Use this skill when writing job descriptions, building sourcing strategies, designing screening processes, or creating interview frameworks. Triggers on job descriptions, candidate sourcing, screening criteria, interview loops, recruiting pipelines, offer management, and any task requiring talent acquisition process design.
Instalar com Codex ou Claude Copie este prompt, cole no Codex, Claude ou outro assistente e deixe que ele revise a página da skill e instale para você.
Um comando direto ignora o prompt de revisão. Verifique a origem antes de executá-lo.
Instruções da origem · Visualização somente leitura
name
recruiting-ops
version
0.1.0
description
Use this skill when writing job descriptions, building sourcing strategies, designing screening processes, or creating interview frameworks. Triggers on job descriptions, candidate sourcing, screening criteria, interview loops, recruiting pipelines, offer management, and any task requiring talent acquisition process design.
Structured process reduces bias - Unstructured interviews measure confidence and
likability, not job performance. Every hiring decision should rest on a defined
scorecard with consistent signals evaluated the same way across all candidates.
Standardize questions, calibrate interviewers, and separate data collection from
evaluation to prevent halo effects and affinity bias.
Speed is a competitive advantage - The best candidates are off the market in
7-14 days. Slow loops, delayed feedback, and scheduling gaps lose top talent to
faster competitors. Measure time-in-stage, eliminate unnecessary interview rounds,
and make offer decisions within 24 hours of a final interview.
Sell while you evaluate - Every touchpoint is a chance to lose or win a candidate.
Interviewers who show up unprepared, ask hostile questions, or fail to explain the
role's impact drive rejection rates up. Train every interviewer on the pitch: mission,
team, growth path, and why this role matters now.
Data-driven pipeline - Track conversion rates at every funnel stage. If
application-to-screen rate is high but screen-to-onsite is low, the phone screen is
miscalibrated. If offer acceptance rate is below 80%, the offer or closing process
is broken. Metrics tell you where the process leaks before it costs you headcount.
Candidate experience matters - Candidates who have a bad experience - ghosting,
rude interviewers, confusing processes - become vocal detractors. Candidates who have
a great experience become fans, even if not hired. Timely communication, clear
expectations, and respectful feedback are the baseline.
Each stage has a target conversion rate. Deviation from baseline signals a broken
stage, not a broken candidate pool. Track volume and conversion at every gate.
Sourcing channels
Channel
Best for
Cost
Time to fill
Employee referrals
Culture fit, passive candidates
Low
Fast
LinkedIn Recruiter
Senior / specialized roles
Medium
Medium
Job boards (LinkedIn, Indeed, Greenhouse)
High-volume, entry/mid-level
Low-Medium
Fast
Niche communities (Discord, Slack, forums)
Technical / domain-specific roles
Low
Slow
Recruiting agencies
Executive, urgent, highly specialized
High
Variable
GitHub / Dribbble / portfolio sites
Engineers, designers
Low
Slow
Conferences and meetups
Senior, passive, community-active talent
Medium
Slow
Sourcing rule: Use at least three channels per role. Referrals should be one channel
but never the only channel - they homogenize the candidate pool.
Screening criteria
A screening rubric must be defined before outreach begins. It contains:
Must-haves: Hard requirements. Failing any disqualifies. Keep this list short (3-5 items).
Strong-to-haves: Differentiating signals that raise conviction. Not disqualifying.
Anti-signals: Patterns that suggest misalignment with the role or team.
Selling points: What to emphasize to this candidate profile to drive conversion.
Calibration rule: Every must-have must be directly tied to a core job responsibility.
"5+ years of experience" is a proxy, not a criterion. Replace proxies with skills
or demonstrated behaviors wherever possible.
Interview loops
An interview loop maps each competency to an interviewer and a set of defined questions.
No interviewer should evaluate a competency they were not assigned. No competency
should be left unassigned.
Loop design steps:
1. List 5-7 competencies required for success in the role.
2. Assign each competency to exactly one interviewer.
3. Write 3-5 behavioral or technical questions per competency.
4. Define what a strong, acceptable, and weak response looks like.
5. Hold a pre-loop calibration with all interviewers before the first candidate.
6. Hold a debrief within 24 hours of each loop. Collect written scores first,
then discuss to prevent anchoring.
Common tasks
Write an inclusive job description
Template structure:
[ROLE TITLE]
About [Company]:
2-3 sentences. Mission, stage, and what makes this team worth joining.
Avoid superlatives ("best", "world-class"). Use specific, factual claims.
What you will do:
5-7 bullet points. Focus on impact, not activities.
