Revolutionising Your In-House Recruitment Team

It’s no secret that the relationship of the in-house recruitment team and the hiring manager is a complex one. Although they share the same goals of finding the right candidates as quickly as possible, for the in-house team, getting a hiring manager to understand the importance of the candidate experience remains a key point of concern.


The candidate experience is arguably the most important component of the recruitment process. A good experience will make your organisation seem more desirable; a bad one can make all the difference between winning the top talent and driving it away. 


It’s something we spoke about during the recent In-House Recruitment breakfast event. Throughout the morning, we discussed everything from diversity and inclusion, attracting talent and using technology to engage your candidates. And while there were many interesting topics that were uncovered during the event, the thing that echoed throughout was the importance of proper leadership. 


During his presentation, Paul Mouland, Recruitment Operations Director at Metro Bank, spoke about the differences between management and leadership, and how outstanding hiring managers drive people to perform at the highest of their capabilities. He highlighted the need for shared goals and values - and the need for hiring managers to put more trust into their in-house recruitment function. 


But common problems continue to exist – so how do you build a better relationship with your hiring manager in order to enhance the functionality of your in-house recruitment team?


Communication is key, as is the ability to influence and persuade. This will help you win internal buy-in and steer the recruitment process in line with the wider company goals. 


It might seem like your hiring manager is being unrealistic about what is expected of the recruitment function, but they are often very busy and have little time to dedicate to the recruitment process. They just want the best candidates. Fast – which means they can fail to think about the candidate experience.


To combat this, find out their expectations before you begin the recruitment process. That way you can push back on any unrealistic time frames and also identify the needs of the manager, which will all go towards improving the candidate experience and time to hire. 


You could also take advantage of the burgeoning world of technology by bridging the gap between recruiter and hiring manager using software that creates a consistent experience for the candidates coming to interview. 


The bottom line is, by communicating clearly and openly with your hiring manager, you’ll strengthen your working relationship and ultimately become a more effective hiring function.