As I’ve shared consultative recruiting techniques with recruiters, it turns out that hiring managers really liked the additional input those recruiters were starting to share. I suspect they have always wanted your expertise and perspective but either couldn’t bring themselves to ask, or didn’t know the value you can add to them and their hiring success.
Solution? Start to provide your perspective and advice even though your hiring managers may not have asked!
The easiest way to do this is to ask questions that point out the issues, challenges, and solution options. This way the hiring manager will come to the same conclusion you already have. But no one likes to be “told”, and hiring managers are REALLY no exception.
For example, a recruiter recently shared a conversation she had with a hiring manager. It was the first time she had felt confident enough to ask the questions that helped the hiring manager understand how some of the experiences he wanted simply wouldn’t exist in a candidate who fit their comp range nor was the entire set of requirements likely to be found in anyone would might be interested in the position.
The search was for a manager title but the position was actually an individual contributor. The hiring manager had set out requirements for 10+ supervisory experience and 8+ years of project/ product management.
So not only was their range too low for someone with this much experience, but someone who actually met the HM’s requirements would probably not be interested at all in a role that seemed like a step back. So much of the recruiter’s sourcing efforts would have been wasted.
By the way, the days for “time to fill” would have kept adding up, totally unadjusted for the fact this came really close to being an impossible search.
Without the conversation, the hiring manager would never understood why the candidates who fit his requirements were not raising their hand to be considered. Even if he eventually hired someone, he would probably feel disappointed in the process, the results and the recruiter.
It seems ironic that while we recruiters may not be asked for our advice and perspective, hiring managers may see us as ineffective if we don’t figure out a way to offer it. You know the conclusion you want your HM’s to come to. Just keep asking gentle questions that will lead them to the conclusion you knew was there all the time. Lead, don’t lecture.
You’ll love the results, and it feels so good to take this kind of control.
Check out my updated book on Amazon: The Consultative Recruiter.
You’ll get all the techniques to meet 17 challenges recruiters face—and build a reputation as a consultative recruiter at the same time.
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