternative skills" is a must. Additionally, weekly review calls on current open positions will help the recruiter to stay on top of active positions, and prioritise sourcing for the best possible talent aligned with the hiring manager's expectations. I also believe that recruiters should also actively research on the current labour market trends and keep the hiring managers informed on any anomalies and trends so as to add value through their recruiting expertise.

The biggest driver of talent acquisition performance is the strong relationship between the talent partner and HM. It's never you Vs him it's all about common organisation goals, so I strongly feel transparency and data driven approach help in building trust and is the best tool to have a cordial relationship with the HM.

For every recruiter, it is essential that they partner with their hiring manager from the alignment call through the candidate onboarding phase. The alignment call sets the time of how, what, and when as well as the necessary skills, personality traits, roles, and responsibilities. It also answers your “WHY” question. Weekly status calls and communication will develop the trust and build the strong partnership. Receiving and providing feedback, roadblocks and success will sort out the things faster.

Hiring managers may lack the experience necessary to correctly choose amongst candidates who are similarly qualified. They may rank each candidate based on the position’s criteria to determine who is the clear best choice. Organize a session to teach hiring managers how to define and apply criteria effectively. Begin by asking them to design an ideal candidate persona for a role on their team. This will be the standard by which they will judge a five-star candidate. Not all hiring managers have the best interview skills. So, offer your hiring manager a couple of mock interviews and ask them to break down a candidate’s talents and why they’d be a good fit for the organization.

Building trust takes time; professionalism is the key. When making commitments regarding timelines, quality of profiles, weekly meetings or email updates, or any other aspects, it is crucial to uphold them. Additionally, maintaining composure during challenging times in front of your stakeholders can further strengthen the trust they have in you.

Hiring Managers do not like it when recruiter's only put forth reasons or challenges on why their needs can't be met. Recruiter while engaging with business should focus on consultative partnership by providing alternative solutions. Business view recruiters as experts & look forward to our insights. If recruiter establishes their SME credential, it's easier to win business trust.

Face to face is king - spend as much time with your clients as possible. People work with people. Be genuine with your clients, & don't nod along with everything they say. Push back, consult them & actually add value.

It’s crucial for HR to consistently demonstrate to hiring managers that they are a valued partner in the recruiting process by: - Providing updates regularly; they shouldn’t have to chase HR for updates. - Encouraging their input/feedback during the process. - Consistently providing coaching and training to help them increase their skills and confidence in their role as a hiring manager.

Establishing the cadence and channels used for communication between the recruiter and hiring manager should happen on Day 1 and then it's absolutely up to the Recruiter to keep the ball rolling. People get busy and things come up, but it's so important to remember that there is a candidate on the other side who has (hopefully) been given a roadmap of when to expect feedback. Next to hiring great talent, providing an exceptional experience to the people in the process should a be top priority for both the Recruiter and Hiring Partner.

Communicating with your hiring managers regularly is key in building trust. It can be though a Kanban board that you collaborate with them on, a weekly call to go over updates or a face-to-face meeting weekly or biweekly to align on the recruiting status (which I prefer). Being honest and genuine in your communication with your hiring managers will only make them interested in working with you more.

As far as I am concerned... this subset is the most important. Relationships, trust and delivering top quality all focus on strong communication and an open dialogue between TA and the Business. This starts with great kick off meeting to understand what they are looking for, touchpoint meetings along the way detailed feedback as to why candidates are not a fit to better tune the search.

It's imperative to establish clear expectations on both sides. The best advice I can offer is to be as specific as possible; refusing to settle for ambiguity. It's not enough to agree to "timely" feedback. It needs to be provided within an agreed-upon timeframe. Nailing down the details up front (and communicating the timeline and steps to candidates) is more important than speed. While it's not ideal to wait two days for interview feedback, it's acceptable if this timeline was known and communicated accordingly from the start. The same applies to all aspects of the recruiting process.

As a recruiter, I feel the best way to align expectations and feedback with the hiring manager is to see through their lens and step in their shoes. I remember sitting through interviews for one of the first tech roles I was hiring for. I started observing what was going wrong on-paper versus where was the gap in-person. This process also helped the hiring manager trust me as a recruiter, which plays a key role in maintaining a healthy and reliable relationship with the hiring manager. Unless you are and act credible, the process can not be a perfect fit, let alone the selected candidate(s).

Due to lack of understanding of the talent market, it's natural for many hiring managers to expect all skills in one hire. As recruiter's we are a magnifying glass to help business hire talent & not a manufacturing unit to produce talent with all combinations expected. This is why setting right expectation at the early stage of the interview process become critical. Setting right expectations with providing viable solutions will build recruiter trust & partnership with hiring managers.

You should set clear expectations from the beginning. This includes agreeing on the interview process (who will be in the first, second, final rounds), timelines, and candidate criteria. Also, ask for and use feedback from interview teams and hiring managers about candidates and the recruitment process itself to constantly improve and align your efforts. The team's desired skills may change after one or two interviews. You need to be flexible with your search techniques and know that your role is to add value to the team.

