15 tips for employers hiring a lot of student, recent grads for early career, management jobs

When hiring dozens or even hundreds of candidates for management roles, employers need a recruitment strategy that balances scalability with careful evaluation of leadership skills. Management positions—whether in operations, sales, HR, or customer service—require a mix of strategic thinking, team leadership, problem-solving, and the ability to drive results. Employers can streamline hiring by using applicant tracking systems (ATS) to filter candidates based on prior leadership experience, relevant industry knowledge, and key competencies like budgeting, team development, and performance management. Posting job openings on platforms like College Recruiter can help attract early career professionals ready to step into entry-level management roles or leadership development programs. Pre-employment assessments focusing on decision-making, conflict resolution, and leadership style can quickly surface the most promising candidates.

For high-volume hiring, employers can host virtual leadership hiring events, targeted job fairs, or structured assessment centers. Group interviews, leadership simulations, and situational case studies are effective for evaluating candidates’ ability to manage teams, delegate tasks, and navigate workplace challenges. Structured interviews with behavioral and strategic questions allow hiring teams to gauge candidates’ ability to balance short-term execution with long-term vision. Once hired, a well-designed onboarding process—including leadership training, mentorship opportunities, and clear performance expectations—ensures that new managers are prepared to lead effectively and contribute to organizational growth from day one.

We recently reached out to 15 hiring experts to ask for their recommendations for employers who are planning to hire dozens or even hundreds of students, recent graduates, and others who are early in their careers for managerial roles.

• Focus on Leadership Qualities Over Experience
• Use Structured Interviews for Fair Hiring
• Align Candidates’ Values with Company Culture
• Avoid Rushing Through the Hiring Process
• Implement Structured Behavioral Interviews
• Incorporate Reverse Interviews for Insight
• Prioritize Quality Over Speed in Hiring
• Evaluate Real-World Experience Over Interview Skills
• Test Candidates with Real Business Tasks
• Prioritize Cultural Fit Alongside Skills
• Identify Candidates with Leadership Potential
• Emphasize People Skills Over Credentials
• Balance Skill, Experience, and Cultural Fit
• Assess Leadership Qualities Over Technical Skills
• Use Structured Assessments for Quality Hires

Focus on Leadership Qualities Over Experience

Many employers make the mistake of believing that a good manager is simply someone with years of experience. From my experience as a consultant, I’ve seen companies bring in managers with impressive backgrounds who struggle to connect with their teams or handle unexpected challenges. Leadership isn’t just about overseeing tasks—it’s about inspiring people, making tough decisions, and adapting to change. A candidate with the ability to clearly express ideas, think on their feet, and embrace new ways of working can often outperform someone who just meets traditional job requirements. When hiring at scale, companies should focus on qualities that drive real leadership rather than just checking off experience boxes.

I believe businesses should take a fresh approach when hiring managers. Instead of relying too much on resumes, they should assess how candidates think, how they handle pressure, and how well they fit the company’s culture. Real-world problem-solving tasks and leadership exercises can reveal far more than a job history ever could. Some of the best leaders come from unexpected backgrounds, bringing new ideas and fresh energy to a team. When companies prioritize leadership potential over years in the role, they create stronger teams, reduce turnover, and build a workplace where innovation and collaboration thrive.

James Bandy, Managing Director, TriVista Digital and Technology

Use Structured Interviews for Fair Hiring

When hiring managers in bulk, the single most impactful practice you can implement is a structured interview process with standardized, behavior-based questions and consistent scoring criteria. 

I’ve found this approach dramatically reduces unconscious bias while giving us reliable data to compare candidates objectively. Think of it as creating a level playing field where true talent can shine through the noise of impressive resumes and charismatic personalities. The beauty is that you’re essentially asking everyone, “Show me how you’ve handled X situation before,” rather than the hypothetical “What would you do if…” that tends to generate idealized answers. 

Not only does this method help predict actual on-the-job performance more accurately, but it also provides solid legal protection if hiring decisions are ever challenged down the road. 

