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Recruiters and Hiring Managers Can Experience Problems

Hiring Managers and Recruiting Professionals are all aiming at the same target: sifting through and selecting the prime candidates for the roles required. Yet despite a shared goal, the relationship can become fraught.

1. The Time Factor

The relationship can become tense. With the pressure to deliver, a recruiter may be faced with a shortfall of candidates, while a hiring manager will be under pressure from higher management to fill the positions quickly. On paper, some candidates may seem lacking. Experienced recruiters, well-versed in reading between the lines of resumes, will see potential in the prospects but if the hiring manager feels that they do not have the time or leeway to select candidates who are not exactly to specification, both sides can become entrenched and difficulties can erupt.

2. Expectations

Recruiters must tackle the issue of unrealistic expectations head-on and communicate the true objectives of the process. Hiring Managers may not be well-versed in data technology or whatever niche they are hiring within. Both sides want the same thing, which is to succeed and find the best candidate, but communication cannot be allowed to fall apart due to a matter of crossed wires or a simple lack of definition which should have been clarified between recruitment and hiring when they first embarked upon this journey together.

Everyone must clarify what they need from the candidate and what would be desirable from the candidate. Working from this list, they can select prospects who fit more realistically the business. There should also be regular meetings to check in on how things are going and if the parameters need to be adjusted.

3. Differing Strategy Opinions

There will always be different opinions on the hiring strategy and the length of time it takes and the stages required. It can be frustrating for both sides. Recruiters will be frustrated by a manager who doesn’t understand or makes things hard work and a manager will be frustrated if a recruiter doesn’t explain what they are doing and why they are doing it.

Recruiters must always keep in mind that they cannot do it all alone and must lean into the manager’s experience whilst appreciating that they also have other duties they must fulfil while the hiring process is underway.

Hiring managers must take into consideration that a recruiter may have experienced the same circumstances before and it may be wearing on them that they must explain themselves over and over. The manager must understand that they are a client and the recruiter is trying their best to satisfy the requirements. As long as goals are set and achieved, everyone should be happy.

4. Communications

If a hiring manager does not give the recruiter a clear job spec, this can throw a spanner in the works of a successful recruitment process. This can be because of many factors but one major one may be that the manager is unaware of all of the aspects required.

This can be remedied by the recruiter and manager working together to perform research, pinpointing the department’s role within the company perhaps with the creation of a flow chart. They must first figure out the function within the company, then how the team operates.

5. Lack of Interest

Instead of posing generic questions, both sides of the team must use a funnel to sift through the information and discover the whats, why and wherefores. A focus on the skills of the candidate and their proficiency, previous responsibilities, salary plus perks and previous structure.

A hiring manager may feel that the recruiter is more of a hit-and-run character so there should be strong efforts made to demonstrate that the recruiter is dedicated to finding the perfect candidate for the role, not just the best one who might come along.

6. Lack of Objectivity

Sometimes a bias can finds its way into the hiring process so both the recruiter and the hiring manager must be alert to this and questionable behaviour must be highlighted. In the spirit of cooperation there must be a discussion and objectionable practises must be ejected from the process. Recruiters must prepare hiring managers for the red flags to look for. There must be follow ups and discussions surrounding the decisions made so that no one is left in the dark as to why a certain decision was made. Illegal questions must be identified and removed. Relevant skills must be identified as paramount within the selection period so that the finest candidates are selected and help build a stronger company.

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