Working the relationship
All too often, we, as HR Practitioners fall into the trap of ‘owning’ the entire recruitment and staffing process. Is this because we want the control, or, is it because the supervisor does not want to take it on? After all, it is HR’s responsibility to ensure that the process is done effectively from the very beginning, before a vacancy is even created, to the very end, when the successful candidate is in place and working with the equally successful hiring manager.
We do all of the work and yet, final decisions are, typically, not in the control of the HR Practitioner.
Our challenge is to find ways to work effectively with the hiring manager in order to ensure that good decisions are made. HR recruiters, as noted in the article above, need to work and understand what managers are looking for, and also, to whom they are connected. HR may have a central role in any organization, but we may not have expansive knowledge about business practices or required expertise to fill specific roles as positional or subject matter experts.
Sometimes we impose our own HR processes and timelines on to the overwhelmed and overworked hiring manager, who does not understand or appreciate why ‘our’ processes and timelines are important. If the HR Practitioner is able to make pro-active connections with each hiring manager, then there should be mutual benefit for both.
- Do you agree that there can be mutual benefit for both HR practitioner and Hiring Manager, if proactive connections are made?
- What steps can you take when assigned to work with a hiring manager who is too busy to commit to ‘your’ HR processes?
- What can you do to pro-actively encourage a positive decision-making result when working with a hiring manager?