Strengthening the Recruiter and Hiring Manager Relationship: 5 Steps to Becoming Strategic Business Partners
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Strengthening the Recruiter and Hiring Manager Relationship: 5 Steps to Becoming Strategic Business Partners

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Strong, strategic relationships between recruiters and hiring managers creates a foundation for a high-quality hiring experience — for managers and candidates alike. This interactive webinar will......

Strong, strategic relationships between recruiters and hiring managers creates a foundation for a high-quality hiring experience — for managers and candidates alike. This interactive webinar will address the common problems that arise between recruiters and hiring managers, and look at ways to improve the relationship and increase everyone’s value within the organization.

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  • 1. 5 Steps to Becoming Strategic Business Partners © 2014 CareerBuilder © 2014 CareerBuilder
  • 2. Today’s Speakers Keith Hadley Practice Leader – Employment Branding CareerBuilder Jennifer Way President Way Solutions Twitter: @keithhadley Twitter: @WaySolutions © 2014 CareerBuilder ► 1◄
  • 3. Learning Objectives • Identify the characteristics of a strategic relationship between recruiters and hiring managers • Learn to avoid common traps that keep the relationship from that of healthy business partners • Outline practical behaviors that foster strong relationships at each point of the hiring process © 2014 CareerBuilder ► 2◄
  • 4. Role Clarity What is the value of each role? What do they each bring to the business? © 2014 CareerBuilder ► 3◄
  • 5. Organizational Structure Human Resources Executive Leadership Operations © 2014 CareerBuilder ► 4◄
  • 6. Role and Responsibilities Operations (Hiring Manager) Recruiting (Human Resources) Core of the business Support function Profit center Cost center Separate hierarchy from HR Service to operations Hiring is a fraction of tasks Hiring is 100% of tasks Ultimately responsible for hiring Facilitates the process Drive profitability Efficiency/Risk mitigation/ Ensure quality Recruiting acts on behalf of the business. © 2014 CareerBuilder ► 5◄
  • 7. Step 1: Setting Expectations Educate Communicate Reinforce Value Service starts with expectations. © 2014 CareerBuilder
  • 8. Ask Yourself • Do you share the specifics of the process and timing? • Do you call back when you said that you will? • Don’t promise five candidates; instead promise no more than 2-3. • Do you present candidates within the promised timeframe? • Do you interview candidates in a timely way? • Do you provide meaningful feedback? © 2014 CareerBuilder ► 7◄
  • 9. Focus on Top Talent Saves Time Increases Influence Improves Candidate Experience © 2014 CareerBuilder
  • 10. Step 2: Balance the Partnership Drive results through influence instead of authority. © 2014 CareerBuilder ► 9◄
  • 11. Create Influence Knowledge Trust Relationship © 2014 CareerBuilder ► 10 ◄
  • 12. Hone Business Acumen Political Savvy Numbers Orientation Strategic Discussion Business Acumen © 2014 CareerBuilder ► 11 ◄
  • 13. Ask Yourself • What numbers drive the business? • What is the politics may affect this role? • How much does it cost to keep this position open? • What is the greatest opportunity for the team? • What are the core challenges to hiring for this role? • What does success look like in this role? • What would failure in this role cost? © 2014 CareerBuilder ► 12 ◄
  • 14. Share Commitment to Outcomes Connect to daily challenges © 2014 CareerBuilder Focus on key drivers ► 13 ◄ Acknowledge expertise
  • 15. Ask Yourself • How can you reinforce the value of your services as a recruiter? • What process and timing expectations were set upfront? • What’s the best way to manage expectations throughout process? • How can the hiring manager encourage the recruiter to engage with the business? © 2014 CareerBuilder ► 14 ◄
  • 16. Step 3: Create Accountability State Service Ask for Action Gain Agreement Follow-up and Document Lead with service, then ask for what you need. © 2014 CareerBuilder ► 15 ◄
  • 17. Earn Your Say Lend expertise and outline choices. © 2014 CareerBuilder
  • 18. Assess Hiring Skills Preparedness Attract vs. Assess Candidate Prioritize Time on Questions Anticipate Answers Diagnose interviewing challenges. © 2014 CareerBuilder ► 17 ◄
  • 19. Step 4: Use Data to Aid Process and Decisions Hiring Data • How long to hire this position last time? • How long does this manager take to hire? © 2014 CareerBuilder Talent Data • Salary median for title • Candidate market (rich, deficient, or recycled?) ► 18 ◄ Labor Data • Supply/Demand • Unemployment numbers
  • 20. Supply & Demand Example: JAVA DEVELOPER CHICAGO © 2014 CareerBuilder ► 19 ◄
  • 21. Supply & Demand: JAVA DEVELOPER NATIONWIDE © 2014 CareerBuilder ► 20 ◄
  • 22. Supply & Demand: HELP DESK CHICAGO © 2014 CareerBuilder ► 21 ◄
  • 23. Supply & Demand: HELP DESK NATIONWIDE © 2014 CareerBuilder ► 22 ◄
  • 24. Step 5: Resolve Conflicts Quickly Focus on small improvements: Acknowledge what is working © 2014 CareerBuilder Outline opportunity and benefits Negotiate change
  • 25. Solutions Orientation Policy vs. Preferences © 2014 CareerBuilder ► 24 ◄
  • 26. Impact on Hiring Culture • Faster time to hire • Higher quality hires • Provide a consistent experience • Increase equity of employment brand Identify, attract, and select top talent efficiently. © 2014 CareerBuilder ► 25 ◄
  • 27. Stay in touch! keith.hadley@careerbuilder.com jennifer.way@waysolutions.com Twitter: @keithhadley Twitter: @WaySolutions © 2014 CareerBuilder ► 26 ◄