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Talent Acquisition

  • 308 installs
  • 451 repo stars
  • Updated July 21, 2026
  • borghei/claude-skills

talent-acquisition is a Claude Code skill that designs hiring funnels, job descriptions, interview loops, and offer strategies to recruit engineers and operators for growing engineering organizations.

About

talent-acquisition is a Claude Code skill for structuring engineering hiring as organizations add headcount. It helps agents draft job descriptions, define interview loops, shape hiring funnels, and plan offer strategies targeted at engineers and technical operators. The skill supports repeatable recruiting workflows instead of one-off hiring notes, so teams can standardize evaluation stages and role expectations. Engineering managers and tech leads reach for talent-acquisition when open roles, panel design, or compensation conversations need structured artifacts aligned to scaling team needs.

  • Job description and role scoping
  • Interview loop design
  • Candidate sourcing strategies
  • Offer and compensation framing
  • Hiring process optimization

Talent Acquisition by the numbers

  • 308 all-time installs (skills.sh)
  • Ranked #894 of 3,282 Productivity & Planning skills by installs in the Skillselion catalog
  • Data as of Aug 5, 2026 (Skillselion catalog sync)
npx skills add https://github.com/borghei/claude-skills --skill talent-acquisition

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Listed on Skillselion
Installs308
repo stars451
Last updatedJuly 21, 2026
Repositoryborghei/claude-skills

How do you design engineering interview loops and job descriptions?

Design hiring funnels, job descriptions, interview loops, and offer strategies to recruit engineers and operators as a startup scales its team.

Who is it for?

Engineering managers and tech leads scaling hiring who need structured job posts, interview stages, and offer planning artifacts.

Skip if: Developers writing application code, automated CI pipelines, or legal compensation contracts without recruiting context.

When should I use this skill?

The user asks to design hiring funnels, write engineering job descriptions, plan interview loops, or draft offer strategies.

What you get

Hiring funnel outlines, job descriptions, structured interview loops, and offer strategy drafts for technical roles.

  • job descriptions
  • interview loop plans
  • hiring funnel outlines

Files

SKILL.mdMarkdownGitHub ↗

Talent Acquisition

The agent operates as a senior talent acquisition partner, applying structured hiring methodology to build high-performing teams efficiently and equitably.

Clarify First

Before generating the artifact, confirm these inputs. If any is unknown or vague, ASK — do not assume:

  • [ ] Role + level + must-have vs nice-to-have — drives the job description, comp band, and scorecard competencies
  • [ ] Deliverable (job description, sourcing plan, interview scorecard, or funnel analysis) — selects the template
  • [ ] Compensation band / budget — drives the JD comp section and offer; also confirms the role is approved
  • [ ] Role type (tech vs non-tech, IC vs exec) — sets the funnel benchmarks and source channel matrix

Stop rule: ask only the 2-3 that most change the output. If the user says "just draft it," proceed and list your assumptions at the top of the artifact.

Workflow

1. Define the role -- Collaborate with the hiring manager to draft a job description using the template below. Confirm level, compensation band, and must-have vs nice-to-have requirements. Validate that the role is approved and budgeted before proceeding. 2. Build sourcing strategy -- Select channels based on the role profile (see Source Channel Matrix). Set weekly outreach targets and pipeline stage goals. 3. Screen candidates -- Apply the structured phone screen framework. Score against must-have criteria. Pass or reject within 48 hours. 4. Run interviews -- Use competency-based scorecards. Every interviewer scores independently before the debrief to prevent anchoring bias. 5. Extend offer -- Follow the offer approval workflow. Present a verbal offer, handle negotiation, and send the written offer within 24 hours of verbal acceptance. 6. Close and onboard -- Confirm start date, initiate background check, and hand off to hiring manager with a 30-60-90 day plan.

Checkpoint: After step 1, validate the job description against DEI inclusive language guidelines before posting.

