Why should HR mobilize the hiring manager to participate in the recruitment?

Do you think enterprise recruitment is a matter for the recruitment department or the employment department?

Of course it's about the recruitment department, but it's about my employment department! A hiring manager answered truthfully and quickly?

Recruitment is a matter for our HR department and the employing department. How to recruit talents for the company without cooperation? A senior recruiter responded truthfully and quickly?

What determines the success or failure of recruitment is not the recruiter, the brand and the recruitment platform, but the degree to which the recruitment manager participates in the recruitment!

In HR's eyes, hiring managers are more like their own customers than colleagues. He makes such and such demands every day, and he is always dissatisfied! But in fact, this is not a healthy relationship-HR should try to establish more cooperation with hiring managers to promote the recruitment process.

Today, let's talk about why HR should mobilize hiring managers to participate in recruitment. I will show the ideal state of cooperation between Amazon and Uber through a case, and most importantly, how should ——HR mobilize the hiring manager?

Why should HR mobilize the cooperation with the hiring manager?

Recruiters usually regard hiring managers as their clients, which was especially popular in the 1990s.

If HR has any requirements for the hiring manager, it will ask in turn, "Isn't this your job?" But in fact, both the hiring manager and HR serve the company! The relationship between the two is not who belongs to whom, but the relationship of equality and cooperation. The ultimate goal is not to satisfy the hiring manager, but to make the best use of the company.

Therefore, HR should not keep this old concept, thinking that letting the hiring manager participate in the recruitment is to avoid his own work.

The case of Amazon and Uber

In fact, many recruiters also want to "fight side by side" with the manager, but in their view, it is far from being realized. Then let's look at a few cases. Facts have proved that cooperation is not difficult!

In Amazon, the human resources department will organize an informal meeting-or a party. At this gathering, the CIO will be invited to talk face to face with the new employees, so that the employing department can better understand the background and talents of these employees, and at the same time outline the organizational structure of the company, especially the gap and demand of talents. While deepening their understanding, the two sides seek talent recommendation from new employees.

Sometimes, it is more reliable to bring candidates by contacts than to send emails and recruitment websites. In other words, through the stronger appeal of hiring managers, talent search can be effectively realized, which also solves the most headache problem for most recruiters, right?

In Uber, the product director and HR will assign hiring managers from different departments to participate in the interview process according to different recruitment positions. The advantage of this is that the job fair will become more targeted and effective. If you just drag a manager before the interview and confuse the interview, I'll tell the truth-isn't this casting pearls before swine?

Then the question is, are all hiring managers willing to spend their energy to participate in recruitment like Uber and Amazon? This is also the key point I want to talk about-how to mobilize the hiring manager to participate in the recruitment?

How to mobilize the recruitment manager to participate in recruitment

On this issue, John, the founder of Recruiting Toolbox, shared a lot of experience as a senior recruiter.

0 1 honestly and frankly threw the data to the hiring manager!

John did a brave thing when he was just a hiring manager. He calculated the success rate of recruitment, and then put the statistical results at the staff meeting for everyone to see.

Once, the scene was very embarrassing-a manager's recruitment success rate was 95%, while only 65% sat next to him. Data is always the most compelling. Fortunately, before the scene became more embarrassing, the topic smoothly shifted to experience sharing. The point is not 95% or 65%, but how to reach 95%.

Of course, this practice is still a very risky attempt. Later, John chose a gentler way: show the statistics to every hiring manager in private, which will not cause embarrassment, but also give them appropriate "pressure".

However, John still encountered the situation of angering the manager, but anger turned to anger, and the manager did become more active in recruitment later. "I'd rather have a manager who wants to hit me at any time, but can actively participate in recruitment." John said.

In addition, John also recommended several useful statistical indicators: department admission and employment ratio, employee recommendation ratio, interview employment rate and so on.

Poke the hiring manager where it hurts.

John feels that the hiring manager will not have the motivation to change if he can't get to the sore spot.

So how to poke this sore spot? You can ask him this way: What will happen if you can't recruit someone within two months?

There are two possibilities-first, the business department is not in a hurry to recruit people, and this problem will not bother them, but you don't have to worry; Second, they are in urgent need of employment. If they can't recruit people, the whole department will be busy. At this time, if you tell them the difficulty of recruitment and sincerely invite their assistance, the hiring manager will cooperate with you in a more positive attitude.

After all, the hiring manager is not stupid, even if the pot is given to HR, the sin is still his own!

03 arouse the sense of responsibility-clear rewards and punishments

Do you expect hiring managers to do their best when their role in recruitment cannot be quantified? Although the completion of recruitment indicators is a standard, it is more about the assessment of recruiters. How can we arouse managers' sense of responsibility for recruitment?

It's simple. Reward those managers who do well. For example, John will make suggestions to his boss and send emails to those hiring managers who have done a good job to express their praise and thanks. At the same time, the performance of the hiring manager in the recruitment is also included in the performance appraisal. Sometimes, John also recommends managers who are active on LinkedIn.

In short, if you can express your recognition to the manager and give him substantial encouragement (such as the boss's email is very effective), the manager is still willing to cooperate with you.

04 "recruitment skills" as the recruitment criteria.

HR likes to complain that the hiring manager knows nothing about recruitment. But what's the use of complaining? It is better to solve this problem from the source. In the next interview, you might as well pay attention to the candidates' views on recruitment and evaluate their potential ability to recognize people, so that when they grow into department managers, they can help recruiters more effectively. Moreover, taking recruitment skills as the standard of recruitment assessment also indirectly implies that the current managers: recruitment is a matter worthy of attention.

05 Empathy, Flexible Stimulate the Interest of Hiring Managers

HR can't impress the hiring manager if it just talks to itself from its own perspective.

John has dealt with hundreds of hiring managers and summed up an experience: managers are most concerned about two things ―― speed and quality. Recruiting excellent talents quickly is their greatest concern.

Therefore, when talking about cooperation, HR must repeatedly emphasize speed and quality, so as to poke the pain points of managers and stimulate their enthusiasm for participation.

For example, you can ask them a question: Do you want to know what managers who recruit quickly have done? Most hiring managers are curious, so congratulations! You can list the support you want from the hiring manager, and they will think, well, that makes sense. I also want to be a quick recruitment manager, and I should do the same! I fell into your routine unconsciously!

In short, routines and strategies are based on the intention of sincere cooperation between the two sides.

It's almost 20 18! HR and hiring managers should stop killing each other. Only by United front and fighting side by side can we "capture" more matching talents!