It’s important for them to have realistic and achievable expectations of the recruiting process and outcomes. Constructive and timely feedback on performance and presented candidates is also vital. Setting and managing expectations and feedback from the start is key. Clarifying the roles, responsibilities, and expectations of each party helps ensure everyone is on the same page. Defining the criteria, metrics, and indicators of success for the recruiting process and outcomes provides clear goals. Regularly soliciting and providing feedback, highlighting strengths, weaknesses, and areas for improvement, ensures continuous improvement.

From my perspective, collaboration may provide remarkable results and foster a strong team. Hiring managers may not always be fully involved in building the hiring funnel. To enhance their involvement, transparency is key. Let them know what is going on in the background. Give them the details and pain points of each stage. Sharing your insights and data from previous similar openings can help eliminate challenges during the hiring process.

Building strong relationships with hiring managers boils down to clear communication and shared expectations. In my role, I'm responsible for crafting the hiring strategy and process. I emphasize that collaboration across departments is the linchpin of success. I'm there as a partner, promoting transparency and working together to attract the best talent. This ensures a smooth hiring journey for all.

If you've taken the time to understand and set expectations, and to build solid communications, you should have a good partnership with your hiring teams. When you encounter a 'problem,' make sure you understand it yourself. Look at the numbers and the data (don't just go by feel!), develop theories about what is happening and a few solution options. Then meet with the HM and present your findings and recommendations with a very clear eye towards seeking their input, advice and feedback. You are the expert advisor, but they are the client. Present yourself as an expert, but always as an an expert partner.

It is essential to partner with hiring managers to overcome obstacles in the hiring process. This may include finding ways to fill challenging roles, exploring different sourcing options, or reviewing candidate criteria to match them with market conditions. Some of this cooperation happens during the intake call. From which competitors can you target candidates from? Are there any companies that have these kinds of skills? What kind of person has performed well in this role before?

Clear and agreed expectations on both sides are crucial to understand and monitor any issues that may arise. Again regular client meetings will aid the process.

The recruiting process should be fun. A good recruiter can take most of the burden , or stress , of hiring by guiding the candidate along the process and regular updates to the hiring manager. Transparent communication on both sides, then celebrate the addition to your team.

Once a Recruiter has secured the required talent and they join request "real time" feedback on performance and not wait until the end of the performance cycle - the hiring manager may not remember the great work you did 6 months later. Also be sure to acknowledge and thank hiring leaders/teams who are true partners in the journey - this significantly impacts the success of hiring.

Taking time to reflect and celebrate success is very important and something which can be an afterthought for most once the job is done. With your client, you should recognise and celebrate the successful hire/s, and attribute these successes to everyone's efforts involved. Use it as an opportunity to get feedback on what you did well but also on what you can improve on next time around to ensure your service is second to none.

As a recruitment business partner, I try to acknowledge every hire that we make across all of my accounts. I like to thank recruiters and hiring managers for their hard work delivering what we planned. If we fail with some offer, I am always curious what we could improve next time, especially if we have some recurring positions. I'm also making sure they have all the information possible at the beginning of the process to be able to attract talent and to hire in the end.

I work for a small business, so appreciation and celebration is something that I do on a regular basis, not just in relation to hiring needs. I know all my managers well enough to be able to celebrate them on a regular basis. And I always thank them for cooperation, collaboration and education that they provide to me on the go.

- Xác định tiêu chí làm việc với họ: rõ ràng, công bằng, chia sẻ - Giúp họ hơn là cãi nhau hay nói xấu họ nếu trình độ của họ tới đó. Thà đưa phương cách, chiến lược và hỏi họ là “thế này ổn không?” “Có ý kiến gì không?” Đó là tinh thần cộng tác vì mục tiêu chung. - Nếu gặp người bảo thủ, không nghe ý kiến thì mình vẫn làm theo và trách nhiệm cần được quy định rõ ràng. Bên cạnh đó mình lập dự phòng kế hoạch B đề phòng kế hoạch A thất bại. Kết quả luôn báo cho CEO nên nếu dự án thành công thì Hiring Manager sẽ cảm kích và lắng nghe mình hơn. - Chia sẻ khó khăn, lâu lâu cafe tâm sự với Hiring Manager tăng tính kết nối. Thực ra ai cũng có sự cô đơn và cần được chia sẻ yêu thương nên mình cũng không cần phải gay gắt, drama hoá với họ.

The initial intake meeting is very crucial. Understanding the requirements as in the expertise required, how they will fit in the team and also giving clear guidance on the process, timelines would definitely elevate the stakeholder experience. After the intake meeting, I usually share the debrief with hiring managers to ensure that we are aligned.

The best way to manage the relationship with Hiring managers is to understand the requirements well by scheduling the intake call. This will help the recruiter to source the right profile for the right role. We always need to remember - We need to hire the best and the right candidate for the role which will be a win- win situation for both the parties.

Above all be yourself - be authentic and leave the pantomime behind you. You need the hiring manager to see you as the person you are and not merely as a supplier. That’s how you build a genuine partnership and a relationship which adds real value to all.

The one major piece I think is missing from this discourse is understanding thst while the hiring manager may have a different perspective from you, it's you two against the issue, not you two against the other. Taking the time to see their perspective is of immense value, as is taking the time to share, education, and collaborate.