When recruiting and specialist departments act in unison

The joint path to recruiting success – a report from Peter (hiring manager) and Johanna (recruiter)

Does this sound familiar? An important position needs to be filled, the time pressure is high, and then the holiday season comes along. A real challenge!

We – Peter from the specialist department and Johanna from recruiting – experienced exactly this scenario. From February to October 2024, we had the task of filling a demanding position together, with all the classic challenges that entails: tight time frames, high requirements for the candidate and, in between, summer holidays on both sides.

What surprised us was that instead of the usual ‘departmental wrangling,’ we experienced a collaboration that was not only successful but also enjoyable. In this article, we share our experiences from both perspectives – what worked, what did we learn, and what insights could be valuable for other teams?

Peter (specialist department):

As a hiring manager, I know the typical challenges all too well: you urgently need reinforcement for your team, but you hardly have any time to devote to the recruitment process yourself. You often feel torn between your own requirements and the HR processes. This time it was different: my needs were taken seriously and I was able to rely on the expertise of the recruitment team.

Johanna (recruitment):

From a recruiting perspective, we often find that specialist departments want quick results but are not always able to invest the time needed to support the process optimally. In this case, we had a particularly positive dynamic right from the start. We managed to ensure a continuous process despite summer holidays and a sudden change in the recruiting team. The basis for this? Mutual trust and transparent communication.

What surprised us both was that it really is possible – a recruiting process that is not seen as a necessary evil, but as a shared mission. In the course of our collaboration, we identified a number of key success factors that we would like to share here. Spoiler: It starts with trust, requires clear structures with flexibility, and thrives on open communication between equals.

Trusting cooperation as a foundation

When we analyse the factors that contribute to the success of our cooperation, one thing stands out clearly: mutual trust. What sounds trivial is often the biggest hurdle in practice between specialist departments and recruiting teams. But how does this trust develop, and why does it make such a decisive difference?

Peter:

During this recruitment process, I felt that my needs as a hiring manager were taken seriously – and that’s not always a given. In my position, I’m constantly caught between two conflicting priorities: on the one hand, I’m urgently looking for new recruits for my team, but on the other hand, I often don’t have the time to get heavily involved in the recruitment process.

What was different about our collaboration was that I could trust Johanna to really understand my requirements. This was particularly evident in the quality of the candidates she presented. I didn’t have to specify every detail or constantly make adjustments.

This trust also allowed me to openly address sensitive issues: ‘This candidate is technically impressive, but I’m not sure if they’ll fit into the team.’ Expressing such concerns requires an environment where you don’t have to fear being seen as biased or uncooperative. Johanna not only accepted this openness, she actively encouraged it, and this made our decisions better.

Johanna:

From my perspective, trust begins with a fundamental attitude: I assume that the hiring manager knows their team and its needs best. At the same time, I contribute my expertise to the recruiting process. This combination makes us strong, but only if we respect each other as experts.

With Peter, I sensed from the very beginning that he valued my expertise. This was evident in small things: he took the time to thoroughly clarify the assignment, responded quickly to queries and trusted my assessments of candidates. This is incredibly motivating and creates space for genuine collaboration instead of just following the rules.

I also found Peter’s openness about his own preferences and possible biases particularly valuable. He didn’t try to play the ‘perfect hiring manager,’ but was authentic. This allowed us to reflect together and make better decisions.

Another aspect of trust was ‘respectful pushing’: when deadlines were looming or decisions had to be made, we were able to remind each other politely but firmly without it being perceived as criticism or mistrust.

What we both learned about trust:

Trust is not built with big words, but through consistent actions and a genuine interest in the success of the joint project. It requires:

• A willingness to recognise and respect each other’s expertise.
• Open communication about expectations, concerns and personal preferences.
• Reliability in small, everyday interactions.
• The ability to follow up respectfully without damaging mutual trust.

Particularly valuable for us was the realisation that trust is not an endless resource that you build up once and then have, but something that is reaffirmed in every interaction. Every quick response, every promise kept, every honest piece of feedback strengthens the foundation for the next joint challenge.

The process: structure with room for human input

A successful recruitment process depends on the right balance: on the one hand, it needs clear structures and defined processes; on the other, it needs enough flexibility to respond to the realities of everyday working life. Our project has shown us how important this balance is, especially when events such as holiday periods or particularly urgent vacancies come into play.

