11 Tips for Building Strong Relationships With Hiring Managers
Recruitment Interviews
11 Tips for Building Strong Relationships With Hiring Managers
Navigating the intricacies of professional relationships with hiring managers can make or break a career. This article distills expert insights into actionable tips for fostering effective collaboration and communication. Discover strategies that not only align with industry trends but also enhance personal growth and organizational goals.
- Overcommunicate Regularly with Hiring Managers
- Conduct Thorough and Effective Intake Calls
- Foster Transparency and Collaboration
- Leverage Industry Trends for Value
- Communicate Market Insights Effectively
- Set Clear Expectations Continuously
- Incorporate Emotional Intelligence in Communication
- Understand Role by Doing It First
- Embed as a Strategic Partner
- Align Skill Development with Company Goals
- Maintain Clear and Simple Communication
Overcommunicate Regularly with Hiring Managers
Overcommunicate! I send regular updates to hiring managers about what I've done, my activity, the resources I'm utilizing, the results I'm getting, even when I have no candidates to put in front of them! Communicating to hiring managers when you don't have anyone in the pipeline is critical to show what is going on in the marketplace. After filling a role, I share stats on what it took to get the role filled - time to hire, how many applicants vs. sourced candidates were considered, how many candidates I interviewed vs. how many I had the hiring team interview, etc. Providing hiring managers with enough data to understand your process and what it took to get them the right candidate can often show that you're not just a recruiter who only looks at applications, you are a trusted partner who goes out and finds what they are looking for!
Conduct Thorough and Effective Intake Calls
As a recruiting partner to hiring managers, I've found that having a thorough and effective intake call about the role is invaluable. Taking the time to ask the right questions is key. In recruiting, it's crucial to understand the business, the "why" behind the role, the cultural fit, what will make the hiring manager excited to move forward, the process, and to set realistic expectations about the market. By gathering all the necessary information, I'm able to recruit the right people, which in turn strengthens the relationship with the hiring manager. This approach ensures everyone is aligned and helps the recruiter present an accurate and compelling picture to potential candidates.
Foster Transparency and Collaboration
My top tip for building strong relationships with hiring managers is to foster transparency and collaboration. Share relevant, actionable insights about the work you've done to align with their requirements, including any extensions of the search parameters and why they add value. Communicate findings about the talent pool-whether they confirm or challenge expectations-in a constructive, factual manner to enhance shared understanding. Actively seek and incorporate feedback to ensure your approach stays aligned with their needs. Most importantly, make hiring managers feel heard and understood, positioning your expertise as a complement to their perspective so you can partner effectively on solutions.
Leverage Industry Trends for Value
One strategy I find effective in building strong relationships with hiring managers is leveraging insights from industry trends to offer value beyond traditional recruiting. In the publishing and e-learning sectors, I constantly track trends to ensure our strategies align with market demands. By sharing relevant insights regularly, I position myself as a valuable resource to hiring managers, enhancing mutual understanding and trust.
For example, while working at The EvoLLLution, I initiated a series of informative sessions with internal stakeholders. We discussed emerging e-learning technologies and their potential impact on hiring. This proactive approach not only kept the teams informed but also aligned hiring strategies with future needs, strengthening our collaborative efforts.
It’s crucial to blend industry knowledge with open communication. I focus on creating platforms for regular dialogue where hiring managers can express their challenges and objectives. By doing so, we jointly develop custom solutions that support effective recruitment and organizational growth.
Communicate Market Insights Effectively
My top tip for building strong relationship with hiring managers to support effective internal recruiting is to understand and effectively communicate market insights. Doing so positions the recruiter as a trusted partner and strategic advisor.
Often as internal candidates are considering career mobility within the company, they simultaneously have their pick of external opportunities. Storytelling leveraging data insights about how competitors are paying or benefits offered help inform more appealing offers. Tools like Payscale and Pave are great free resources to cull this data.
From an overall recruitment strategy perspective, depending on broader market demands and a specific role's competency mix required to take the company forward, competitor insights can clarify if expanding beyond a focus on internal recruitment to external recruitment may be the right approach. Paid tools like CB Insights help to understand if dynamics in the broader market require new perspectives and unique skillsets beyond what's immediately available in-house.
The key is understanding and delivering insights that resonate with the hiring manager to build trust and be seen as a true partner and advisor. Hone in on the business problem the hiring manager is looking to solve, identify the best channel to identify the right talent to help find that solution, and when the data shows that internal talent is the right focus, leverage market data to create an optimal recruiting experience for your internal candidates as you would any external candidate.
Set Clear Expectations Continuously
A successful recruiting process hinges on clear communication and alignment with hiring managers. One strategy I've found invaluable is continuous expectation setting. This involves routinely collaborating with hiring managers to define and agree on their needs—not just for candidates (e.g., personality, culture fit, certifications) but also for the process itself (e.g., reference checks, interview panels, decision-making timelines).
To make this easier and more actionable, I come prepared with structured questions and pre-defined options. For instance, instead of asking, "What certifications are you looking for?" I'll provide a curated list of possibilities. Together, we identify which are non-negotiables, which are flexible, and which are simply "nice-to-haves." This approach ensures that hiring managers move from vague preferences to concrete, measurable criteria for evaluating candidates.
