Talent Acquisition

Talent Acquisition

When to Use

• Open, prioritize, or close requisitions tied to workforce and headcount plans
• Write or refine job descriptions, leveling, and role success profiles with hiring managers
• Design or improve interview loops, stages, scorecards, and candidate experience (coordination—not question banks alone)
• Run ATS/CRM pipelines, stage definitions, SLAs, and recruiter–HM operating rhythms
• Coordinate offers through approval, negotiation support, and close (not legal offer drafting)
• Report TA metrics—time-to-fill, pass-through, source mix, diversity funnel, agency performance
• Manage agencies/RPO statements of work, scorecards, and slate quality
• Articulate employer value proposition for a role or function in hiring materials
• Hand off hired candidates to onboarding with structured start information
• Apply hiring compliance basics—EEO awareness, OFCCP-style documentation habits, right-to-work checkpoints (not legal advice)

When NOT to Use

• Proactive boolean search, talent maps, and outreach sequences only → talent-sourcer
• Interview question banks, scorecard rubrics, or calibration session design only → interview-prep, interview-system-designer
• Compensation benchmarking, bands, or equity modeling → comp-analysis
• Legal offer letter text, employment law, or policy interpretation → draft-offer, hr-business-partner
• Org-wide people strategy, culture programs, or executive workforce planning → chro-advisor
• Employee HR onboarding, HRIS provisioning, or offboarding → people-operations-specialist, onboarding
• Req status tracking without process design → recruiting-pipeline (when present)
• Employer brand campaigns outside hiring context → cmo-advisor, brand-strategist

Related skills

Core Workflows

1. Workforce planning and req intake

1. Confirm headcount approval, budget, level, location, and target start date 2. Align req to team plan, backfill vs net-new, and priority vs other open roles 3. Capture must-haves, nice-to-haves, and anti-profiles from hiring manager 4. Set success metrics for the hire (90-day outcomes, not only skills list) 5. Open req in ATS with correct job code, cost center, and approval chain

See `references/talent_acquisition_scope.md` and `references/requisition_and_job_design.md`.

2. Job design and posting

1. Draft JD with inclusive language, level expectations, and realistic requirements 2. Map role to career framework or leveling guide; resolve title/level mismatches early 3. Define comp band directionally with comp-analysis if needed; do not invent numbers 4. Build posting pack: internal blurb, external JD, interview team roster, agency brief 5. Publish to careers site, boards, and referral channels; tag sources in ATS

See `references/requisition_and_job_design.md`.

3. Interview process and candidate experience

1. Design loop: stages, interviewers, competencies, time targets, and debrief cadence 2. Publish candidate-facing schedule, prep, and feedback SLAs 3. Coordinate panels, take-home boundaries, and work-sample ethics 4. Run debriefs with evidence-based scorecards; avoid consensus without data 5. Manage rejections and withdrawals with respectful, timely communication

See `references/interview_process_and_candidate_experience.md`.

4. ATS pipeline and hiring manager partnership

1. Define stages, SLAs, and required fields per stage in ATS/CRM 2. Hold weekly HM sync: pipeline health, blockers, calibration, and slate diversity 3. Escalate aging reqs, low pass-through, or HM unavailability early 4. Document decisions, feedback themes, and process changes in req notes 5. Coordinate agency/RPO slates against the same bar as internal sourcing

See `references/ats_pipeline_and_hiring_manager_partnership.md`.

5. Offers, close, and onboarding handoff

1. Run pre-close checks: references, background scope, comp approval, level sign-off 2. Coordinate verbal offer, written offer routing through draft-offer / HR as required 3. Support negotiation within approved bands; escalate exceptions with business case 4. Manage counter-offers and competing timelines without pressure tactics 5. Hand off to onboarding: start date, equipment, buddy, and day-one agenda

See `references/offers_onboarding_and_agency_management.md`.

6. Metrics, compliance, and reporting

1. Track time-to-fill, time-in-stage, pass-through, and source effectiveness 2. Monitor diversity funnel by stage; investigate drop-offs without blaming candidates 3. Report agency/RPO performance against SLA and quality scorecard 4. Maintain EEO-appropriate documentation habits per org policy (not legal advice) 5. Retrospect closed reqs: what worked, bottlenecks, and JD/process fixes

See `references/ta_metrics_compliance_and_reporting.md`.

When to load references

• Scope and boundaries → references/talent_acquisition_scope.md
• Reqs and JDs → references/requisition_and_job_design.md
• Interview loop and CX → references/interview_process_and_candidate_experience.md
• ATS and HM partnership → references/ats_pipeline_and_hiring_manager_partnership.md
• Offers, agencies, onboarding handoff → references/offers_onboarding_and_agency_management.md
• Metrics and hiring compliance basics → references/ta_metrics_compliance_and_reporting.md

ATS pipeline and hiring manager partnership

Table of contents

1. Pipeline stage definitions 2. Required fields and hygiene 3. SLAs and aging rules 4. Recruiter–HM operating rhythm 5. Calibration and slate review 6. Escalation patterns 7. CRM and sourcing coordination

Pipeline stage definitions

Define stages so metrics are comparable across reqs:

Avoid custom per-HM stages without TA ops approval—they break reporting.

