Why recruiters should always strive to give hiring managers more to think about

A lot of hiring managers love to hate recruiters, and the thought that they might be ‘adding to my workload’ can make tempers flare. If managed correctly, however, there is real value in working to give hiring managers a dilemma.

A dilemma as to which candidate to hire.

My clients call this a positive headache. But why is this a good thing?

As a recruiter and search specialist, I look for two major qualities in addition to ensuring that the individual candidate can perform the role. This is where the differences can give hiring managers more to think about.

The first is, if they secure the job, how will the candidate help their boss over and above achieving the role's goals and objectives.

The second is, how will this candidate fit into and enhance the wider organisation they may be joining; i.e. what additional benefits will they bring to the organisation.

To explain, let’s look at Charlie. Charlie is a well-seasoned sales director, and was looking for an individual to join his team. He was very clear on what he needed and what ‘good’ looked like.

Having taken a detailed brief about what the candidate must be able to do, it was important to understand the shape and state of the team at this point, and all the elements required to attract and qualify the best people. After the meeting Charlie mentioned that he believed that his team could do with ‘shaking up a little'. “I am not exactly sure how to shake up the team,” he said. “They are delivering, but are a bit stuck in their ways and I think they need a boost to kindle a fresh spark to their approach”. This was a passing comment but something that stuck with me throughout the search.

I attracted three well qualified and interesting candidates, and prepped them ready to interview. However, at this point I asked Charlie if he would allow me to submit a fourth candidate (let’s call her Rachel in this story).

Rachel was qualified for the role, but without the level of experience of the other three, however I felt she possessed a natural quality to ‘shake things up’. She offered a disruptive, questioning attitude and had a track record of changing teams’ attitudes from within – but she wouldn’t be a straightforward fit for the team. Charlie accepted my recommendation and interviewed all four candidates. After the interviews, Charlie felt that Rachel would provide such value in helping to nurture and challenge the whole team, that this was of higher value to the skills experience that dominated the profiles of the other three candidates.  

Charlie could have easily hired one of the other three candidates and had an easier decision process, if I had not provided candidate Rachel. However, by taking the time to get a full and rounded brief, Charlie identified, not just the need to fill a particular role, but wider team issues and challenges.

When you are briefing your recruiter, think about the bigger picture, every time. A little more thinking time in the recruitment process, can lead to a better business outcome. Make sure your recruiter is thinking about your long-term business interests – not just filling the shoes for a job.

And, the next time your recruiter gives you a positive headache – take time to consider, how this could solve your wider business needs.