Ever been stuck in the middle of a hiring process where things just feel... off? If you’ve ever felt like you and the hiring manager are doing two completely different dances, you're not alone. Trust me, I’ve been there.Â
The relationship between a recruiter and a hiring manager is like two chefs in the same kitchen trying to prepare a meal. One has the recipe, the other has the ingredients, but if they’re not aligned on the end dish, you end up with a confusing mess on the plate. When they’re in sync, though, it’s a perfectly coordinated masterpiece. If not? The whole thing just falls apart.
We all know the dance between hiring managers and recruiters can make or break how smoothly things run. But here’s the deal: when it breaks, it’s usually because no one bothered to sync up from the start. Let's dive into five ways to strengthen that relationship, so you’re not left untangling a mess of miscommunications and bad hires.
Before we get into the juicy part, let’s clarify something that too many people seem to blur—the difference between a recruiter and a hiring manager. I mean, the fact that this still confuses people kind of blows my mind. Let’s break it down real quick:
The hiring manager is the person who needs a new team member. They’re the ones on the ground, in the trenches, managing the department, and they know exactly how that team member should fit in.
The recruiter? Well, that’s you (or me, depending on who’s reading this). We’re the ones pulling the right people from the sea of resumes. We screen, interview, and make sure the hiring manager isn’t wasting their time with anyone who’s not worth it.
So, why does the recruiter and hiring manager relationship feel strained at times? Simple. We don’t always understand each other’s challenges.
Hiring managers are swamped—they’ve got their actual jobs to do, which don’t involve sifting through a hundred resumes. And recruiters? We're working with tight deadlines, competing with other companies, and sometimes, hiring managers don’t get just how tough the talent pool can be.
Sound familiar? Let’s fix it.
You want to know where things usually go wrong? No one bothers to sync up before the process even starts. You’re already chasing candidates before the hiring manager has had a chance to explain what they’re actually looking for—sound familiar?
Here’s what you should be doing. Sit down with the hiring manager from the very start on an intake call. Don’t just skim over the job description (I know how tempting that is)—actually talk about it. What are they looking for? What’s an absolute deal-breaker? And here’s a pro tip: ask them what the ideal candidate looks like in 90 days. You’ll learn more from that question than you will from the entire job description.
Trust me, when you and the hiring manager are on the same page from the get-go, the whole process is smoother. Candidates get pushed through faster, interviews happen quicker, and you don’t end up in an awkward feedback loop that leads to nowhere.
You’d think this one’s a no-brainer, but honestly, it’s where a lot of us trip up. According to recent surveys, about 57% of candidates say the lack of communication from recruiters is their biggest frustration​. And guess what? Hiring managers are frustrated, too, when they’re left in the dark. No one likes feeling like they’re chasing answers.
Set up clear, consistent communication channels with the hiring manager right from the start. Maybe it’s a weekly check-in meeting, or perhaps it’s a shared project management tool—whatever works. The goal is that no one feels like they’re waiting forever for updates.
Want to know the kicker? Communication isn't just about frequency. It’s about being direct and transparent. When something’s going off track, or if market conditions change and the talent pool dries up, don’t wait until it’s a crisis to loop them in. Be upfront. Set expectations. You’re not a miracle worker, and they need to know that sometimes.
Alright, here’s the part where things can get a little uncomfortable. Feedback. Most of us don’t love giving or receiving it, but it’s crucial. And I’m not just talking about the hiring manager telling you that the last three candidates were way off the mark.
Feedback should flow both ways. If the hiring manager is dragging their feet during the interview process and you’re losing top talent to other offers, let them know. Be honest about what’s happening in the talent market. After all, we know that candidates are ghosting interviews more than ever, and you need to make sure the hiring manager understands the urgency​.
But feedback also means celebrating the wins. If you found a killer candidate in record time, acknowledge it. Too often, we focus on what went wrong without taking a moment to recognize what’s going well.
AI recruitment is here, and whether we like it or not, it’s going to change the game. If you haven’t started leveraging AI in your hiring process, you're already behind. I know, I know—there's always that initial fear that AI is coming for your job. Spoiler alert: it’s not. But what it is doing is making the job easier by taking care of the repetitive tasks that none of us have time for.
Imagine AI screening hundreds of resumes and shortlisting candidates for you. Or better yet, imagine it handling the initial phone screen, so you’re not answering the same basic questions for the hundredth time. Sound dreamy? Well, it’s happening.
AI tools like resume parsing, chatbots, and even predictive analytics are already helping recruiters manage their time better and improve their candidate matches. What does that mean for you and your hiring manager? Less time spent on manual tasks and more time focusing on real strategy.
But here’s the thing: AI’s just a tool. You and the hiring manager still need to handle the final decision-making and ensure candidates fit the company culture. AI can’t do that (at least, not yet).
Now that we’re in the AI era, you and the hiring manager need to stay sharp. The hiring landscape is changing, and if you’re not keeping up with it, you’re going to be left behind. Continuous learning isn’t just a buzzword—it’s a survival skill.
So, take that online course about AI in recruitment. Read the latest industry reports. You’re both in this together, and the more you know about the tools at your disposal, the better equipped you’ll be to find the right talent. And let’s not forget about the ethical side of using AI. Understanding bias in AI algorithms, or the importance of data privacy, is now part of your job​.
At the end of the day, the relationship between a recruiter and a hiring manager isn’t transactional—it’s a partnership. And like any good partnership, it takes work. But when you’re aligned, communicating openly, embracing tech, and continuously learning, you’ll find that the hiring process can be a lot smoother and way more effective.
So, if you’re feeling like the process is out of sync, take a step back, start with the basics, and remember—it’s not about just filling a role. It’s about doing it together, and doing it right.
The 5 C's of interviewing include Competency, Character, Communication Skills, Culture Fit, and Career Direction. Competency involves having the necessary technical skills for the task, often assessed through technical evaluations during the interview.
To conduct an effective interview, start by making the applicant comfortable, such as by establishing rapport with a shared topic before diving into more challenging questions. Utilize open-ended questions to encourage detailed responses, listen more than you speak, take notes diligently, and be mindful of legal boundaries in questioning.
When giving an interview, it's advisable to arrive early, prepare a brief summary of your experience relevant to the position, listen attentively to each question, maintain a positive demeanor while avoiding negative remarks about previous employers, and be conscious of your body language and tone.
A good interview should begin with a friendly opening to make the candidate feel at ease, followed by proper introductions. Set clear expectations for the interview, treat it as a conversational exchange to gather essential information, and share your leadership philosophies. Finally, allow the candidate to ask their own questions.
