How do you keep hiring managers and stakeholders in the loop during recruiting?

Here's a more detailed breakdown of the strategies Job Intake Form: Use a structured form to gather job details, align expectations, and update as needed. Kick-off Meeting: Bring teams together to discuss roles, responsibilities, timelines, and set communication standards. Hiring Brief: Create a document with job info, candidate criteria, and updates to maintain a shared understanding. Communication Plan: Define how and when updates will be shared using emails, meetings, and tools. Information Sharing: Provide relevant updates on candidate progress, interviews, and assessments. Feedback Loop: Gather input after each stage to improve and adjust the process. These steps ensure clarity, minimize delays, and foster successful collaboration.

Tools need to be leveraged correctly, as this makes it all easy. All interviewers/stakeholders should undergo a mandatory certification and should be told to make "Hiring a priority" whenever it is. This all transitions towards a great candidate experience which is integral.

This is well summarised. Great stakeholder management starts with good communication. This means being clear, concise, and transparent with your stakeholders, and keeping them informed of your progress at all times. It also means being open to feedback and suggestions.

To keep hiring managers and stakeholders in the loop during recruiting, provide regular status updates through email or scheduled meetings. Share candidate progress, key milestones, and any potential delays. Open communication ensures transparency and alignment with expectations.

Aligning with the hiring team and leadership. I use a job intake form and reference the job description during that intake call. Make sure the level, title, 3 hard skills to look for to do the jobs and the functions of the job, what the team dynamic is like. Put a recurring meeting up on outlook to meet every week with the hiring team to go over candidates, the next steps, and if there are changes to the original hiring needs that need to be made, make those changes.

Create an Excel sheet and have tabs on it with new hires, pending offers, and scheduled to start and share it with leadership teams to stay up to date on everything hiring. Also using an ATS system to house and track candidate's profiles, work with the hiring team, and be transparent about feedback on candidates and setting expectations will only set you up for success.

Centralized Platform: Use an ATS, project tool, or spreadsheet to manage candidate info, feedback, and status. Unified View: Prevent email overload by giving everyone the same view of hiring progress. Efficiency: Reduces back-and-forth, streamlines communication, and promotes consistency. Training: Ensure partners are trained on the platform and follow established processes. By utilizing a shared platform, you enhance efficiency, consistency, and collaboration throughout the hiring process.

Using updates and automation can be key to constant and open communication. The hardest part? Data hygiene. In order for these platforms to work, they must share up-to-date, clean data.

Whichever platform you choose, ensure that it's compliant with data privacy regulations, not just GDPR but also other regional data protection standards like the California Consumer Privacy Act (CCPA) in the USA or similar regulations in other countries.

In my most recent employer, SharePoint was our source of truth for a two-way street of new hire communication. Our deployment log was housed in SharePoint which allowed our IT and respective training departments to have the information they need. With minor edits on a regular basis, this shared platform proved to be a great asset.

Timely Updates: Keep hiring managers and stakeholders informed about significant changes, challenges, and successes. Communication Channels: Use email, phone, or video calls based on urgency and complexity. Key Updates: Share candidate pipeline strength, talent shortages, feedback (positive/negative), offers, and hires. Scheduled Check-ins: Arrange weekly or biweekly meetings to review status, address issues, and plan next steps. These updates maintain transparency, enable timely decisions, and ensure effective collaboration.

Its crucial that the recruiter keep regular communication with the stakeholders, whether by email or through a weekly/bi weekly scheduled call. This is a chance to give updates to the stakeholders and to get the opportunity to communicate any challenges or share good news about the progress of the recruitment campaign.

I'll put a recurring meeting up on outlook to meet every week with the hiring team to go over candidates, the next steps, and if there are changes to the original hiring needs that need to be made, make those changes.

In the ever-evolving world of recruitment, staying on the same page is a game-changer. Imagine this: regular updates that shed light on candidate journeys, hurdles conquered, and milestones reached. But it's not just about one-way traffic; inviting hiring managers and stakeholders to share their insights and expectations transforms the game. Picture collaborative meetings where experiences and ideas meld to shape the hiring landscape. And when those A+ candidates come on board, everyone's efforts shine. It's more than recruitment; it's a symphony of shared engagement, fostering a culture where teamwork and success harmonize beautifully.

