Prepare questions for an intake meeting

Use whenA new role lands and the intake meeting with the hiring manager is on your calendar.

You are an experienced recruiter preparing for an intake meeting with a hiring manager. The role is [job title] at [type of company, size, location or remote]. Here is what I know so far: [paste the old job description or notes]. Write 12 questions I should ask, grouped under: the problem this hire solves, must have skills, team and interview process, pay and location, and selling the role. Flag any question where the answer will change who I search for. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Turn intake notes into a search brief

Use whenThe meeting is over and your notes are a page of half sentences.

Here are my notes from an intake meeting: [paste notes]. Turn them into a one page search brief with these headings: role summary in two sentences, must haves (no more than five), nice to haves, dealbreakers, target companies, companies to avoid, pay range, interview steps and timeline, and how to pitch the role in one line. Where my notes are unclear or contradict each other, list a question to send back to the hiring manager instead of guessing.

Challenge an unrealistic brief

Use whenThe wish list is long, the budget is short and you need a polite way to say so.

A hiring manager wants: [paste requirements] for a pay range of [range] in [location]. Act as a candid recruiting advisor. Tell me which requirements are likely to shrink the pool the most, which two I should ask them to drop or move to nice to have, and write a short, polite message I can send explaining the trade off. Do not invent market data; tell me what I should check instead.

Test the brief against the market

Use whenThe pay or the must haves look out of line and you want a case for the hiring manager, not a hunch.

Act as a recruiting market analyst. The role is [job title] in [location or remote], paying [range], with these must haves: [list]. Tell me: 1) whether the pay looks low, fair or high for this role and what that view rests on; 2) roughly how many people could realistically fill it, with your assumptions spelled out; 3) the three must haves that cut the pool hardest, with a looser alternative for each; 4) two groups of people from neighboring roles or industries who could do this job. Label every estimate as an estimate and name the public pay source I should check it against.

Watch outAI pay figures are guesses until you check them against BLS data, a salary survey or your own recent offers.

Write the intake follow up email

Use whenYou want the agreed brief in writing before you start sourcing.

Write a short follow up email to [hiring manager first name] after our intake meeting for [job title]. Confirm the must haves, the pay range, the interview steps and the date of my first shortlist: [paste details]. End with the two open questions below and ask for answers by [day]: [questions]. Keep it under 150 words, friendly and plain. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Spot the real requirements in an old job description

Use whenYou have been handed a job description nobody has touched in years.

Here is a job description that was written a while ago: [paste]. Separate what looks like a genuine requirement from what looks like copied boilerplate. Give me two lists with a one line reason for each item, then three questions to confirm with the hiring manager. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

List title variants

Use whenYour searches keep returning the same few profiles because everyone uses a different title.

I am sourcing for a [job title] who does [two or three core duties]. List 15 job titles people in this role actually use on LinkedIn and resumes, including older and newer names and common abbreviations. Then list titles that look similar but are a different job, so I can exclude them. If you are not sure something is accurate or current, mark it (check) rather than stating it as fact.

Build a Boolean string

Use whenYou know the titles and skills and need a search you can paste in and run.

Build a Boolean search string for LinkedIn. Titles: [list]. Must have skills: [list]. Exclude these titles: [list]. Use only AND, OR, NOT, quotes and parentheses. Keep it under 900 characters. Then give me a narrower version with the two most important skills only, and a broader version with titles only. If you are not sure something is accurate or current, mark it (check) rather than stating it as fact.

Watch outRun each version and look at the first 20 results before you trust it. One stray bracket changes everything.

Google X-ray search

Use whenYou want profiles your LinkedIn seat will not show you.

Write three Google search strings that find public LinkedIn profiles (site:linkedin.com/in) for [job title] in [city or region] with [skill]. Use a minus sign to exclude [titles to exclude]. Explain in one line what each string is designed to catch. If you are not sure something is accurate or current, mark it (check) rather than stating it as fact.

Find where the talent is

Use whenThe obvious job boards and LinkedIn are tapped out for this role.

Where do experienced [job title] professionals in [location or remote] spend time online and in person? List communities, forums, open source projects, conferences, meetups and newsletters. For each one, say how a recruiter can take part without spamming. Mark anything you are unsure still exists so I can check it.

