Hanzomon Hiring Hub

How to hire, step by step

Follow 13 steps from approving a role to measuring how long the hire took. Open a role kit for documents you can adapt to your vacancy, plus an AI prompt for every step.

See the 13 steps Find your role's kit

What's required and what's optional

10 steps are required for every hire. 3 are optional: use them when they add evidence you would otherwise lack. Select a step to open it.

Three rules that apply at every step

  1. Agree the criteria before you meet anyone — Competencies, weights and must-haves are fixed at intake, so the bar can't move from one candidate to the next.
  2. Collect the same evidence from everyone — Same knockouts, same task, same questions, in the same order — so candidates are compared on equal terms.
  3. Score alone, then decide together — Each interviewer scores against written anchors before the debrief, and the decision is recorded against the evidence.

The 13 steps of hiring

Each step says what to do, who does it and what 'done' looks like. Open a step to see the method behind it.

AI drafts, people decide: Use AI to draft, rewrite and summarise your own material — never to rank, score, screen out or decide on candidates, and never with a candidate's personal data.

  1. Phase 1

    Plan

    Agree why you are hiring and what good looks like.

    1. 01Plan the roleRequiredWorkforce planning and requisition approvalWrite the business case and decide whether to build, borrow or buy before a role is opened.Who runs it: Hiring manager + finance / HR business partnerDone when: An approved requisition with a written business case, budget and a named decision-maker.

      Framework

      Build · Borrow · Buy

      How to use it

      1. Write the problem the hire solves in one sentence, in business terms — not the job title.
      2. Test Build: could an existing person grow into this within the time you have?
      3. Test Borrow: is the need time-boxed, or does it end once a system is shipped?
      More: the remaining steps and why it works

      Before opening a role, decide whether to build the capability in your current team, borrow it (contractor, agency, partner), or buy it (a permanent hire).

      1. Choose Buy only when the work is ongoing, core to the product and nobody inside can absorb it.
      2. Record the decision, the budget and the one person who signs off the final hire.

      Why it works: Writing the build, borrow or buy decision down exposes a vague or temporary need before it becomes a permanent requisition — and gives every later stage an anchor to check against.

      Three ways to meet the needConsider growing the existing team, bringing in temporary help or hiring permanently. Record the choice, budget and approver.What work needs doing?Build:grow theteamBorrow:bring inhelpBuy:hirepermanentlyRecord the choice, budget and approver

      AI as an advantage4D framework

      Delegate
      Hand AI the first draft of the business case and the build / borrow / buy comparison. The decision, the budget and the sign-off stay with people.
      Show the prompt and the checks
      Describe

      You are helping a hiring manager write a business case for a [role title] role. Context: I will paste the problem the hire solves, the work it involves, the capacity we already have and the time we have. Produce: (1) a one-sentence problem statement in business terms; (2) a build / borrow / buy comparison with the strongest argument for each; (3) the questions a finance partner would ask; and (4) a short recommendation with the evidence it rests on. Use British English and plain language. Do not invent figures — leave [brackets] where I need to supply numbers. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check every number and claim against your own notes and strike anything the draft assumed. Make sure 'buy' is argued from ongoing work, not from a job title.
      Diligence
      The hiring manager owns the final case and the budget request. No candidate information belongs here; AI drafts the case, people decide whether to open the role.
    2. 02Agree successRequiredAI boostIntake meeting and competency modelMeet the hiring manager and agree 5–7 competencies, which are must-haves, and how each is weighted.Who runs it: Recruiter + hiring managerDone when: A signed-off competency model: 5–7 competencies, each marked must-have or trainable, with weights.

      Framework

      Competency model (must-have vs trainable)

      How to use it

      1. Start from the 12-month outcomes, then ask which capabilities produce them.
      2. Keep 5–7 competencies. With more, interviewers struggle to score each one separately.
      3. Mark each must-have or trainable. Only must-haves can count against a candidate.
      More: the remaining steps and why it works

      A short list of the observable capabilities the job needs, split into what the hire must bring on day one and what you will teach.

      1. Give each a weight so they sum to 100, agreed before anyone meets a candidate.
      2. Write what evidence of each looks like, so interviewers know what they are listening for.

      Why it works: Agreeing the criteria before meeting candidates stops the bar moving from one candidate to the next, and makes it harder for 'I'll know it when I see it' to decide the hire.

