Recruiter guide
Evaluate candidates against the work your job requires
A useful evaluation explains what the person can do, which evidence supports it and what the interview still needs to establish. Start with the work itself instead of a long list of preferred credentials.
Write the hiring brief before evaluating people
Describe the first three outcomes the hire must deliver. For each outcome, name the work, the operating context and the evidence that would show readiness. Separate mandatory constraints from preferences. A missing preference should not quietly become an exclusion rule.
For example, a fabrication operations lead might need to stabilize production scheduling across two shifts. Evidence could include scheduling responsibility, the scale of the operation and how disruptions were handled. A title alone does not establish any of those facts. Confirm compensation, location and working arrangements before treating them as fit constraints.
Keep facts, interpretations and unknowns separate
Record the resume or published-profile passage that supports each conclusion. Distinguish a candidate statement from independently verified evidence. Current company and title are useful context, but they do not prove current employment, availability, performance or interest in your role.
Mark an unanswered question as unknown. Do not fill a gap by guessing from age, name, photo, career chronology or a previous employer. If two sources disagree, preserve the discrepancy and ask the candidate to clarify. Compare people against the same approved brief rather than changing the criteria after reading each profile.
Use Mutual Fit as a conversation guide
A strong shortlist considers whether the role meets the candidate’s stated priorities as well as whether their experience meets the hiring brief. Keep declared location, compensation and career goals distinct from recruiter assumptions. Explain trade-offs clearly so that an apparent skills match does not hide a practical mismatch.
Talent Network interest and a professional profile are not permission for unrestricted contact. Follow the visible consent and engagement controls. Draft contact for review; do not treat a generated message or a sourced email address as authorization to send outreach.
Carry the evidence through interview and presentation
Turn each important unknown into an interview question tied to the brief. Ask for a concrete example, the candidate’s own contribution and the conditions in which the work happened. Record the actual response separately from your interpretation.
A presentation should state the role, supported strengths, unresolved questions and agreed next step. Label sourced professional snapshots accurately rather than presenting them as uploaded resumes. Before an offer or placement, confirm the actual milestone and its details; a pipeline stage is not proof that an offer was accepted or a hire occurred.