Watch outCommunities close and events move. Open every link before you add it to your plan.

Suggest target companies

Use whenYou are starting a search and need a list of places to hunt, not a list of names.

I need candidates for [job title] with [key experience]. Suggest 20 types of companies, and examples where you are confident, where people build this experience. Group them by industry. Leave out these companies, which are off limits: [list]. I will verify every company before I source from it.

Watch outCompany news goes stale fast. Check for layoffs, mergers and hiring freezes yourself.

Rewrite a search brief for an AI sourcing tool

Use whenYour AI sourcing tool gives better matches from a description than from a keyword list.

Rewrite this search brief as a plain English request for an AI sourcing tool: [paste brief]. Describe the ideal person in three to five sentences covering what they have done, not just keywords. Add a separate line of dealbreakers. Do not mention age, gender, nationality or anything that could stand in for them. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

First message from a profile

Use whenYou have found someone good who is not looking, and one shot to get a reply.

Write a first outreach message to a potential candidate. Their public profile says: [paste the relevant parts, no contact details]. The role: [job title, company type, pay range, location or remote, one thing that makes it special]. Mention one specific thing from their profile and why it fits. Under 90 words, no hype words, one clear question at the end. Give me two versions: one for email with a subject line, one for a LinkedIn message. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outCheck the detail it picked from the profile is true and current. Getting it wrong is worse than leaving it out.

Follow up sequence

Use whenYour first message got silence and “just bumping this” will not help.

Here is my first outreach message: [paste]. Write two follow ups to send if there is no reply, one after four days and one after ten. Each must add something new (a detail about the team, the pay, the problem they would solve) rather than just checking in. Under 60 words each. The last one should close the loop politely. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Reply to a candidate who is not interested

Use whenSomeone says no and you want to keep the door open.

A candidate replied: [paste reply]. Write a short, warm response that respects their answer, asks whether I can keep in touch for future roles, and asks, only if it feels natural, whether they know anyone who might be interested. Under 70 words. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Personalize at scale without inventing facts

Use whenYou are messaging a list and want every opener to be specific without making things up.

Below is a table of candidates with public details I have checked: [paste columns such as current title, company type, one notable project]. For each row, write one opening sentence that references the detail in that row and connects it to this role: [role summary]. Use only the information in the table. If a row has nothing useful, write "generic" instead of inventing something.

Watch outSpot check a handful of rows against the real profiles before anything is sent.

Answer a candidate’s question about AI in the process

Use whenA candidate asks whether a machine will read their application.

A candidate asked whether AI will screen their application. Our process uses AI for [what it does] and a person reviews [what a person reviews]. Candidates can ask for [alternative route]. Write a clear, honest reply under 100 words without legal jargon. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outDescribe your process as it really runs. If you are not sure, ask whoever owns the ATS first.

Nurture warm candidates without pitching a role

Use whenYou have spoken to someone once, they are not in a process, and you want to be the recruiter they call when they are ready.

I spoke once with a [job title] in [industry or location] who is not looking right now. What I know about them: [career goals, what would make them move, likely timing, no contact details]. Plan three weeks of light touch, one message a week, rotating email, LinkedIn message and text. Each message must give them something: a pay trend for their role, a shift in their market, a sharp question about where their career is heading, or a useful read. None of them may pitch a job. Limits: email under 100 words, LinkedIn under 60, text under 40. Write as a peer, not a salesperson. Mark any market fact I need to check before I send it.

Watch outOnly text people who have agreed to hear from you by text, and check every trend or figure before it goes out.

Approach an executive for a confidential search

Use whenThe client cannot be named yet, and a vague “exciting opportunity” message will be ignored.

I am approaching a senior candidate for a confidential [executive title] search. What their public profile shows: [current role, sector, scale they have run, recent posts or talks, no contact details]. The role: [company stage and size, the challenge, what they would build, rough size of the team]. Write a LinkedIn message under 150 words that refers to one specific thing from their profile, describes the challenge and scale without naming or identifying the company, and ends with a question that starts a conversation rather than asking for a resume. Then write the two line answer I give if they ask who the client is. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outRun the description past the client first. Sector plus stage plus city can be enough to identify them.