Hiring Funnel Metrics

StageMetricBenchmark
Application to ScreenConversion rate40-50%
Screen to InterviewConversion rate30-40%
Interview to OfferConversion rate15-25%
Offer to AcceptAcceptance rate80-90%
End-to-endTime to fill30-45 days
End-to-endCost per hire$3,000-5,000
Post-hireQuality of hire (90-day performance + retention)80%+

Source Channel Matrix

ChannelBest ForCostQualityTypical Yield
LinkedIn RecruiterAll roles$$High8-12% response
Employee referralsCulture-fit roles$Highest40-60% interview rate
Job boards (Indeed, etc.)Volume hiring$$Medium2-5% qualified
AgenciesSpecialized / executive$$$High50-70% submit-to-interview
Events / meetupsEarly career, niche$$MediumRelationship-driven
Direct sourcingExecutives, passive$High5-10% response

Job Description Template

# [Job Title] - [Level]

## About [Company]
[2-3 sentences: mission, stage, team size]

## The Role
[What the person will own and why it matters to the business]

## Responsibilities
- [Action verb] + [deliverable] + [impact]
- [Action verb] + [deliverable] + [impact]
- [Action verb] + [deliverable] + [impact]

## Requirements
**Must have:**
- [X] years in [domain]
- Demonstrated skill in [specific competency]

**Nice to have:**
- Experience with [tool/framework]
- Background in [adjacent domain]

## Compensation
- Base: $[min]-$[max]
- Equity: [details]
- Benefits: [highlights]

## Hiring Process
1. Application review (48 hr)
2. Recruiter screen (30 min)
3. Hiring manager interview (45 min)
4. Skills assessment (1-2 hr)
5. Final panel (2-3 hr)
6. Offer

Compensation Band Framework

LevelTitleBase RangeEquityTotal Comp Target
IC1Entry-level (0-2 yr)$70-90K$5-15K$80-100K
IC2Mid-level (2-5 yr)$90-120K$15-30K$105-140K
IC3Senior (5-8 yr)$120-160K$30-60K$150-200K
IC4Staff (8-12 yr)$160-200K$60-120K$220-300K
IC5Principal (12+ yr)$200-250K$120-200K$320-420K

Position within band based on: scope of role, candidate experience, internal equity, and market data percentile (target 50th-75th).

Interview Scorecard

# Scorecard: [Candidate] for [Role]

**Interviewer:** [Name]
**Date:** [Date]
**Stage:** [Phone Screen / Technical / Final]

## Competency Ratings (1-5 scale)

| Competency | Weight | Rating | Evidence |
|------------|--------|--------|----------|
| Technical depth | 40% | | [Specific example from interview] |
| Problem solving | 20% | | [Specific example from interview] |
| Communication | 20% | | [Specific example from interview] |
| Culture alignment | 20% | | [Specific example from interview] |

**Weighted Score:** [calculated]

## Recommendation
[ ] Strong Hire  [ ] Hire  [ ] No Hire  [ ] Strong No Hire

## Key Strengths
-

## Key Concerns
-

Behavioral Interview Questions (STAR Format)

CompetencyQuestion
LeadershipTell me about a time you led a team through a difficult situation. What was the outcome?
Problem SolvingDescribe a complex problem you solved. Walk me through your approach step by step.
CollaborationGive an example of a successful cross-functional project you contributed to.
Conflict ResolutionTell me about a disagreement with a colleague and how you resolved it.
ResilienceDescribe a time you failed. What did you learn and what did you do differently?

Example: Hiring Funnel Analysis

A company struggling with a 45-day time-to-fill and 65% offer acceptance rate:

DATA (Q4, 12 open reqs)
  Applications: 600
  Screened:     288 (48% pass rate)
  Interviewed:   86 (30% pass rate)
  Offers:        14 (16% pass rate)
  Accepted:       9 (64% acceptance -- below 80% benchmark)

BOTTLENECK ANALYSIS
  1. Offer acceptance (64%) -- 36% decline rate
     Root cause: Offers extended 5+ days after final interview.
     Candidates accept competing offers in the gap.

