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hiringmanagers RSS feed Tag: hiringmanagers

Recruiters: Step Away from the Computer and Start Talking to Hiring Managers

by
Elizabeth McCrea Theodore
Apr 8, 2014, 5:44 am ET

While we can all admit that technology has greatly enhanced how we work, relationships are at the core of recruiting. And there’s one relationship that many recruiters are neglecting — the hiring manager relationship.

Hiring managers can be a tremendous source of ideas, intelligence, and potential candidates, if you build the relationship the right way. Here are three easy steps you can take to tap into your hiring managers’ knowledge and networks, while also building better working relationships with your hiring managers.  keep reading…

These Strategic Goals Can Help to Focus Your Recruiting Function

by
Dr. John Sullivan
Mar 24, 2014, 5:09 am ET

What could be more important than having everyone on your team focused and on the same page? Unfortunately, in my interactions with corporate recruiting leaders, I am frequently surprised to find that they don’t have a formal set of strategic goals for their talent acquisition function. That’s a major problem because you certainly can’t be strategic unless you have a formal written strategy (most don’t) and a corresponding set of goals to make it clear to everyone what you’re trying to accomplish. Not having clearly defined, measurable, and communicated strategic goals can add to the confusion about “what is important” and “what is less important.”

While having goals provides focus and direction, their absence can cause team members to wander and to waste time and resources in low-value areas. So if you want your team to be laser focused on the important things, have clear goals that clarify your purpose and that specify what you’re trying to accomplish and what great results would look like.

In that light, this article provides a list of the strategic goals that truly effective corporate recruiting leaders can choose from. Reaching many of these recruiting goals is more complicated because the factors involved in reaching them are not 100 percent controlled by your team. However, it’s time for recruiting leaders to learn to follow the standard business practice of assuming the captain-of-the-ship role which assumes responsibility for meeting goals that you don’t have 100 percent control over.

The Possible Strategic Goals for the Recruiting Function keep reading…

Fix Your Broken Recruiting Process

by
Glenn Powell
Jan 1, 2014, 6:45 am ET

For most recruiters, changing your recruiting strategies is a major transition. You see, we recruiters seek endlessly after the holy grail of recruiting: superior quality of hire. Most recruiters use boring, generic, job description-based postings that attract a high volume of applicants, and then we must take additional time to weed out the bad candidates. The expectation is always that maybe, just maybe, a few good people remain at the end.

Mercedes Benz would quickly be out of business if it manufactured its automobiles this way. A better recruitment strategy would be to build quality in every step of the process, rather than at the end. keep reading…

Are You Wasting Your Time Sourcing Top Talent?

by
John Zappe
Dec 20, 2013, 6:25 am ET

In this week’s roundup I address the issue of succession planning. Please pay attention, There will be a pop quiz. (Or not.)

As a talent acquisition professional (“recruiter” is so yesterday), your role in succession planning and workforce management is indirect, even if it falls on your shoulders to only source and present candidates who are the absolute best at doing the job for which you have a req.

Stick with me here for a minute as we walk through this hiring and succession moraine to reach the point where you will agree that the best plan is to fill promotions purely at random, while discovering that you and your colleagues are the only ones in the organization hiring people who must convince you they actually can do the available job. keep reading…

On Becoming a Better Recruiter

by
Howard Adamsky
Dec 19, 2013, 6:00 am ET

Screen Shot 2013-12-12 at 9.58.56 AMImprovement begins with I. – Arnold Glasow

Congratulations to the great recruiters out there who work hard day after day to find the people required to build great companies. Examples:

Like your IPad or your BMW? We recruited the engineers to make them a reality. Use Word or Excel? The folks we recruited made it happen and their efforts have changed the face of how we do business. Blog or tweet or fly in a plane or stay wired all day long? You can do that because great recruiters built the workforce that built the technology to keep us all productive and connected.

Identify and hire nurses, airline pilots, and executive chefs? We do that too as all good things start with the recruiting of great talent. We are the magic behind the miracles in everything from the astonishing efficiency of Amazon to the recruitment of interim CFOs who can support liquidity events or take a company through an IPO. We staff the phone stores that sell the smartphones you can’t live without. We hired the folks to design and build those phones as well. I can go on but I think you get the point.

With the new year starring us in the face, we need to be many things in order to get ready for the challenges that are to come. We need to be on our game in terms of understanding the business in which we work. We need to think both short and long term to maximize the value we bring. We need to be proactive, fast, and connected as we chase the very best people. With this in mind, I suggest that we consider the following as a to-do list for those who want to take their game uptown and create more value: keep reading…

3 Dangers to Consider in Peak Hiring

by
Will Thomson
Nov 6, 2013, 6:44 am ET

“When do you need this person to start?” you ask the hiring manager.

“Yesterday,” the manager replies.

Does this sound familiar? Recruiters hear this hear this every day.

Hiring is based on factors like sales, product demand, growth, or attrition. It’s dependent on budgets, demands of the investors, stockholders, and the board of directors Decisions then come down from the CEO, the VPs, senior management, and the managers themselves. Recruiting has its highs and lows. One minute it’s hot, the next minute it’s not. There are hiring peaks, hiring slowdowns, and even hiring freezes. During hiring peaks, recruiters and managers are extremely busy.