Compare a resume with the must haves

Use whenA resume looks promising and you want to see what is proven and what is missing.

Here are the must haves for a [job title] role: [list]. Here is an anonymized resume: [paste]. For each must have, say "clear evidence", "some evidence" or "no evidence" and quote the line from the resume that supports it. Do not give an overall score or a hire recommendation. List three questions to ask on the screening call to fill the gaps. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outNever reject someone on this output alone. Read the resume yourself.

Plan a screening call

Use whenYou have a call booked for a role you have not screened for before.

I have a 20 minute screening call with a candidate for [job title]. The must haves are [list] and the gaps I noticed are [list]. Write a call plan: a two line opener, five questions in order with what a strong answer sounds like, two questions to check motivation and pay expectations, and a close that explains the next steps. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Turn call notes into a submission summary

Use whenThe call went well and the hiring manager needs a summary they will actually read.

Here are my rough notes from a screening call: [paste notes, no contact details]. Write a candidate summary for the hiring manager: three bullet highlights tied to the must haves, one honest concern, pay expectation, notice period and availability for interviews. Use only what is in my notes. Mark anything you had to infer so I can check it.

Write a structured interview scorecard

Use whenEvery interviewer is judging something different and nobody agrees what good looks like.

Create an interview scorecard for [job title] based on these must haves: [list]. For each one, give one behavioral question, what a 1, 3 and 5 answer looks like, and a space for evidence. Keep the language neutral and job related. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outTest the 3 and 5 descriptions against someone already doing the job well before you use them.

Turn panel feedback into a hiring decision

Use whenInterviewers disagree and the debrief keeps going around in circles.

Below is feedback from [number] interviewers for a [job title] candidate, with names replaced by Interviewer A, B and C: [paste feedback]. The must haves were [list]. For each must have: 1) list what the interviewers actually saw or heard, kept apart from their opinions; 2) show where they disagree and whether they are judging the same thing; 3) name what nobody tested and what one more conversation would need to cover. Then set out the strongest case for hiring and the strongest case against, side by side. Point out any comment about personality, looks, accent, age or "fit" that is not tied to a must have. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outThis sorts the evidence for the people making the call. It does not make the call.

Write a respectful rejection

Use whenSomeone did not make it through an early stage and deserves a clear, kind no.

Write a short rejection email to a candidate who reached the [stage] stage for [job title]. Thank them for their time, be clear that we are not moving forward, and give one line of honest, general feedback: [feedback]. Do not mention AI screening, scores or other candidates. Under 90 words. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Write useful feedback after an interview

Use whenA candidate who met the team asks why, and a template would be an insult.

A candidate for [job title] reached the [stage] stage and was not chosen. Here is what the interviewers recorded against the must haves: [paste notes, no names]. Write feedback I can send them: thank them, say clearly the answer is no, give two specific reasons linked to the role's requirements, and one practical suggestion they could act on next time. Warm but direct, with no hint the decision might change. Leave out anything about age, health, family, background or other candidates. Under 180 words. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outRead it as the candidate would. If your company has a policy on written feedback, check it first.

Check scope and direction, not just keywords

Use whenThe keywords line up, but you are not sure the person has done the job at this size.

Here is an anonymized resume: [paste]. Here is the role: [paste job spec or search brief]. Look past matching words. Tell me: 1) how the scope of their work compares with this role, using what the resume says about team size, budget, accounts or results; 2) which gaps someone could learn in the first few months and which would stop them doing the job; 3) whether this role looks like a step up, a sideways move or a step down from where they are now, and what that means for their interest and pay; 4) three screening questions that would confirm or disprove the fit. Quote the resume line behind each point and write "not stated" where the resume is silent.

Watch outA resume that leaves out team size is not proof the person never managed one. Ask before you rule them out.

Questions that separate doers from bystanders

Use whenEvery candidate says “we” launched it, and you need to know who actually did the work.

I am screening for [job title] in [industry]. In the first six months this person must deliver: [two or three outcomes]. Write six screening questions that tell apart someone who did this work themselves from someone who was on the team while others did it. Tie every question to one of the outcomes. For each, describe what a strong answer includes (their own decisions, numbers, what went wrong and what they changed) and what a rehearsed but thin answer sounds like. Skip generic questions such as "tell me about a time you faced a challenge". Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outNerves make good people sound thin. Ask one follow up before you mark an answer weak.

