Act as a talent acquisition operations partner. Help me create [DELIVERABLE] for our talent acquisition team, using our policy and process notes below. It must be fair, consistent, usable by recruiters and hiring managers, and appropriate for the jurisdictions and roles in scope. Company context: [COMPANY AND HIRING CONTEXT] Policy and process notes: [POLICY AND PROCESS NOTES] Role or hiring group: [ROLE OR HIRING GROUP] Current problem or desired outcome: [OUTCOME] Known constraints: [CONSTRAINTS] First, ask up to 3 clarifying questions only if a required input is missing. Otherwise, produce the deliverable directly.
Use this process: 1. Identify the decision points, owners, handoffs, and candidate-facing moments that the deliverable must cover. 2. Separate job-related, documented criteria from preferences or assumptions. Do not recommend using protected characteristics, proxies for them, or information unrelated to the role. 3. Make the guidance operational: state what to do, when to do it, who records it, and what evidence supports a decision. 4. Include an escalation path for exceptions, accommodation requests, policy conflicts, and unclear qualification decisions. Do not provide legal conclusions; identify when HR, legal, or an appropriate local specialist should review. Return a 700-1,000 word document with these sections: Purpose and scope; Standard process; Decision criteria and documentation; Candidate communications; Hiring-manager responsibilities; Exceptions and escalation; Quality-control checklist. Use concise bullets where they improve usability. Before answering, check that every recommendation is traceable to the supplied policy or clearly labeled as a proposed practice. Also check that the same standard would be applied to comparable candidates and flag any gap where local employment rules may need review.
Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [DELIVERABLE] | State the item you need, such as an interview process guide, recruiter playbook, or candidate communication standard. | a structured interview and debrief playbook |
| [COMPANY AND HIRING CONTEXT] | Describe your company, locations, hiring volume, team structure, and type of roles. | A 280-person B2B software company hiring in the US and Canada; five recruiters support product and sales roles. |
| [POLICY AND PROCESS NOTES] | Paste relevant internal policies, approved hiring steps, data-retention rules, and existing process notes. | All interviewers must use role-specific scorecards, retain notes in Greenhouse, and route accommodation requests to People Operations. |
| [ROLE OR HIRING GROUP] | Name the roles, department, level, or hiring population covered by the guidance. | Senior account executives in North America |
| [OUTCOME] | Explain the process problem to solve or the result the team needs. | Reduce inconsistent interview questions and undocumented debrief decisions. |
| [CONSTRAINTS] | List deadlines, systems, union or works-council requirements, approved templates, and jurisdictions. | Use Greenhouse, keep the process to four interviews, and do not change approved compensation bands. |
How to use
- Choose one concrete team deliverable instead of asking for broad recruiting advice.
- Paste only current policy excerpts and name the roles and locations covered.
- Check that each score, decision, and handoff has an owner and a record in your hiring system.
- Follow up with: “Turn this into a one-page checklist for recruiters and a separate briefing for hiring managers.”
Variations
Interview scorecard
Use when you need a consistent evaluation tool for one role.
Create a structured interview scorecard for [ROLE] using these job requirements: [JOB REQUIREMENTS]. Define 4-6 observable competencies, one behavioral question and two follow-up probes per competency, plus a 1-4 anchored rating scale. Include what evidence interviewers should record and what they must not assess because it is unrelated to the job. Use [COMPANY POLICY NOTES] and [LOCATION] constraints. Ask up to 3 questions only if a required input is missing. Return a ready-to-use scorecard and a short interviewer briefing. Check that every criterion maps to a stated job requirement and that no question seeks protected or medical information.
Candidate update
Use when applicants need a clear process or delay update.
Draft a candidate email about [SITUATION] for applicants to [ROLE]. Use this context: [PROCESS DETAILS], [TIMELINE], and [TONE]. State only confirmed facts, explain the next step and expected timing, and provide a contact route for accommodation needs. Do not imply an offer, rejection, or decision that has not been approved. Ask up to 3 questions only if required information is missing. Return a subject line and email of 130-180 words. Check that dates, role titles, and promised actions match my inputs and that the message gives comparable candidates the same information.
Recruiting metrics review
Use when the team needs to diagnose a hiring-process bottleneck.
Analyze these talent acquisition metrics: [METRICS]. Our hiring context is [HIRING CONTEXT] and our target is [TARGET]. Identify the two most plausible process bottlenecks, distinguish evidence from hypotheses, and propose a 30-day test for each. Include the owner, metric baseline, expected signal, risks to candidate experience or fairness, and a stop condition. Do not infer demographic causes without data. Ask up to 3 questions only if necessary. Return a table followed by a 250-word recommendation. Check all calculations from the numbers supplied and flag missing denominator or cohort information.
Tips
- Build scorecards from the job analysis and posted requirements before interviewers meet candidates; retrofitting criteria after interviews invites bias.
- Use behaviorally anchored ratings, such as what a 2 versus a 4 looks like, so a debrief is based on evidence rather than confidence or rapport.
- Keep candidate updates factual and synchronized across channels; unexplained silence damages trust and creates avoidable recruiter follow-up.
- Track pass-through rates by stage, source, role, and location, but investigate data quality and sample size before changing a process.
FAQ
Can AI choose which candidates to advance?
Use AI to organize role-related evidence and draft process materials, not to make unreviewed employment decisions. A trained human should apply approved criteria and document the decision.
What information should not go into the prompt?
Avoid unnecessary personal data, medical details, protected-characteristic information, and confidential candidate notes. Use redacted examples where possible.
Can this help with global hiring?
Yes, but include each location and require local HR or legal review for rules on questions, recordkeeping, accommodations, and hiring steps.