Trust me, after implementing structured interviews across our management hiring pipeline, we’ve seen both improved retention rates and a more diverse leadership team emerge naturally.

Alannah Clarke, Head of HR Compliance, Boundless HQ

Align Candidates’ Values with Company Culture

In my 30+ years leading teams, I’ve seen that building meaningful relationships and understanding the unique needs of candidates is crucial when hiring for management roles. One thing employers should avoid is treating candidate assessments as purely transactional. Instead, focus on fostering trust and aligning with the candidates’ values and goals. Prioritizing the alignment with core values, such as safety and problem-solving, has attracted high-caliber team members.

For example, in our recent expansion, we hired several managers by highlighting our commitment to safety and innovative problem-solving. By clearly communicating our company’s mission and values, we connected with candidates who were not only skilled but also driven by similar values. This approach resulted in a 40% increase in candidate engagement during the hiring process, leading to stronger team alignment and higher retention rates. It’s crucial to foster a culture where the candidates can visualize contributing to the company’s vision, ensuring long-term success and satisfaction for both parties.

Dave Brocious, Managing Partner, Sky Point Crane

Avoid Rushing Through the Hiring Process

Employers rushing through interviews to fill positions quickly is very common and the most devastating mistake one could make. When you’re trying to hire lots of managers at once, it’s tempting to cut corners on screening, but this backfires badly.

Companies that take time for proper behavioral assessments see about 40% lower turnover in management positions. My team found this out the hard way last year when we had to replace several rushed hires.

The best approach is setting up a structured interview process. No matter how many you’re hiring, every candidate goes through the same process. You must make sure you’re asking everyone the same core questions and scoring responses consistently.

You can get great results after adding just one panel interview with team members who will report to this manager. They catch red flags that might not come up in traditional interviews.

Hiring in bulk works for entry-level positions, but management requires more care.

Adrien Kallel, CEO & Co-Founder, 8+ years Tech Entrepreneur, Marketing, Management (Remote teams) and Recruitment Expert, RemotePeople

Implement Structured Behavioral Interviews

Organizations should implement structured behavioral interviews when hiring managers at scale. These interviews present identical questions to every candidate and evaluate responses against standardized rubrics, reducing bias by 40% compared to unstructured approaches.

The key is focusing on past behaviors rather than hypothetical situations. Questions like, “Describe a time when you led a team through significant change,” yield more predictive responses than, “How would you handle resistance to change?”

This approach not only improves selection quality but also creates a more equitable candidate experience. Companies using structured behavioral interviews report 27% higher retention rates among new managers during their first year, demonstrating the method’s effectiveness in identifying candidates with proven leadership capabilities rather than those who simply interview well.

Adam Czeczuk, Head of Consulting Services, Think Beyond

Incorporate Reverse Interviews for Insight

One unique tip for employers hiring high-volume candidates for management positions is to incorporate a “reverse interview” into the process.

Instead of only asking the candidates questions, give them the opportunity to interview you and your team. Ask them to identify areas of improvement or things they’d want to change about your organization or the management approach. This gives you insight into their critical thinking skills, how they perceive company culture, and their ability to identify opportunities for growth. It also lets you see how they engage with feedback and whether they approach challenges with a solutions-oriented mindset.

This method is powerful because it helps you assess not just the candidate’s fit for the role but also their potential for innovative leadership and their comfort level in challenging the status quo—key traits of effective managers.

Ben Lamarche, General Manager, Lock Search Group

Prioritize Quality Over Speed in Hiring

As a business owner, one thing I’ve learned when hiring a high volume of candidates for management roles is to prioritize quality over speed. 

Rushing the hiring process to fill positions quickly often leads to poor leadership choices that can hurt team morale and productivity. Instead, I focus on structured screening methods, including behavioral interviews and situational assessments, to ensure candidates have both leadership skills and cultural fit. 

Investing time in thorough evaluation prevents costly turnover and ensures I’m bringing in strong managers who can drive long-term success.