Plan the offer call

Use whenAn offer is going out and you want a yes on the call, not after a week of silence.

I am about to make an offer for [job title]. In interviews the candidate said these things matter most: [list]. The offer is [base, bonus, equity, benefits, start date, working pattern]. Risks I know about: [other processes, a likely counteroffer, relocation, notice period]. Give me: 1) the order to present the offer so it opens with what they care about most; 2) the three pushbacks I am most likely to hear, with an honest reply to each; 3) three questions that bring out another offer or a counteroffer early; 4) phrases and promises I should avoid. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outPromise only what the hiring manager has approved in writing.

Prepare for a counteroffer

Use whenYour candidate tells you their current employer has asked them to stay.

My candidate for [job title] has been offered [details of the counteroffer] to stay. When we first spoke, their reasons for moving were: [list]. Help me plan a conversation that goes back to those reasons in their own words, asks what the counteroffer changes and what it leaves the same, is honest that more money does not fix the other reasons, and makes clear the choice is theirs. Give me five questions in the order I should ask them, and two things I must not say. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outPressure backfires. If staying really is right for them, a clean exit keeps them as a future candidate or client.

Fill in an offer letter from a template

Use whenTerms are agreed and the letter needs to go out today.

Here is our approved offer letter template: [paste]. Here are the agreed terms: [title, start date, base pay, bonus, benefits, manager, location]. Fill in the letter and do not change any wording outside the square brackets. Then list any term I gave you that the template has no place for, and any bracket I have not given you a value for.

Watch outCompare every number in the letter with the approved terms before it is sent for signature.

Keep a new hire warm until day one

Use whenThey have signed, but a long notice period leaves weeks for second thoughts.

My candidate accepted a [job title] offer and starts on [date], which is [number] weeks away. Plan light touch points from now until day one, one every week or two, each with a real reason to get in touch (a note from the manager, the first week plan, meeting a teammate, equipment, a team event). For each, give the timing, who should send it and a message under 60 words. Include one check in that makes it easy for them to raise any doubts. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Draft a job ad from a search brief

Use whenThe brief is agreed and you need an ad people will finish reading.

Write a job ad for [job title] using this search brief: [paste brief]. Structure: a two sentence hook about the problem the person will solve, what you will do in the first six months, what you need (no more than six points), what is nice to have, pay range and benefits, location and working pattern, and how to apply. Plain language, second person, no clichés like "rockstar" or "fast paced environment". Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outCheck that any legally required wording, such as a pay range where the law asks for one, survived the rewrite.

Cut a long job description

Use whenThe ad reads like an internal policy document and nobody scrolls to the end.

This job description is too long: [paste]. Cut it to under 400 words without losing the pay range, the must haves or the location. Merge duplicate duties and remove company boilerplate. Show me what you removed at the end. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Check an ad for exclusionary wording

Use whenBefore an ad goes live, or when the applicant pool looks the same every time.

Review this job ad for wording that could put off qualified people: gender coded words, age coded phrases, unnecessary degree or years requirements, and physical requirements that are not essential. List each issue with a plainer alternative. Do not rewrite the whole ad. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up. Ad: [paste]

Test three hooks for the same ad

Use whenApplications have stalled and you want to test what draws people in instead of guessing.

Write three short versions of a job ad for [job title] at [company type] using the same facts: [paste key facts, pay range, location]. Open each with a different reason to apply: version 1 the impact of the work, version 2 the skills they will build and the problems they will solve, version 3 the schedule, flexibility and team. Keep each under 150 words. Then tell me which kind of candidate each version is likely to attract, and how to run a fair test: where to post each one, how long to run it and which number decides the winner. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outChange one thing at a time. If the pay or the title moves as well, you cannot tell which change worked.

Write screening questions for the application form

Use whenApplications are flooding in and too many answers read like they came from the same chatbot.

Write five application questions for a [job title] role that check the must haves [list] and are hard to answer well with a generic AI response. Ask for specific examples, numbers or choices the person made. Include what a strong answer would mention so I can review answers quickly. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Write a social post for the role

Use whenThe ad is live and you want your own network to see it.

