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I would consider a recruitment process that improves everyone involved, with cross-peer approval and a development program that helps these leaders understand the rules. Because even those who are raising the bar can fail to develop, retain, and communicate. The culture of the recruitment process needs to be improved, and you, as HR, are the key to supporting their development.
I don't know that I would stop allowing them to hire people. Selecting talent is a basic part of the job. Plus, depending on WHO they are in the organization, it might turn into a headache for you. Some leaders have very big egos. How involved are you in the process? Sounds like it might be time to share the impact they are having from poor hiring decisions and offer to participate in the next hiring so you can provide guidance.
Chief
Giving managers ownership is important, but they still need structure and support. Otherwise, hiring standards can vary dramatically across departments.
Chief
Why aren't you instead focusing on evaluating candidates? Doing references on the finalists? Actually talking with those managers about the results of their candidate selections?
This happened recently at a job I applied for and was qualified for. I had worked with them for over a year and could’ve easily transitioned into the role but the manager nitpicked everything until nobody was shortlisted for the interview after spending thousands of pounds to advertise. Says she felt nobody was good enough despite HR seeing the contrary. It’s been advertised again and guess what? The same set of people applying using the same CVs and Cover letters. Let’s see how it goes a second time