Be a talent maker by choosing the right, insight-driven Offshoring Candidate.

It’s not just about highly successful recruiters being better at recruiting. It is a business-wide dedication guided by leaders who see talent as a strategic asset to their company. Based on our experiences working with hiring managers, recruitment teams, and business leaders in organizations of all sizes and sectors, we have pinned some critical aspects of choosing the right fit.  

The great thing about being a talent builder is that it can be put into effect in so many ways. There is no possibility of checking all the boxes in this guide. Instead, we advise you to choose things that make sense of what you are already doing. In reality, you can spot a few you are already doing, commit to doing them more often, or collaborate with others in your business to make a more significant impact. 

Embedding recruiters in the team 

Deep Learning


Having your hiring partners as members of your team is another way to cultivate better relationships with recruiters, particularly to learn about challenging roles. 

Depending on the staff and the position in question, you will determine the degree of participation that makes sense. Some hiring managers still find it beneficial to have recruiters attend regular stand-up meetings or all-handed team meetings. You may suggest inviting your recruiter to experience pair coding or other working sessions for technical roles. 

They build a deep understanding of your team culture and priorities as recruiters work closely with members of your team daily. This better prepares them to answer the questions of candidates and sell the position. 

Staying open to new perspectives 

By getting a good understanding of the attributes you are looking for, it is mentioned how you can support your recruitment partners. But what happens when you have attempted this strategy and still fail to find promising candidates? 

Consider cross-functional skills in this situation that would be appealing in the job. You will benefit from an outside viewpoint rather than being caught up in bringing in someone that has done the same job before. Opening this up also allows the recruiter to explore a wider pool of applicants and tap surprising talent streams. 

Know, being a talent collaborator involves trusting and helping your recruiters excel, even though this is a deviation from how you have done stuff in the past. 

Re-evaluating candidates 

After you open a position and actively start hiring, it is essential to ensure that you are on the same page as your recruiter and can make tweaks when necessary. Check your recruiter’s pipeline data to see why applicants dropped out of your interview. Discuss ways to evaluate and engage candidates based on these patterns properly. 

Share your metrics. 


A lack of clarification on the optimal applicant profile is one of the main obstacles for recruiters. To share specifics of what performance looks like, recruiters depend on hiring managers. The issue is that a hiring manager will often not know exactly what they are looking for, and the company will hire someone for a position that may be a little different from what you were initially looking for. 

So, you may have a clear idea of what your team’s performance looks like. To direct and measure efficiency, what are the KPIs or metrics you use? To show them what “great,” “good,” and “needs improvement” looks like, you should share these reports and measurements with the recruitment team. They should apply these to interview scorecards for the position and screen for those metrics in their preliminary interviews. To help your recruiter understand how you perceive success with your team, be as thorough as you can. 

Evaluating the hiring as a skill 

The Workplace Intelligence Report says most recruiting teams and managers cannot make intelligent, data-driven hiring decisions. Just 39 percent have undergone some interview training, only 40 percent use interview guides, and nearly 20 percent of respondents say that recruiting is unstructured in their businesses. 

If you’re committed to a society where talent makers flourish, how can you solve the status quo? It all begins with recruiting people who can make potential hiring decisions. 

Be sure to assess how much of a potential leader each applicant is while applying for senior roles. Make it an integral part of the process of the interview. 

Here are some possible questions to ask: 

  • Tell about the most difficult job you have recruited for and what made the difference if you successfully performed it? 
  • How have you partnered successfully with the recruitment team? 

Talent makers think that talent is their key business goal and act on it. To move their companies forward to sustainable growth, they champion better recruiting. The techniques and tips required to be a talent maker are aplenty. It boils down to how experts in their businesses deal with hiring and set a legacy for the new breed of talented makers.  


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