Johanna:

As a recruiter, I know that clear processes are our lifeline. They ensure that nothing is forgotten, that everyone involved knows what to do and, most importantly, that the process does not come to a standstill even when there are personnel changes.

The basis of our successful process was a thorough clarification of the assignment at the outset. We used a structured form that covered all the important aspects, from technical requirements to team fit. This may seem time-consuming at first, but it saved us a lot of time later on. With this detailed understanding of the position, we were able to search and preselect more specifically.

At the same time, we deliberately built in flexibility: we consulted on when interviews would work best, aligned the process with Peter’s availability, and reacted quickly when priorities shifted.

Peter:

As a hiring manager, I appreciate clear processes, but I love flexibility. In the past, I sometimes found recruiting processes to be rigid and bureaucratic, with little consideration for my operational realities.

This time, it was refreshingly different: yes, there was a clear structure, but it wasn’t implemented for its own sake. If I couldn’t give feedback until a day later because of urgent projects, it wasn’t a big deal.

If a promising candidate was only available at short notice on a specific date, we worked together to find a solution.

Joint prioritisation in critical phases was particularly important to me. When we had a very good candidate in the process, my team understood that recruitment interviews had to take priority. This short-term focus paid off; we were able to make a quick decision and secure the candidate for us.

Joint practical example: No standstill during the summer holidays

The summer holiday period poses a real challenge for many recruitment processes. It often means a virtual standstill. But not for us.

Johanna:

An important factor in the success of our recruitment team is that we consistently ensure an appropriate workload. We only allow as many parallel processes as we can handle to a high standard. This enables us to be fully present in every process and react quickly to unforeseen events. It can sometimes be difficult for hiring managers to accept that they have to wait their turn. But this conscious capacity planning is crucial for quality.

Peter:

At first, I was actually impatient – hence the affectionate nickname ‘Peter pushy’ that I was given internally. But the transparency of the process helped me a lot: I could see when it would be roughly my turn. When I recognised that the start of the process would fall exactly during my planned summer holiday, I actively asked Johanna to do all the necessary preparatory work so that recruiting could start even in my absence.

Johanna:

This advance planning was worth its weight in gold. We were able to prepare all the information and the qualification profile in such detail that the process could actually start during Peter’s absence in August. The first screening and even telephone interviews took place while he was on holiday.

Peter:

When I came back, there was already a shortlist of qualified candidates and the next steps had been planned. We literally didn’t lose any time, which was a real difference from previous experiences where holiday periods often led to weeks of delays.

Even when a colleague from the recruitment team had to step in for Johanna at short notice, the transition went smoothly thanks to the clear processes and detailed documentation.

This example has shown us that the combination of well-thought-out capacity planning, transparent communication and forward-looking preparation enables recruiting success even under challenging conditions. Mutual trust – Johanna’s insistence on an appropriate workload and my willingness to accommodate this – was a decisive factor in this.

Communication: Open, transparent and on equal terms

Even the best processes and the greatest trust are of little use if communication is not right. In our recruiting project, the way we communicated with each other was a key factor in its success. It was not just about the ‘what’, but above all about the ‘how’.

Peter:

In previous recruitment processes, it was sometimes challenging for me as a hiring manager to maintain a complete overview at all times – simply because many things were happening at once and information was not always immediately available. This time it was different: communication was clear and proactive throughout. I was kept up to date regularly without having to ask. When a candidate cancelled at short notice, I received immediate feedback with a brief explanation. This transparency helped me enormously to adjust my planning and set realistic expectations.

Another important aspect for me was the open communication about our own preferences. In many situations, we tend to ‘objectify’ our personal impressions in order to appear professional. In this case, I allowed myself to share subjective impressions as well: ‘With this candidate, I had the feeling that…’ That may sound unprofessional, but it was actually valuable because it allowed us to talk honestly about qualities that cannot be measured.

Transparent communication was also particularly important to me when it came to difficult decisions. When we had to choose between two good candidates, we openly weighed up the pros and cons without political games or hidden agendas.

