How can you train hiring managers to improve their hiring skills?

I think one of the important factors here is to help hiring managers understand what they actually want this person to do, forget about titles and levels, what do you actually need this person to do? I think we can collectively be better at creating better job descriptions. And, from that, also knowing how to screen candidates for character and attitude, not only checkin the boxes on their resumes.

Utilising a reputable recruiter is a good place to start. We offer lots of advice to HMs and SME's in particular who need a bit of extra help when it comes to onboarding. I'm actually working on a 'best practice' document for employer's to get an insight into effective recruitment which offers our expert guidance on writing job adverts, promotion of vacancies, building a talent pipeline, market and candidate trends, average salaries etc. We will make this advice free to access as part of ARU's commitment to working collaboratively with the business community.

To enhance hiring managers' skills, implement a tailored training program. Focus on job description clarity, data-driven decision-making, structured interviewing, and cultural fit assessment. Include bias awareness training, offer feedback and mentorship, and introduce time-saving technologies like applicant tracking systems. This comprehensive approach empowers hiring managers to make better hiring decisions and build stronger, diverse teams.

Training hiring managers to enhance their skills involves targeted workshops covering best practices in candidate assessment, effective interview techniques, and legal considerations in hiring. Provide guidance on crafting job descriptions that attract diverse talent and emphasize the importance of a positive candidate experience. Offer simulations or role-playing exercises to refine their interviewing and decision-making abilities. Encourage ongoing learning through resources like webinars, articles, and peer collaboration. Regular feedback sessions and metrics tracking can further support their development, ensuring continuous improvement in their hiring capabilities.

I work with hiring managers daily to fill both internal and client needs. I think one of the biggest communication gaps is that we as Recruiters forget that hiring managers aren't always hiring managers. Hiring is a small part, usually of their overall day. It is important to discover what their actual inner department needs are and to also keep clear communication with them at all times to understand what's happening on their end. I can't tell you how many times I have allocated resources for a role that the hiring manager forgot to tell me was filled internally. Always understand the department you are hiring for and always keep up with your hiring managers.

In training our hiring managers to enhance their hiring skills, the learning objectives and outcomes are meticulously defined. Objectives include mastering effective interview techniques, honing the ability to assess cultural fit, staying abreast of industry trends, and understanding diverse hiring strategies. The desired outcomes encompass improved decision-making in candidate selection, reduced time-to-fill roles, and increased overall team efficiency. Through targeted training programs, our aim is to cultivate a highly skilled and adaptable team of hiring managers capable of navigating the complexities of the recruitment landscape with finesse and expertise.

In my experience, one of the most important tips for enhancing hiring managers' skills is to prioritize clear and open communication throughout the hiring process. Transparent communication not only ensures that all stakeholders are on the same page but also fosters a positive candidate experience. By keeping candidates informed about the stages of the process, providing timely feedback, and setting realistic expectations, hiring managers can create an environment of trust and respect. This approach not only reflects positively on the organization's employer brand but also encourages talented candidates to remain engaged and interested in the opportunity, ultimately leading to better hiring decisions and successful long-term hires.

Tailoring the training format and methods to the specific needs of our hiring managers is crucial. A blended approach is effective, incorporating interactive workshops, webinars, and self-paced online modules. Role-playing exercises and case studies simulate real-world scenarios, allowing managers to practice and refine their skills. Mentorship programs pair seasoned managers with those seeking guidance, fostering knowledge transfer and practical insights. Continuous feedback loops ensure a dynamic learning experience, while guest speakers from the industry provide valuable perspectives. This diverse training approach ensures engagement, relevance, and the application of newly acquired skills in real recruitment scenarios.

In my experience, hiring managers are intersted in to learn more about the selection process and their role in it, but they also interested in the market trends and the available resources&tools what recruiters using during the process. We should teach them not just how to play their role during the process but how to understand the envirement better and how to act according to realistic expectations. I also think, that the format of the training has to be segmented. The basic version of the training which is available for everybody should be an online webinar/video/slidedeck and the advanced level should be a focused workshop on the practical skills and knowledge.