Required fields and hygiene

Minimum ATS fields per active candidate:

• Source and sub-source
• Current stage and stage entry date
• Level assessed
• Comp expectations (if collected)
• Visa / sponsorship need
• Next action owner and date
• Rejection reason (coded)

Weekly hygiene sweep:

• Remove duplicates
• Close stale "maybe" candidates
• Fix missing rejection codes
• Align agency submissions to same fields as direct applicants

SLAs and aging rules

Example internal SLAs (tune to org):

Aging req triggers:

• Open > 60 days with < 3 qualified in pipeline
• No HM feedback > 5 days on pending candidates
• Offer stage > 14 days without resolution

Recruiter–HM operating rhythm

Weekly 30-minute req sync (per active req or batched by team):

1. Pipeline snapshot: counts by stage 2. Blockers: scheduling, feedback debt, missing interviewers 3. Slate review: who advances, who rejects, who needs follow-up 4. JD/process fixes if pass-through is low 5. Agency performance if applicable

HM commitments:

• Feedback within SLA
• Attend debriefs
• Sell role on screens
• Avoid poaching interviewers from other reqs without notice

Calibration and slate review

Before high-volume interviewing:

• Align on level bar with 2–3 exemplar profiles (hire / no-hire)
• Review diversity of slate by stage—not quotas in filters
• Calibrate agency submissions against same bar

Mid-process calibration when:

• Pass-through drops at same stage twice in a row
• HM rejects all agency candidates with same reason

Escalation patterns

Document escalations in req notes for audit trail.

CRM and sourcing coordination

• talent-sourcer owns top-of-funnel search; TA owns stage movement after handoff
• Use consistent tags for ICP tier, campaign, and event source
• Do not duplicate outreach after handoff to interview stages
• Report source effectiveness monthly: applicant → hire conversion by channel

For passive pipeline building only, prefer talent-sourcer over expanding TA scope.

Interview process and candidate experience

Table of contents

1. Loop design principles 2. Standard stage patterns 3. Scorecards and debriefs 4. Candidate experience standards 5. Work samples and take-homes 6. Debrief and decision rules 7. Rejection and withdrawal

Loop design principles

Design loops to measure job-relevant competencies with minimum candidate burden:

• Stage count — often 3–5 interviews for IC; fewer for high-volume roles
• Time target — complete loop within 7–14 calendar days when possible
• Interviewer training — bias awareness, legal questions to avoid, scorecard use
• Panel diversity — interviewers represent collaboration partners, not clones of HM
• Coordination — single recruiter owner for schedule and comms

For question banks and rubric text, load interview-prep or interview-system-designer.

Standard stage patterns

Document pass/fail criteria per stage before interviewing at volume.

Scorecards and debriefs

1. Assign competencies per stage (max 4–6 per interview) 2. Use consistent rating scale (e.g., strong no / no / yes / strong yes) 3. Require written evidence before debrief—no memory-only opinions 4. Hold debrief within 24–48 hours of final interview 5. HM decides with recruiter; escalate split panels per policy

Avoid:

• "Culture fit" without defined behaviors
• Debriefs without scorecards completed
• New questions invented mid-loop that other candidates did not receive

Candidate experience standards

Track candidate NPS or survey where org uses it.

Work samples and take-homes

Use paid or time-bounded exercises only when predictive:

• Cap time (e.g., 2–4 hours unpaid max; paid beyond org policy)
• Use realistic tasks; no unpaid production work
• Same exercise for all candidates at that stage
• Provide rubric to interviewers before review
• Return IP policy clarity if candidate submits code or designs

Debrief and decision rules

Advance when:

• Meets bar on all must-have competencies for stage
• No strong disqualifying evidence
• Level aligned to req

Hold when:

• Missing one competency—schedule targeted follow-up once
• Panel split—third interviewer or HM deep-dive

Reject when:

• Fails must-have with evidence
• Level mismatch not fixable by req change
• Values or integrity concern with documented facts

Record decision and business reason in ATS per compliance habits.

Rejection and withdrawal

Rejection:

• Send within org SLA (e.g., 3–5 business days after decision)
• Thank candidate; avoid false hope language
• Offer feedback only if policy allows and interviewer trained

Withdrawal:

• Document reason (comp, role, competing offer, ghost)
• Analyze patterns (slow process, low comp, bad JD)
• Re-engage silver medalists when req reopens if policy allows

Offers, onboarding, and agency management

Table of contents

1. Pre-close checklist 2. Verbal and written offer flow 3. Negotiation guardrails 4. Counter-offers and competing timelines 5. Agency and RPO management 6. Onboarding handoff package 7. Post-close hygiene

Pre-close checklist

Before verbal offer:

Do not extend verbal offer without written approval where org requires it.

