How do you tell your recruiting team what you need?

1. Job briefing Hiring Manager should meet the Talent Acquisition team for Job briefing. This Job briefing should include attributes pertaining to culture fitment, personality fitment and technical fitment. Culture fitment includes attributes like Teamwork, work & Knowledge sharing with the team etc. Personality Fitment includes attributes like smart working, responsible, innovative, go getter attitude, etc... Technical fitment includes attributes pertaining to requirement. 2. To explain in more detail hiring manager should involve recruitment team in the interviews to observe the interview. In both the methods recruitment team will understand the hiring needs and can fill the position without wasting hiring manager's valuable time.

This is something I've personally had to overcome over the last 9 months. I essentially produce a profile brief. It has soft skills, personality traits. Nuances of the business at the time of hiring that demand a certain type of personality. It also looks at short to medium term strategies that must be successfully implemented and how any certain soft skills will contribute to that success. I had to sit with the HRBP to actually discuss these things. These aren't things that can go into a JD but they are very critical salient "features" they must have in mind when carrying out shortlists.

Effectively communicate your recruiting needs to your recruiting team, start by providing a clear and detailed job description, prioritizing must-have qualifications, and setting specific objectives and timelines for the position. Additionally, share any budget constraints and collaborate with your team to develop a comprehensive recruitment strategy. Regular communication and feedback throughout the process will ensure alignment and success in finding the best candidates for your organization.

After gathering the job description, it is important to work directly with the customer/hiring team to understand what they are looking for and which skillsets are imperative to the role. In addition, finding out the daily duties for the position, which could vary or be vague in contrast to the job description.

In my experience, we should focus on the key/niche skills required for the specific role. Always be upfront of what you are looking specifically in the profiles (Tenure, clients, skills and designations). Elaborate the responsibilities of consultant you wanna hire. This gives a clear insight to recruiters what to look for.

The second step is to communicate your priorities and feedback to your recruiting team regularly and consistently. This means letting them know how urgent the role is, how many candidates you want to see, and how you want to receive and review their profiles. You should also give them constructive and timely feedback on the candidates they present to you, and let them know if you have any changes or updates on the role or requirements. By communicating your priorities and feedback, you will help your recruiting team to adjust their strategy and to focus on the quality and fit of the candidates.

I believe the hiring managers should share not only the skill set but attributes as well that they are looking for in a potential recruit. After each interview, the hiring manager must share detailed input regarding the candidate irrespective of the fact that the candidate is selected or rejected. This will help the recruiter in improving the screening process.

It’s s crucial for hiring managers to provide clear job descriptions outlining their expectations. I often suggest using a questionnaire or having a discussion to better understand their needs. Additionally, building trust with your recruiter is key, as it enables them to source and attract top talents more effectively.

Clearly articulate the key priorities and objectives for the role. Provide specific feedback on candidates' qualifications and alignment with the role requirements. Offer constructive criticism when necessary, focusing on areas for improvement. Highlight any standout candidates who closely match the desired criteria. Encourage open dialogue and collaboration to address any questions or concerns. Emphasize the importance of timely communication and responsiveness throughout the recruitment process. Request input from the recruiting team on refining the role requirements or sourcing strategies based on their insights. Acknowledge and appreciate the efforts of the recruiting team in sourcing and screening candidates.

The process should match the urgency associated with the hire. On one end, drop everything, set specs and schedule so that you interview 6-8 candidates quickly who are ready to start something new, bring 3 back for seconds, make and close offer. Have backup if things go sideways with first choice. Everyone involved committed to making a decision and you enable that. At the other extreme, find a candidate who would be a tremendous asset to the manager and the team, without a hot opening at present. Arrange a conversation to think about what might be done together. Nuture this opportunity with both the manager and the candidate, both passive and both interested. Create a candidate, a job, a placement.

The third step is to collaborate on the interview process with your recruiting team. This means agreeing on the interview stages, formats, and questions that will best assess the candidates' skills and fit for the role. You should also coordinate with your recruiting team on the scheduling, logistics, and follow-up of the interviews, and share your impressions and evaluations of the candidates with them. By collaborating on the interview process, you will help your recruiting team to ensure a smooth and positive candidate experience, and to support you in making the best hiring decision.

One thing I found out that by collaborating in the I interview you get to give your perspective. Diverse Perspective involves input from multiple team members, each with their unique perspectives and experiences. This diversity of thought can lead to a more comprehensive evaluation of candidates it helps to reduce Bias. When multiple people are involved in the interview process, it can help mitigate individual biases. Different interviewers may focus on different aspects of a candidate’s qualifications, leading to a fairer assessment.

1st Point : Understand the requirement from Customer or Stakeholder or from Client side. 2. Understand the Technologies expected to be performed by selected candidate when he / She onboards. 3. Explain the 1st Priority , 2nd priority Skills to Recruiters, 4. Input all the details such as location, years of experience etc. 5. Very important :Give the strong keywords to your recruitment team where they can conduct search using them in job boards. 6. Explain what to be asked to the candidate during the initial Call and train the recruiters so that they can build the trust in Candidates. 7. Explain the tricks and tips to avoid Fake candidates.

I had a hiring manager who I worked with a lot. He was an experienced engineering manager. He was very easy to work with. His feedback was always accurate, he was easy to communicate with. He communicated well with candidates during the interview and presented a good image of the company. He was an ideal hiring manager.

