Senior Recruiting Manager

The Senior Recruiting Manager runs recruiting at the level above a single team - multiple recruiting teams, or the whole recruiting org for a large area (a region, a business unit, or a broad function) - through a layer of recruiting managers rather than through reqs of their own. Core ownership is the recruiting strategy and operating model for that scope: the org design and how the teams are structured, the capacity model that matches recruiter load to the demand coming, the deliverability of the company hiring plan agreed with senior business leaders, the recruiting standard and interview-operations model every team runs to, the employer-brand and sourcing-channel direction, and the tooling, agency / RPO, and budget decisions at scale. This is a senior people-management seat - a manager of managers - reporting to a Director of Talent, Head of Talent Acquisition, or VP of People, accountable for whether the hiring plan across its scope is actually fillable, staffed, and delivered, and for building recruiting managers who can run their teams to standard without it. It is not the Talent Acquisition Manager, who runs one recruiting team's delivery - one team's queue, pipeline, and recruiters (this seat owns multiple teams, the org design, and the strategy above them). It is not the Recruiter or Sourcer, who carry a req or a top-of-funnel search as individual contributors (this seat is two layers up and owns the system, not the search). And it is not the Director of Talent / VP of People, who owns the whole company talent strategy and the board relationship (this seat runs the recruiting org and the plan's deliverability within that strategy and is managed by that seat). Performance is visible in hiring-plan attainment across teams, org-level time-to-fill and cost-per-hire, quality of hire at scale, and the ramp and retention of the managers below - so better judgment produces a measurably more reliable hiring machine. What separates great from average is owning the hiring plan and the machine that delivers it, not the requisition. A mediocre senior recruiting manager is a super-recruiter who took the seat: they dive into individual reqs, out-recruit their own managers, react to whichever team is loudest, and let capacity, brand, cost, and fairness run on hope. A great one runs recruiting as a function - they turn the business's demand for talent into a staffed, sequenced, deliverable plan, build a capacity model so a hiring surge is a planned re-allocation rather than a burnout, develop managers who can run their teams to standard, make the agency and tooling calls on cost-per-hire and channel yield rather than preference, and build fair, compliant hiring into how every team operates so it holds across the org and not just when they are personally in the room. The output is never a req they personally closed - it is a hiring plan the business trusts will land, delivered by teams that get better because of the managers they built.