3 steps to building trust with hiring managers and executing robust acquisition plans
When it comes to sourcing candidates, most people fail because they try to take shortcuts. The common logic is ‘I’ll whack an ad up. That will attract candidates. I can shortlist and give them over to the hiring manager to make a decision. Job done.’ But being an expert isn’t quite that simple...
The biggest roadblock often tracks all the way back to the job brief. Let’s face it; all recruiters have been here at some point in their career. We’ve taken a lean job brief (very clear requirements, but limited-to-no information for the candidate), we advertise, we search, we shortlist and we interview. But for some reason, the hiring manager says no. So, we start all over again. No one enjoys having to do the same job twice. Yet if we took full control of the job brief, managed the hiring manager’s expectations and provided consultative advice on which one of the candidates fits best, we probably wouldn’t be in this position right now.
Read the importance of clear and thorough planning below:
3 steps to building trust and executing robust acquisition plans
Step 1: job brief
Ask questions of the hiring manager that are intended to inform the candidate of their purpose and why others, like them, choose to work in this organisation. Questions such as:
- If you could imagine your perfect candidate, what do you want them to be doing day one, three months in and six months in?
- Why do other [job title] choose to work here?
These are some of the things that are often not captured in a position description, yet are major influences for the candidate.
Step 2: be the expert
Know your industry. Know how it compares to other industries. Know what salaries are currently being offered in the marketplace. Understand the supply and demand curve for specific job vacancies. Know how easy or difficult it will be to recruit for a particular role or in a particular location. Know what growth projections are forecasted and what that means on future recruitment opportunities and challenges. Know where to source this information from. Then use this information to position yourself as an expert and manage hiring manager expectations when building out a robust job brief. For example, this is a conversation I had with one of our hiring managers:
“The marketing and communications industry is predicted to grow by more than 14% over the next four years, which is double the national average. Today, internal communications specialists are the most difficult roles to resource for in this industry and the lion's share of candidates are not based here in Melbourne. They are based in Sydney. Knowing that current salary offerings for these roles range between $77,000 and $97,000, how flexible are we going to be here? If we cannot source talent locally, would you consider someone from interstate? Would we pay relocation costs? Would we consider someone with transferable skills? If so, what does that look like?”
Step 3: lock in commitment
Gain commitment to the process by locking down a timeline with the hiring manager. When will they shortlist, interview, test, make offers, e.t.c? Then get them to commit it into their calendar, now.
Talent acquisition experts are highly-skilled individuals who can apply the simple principles of advertising, enable a seamless experience for desktop and mobile users, leverage sophisticated search and connection tools and influence people through their extensive industry knowledge.