  2. Interview-to-offer (16%) -- slightly below benchmark
     Root cause: Panel interviews adding 7 days to process.

ACTIONS
  1. Compress offer timeline: verbal offer within 48 hr of final interview
  2. Replace 4-person panel with 2 focused 1:1s (saves 5 days)
  3. Add "warm close" step: recruiter checks candidate sentiment before offer

RESULT (Q1, 10 open reqs)
  Time to fill: 32 days (-29%)
  Offer acceptance: 85% (+21 points)
  Cost per hire: $3,800 (-15%)

Offer Approval Workflow

1. Recruiter determines initial offer based on compensation band and candidate profile. 2. Hiring manager reviews and confirms level and scope alignment. 3. HRBP checks internal equity and budget availability. 4. Finance approves if offer exceeds band midpoint or total comp threshold. 5. Verbal offer extended. Written offer sent within 24 hours of verbal acceptance.

Employer Value Proposition

Structure the EVP around five pillars:

PillarKey MessageProof Points
MissionWhy the company existsCustomer impact stories
CultureHow the team worksGlassdoor rating, employee testimonials
GrowthCareer developmentPromotion rate, learning budget
RewardsTotal compensationComp percentile positioning, benefits
FlexibilityWork-life integrationRemote policy, PTO structure

Hiring Analytics

MetricFormulaBenchmark
Time to FillReq open date to offer accept date30-45 days
Time to HireFirst candidate contact to accept14-21 days
Cost per HireTotal recruiting spend / Hires$3-5K
Quality of Hire(90-day performance + 1-yr retention) / 280%+
Offer Accept RateAccepts / Offers extended85%+
Source EffectivenessHires per source / Cost per sourceVaries

Reference Materials

  • references/interviewing.md - Interview best practices
  • references/sourcing.md - Sourcing strategies
  • references/employer_brand.md - Employer branding guide
  • references/dei_hiring.md - Inclusive hiring practices

Scripts

# Analyze job descriptions for bias, readability, and quality
python scripts/job_posting_analyzer.py --file job_description.md
python scripts/job_posting_analyzer.py --file job_description.md --json

# Track candidate pipeline funnel metrics
python scripts/candidate_pipeline_tracker.py --file pipeline.csv
python scripts/candidate_pipeline_tracker.py --file pipeline.csv --json

# Generate structured interview scorecards
python scripts/interview_scorecard.py --role "Senior Engineer" --level IC3
python scripts/interview_scorecard.py --role "Product Manager" --level IC2 --json

Troubleshooting

ProblemRoot CauseResolution
Low application volumePoor job distribution, weak employer brand, or overly narrow requirementsAudit posting reach across channels; A/B test job titles; reduce must-have requirements to true essentials (aim for 5-7 max)
High screen-to-interview drop-offMisalignment between recruiter screen criteria and hiring manager expectationsRun a calibration session with the hiring manager before sourcing; agree on 3-4 non-negotiable criteria with concrete examples
Low offer acceptance rate (< 80%)Slow offer turnaround, uncompetitive compensation, or poor candidate experienceCompress decision-to-offer to 48 hours; benchmark comp at 50th-75th percentile; add a "warm close" step where the recruiter gauges candidate sentiment before extending
High first-year attrition (> 20%)Expectation mismatch during hiring, weak onboarding, or manager misalignmentImplement realistic job previews; extend structured onboarding to 90 days; pair new hires with a buddy
Interviewer inconsistencyNo shared rubric, anchoring bias in debriefs, or untrained interviewersMandate independent scoring before debrief; train all interviewers on structured behavioral techniques; rotate interview panels quarterly
Diversity pipeline is thinOver-reliance on referrals and single-channel sourcingAdd 2-3 diversity-focused sourcing channels; partner with ERGs for referrals; blind resume screening for initial pass
Candidate ghosting after interviewLengthy process, lack of communication, or competing offersSend status updates within 24 hours of each stage; target 5-day max between stages; collect feedback even from declined candidates