      Turn outcomes into criteriaStart with the role's 12-month outcomes. Split capabilities into what the hire must bring (for example: Explains decisions) and what can be taught (for example: Uses our tools), then agree the evidence and weights before meeting candidates.Success in 12 monthsMust bringExplains decisionsCan learnUses our toolsWhat would prove it? Agree weightsbefore meeting anyone.

      AI as an advantageAI boost4D framework

      Delegate
      Hand AI your raw intake notes to turn into a draft competency model. Choosing the must-haves and the weights stays with the hiring manager and recruiter.
      Show the prompt and the checks
      Describe

      You are helping a recruiter and a hiring manager build a competency model for a [role title] role. Context: I will paste the notes from our intake meeting, including the 12-month outcomes and what the hiring manager worries about most. Produce a table of 5–7 observable competencies with, for each: a one-line definition; whether it is a must-have or trainable, with the reason; what evidence of it looks like in real work; and a suggested weight so the weights total 100. Use British English and inclusive wording, avoid years-of-experience or named employers as evidence, and keep every competency job-related. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that each competency is observable and job-related, that nothing describes a type of person rather than the work, and that trainable items haven't been marked must-have.
      Diligence
      The hiring manager signs off the final model and weights before anyone meets a candidate. No candidate data goes into the prompt; AI drafts, people decide.

  2. Phase 2

    Attract

    Describe the job honestly and reach the right people.

    1. 03Write the jobRequiredAI boostJob description and pay bandWrite the job around outcomes and genuine must-haves, and publish the pay range.Who runs it: Hiring manager (content) + recruiter (publishing)Done when: A published job description that states outcomes, the must-haves, how AI tools are used and the pay information the law requires.

      Framework

      Outcome-based job description

      How to use it

      1. Lead with the problem the team is solving and what the hire will own.
      2. Limit must-haves to the must-have competencies from intake. Everything else is 'nice to have'.
      3. Replace 'X years of experience' with the capability those years were meant to prove.
      More: the remaining steps and why it works

      Describe what the person will achieve and the few requirements that truly gate the job, instead of a wish list of tools and years.

      1. State how the team expects AI tools to be used in the work.
      2. For each work location, publish the pay range and any benefits or other pay information the law requires. A genuine range in every advert is a sound default.

      Why it works: An outcome-based description states the work and selection criteria directly.

      Build the job description from outcomesWrite the job around what the person will achieve, then state the essential capabilities, how AI tools are used and the pay range.What youwillachieveOutcomesMust bringAI tool usePay range

      AI as an advantageAI boost4D framework

      Delegate
      Hand AI the first draft of the job description from your signed-off competency model. The must-haves, the pay range and the final wording stay with people.
      Show the prompt and the checks
      Describe

      You are helping write an outcome-based job description for a [role title] role. Context: I will paste the competency model (must-have and trainable, with evidence), the 12-month outcomes, how the team uses AI tools, the location and working pattern, and the pay range. Produce: a summary paragraph that leads with the problem and what the hire will own; 'What you'll do' as outcomes, not tasks; 'What you need' containing only the must-haves; 'Nice to have' for the trainable items; 'How we use AI tools'; and a pay section that states the range. Use British English and inclusive, gender-neutral wording, avoid hype, and replace any 'X years' with the capability it stands for. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that 'What you need' contains only the must-haves, that no degree, employer or years requirement crept in, and that the pay range and location are exactly what was approved.
      Diligence
      The hiring manager owns the content and the recruiter owns publishing, including the pay information the law requires for each location. AI drafts the advert; people decide what it says.
    2. 04Find candidatesOptionalAI boostSourcing strategySearch at least three channels where candidates' work is visible, and personalise every first message.Who runs it: Recruiter / sourcerDone when: A shortlist-ready pipeline from at least three channels, with outreach tracked.Use when: Inbound applications won't give you enough qualified candidates.Skip when: Your shortlist already comes from inbound applications or referrals.

      Framework

      Channel mix + evidence-first outreach

      How to use it

      1. Pick channels where candidates show their work, not only where they list job titles.
      2. Write one search query per channel. OR joins alternatives, AND joins things that must all appear, NOT excludes. Keep the version that works best.
      3. Personalise the first line to something the candidate actually built or wrote.
      More: the remaining steps and why it works

      Spread sourcing across channels where the work is visible, and open outreach with the problem, not the perks.

