You might be familiar with the terms “talent advisor,” “talent scientist,” or “talent influencer.” All of these describe different parts of the modern recruiter’s responsibilities, but they all share a single core: empowering recruiters to focus on really high impact activities, rather than the transactional and administrative tasks they’re traditionally charged with.
In our latest eBook “The Empowered Recruiter: Leading Empowered Recruiting Teams”, we investigated five big areas where recruiters can make a massive impact.
In this post, we’re doing a deep dive into one of those areas: consulting with hiring managers.
Hiring managers often do not have the same perspective as recruiters when it comes to the minimum requirements of a position. While their subject matter expertise about the job should play a role in the job’s requirements, it should not be the end-all-be-all, particularly in a tight job market.
Empowered recruiters can challenge unrealistic expectations - like 2-5 years experience for an entry level role - and work with hiring managers to strike a balance between the ideal skills and experience and the skills and experience realistically available in the market.
How recruiters advise on job requirements also plays a role in improving workplace diversity. It’s well observed that, generally speaking, women are significantly less likely to apply when they do not meet 100% of a job’s listed requirements. Reevaluating a job’s minimum requirements so they are inclusive of many backgrounds makes the job more accessible; you can cast a wider net.
Not too long ago, the recruiter-hiring manager relationship was one-way. Hiring managers would open a requisition, hold an intake meeting with a recruiter, and explain what they needed for the role.
Today it’s evolved into a two-way relationship, in large part due to the data recruiters have at their disposal. While a hiring manager walks into an intake meeting with a general idea of the skills and experience the ideal hire might have, the recruiter can walk in with robust data. This includes:
When empowered recruiters come to an intake meeting with robust data, the conversation changes. It becomes less about what a hiring manager wants, and more about how to get them what they need.
How old are your job descriptions? It’s not unusual to see the same job description float up year after year; some seem to stick around for decades.
Given what we know about the importance of the job description (a more scientific approach to job description attracts 3x as many highly qualified applicants) this is an area recruiters can have an impact on everything from candidate pipeline to employment brand.
Just recently, a study from the University of Chicago revealed that “equal opportunity statements” on job descriptions actually made minority job seekers 30% less likely to apply. While these are required by law for public employers and government contractors, they are frequently appended to the bottom of the job description with little context, and feel out of place.
This is an area where recruiters can go the extra step and prove that their workplace is inclusive with content like employee testimonials and hiring manager videos.
While many hiring managers would like to keep in contact with the highest potential candidates, it frequently gets lost in the day-to-day. Empowered recruiters can support hiring manager follow-up, providing updates on each candidate and helping hiring managers get into a follow-up cadence.
When hiring managers follow up at a set cadence, candidates know where they stand and stay engaged.
While many hiring managers are familiar with interview compliance law, others - particularly those new to interviewing - are not. Some may not even be aware that asking the wrong interview questions can have legal ramifications.
Coaching hiring managers on what they can and can’t ask might not be the most inspiring activity, but it does have a large impact. A single improper question might result in a lawsuit, which can have any number of downstream ramifications, from legal costs to employment brand.
Empowered recruiters can also automated this to a certain extent, creating materials for new hiring managers and interviewing “how-to’s.”
When it comes to predicting success on the job, structured interviews are significantly more predictive than unstructured interviews. That said, some question types work better than others. Recruiters can work with hiring managers to design question sets that elicit responses predictive of job success.
Examples of predictive question types include:
If you’re using on-demand video interviews to screen and evaluate candidates, recruiters can work with hiring managers to look back on past requisitions and review the questions that yielded the best responses. This way you can take an iterative approach to interview design, continually refine question sets, and develop a more predictive interview.
This was a deeper dive into one of the five big areas empowered recruiters can have a more strategic impact, particularly if their time is freed up from administrative tasks. Read about the other four areas in the eBook “The Empowered Recruiter: Leading Empowered Recruiting Teams”.