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Hiring Manager Expectations   Setting And Building Relationships
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Hiring Manager Expectations Setting And Building Relationships



An excerpt from a presentation I recently gave. I tried to keep it light - but with the intention of providing useful information.

An excerpt from a presentation I recently gave. I tried to keep it light - but with the intention of providing useful information.



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    Hiring Manager Expectations   Setting And Building Relationships Hiring Manager Expectations Setting And Building Relationships Presentation Transcript

    • Hiring Manager ExpectationsSetting, Executing and Delivering Hiring Strategies
      Chris Hood
      University of Dallas Graduate School of Management
      Involve. Influence. Invest.
    • Topics for Discussion
      Establishing Expectations
      Issues to Proactively Prevent and Avoid
      Managers wanting to see more than 3 resumes per hiring engagement
      Managers wanting to see additional resumes with no feedback o previous submittals
      Managers liking someone they interviewed, but still want to see more resumes
      Overcoming Roadblocks
    • Establishing Relationships
      Hiring challenges exist across many organizations
      Function of decentralized hiring function
      Forced change from preferred vendors
      Dislike for reviewing resumes, interviewing and making hiring decisions
      Disconnect occurs between what is needed and what is described in job description
      No defined guidelines for feedback and submissions
      How do these characteristics effect our ability to hire?
      Recruiting focus moves to quantity over quality
      Feedback lacing in useful information
      Cumbersome decision making
    • Identifying and Understanding the Challenge
      We just looked at 3 major roadblocks.
      How do we prevent them from impeding the process?
      Act proactively, not reactively
    • Road Block #1You’re Doing it Wrong!
      What does this tell us?
      Lack of process understanding
      Difficulty listening to advice on best practice
      Results in tension
      Leads to even bigger obstacle
    • Road Block #2Just give me a 1/3 lb of Ham
      Often, the ideal candidate will not be identical to the job description
      Must pose detailed questions in kick-off and calibration meetings
      The right questions will get the right answers
      Make the calls like an interview
    • Roadblock #3The Point is…Well. I don’t Know.
      Managers often think they can do just a bit better with an additional candidate
      Difficult for them to define “why”
      Explanation can go in circles – with no true understanding reached
    • Why Does This Happen?
      Hiring managers feel that they are experts in recruiting and interviewing
      Managers fail to convey core necessity of a new position
      Managers separate from hiring process
      Leave the heavy lifting to recruiters and HR
      Act as final authority – with limited information
      Uncertainty of exactly what they are looking for
      Decisions made on factors inconsequential to job
      Lack of training on resume review
      Decisions based on resume only
      No attention given to cover letters, write ups or referrals
      What else?
    • How Do We Prevent This?
      Begin new relationship with agreeing on:
      Communication standards
      Build confidence in hiring manager
      Know the job
      Understand the industry and marketplace
      Teach and promote objective assessment
      Be prepared to justify candidate submissions
      Be a partner to the hiring manager
      Team with managers to make this a mutual process
      Let’s Discuss
    • First Impressions ARE Everything
      Even the most detached HM can recognize recruiter competence and professionalism
      Work to control the “Thin Slice”*
      Prevent disengagement by creating positive first impression, and immediately work to overcome pre-conceptions
      Malcolm Glad well asserts that “we think without thinking, we thin-slice whenever we meet a new person or have to make sense of something quickly or encounter a novel situation.”
      Further, he demonstrates that, “Snap judgments are, first of all, enormously quick: they rely on the thinnest slices of experience … they are also unconscious.”
      The notion of thinking without thinking effects a manager’s approach to hiring
      Very important to overcome potential negative preconceive attitude towards interviewing and hiring
    • First Impressions ARE Everything (cont’d)
      Cater first discussions to the target audience*
      If working with an IT/Engineering manager, cater your approach to their language
      A previous search was conducted for a similar role. After sourcing and screening 40 candidates, 6 were formally interviewed by the recruiter and 6 by the hiring manager.
      This confirms trend of 3% success rate of return in recruiting (also a base standard in other areas)
      Discuss previous search with manager, and ask the sourcing
      Instead of asking “How can we narrow this down to a 10% success rate?”, pose the question as: “What would we need to do to increase the yield 3X, or to 10%”
      Managers will now see this hiring process as engineering challenge – not an HR or recruiting activity
    • Use Kick-off Calls to Your Advantage
      Establish credibility immediately
      Research the Client and industry prior to call
      Read and re-read the job description
      Pre-construct questions that will uncover pertinent information about the job
      Avoid using the Job Description as the discussion agenda
      This often leads to “I’m looking for what it says here”
      Relying on the document limits flow of discussion and transfer of information
      Lead discussion on expectations – do not ask for them
      Most managers do not come to meeting with expectations pre-set
      This could lead to direction which is not well thought out
      Takes away from our ability to consult and partner
    • Use Kick-off Calls to Your Advantage(cont’d)
      Get the manager on your side
      Let them talk about their favorite things (what is this?)
      Ask them to remember the best hire they made for this role – and then discuss what made them want to interview the candidate initially
      Discuss characteristics of top performers
      Use a previous hire’s resume (if available) and find out what questions they would have for this person
      Ask about the collective personality of his/her team
      What types of people tend to do well?
    • Use Kick-off Calls to Your Advantage(cont’d)
      Sell the importance of a smooth hiring process
      Ensure sincere goal to partner with manager
      Discuss importance of keeping with agreed-upon turnaround times for feedback and scheduling
      Educate manager on candidate perceptions if a hiring process extends beyond reasonable time frame
      Impart the importance of interviewing QUALITY not QUANTITY
      Agree upon a time to re-calibrate early search results
      Remind the hiring manager that their input to the hiring process reflects on the entire company
    • This is Sounds Great in Theory, but…. What is the End Goal?
      Partner with your managers to encourage an open mind and change in their approach to hiring
      Build confidence that you are an expert in recruiting and that you understand the industry and key components
      Establish open communication to ensure clear, objective feedback and timely response
      Teach hiring managers how to uncover the information they are looking for through effective interviewing
      Create relationship where hiring manager feels like a top priority
      Be an agent of change!
    • Trust, Change, Flexibility, Understanding
      What happens when we convince our hiring managers to give up their “woobie”?
      In the end – we want our partners to rely on us for their hiring needs
      If they are confident in our abilities to perform, they will trust the process and participate actively
      Result will be improved efficiency and revenue
    • Sources and Additional Information
      Podcast – Dealing with “SeeMores”
      Sales Roundup – Podcast
      Article – Working with Technical Managers
      How to Deal With Technical Managers and Other (Too) Bright People
      Article – Tips for Interviewers
      Interview Tips - For Interviewers
      Essay – Using Assessments as Hiring Tools
      Testing and Attracting - Assessment Tools
      Book – Blink: The Power of Thinking Without Thinking
      Malcolm Gladwell - Blink
      Article – First Impressions
      Why "Blink" Matters - The Power of First Impressions
      Linked In – Industry Professionals Input
      Q&A Topic Thread