Leading a recruitment team takes more than AI tools—it requires psychological safety, autonomy, and shared ownership for success.
As the number of direct reports increases, providing personal attention to each team member becomes more challenging. While my workload is significant, I understand that appearing too busy for my recruitment team, emerging with the latest technology Artificial intelligence in human resources has radically changed the way the department operates can make them feel undervalued. To be an effective manager of a large recruitment team, I focus on giving my team members agency and autonomy.
So, what's the secret weapon for leading a big recruitment team ❓
While I reserve key strategic decisions for myself, however, it's important to involve the team in discussions, especially for high-stakes decisions related to HR technology adoption, such as implementing AI-driven recruitment tools and understanding the latest demands. This not only leverages their expertise but also fosters a sense of shared responsibility in navigating this ever-changing landscape.
But technology alone isn't enough. Here's where something even more powerful comes in: psychological safety, as defined by Dr. Amy Edmondson of Harvard Business School, Is The Belief That One Will Not Face Negative Consequences For Speaking Up With Ideas, Questions, Concerns, Or Mistakes.
To foster psychological safety within the recruitment team, Dr. Edmondson suggests leaders should:
✔️ Frame the work as a learning problem: When facing a challenge, we see it as an opportunity to grow together.
✔️ Acknowledge your own fallibility: I openly admit my mistakes, creating a culture where it's okay to be imperfect.
✔️ Model curiosity: I ask questions and show interest in learning, inspiring others to do the same.
☑️ By empowering your team by giving them ownership and the freedom to make decisions. This can create an environment where everyone takes initiative and ownership of their work —> even when you’re not in the room.