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Hot Tip #10 - New Weapon Now Available to Win the Talent Wars

By Lou Adler, May 1, 2007

Stalemate.

If every recruiter and every company builds compelling talent hubs, creates search engine optimized career sites, runs exciting ad campaigns, implements a proactive employee referral program and uses the latest name generating techniques, all you'll get are average results. With a finite supply of top people what else could you expect? Of course, if you do all of these things first, or better, you will get exceptional results for a short period of time, until diminishing returns sets in. However, there is still one weapon that is more important than all of the rest combined - that few companies use to their advantage - the hiring manager.

Read more articles by this author.

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The hiring manager's role is critical in the hiring and recruiting process. Top candidates are looking for mentors and leaders who are on the move. Top people want to work for managers who will help them become stronger and better at their craft. Involving hiring managers directly into your recruiting efforts can often swing the tide. Start trying this out on your next assignment.

Getting hiring managers to clarify job expectations is the first step. Ask the hiring manager what the new person must accomplish, change, or implement in order to be successful in the job. Develop a short list of 4-5 performance objectives. (Here are a few articles on how to create these performance-based job descriptions called performance profiles.) Then ask the manager why a top person would want this job. Mention that details are required, not hyperbole. As part of this, have the manager describe the importance of the job to the department and the company. With this information, your hiring manager is now ready to recruit some top people. Tell her that it will require at least two interviews, at least one or two extra phone calls, and a luncheon meeting to present the offer.

Hiring managers must take the lead on hiring top performers. This requires a clear understanding of real job needs and why the job is important to the manager, the department, the company, and the candidate. By digging deep into the candidate's background during the interview, opportunities for personal growth need to be identified. During the interviewing sessions the manager has to make a personal commitment to the candidate to develop the person as much as possible. As part of this, the manager needs to provide examples of other people she has developed. Collectively, a strong bond created during the interviewing process between the candidate and the hiring manager can prevent counter-offers and minimize the chance of another offer being accepted.

Few companies take advantage of the vital role hiring managers play in the recruiting process. This is your secret weapon. Use it wisely, but use it often.