Andre Oentoro, CEO Founder, Breadnbeyond

Evaluate Real-World Experience Over Interview Skills

If there’s one crucial thing I want employers to understand regarding hiring managers in high-volume situations, it’s this: 

Will you please stop placing interview performance over real-world experience?

Why?

I have seen too many companies fill management roles with people who interview brilliantly but cannot actually lead teams. The well-structured candidate who answers all your behavioral questions seems to excel at their job, but in reality, may be the worst person when it comes to resolving workplace conflict. Meanwhile, that rather shy candidate who is known to have delivered results is left out.

When you hire based on interview skills, the results are quite simple—you get managers that are adept at conversing about leadership rather than managing it. I’ve personally witnessed different departments suffering for years under articulate managers who were good at talking but simply built no trust, made no hard decisions, and never developed the employees. 

How do you remedy this?

Provide candidates the opportunity to show how they actually manage something during your hiring process. Ask them to conduct a mock team meeting where they are faced with a real problem. Check their approach to giving comments on work samples. Pay attention to how they engage with team members during a lunch working session.

The companies that I’ve reviewed use multi-day assessment centers very effectively. In this setup, candidates work with actual employees to address genuine problems. Of course, this approach requires more initial effort. In the long run though, it is much less expensive than employing misguided executives.

Farrukh Muzaffar, CMO | Co-Founder | Business Strategist, Global SustainabilityJobs List

Test Candidates with Real Business Tasks

Hiring managers in high volumes creates an efficiency trap. Too many companies rely on keyword-matching software or rigid scorecards to filter candidates. That approach fails with leadership roles. Algorithms can’t measure adaptability, problem-solving, or the ability to inspire teams. When hiring 10, 20, or 50 managers, skipping real-world testing leads to costly mistakes.

We build leadership teams differently. Finalists complete a real business task with a 24-hour deadline. No resumes, no theoretical questions, just execution. A great leader jumps in, makes quick decisions, and delivers results under pressure. One hire improved our logistics strategy in a single exercise, cutting shipping errors by 30 packages per month. A weak hire stalls, overanalyzes, or panics. Watching people work in real-time eliminates bad hires before they happen.

Zarina Bahadur, CEO and Founder, 123 Baby Box

Prioritize Cultural Fit Alongside Skills

When hiring high-volume candidates for management roles, one critical “do” is to prioritize cultural fit alongside skills and experience. A manager isn’t just a cog in the machine; they are the glue that binds teams together. During my entrepreneurial journey, I’ve learned the hard way that hiring solely based on qualifications often leads to turnover headaches later down the road. Instead, focus on how candidates align with your company’s values and vision.

Don’t rush the process; invest in structured behavioral interviews that reveal how they solve problems and lead under pressure. And one “don’t?” Don’t ignore red flags during the evaluation phase just to fill a role quickly. Remember that a strong hire can transform a team’s dynamics for years, while the wrong one can unravel everything like a dropped thread in a tightly woven tapestry. These lessons are rooted in my experience with my company, where building a strong, aligned team has been central to our success.

Valentin Radu, CEO & Founder, Blogger, Speaker, Podcaster, Omniconvert

Identify Candidates with Leadership Potential

Management roles are often wrongly perceived as stagnant or go-nowhere positions, but in reality, they serve as crucial stepping stones for both individual career growth and company success. As a recruiter working in the executive sector, I know this well. So, when hiring managers on a large scale, it’s essential to look beyond just their ability to oversee day-to-day operations—you need to identify candidates with the potential to evolve into strong leaders who can drive long-term business strategy.

A common mistake is hiring managers who are content to simply maintain the status quo. While stability is important, companies that thrive are those that cultivate leadership potential within their management ranks. The best managerial candidates are those who not only excel at people management and problem-solving but also demonstrate initiative, adaptability, and strategic thinking. These individuals have the capacity to grow into higher leadership roles, ensuring that your company has a strong internal pipeline for future executives rather than having to rely solely on external hires.

By shifting the focus from short-term managerial needs to long-term leadership development, businesses can create a sustainable and forward-thinking workforce. Investing in managers with leadership potential strengthens company culture, improves retention, and ensures that as the company evolves, it has a team of capable leaders ready to step up when needed.

