When HR and the Hiring Manager Aren't Aligned...

Recently, I experienced a situation that made me reflect on one of the biggest challenges we face as recruitment consultants: the lack of alignment between the Hiring Manager and the Human Resources professional responsible for the hiring process.

At first glance, everything appears to be in place. There is an open position, an approved budget, a recruitment consultant involved, and a clear intention to hire. However, as the process progresses, signs of misalignment begin to emerge, ultimately affecting its effectiveness.

The Hiring Manager is looking for certain skills and experience. HR prioritises others.

The Hiring Manager considers a candidate to be a strong fit. HR believes the candidate is far from what the organisation is seeking.

The Hiring Manager communicates one message to the market. HR expects something different.

And in the middle of it all is the recruitment consultant, trying to do their job based on the information they have been given.

The outcome is often the same: candidates are rejected for unexpected reasons, hiring criteria change throughout the process, time-to-hire increases, and the candidate experience suffers.

More concerning is the perception that recruitment is not working, when in many cases the real issue is not the consultant's ability to find talent, but rather the absence of a clear and shared understanding of what the organisation is actually looking for.

One of the most important stages of any recruitment process takes place before the first interview and even before the first candidate search begins: alignment between all stakeholders involved.

 

When Hiring Managers and HR teams take the time to discuss and agree on factors such as:

• Essential and desirable technical skills
• Minimum experience requirements
• Valued behavioural characteristics
• Salary expectations
• The qualities that would make someone successful in the role

 

the recruitment process becomes significantly faster and more effective. The candidates presented are more likely to progress, decision-making times are reduced, and the overall quality of hires improves.

On the other hand, when this alignment does not exist, recruitment becomes an exercise in trial and error. And in a market where top professionals have multiple opportunities available to them, lost time often means lost talent.

Recruitment is not simply about finding candidates. It is about ensuring that all decision-makers are aligned on what they are truly looking for.

Because finding the right talent is already challenging enough. Trying to do so without internal alignment often becomes an impossible mission.