Start each bullet with a verb: "Design", "Own", "Partner with", "Drive".
At least one bullet should describe scope and autonomy.
What we are looking for:
Must-haves: 3-5 items. Frame as skills or behaviors, not years of experience.
Nice-to-haves: 2-3 items. Clearly labeled as optional.
Do NOT include gender-coded language ("rockstar", "ninja", "dominant").
Compensation and benefits:
State the salary range explicitly. Opacity signals disrespect.
List equity, benefits, and any remote/hybrid/in-office policy.
How to apply:
Clear next step. Timeline expectation. Who they will hear from.
Inclusivity checklist before publishing:
Remove gendered language (run through a gender decoder tool)
Eliminate jargon or acronyms without context
List a salary range - candidates from underrepresented groups are less likely to apply
without one
Review the must-haves list: does every item directly predict job performance?
Add an explicit accommodation statement for accessibility
See references/job-description-templates.md for engineering, product, and marketing
role templates.
Subject: [Specific hook - why you are reaching out to them specifically]
Body:
1. Why you reached out to THEM (reference their work, post, or project - be specific)
2. What the role is in 1-2 sentences (company, team, problem they will work on)
3. Why now (why this role matters at this stage of the company)
4. One soft CTA: "Would you be open to a 20-minute conversation?"
Do NOT:
- Use copy-paste templates with no personalization
- Lead with "exciting opportunity" or "great culture"
- Ask for a resume in the first message
- Send follow-ups more than twice
Referral program design:
Bonus amount: $1,000-$5,000 depending on role level, paid after 90-day cliff
Notify the referrer at every stage transition, even if the candidate is rejected
Close the loop: if you pass on a referral, tell the referrer why (at a high level)
Design screening criteria
Scorecard template:
Role: [Title]
Hiring manager: [Name]
Date calibrated: [Date]
MUST-HAVES (disqualifying if absent):
[ ] [Skill or behavior] - Evidence to look for: [specific signal]
[ ] [Skill or behavior] - Evidence to look for: [specific signal]
[ ] [Skill or behavior] - Evidence to look for: [specific signal]
STRONG-TO-HAVES (differentiating, not disqualifying):
[ ] [Skill or behavior]
[ ] [Skill or behavior]
ANTI-SIGNALS (not disqualifying alone, but raise concern):
- [Pattern] - because [reason this predicts poor fit]
- [Pattern] - because [reason this predicts poor fit]
SELLING POINTS FOR THIS CANDIDATE PROFILE:
- [What to emphasize to convert this type of candidate]
Calibration meeting agenda (30 min):
Hiring manager walks through the must-haves and anti-signals (10 min)
Each interviewer states their assigned competencies and 2-3 key questions (15 min)
Agree on the debrief format and scoring scale (5 min)
Create an interview loop
Loop structure by role type:
Engineering (IC):
Stage 1 - Recruiter screen (30 min): motivation, logistics, high-level experience
Stage 2 - Hiring manager screen (45 min): role fit, past projects, team dynamics
Stage 3 - Technical assessment: take-home OR live coding (45-60 min)
Stage 4 - Onsite loop (3-4 hours total):
- Systems design / architecture (60 min)
- Depth interview: past technical work (45 min)
- Cross-functional collaboration (45 min)
- Bar raiser / values interview (45 min)
Product Manager:
Stage 1 - Recruiter screen (30 min)
Stage 2 - Hiring manager screen (45 min)
Stage 3 - Product exercise: written or live case study
Stage 4 - Onsite loop:
- Product sense and strategy (60 min)
- Execution and metrics (45 min)
- Leadership and influence (45 min)
- Engineering / design partner interview (45 min)
Interviewer assignment rules:
No interviewer does two back-to-back interviews with the same candidate (fatigue bias)
At least one interviewer should be from a different team (bar raiser function)
All interviewers receive the resume and scorecard 24 hours before the loop
Debrief must happen within 24 hours; score independently before discussing
Manage the offer process
Offer timeline:
Day 0: Final debrief complete. Hiring decision made.
Day 1: Verbal offer extended by hiring manager (not recruiter - signals importance).
Cover: base, equity, bonus, start date, and one to two personalized selling points.
Day 1-2: Written offer letter sent within 24 hours of verbal acceptance.
Day 3-7: Candidate decision window. Check in once at midpoint.
Day 7+: If no decision, ask directly: "Is there anything preventing you from deciding?"
Comp structure to communicate:
Base salary: $[range]. Explain where they land in band and why.