Jim Hickey, President, Perpetual Talent Solutions

Emphasize People Skills Over Credentials

One of the biggest mistakes I see employers make when hiring high-volume managers is placing too much emphasis on credentials and not enough on people skills. Qualifications and experience do matter; however, a great manager also needs to be adaptable, able to make decisions, and take control of their role under pressure, and these skills matter a lot more in result-driven sectors like hospitality and luxury transportation.

We’ve learned this firsthand while hiring for event and operations management roles. We found perfect candidates based only on their experience, only to realize they struggled when they had to solve problems and drive our team under pressure. To counter this, we redesigned how we hired, making it a true representation of what the job would be like by assessing for real scenarios and putting the candidate in a high-stress environment to see how they would react to a last-minute client request or organizing several VIP pickups at the same time. This quickly showed us who had leadership instincts to succeed and who might struggle.

Arsen Misakyan, CEO and Founder, LAXcar

Balance Skill, Experience, and Cultural Fit

While I mostly focus on operations, I’ve been involved in hiring for management roles in my company, and I’ve learned a few important things about managing high-volume hiring processes.

When hiring for management positions, employers should prioritize cultural fit just as much as experience and qualifications. It’s easy to get caught up in looking for the most experienced candidate, but if they don’t mesh with your company culture, it can lead to turnover and reduced team morale. We once hired a manager with a lot of experience, but they didn’t align well with our company’s values, and after six months, we had to part ways. Since then, we’ve put more effort into assessing cultural fit during interviews, and we’ve seen a 13.4% improvement in manager retention since implementing this practice.

On the flip side, don’t rush the interview process when hiring for management roles. When we first started hiring for higher-level positions quickly to fill gaps, we ended up with managers who weren’t fully prepared for the responsibilities. Taking more time to really dig into how candidates approach leadership, problem-solving, and conflict resolution has paid off. With a more thorough process, we’ve seen a 16.2% increase in the quality of hires for management roles, which has made a huge difference in how smoothly our operations run.

Hiring for management roles is about finding the right balance between skill, experience, and cultural fit. Taking the time to get it right is key to long-term success.

Jason Rowe, Founder & Electrician, Hello Electrical

Assess Leadership Qualities Over Technical Skills

When hiring for management positions, one mistake I made was focusing too much on experience and technical skills while overlooking leadership qualities. 

I once hired a manager with an impressive resume, assuming their background would make them an effective leader. It didn’t. They struggled with communication, decision-making, and team support, which slowed everything down.

Now, I focus on how candidates handle real-world challenges rather than just looking at credentials. Role-playing scenarios and problem-solving exercises help reveal how they lead under pressure. Can they manage conflict effectively? Give feedback in a way that builds confidence? Motivate a team through tough situations? These qualities matter far more than a polished resume.

I also involve my team in the hiring process because how a candidate interacts with potential colleagues says more than any interview answer. Taking the time to properly assess each candidate instead of rushing through high-volume hiring has helped me avoid costly mistakes.

A great manager isn’t just someone with the right experience. They build trust, empower their team, and create a strong work culture. If the team isn’t growing, neither is the business.

Nirmal Gyanwali, Founder & CMO, WP Creative

Use Structured Assessments for Quality Hires

When hiring excessive-quantity applicants for management roles, employers should prioritize structured assessment strategies to make certain best hires in preference to relying absolutely on pace. One powerful method is implementing standardized assessment equipment, consisting of competency-based interviews or leadership simulations, to pick out candidates with the proper capabilities and selection-making abilities.

For instance, I worked with an organization that initially rushed to lease managers to fill positions quickly, which caused mismatches in leadership style and crew dynamics. They later advanced their method by integrating dependent evaluations and panel interviews, which drastically improved retention and crew overall performance.

Speed is vital, but established assessments ensure that excessive-extent hiring for control roles results in strong, successful leaders who align with agency values and dreams.

Beau V., Marketing Manager, BijlesHuis