Episode Key Takeaways
Most hiring managers don’t see recruiting as part of their core job. They treat it as overhead—something extra they’re doing you a favour by spending time on. Until recruiting is embedded in performance reviews, competency models, and career leveling guidelines, managers have no incentive to get better at it.
Recruiters must lead the partnership, not wait for managers to step up. The mistrust that often exists between the two roles stems from three root causes: recruiters not bringing market insights to the conversation, being perceived as order-takers focused only on filling seats, or simply not doing the sourcing work required. Earning credibility means educating managers before a requisition opens, not after.
John Vlastelica’s maturity model identifies four pillars of hiring manager effectiveness, but the highest-impact starting point is defining clear expectations. Without that foundation, feedback and training become noise. Once expectations are set, the recruiter’s job is to hold managers accountable—and invite them to do the same in return.
Virtual work makes relationship-building harder but not impossible. Replace email candidate reviews with 30-minute Zoom calibration sessions where you walk through profiles live. Regular check-ins outside of requisition kickoffs—debriefs, accountability conversations, market updates—build the confidence that you truly understand the business.
Diversity metrics often fail because they stop at sourcing or hiring targets. Real progress requires a holistic view: current mix, desired mix, diverse slates at each funnel stage, and critically, post-hire onboarding and belonging. Hiring diverse talent into an uninclusive environment creates attrition and damages employer brand.
Frequently
Asked
Questions
How do recruiters build credibility with distrustful hiring managers?
Diagnose the root cause first. Often it’s because recruiters aren’t bringing market insights, or managers perceive recruiters as focused only on filling seats quickly. Counter this by educating managers on market realities before requisitions open, sharing internal and external data, and demonstrating you understand their specific business need—not just macro trends.
What's the first step to improve hiring manager performance?
Define clear expectations. Embed recruiting into performance reviews, competency models, and career leveling guidelines so managers understand it’s part of their core job, not overhead. Without explicit expectations, feedback and training won’t stick because managers have no accountability.
How can remote recruiters maintain hiring manager relationships?
Move away from email-based candidate reviews. Instead, schedule 30-minute Zoom calls to review profiles live and calibrate in real time. Have regular check-ins outside of requisition kickoffs—debriefs, accountability conversations, market updates. This replaces the hallway conversations and informal touchpoints that remote work removes.
Why do diversity hiring metrics often fail?
Most focus only on sourcing or hiring targets, ignoring what happens after hire. If diverse talent joins an uninclusive environment with poor onboarding, attrition spikes and employer brand suffers. Success requires a holistic strategy: current mix, desired mix, diverse slates, interviewing practices, and post-hire belonging initiatives.
Should recruiters survey hiring managers on their performance?
Yes. Most companies survey managers on recruiter performance but rarely flip it. Surveying recruiters on hiring manager effectiveness after each hire creates mutual accountability and signals that partnership is two-way. This shifts the dynamic from recruiter-as-vendor to recruiter-as-peer.