Trust is a simple enough word. Easy to define in most generic scenarios, and fairly commonplace to know it when you see it in action. We see this often in the sports world, where a quarterback will have a favorite “go to” receiver, someone he knows will run the route correct, who will instinctively know when to break off the route, and who can improvise in sync with the QB. The QB also knows that the receiver studies the playbook, watches film relentlessly and asks questions where needed.
It’s not always so simple in the business world, especially as it relates to the HR and recruiting departments. We all know that the pervasive thought in most , not all companies is that HR/Recruiting are service groups who are not revenue generating, therefore a spike lower on the totem pole. We’re not going to address that here today, because that could hijack this whole post. But do they realize the value that you deliver in time-savings, candidate sourcing, and support? Do they trust that your team is capable of delivering what they need? If you’ve ever been in an organization where they don’t trust recruiting, then you know what this looks like: (just a few examples)
- Managers don’t tell you someone is needed until they are ready to make a hire (read: please draw up an offer letter)
- You get a job description and no further information
- The candidate is not a fit – and that is all the feedback you get
- You only find out about needs when it comes through the system, you don’t know the pulse of the organization
Recruiting teams can build trust in the organization in simpler ways that you might think. But it takes time. Don't expect miracle results overnight. Here are a few things you can do:
- Lay it out – Sit down with each of your hiring managers and lay out the expectations that you need from them – 24 hr turn around time on resumes, phone screens, etc. and then let them know what you can deliver to them. But make sure you DO deliver it. Keep your word.
- Investigate and Understand – When you get a job description from a manager, make them sit with you to get some of the “off-spec” peripheral information. Smart managers will see this as a clear sign that you are vested in getting them what they want for this role. They will realize that you want to find them they “type” of person they want, instead of just a body with skills.
- Deliver and communicate – When you say that you’ll have them resumes in 72 hours, then do that. Or at the very least be communicating what the hiccup is. (Lack of qualified applicants, can’t find people in the salary range) Let’s face it, people want to feel like they are the center of your world, and this aids you with that.
- Be Seen – take some time each day/week to be pacing the halls, dropping in for informal conversations with managers – “how are things going with the XYZ project? Are we planning any more needs there?” “How is John Doe doing in the 1st 2 weeks? Are you hearing good/bad/indifferent things?” Again, this clues them in that you are not there merely to put butts in seats, but that you want to be a partner in the level of success that your clients “(hiring managers and teams you work with) have.
This won’t work for every manager, as there are just some people who you will never get through to, no matter what you do. But as with all things, word of mouth is a powerful tool. Convince a few powerful decision makers in your organization, and your reputation as a key asset is going to spread. And many of the “non-believers” will be converted by hearing it from people they already trust.
What have you done to build trust with your hiring managers, teams or clients?