Verbal and written offer flow

1. Verbal offer — recruiter or HM; confirm enthusiasm and open questions 2. Comp summary — base, bonus, equity, benefits pointer (use approved numbers only) 3. Contingencies — background, references, proof of work authorization 4. Expiration — reasonable deadline (often 3–7 days); extend only with reason 5. Written offer — route through draft-offer and HR for legal text 6. Signature tracking — ATS stage + HRIS trigger on signed

TA coordinates timing; does not invent legal clauses.

Negotiation guardrails

• Negotiate only within pre-approved band or with live approver on call
• Document asks: base, equity, sign-on, title, start date, remote
• Use tradeoffs (e.g., sign-on vs base) per comp philosophy
• Escalate out-of-band requests with business justification and market data from comp-analysis
• Avoid verbal promises not in written offer

Counter-offers and competing timelines

When candidate has competing offer:

1. Clarify decision date and components (do not pressure) 2. Accelerate internal approvals if justified 3. Present total rewards story, not only cash 4. If declining to match, explain respectfully and leave door open per policy 5. Record loss reason in ATS for market intel

Never share other candidates' offer details.

Agency and RPO management

Selection:

• Use approved vendor list; procurement owns contracts
• Match agency specialty to role family

Ongoing management:

Termination triggers:

• Repeated unqualified submissions after written feedback
• Breach of exclusivity or confidentiality
• Ethical violations (poaching employees, misrepresenting role)

Onboarding handoff package

Send to people-operations-specialist or onboarding with:

• Legal name, start date, location, work model
• Manager, buddy, team distribution list
• Equipment needs (laptop, access)
• Day-one agenda and first-week goals
• Role summary and 90-day success profile from req
• Visa / relocation flags if any

TA closes req in ATS only after HR confirms onboarding ticket opened.

Post-close hygiene

• Survey HM on quality of hire at 30/90 days where program exists
• Update closed-req metrics: time-to-fill, source of hire, agency fee
• Retrospect: bottlenecks, JD changes for next similar req
• Nurture silver medalists if talent community policy exists

Requisition and job design

Table of contents

1. Req intake checklist 2. Prioritization framework 3. Job description structure 4. Leveling and titles 5. Inclusive and compliant posting habits 6. Posting and channel plan 7. Agency and RPO brief

Req intake checklist

Capture before opening or advertising:

Prioritization framework

When reqs exceed capacity, stack-rank using:

1. Revenue or delivery risk — unfilled role blocks roadmap or SLA 2. Approved start date — committed customer or launch date 3. Pass-through health — reqs with viable pipeline vs zero qualified 4. HM responsiveness — slow feedback extends time-to-fill for everyone 5. Cost of agency — use agencies for scarce profiles after internal sourcing window

Document deprioritization to HMs and leadership; do not silently stall candidates.

Job description structure

Recommended external JD sections:

1. Role summary (2–3 sentences)—impact and team context 2. What you'll do—outcomes and responsibilities 3. What we're looking for—must-haves grouped by competency 4. Nice to have—clearly labeled optional 5. How we work—location, travel, on-call if relevant 6. Benefits and EVP—pointer to careers page; pay range if legally required 7. EEO statement—use org-approved boilerplate

Avoid:

• "Rockstar/ninja" and gender-coded language
• Degree requirements unless legally or genuinely required
• Years-of-experience proxies that exclude non-traditional paths without reason
• Internal jargon candidates cannot decode

Leveling and titles

1. Map role to career framework level before writing JD 2. Resolve title inflation early (e.g., "Senior" without scope) 3. Align interview bar to level competencies, not HM personal preference only 4. Document level decision in req notes for offer stage consistency 5. Escalate dual-level reqs (hire L4 or L5) to leadership before interviewing

Inclusive and compliant posting habits

• Use gender-neutral titles and pronouns in templates
• List pay range when required by jurisdiction; avoid "DOE" where prohibited
• State sponsorship policy clearly to reduce wasted screens
• Offer reasonable accommodation language per org template
• Do not state preferences for age, family status, or national origin
• Coordinate non-discrimination and accessibility statements with HR/legal templates

Posting and channel plan

Tag every applicant with source in ATS for metrics.

Agency and RPO brief

Provide agencies the same req brief as internal team plus:

• Exclusivity or non-exclusivity window
• Fee or project terms (reference procurement, not invent)
• Slate size and turnaround SLA
• Submission format (resume, fit note, comp expectations, notice period)
• No resume spray—max submissions per week without quality bar
• Feedback loop: pass/fail reasons within 48–72 hours

Score agencies on quality conversion, not submission volume.