      1. Lead with the problem and the pay range. Save the perks for later.
      2. Track reply rates by channel each week and drop the channel that isn't working.

      Why it works: Searching for evidence of the work can surface candidates whose current title differs from the vacancy, or whose CV undersells what they have done.

      Several channels, relevant outreachFind candidates through several channels (Work samples; Communities; Referrals). Open outreach with their work, the problem and the pay, then track replies by channel.Work samplesCommunitiesReferralsYour work + our problem+ the pay rangeTrack replies by channel

      AI as an advantageAI boost4D framework

      Delegate
      Hand AI the search queries and the first draft of the outreach template. Choosing channels, personalising to a candidate's public work and sending stay with the recruiter.
      Show the prompt and the checks
      Describe

      You are helping a recruiter source candidates for a [role title] role. Context: I will paste the must-have competencies, the kind of work we want evidence of, the channels we are using and the pay range. Produce: (1) one search query per channel, using OR for alternatives, AND for things that must all appear and NOT to exclude, with a one-line note on what each query looks for; and (2) a first-outreach template of under 120 words that opens with a [placeholder for something the candidate built], states the problem we are hiring to solve and the pay range, and ends with a low-pressure question. Use British English and inclusive wording. Do not refer to any specific person. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that the queries search for evidence of the work rather than job titles alone, and that the template claims nothing about the role or the pay you can't back up.
      Diligence
      The recruiter personalises every message to something the candidate actually built, and sends it. No names or profile data go into the prompt; AI drafts, people decide whom to contact.

  3. Phase 3

    Select

    Collect the same evidence from every candidate.

    1. 05Check applicationsRequiredApplication screeningCheck every application against the same written knockouts — when unsure, get a second review or move the candidate to the skills stage.Who runs it: RecruiterDone when: Every application reviewed against the same written knockouts within five working days.

      Framework

      Knockout criteria

      How to use it

      1. Derive knockouts only from must-have competencies and genuine legal requirements.
      2. Keep them binary and answerable from the application itself.
      3. Apply them in the same order to every application and log the reason for each rejection.
      More: the remaining steps and why it works

      A small set of yes/no requirements, written in advance, applied to every applicant the same way.

      1. Do not use proxies such as university, employer brand or employment gaps as knockouts.
      2. Anything ambiguous gets a second review or moves forward to the skills stage.

      Why it works: Early screening rejects people before richer evidence exists, so its criteria need the most care. Written criteria make decisions reviewable — but each one must also be job-related, applied consistently and checked for unjustified adverse impact.

      A gate with an 'unclear' routeApply the same written essential checks to every application. Continue when requirements are met or when evidence is unclear. Record the reason when a requirement is not met.ApplicationsMeets essentials?Yes:continueUnclear:continueNo: recordthe reason

      AI as an advantage4D framework

      Delegate
      Hand AI the job of turning your written knockouts into a consistent checklist with reason codes. Reviewing each application stays with the recruiter.
      Show the prompt and the checks
      Describe

      You are helping a recruiter prepare an application-screening checklist for a [role title] role. Context: I will paste the must-have competencies and our written knockout criteria. Produce: (1) each knockout as a yes/no question answerable from an application alone; (2) a short list of reason codes for a 'no'; and (3) a note of any criterion that looks like a proxy — a degree, employer brand or employment gap — rather than a job-related requirement, with a suggested rewrite. Use British English. Do not evaluate any applicant and do not ask for applicant details. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that each question is binary and job-related, and that every flagged proxy has been removed or justified in writing.
      Diligence
      A person reviews every application against the checklist and records the reason. Never paste CVs or applicant details into an AI tool, and never let a tool screen anyone out — in New York City and the EU that can bring automated-decision rules into play.
    2. 06Recruiter callOptionalRecruiter screenHold a 20–30 minute call with the same questions for everyone, and confirm the pay range works.Who runs it: RecruiterDone when: A 20–30 minute call that confirms logistics, motivation and one or two must-have signals.Use when: You are hiring at volume, or pay and logistics need confirming early.Skip when: You have only a handful of applicants — fold the pay and logistics questions into application screening instead.