Crafting targeted training content involves developing modules on effective interviewing, cultural fit assessment, and staying updated on industry trends. Materials include interactive guides, role-playing scenarios, and self-paced online modules. Emphasis is on ethical hiring practices and compliance. The goal is to equip our hiring managers with practical skills, ensuring they excel in talent acquisition while staying abreast of industry changes.

The training is delivered through a mix of workshops, webinars, and online modules. Continuous monitoring of progress involves regular assessments, feedback sessions, and performance metrics. Managers engage in practical exercises, applying newly acquired skills to real-world scenarios. This dynamic approach ensures ongoing learning and allows for adjustments based on individual progress. The goal is not just completion but measurable improvement in hiring outcomes and the application of enhanced skills in day-to-day recruitment activities.

What I found helpful in delivering effective training to hiring managers is maintaining a balance between structured learning and continuous support. Providing engaging training sessions, comprehensive materials, and constructive feedback are essential components. Ensuring that the training is interactive and hands-on, allowing for questions and discussions, fosters a more dynamic learning environment. Moreover, tracking attendance and completion helps in understanding the engagement levels, allowing for targeted follow-ups. Following up with hiring managers after the training, offering ongoing support, and providing additional resources when needed are equally crucial.

In my experience, the key lies in actively listening to our hiring managers. After the training sessions, it's crucial to sit down with them, have a candid conversation, and understand their thoughts and concerns. Post-training surveys and data analysis are invaluable, but there's something about a face-to-face discussion that brings out nuanced feedback. By really hearing what worked well for them and what didn't, we can make the training program much more tailored and effective. It's like a continuous dialogue – we gather insights, make tweaks, and then loop back, ensuring our training remains dynamic and responsive to the needs of our hiring managers and the organization.

Post-training evaluation is integral to refining our program. Feedback from hiring managers is gathered through surveys and one-on-one sessions, assessing the relevance and effectiveness of the training content and methods. Key performance indicators, such as improved time-to-fill and candidate satisfaction, are monitored. Regular review meetings identify areas for enhancement, ensuring the training remains dynamic and aligned with evolving industry demands. This iterative process of evaluation and improvement guarantees that our training continuously adapts to meet the evolving needs of our hiring managers and the recruitment landscape.

A lot of organizations are realizing the challenges and obstacles that come with waiting to find the perfect candidate, with every single skill set on the checklist. One way to overcome these difficult challenges is to hire for character. It is easier to hire someone with great characteristics of a team player and good work ethic to train them, as opposed to waiting for the perfect candidate. This is going to cost you time and money by waiting. Think about it…..hiring someone that is like a sponge - with a student mindset, willing to learn and push themselves to the limit is going to give you an advantage because they are going to be more loyal and committed to your vision. You can thank me later ??.

There are some overlooked points about hiring managers' interviewing skills which need to be covered in the relevant training. In my experience, asking relevant questions and sticking to the interview guide is the most challenging part, as some hiring managers place more weight on personal judgement than?organisational standards and ask unnecessary questions which affect the outcome. also, overcoming biases in the hiring process is a skill that is still lacking. Training should address how biases and deviations from the standard during interviews might result in the loss of potential talents.

Ask them to consider the consequences of hiring the wrong person. I find that often emphasises the importance of getting it right. I’d also add in the benefits of EDI too. We have our own biases and are often blind to the benefits other people can bring to our teams.

Something that can get lost during the hiring process is hiring managers may have external/downward pressure to fill this role because a project is off track, the skill is missing in the team, or something else. While it is important to find someone with the right skills and experience, don't let your managers get stuck looking for someone who "checks all the boxes." More often than not finding someone who checks most of the boxes but has the passion, drive, and excitement for the role is going to be a better hire than sacrificing these soft skills for technical know-how. You can teach a skill but you can't teach attitude.

Focus on what good likes and the strengths of the managers Try and get Senior leadership buy in to highlight the importance Think about cost implications for not investing time and money How will the training be delivered (onsite or virtual)