Success Criteria

DimensionMetricTargetMeasurement
SpeedTime to fill< 35 days (tech), < 25 days (non-tech)ATS req-open to offer-accept timestamps
SpeedTime to hire< 18 days from first contact to acceptATS candidate journey timestamps
CostCost per hire< $4,500 (direct roles), < $8,000 (agency)Total recruiting spend / hires per quarter
QualityQuality of hire> 80% (90-day performance + 1-yr retention average)HRIS performance data + retention tracking
QualityOffer acceptance rate> 85%Offers accepted / offers extended
QualityFirst-year retention> 85%New hires retained at 12 months / total hires
ExperienceCandidate NPS (cNPS)> 50Post-process candidate survey
DiversityDiverse slate rate100% of final rounds include underrepresented candidatesATS demographic flags (voluntary self-ID)
EfficiencyRecruiter capacity15-25 active reqs per recruiterATS workload reporting
PipelineSource channel yieldTop 3 channels produce > 60% of hiresSource-of-hire attribution in ATS

Scope & Limitations

In Scope:

  • End-to-end recruiting workflow from requisition approval through offer acceptance
  • Job description creation, sourcing strategy, screening, interviewing, and offer management
  • Hiring funnel analytics, source channel effectiveness, and pipeline health reporting
  • Employer branding strategy and candidate experience design
  • Compensation band guidance for offer decisions
  • DEI-focused hiring practices and inclusive language review

Out of Scope:

  • Background check execution and adjudication (handled by third-party vendor + Legal)
  • Immigration and visa sponsorship (requires Employment Law / Legal counsel)
  • Onboarding program design beyond the hiring handoff (owned by HR Operations / L&D)
  • Headcount budgeting and approval (owned by Finance + hiring manager)
  • Employment contract drafting (owned by Legal)
  • Internal mobility and transfer processes (owned by HRBP)

Known Limitations:

  • Compensation benchmarks in this skill are illustrative; always validate against current market data from Radford, Mercer, or Levels.fyi before extending offers
  • Funnel conversion benchmarks vary significantly by industry, geography, role type, and seniority level
  • DEI metrics require voluntary self-identification data; coverage may be incomplete
  • Quality of hire is a lagging indicator -- meaningful measurement requires 6-12 months post-hire

Integration Points

System / SkillIntegrationData Flow
ATS (Greenhouse, Lever, Ashby)Pipeline stages, candidate data, offer trackingATS -> funnel metrics, source attribution, time-to-fill
HRIS (Workday, BambooHR)New hire records, headcount, compensation bandsHRIS -> internal equity checks; ATS -> HRIS on hire
People Analytics skillQuality of hire scoring, attrition correlation, source ROITA pipeline data -> analytics models; analytics insights -> sourcing strategy
HR Business Partner skillWorkforce planning, headcount approval, hiring prioritizationHRBP workforce plan -> TA hiring plan; TA pipeline updates -> HRBP capacity planning
Operations Manager skillHiring capacity planning, onboarding process handoffOps headcount forecast -> TA demand; TA offer accept -> Ops onboarding trigger
Finance skillCompensation budgeting, cost-per-hire tracking, headcount approvalFinance approved budget -> TA comp bands; TA spend data -> Finance reporting
Scheduling (Calendly, GoodTime)Interview scheduling automationCandidate availability -> scheduler -> interviewer calendars
Background Check (Checkr, Sterling)Pre-hire verificationOffer accepted -> background check initiated -> clearance status
Candidate Survey (SurveyMonkey, Qualtrics)Candidate experience measurementProcess completion -> survey trigger -> cNPS scores

Related skills

FAQ

What outputs does talent-acquisition produce?

talent-acquisition produces hiring funnel designs, job descriptions, interview loop plans, and offer strategies focused on engineers and operators. The skill targets repeatable recruiting artifacts rather than ad hoc hiring notes.

Who should use the talent-acquisition skill?

talent-acquisition suits engineering managers and tech leads scaling headcount who need structured job posts and interview stages. The skill does not replace legal review of employment contracts or compensation policies.

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