      Framework

      Structured screening call

      How to use it

      1. Open by explaining the process, timeline and pay range. No surprises later.
      2. Confirm logistics: location, working pattern, notice period and whether the range works for them.
      3. Ask the same 4–6 questions in the same order, and note evidence, not impressions.
      More: the remaining steps and why it works

      The same short set of questions for every candidate, with notes taken against what a strong answer contains.

      1. Leave time for the candidate's questions. Don't score their questions unless they test a written, job-related competency.
      2. Decide within 48 hours and tell the candidate either way.

      Why it works: Using the same questions and written evidence anchors makes answers easier to compare, and a short, predictable call respects the candidate's time.

      The same call structure for everyoneAsk every candidate the same questions about practical needs, motivation and essential skills. Note evidence, leave time for their questions and explain the next step.SAME QUESTIONSEVIDENCE NOTESPractical needsWhat they saidMotivationWhat they saidEssential skillsWhat they saidTheir questions → the next step

      AI as an advantage4D framework

      Delegate
      Hand AI the first draft of the screening-call script and its evidence anchors. Running the call and taking the notes stay with the recruiter.
      Show the prompt and the checks
      Describe

      You are helping a recruiter write a 20–30 minute structured screening call for a [role title] role. Context: I will paste the must-have competencies, the logistics we need to confirm (location, working pattern, notice period) and the pay range. Produce: an opening that explains the process, the timeline and the pay range; 4–6 questions in a fixed order, each with one line on what a strong answer contains; and a closing that asks whether the published range works. Use British English and inclusive wording. Do not include questions about salary history, age, family, health or any other protected characteristic. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that every question is job-related and lawful, that the pay question asks whether the range works rather than for history, and that the anchors describe evidence, not impressions.
      Diligence
      The recruiter asks the same questions of everyone and writes the notes. No candidate details go into the prompt; AI drafts the script, people run the call and decide.
    3. 07Work sampleRequiredSkills assessment / work sampleGive every shortlisted candidate the same timed, job-like task, marked against criteria written in advance.Who runs it: Hiring manager (design) + recruiter (logistics)Done when: Every shortlisted candidate completes the same job-shaped task, marked against criteria written in advance.

      Framework

      Work-sample test

      How to use it

      1. Take a real problem the team solved recently and shrink it to fit the timebox.
      2. Write the marking criteria first, tied to the competency model.
      3. Timebox honestly — for take-home work, a few hours at most — and say so in the brief.
      More: the remaining steps and why it works

      A small, realistic slice of the job, marked against criteria written in advance. Give candidates equivalent materials and arrange reasonable adjustments where required.

      1. State the AI-tool policy in writing. Where the job permits these tools, use equivalent conditions in the assessment and evaluate how candidates verify their output.
      2. Mark without CV details where you can, and have two people mark borderline submissions.

      Why it works: A well-designed work sample gives direct evidence of job-relevant skill rather than a proxy for it, and gives candidates a realistic preview of the work.

      Criteria first, then the workAgree the marking criteria before any submission arrives. Every candidate does the same job-shaped task, with adjustments where needed, and every piece of work is marked against the same criteria.1. Agree the marking criteria2. Same task, same conditionsCandidate ACandidate B3. Mark both against the criteria

      AI as an advantage4D framework

      Delegate
      Hand AI the first draft of the work-sample brief and its marking sheet. Choosing the task, setting the timebox and marking stay with the hiring manager.
      Show the prompt and the checks
      Describe

      You are helping a hiring manager design a work sample for a [role title] role. Context: I will paste the competency model, a real problem the team solved recently with anything confidential removed, the timebox, and our AI-tool policy for candidates. Produce: a candidate-facing brief (what to do, what to hand in, the time cap, how to request an adjustment, which AI tools are allowed and how to report their use); and a marking sheet with 4–6 criteria tied to named competencies, each with what a 1, a 3 and a 5 look like. Use British English and plain, inclusive wording. Do not design anything that needs more than the stated time. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that the task fits the timebox, that every criterion maps to a competency, and that the brief gives all candidates the same starting materials.
      Diligence
      The hiring manager owns the task and the criteria, and people mark every submission. Do not paste candidate submissions into an AI tool for scoring; AI drafts the brief, people mark and decide.
    4. 08Structured interviewsRequiredAI boostStructured interview loopRun structured technical interviews — the same job-specific questions for everyone, each competency led by one interviewer.Who runs it: Interview panel (named in advance)Done when: Every competency has a lead interviewer and at least one second source of evidence, with the same questions for every candidate.

