Bring the Hiring Manager Closer to Staffing(HMCS) Methodology

The idea behind MHCS is one of training, informing and creating a true, collaborative "hiring Team" out of the hiring manager, recruiter, and interviewers. This method blurs the corporate lines of demarcation that exists between these function to create a truly unique and highly agile and successful "Hiring Team". Some of what will be accomplished is:

1. A better understanding by the Hiring Managers(HM) and their teams of staffing.

2. A reduced time to fill, due to better communication and a more collaborative environment.

3. The ability to be flexible and maximize resources available within the Hiring team(HT).

4. So much more.

Now keep in mind this method is not needed in all cases. This method is best used when you have a client group, that has a history (not a good one) with staffing or has a high number of openings. Basically what we are going to do, is put more responsibility, whether implied, perceived or factual on the HM and HT for staffing. People tend to react much better when they have a vested interest in things. Now I know some of you are saying well, it's it their opening? Isn't that vested enough? No as long as there is, that clear line of demarcation, meaning as long as there is a clear separation between recruiter and HM they do not have enough of a vested interested. As soon as they see the recruiter, interviewers, and HM as a HT, then they are vested enough. Also in most cases the HM is usually the biggest road block. Mainly due to them only having so many hours in a day. By introducing the concept of HT, you alleviate this, and give the HM a chance to allow their people to grow by being more involved in staffing.

The whole method came about as a direct result of the realization I had that most HMs really do not get or understand. recruiting(See my blog on the subject). If they understood more, and understood what it really takes, they would have a greater appreciation and be more willing partners.

**Huge key to this whole method is consistent, 2 way, respectful, "Conscious Business" communication. No egos, no hubris, no hidden agendas.**

So the Methodology itself. It is really very simple, and some of you may already do parts of it.

1. First instead of waiting for a HM to write a JD or using a JD already written, when you hear of an opening, or as part of a regular check in with your client group/s, arrange a meeting with the HM to discuss the opening and the JD( If the HM already has a JD, review it with them and move on). **Spend time with him looking at JDs from competitors, that you find on the internet by doing research (the same as sourcing only in this case looking for a JD). You do the research together because it allows you to get a better feel for what the HM is really looking for, and for the HM to get an idea of your capabilities around researching or sourcing and writing JDs as well as competitive intelligence and salary info. Make sure the JD is current, exciting and sure to grab candidates attention(again see my blog posting on the subject of JDs).**
2. Once you have created a good, solid , agreed upon JD( or modified one already made), you are ready to move onto further info. Now the following is a list of additional info you should gather from the HM. This will show him you know what questions to ask and you are genuinely interested in filling the opening, of course this is not all inclusive and you can add or subtract from it.
   1. 1. Competitors who may have people doing this kind of work?
      2. Who is doing the work now(reason to see their resume as a model)
      3. Tradeoffs, you already have a JD worth needs, nice to haves, etc.. Ask if there are any tradeoffs. This will get him to think even more about what he might be looking for.
      4. Who might he/she or any of his/her people know(referrals).
      5. Buzz words, any particular buzz words to look for.
      6. A day in the life for this position.
      7. Salary range etc..
      8. Specific questions the HM thinks should be asked **
3. Now that you have asked the questions, go into the process. Make sure the HM buys into the process as you outline it, if not find a happy medium that all can agree on, but will still accomplish the results. Do not get bogged down in administivia. Allot of times the process is never fully outlined and as such there are misunderstandings. If need be go so far as to create an SLA(Service Level Agreement), but ensure it is a 2 way SLA(meaning it states what both parties agree to) and be sure the HM buys into it and even helps write it. Include things like turnaround time on resumes, interviews, Regularly scheduled staffing meetings or attending staff meetings and having staffing as part of the agenda and communications. Try to have the HM commit to a 24 hour turnaround time or less. If need be you can even show the time it take using the current process and how much quicker it would be with this process(use MS Project to show this). Show the interview to offer ratio using the old process as compared to the new process. This is key to the process, as most SLA around staffing involves what staffing will do for the HM. However with this process the SLA is a true agreement about expectations from both sides, which by definition, blurs the line to create one SLA of what the HT will do.
4. Ask who will review candidates? remind the HM it does not have to be them, That it is ok to delegate, and that you can train anyone who needs it.
5. Identify who will be on the formal interview loop, technical interviewers etc...
6. At this point you can now identify and explain who the HT is to the HM and make him understand how this will help in making a great hire as quickly as possible.
7. Now if you are dealing with a huge team, and multiple HMs who are looking for the same thing, you introduce the idea of the "Recruiting Ambassador). This is a alternating position(meaning it changes every month or so), that acts as the spokesperson for the entire group on matters related to staffing.
8. Now it is time to source. **This is very important and is a major key for this process to work** You want to source with the HM the first time so they see what it is really like to source and be a recruiter. This will make them better understand how difficult it can be, and allow them a better appreciation of recruiting. This will also let them see examples of what is out there, and in most cases resonates with the HM about other things they may or may not want in a candidate. As a result of this the JD may be modified, and expectations may be changed. Now if you are not on site with your HM and HT you can still do it utilizing various sources, such as; GotoMeeeting, Webex, live meeting and more.
9. You can also, this is huge, set up regular HT sourcing times (in addition to regularly scheduled staffing meetings), were you make yourself available to source with the HM or other members of the HT. The key is you have already gotten the HM to understand the HT concept and that they do not need to do it all themselves. This is big as it helps show the HT you are serious, shows them the "love" and the candidates you find during this time are already one step farther than the ones you find on your own, since the HT was there and already likes what they see from the resumes.

Were this process saves time is by establishing up front how the process will work, and ensuring all parties truly understand what it really takes to make a successful HT. It opens an avenue for the HT to actually be proactive about filling their positions, and allows for a true partnership. If everyone understands, buys in on it, then there is more commitment to it and things happen faster.

Now as I said earlier, some of this you may already be doing, but I am betting few are doing it all.

Remember communication is key, and ensuring the HM understands and buys into the concept of the HT is also key.

** Key parts to the method**