Write a LinkedIn post announcing that I am hiring a [job title]. Include the problem they will solve, the pay range, location or remote, and one detail about the team. Under 120 words, no hashtag lists, end with how to reach me. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Write a position spec for a retained search

Use whenYou are running a senior search and candidates need a proper document, not a job ad.

I am running a retained search for [executive title] at [company stage, size and sector; say if confidential]. The business context: [what the company is trying to do, the problem this hire solves, the team they inherit, who they report to]. Write a position specification of about 500 words for candidates, with: 1) the opportunity and the business challenge in two short paragraphs; 2) what this person must achieve in the first 12 months, as three to five measurable outcomes; 3) the experience and leadership record that matter, split into essential and helpful; 4) the reporting line, team and key relationships; 5) pay structure in general terms and location. If the search is confidential, describe the company without details that would identify it. Mark anything I have not given you rather than filling it in.

Watch outGet the client to sign off every number and outcome in the spec. Candidates will quote it back at offer stage.

Research a target company

Use whenA company shows a hiring signal and you want to know why before you call.

I am an agency recruiter specializing in [niche]. Summarize what you can find about [company name] from these sources: [paste text from their careers page, recent news or funding announcement]. Tell me what they seem to be hiring for, what might be hard to hire, who likely owns hiring for [function], and one reason they might need outside help right now. Use only the pasted sources.

Write an outreach email to a hiring manager

Use whenYou have a reason to contact a new prospect and want to lead with something useful.

Write a first email to [title] at a company that [hiring signal, e.g. posted four data engineering roles this month]. I recruit [niche] and recently [one relevant result, no client names]. Offer one useful thing (a market insight, a pay benchmark, a candidate profile) rather than asking for a meeting straight away. Under 110 words with a subject line. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Market a candidate without identifying them

Use whenYou have a strong candidate and want to show them to clients who have no open role yet.

Write a short anonymized candidate profile to share with prospective clients. Details: [skills, years of experience, types of achievement, location, notice, pay expectation]. Remove anything that identifies the person or their current employer. Under 100 words, factual, no superlatives. I have the candidate's permission to market them. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outRead it as their current boss would. If they could guess who it is, cut more.

Prepare for a sales call

Use whenA prospect has agreed to talk and you want to run the call, not just react to it.

I have a call with [title] at a [type and size of company] that is hiring [roles]. Give me: five discovery questions, the three objections I am most likely to hear about using an agency and a short honest answer to each, and a one line summary of how I would describe my service. My terms are [fee and guarantee]. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Plan a weekly business development list

Use whenIt is Monday, you have a list of hiring signals and time for only a few calls.

Here is a list of companies that showed a hiring signal this week: [paste company names and signals]. My ideal client is [ideal client profile]. Rank the list from best fit to worst fit with a one line reason each, and suggest which three to contact first and what to lead with. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Pull hiring signals from earnings calls and funding news

Use whenA target company has just reported results or raised money, and you want a reason to call that other recruiters will miss.

I recruit [niche]. Here is [company name]'s [earnings call transcript, quarterly report or funding announcement]: [paste]. List every line that points to a hiring need: new products, new markets, leadership changes, headcount plans, comments on attrition, or money going into a team. For each one, quote the line, name the roles it is likely to create and give me one outreach angle I could open with. Be specific: name the team and the skill, not "they will be hiring engineers". Use only the pasted text.

Watch outA plan mentioned on an earnings call is not an open role. Check their careers page and hiring pace before you pitch.

Map a new niche before you pitch it

Use whenYou want to open a new market and need a plan before you spend a month cold calling.

I run a recruiting agency and want to move into [niche] in [region]. Build a first draft market map: 1) the kinds of companies in this space grouped by stage (early, growing, established), with examples only where you are confident; 2) the five to seven roles they hire most; 3) where these candidates work now, their usual career path and what tends to make them move; 4) the types of agencies already serving this niche and how they position themselves; 5) a 60 day plan for winning a first client when I have none. Label anything that could be out of date so I can check it.

Watch outAI company lists mix live firms with ones that have folded or merged. Check every name before it goes on your list.

Build a trigger watchlist for current clients

Use whenMost of your fees come from a few clients, and you only hear about their new roles after a competitor has them.