The results? Streamlined searches, fewer misaligned interviews, and stronger relationships. By fostering this clarity early on, both the recruiter and the hiring manager set themselves up for success—and avoid the burnout and frustration of prolonged, aimless searches.
Incorporate Emotional Intelligence in Communication
Building strong relationships with hiring managers for effective internal recruiting is crucial. From my experience co-founding Give River, where we focus heavily on emotional intelligence, I know that understanding and aligning with hiring managers' values and goals is paramount. I've seen that incorporating emotional intelligence into communication fosters trust and collaboration. Engaging hiring managers emotionally by recognizing their needs and achievements keeps them invested in the process.
One specific strategy I use is leveraging data-driven insights to tailor recruitment communication. Similar to how we use insights at Give River to improve decision-making, providing hiring managers with custom data about potential internal candidates can significantly improve their decision-making process. Customizing communication based on these insights ensures that I address their specific staffing challenges directly, reinforcing the partnership.
Another approach that has been valuable is creating a culture of recognition throughout the hiring process. Just like our gamification method rewards positive actions among team members, acknowledging and celebrating each small success during the recruitment journey fosters a sense of shared achievement. When hiring managers feel their input and efforts are appreciated, their commitment to collaboration becomes stronger, driving effective recruiting outcomes.
Understand Role by Doing It First
Building Strong Relationships with Hiring Managers: One Key Strategy That Works
As an entrepreneur, hiring isn't just about filling a role- it's about finding the right person to thrive within your team and contribute to your company's growth. But to do that effectively, you must build strong, collaborative relationships with the hiring managers you work with-whether your team leaders or even yourself in a dual role.
One unconventional strategy that's worked for me is hiring myself for the role first. Before I ever post a job opening, I take on the position for one month to understand what's truly required. Running a small company gives me the flexibility to do this, and I've found it invaluable. From marketing intern to inventory manager, I've taken on nearly every role we've hired to get a firsthand look at what the position needs.
This approach often reveals surprising insights. For example, I've noticed that certain responsibilities combine better than I initially expected or that tasks I thought would be simple require much more attention. As a result, the role often evolves slightly before I even start recruiting. It's not just about the job description-it's about creating a role that sets the next hire up for success.
Of course, not everyone can spend a month in every position. But even if you can't commit to that much time, I'd encourage you to step into the role for at least a day or a week. Answer emails, handle scheduling, or tackle an inventory checklist. It's amazing what you learn when you experience the day-to-day challenges and opportunities firsthand.
By immersing myself in the team's experience and understanding the nuances of the role, I found candidates who didn't just meet the technical needs of the job-they elevated the entire team.
The takeaway? Whether you're the hiring manager or supporting one, don't stop at what's written on the job description. Find ways to step into the role-even for just a short time. When you connect the dots between what the job needs and who the right person is, you're not just hiring for today-you're setting your team up for long-term success.
Embed as a Strategic Partner
Building strong relationships with hiring managers begins by embedding yourself as a strategic partner rather than just a service provider. At ETTE, I led initiatives in strategic planning and operational assessment for clients, emphasizing the importance of understanding their unique organizational challenges and opportunities. By providing custom IT solutions, I demonstrated value beyond the typical service agreement, fostering lasting professional relationships.
At ETTE, we conduct regular technology strategy sessions with our nonprofit clients, ensuring we're aligned with their missions. I apply this approach to internal recruiting by holding monthly sync-ups with hiring managers. This proactive communication establishes trust, ensures our strategies align, and allows us to adapt to evolving needs swiftly.
For instance, when collaborating with a D.C.-based nonprofit with a rapid project turnaround expectation, direct and clear communication was key. By showing dedication to their long-term goals and intertwining their successes with ETTE's support offerings, we became an integral part of their operational planning, which is a strategy I replicate in building relationships with hiring managers.
Align Skill Development with Company Goals
When building strong relationships with hiring managers for effective internal recruiting, I focus on aligning skill development with company goals. At Audo, we empower organizations by tailoring skill assessments that reveal competencies and uncover potential within employees. This data-driven approach allows managers to identify the right internal candidates for new roles, fostering trust and collaboration.
A specific example is when we applied Audo's AI-driven tools to help a partner company close its skill gaps efficiently. By providing personalized career paths, employees were able to see a clear trajectory within the organization, leading to successful internal promotions. This approach not only bolstered employee morale but also positioned us as an integral partner in the company's talent strategy.
Additionally, I regularly engage in transparent communication with hiring managers, discussing their long-term strategic goals and how talent development can support these objectives. This proactive dialogue ensures alignment of internal mobility initiatives with strategic business growth, reinforcing a partnership built on mutual understanding and shared goals.
Maintain Clear and Simple Communication
Strong relationships with hiring managers start with clear communication. I always take the time to understand their priorities and challenges upfront. It's not about guessing what they need—it's about asking the right questions and listening. For example, if they're focused on culture fit, I focus on that when screening candidates and give them a summary that addresses those points directly.
I also believe in keeping things simple and direct. Regular updates are key, but they shouldn't feel overwhelming. A quick email or message highlighting progress, challenges, or standout candidates keeps everyone aligned without taking too much time. It's all about respect—respect for their time and their goals.
