Hiring? 4 Things the Best Managers Get Right.

The Internet loves articles about how candidates can nail the interview. But let's talk about those sitting on the other side of the table. Hiring is one of the most crucial components of any organization, and here’s what I’ve noticed when it’s done well.

(Hiring manager, n. anyone who hires)

1.     They’re not alone.

Strong leaders lean on expert advisers. Recruiters are specialists when it comes to market trends, how to ask questions to get the right data, how to evaluate the interview, who the key players are internally and externally, and the smartest way to structure the hiring process.

Reality: Hiring isn’t a skill that naturally improves over time — it requires active study and calibration. The good news? The best managers don’t — and shouldn’t — do it alone.

2.     They talk. (And then they don’t.)

The best managers are natural communicators who know how to say it and when to say it. They give the candidate a favorable interviewing experience by clearly conveying the expectations, environment, and daily responsibilities that comprise the position. And that's even — or especially — when the team or business is going through its own transformations and the responsibilities of the candidate's prospective job are not fixed. Quality of communication directly impacts quality of candidate experience.

And the thing is, candidate experience matters whether you extend an offer or not and whether the candidate is strong or not. Here's more about candidate experience, but in short, a positive experience for the candidate opens up the prospect of qualified referrals (present and future), and protects — even enhances — the employer brand. The hiring manager isn’t responsible for the entire candidate experience, but the strong ones always think proactively about where they can stamp their influence.

Skilled communication also means not communicating. When interviewing, strong hiring managers do one thing consistently: they stop talking. It’s so easy, especially when a manager is excited about the candidate, to hijack the conversation and “sell” the job. They take time to listen because...

3.     They get it.

The best managers have a high level of self-awareness. When applied to hiring, this means understanding what type of manager you are and recognizing what type of talent you’re hiring. Everyone wants an A+ hire, but can an A+ hire realistically thrive in the role? An intelligent and ambitious hire won’t necessarily work well in a rigid role under a micro-manager. Conversely, if you find a sharp, energetic candidate who just needs cultivation, be honest about the time and resources you have for development. You don’t want a frustrated new hire, much less a frustrated high potential new hire — it will make hiring competitive candidates more difficult in the future — people talk!

The single, most influential thing the best managers do is try to understand their own unconscious bias. It’s difficult for managers to clearly evaluate candidates when their own networks and experiences impose an unintended filter. Being aware of bias means considering people who perhaps don't have the profile that's assumed to be right for the position. It means questioning that “gut instinct”, and it’s of course a fundamental step toward creating a diverse and inclusive working environment. Partnering with your recruiter can help combat this by structuring an equitable process with checkpoints. (Read more on unconscious bias and how to combat it.)

4.     They get "fit."

This means that they understand fit. Specifically, motivational fit. The best managers are deliberate about the distinction between qualified candidates who can do the job and candidates who want to do the job.

Job interviews focus on what the candidate can do (or has done) so it’s easy to disregard what the candidate wants to do. Motivational fit can be the difference between a short and long term hire, and the difference between a new hire being able to energize the team with fresh ideas or quickly burning out in a position that doesn't satisfy their ambitions. And don’t forget, on a team, energy is infectious. If you’ve ever made a competitive offer and were shocked to learn the candidate turned it down, this could be why. Simply ask: What was your most rewarding project? What part of the process specifically was rewarding? Does this align with what the position realistically will offer, and if not, do you have room to modify the role?

The imperative for hiring managers is to satisfy their own needs as quickly and efficiently as possible. But recognizing what candidates want for themselves is always the more effective approach.

Happy hiring!

-Bhumi