1. “We Don’t Need a Stack of Resumes—We Need the Right One.”

Hiring managers often feel overwhelmed when recruiters send dozens of resumes, expecting them to sift through the pile. In reality, what they really want is a shortlist of high-quality candidates—a curated selection of people who fit both the job and the company culture.

What Recruiters Can Do:

• Focus on quality over quantity: Narrow down your recommendations to 3-5 top candidates.
• Provide context and commentary: Instead of just forwarding resumes, offer insights like, “This candidate has experience solving problems similar to ours.”
• Align early: Clarify the must-haves and nice-to-haves for the role so you can zero in on candidates who truly meet expectations.

Pro tip: A thoughtful, well-researched shortlist shows the hiring manager that you understand their needs and priorities—and saves them valuable time.

2. “We Care About Culture Fit Just as Much as Skills.”

While recruiters often focus on matching candidates to job descriptions, hiring managers know that cultural alignment can be the difference between a great hire and an expensive misstep. Even the most skilled candidate will struggle if they don’t fit in with the team dynamics or company values.

What Recruiters Can Do:

• Ask culture-related questions during your initial candidate screens, such as, “What kind of work environment helps you thrive?”
• Share more than technical skills: Include personality insights, work style, and values alignment when presenting candidates.
• Suggest casual, informal interviews: Encourage hiring managers to chat with finalists over coffee or during a team lunch to see how well they fit with the team.

Pro tip: Use your conversations with candidates to gather nuances about their work preferences and values that aren’t reflected on their resumes.

3. “We Need Market Data to Manage Expectations.”

Hiring managers are often unaware of current salary trends, talent shortages, or hiring timelines. This can lead to frustration if they have unrealistic expectations—like wanting to fill a complex role within two weeks or offering a salary that’s below market rate.

What Recruiters Can Do:

• Share market insights early: Provide hiring managers with data on salary ranges, candidate availability, and average hiring timelines for similar roles.
• Help adjust expectations: Explain why certain roles take longer to fill and suggest alternative strategies, like looking for transferable skills if niche candidates aren’t available.
• Provide comparison insights: Let them know what competitors are offering and where your company stands in the market.

Pro tip: Offering this information positions you as a strategic partner rather than just a resume provider.

4. “Please Stop Sending Candidates Who Aren’t Interested.”

There’s nothing worse for hiring managers than going through the interview process with candidates only to find out they’re not genuinely interested in the role. Sometimes recruiters send candidates who are still on the fence or treating the job search casually, hoping they’ll get serious during the process. Spoiler: They usually don’t.

What Recruiters Can Do:

• Vet interest levels carefully: Ask candidates direct questions like, “On a scale from 1 to 10, how interested are you in this role?”
• Be transparent: Let hiring managers know if a candidate is considering other offers or needs more convincing to join your company.
• Understand candidate motivations: Ask what factors are driving the candidate’s job search. Are they looking for a career shift, better work-life balance, or salary growth? This helps ensure alignment from the start.

Pro tip: Submitting only highly motivated candidates will build trust with hiring managers—and reduce wasted time.

5. “We Wish You’d Challenge Us When We’re Being Unrealistic.”

Hiring managers may have wish lists a mile long—wanting a candidate with ten years of experience in a technology that’s only five years old or demanding a unicorn who can do it all. While it can be tempting to nod along and start searching, recruiters who gently push back and provide realistic alternatives earn respect in the long run.

What Recruiters Can Do:

• Ask clarifying questions: When faced with a long list of requirements, ask, “Which of these skills are non-negotiable, and which are nice to have?”
• Present trade-offs: Explain that finding someone with every skill on the list might extend the hiring timeline—and suggest prioritizing certain skills over others.
• Provide real-world examples: Say, “In my recent searches, candidates with X years of experience are asking for Y salary—can we adjust accordingly?”

Pro tip: Hiring managers appreciate recruiters who advocate for smart compromises rather than chasing impossible standards.

6. “We Love When You Help Us Sell the Role.”

Recruiters often focus on vetting candidates, leaving hiring managers to sell the role and company during interviews. But hiring managers aren’t always natural salespeople—and they wish recruiters would step up and help pitch the opportunity.

What Recruiters Can Do:

• Share compelling details about the company and team culture with candidates throughout the process.
• Coach hiring managers on how to highlight the role’s growth opportunities and perks during interviews.
• Provide candidate-specific talking points: If a candidate mentioned they value mentorship, remind the hiring manager to discuss the company’s mentoring programs.

Pro tip: When recruiters help build excitement and alignment early, candidates feel more confident accepting offers.

7. “We Need Feedback Faster—So Do Candidates.”

Delays in feedback drive candidates away and create frustration for hiring managers. A hiring process with multiple rounds of interviews and long stretches of silence signals disorganization and can result in top candidates accepting other offers.

What Recruiters Can Do:

• Establish a feedback timeline upfront: Align with hiring managers on how quickly feedback will be shared after interviews (e.g., 24-48 hours).
• Use collaboration tools like Slack or Trello to streamline communication between interviewers and recruiters.
• Follow up regularly: Politely nudge hiring managers if feedback is delayed, emphasizing the risk of losing candidates if decisions take too long.

Pro tip: Create a habit of immediate post-interview debriefs—even 15-minute sessions can keep things moving smoothly.

8. “We Appreciate Honesty—Even When It’s Bad News.”

Hiring managers understand that not every search will be smooth. If the market is tight, timelines are slipping, or a candidate pool isn’t as strong as expected, they’d rather hear it sooner than later. What frustrates them is a lack of transparency, leaving them guessing about what’s really going on.

What Recruiters Can Do:

• Communicate early and often: If you hit roadblocks, inform hiring managers right away instead of waiting for things to escalate.
• Offer solutions alongside updates: Say, “We haven’t found the right candidate yet, but I’ve expanded the search to these new platforms.”
• Be honest about candidate expectations—if salary demands are a mismatch, share that openly to recalibrate.

Pro tip: Transparency builds trust and positions you as a proactive problem-solver.

9. “We Want a Partner, Not Just a Service Provider.”

At the end of the day, hiring managers want a true partner in the recruitment process—someone who understands their challenges, offers thoughtful advice, and makes their job easier. When recruiters act as collaborators rather than transaction-based service providers, they become invaluable.

What Recruiters Can Do:

• Get involved early: Attend kick-off meetings, ask detailed questions, and learn about the team dynamics.
• Share updates proactively: Even if there’s no major news, regular check-ins show you’re on top of things.
• Offer insights beyond recruiting: Share trends you’re seeing in the market or offer advice on job descriptions and interview processes.

Pro tip: The more invested you are in the hiring manager’s success, the more likely they are to trust your recommendations.

Conclusion: Align, Communicate, and Build Trust

Recruiting isn’t just about matching resumes to job descriptions—it’s about building partnerships based on trust, communication, and mutual respect. When recruiters take the time to understand the unspoken needs and frustrations of hiring managers, the process becomes more efficient and enjoyable for everyone involved.

By focusing on quality over quantity, offering market insights, and advocating for realistic expectations, recruiters can build stronger relationships with hiring managers—and ultimately find the right talent faster.

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