There are some things to consider during a hiring peak. Managers are often anxious to get people hired and in the door because they do not want to lose their headcount. This is completely understandable. Recruiters are hired to handle stressful situations. They must be able to multitask and deliver candidates in a timely fashion.  With all of this being said, there are some real dangers to consider during a hiring peak. Here are three things to consider: keep reading…

Increasing Your Power in Conversations With Hiring Managers and Clients: An essential sales skill every recruiter must develop

by
Nancy Parks
Oct 23, 2013, 6:45 am ET

your way my way.jpgThere you are — ready to pitch your rock star candidate to your hiring manager or client. You are excited about your ability to snag this great prospect in record time, and you are proud of the fact that your candidate is well-qualified for the position. You left a brief message, letting your client or hiring manager know you have found a great prospect. A call is scheduled. You pick up the phone to dial.

As the phone rings, you gather your notes and are feeling confident and prepared; your pitch is bulletproof. As you announce yourself and prepare to share your great news, you hear, “Sorry, but I only have a couple of minutes. All I need to know is if the person you referred to is experienced and will be negotiable on salary.”

You are speechless. Actually, your rock star does not have the exact experience and might not be open to a lot of salary negotiating. Nonetheless, you push forward — trying to recover quickly by reciting the list of the other great things you learned about your prospect, confident these factors will win over your hiring manager or client. But you can’t shake off feeling weak, frustrated, and doomed.

Not the way you envisioned the call going? How’s your confidence now? And what about that bullet-proof pitch? In 29 words — 143 characters — (about a Tweet), you became the victim of the will of your hiring manager or client.

What just happened? More importantly, can you recover? Let’s look at both of these questions and use some basic sales skills to provide some help. keep reading…

A Sales Manager’s Perspective on Recruiting

by
Fletcher Wimbush
Oct 17, 2013, 6:26 am ET

People Lined for workIf you have ever sat in a sales meeting, the following is probably familiar: The sales manager expects his or her team to make a certain number of customer contacts every day, and this number is usually higher than the number of contacts the salespeople want to make. The sales team retorts in the same way every time, “It is quality, not quantity, boss.” Who is right? Well, they both are. keep reading…

How Recruiters Can Tame Frustrating Hiring Managers

by
Todd Raphael
Sep 17, 2013, 3:47 pm ET

ere-falllogo-facebookAsk a roomful of recruiters if hiring managers can occasionally drive them a bit batty, and hands rise faster than you say black hole.

You know the drill: managers who are unresponsive, unprepared, waste time, and don’t get back to candidates. Or, those who ask illegal questions, or just cringe-worthy ones. Tell me about yourself!

Or they say this: “I need to see 137 more resumes!”

Recruiting Toolbox’s Carmen Hudson, speaking at the ERE conference here in Chicago, gave recruiting leaders some advice on improving the manager/recruiter relationship.

Her suggestions: keep reading…

Likes Attract, But Humor Will Get You the Job

by
John Zappe
Aug 30, 2013, 5:49 am ET

Today’s Roundup is about attraction. Both kinds.

What do you mean, “What do you mean both kinds?”? (Grammar police are investigating that questionable mark usage.) This is about recruiting, so the first kind is that between hiring manager and Ms. or Mr. Mostly Perfect Candidate.

What is it that led the hiring manager to offer the job to X instead of Y, both of whom have the requisite skills, experience, ability, and talent?

X has a better sense of humor than you. keep reading…

Google’s Weird Interview Questions: ‘A Complete Waste of Time

by
John Zappe
Jun 24, 2013, 1:26 pm ET
Laszlo Bock

Laszlo Bock

You may have suspected that those peculiar interview brainteasers made famous by Google, Microsoft, and enough other companies that Glassdoor is able to come up with an annual list of 25 were, well, a waste of time.

You were right. And no less an authority than Google’s own Laszlo Bock says so. He’s Google’s senior vice president of people operations and in a New York Times interview he bluntly calls “a complete waste of time.” “They don’t predict anything,” he told The Times. “They serve primarily to make the interviewer feel smart.”

So the Google question that made this year’s Glassdoor list — “How many cows are there in Canada?” — has no probative value when determining whether the person being interviewed can do the job. Another of Bock’s frank admissions is that college grades and test scores have almost no correlation to future job performance. No longer does Google ask for college transcripts, except for brand new college grads. For everyone else, Bock told The Times, “We found that they don’t predict anything.” keep reading…

Develop a Hiring Manager Scorecard … to Make Them More Accountable (Part 1 of 2)

by
Dr. John Sullivan
Jun 24, 2013, 6:06 am ET

Few in the corporate world would argue against the fact that the actions of hiring managers have a significant impact on hiring. In fact, I estimate their impact to be over 50 percent (with recruiters and the corporate employer brand covering the remaining impacts). But unfortunately, I estimate that less than 5 percent of corporate hiring managers are formally assessed or held accountable for their contribution to the hiring process. What is needed is a hiring manager scorecard.