TA metrics, compliance, and reporting

Table of contents

1. Core metrics definitions 2. Pass-through and funnel analysis 3. Diversity funnel reporting 4. Source and channel effectiveness 5. Agency and RPO scorecards 6. Executive reporting template 7. Hiring compliance basics 8. Documentation and audit habits

Core metrics definitions

Use consistent definitions org-wide; document in TA ops wiki.

Pass-through and funnel analysis

Calculate pass-through as:

candidates exiting stage successfully / candidates entering stage

Review weekly by:

• Req and role family
• Source
• Stage (screen → HM → loop → offer)

Investigate when pass-through drops > 10 points vs 90-day baseline:

• JD misaligned to market
• Comp below band
• HM bar drift
• Poor agency quality
• Scheduling delays causing dropout

Pair metrics with qualitative HM and candidate feedback.

Diversity funnel reporting

Report representation by stage using org-approved categories and voluntary self-ID:

• Applied → screened → interviewed → offered → hired

Rules:

• Use aggregated data only; protect small-n confidentiality
• Focus on process fixes (inclusive JD, diverse slates, trained interviewers)
• Do not set illegal hiring quotas; follow HR/legal guidance on goals vs preferences
• Partner with HR on adverse impact analysis when requested—not TA legal analysis

Source and channel effectiveness

Compare referral, direct, agency, events, and sourcer campaigns (talent-sourcer).

Cut spend on channels with high volume and near-zero hire conversion.

Agency and RPO scorecards

Quarterly scorecard per vendor:

Include qualitative: responsiveness, adherence to brief, ethical behavior.

Executive reporting template

Monthly TA snapshot (one page):

1. Headline — hires vs plan, open reqs, critical gaps 2. Metrics — time-to-fill trend, offer accept rate, agency spend 3. Risks — aging reqs, HM feedback debt, comp misalignment 4. Actions — process changes, headcount redeployment, agency changes 5. Wins — key hires, improved pass-through, EVP improvements

Avoid data dumps without decisions attached.

Hiring compliance basics

Not legal advice—coordinate with HR/legal for binding guidance.

Documentation and audit habits

• Store approvals (req, comp, offer) in ATS or linked system
• Keep interview scorecards before debrief decisions
• Log business justification for rejections using approved reason codes
• Retain agency submissions and feedback for fee disputes
• Run quarterly process audit on closed reqs: missing fields, SLA breaches

For employment law questions, route to hr-business-partner and counsel—not TA alone.

Talent acquisition scope

Table of contents

1. Purpose 2. In scope 3. Out of scope 4. Deliverables 5. Quality bar 6. Boundaries vs talent sourcer 7. Ethics and compliance awareness

Purpose

Talent acquisition (TA) owns full-cycle recruiting operations: turning approved headcount into hired employees through requisition management, job design, interview process, candidate experience, offer coordination, metrics, and onboarding handoff. Success is measured by quality of hire, time-to-fill, pass-through, diversity of slates, hiring manager satisfaction, and compliance-ready documentation—not by volume of outbound messages alone.

In scope

Out of scope

Deliverables

Typical artifacts TA produces:

• Req brief — level, location, must-haves, success profile, comp direction, priority
• Job description pack — internal + external JD, inclusive language review notes
• Interview plan — stages, interviewers, competencies, timing, debrief rules
• Pipeline report — stage counts, aging, pass-through, blockers, HM actions
• Offer summary — approved band, exceptions, start date, contingencies
• Agency/RPO scorecard — slate quality, time-to-submit, conversion, cost
• Closed-req retrospective — metrics, lessons, JD/process updates
• Onboarding handoff — role context, team, equipment, day-one for new hire

Quality bar

• Every open req has an owner, HM partner, target start, and weekly sync cadence
• JDs reflect minimum viable requirements; avoid credential inflation
• Interview loops have defined competencies and documented decisions per stage
• Candidates receive timely updates; no ghosting beyond org-defined SLA
• Metrics tie to actions (fix JD, add interviewer, change source mix)—not vanity dashboards
• Diversity goals pursued through inclusive process and slates, not prohibited search filters

Boundaries vs talent sourcer

Use both skills on hard reqs: sourcer fills top of funnel; TA owns process, HM partnership, and close.

Ethics and compliance awareness

• Follow org EEO/OFCCP documentation practices; do not provide legal interpretations
• Use structured interviews and consistent scorecards where policy requires
• Document business reasons for rejections at each stage per ATS policy
• Right-to-work and background checks only per authorized playbooks and vendors
• Respect pay transparency laws where applicable; coordinate with HR/legal on postings
• Protect candidate PII; share profiles only with interviewers on a need-to-know basis