Appreciation is the strongest motivator, it can improve physical and mental health, work productivity and quality, and even interpersonal relationship. One thing I find useful is to thank and praise the recruiter when the team member she/he recruited successfully reached a milestone, it helps them feel valued and included throughout the journey of the new employees, giving them a wider picture of how their work impactes the organization.

The fourth step is to appreciate and recognize the efforts of your recruiting team. This means expressing your gratitude and appreciation for their hard work, dedication, and professionalism. You should also acknowledge their achievements and successes, and celebrate with them when you hire a great candidate. By appreciating and recognizing their efforts, you will help your recruiting team to feel valued and motivated, and to build a strong and trusting relationship with you.

Express appreciation and acknowledge efforts, whether in recruitment or any other field. Publicly recognize correct actions to reinforce good performance. Conversely, provide constructive feedback privately when improvements are needed. This approach not only reinforces positive contributions but also assists individuals in addressing potential barriers to optimal performance

Appreciating the efforts of employees is essential to motivate the team. Once the team realizes that they are only criticized for mistakes, but there is no recognition when they get things right, they begin to doubt the company's policies, as well as the culture of valuing employees and their results. As a result, we have unmotivated people looking for another company to work for and resignations have emerged. To avoid this dissatisfaction, managers must pay attention and seek to define means of evaluating performance both in terms of error and success. As for compliments, it's okay to be in public, as long as there are no comparisons between people. Criticism should be done in private, I believe, also avoiding comparisons between people.

The fifth step is to seek their advice and input on your hiring needs and challenges. This means listening to their insights and suggestions on the market trends, talent availability, and best practices that affect your hiring goals. You should also ask for their feedback and opinions on your hiring process, and be open to their ideas and recommendations on how to improve it. By seeking their advice and input, you will help your recruiting team to feel respected and empowered, and to leverage their expertise and experience to help you achieve your hiring objectives.

If you're unable to utilise the Recruiter for advice and input on the hiring process, you should search for a new Recruiter. The value of a Recruiter is realised when they can act as an advisor and a consult for you in your hiring decisions. If the Recruiter nods along and agrees with everything, they have very limited value.

Telling your recruiting team what you need is not a one-time event, but an ongoing conversation and collaboration. By following UP, you will be able to communicate and collaborate effectively with your recruiting team, and to ensure that they understand your needs and expectations, and that they deliver the best candidates for your organization.

The initial role kick off is a great place to start. I also like to gather a few candidate profiles to share in this meeting based off the JD. In the meeting the hiring manager can share likes, and dislikes about the candidate which will help identify what the hiring manager is looking for and why. Also a great time to discuss education, gaps in resume, and other considerations with the hiring manager. I like to ask for "must haves" and immediate disqualifiers, and any questions they would like answered during the screening.

The conversation should always be a two-sided one. What you need from your recruiting team, and what they need from you should go hand-in-hand. An open dialogue before you actively spend time on recruiting for a role is mission-critical.

To effectively convey your needs to the recruiting team, go beyond the job description. Here you have some ideas: -Share successful profiles, emphasizing key skills and qualifications. -Draw from experiences to provide insights into what worked and what didn't. -Illuminate enjoyable aspects of working with your team, capturing the "fun part." -Provide measurable outcomes expected from the new hire. -Articulate technical abilities and soft skills valued in the ideal candidate.

La comunicación efectiva entre el departamento de recursos humanos y gerencia es la base fundamental para realizar un proceso de selección eficazmente. Describir las funciones del rol, las competencias requeridas y las deseadas para el cargo, el salario, habilidades, aptitudes y actitudes y/o demás detalles que pueden manejarse en algunas casos como perfil oculto desde el inicio del proceso de reclutamiento. Hace que la selección se realice exitosamente.

No matter how well you prepare the recruitment process, you are bound to meet some people who don't quite hit the mark before finding the perfect fit. In case of providing feedback on those encounters it is imperative that you specify what exactly you found to be lacking, so that your recruiters can take this into account when screening and evaluating further candidates. "I just don't feel like it's the right person" is not really actionable. Provide your recruiters with accurate information and they will be happy to provide you with profiles that are each time closer to your ideal!

Begin with the end in mind! Contrary to what people do, it is best to share with the recruiting team -what a typical good performer has to accomplish by end of year 1! When the desired outcome is clear, one can open up the search for the competences that ones needs -and not just get restricted to pre-set qualifications and tenure. Remember it is a team game so the recruiting team has the back of all the stakeholders- the hiring manager, the interview panel, the agencies -to ensure the best talent is wooed and hired. And so it begins with a job ad. Distinct from the job description. Something that could compel an outstanding performer to feel excited to throw in her/his hat! Every touchpoint in different interviews is a moment of truth.

I would encourage them to explore their objectives, challenges, and their needs. Give framework and goal to find an innovative solutions which empowers team to think critically and apply various use case.

Candidates like to receive fair feedback after the interview. It's best to get a personal phone call from the hiring manager after the last round, but it definitely improves the company's image if candidates receive professional feedback.

Via clear verbal communication followed by action points. Explain in a detailed face to face discussion, then follow up with an email highlighting a bullet pointed list of agreements made in the meeting. This way, there’s no confusion in what needs to be done, how it needs to be done or when it needs to be done.