Johanna:

From my perspective, continuous information is the basis for successful collaboration. I made a conscious effort to update Peter regularly, even if there was no big news. A quick ‘We’ve received three new applications, which I’ll have reviewed by Wednesday’ builds trust and makes the hiring manager feel involved. In addition, we met for about ten minutes each week to briefly exchange ideas in person and discuss any questions or next steps directly.

For me, the key to our good communication was the simple question: ‘What do you need from me?’ I asked this question repeatedly and heard it from Peter as well. It signals: I’m here to support, not to push processes through. It opens up space for needs that may not be covered by the standard process.

In my communication with Peter, I also noticed how important it is to have a common language. We took the time to clarify terms and ensure that we meant the same thing when we talked about ‘seniority,’ ‘cultural fit’ or ‘technical expertise.’ This common language prevented many misunderstandings.

Last but not least, it was liberating for me to communicate on an equal footing. I didn’t have to be ‘the expert’ who had all the answers, nor was I merely a service provider for the specialist department. We were partners in the process, with different perspectives and expertise that complemented each other.

Joint insights into communication:

In our review, we identified a number of key factors that made our communication particularly effective:

• Proactive information instead of reactive requests: Regular updates save time and frustration on both sides.
• Authenticity before perfection: The permission to share subjective impressions and concerns improved our decision-making.
• The magic question ‘What do you need?’ opens up space for genuine support and prevents assumptions about the other person’s needs.
• Develop a common language: Investing time in a shared understanding of key terms pays off throughout the entire collaboration.
• Maintain eye level: Neither dominating nor subordinating, the balance between respect for each other’s expertise and a common goal made our communication particularly valuable.

Looking back, it was this type of communication in particular that turned a standard recruiting process into a successful and even enriching collaboration. The openness and transparency not only led to better candidate selection, but also significantly improved mutual understanding of the challenges of each other’s roles.

Specific success factors from recruiting practice

In addition to the major topics such as trust, process design and communication, there were some very specific practices and procedures in our collaboration that contributed to our success. We would like to share these pragmatic success factors below, as they may also be helpful for other teams.

Johanna:

One practice that proved particularly effective was our approach to documentation. For each applicant, we not only recorded the objective facts, but also noted personal impressions and factors that made them stand out. A comment such as ‘The candidate not only has technical expertise, but also spoke enthusiastically about their experience in an agile environment’ conveys a much more vivid picture than a simple checklist of skills.

I also often note down the impression the applicant made on me during the interview, for example, whether the conversation was relaxed and on an equal footing, whether we were able to laugh together, or how openly and thoughtfully someone responded to questions. This creates a much more holistic impression, which really helps later on when making decisions.

This detailed documentation was particularly valuable when Nakissa had to step in due to illness. She was not only able to grasp the facts, but also got a real feel for the candidates and their suitability.

Another success factor was our empathy for the situation of the specialist department. Recruiting processes are an additional burden for hiring managers on top of their day-to-day business. I deliberately tried to take the pressure off Peter: ‘The worst is almost over’ was more than a joke – it was an expression of understanding for the pressure he was under.

Last but not least, clear time planning helped us. We defined and communicated realistic time frames right from the start. This prevented false expectations and helped everyone involved with their planning.

Peter:

From my point of view, prioritising recruitment within the team was a key factor in our success. I made it clear to my team that interviews and feedback on candidates had absolute priority during certain phases. This clear communication helped to minimise scheduling conflicts and enable quick decisions.

Another practical aspect was the clear qualification profile we created at the beginning. I took the time to describe not only the technical skills, but also the soft skills and the desired team fit in detail. This investment at the beginning paid off many times over later in the quality of the candidates presented and in the common understanding of what we were looking for.

Shared moments of success:

The moment we finally decided on a candidate was a real success for both of us. We felt that we had not only found a qualified employee, but that our joint process had worked.

Perhaps the greatest success, however, lay in the nature of our collaboration itself: we didn’t just fill a position, we developed a model for how specialist departments and recruiting can work together constructively and respectfully. We will of course be applying this model in future projects.

The candidate we chose is now a valuable member of the team. Her induction went smoothly, partly because we already had a very good understanding of her strengths and areas for development thanks to the joint recruitment process. The time and energy we invested in the process are now paying off every day.

Lessons learned: What we would do again next time

After completing our joint recruitment project, we sat down together and reflected on the most important insights we had gained. What would we recommend to other teams? And what will we take away for future collaborations?