The goal of this scorecard is obviously to identify “problem” hiring managers but it is also to learn and then share the best practices of top-performing hiring managers with all other managers in the corporation.

After setting your overall functional goals, recruiting leaders need to develop these four items.

  1. Develop hiring and overall recruiting process metrics
  2. Develop recruiter competencies
  3. Develop an individual recruiter scorecard
  4. Develop a scorecard covering individual hiring managers.

I have covered the first three items in recent ERE.net articles, so this one will focus on a hiring manager’s scorecard.

The Benefits of Assessing Hiring Managers keep reading…

Network With a Spy: The NSA Knows the ‘Hidden Job Market’

by
John Zappe
Jun 14, 2013, 3:14 am ET

CIA recruitment adWith all due respect to Lou Adler, the world now knows how to discover his “hidden job market.”

Call the NSA. Skip the networking with the hoi polloi and just cozy up to a spy who works IT for the agency.

As we all now know, the National Security Agency is tapped into every phone call and every email we all send and receive. (Which explains why those Nigerian businessmen and royalty have so much trouble getting their millions out of the country. But that’s another story.)

So who better to know who’s hiring, what the jobs are, and how to get directly to the hiring manager than one of the agency’s network admins? keep reading…

Find the Best Candidates Faster

by
Randall Birkwood
May 2, 2012, 7:42 am ET

The most important part of the recruiting process is the recruiter’s initial meeting with the hiring manager. With the right approach you can save an incredible amount of time and energy, and hire better candidates. In addition, you raise your standing with hiring managers to that of a true business partner.

In any profession, whether it is in business or sports, one must study the best to learn what they do that sets them apart. In sports, athletes like Kobe Bryant, Lionel Messi, and Lance Armstrong are legendary for their relentless drive for perfection and extraordinary work ethic in training. In recruiting, we can study executive recruiters who are given key assignments by business leaders and regularly command large commissions.

I recently spoke with Robert Fong, a managing Partner for the Global Advanced Technology Practice at Nosal Partners, an executive search firm in San Francisco. We discussed the importance of the first meeting with the hiring manager.

Two key factors that set them apart are the time reserved, and the order in which they approach gathering information:

  • An hour to an hour and a half is typically reserved for the meeting.
  • The recruiter spends the first part of the meeting learning about the business and what priorities the position will address.
  • The position description and how it relates to the business priorities is then addressed.
  • Only after learning the above, does the recruiter gather information about the candidate qualifications.

This is the diametric opposite of the approach taken by most in-house and agency recruiters. They:

  • Spend 10-30 minutes at most in the intake meeting.
  • Focus almost solely on the candidate qualifications.
  • Spend little time on the position description.
  • Spend no time on learning or understanding the business.

Let’s break this down step by step: keep reading…

Outliers and the True Secret to Success

by
Lou Adler
Apr 17, 2009, 7:13 am ET

For a number of reasons, Malcolm Gladwell’s latest book, Outliers, is a good read for recruiters and managers, in fact, for anyone who wants to get ahead in life.

The basic premise is that circumstances are far more critical to ultimate success than any other factor. For example, he cites the fact that Gates, Jobs, and comparable computer all-stars were born in the mid-1950s as being a critical factor leading to their industry success. When the PC revolution started they were just the right age — old enough to participate, but not yet established on a career path that prevented them from taking risks.

For another example, Gladwell points out that most professional athletic stars are born in the first quarter of the year they were first allowed to participate in their sport. The idea here is that whether it’s youth hockey, baseball, or any sport for that matter, the best players at this early age are more mature since they’re 3-9 months older than their competition. This difference means a lot when you’re five or six. The chosen ones are then given more opportunities to be trained and play more often. Overall, the best of this group put in thousands of hours more honing their skills, in comparison to those of equal talent who didn’t make the team just because they were too young at the time.

Of course, opportunity is just one factor involved in success. Talent is still critical and essential, but according to Gladwell, not as important as hard work. This is where the extra thousands of hours of effort comes into play.

To become a master at any craft requires plenty of hard work, at least 10,000 hours, according to Gladwell. As an example, he cites Mozart who didn’t write any worthwhile music until he was in his mid-20s, after about 10,000 hours. The Beatles are another example cited, who worked 10 long years perfecting their craft at all-night clubs in Germany.

Now what does all of this have to do with recruiting and hiring top talent? The answer started back in 1978 when I first became a third-party recruiter.

keep reading…

How to Tame 500-Pound Gorillas (a.k.a., Your Hiring Managers)

by
Lou Adler
Dec 5, 2008, 7:45 am ET

Over the past two years, I’ve attended 15 different recruiting events and HR-related trade shows. Surprisingly, over 95% of the recruiting solutions presented had more to do with technology, sourcing, Web 2.0, assessments, and tracking data more efficiently.

Yet in our annual recruiter survey, 50% of most hiring problems are attributed to the lack of assessment, interviewing, and recruiting skills on the part of the hiring manager.

Taming this 500-pound gorilla is the big problem that should be addressed, not seeing more candidates who won’t get hired by anyone. From this cynical perspective, here are some ideas on how to tame your personal gorillas:

keep reading…