---
esco_uri: http://data.europa.eu/esco/skill/906c9e66-bdee-4f8e-93d7-88d9fcf39a0a
esco_label: "fix meetings"
relation: essential
onet_soc: 13-1071.00
source: stackexchange
confidence: high
qa_count: 4
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# fix meetings — Recruiter

As a Recruiter, 'fixing meetings' goes *way* beyond just calendar invites. It’s about orchestrating the entire candidate & hiring manager experience through scheduled interactions. Daily, you're juggling initial screening calls, full interview loops (often involving 5+ people), panel interviews, and potentially even assessments – all needing precise timing and coordination. Tools are primarily your ATS (Applicant Tracking System - like Greenhouse, Workday Recruiting, Taleo) which integrates with calendar systems (Google Calendar, Outlook). You're also likely using scheduling links (Calendly, Doodle Poll) to let candidates self-book initial screens, saving you back-and-forth.

## Praxiswissen (Stack Exchange, CC-BY-SA 4.0)

**The asker is being publicly assigned tasks by a peer ('Bob') who isn't their manager, creating the false impression that Bob is in a supervisory role. This behavior has alienated previous colleagues and disrupts clear communication.**

When dealing with someone attempting to overstep boundaries or take credit for your work, respond calmly and redirect them towards appropriate channels. Politely acknowledge their input but firmly re-establish reporting lines by suggesting they communicate task requests through your actual supervisor. This protects your autonomy, clarifies roles for others present, and subtly highlights the inappropriate behavior without direct confrontation.

*Source: [A peer "gives" me tasks in public and makes it look like I work for him](https://workplace.stackexchange.com/q/178349) — answer by Joe, CC-BY-SA 4.0*

**The asker feels excluded from networking opportunities because coffee and beer are central to workplace social interactions, but they don't enjoy either beverage.**

Social rituals like offering drinks aren’t necessarily about *consuming* the drink itself; they're about building connection. It's perfectly acceptable to politely decline offered beverages or substitute them with something you prefer without explanation, and focusing on the conversation is what truly matters. Don't feel pressured to participate in a ritual that feels disingenuous – prioritize genuine interaction over conforming to expectations.

*Source: [How can I politely work my way around not liking coffee or beer when it comes to](https://workplace.stackexchange.com/q/138674) — answer by spikey_richie, CC-BY-SA 4.0*

**An employee is being asked to attend a daily, pre-work status meeting about a project they are largely uninvolved with, creating a conflict with their personal morning routine, despite explaining this to their manager.**

The core issue isn't the meeting itself, but the expectation of work commitments outside of established work hours. Prioritize clearly communicating boundaries around time and workload, and propose alternative solutions like asynchronous updates if direct attendance isn’t essential. Focus on highlighting that mandatory attendance doesn't align with the purpose of a quick status update and may indicate an underlying communication issue.

*Source: [My boss wants me to attend a meeting every day before work hours](https://workplace.stackexchange.com/q/121512) — answer by adamcooney, CC-BY-SA 4.0*

**A new software developer is anxious about being scheduled for regular one-on-one meetings with their manager, fearing it indicates poor performance and excessive oversight.**

Consistent one-on-ones are standard practice for effective managers; they're proactive tools for communication and support, not solely reserved for addressing underperformance. These meetings provide a dedicated space to discuss progress, seek guidance, and surface potential issues *before* they become major problems. Viewing these as opportunities for growth and open dialogue will be far more beneficial than interpreting them as negative evaluations.

*Source: [My manager wants regular one-on-one meetings: is this bad?](https://workplace.stackexchange.com/q/71687) — answer by Justin Cave, CC-BY-SA 4.0*

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
