Are Hiring Managers Good Recruiters

By Beth Carter, Professional Coach, Speaker, Author, and Blogger

Now that the economy is starting to improve, it is imperative that companies step up their recruiting efforts.  Although many of these organizations think it is a “buyer’s market” in terms of attracting the best candidates, candidates are leery of being last person in and would rather stay put with their current environment versus the scary unknown.  In addition, many positions are newly created so it is difficult to ascertain the best requirements for a job that has not existed before.  Hiring managers are also overworked and tend to put recruiting off which just adds frustration to the process.

Although some companies including major banks have recruiting training programs for hiring managers, many others do not which can not only lead to “bad” hires but lawsuits, damaged reputations, and loss of productivity.  These companies do not realize that they should have a process that includes the following:

•    A training program for hiring managers that includes role playing, discussions about body language, recruiting protocol (i.e. do not let candidates wait too long in the waiting room), and appropriate follow up procedures.
•    A list of appropriate questions that cover a candidate’s skills and accomplishments. 
•    A list of questions that are illegal, including sex, race, children, and religion.
•    A form that hiring managers complete during the interview process that encompasses a candidate’s responses.
•    A form that the hiring manager completes after the interview that details their reactions, candidate’s nonverbal style, and other pertinent information that can be used to assess the candidate.
•    A timeline so that all parties involved in the search are aware of when the candidate was last contacted, the conversation at that time, and action steps, if necessary. 

This last item is critical because candidates become disinterested about the position if a significant time has elapsed when they do not hear from either the external recruiter or the hiring company.   Candidates appreciate a courtesy call occasionally even if there is no new information at that time, however, if this happens a lot, there is a chance they will withdraw their candidacy. 

A practice that companies are instituting also is having candidates assess a business situation and/or an operation (store, bank branch, etc.) and provide their feedback.  Although this is a good method for candidates to gain a better understanding of  the company and for the hiring manager to see how the candidate thinks, sometimes the company goes too far and it appears that they are seeking free consulting advice.  Candidates usually expect to do some “homework” but some of these analyses are quite detailed and makes the candidate feel used especially if they do not get the job.  Companies need to be careful because candidates could start to bad mouth the company and that could damage their reputation and affect hiring others in the future.

In conclusion, the recruiting process is like a dating game.  As both parties get to know each other and assess their interest level, more thought provoking questions may be asked and so it is imperative that the hiring manager know the appropriate limits.  Companies are also doing more due diligence by asking a candidate to interview with more people in the organization and return multiple times.  This is a fine strategy unless the interviews start to become redundant and no new information is gathered by either party.  A survey I conducted about a year ago asked about how many interviews a person went through before an offer was made.  The average was five to ten interviews but one person actually went on over 20 interviews before the offer was extended.  This was ludicrous but luckily for the organization, the candidate persevered and got the position.  Next time they may not be so lucky…

Beth Carter – Professional Coach, Speaker, Author, and Blogger

 E. Elizabeth “Beth” Carter recently launched Beth Carter Enterprises, a thriving business that encompasses executive and business coaching, seminars, and the DISC behavioral assessment.   She serves as a “thought partner” for executives and middle managers of small and Fortune 500 companies, business owners, and those that want to improve their careers. She has a keen ability to help these individuals reach their goals in such areas as leadership and management development, expanding marketing capabilities, and performance enhancement while motivating them to their full potential. 

In addition, she is President of Carter Consultants Ltd., an executive search and research firm she founded in 1991.  Beth holds a MBA in Marketing Management fromBaruchCollegeand graduated cum laude fromBryantUniversity.  She is a Certified Professional Coach (CPC), Certified Professional Behavioral Analyst (CPBA), and an instructor in the ExecutiveDevelopmentCenteratBryantUniversity.