      Framework

      Structured technical interview

      How to use it

      1. Give each competency a lead interviewer, plus a second source of evidence — the work sample, another round or an independent marker. Avoid asking the same thing twice, but never let one person's view be the only evidence for a critical competency.
      2. Ask the three core questions for your round, in order, for every candidate. Use an optional follow-up only if there is time.
      3. Probe each answer: why that choice, what else they considered, and how they would know it worked — until you hear the candidate's own technical decision.
      More: the remaining steps and why it works

      Every candidate gets the same job-specific questions, each interviewer leads on specific competencies, and every answer is probed with the same four follow-ups: what would you do, why, what else did you consider, and how would you know it worked.

      1. Take notes on evidence during the interview. Don't rate until it's over.
      2. Fill in your interviewer sheet and submit it before you talk to any other interviewer.

      Why it works: Structured interviews make answers comparable: every candidate faces the same job-related questions and is scored against the same anchors.

      The interview loopFor each competency: the lead interviewer asks the same core question of every candidate, probes the answer with what, why and what else, scores alone, and the panel reveals scores together. Then the loop repeats for the next competency.CompetencyLeadinterviewerCore question,same for allProbe: what,why, what elseScore aloneRevealtogetherRepeat forevery competency

      AI as an advantageAI boost4D framework

      Delegate
      Hand AI the drafting of probe questions and strong / weak anchors for one competency. Asking, listening and scoring stay with the interviewer.
      Show the prompt and the checks
      Describe

      You are helping an interviewer prepare a structured technical interview for a [role title] role. Context: I will paste one competency, its evidence description and the core question we ask every candidate. Produce: four probes in this fixed order — what would you do, why that choice, what else did you consider, how would you know it worked — tailored to the question; a one-line description of a strong answer and of a weak answer; and two follow-ups to use only if time allows. Use British English and inclusive wording. Keep everything about the work, nothing about the person. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that the probes test the named competency rather than trivia, that the anchors describe observable evidence, and that no question touches a protected characteristic.
      Diligence
      Interviewers ask the same core questions of every candidate and score alone against the rubric. Interview notes and candidate names never go into an AI tool; AI drafts the questions, people interview and decide.

  4. Phase 4

    Decide

    Weigh the evidence, check it, and make the offer.

    1. 09Compare evidenceRequiredScoring, calibration and debriefScore alone against the rubric, reveal scores together, discuss the evidence, then decide.Who runs it: Hiring manager (chairs) + panelDone when: A documented hire / no-hire decision traceable to scored evidence against the competency model.

      Framework

      BARS rubric + independent scoring

      How to use it

      1. Every interviewer scores against the anchors and submits before the debrief starts.
      2. The chair reveals scores together, then discusses the biggest disagreements first.
      3. Discuss evidence, not adjectives. 'Strong communicator' isn't evidence; what the candidate said is.
      More: the remaining steps and why it works

      A behaviourally anchored rating scale (BARS) describes what a 1, 3 and 5 look like for each competency. Interviewers score alone before the debrief.

      1. Treat a 1 on a must-have as a stop-and-review trigger: check the criterion is job-related, look at the evidence and settle big disagreements before deciding.
      2. Record the decision and the reasons against each competency.

      Why it works: Independent scoring reduces the risk that discussion or seniority changes an interviewer's initial judgement before the evidence is reviewed. Behavioural anchors help a '4' mean the same thing to every interviewer.

