How to Hire a Manager in 9 Steps (With Tips and Examples)

By Indeed Editorial Team

Published June 10, 2022

The Indeed Editorial Team comprises a diverse and talented team of writers, researchers and subject matter experts equipped with Indeed's data and insights to deliver useful tips to help guide your career journey.

Organizations require effective managers to create strategies, manage operations, and motivate teams to accomplish tasks and achieve objectives. Managers lead by creating positive workplace cultures, training new professionals, and providing direction on tasks and focus areas. If you are hiring a manager to increase productivity and help ease other managers' workloads, you may require a plan with steps to follow. In this article, we discuss the importance of hiring a manager and review each step on how to fill this role in the organization you work for.

Why is it important to hire a manager?

You may hire a manager to increase productivity, help ease other managers' workloads, and address growing demands. Managers often focus on improving operations by streamlining processes, assigning tasks, and securing resources to get work done. Employing sufficient managers ensures appropriate levels of oversight and balances the tasks among all managers.

Whoever works as a manager sets the tone and culture of the workplace. If you're responsible for hiring these managers, consider the leadership style at the organization you work for and how potential managers may adopt to that approach. A diverse management team brings new ideas and experiences that may result in a positive workplace and a more successful company.

Related: 10 Manager Responsibilities in a Functional Organization

How to hire a manager

Managers who run an organization are among the most important employees you may hire. They represent the company, have a responsibility to achieve targets that contribute to organizational success, and manage the work of others. If you're responsible for hiring a new manager, consider following these steps:

1. Create a business case to hire the position

Create a business case that explains how a new manager may resolve the issues facing the organization. Focus on how this position may positively affect revenue, increase retention of employees, or add to capacity by serving as a resource to other areas. This may be a current or new managerial role and the case may include a percentage return on the investment of adding this leadership position.

2. Consider characteristics and skills

Managers contribute at a high level in a company, so consider the characteristics and skills you need when you hire a new manager. These elements are important to list in the job description for the managerial role and may form the basis of job interview questions. Characteristics and skills may include:

  • Communication: Good verbal and written communications skills allow managers to give their teams clear instructions and feedback.

  • Planning: Managers often create or implement work plans, task lists, and schedules that demand good planning skills.

  • Integrity: Hire managers who you can trust to manage team members by using values such as trust and collegiality and who may make good decisions on behalf of the organization.

  • Empathy: Seek those who care for others, as empathy is a quality effective managers demonstrate when they show respect for their colleagues, leaders, and employees.

  • Motivational skills: Managers with enthusiasm for their work and organization motivate their team members, which may increase employee satisfaction and workplace productivity.

  • Conflict resolution skills: Managers often resolve conflict and tension in the workplace, and these skills may help them overcome interpersonal matters while focusing on achieving goals and completing tasks.

  • Reliability: Reliable managers build trust with their team members, which allows them to communicate and direct others to complete projects, deal with uncertainty, and take on new responsibilities.

Related: 15 Professional Characteristics for the Workplace

3. Decide on internal or external hiring

You may have candidates for a management role already working at the organization you're hiring for, or you may seek this leadership talent externally. Many organizations create succession plans to identify and train managerial employees for upcoming manager positions. To select between an internal or external hiring method, consider these factors:

  • Workplace culture: Promoting qualified team members from within your organization fosters a positive workplace culture about the opportunities for career progression.

  • Job requirements: Consider the possibility you may have internal candidates for a management role who almost meet the requirements and may simply need some training and professional development when in the new role.

  • Hiring cost: Review and identify internal candidates before considering hiring a manager from outside the company, as this approach reduces the time necessary to fill the vacancy and may reduce the costs of advertising the position and interviewing external candidates.

Related: How to Write a Cover Letter for an Internal Position

4. Create a job posting

Review the manager job description to select the points you wish to include in the job posting. Ensure the posting includes key information for potential external applicants, details about the responsibilities, the number of staff to manage, and the salary range. Think of this level of detail as a way of exciting candidates about applying and include these elements:

  • Position title

  • Link to a complete job description on the company website

  • Location of the position, either in person, virtual, or hybrid

  • Number of years of experience and educational requirements

  • Salary range

  • Sample benefits and hours of work

5. Pre-screen candidates

You or members of the human resources department may pre-screen candidates before the interview stage by setting aside those who lack the minimum skills and qualifications. If you have a strong group of qualified candidates, consider selecting the top three to five with the highest qualifications and experience. Another pre-screening technique is to contact candidates to verify their qualifications and background by asking them to provide evidence of their educational achievements or details about their interest in the position.

Related: Guide to Pre-Screen Interview Questions

6. Interview candidates

Hiring a manager involves at least one in-person or virtual interview with you as the hiring manager chairing a hiring committee that includes other managers in the organization. Consider sending the questions to candidates in advance to allow them to prepare their responses and to create more of a discussion during the interview. Examples of questions when hiring for a management role include:

  • Give us an overview of a project you have led and what you did to make it successful.

  • Describe a challenging decision, why it was challenging, and the results of the decision.

  • Can you describe your leadership style and provide an example?

  • How do you set priorities for yourself and those who report to you?

  • Provide an example of how you hold your team members accountable and provide feedback.

7. Select the final candidates

Choose from the final candidates by getting advice from your fellow managers. Including other managers on the hiring committee allows them to give you their advice and opinions about who they believe are the strongest candidates for the position. If you have two strong final candidates, consider choosing the one who may bring a new perspective as a manager or unique experiences to contribute to the diversity of your organization.

Related: Job Search Guide: Finding Companies That Value Diversity and Inclusion

8. Extend a job offer

Competitive candidates for a managerial role often have their choice of opportunities when they seek a position. When you decide to offer a job to a candidate, contact them over the phone or on a video call to make the offer and inform them of salary details, benefits, and start date of the position. To secure the potential manager's interest in accepting the role, consider the following when extending an offer:

  • Offer a salary near or at the top of the range, as top candidates may dismiss offers that are uncompetitive, which may reduce the likelihood of them accepting the job.

  • During the offer discussion, learn about their motivations in their career, such as professional development and mentorship, and address them when making the offer.

  • Share details about the organization's benefits, including paid vacation, health benefits, support for fitness memberships, and any others.

  • Be enthusiastic when extending the offer by communicating that this is an important professional move for the candidate, with a good salary and opportunities for growth and development.

9. Create an onboarding approach

Onboarding a new manager may last at least 90 days and include orientation, introductions, job-specific training, and regular check-ins. The purpose of onboarding a new manager is to connect them with the organization's other leaders and employees and familiarize them with the culture and decision-making processes. Consider a checklist with the following elements for onboarding:

  • Send a welcome email and welcome package before they begin the role.

  • Identify and prepare to meet their technology needs by providing the necessary equipment, such as a computer and cell phone.

  • Set up their office or workstation with office supplies, or for remote managers, order and send them these materials.

  • Announce their appointment to the team.

  • Decide who greets the new manager on their first day, whether in person or virtually.

  • Select another manager as their buddy to help answer ongoing questions.

  • Identify any human resources documents for completion.

  • Schedule introductory meetings with other leaders, team members, or clients.

  • Inform the new manager of any upcoming company events or learning opportunities.

  • Arrange check-ins for at least the first three to five months, with a written agenda and follow-up notes.

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