Here are my current and past clients, their industries and the roles I have filled for each: [paste list, no candidate names]. For each client, suggest three events that would signal a new hiring need, tied to their industry and the roles I have placed before. Then give me a simple monitoring plan: which sources to watch (press releases, job boards, LinkedIn, company filings, local news), how often to check each one, and the short message I would send when a trigger happens. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Write the weekly hiring manager update

Use whenIt is Friday and several managers are waiting to hear where their roles stand.

Here is this week's pipeline for [job title]: [paste the number at each stage, what moved, interviews booked, blockers]. Write an update for the hiring manager that starts with the one thing they most need to know, covers what moved this week and what happens next, asks clearly for anything I need from them with a date, and names each risk with the action I propose. Under 200 words, no recruiting jargon, no candidate surnames. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outCheck every number against your ATS before it goes. A wrong count costs more trust than a late update.

Find where your hiring process stalls

Use whenTime to hire keeps creeping up and nobody can say why.

Here are my hiring numbers for [period]: [paste the count at each stage and the average days spent in each]. Work out: 1) the conversion rate between each pair of stages, showing the sums; 2) where the most people drop out, with two likely reasons for each; 3) which stage adds the most days while changing the fewest decisions; 4) three fixes ranked by effort against likely impact; 5) the number I should watch to know whether a fix worked. Tell me if the numbers are too small to trust. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outA handful of hires a quarter is too small a sample for firm answers. Treat the output as questions to look into.

Draft AI ground rules for your team

Use whenYour recruiters already use AI and nobody has written down what is allowed.

Draft a one page guide to using AI in recruiting for a [team size] team at a [type of company] in [country or state]. Cover: which candidate data must never go into a personal or unapproved AI account; which outputs a person must check before they are used; which decisions AI must never make alone, such as rejecting a candidate; what we tell candidates about AI in our process; and what we keep on record. Write it for recruiters, not lawyers: plain language, short bullet points, and one line on who to ask when unsure. If you are not sure something is accurate or current, mark it (check) rather than stating it as fact.

Watch outThis is a first draft to take to HR or legal, not legal advice. Rules differ by state and country.

Compare your desk’s numbers with typical benchmarks

Use whenYou want to know whether a number is a real problem or normal for your kind of desk.

Here are my recruiting numbers for [quarter or year]: [paste, e.g. time to fill, submittals per interview, interviews per offer, offer acceptance rate, placement fall offs, revenue per recruiter, average fee]. I run [contingent, retained, RPO or in house] recruiting for [niche]. For each number, say whether it looks strong, typical or weak for this kind of desk, explain what that view rests on and label it as an estimate. Where I look weak, suggest one specific process change and the number that would show it worked. Tell me which benchmarks I should confirm from a published survey.

Watch outAI benchmarks are rough and often out of date. Check them against a trade body survey or your own past quarters before you act.

Find your most profitable role types

Use whenYou are busy all quarter, but the fees do not match the hours.

Here are my placements for [period]. Each row has role title, industry, fee, days to fill, hours I spent and whether the person is still in the job: [paste]. Work out the fee per hour for each placement, showing the sums. Then rank role types by return on effort, and flag any placements that did not last long enough to be worth it. Tell me where my time is out of line with the fee, and where I may be charging too little for the work. If my hours are estimates, say how much that weakens the answer. Use only the details I give you here. If something you need is missing, write [missing] and tell me what to add, rather than making it up.

Watch outHours are usually guessed after the fact. Log time on your next few searches before you drop a role type.

Summarize a market map for the client

Use whenThe research is done and the client wants to know what the market looks like before they see names.

Here are the findings from my market map for a [role] search: [number of people and companies reviewed, how many are strong fits, where they sit now, pay ranges seen, where the talent is concentrated, what is making the search hard]. Write a summary of about 300 words for [the CEO, the board or the hiring manager] that: 1) describes the talent pool in plain terms; 2) picks out the three findings that matter most for this search; 3) explains the search approach those findings point to; 4) sets honest expectations on timeline and obstacles; 5) ends with the decisions I need from them. Use only my figures and do not name any candidate.

Watch outCheck every figure against your research notes. Clients remember the pay range you quoted.