Bridging the Gap Between Recruiters and the Organization

Episode Summary: Talent Acquisition at MANTA - Featuring Ana Tavares

Introduction and Company Growth

• Ana Tavares joined MANTA in January 2022 when the company had around 100 employees.
• Main goal: To double the headcount in a year, which was achieved despite a layoff.
• Team expansion included hiring recruitment coordinators and someone for employer branding, especially since MANTA wasn’t very well-known.

Recruitment Coordinator Model

• Ana implemented the recruitment coordinator model, first tried in 2019 at Pipe Drive.
• Coordinators handle administrative tasks, allowing recruiters to focus on sourcing and interviews.
• This model improves candidate experience, with coordinators managing first contact and scheduling.

Hiring Plan and Strategy

• Essential to have a hiring plan early (preferably by November for the next year).
• Collaboration with finance and department leaders is crucial to determine headcount and budget allocation.
• Adjustments to the plan are normal in startups.

Training Hiring Managers

• Ana emphasizes training hiring managers to ensure a good candidate experience.
• Topics include how to interview, avoid bias, hire according to company values, and make quick decisions.
• Training helps managers feel empowered and reduces early attrition.

Cultural Assessment in Recruitment

• Cultural fit assessment should be part of all recruitment stages.
• Consistency in a candidate’s responses related to company values is evaluated throughout the process.

Shared Responsibility in Recruitment

• The recruiter owns the process, while the hiring manager owns the hiring decision.
• Recruiters should raise concerns and provide guidance, especially regarding cultural fit.
• Hiring managers must consider team input but ultimately make the final decision.

Well-Being at Work

• Well-being is a joint responsibility of executives, managers, and employees.
• Companies should foster a culture where well-being is a priority, supported by processes and frameworks.

Decision Making in Hiring

• Ana advocates for a balanced approach where the recruiter guides the process, and the hiring manager makes the final decision.
• Team feedback is crucial, but hiring managers need to discern between deal-breakers and preferences.

Conclusion

• Ana’s approach at MANTA demonstrates the importance of a structured recruitment process, team involvement, and adapting to company needs.
• Emphasis on training, candidate experience, and maintaining a balance between recruiter guidance and hiring manager decision-making is key to successful talent acquisition.

Key Learnings and Actionable Tips:

• Implement recruitment coordinators to optimize recruiters’ efficiency.
• Early planning and collaboration across departments are essential for a successful hiring strategy.
• Regular training for hiring managers improves recruitment outcomes.
• Assess cultural fit at every recruitment stage to ensure alignment with company values.
• Balancing shared responsibility: recruiters manage the process, while hiring managers make final hiring decisions.
• Prioritize well-being as a collective responsibility, integrating it into company culture and processes.
• Approach decision-making in hiring with a focus on balance, considering team feedback and hiring manager’s judgment.

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