January 24, 2024

Ana Tavares

Bridging the Gap Between Recruiters and the Organization

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Episode Summary: Talent Acquisition at MANTA - Featuring Ana Tavares

Introduction and Company Growth

  • Ana Tavares joined MANTA in January 2022 when the company had around 100 employees.
  • Main goal: To double the headcount in a year, which was achieved despite a layoff.
  • Team expansion included hiring recruitment coordinators and someone for employer branding, especially since MANTA wasn’t very well-known.

Recruitment Coordinator Model

  • Ana implemented the recruitment coordinator model, first tried in 2019 at Pipe Drive.
  • Coordinators handle administrative tasks, allowing recruiters to focus on sourcing and interviews.
  • This model improves candidate experience, with coordinators managing first contact and scheduling.

Hiring Plan and Strategy

  • Essential to have a hiring plan early (preferably by November for the next year).
  • Collaboration with finance and department leaders is crucial to determine headcount and budget allocation.
  • Adjustments to the plan are normal in startups.

Training Hiring Managers

  • Ana emphasizes training hiring managers to ensure a good candidate experience.
  • Topics include how to interview, avoid bias, hire according to company values, and make quick decisions.
  • Training helps managers feel empowered and reduces early attrition.

Cultural Assessment in Recruitment

  • Cultural fit assessment should be part of all recruitment stages.
  • Consistency in a candidate’s responses related to company values is evaluated throughout the process.

Shared Responsibility in Recruitment

  • The recruiter owns the process, while the hiring manager owns the hiring decision.
  • Recruiters should raise concerns and provide guidance, especially regarding cultural fit.
  • Hiring managers must consider team input but ultimately make the final decision.

Well-Being at Work

  • Well-being is a joint responsibility of executives, managers, and employees.
  • Companies should foster a culture where well-being is a priority, supported by processes and frameworks.

Decision Making in Hiring

  • Ana advocates for a balanced approach where the recruiter guides the process, and the hiring manager makes the final decision.
  • Team feedback is crucial, but hiring managers need to discern between deal-breakers and preferences.


  • Ana’s approach at MANTA demonstrates the importance of a structured recruitment process, team involvement, and adapting to company needs.
  • Emphasis on training, candidate experience, and maintaining a balance between recruiter guidance and hiring manager decision-making is key to successful talent acquisition.

Key Learnings and Actionable Tips:

  • Implement recruitment coordinators to optimize recruiters’ efficiency.
  • Early planning and collaboration across departments are essential for a successful hiring strategy.
  • Regular training for hiring managers improves recruitment outcomes.
  • Assess cultural fit at every recruitment stage to ensure alignment with company values.
  • Balancing shared responsibility: recruiters manage the process, while hiring managers make final hiring decisions.
  • Prioritize well-being as a collective responsibility, integrating it into company culture and processes.
  • Approach decision-making in hiring with a focus on balance, considering team feedback and hiring manager’s judgment.

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