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Executive Summary

Ed Davis reminds us the recruiters and HR Departments "have lead hiring managers to believe that recruiting talent is a function of HR. It’s not! It’s quite simply one of the most important activities leaders do." In his article The Role of the Hiring Manager in Recruiting, Ed presents seven key factors for highly effective hiring managers.

Author In Response To:
Mitch Byers Top of Thread.
Date Posted: Replies:
8/3/2006; 9:42 PM
Enclosures: Read Count:
None. 509
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Selection & Hiring
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The Role of the Hiring Manager in Recruiting

Ed Davis reminds us the recruiters and HR Departments “have lead hiring managers to believe that recruiting talent is a function of HR. It’s not! It’s quite simply one of the most important activities leaders do.”

In his article The Role of the Hiring Manager in Recruiting, Ed present seven key factors for highly effective hiring managers. Briefly, they are:

  1. Planning - lack of planning translates into poor outcome
  2. Three-way Meeting - A meeting between the recruiter, HR partner, and the hiring manger is critical in developing a good job description
  3. Help your recruiter learn what “good” looks like - This might include talking to the best folks in the department or the top performers on the team
  4. Avoid Common Pitfalls: Changes to the original job description; Relying too heavily on industry experience; Focusing too heavily on time-to-fill
  5. Communicate, Communicate, Communicate (self explanatory)
  6. Remove Roadblocks - specifically reduce lengthy interview cycles and make sure interview teams are all on the same page
  7. Selling the opportunity


Jeff's information jives with a book I am currently plugging my way through, Topgrading by Bradford Smart. Smart defines topgrading as a method of attracting, hiring, and retaining “A” players, something every company attempts. However, few have the proper infrastructure in place to be successful.

A couple of supporting arguments from Mr. Smart:
  • The CEO, not HR, must lead topgrading. (page 66)
  • Hiring managers must fully “own” topgrading results, including hiring decisions. (page 70)
  • HR's role is to be the “right arm” of the CEO and support topgrading throughout the organization. HR and recruiters must “sell, cajole, challenge, coach, and browbeat their client managers to topgrade." (page 74)


An “A” player recruiter or HR person feels the weight of the company on their shoulders. After all, the future of the company relies heavily our efforts in sourcing and influencing the right candidates. But hiring, if successful, has to be a three-legged stole. The recruiter (and everyone else in the company) is responsible for attracting the right talent. The hiring manager has to properly screen the candidate and sell the position. The third leg is the candidate. They are responsible for showing the value they will provide to the organization.


At the end of the day, our success as recruiters is tempered or magnified by the effectiveness of the hiring manager. As their partner, we are responsible for positively influencing their behavior for the greater good of the company.