How do you communicate with hiring managers to ensure a smooth hiring process?

In my experience, To ensure a smooth hiring process, the below steps are essential: 1) Clearly define job roles and requirements to avoid confusion. 2) Keep an open line with hiring managers. Regular updates on the recruitment progress are crucial. 3) Promptly share candidate feedback with hiring managers to streamline decision-making. 4) Conduct interviews in collaboration with hiring managers to align candidate expectations. 5) Maintain well-documented records of the hiring process for future reference. 6) Establish a feedback loop with hiring managers to continuously improve the hiring process. All the above steps ease the way up to select the best candidate, at the best time, with the best skills, in the best position. Thank you

I respectfully disagree with the notion that hiring managers should outline specific expectations for candidates to be a culture fit. Company culture is fundamentally shaped by the organization and should embrace diversity and innovation. Prioritizing a "culture add" rather than a "culture fit" encourages a richer mix of perspectives, which has been proven to drive creativity and progress. Instead, the focus should remain on hiring based on skills, job competence, and the ability to contribute effectively. Striking a balance between expertise and fostering a diverse work environment is essential for long-term success.

I am going to start and disagree with ideal candidates being a "culture fit". The hiring manager should focus on the skills and experience they are looking for, and obviously do not want to hire someone who will be toxic to the organization - but the term culture fit is much too often used to disqualify people who are otherwise qualified and could be very successful in the role (unconscious bias tie here).

Not only the intake meeting is super important - to communicate clearly, set expectations and make totally clear who is responsible for what. But it is also crucial to keep constant communication going throughout the recruitment process. I like to make clear in the intake meeting that we are going to have weekly or bi-weekly catch-up sessions. Those can be as short as 15-30 minutes, but we can discuss everything that has happened during the week, get feedback on the candidates and move the process forward efficiently. These regular catch-ups have really reduced my time to hire.

Managers understand only one language while hiring - NUMBERS (which would fulfill the need for professionals in their team). There are 3 phases of employment... - Applicant - Candidate - Employee Understanding the Need of the Hiring Manager has the following pathway.. - Need - Timeline - Availability - Expectations If all the above are met within the schedule a transparent communication channel helps in fulfilling the goals of hiring.

I am a big fan of both a new hire survey (30 days after hire date, automated, covering both the recruiting process as well as onboarding) and the hiring manager survey (within 7 days of the role being filled). Getting feedback from new hires and hiring managers gives the talent acquisition organization the data needed to see where they are world-class - and where they have opportunities.

I agree on the emphasis on seeking feedback and alignment in the hiring process. Open channels of communication through surveys, calls, or meetings allow for valuable insights into candidate evaluation, process optimization, and effective communication. Additionally, using feedback to ensure alignment on expectations, criteria, and timelines is instrumental in avoiding potential misunderstandings or delays. Ultimately, seeking feedback not only fosters collaboration but also enhances the overall candidate experience, contributing to a successful and harmonious hiring journey.

There’s a tendency for hiring managers to become frustrated by what they perceive as a lack of qualified candidates. Help them use this data as a market test to adjust reasonability of their expectations, and/or expand their hiring parameters.

You have to set the expectation that you are a consultative partner to them, not their subordinate, not a commodity, not someone they can push around. Everyone has their own job and function, without cooperation from each side things will fall apart. Set SLA expectations to get 24-48 hour feedback. Don’t be afraid to ping them and hold them accountable if they’re not upholding their promises. This is a 100% a partnership.

I agree that setting the expectation with the hiring manager is critical. I worked with a variety of HM's, and the Intake call is the time when you need to "discover" what the hiring manager really needs. Depending on the experience the HM has will often determine what you can expect to get in return. I would always end the In-take call with what I need from them in return to create a true partnership; reasonable feedback within 48 hours of submission, an honest critique of the candidate, not just a "pass" without defining "why", which may elicit pushback from me based on my conversation with the candidate. This has to be done in a professional and objective manner. An open dialogue with the HM will usually provide the best results.

I agree having open conversations with the hiring managers is essential. Sometimes the wish lists cannot be met and it's important to inform them. I do ask them to share, what I should not be looking for and get their opinions on transferable skills. In my experience, this has worked well.

Communication is the most important factor in a hiring process. If you have the communication covered, everything else will work relatively smoothly.

Get to know your hiring manager - some will want a phone call while they are at the airport. Some will want a video call. Some will want to see you in person (assuming that's an option). Every hiring manager has different ways of connecting - get to know the best way for the role you are currently working on. And all want you to over-communicate. They just won't say it.