Wie kommunizieren und berichten Sie Ihren Rekrutierungsfortschritt und Ihre Ergebnisse an die Personalverantwortlichen?

For example, if you’re trying to fill a software engineer position, you may agree that the recruitment process should take no longer than 6 weeks, with a target of achieving a quality score of 8 or higher on the candidate reviews. You may also agree to provide monthly updates on the recruitment process to the hiring manager, including the number of applicants, the number of offers made, the number of accepted offers, and the quality score of each hire. Once you have established the goals and metrics, you need to track your progress and provide regular updates to the hiring manager. This will help you maintain transparency and keep everyone on the same page.

Throughout my career providing a weekly TA Summary has worked beautifully. This information includes the # of open requisitions, number of phone screens, scheduled interviews and candidates pending background for each position. Also, this document is live and can be viewed by the hiring managers at any time. It allows them to know where we are in the process and most love the weekly official document I send out. Lastly, it is important I update it daily.

At gpac we are conditioned to start our week off with a written plan that will bring about production. The act of writing out my plan helps me prioritize and process process.

A crucial measure of success is your conversion rate, which refers to the number of CVs you send to clients and how many interviews you secure. While some people rely on key performance indicators (KPIs), sending many CVs does not necessarily equate to success. It is better to share one or two highly relevant CVs that align with your client's expectations rather than inundating them with 10 CVs that could be a better match. Ultimately, quality over quantity is the key to success.

Over the years I've seen so many recruiters who will make general excuses of why they can't find a candidate, but they don't have any data to support their claims. Hiring managers see the same thing, and it makes it difficult for them to trust the claim. As recruiters we need to be able to show the data by explaining not only how many people we've reached out to or screened, but we also need to share the type of candidates we are finding and why they are not a fit. If you are disqualifying candidates for salary, show the resumes and salary expectations. If it's technical fit disqualifying the candidates, show the resumes of what you are finding. Get your hiring managers involved in the process by showing them what you see.

From my experience in the corporate world. I believe that as recruiters adopting an integrated approach that combines formal reporting, regular communication, performance metrics and transparency, it is possible to engage hiring managers more effectively, ensuring they are fully informed and contributing to the success of the recruitment process. And not forgetting, of course, scheduling regular meetings that contribute to better progress in the R&S process, which provides more direct communication and obtains real-time feedback and ensures that everyone is aligned with the strategic objectives of the hiring.

I find it helpful to use that consistent line of communication you have already established so any challenges that come up aren't surprises. If you come prepared to your meetings with your hiring team with several proposals for alternate sourcing methods, this will help your hiring manager recognize you as the subject matter expert. Now when you make your suggestions for additional budget for more postings, new talent pools to explore and alterations to the requirements of the role you have a better buy in from your team. It's important to remember that the job market changes and you have to be a good communicator to help your team understand that some classic methods of recruitment will need updating as your search goes on.

There is no win too small to celebrate! The art and science of connecting a candidate to the role can be challenging and can often feel fraught with set backs, long times lines and misalignments. I often remind my teams that what gets measured gets done. So when you focus on the wins and make sure to communicate that to the team, you will start to see more positive impacts in the business.

Envolver as lideranças também faz parte: A pessoa recrutadora não deve ser apenas um agente de execução para o fechamento de uma vaga, é extremamente essencial a parceria estratégica entre a liderança. Você deve estar conectado com eles, conectado com a área e a estratégia do negócio. Envolve-los no processo, compartilhando responsabilidades é essencial, garante alinhamento, assertividade e entrega de valor, assim como ajuste de rota mais rápido.

Comunicação: Apresentar o cenário real da posição e mercado se necessário. Estar atendo as mudanças e buscar sempre parceria.

This step is critical for maintaining a strong relationship with hiring managers. Be honest and transparent, not only about your own work/results, but also about their expectations. Respectfully pointing out differences that you see in the market vs the expectations of the hiring team can be the deciding factor of making a timely hire. You should be taking note of market feedback with every call you have in order to better inform the hiring team of struggles you have been having. They will thank you for the transparency later!