I like to provide updates using 2 different methods. First - weekly staffing calls, typically early to mid week. On the call I get pending feedback on candidates and provide updates on sourcing, scheduled phone screens and address candidate objections. Second - Friday recap emails. Send an email recapping your efforts for the week. In the email I summarize active candidates, scheduled phone screens, and sourcing plan for the next week.

Feedback Collection: Seek input from partners on candidates, process, and your performance. Continuous Improvement: Use feedback to enhance sourcing, screening, and address concerns. Feedback Points: Request input after interviews, decisions, or hiring cycles. Collection Methods: Use surveys, forms, or discussions to gather and analyze feedback. Acknowledgment and Action: Act on feedback, share results, and implement improvements. By valuing and acting on their insights, you enhance collaboration, refine processes, and showcase professionalism.

Being transparent about feedback on candidates and setting expectations will set yourself up for success in recruiting in the long run.

Setting expectations early is key. Agree with the leaders what timeframe to expect when waiting for feedback. 48 hours is often a norm. This ensures we can keep candidates in the loop and have things moving along smoothly

Big time! Two way feedback loops are so successful for a reason. They open up a chain of communication that is focused on the betterment of a given situation. In recruitment it can often be seen as a negative thing to ask for this feedback through fear that it may lead to a doubting of the internal capabilities. However this couldn’t be further from the reality I’ve experienced. In most cases it gives everyone an opportunity to discuss the reality of the situation. There are numerous reasons that a process may, or may not, be going well. And this feedback loop is a great opportunity to air challenges faced, celebrate wins, re-clarify the role and check in on how everything is feeling. Best of luck everyone!

Sending a congratulatory message to the hiring team when candidates accept their offers, goes a long way! It shows progress and they will be pleased to see that you are helping drive the business forward. Asking for referrals from new hires is also key.

Celebrate Successes: Share recruiting wins with hiring managers and stakeholders. Build Rapport: Strengthen trust, appreciation, and collaboration. Methods: Congratulatory messages, positive testimonials, recognition, or appreciation events. Showcase Value: Highlight impact, request referrals, and recommendations. By celebrating successes, you foster positive relationships, inspire continued partnership, and demonstrate your value as a recruiter.

Just like when a sale gets made, recruiting should be letting the whole company know about the success (assuming good news is typically shared company wide) A slack announcement of each new hire with a congratulations and thank you to everyone involved not only makes people feel good, but also let’s the recruiting team toot their horn and celebrate which is something other departments tend to do way more.

Recruiting is hard work. It is a huge win when opportunity meets talent. A win for the company on bringing someone in who will solve problems and provide value and a huge win for that person and their family. Both should be recognized and celebrated.

Highlight achievements along the way. Share successful hires, standout candidates, and positive feedback from interviews. Recognizing milestones fosters a sense of accomplishment and reinforces the value of your collaborative efforts. It's called Hiring Manager (HMs) for a reason: ???????????? is one of the key responsibilities of every manager. It's called Talent Acquisition Partner for a reason: ???????????????????? with Hiring Managers around roles and processes. Work in tandem. Win together.

IMHO stakeholder management is the skill that separates ‘great’ recruiters from ‘good’ recruiters. It all starts in the intake meeting - setting and reinforcing expectations here is key. And then what’s absolutely crucial is to follow up the intake meeting *in writing* summarizing everything that was discussed and key milestones and deliverables along the roadmap You need to be updating all of the stakeholders *at least* weekly, and even if this is a casual verbal update in a TB, *follow up in writing* Don’t expect HM’s to communicate for you - you need to own that If it feels like you’re over-communicating, that’s the right amount.

Schedule time, ask for feedback, provide your insights. You are the talent professional, they value your opinion as much as you value theirs.

The key principles guiding all of the above is that the hiring manager and recruiter(s) are 1 team. And that the actions of the hiring manager determine success as much as the recruiter.

The key to effective stakeholder management is effective consulting. You will do more damage to a client relationship by overpromising and not delivering than managing expectations and agreeing on realistic outcomes. This is the best way to build trust and most stakeholders are looking for a trusted partner to work with

There are a ton of ATS or HR systems that communicate on your behalf. These show off a lot of match reports, and AI-based ratings but what about that one human feeling you can't shake? Make a habit of sending out either an email or text, preferably something in a written format. Include your efforts for that week the candidates you have shared and you're personal opinion on them. This way they can decide with your opinion in mind and this will increase your bond with them as well. Do mention some timelines where necessary as we know a lot of the candidates are interviewing simultaneously for different opportunities.