I am sure you have either heard this from a hiring manager or maybe you have been the hiring manager…
“the reason the role isn’t filled is because the recruiter hasn’t submitted enough of the right CVs!” or that the recruiter doesn’t “understand what type of person is needed!”
I have also heard this from the internal recruiter when reviewing the under performance of a recruitment agency.
In my experience, the best recruitment takes place when the recruiter is able to be the expert and an integral part of the recruitment process – not all of it – able to benefit from the active involvement of the entire hiring community from attraction to induction.
Greater recruiting success is achieved by the organisations who have recruiters closely aligned to the business, therefore creating an opportunity for them to become familiar with the management styles, team culture, projects and people and ultimately become role ambassadors for the team that is in need of talent. Increasing a recruiters knowledge of the vision, the goals and the environment will lead to an improvement in performance as they start to think like the hiring manager before vacancies arise.
The recruiter should be welcomed into business teams as a key and consistent partner, not as a support function called upon when there is an urgent need.
The best examples of this type of business partnering I have seen have come from the recruiters who not only understand the internal workings but also possess knowledge of the external market. They are aware of the talent gaps within an existing team and they proactively present the profiles of candidates that they believe will lead to positive change. These recruiters challenge managers to think about whether the existing team will enable the hiring manager and the business to achieve their goals or if external talent will make the difference.
Who wouldn’t want someone proactively presenting ways to improve to them?
Additionally, a recruiter with regular opportunities to inform the business of the recruitment activities of its competitors is likely to greater ensure that business leaders are able to both engage with desired talent proactively and develop strategies to protect the business from the attrition of key people as other companies ramp up recruitment.
Another point of view, this time from the recruiter is that hiring managers should use their networks to promote the job vacancy. This is reasonable and I suspect that many feel that they do, but how many of them actually go beyond purely “liking” or “sharing” the post created by the recruiter?
A hiring manager has a variety of platforms to promote the reasons why someone should join their team in their own words.
Insightful contribution from the recruiter is valuable of course – after all they are the attraction expert – but a more personal “come and work with me and my team” will complement – and possibly improve upon – the corporate or generically written “work for us“.
In promoting themselves, hiring managers can increase the likelihood of attracting the type of person who will fit into their team and create opportunities to cultivate relationships with future hires.
It is right that the recruiter should take the lead and the accountability for ensuring that the vacancies are marketed appropriately, that a high quality candidate and manager experience is delivered and that the business is informed about external trends and activities. However, although not everyone in the business is a recruiter, the organisation wanting to attract talented candidates should give itself the best opportunity to broadcast its message and ensure that everyone has the opportunity to share knowledge and insight in order to acquire the people that they need.
If the recruiter is kept away from the goals, culture and strategy and recruit based only upon what they think is required the jigsaw will be incomplete.
Marc Drew is the Managing Director of Cogito Talent Limited, a hiring intelligence consultancy business. To discover how Cogito can help improve your organisations’ direct hiring contact us on 01179 200 125, email firstname.lastname@example.org or visit www.cogitotalent.com