      From rubric anchors to a calibrated decisionScoring starts from behavioural anchors agreed at intake. Each interviewer writes evidence notes, scores alone, the weighted total uses the weights fixed at intake, and the panel calibrates by revealing scores together and discussing the widest gaps.Rubric anchors, e.g. 1 · 3 · 51No reason given for the choice3Explains the choice5Weighs the trade-offs and the risksEvidence notes: what the candidate said or didScore alone, before any discussionWeighted total — weights fixed at intakeCalibrate: reveal together,discuss the widest gaps↺ refine the anchors for the next hire

      AI as an advantage4D framework

      Delegate
      Hand AI the drafting of a blank debrief worksheet and agenda from the competency rubric alone. People add the evidence locally; the scores and the decision stay with the panel.
      Show the prompt and the checks
      Describe

      You are helping a hiring manager prepare a debrief for a [role title] role. Context: I will paste the competency rubric only — the competencies, their weights and their 1, 3 and 5 anchors. Produce: (1) a blank debrief worksheet with one row per competency and empty columns for each interviewer's independent score, the evidence they cite, the spread of scores and an 'evidence gap?' box; (2) a 45-minute agenda: confirm every scorecard is in and reveal all scores at once, discuss the widest spreads using evidence only, review any must-have scored 1, then look at the weighted total and decide (hire, no hire or one targeted follow-up), and record the reasons; and (3) neutral questions the chair can ask to draw out evidence rather than adjectives. Leave every evidence and score cell empty. Do not suggest a score, a rating or a recommendation. Use British English. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that the worksheet follows your rubric exactly — same competencies, weights and anchors — and that the agenda keeps independent scores hidden until the reveal.
      Diligence
      Interviewers fill in the evidence and scores locally, alone, before the debrief, and the panel decides together. Candidate notes and personal data never go into an AI tool; AI never scores, ranks or compares candidates.
    2. 10Check referencesOptionalReferences and background checksAsk two people who saw the candidate's work for specific examples; run only lawful, relevant checks.Who runs it: Recruiter (references) + HR (checks)Done when: At least two references that test specific competencies, plus only the checks that are lawful and relevant to the role.Use when: It is lawful where you hire, and specific evidence from a referee would change the decision.Skip when: Local law or company policy rules it out.

      Framework

      Competency-based referencing

      How to use it

      1. With the candidate's consent, ask for two people who saw their relevant work directly — ideally a former manager and a peer.
      2. Accept suitable alternatives if a manager or peer isn't available, and never penalise a candidate for a former employer's no-reference policy.
      3. Aim your questions at the one or two competencies the debrief was least sure about.
      More: the remaining steps and why it works

      Treat references as a last structured conversation about the candidate's work, aimed at the competencies where your evidence is thinnest.

      1. Ask for examples, not ratings. 'Tell me about a time they…' works here too.
      2. Set the timing of each background check by the law and policy that apply.

      Why it works: Generic reference questions tend to produce little job-related evidence. Asking for specific examples tied to the role's competencies turns referencing into something you can use.

      Use references to fill an evidence gapWith the candidate's consent, ask a former manager and a peer for specific examples about the competency the panel was least sure of, and record the evidence.What are we still unsure about?with the candidate's consentAsk a formermanagerAsk a peerRecord specific examples

      AI as an advantage4D framework

      Delegate
      Hand AI the drafting of reference questions aimed at the competency the panel was least sure about. Choosing referees, making the calls and interpreting the answers stay with the recruiter.
      Show the prompt and the checks
      Describe

      You are helping a recruiter write competency-based reference questions for a [role title] role. Context: I will paste the competency model and the one or two competencies where our evidence is thinnest — no candidate details. Produce: 3–4 questions per competency that ask for specific examples ('tell me about a time…') rather than ratings; an opening question about how the referee worked with the person and for how long; and a closing question about what their next manager could do to help them do their best work. Use British English and inclusive wording. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that the questions ask for examples rather than opinions, that they stay on job-related competencies, and that none asks about health, family or other protected matters.
      Diligence
      References are taken with the candidate's consent and interpreted by people. Referee answers and candidate details never go into an AI tool; AI drafts the questions, people decide.
    3. 11Agree the offerRequiredOffer, negotiation and closeMake the offer within the approved band, built around what the candidate said matters to them.Who runs it: Hiring manager + recruiterDone when: An accepted written offer within the approved band, with a start date.

      Framework

      Close plan (motivators → offer → objections)

      How to use it

      1. List the candidate's top three motivators from your notes at every stage.
      2. Make the verbal offer personally, and link each part of it to a motivator.
      3. Ask what else they are weighing and when they have to decide.
      More: the remaining steps and why it works

      Build the offer around what the candidate told you they care about, anticipate their objections, and make sure the verbal and written offers match.

