HR and the hiring manager play complementary roles in recruitment, each with different priorities. A poor hire is expensive in time, money and team morale, so the hiring manager’s preparation is critical. Below are four field-tested techniques I use with my coaching clients to tighten the process—from the initial reflection to a robust structure.
I’m not an HR generalist by trade, yet I have served as assessor and jury member for an international-talent programme in a global cosmetics group, worked as HRBP for international mobility and led a reorganisation project that required recruiting for a jewellery house. Here are my favourite approaches, proven in practice.
Contents
- Identify the true reason you are hiring
- Define the role’s position in the team and in the company
- Draw clear boundaries around the job scope
- Set criteria to sift CVs and cover letters
1 | Identify the true reason you are hiring
We often probe a candidate’s motivation, but what’s the deep reason on your side? For instance:
- An urgent workload spike needs extra hands?
- You finally secured budget to streamline a process you’ve long wanted to fix?
- A new strategy demands skills absent from the team?
- You want to delegate tasks so you can focus on your next step?
- You must back-fill a departure?
Once the “why” is clear, the role, the profile and the team fit follow logically. Avoid vague statements (“just need reinforcement” or “the crème de la crème”) that lead to mismatches.
2 | Define the role’s position in the team and in the company
Based on that objective, place the position on today’s org chart:
- What hierarchy level is needed?
- How much experience to cover the scope?
- What title and salary band?
Candidates will ask about progression. Map the role’s evolution. Consider the human ripple effect: a senior hire can shift culture or politics. Choosing the wrong person may shake the ecosystem unnecessarily.
3 | Draw clear boundaries around the job scope
In international groups I like to sort mission verbs into three buckets:
- Full-ownership verbs: lead, analyse, manage, design… You hand over the reins; you step back.
- Partial-initiative verbs: imagine, propose, study… Responsibility is shared; the hire initiates, you validate.
- Learning verbs: assist, learn, support… No mandate yet; the goal is growth with your guidance.
Nobody checks every box, but knowing the non-negotiables versus what you will train clarifies the job ad and your interview lens. It also equips you in budget talks—what skills you buy versus build.
4 | Set criteria to sift CVs and cover letters
With the previous steps done you should have a set of keywords. Traditional cover letters often read like copy-paste. I prefer a short, focused questionnaire that quickly reveals seriousness and fit. In one recent search I asked five prompts (half-page total):
- Company vision – Give three keywords that describe Reinventing Career Coaching and Kyria.
- Understanding the craft – What is coaching, and how does it differ from mentoring or classic training?
- Resonance – Quote an article, podcast or video of mine that struck you and explain why.
- Why this job? – What attracts you to this position?
- Personal significance – Why would landing this role be decisive for you?
The exercise—adapted from MBA teaching—filters half-hearted applicants and saves time. If writing this is “too much hassle”, they’re not the one.
Conclusion | The hiring-manager mindset
The company that shaped a decade of my career taught me this: succeeding as a leader has two pillars—excel in your own role and grow tomorrow’s talent. During hiring I ask not only “Who can deliver now?” but also “Who has the potential to blossom under guidance?” Many future stars lack only an opportunity or mentor. I benefited from sponsors myself; now I aim to be that sponsor.
When I hesitate between two equally strong profiles, I revisit question #5: “What would this job mean to you?” I choose the candidate for whom the positive impact will be greatest—often the seed of a future senior manager.
I hope every hiring manager can act as such a “career passer”, giving the right person a decisive boost.
Are you a manager or executive? Book a free coaching session to clarify your recruitment goals and discover my approach.
Contact me for tailored programmes if your company needs support structuring its talent strategy.