The effectiveness of an organisation’s recruiting process may look completely different to the HR department than it does to its Leadership or to its Hiring Manager. As a result, It is important that all key players assess the success of any talent acquisition campaign. The involvement of key stakeholders in the assessment of the hiring process can ensure that hiring managers have a full understanding of the functions and capabilities of the recruitment model used.
Having mutual goals
With the recruitment tools and practices currently at the organisations’ disposal, this assessment isn’t easy as ATS technology is good at counting candidates and measuring recruitment process timing, but aren’t set up to measure hiring managers’ attitudes, behaviours and capabilities. It all boils down to a fairly simple question: how do HR recruiters’ opinions about the internal hiring process vary from opinions of the hiring managers, and how do both groups feel about each other and the support of their mutual goals?
It all boils down to a fairly simple question: how do HR recruiters’ opinions about the internal hiring process vary from opinions of the hiring managers?
Recruiting Toolbox, a company that claims to have worked with over 250 companies in more than 20 countries, helping to elevate the capabilities of thousands of corporate recruiting teams, hiring managers, and interviewers, promises to help corporate recruiting leaders looking to evaluate their current Hiring Manager capabilities, to understand gaps and identify where they need to invest to improve hiring speed, quality and diversity at their organization. To achieve this, Recruiting Toolbox with its Hiring Manager Maturity Model, help them create a culture that breeds and rewards engaged, skilled, high-ownership Hiring Managers, which is the key to winning top talent.
The Hiring Manager Maturity Model
Recruiting Toolbox is set up to improve hiring manager capabilities and to totally transform them from passive participants in an interviewing process, ready to indulge in complaining and criticising, to Talent Champions, leading the recruiting process, interviewing strategy, diversity, selling and training, as illustrated in the following Hiring Manager Maturity Model. One thing is true: all types of Hiring Managers attract the kind of talent they deserve
Hiring Managers attract the kind of talent they deserve.
The Case for Talent Champions
By employing an “Always be recruiting” mindset, Talent Champions often talk not only about the direct benefits they see from investing time and leadership into filling their own open roles, but also from extending their culture of recruiting to the whole company. Here are the benefits that can be expected from more talent champions in a company.
- Higher response rates to outbound messaging to top talent
- Faster time to fill (more proactive and responsive recruiting)
- Skinnier recruiting funnel (fewer, better candidates)
- Better quality hires (company gets more of the talent it needs)
- Higher offer:hire close rate
- Better diversity ROI
- Industry reputation for high hiring bar
- Less culture risk (new people learn how to hire from champions)
- Better-funded TA Programs (diversity, referrals, events)
- Reduced agency fees
Are you setting Hiring Managers up to be Talent Champions?
The Recruiting Toolbox proposes a two-step process that companies must follow before they implement the Hiring Manager Maturity Model to their organisations, in order to set their Hiring Managers up to be Talent Champions. As a first step, Recruitment Toolbox presents to the company a checklist to assess the current state of the recruiting culture in the organisation, which is the following:
If Hiring Managers show no frustration about the speed of the process, quality of hires, or diversity of hires, this leaves the company without much chance and space to take actions to improve the process and move forward.
As a second step, Recruiting Toolbox stresses out the immense importance for behavior change in Hiring Managers. If Hiring Managers show no frustration about the speed of the process, quality of hires, or diversity of hires, this leaves the company without much chance and space to take actions to improve the process and move forward.
Recruiting Toolbox presents two suggestions for influencing Hiring Managers to change. Firstly, companies must define their strategies, processes and requests around what Hiring Managers care about, which is speed, quality and diversity. Secondly, companies must clarify Hiring Manager Behavior expectations and then evaluate and make sure that they always reward Hiring Managers every time they meet those expectations.