      1. Place the offer in the band using the same pre-set, job-related factors for everyone, and record why.
      2. Send the written offer promptly after the verbal one.

      Why it works: A close plan ties the offer to the candidate's stated priorities and makes approvals explicit before the final interview.

      Match their priorities to the offerBuild the offer around the priorities the candidate told you about, resolve open questions, stay within the approved range and confirm everything in writing.THEY VALUEOFFER DETAILGrowthLearning supportFlexibilityWork patternImpactRole scopeResolve questions → confirm in writing

      AI as an advantage4D framework

      Delegate
      Hand AI the first draft of the offer message built around what the candidate said matters to them. The figure, the approval and the conversation stay with the hiring manager.
      Show the prompt and the checks
      Describe

      You are helping a hiring manager draft an offer message for a [role title] role. Context: I will paste three general priority categories (for example: learning, flexibility, scope) — not the candidate's words, notes or personal details; the parts of the offer; and the start-date options — without the salary figure. Produce: a warm, plain-English message that links each part of the offer to one of their priorities, says what happens next and when the written offer follows, and invites questions. Use British English and inclusive wording, and leave [brackets] for figures and names. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that nothing promised is outside policy or the approved band, that every claim about the role is true, and that the message reads as personal rather than templated.
      Diligence
      The hiring manager places the offer in the band using the same pre-set factors for everyone and makes the verbal offer personally. Figures and personal details are filled in by people, never pasted into AI.

  5. Phase 5

    Onboard & learn

    Set the hire up to succeed, then measure and improve the process.

    1. 12Help them settle inRequiredPre-boarding and 30-60-90 onboardingHave access and a buddy ready on day one, agree a written 30-60-90 plan in week one, and check progress at days 30, 60 and 90.Who runs it: Hiring manager + buddy + HRDone when: A new hire who has worked through a written 30-60-90 plan tied to the 12-month outcomes, with a check-in at each milestone.

      Framework

      30-60-90 day plan

      How to use it

      1. Before day one: equipment, access, a named buddy and a first-week schedule.
      2. Days 1–30, learn: systems, people and the current state of the work.
      3. Days 31–60, contribute: a first scoped piece of work shipped with support.
      More: the remaining steps and why it works

      Three phases — learn, contribute, own — with written expectations for each, agreed with the new hire in week one.

      1. Days 61–90, own: an area of responsibility with clear outcomes.
      2. Hold a check-in at each milestone against the written plan.

      Why it works: Hiring doesn't end at the signature. A written onboarding plan makes expectations and support visible to the new hire and their manager.

      Prepare, learn, contribute, ownPrepare access and a buddy before day one. Days 1–30: learn. Days 31–60: contribute a first deliverable. Days 61–90: own an area. Check in at each milestone.0Before day oneAccess, equipment and a buddy30Days 1–30 · LearnSystems, people, current state✓ Day 3060Days 31–60 · ContributeFirst scoped deliverable✓ Day 6090Days 61–90 · OwnAn area with clear outcomes✓ Day 90Day 0 = start date · check in at days 30, 60 and 90

      AI as an advantage4D framework

      Delegate
      Hand AI the first draft of the 30-60-90 plan from the 12-month outcomes. Agreeing the plan with the new hire stays with the manager.
      Show the prompt and the checks
      Describe

      You are helping a hiring manager draft a 30-60-90 day onboarding plan for a new [role title]. Context: I will paste the 12-month outcomes from the intake meeting, the systems and people the hire will work with, and anything they will need before day one. Produce: a pre-boarding checklist (equipment, access, a named buddy, a first-week schedule); then three sections — days 1–30 learn, days 31–60 contribute, days 61–90 own — each with 3–4 concrete, checkable expectations and one milestone check-in question. Use British English and plain wording. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that each expectation is realistic for a new starter, ties back to a 12-month outcome, and offers the hire support rather than a test.
      Diligence
      The manager agrees the plan with the new hire in week one and owns the check-ins. The new hire's personal details stay out of the prompt.
    2. 13Measure time to hireRequiredAI boostMeasure the process: mean time to hireWhen the hire accepts, record how many days each step took, find where time was lost, and fix one thing before the next hire.Who runs it: Recruiter / talent lead + hiring managerDone when: A stage-by-stage timing record for this hire, the slowest step named, and one change agreed before the next requisition opens.

      Framework

      Mean time to hire, by stage

      How to use it

      1. When the hire accepts, write down the date each stage started and ended, and the day the successful candidate entered the pipeline.
      2. Work out the days per stage, the time to hire and the time to fill, and mark the slowest stage.
      3. Note the offer-acceptance rate and the stage where most candidates dropped out.
      More: the remaining steps and why it works

      Time to hire is the number of days from the successful candidate entering your pipeline (their application or your first contact) to their accepted offer; mean time to hire is that figure averaged across hires. Time to fill — requisition approval to acceptance — is a separate measure. Record both per stage, so you can see where the time went rather than only the total.

      1. Separate waiting time (scheduling, approvals, silence) from working time, and decide which one to shorten.
      2. Fix one thing before the next hire, and write down what you changed.

      Why it works: A single total hides where the delay sits. Per-stage timing points at the one step to fix, and the acceptance rate and drop-out points show whether candidates kept pace with the process.

      Where did the days go?An example of days per phase. Time to hire runs from the successful candidate entering the pipeline (application or first contact) to the accepted offer, averaged across hires for mean time to hire; time to fill runs from requisition approval to acceptance and is recorded separately. Planning before requisition approval counts towards neither measure; from approval, Plan days count towards time to fill only; onboarding runs after acceptance to the 90-day check. The longest bar (Select) is the step to fix first. Record the offer-acceptance rate and where candidates dropped out as well.DAYS PER PHASE · EXAMPLEPlanafter approval: time to fill onlyAttractSelectslowestDecideOnboardto the 90-day checktime to hireTime to hire: the hire's application → accepted offerOffers accepted ÷ madeWhere did they drop out?

      AI as an advantageAI boost4D framework

      Delegate
      Hand AI the job of building a blank timing worksheet and the instructions for reading it. Entering dates, working out the timings and deciding what to change stay with the recruiter and the hiring manager.
      Show the prompt and the checks
      Describe

      You are helping a recruiter and a hiring manager set up a timing review for a [role title] hire. Context: I will list the stage names we used, in order (for example requisition approved, sourcing, screening, recruiter call, work sample, interviews, debrief, references, offer accepted). Produce: (1) a blank worksheet with one row per stage and columns for start date, end date, days in stage, days spent waiting (scheduling, approvals, no reply) and number of candidates who entered and left; (2) step-by-step instructions for us to work out, from our own records, time to hire (the successful candidate's entry to the pipeline, by application or first contact, to the accepted offer; average it across hires for mean time to hire) and, separately, time to fill (requisition approval to the accepted offer); (3) five questions we should ask about the slowest stage, separating waiting from working; (4) a short template for recording one change to make before the next hire. Use British English. Do not include benchmarks or example figures. Ask me questions if anything is missing. Rule: do not ask for, and I will not paste, candidate names, interview notes, CVs, submissions or any other personal data. If any appears, stop and tell me to remove it.

      Discern
      Check that the worksheet covers every stage you actually ran, that the two definitions are not mixed up, and that the questions point at the process rather than at any person.
      Diligence
      People fill in the dates and do the arithmetic from their own records, choose the one thing to fix and write it down. No dates, names or details about any candidate go into the prompt.

Use what you learnt to improve the next hire

The whole flow at a glance

Five phases, thirteen steps. Dashed steps are optional. A candidate who is not a fit can leave at four points — close kindly and tell them promptly.

  1. 1 · Plan

    1. 01 Plan the role
    2. 02 Agree success ✦

  2. 2 · Attract

    1. 03 Write the job ✦
    2. 04 Find candidates ✦

  3. 3 · Select

    1. 05 Check applications↳ not a fit? close kindly
    2. 06 Recruiter call
    3. 07 Work sample↳ not a fit? close kindly
    4. 08 Structured interviews ✦↳ not a fit? close kindly

  4. 4 · Decide

    1. 09 Compare evidence↳ not a fit? close kindly
    2. 10 Check references
    3. 11 Agree the offer

  5. 5 · Onboard & learn

    1. 12 Help them settle in
    2. 13 Measure time to hire ✦

Not a fit at any of these points? Close kindly: tell the candidate promptly, with the reason you recorded.

Dashed = optional step · ✦ = AI boost, a big drafting win

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