Equity: [shares or %]. Explain vesting schedule, cliff, and current valuation context.
Bonus: [target %]. Explain how it is calculated and historical payout.
Benefits: Health, dental, vision, 401k match, PTO policy. List specifics, not "competitive".
Start date: Propose a date; leave room to negotiate.
Offer expiration: 5-7 business days. Shorter creates pressure; longer delays close.
Closing tactics for reluctant candidates:
Identify the real hesitation - ask directly, do not assume it is compensation
Arrange a call with the hiring manager or a peer they connected with in the loop
Share a specific example of growth or impact from a current team member
If competing offer exists: do not get into a bidding war on unknown numbers; ask to
see the competing offer before matching or beating it
Know your walk-away: if the candidate needs more than a 10-15% comp adjustment to
accept, re-examine whether they are the right hire
Time-in-stage heatmap (where candidates get stuck)
Build employer brand
Core assets:
Careers page:
- Team photos and short videos (authentic, not over-produced)
- Engineering blog or Notion page with technical writing
- "A day in the life" content for key roles
- Explicit statement on remote/hybrid/in-office
- Transparent salary bands (or at minimum, a public pay philosophy)
Glassdoor / Blind:
- Respond to all reviews - positive and negative - within 2 weeks
- Do not argue with negative reviews; acknowledge and explain what changed
- Encourage current employees to leave honest reviews (never fake or coerced)
Conference and community presence:
- Engineers speaking at relevant conferences signals technical credibility
- Sponsoring niche communities (Discord, Slack groups) drives passive awareness
- Open source contributions show culture and work quality
A 15-bullet must-haves list discourages strong candidates (especially women) and fills the funnel with poor fits
Limit must-haves to 3-5 directly job-relevant criteria; move everything else to nice-to-haves
Unstructured interviews ("tell me about yourself")
Measures charisma and communication style, not job-relevant competencies; introduces significant bias
Define competencies, assign them to interviewers, and use behavioral questions with a scoring rubric
Ghosting rejected candidates
Damages employer brand; candidates remember and share bad experiences publicly
Send rejections within 5 business days of a decision; personalize the message for candidates who reached onsite
Slow offer process (> 5 days from decision to verbal offer)
Top candidates accept competing offers; every day of delay is lost pipeline
Pre-align on comp band and approval chain before the loop; make the verbal offer within 24 hours of the debrief
Single-channel sourcing (only LinkedIn or only referrals)
Homogenizes the candidate pool; creates blind spots in diversity and skill coverage
Activate at least three channels per req; review source diversity quarterly
Collecting interview feedback verbally only
Anchoring bias: the loudest voice in the debrief shapes everyone else's recall
Require written scorecards submitted before the debrief meeting begins
Gotchas
Must-haves list growing during the hiring process - Hiring managers add requirements after seeing candidates, retroactively raising the bar in ways that weren't calibrated. Lock the must-haves list before the first screen and treat post-calibration changes as scope creep requiring explicit sign-off.
Debrief discussion before written scores submitted - The loudest voice in the debrief anchors everyone else's recall. Require all interviewers to submit written scorecards independently before the debrief call begins. This is the highest-impact structural change for reducing bias.
Verbal offer extended by recruiter instead of hiring manager - A verbal offer delivered by a recruiter signals the role is transactional. The hiring manager extending the offer personally signals the candidate matters. This is especially important for senior hires and competitive situations.
Competing offer handled by guessing at the number - When a candidate has a competing offer, matching or beating an unknown number is a negotiation mistake. Ask to see the competing offer before responding. Counter on total value (equity, growth, mission), not just base salary.
Referral pipeline used as the primary or only channel - Employee referrals produce fast, culturally similar hires, but relying on them exclusively homogenizes the team. Use referrals as one of at least three channels; audit source diversity quarterly.
References
For detailed templates and examples, load the relevant file from references/:
references/job-description-templates.md - full job description templates for engineering, product, and marketing roles with inline guidance
references/interview-scorecard.md - scorecard templates for IC, manager, and leadership interviews with behavioral anchors
references/offer-letter-template.md - offer letter template with compensation breakdown, equity explanation, and closing email scripts
Only load a references file when the current task requires it.
Companion check
On first activation of this skill in a conversation: check which companion skills are installed by running ls ~/.claude/skills/ ~/.agent/skills/ ~/.agents/skills/ .claude/skills/ .agent/skills/ .agents/skills/ 2>/dev/null. Compare the results against the recommended_skills field in this file's frontmatter. For any that are missing, mention them once and offer to install:
