Hiring Insights Blog
Bottlenecks in the hiring process are a major pain point for organizations across virtually every industry and size. Even CEOs and CIOs say that their largest hurdle relates to talent acquisition, according to a report by McKinsey & Company. They recognize that the longer a role remains vacant, the more business opportunity is lost.
The often rocky relationship between recruiters and hiring managers is a chief source of the pain. Although recruiters and hiring managers aim to achieve the same goal, their relationships can be laden with miscommunication and problems that ultimately create obstacles to acquiring the best talent in a timely manner.
A recent survey of 375 hiring managers and 600 recruiters by the iCIMS Hire Expectations Institute™ indicates that 80% of recruiters think they have a “high” to “very high” understanding of the jobs for which they recruit - while 61% of hiring managers say that recruiters have, at best, a “low” to “moderate understanding” of the jobs for which they recruit. That’s quite a contradiction.
How do we bridge this obvious gap between recruiters and hiring managers, and strengthen this vital working relationship? Best practices focused on a collaborative, technology-enabled relationship between recruiters and hiring managers are crucial to eliminating hurdles in the talent acquisition process.
According to the iCIMS study, organizations with a shorter time-to-fill demonstrated significantly less time spent in hiring manager review. But the average resume, once submitted to an organization, spends 37% of its time with the hiring manager¾the highest percentage on average among the five stages of the hiring process.
Why? Is it because hiring managers are rescreening candidates due to a mismatch between their requirements and the candidates provided? It could be. iCIMS’ research revealed that 77% of hiring managers say that recruiters’ candidate screening is “inadequate.” Meanwhile, 51% of recruiters said hiring managers “should do a better job communicating what they are looking for in a candidate” and “provide relatable examples.”
Hiring managers and recruiters must recognize that finding the right talent is a team effort. They must communicate and work collaboratively in order to lower their time-to-fill.
Organizations that implement the following four best practices to support more streamlined recruiting will be able to solve the bigger problem and eliminate process bottlenecks collaboratively.
Build the relationship
An important but often overlooked step in the recruiting process is that first face-to-face meeting with the hiring manager. Get to know your hiring managers¾their personalities and priorities¾so you can tailor recruitment strategies to their requirements, build enthusiasm, and engage them into the process. It will also allow you to walk them through the tools and support available to them to make the hiring process simple, transparent, and effective.
Engage hiring managers with tools and technology
When hiring managers can easily view candidates, approve jobs, candidates and offers from their mobile devices, or interact with recruiters via email with all communications automatically tracked within the system, everything becomes simpler and efficient for all parties involved. And they will be able to gain visibility into the hiring process and take a more active role in resolving bottlenecks.
Bring video screening into the mix
Recent data from SHRM indicates that the average interview lasts 40 minutes, and that 33 percent of hiring managers know within 90 seconds of an interview whether or not they will hire that person. Video screening can provide a fast, easy, and affordable way to strengthen the recruiter-hiring manager relationship since it eliminates the risk of wasting time and money on interviews with unqualified candidates.
Encourage social sourcing
A recent survey by CareerXRoads says that one of the top sources of external hires is employee referrals, making social media recruitment a huge opportunity for hiring managers and recruiters to collaborate on sourcing. This allows hiring managers to leverage their own networks for candidates and actively participate in sourcing as a team effort.
In the end, recruiters have enormous influence on the effectiveness of their hiring manager relationships, and are in the best position to establish best practices and advocate for the technology that will help reduce the organization’s time-to-fill. Together, hiring managers and recruiters can eliminate the bottlenecks that impede their ability to acquire the right talent quickly and effectively.