The most important insights from our collaboration

Mutual trust is the basis of all success. We have seen how trust in each other’s abilities makes the entire process easier. This trust must be actively cultivated through reliable actions, open communication and a willingness to recognise each other’s expertise.

Clear processes enable true flexibility. Paradoxically, it was precisely the clear structures and defined processes that gave us the flexibility we needed to respond to holidays, illnesses and unforeseen developments. A well-documented process is not an end in itself, but a safety net that creates freedom.

The right questions are more important than the perfect answers. ‘What do you need from me?’ and similar questions have helped us to really respond to each other’s needs instead of sticking to assumptions. This attitude of curiosity and service has led to greater satisfaction on both sides.

Investing time in preparation pays off many times over. Thorough clarification of the assignment at the outset, a detailed qualification profile and the joint definition of success metrics saved us a lot of time and frustration later on. Good recruiting begins long before the job advertisement is published. At our company, job advertisements are created by the departments. The recruiting team advises and ensures that the result fits the overall picture. We have had very good experiences with this approach. In response to this specific job advertisement, several candidates mentioned that it stood out clearly from job advertisements from other companies and was one of the reasons they applied.

Recruiting is a joint project, not a departmental task. The success of our process was largely based on the fact that we did not view filling the position as an ‘HR task with support from the specialist department’ or vice versa, but as a genuine joint project with shared responsibility.

Tips for other recruiting teams and specialist departments

Based on our experience, we would like to pass on the following specific tips:

For recruiting teams:

• Invest time in really understanding the position and the team and go beyond the formal job description.
• Communicate proactively and regularly, even if there is no big news.
• Plan your capacity carefully and communicate transparently when a process can start.
• Document not only facts, but also impressions and potential enthusiasm.
• Actively ask, ‘What do you need from me?’ instead of assuming requirements.

For hiring managers:

• Take the time to thoroughly clarify the assignment at the beginning, as this investment will pay off later.
• Communicate openly about your preferences and possible biases, as these will influence your decisions anyway.
• Prioritise recruiting activities within the team and create space for timely interviews and feedback.
• Trust the expertise of the recruiting team, especially during the pre-selection process.
• Be prepared to continue the process even when you are absent by ensuring that you are well prepared and have clear substitution arrangements in place.

For both sides:

• Meet in person to clarify the assignment; nothing can replace a face-to-face conversation at the start of a project.
• Develop a common language for important terms and concepts.
• Celebrate joint successes and regularly reflect on the process.
• Cultivate a culture of respectful ‘pushing’; friendly follow-ups are not a sign of mistrust.
• Document your lessons learned for future projects.

Our personal conclusion

Recruiting does not have to be a battle between departments, a necessary evil or a bureaucratic marathon. It can be an enriching, successful collaboration that not only leads to filling a position, but also promotes mutual understanding and establishes new working models. Our experience shows that it is worth investing in this collaboration for better results, more pleasant processes and, ultimately, for the success of the entire company by hiring the perfect talent.

Johanna:

This recruiting process has shown me that we are most effective as a recruiting team when we are true partners to the specialist departments, not just service providers or process guardians. The experience has reinforced my commitment to clear structures and open, empathetic communication. The joy we felt when we found the perfect candidate was a shared success, and that’s how recruiting should always be: a shared success for everyone involved and the entire company.

Peter:

As a hiring manager, this collaboration has given me a new perspective on the recruiting process. Instead of viewing it as a necessary administrative overhead, I now see it as a strategic success factor for my team. The time I invested in working with Johanna was one of the best investments I could have made for the future of my department. What I take away from this experience is that transparency, trust and a shared mission not only make the process more successful, but also much more enjoyable for everyone involved.

Notes:

This is a joint article by Johanna Siepmann and Peter Rubarth.

Peter Rubarth welcomes any exchange of ideas. Feel free to contact him to discuss how he can support you in the areas of agile potential development or self-organisation. Simply get in touch with him on LinkedIn. You can also find Johanna Siepmann on LinkedIn. She would be delighted to discuss recruiting or artificial intelligence in HR with you.

If you like the article or would like to discuss it, please feel free to share it in your network. And if you have any comments, please do not hesitate to send us a message.

Peter Rubarth has published more articles on the t2informatik Blog, including: