HR & Recruiting Prompts

Write a job posting for the position of [job title] as a [employment type: e.g., Full-time, Contract] at [Company Name], based in [City or Remote]. Salary range: [range]. Team: [size and composition].

Key Responsibilities: [3 to 5 tasks]. Required Skills: [essential skills]; Nice-to-haves: [secondary skills].

Structure: A 2-sentence hook on the actual context of the role (why we are hiring), concrete tasks of a typical week, candidate profile (distinguish between 'must-haves' and 'preferred'), what the company offers (avoid vague 'startup culture' promises), and the recruitment process steps with expected timelines.

Constraints: Display the salary range, no discriminatory language (age, family status, origin, etc.), and neutral phrasing accessible to all profiles. Ensure compliance with EEOC guidelines (US) or the Equality Act 2010 (UK).

Create a structured interview guide for the [job title] position at [Company Name]. Competencies to evaluate: [skill 1], [skill 2], [skill 3], and [behavioral trait].

For each competency: 2 past behavioral questions ("Tell me about a time when..."), follow-up prompts to get the STAR (Situation, Task, Action, Result) context, and a 1-to-4 scoring rubric with observable criteria for each level.

Include: A minute-by-minute schedule for a [duration] interview, a list of prohibited questions in the [US/UK] (family status, health, religion, pregnancy plans, etc.) with ways to redirect if the candidate brings them up, and a reminder: same questions for everyone, score immediately after the interview.

Draft a rejection email to [Candidate First Name], who applied for the [job title] role at [Company Name] and reached the [stage of process, e.g., second interview] stage.

Internal reason for the decision: [reason, e.g., less experience in dimension X compared to the selected candidate].

Constraints: Sincerely thank them for the time invested (proportional to the stage reached), announce the decision within the first 3 lines without beating around the bush, provide honest and factual feedback focused on the role fit (never on the person), and suggest staying in touch for future opportunities if relevant. Use a human tone, no corporate jargon. Maximum 10 lines. Ensure no phrasing could be interpreted as discriminatory under local labor laws.

Prepare an integration plan for a new [job title] joining [Company Name] on [date]. Manager: [manager's role]. Tools to master: [tools]. First assigned responsibility: [mission].

Break the plan into 3 phases. Days 1-30: Discovery (people to meet, systems, immersion) with a visible first contribution by month-end. Days 31-60: Increasing autonomy over [scope]. Days 61-90: Full responsibility and first measurable goals.

For each phase: Objectives, concrete actions, manager's role, and check-in questions. Add a first-week administrative and equipment checklist (laptop, access, benefits enrollment, etc.) and 3 red flags that should trigger a conversation before the end of the probationary period.

Prepare the template for an annual performance review between a manager and [Employee Name/Role], who has been in the [job title] role for [tenure]. Key highlights of the year: [successes]; areas of difficulty: [challenges]; goals set last year: [goals and attainment level].

Structure the meeting: Employee self-assessment first, factual review based on specific situations (no personality judgments), recognition of successes, 1 or 2 maximum areas for improvement with concrete examples, measurable goals for the coming year, and training needs or career aspirations.

Write the exact questions to ask at each stage and phrasing to address [delicate subject, if any] without causing defensiveness. Note: In the UK, ensure this aligns with standard appraisal practices; in the US, ensure it follows company policy and documented performance standards.

You are the Recruiting Lead. Prepare the agenda for my intake meeting with [Manager], who wants to open a [job title] position in their team of [size and composition]. Context: [replacement or new role, urgency, indicative budget].

Structure the 45-minute meeting: Why this role now (and what happens if we don't hire), the 3 tasks that will occupy 80% of their time, must-have vs. nice-to-have criteria (force the manager to drop some: more than 5 must-haves = purple squirrel), salary range and internal equity, the process and manager availability for interviews, and a definition of a "good candidate seen 6 months ago" for calibration.

Write the exact questions, including the tough ones (salary below market, contradictory criteria). Format: Timed agenda + summary sheet for manager sign-off.

Build a scorecard for the [job title] role at [Company Name] before any sourcing begins. Scoping elements: Role mission [mission], expected 12-month outcomes [results], required competencies [skills], team context [team context].

Transform this into a scorecard: 3 to 5 measurable outcomes expected in the first year (results, not activities), the skills and behaviors actually needed to achieve them (each linked to a result: remove any that don't connect), and for each skill, a 1-to-4 rating scale with observable descriptions for each level.

Add: A breakdown of who evaluates what in the process ([process stages]) so every skill is assessed at least once and never three times, and a usage reminder: the scorecard is filled out after each interview, individually, before any discussion between interviewers. Format: Table ready to duplicate per candidate.

You are a sourcing expert for the [US/UK] market. Role to fill: [title, experience level] at [Company Name, sector, location, remote/office]. Salary: [range]. Predicted difficulty: [shortage or common profile]. Target timeline: [deadline].

Propose a prioritized sourcing plan: For each relevant channel (general job boards, niche sites for [sector], LinkedIn, internal referrals, campus recruiting, agencies), provide the fit for THIS profile, weekly effort required, typical lead time for first candidates, and relative cost.

Recommend a combination of 3 channels to activate first and the order of activation, with a decision milestone: On what date, and with how many candidates in the pipeline, do we decide to broaden the search or revise the role? Do not invent success rates: qualify efficiency relatively. Format: Channel table + action plan for [deadline].

You are a Technical Sourcer. Build my candidate search queries for the [job title] role ([key skills], location [zone], experience [level]).

Produce: A list of job titles these profiles actually use (variations, common industry acronyms, related titles to include, and false friends to exclude), then 3 ready-to-paste Boolean strings: one for LinkedIn Recruiter/Sales Navigator, one for a CV database ([job board name]), and one for Google (X-ray search for public profiles using site: and titles).

For each query: Provide a strict version (low noise, risk of missing profiles) and a broad version (higher volume to sort), with usage advice: start strict, broaden step-by-step by removing one criterion at a time. Add 3 common query mistakes for this type of role. Format: Code blocks for easy copying.

Write a LinkedIn outreach message sent by [Your Name and Title] from [Company Name] to a candidate spotted for the [job title] role. What I know about them: [profile elements: career path, achievements, tenure in current role]. What makes the role different: [concrete elements: scope, compensation, remote work, specific project].

Constraints: Maximum 90 words, start with a specific detail from THEIR background (avoid "your profile caught my eye"), be upfront that this is a reach-out for a role, provide 2 concrete pieces of info to help them decide (including salary range if policy allows: [policy]), and end with a simple closed question ("Open to a 15-minute chat?").

Forbidden: "Golden opportunity," artificial mystery about the company, heavy flattery. Provide 2 tone variations (professional, more direct) and a subject line if the channel is email.

A candidate approached for the [job title] role at [Company Name] hasn't replied to my first message sent [duration] ago on [channel]. First message: [summary or copy].

Draft 2 follow-ups. Follow-up 1 (one week later): Provide a new piece of information to help them visualize the role ([element: detail on scope, pay, team, or a concrete project]), maximum 60 words. Follow-up 2 (10 days later): Close the outreach gracefully, offer to stay in touch for later, and ask if they'd prefer no further contact.

Rules: Never use guilt or false urgency ("the process is moving fast"); a passive candidate not responding is the norm, not an insult. Ensure messages can be read by their current employer without causing issues (stay professional on public channels).

Add: The signal that justifies a 3rd attempt via a different channel, and the signal to stop completely.

Build a resume screening grid for the [job title] role at [Company Name]. Role scorecard/criteria: [must-haves and nice-to-haves]. Expected volume: [volume of applications].

Produce: 4 to 6 pre-selection criteria verifiable on a CV (phrased as observables: "has done X," not "seems dynamic"), the decision rule (how many missing must-haves = rejection, gray zone = phone screen), and target time per CV.

Add safeguards: Elements to intentionally ignore during screening as they are irrelevant and sources of bias (age, address, photo, name, family status), instructions to screen for equivalent job titles without overvaluing prestigious companies, and a factual reason to record for every rejection (one line, reusable if the candidate asks for feedback).

Format: Grid in a table + the 3 most common screening pitfalls for this role and how this grid neutralizes them.

Draft a 20-minute phone screen script for the [job title] role at [Company Name]. Essential check-points: [deal-breakers: salary, location/remote, notice period, key skill, travel].

Structure: Opening (2 min: purpose of the call, agenda, transparency about mutual discovery), short role presentation with the salary range announced early, verification of deal-breakers using direct but professional questions (exact phrasing), space for THEIR questions (keep 5 minutes: a candidate who can't ask anything is poorly qualified), and closing with next steps and a firm response deadline.

Add: A notes grid to fill during the call (max 5 fields), prohibited questions in the [US/UK] (family, health, pregnancy, religion...), and 2 ways to say no at the end of the call if a deal-breaker is confirmed.

You are [interviewer profile, e.g., Engineering Lead, Subject Matter Expert] and you need to evaluate candidates for the [job title] role at [Company Name]. Technical skills to assess: [skills]. Real-world situations the role faces: [3 concrete daily situations].

Build a [duration] technical interview: For each skill, one question anchored in OUR real situations (no general knowledge quizzes or riddles), a follow-up prompt if the candidate stays surface-level, and a 3-level grading rubric (Below Expectations, Meets, Exceeds) with observable answer elements.

Rules: Balance questions on past experience ("how did you handle...") and situational tasks in our context; provide a simpler version of each question to unstick a stressed candidate without biasing the evaluation; no questions where WE cannot defend the expected answer. Format: Timed agenda + grading rubric per question.

Build the motivation and team fit portion of our interviews for the [job title] role at [Company Name]. Our actual operating context: [factual elements: pace, expected autonomy, process level, communication style, office/remote].

Replace "cultural fit by gut feeling" (which hires clones) with objective questions: For each dimension of our context, one past behavioral question ("tell me about a situation where...") that reveals how the candidate actually operates, follow-up prompts for STAR context, and what constitutes a fit signal or a red flag FOR OUR CONTEXT (not in the abstract).

Add: Phrasing to check real motivation for THIS role (beyond the prepared speech), the 3 biases that most affect this part of the interview (similarity, halo, first impression) with a concrete safeguard for each, and a reminder of prohibited topics. Format: Guide + 1-to-4 scoring grid.

Design a work sample/case study for the [job title] recruitment process at [Company Name]. Main skill to observe: [skill]. Real role situation to draw from: [typical daily situation].

Produce: The full instructions given to the candidate (fictional but realistic context, data provided, expected deliverable, time limit [duration], announced evaluation criteria: a candidate must know how they are being judged), a grading rubric with 4 to 6 observable criteria rated 1 to 4, and the debrief session outline (questions to ask about their choices: reasoning matters more than the deliverable).

Safeguards: Calibrate to be achievable in the allotted time by a good professional (test it internally first), no free work usable by the company (fictional data mandatory), same prompt and grid for all candidates. Format: Prompt + Rubric + Debrief Guide.

You are the Recruiting Lead at [Company Name]. Our managers interview a few times a year without formal training: improvised questions, gut-feeling evaluations, hallway debriefs. Current process: [steps and who is involved].

Create the Hiring Manager Kit, one page per interview type: Their exact role in the process and what other stages already cover (to stop re-evaluating everything), 5 prepared questions for their scope with follow-ups, the scoring grid to fill out ALONE before any debrief, prohibited interview topics in the [US/UK] (with how to handle it when a candidate brings them up), the 3 classic mistakes of the occasional manager (monologuing, overselling the role, deciding in the first 5 minutes) and their antidotes, and how to build excitement without lying about the role.

Add a 5-line written feedback template to be submitted within 24 hours. Format: One-page sheets, direct tone, zero HR jargon.

Structure the debrief and decision meeting for the [job title] role at [Company Name]. Finalists: [number]. Evaluators: [roles]. Available material: Scorecards and interview notes from everyone.

Design the 30-minute meeting: Ground rules (everyone submitted their grid BEFORE the meeting, all scores are displayed at once to avoid anchoring, the most junior person speaks first), handling scoring gaps (a 2-point gap on a criterion is discussed with interview facts, not impressions), 3 closing questions ("Who has a serious doubt and what is it?", "What should we check in references?", "Are we lowering the bar due to hiring fatigue?"), and the decision with a clear owner.

Format: Timed agenda, displayable rules, 5-line decision summary template with the founding facts.

Prepare my reference check guide for [Candidate Name], a finalist for the [job title] role at [Company Name]. Points to verify from interviews: [2 or 3 points of doubt or confirmation]. Referee: [professional link to candidate: former manager, peer, client].

Framework reminders: Explicit candidate consent is mandatory before any call, only contact provided referees, only collect work-related info. (Note: Be aware of US state laws or UK GDPR regarding reference checks).

Guide: Call framing (2 min: who I am, the role, confidentiality), factual verification of the relationship and dates, targeted questions on my points of doubt (phrased as requests for specific examples, not opinions: "Can you tell me about a situation where..."), the closing question that loosens tongues ("What would he/she need support on to succeed?"), and how to interpret an evasive referee without over-interpreting. Format: 15-minute script + notes grid.

We want to make an offer to [Candidate Name] for the [job title] role at [Company Name]. Details: Salary [amount and structure], status and contract [type, e.g., At-will, Fixed-term], target start date [date], benefits [benefits], remote policy [details].

Prepare: The announcement call script (offers are announced verbally: sincere enthusiasm for what we liked, key elements, invitation for questions, never pressure for an immediate yes), then the recap email sent immediately after with all terms in black and white and a proposed response deadline ([reasonable deadline]), stating that the formal contract will follow via [channel].

Rules: No verbal elements that aren't in the writing, no artificial "this offer expires tomorrow," invite the candidate to chat if something makes them hesitate rather than letting them decline in silence. Warm and precise tone, max 150 words for the email.

A candidate is negotiating our offer for the [job title] role at [Company Name]. Our offer: [amount and structure]. Their request: [candidate's request and argument]. Our constraints: [internal pay bands, current team salaries, max budget].

Help me respond: First, evaluate the request (is it market-driven or personal, is it in budget, what would it break in internal equity?), then build the response based on the case: Accept while explaining why (no blunt 'yes' that suggests we tried to lowball), counter-offer with non-salary levers actually available ([levers: bonus, PTO, training, early review at 6 months with written criteria]), or hold the offer by giving the real reason (team consistency, pay bands) without closing the door.

Draft the 3 complete responses (phone then written confirmation). Forbidden: Verbal promises not in writing, disparaging their request, invoking a non-existent pay band. Add the signal that should trigger walking away for both sides.

Draft the candidate follow-up messages for [Company Name]'s recruitment process for the [job title] role. Process: [stages and actual timelines between each].

Produce messages for each moment: Application receipt (with process outline and honest response time), moving to the next stage (what to expect: duration, interviewers, useful prep), waiting message when a decision takes longer than announced (the real reason in one sober sentence and a new deadline: radio silence is what candidates forgive least), and end-of-process confirmation.

Rules: Every message gives the next dated milestone, no announced deadlines we don't keep (better to say 10 days and reply in 7), human tone without HR fluff ("journey," "rockstar," and "talent" are banned). Format: Messages with bracketed fields + a table of timeline commitments per stage for internal sign-off.

Draft [Company Name]'s template responses for unsolicited/speculative applications. Our situation: [context: current open roles, predictable hiring, talent pool management].

Produce 3 responses. Interesting profile for an open role: Direct them to the role's process with a personalized note on what caught your eye ([field]). Interesting profile with no open role: Honestly state no match today, ask for consent to keep the resume in our talent pool for a specific duration, and only mention re-contacting IF we actually check our pool (no polite "we'll get back to you" that never happens). Profile outside our scope: Thank them and say it simply, without false encouragement.

Rules: Response within [deadline], no total silence, no empty promises; mention data retention and the right to deletion in simple terms. Max 90 words per response, bracketed fields.

Write an [Internship or Apprenticeship/Co-op] offer for [Company Name]: Mission [mission], duration [duration], schedule [rhythm or full-time], host team [team], mentor [mentor role], stipend/pay [amount], location [location and remote].

Structure: The real context (why we are hosting a junior: a real project, not filing papers), detailed mission with 2 or 3 concrete deliverables for their resume, what they will learn and how they will be mentored (frequency of check-ins: mentorship is THE criterion for good junior candidates), expected profile without absurd requirements for a beginner (distinguish "we will teach you" from "you must already know"), and a simple, fast recruitment process.

Constraints: Display stipend/pay, no discriminatory language, no employee tasks disguised as an internship: flag if the described mission looks like a permanent role. Direct tone that speaks to a student without being patronizing.

Design the referral program for [Company Name] ([headcount] employees, recurring roles: [types of roles], hiring difficulty: [context]).

Define the rules: Who can refer (and logical exclusions: recruiting team, managers for their own team), what triggers the bonus ([amount or benefit]: specify the triggering event, e.g., hired or passed probation, and the payment schedule), covered roles, how to submit a referral in 2 minutes, and the commitment to process: every referred profile gets a reasoned response, and the referrer is kept in the loop (this is what makes or breaks the program).

Safeguards: The referred candidate follows the normal process without shortcuts, the bonus rewards the introduction and not a guarantee of hire, no pressure on employees who don't refer.

Draft: The rules in one page, the internal launch message (150 words, concrete, no "talent scouts"), and the thank-you message to the referrer when their profile isn't selected.

Organize the candidate pool management for [Company Name]. Pool content: [profiles: finalists not hired, approached but unavailable, promising unsolicited apps]. Recurring hires: [roles that come back]. Tool: [ATS or spreadsheet].

Define: Pool segmentation (by role and 'temperature': re-contact at agreed date, keep warm, dormant), contact rhythm per segment (useful contact every [frequency], no spam), and content of these contacts: sincere company news, relevant open role, simple check-in on the anniversary of the last chat.

Draft 3 template messages: Re-contacting a finalist when a similar role opens (remind them of the context, say what has changed), checking in with a "not available until [period]" lead, message to a profile whose data retention is ending (ask if they want to stay in the pool, delete otherwise).

Format: Management rules in one page + messages with bracketed fields.

Write the career page content for [Company Name] ([activity, headcount, locations]). Truthful raw material: [real elements: roles, work organization, remote policy, concrete benefits, real growth paths, publishable figures].

Structure: Who we are in 3 factual sentences (what we do, for whom, what is unique), how we actually work (pace, remote, organization: concrete things a new hire can verify in their first week), what we offer (precisely listed benefits, pay policy if publishable), how we hire (stages, timelines, response commitment), and the roles we hire for.

Strict rules: Every claim must be verifiable by a current employee (test: read it as if the team were reading it on Glassdoor), ban "big family," "dynamic environment," "strong values," and any vibe elements without proof; own a real constraint of working here ([owned constraint]): honesty filters better than seduction. Max 400 words.

Prepare the production of a testimonial from [Name, Role] for [Company Name]'s employer brand. Distribution: [channels: career page, LinkedIn, job ads]. Their background: [elements: tenure, growth, key project].

First, produce the interview guide (20 minutes): Questions that call for specifics, not praise ("tell us about your last week," "what surprised you when you arrived?", "what is difficult here?": a testimonial without friction convinces no one), with follow-ups to get past standard answers.

Then, write the testimonial based on [interview answers]: 200 words in the first person, their voice and vocabulary (keep their phrasing, don't over-polish), a title taken from one of their quotes, a real difficulty mentioned and how it's managed.

Rules: Written validation of the final text by the employee before any distribution, no right to rewrite that betrays their words, total freedom to refuse. Deliver: Guide + testimonial + 80-word LinkedIn post version.

Write the LinkedIn post announcing the [job title] opening at [Company Name]. Published by: [who: Manager, Recruiter, CEO]. The role in reality: [main mission, team, pay if displayable, location and remote]. What makes it interesting: [concrete differentiator].

Constraints: Max 120 words, start with the problem or project the person will work on (don't start with "We're hiring"), 3 concrete pieces of info that help someone say "this is for me" or "not for me" (scope, pay or range, work mode), one sentence on the process (number of steps, timeline), a dual call to action: apply or ask a question in comments/DM.

Forbidden: "Gem," "talent," "rockstar," "family," emoji overload, teasing without info. Provide 2 variations: One sober from the recruiter, one personal from the manager explaining why they are opening this role.

Draft [Company Name]'s response to this review posted on [platform: Glassdoor, Indeed]: [review text]. Apparent author: [current employee, former employee, candidate]. Our internal take: [recognized truth, debatable elements, eventual context].

Rules: The response is for future candidates reading it, not just the author; acknowledge what is true without self-flagellation (one recognized point with the corrective action taken: [real action] is better than ten denials); NEVER try to publicly identify the author or reveal file details, even in defense; calmly correct a factual inaccuracy without attacking motives; offer an internal channel to continue if the author is still an employee.

Constraints: Max 130 words, signed by a real role, no empty corporate phrases ("we take this feedback seriously" is banned without a cited action). Provide 2 versions: mostly founded review, largely inaccurate but good-faith review.

Organize the preboarding for [Name], who signed for the [job title] role at [Company Name] and starts on [date] ([duration between signing and start]). Identified risk: Long period = counter-offer from current employer, cooling off, ghosting.

Build the contact sequence: At signing (warm confirmation with Day 1 logistics: time, place, host, agenda), mid-way (concrete news from the team or project they will join, not just "can't wait"), the week before start (logistics reminder, first-week agenda, answering questions), and an invitation to an informal moment before Day 1 if appropriate ([context]).

In parallel, the dated internal checklist: Equipment ordered, access prepared, [local hiring formalities: I-9/W-4 in US, right to work in UK] triggered by [who], manager briefed, buddy assigned.

Draft the 3 messages (max 150 words each, warm tone without hype) and the checklist with owners and deadlines.

Create the "Fresh Eyes" report requested from new hires at [Company Name] after [timeline, e.g., 30 days]. Goal: Capture what only a new person sees (inconsistencies, absurd processes, unspoken rules) before they get used to it.

Build the questionnaire: 8 to 10 open, precise questions covering onboarding and equipment, the clarity of the actual role vs. the ad/interviews (gaps are the gold of this report), processes that surprised or slowed them down, what is done better here than in past roles, what they don't dare ask yet, and the final question: "What should we have told you before you arrived?".

Usage framework: Who reads the report (and who DOESN'T to ensure honesty: decide between Manager and HR based on [context]), the feedback given to the employee on what will be fixed (a report with no follow-up kills the exercise for others), and semi-annual aggregation to spot recurring themes. Format: Questionnaire + one-page framework note.

Prepare the mid-probation check-in between [Manager] and [Name], hired as [job title] at [Company Name] [duration] ago (total probation: [total duration]). Observations to date: [what is going well, what is concerning, specific facts].

Structure the 45-minute two-way meeting: Their feelings first (integration, role clarity, gaps with what was sold: exact questions), then manager feedback based on dated facts (never "it feels like"), points to adjust before the end of probation with reformulated expectations in writing and provided support, and concrete decisions on both sides.

Write phrasing for delicate cases: Concerning signals to name without condemning (the meeting must give a real chance to correct, not quietly prepare for termination), and the opposite: giving visibility when everything is great instead of silence. Add a 10-line summary template shared with the employee.

Design the New Hire Handbook for [Company Name] ([activity, headcount, locations, work org]). Principle: A document the recruit actually consults in their first week, not a corporate brochure.

Produce the detailed table of contents with content and target length for each: Surviving the first week (access, badges, tools, who to ask for what: the most consulted section, put it first), Who's who (simple org chart with faces and actual scopes), Daily operations (hours, remote work, PTO and how to book it, expenses, breaks, and unwritten rules [house rules]), Pay and benefits (health insurance, [benefits], who to contact), Safety and emergencies, House lingo (internal jargon and acronyms translated: [examples]).

Rules: Every piece of info has a named contact or role, 20-minute reading format, designate a handbook owner and update rhythm. Fully write the "First Week" section as an example.

You are a recruitment consultant. Audit the candidate experience of [Company Name] for a typical [job title] role. Our current journey, step by step: [description: where the ad is posted, application form, actual response times, number of interviews, any tests, how we handle rejections].

Scrutinize every step from the candidate's view: Effort required (forms that re-ask for CV info, required cover letters, long tests before human contact), delays and silences, information provided (do they always know where they stand and what's next?), redundancy between interviews, respect during rejection.

Produce: A list of friction points ranked by severity (deal-breaker for a top candidate, irritant, improvable), for each deal-breaker or irritant a concrete fix and its implementation cost (often zero), 5 fixes to do this week, and 3 questions to ask recent hires to validate the diagnosis. Don't assume anything not in my description: list what else you need to know.

Prepare the career development review guide between [Manager/HR] and [Name], [job title] at [Company Name] for [tenure]. Framework reminder: This meeting focuses on professional growth and training; it is DISTINCT from the annual performance review and must not drift into performance assessment.

Structure: The journey since the last review (roles, missions, training taken: [available history]), freely expressed growth wishes (open questions that don't lead toward company convenience), skills to develop to get there, available development tools presented simply (training budget, internal mentorship, external certifications: describe their use without legal advice), and decided actions with deadlines.

Write the exact questions, the sign-off summary form, and 3 pitfalls to avoid (turning it into an evaluation, promising unapproved promotions, rushing it in 20 minutes).

Prepare my feedback conversation with [Name], [Role], regarding: [observed behavior or problem, with 2 or 3 specific dated facts]. Observed impact: [consequences for the team, clients, or work]. History: [first report or repeat, previous feedback given].

Build the script on the Facts-Impact-Listening-Next structure: Direct opening without numbing small talk or brutality (exact phrasing for the first 30 seconds that announces the topic), dated facts without generalization ("Tuesday, in the client meeting..." and never "you always..."), factual impact, then GENUINE listening to their version (open questions; context may exist that I ignore: prepare for the hypothesis that my lecture is incomplete), and co-constructing the next steps with a specific commitment and a follow-up date.

Draft: The full script, responses to 3 difficult reactions (denial, counter-attacking on another topic, emotional collapse), and the 2 mistakes that ruin everything (the compliment-criticism-compliment sandwich that blurs the message, stockpiling 6 months of grievances).

Construct a Performance Improvement Plan (PIP) for [Name], [Role] at [Company Name]. Observed gaps: [factual, dated gaps between role expectations and performance]. Previous feedback: [history of alerts]. Possible causes discussed: [hypotheses: skill, workload, personal context, management, tools].

The plan must be a genuine recovery tool, not a paper trail for exit: Expectations reformulated into observable and achievable goals over [duration, e.g., 2 months] (each linked to a normal role requirement, not a suddenly hardened standard), resources provided BY the company (training, coaching, weekly check-ins, temporary workload reduction: a plan without resources is a trap), dated follow-up milestones with shared written summaries, and the explicit outcome of both scenarios in factual terms.

Draft: The plan document, the presentation meeting script (firm on facts, loyal on intent, listening for causes: if the cause is management or load, the plan must fix that too), and the weekly check-in template. Recommend HR validation before launch.

Help me write recognition messages for my team at [Company Name]. Current occasion: [specific achievement: project delivered, difficult client situation handled, remarkable peer support, individual progress]. Person(s): [who, and their tenure/context].

Draft the message applying the rules of effective recognition: Name precisely WHAT was done (generic "good job" feeds no one), state the concrete impact (on the client, team, result), and why it wasn't obvious (the difficulty overcome, visible only to those who looked).

Adapt for 3 channels: Direct private message (most important), public mention in a meeting or on [team channel] (checking if the person appreciates public praise: some hate it), and a line in the annual review so it counts when it matters.

Add: 3 pitfalls (praising only visible profiles and forgetting the quiet ones, recognition always followed by a new request, compliments that compare to colleagues), and 2 examples of turning a hollow "bravo" into specific recognition.

Help [Manager] set [period] goals for [Name], [job title] at [Company Name]. Team priorities this year: [priorities from strategy]. Last year's summary: [achievements and previous goal levels]. Growth wish: [expressed wish].

Build 3 to 5 maximum goals (beyond that, nothing is a priority): Each phrased as a measurable result with its target and deadline (not an activity: "improving client relations" is not a goal), explicitly linked to a team priority (the employee must see their contribution), with "Met" AND "Exceeded" levels defined in advance, and necessary resources or prerequisites named (a goal without resources is a wish).

Include one development goal linked to their wish. Check the set: Ambitious but achievable in context [known constraints], no contradictory goals, no goal entirely dependent on third parties.

Format: Goals table + co-creation meeting script (present, listen to feasibility objections, adjust) + mid-year review rule if context changes.

Prepare the talent review for [scope: team, department] at [Company Name] ([headcount concerned]). Participants: [Managers and HR present]. Material: [available data: annual reviews, goals, tenure].

Structure the exercise: The 2 evaluation axes defined in observable terms BEFORE the meeting (Performance observed during the period, from review facts; and Potential/Growth, defined as demonstrated capacity to take on more, not as an impression of looking like leadership: explicit this anti-bias safeguard), prep by each manager (positioning argued by facts, no labels without examples), the meeting flow (each case discussed in 5 minutes, disagreements settled on facts, a scribe takes notes), and especially ACTIONS per employee: development plan, mobility to propose, retention for key profiles ([risk of departure signals]), support for those struggling.

Rules: Strict confidentiality of discussions, no compensation decisions in this forum, every action has an owner and deadline, and follow-up at [frequency]. Format: Grid + Agenda + Action Table.

Construct the development plan for [Name], [Role] at [Company Name], over [duration, e.g., 12 months]. Development goal: [skill or growth target, e.g., take technical lead, move to management, master [domain]]. Starting point: [current level, supporting facts]. Context: [upcoming team projects, available training budget].

Apply the 70-20-10 logic as a practical guide (most learning happens by doing): Real-world situational tasks to organize in existing projects (concrete missions with a safety net), learning through others (internal mentorship: who specifically, shadowing, regular feedback from [who]), and formal training last (only what truly unlocks: [budget options]).

For each action: Deadline, what will prove progress (deliverable or observable situation, not "feeling more comfortable"), and check-in points with the manager. Check the load: Development adds to the role; an overloaded plan dies in 6 weeks. Format: Quarter-by-quarter plan, one page.

Organize the annual training needs assessment for [Company Name] ([headcount], training budget: [budget], plan deadline: [date]).

Design the process: The manager questionnaire for their team (needs linked to yearly goals and observed gaps, phrased as skills to acquire rather than just copying a course title), the employee direct expression section (their own wishes, including outside the current role: to be treated distinctly but genuinely), and consolidation: the prioritization grid with displayed criteria (link to company priorities [priorities], regulatory/safety urgency, number of people affected, possible internal alternatives before buying training).

Draft: The launch message to managers (what is expected, deadline, example of well-phrased vs. poorly-phrased need), the collection form (max 6 fields), and the feedback communication: every requester learns if their request is accepted, deferred, or declined, with the reason: silence on rejected requests kills the next campaign. Format: Full process + calendar.

Design the engagement survey for [Company Name] ([headcount], first edition or existing barometer: [history], predicted climate: [context]).

Produce the questionnaire: Max 15 questions covering meaning of work, actual workload, manager support, resources to do the job well, recognition, prospects, and intent to stay; unique 5-point agree-disagree scale for comparability over time, 2 open questions at the end ("What would make your daily life better?"), neutral phrasing that doesn't lead the answer (show an example of a biased question and its correction).

Essential framework to draft with the survey: Anonymity and its concrete mechanism explained to teams (minimum respondent threshold per team before results are shown: [threshold]), dated commitment to share results (raw results shared, not just the flattering ones), and the golden rule announced at launch: a survey without an action plan does more harm than no survey at all.

Format: Questionnaire + launch message + survey-results-action calendar.

The engagement survey results for [Company Name] are in: [results: scores by theme, participation rate, key verbatims, comparison to previous edition if any]. Help me turn this into a credible action plan.

First, an honest reading: The 3 most serious signals (crossing scores AND verbatims; low participation is a signal in itself), what belongs to the team level vs. leadership level (causes aren't treated at the same level), and what this data doesn't say (don't over-interpret a small team's score).

Then the plan: 3 projects MAXIMUM (ten projects = zero projects), chosen for impact and feasibility, each with a named owner, a first visible action within 30 days (the speed of the first action makes the whole thing credible), and the metric in the next survey that should move.

Draft the results communication to teams: Results without sugarcoating, including naming the bad scores, the 3 projects and their deadlines, and what we chose NOT to address this year and why. Format: Analysis + Plan + Results Message.

Prepare the internal communication for [Company Name] to announce: [change: new team org, manager change, department merger, new reporting line]. Directly impacted people: [who and how]. Real reason: [reason]. Implementation timeline: [dates]. What is decided vs. still open: [clear distinction].

Build the sequence (order is as important as content): First, directly impacted people in 1-on-1s (never discover your own change in a group meeting: draft the script for these), then middle managers with their Q&A kit, then the collective announcement, then the written reference.

Draft the collective announcement: The change clearly in the first lines, the real reason without corporate strategy speak, what changes concretely for whom (and what DOES NOT change: specifying this defuses half the anxiety), the timeline, what remains open, and how everyone can ask questions.

Add a Q&A for the 5 predictable tough questions ([anticipated concerns]) with honest answers, including "we don't know yet" when that is the truth.

Draft the remote work policy project for [Company Name] ([headcount], roles: [roles and remote compatibility], current practice: [informal existing or first framework]). Directions decided by leadership: [choices: number of days, fixed or floating, eligibility].

Structure the policy: Eligibility based on objective activity criteria (not people: vague criteria become inequality), frequency and practicalities (days, booking, required collective presence [team constraints]), material conditions (equipment provided, cost participation per policy [policy]), reachability hours AND the right to disconnect in concrete terms (not meetings after [time], no obligation to reply outside hours), remote data security (simple, verifiable rules), cases for temporary return to site, and policy review.

Writing rules: Applicable and verifiable rules rather than principles, same text for all eligible. Flag at the end which points require legal validation or consultation with employee reps (if applicable) before adoption, without giving legal advice yourself.

Prepare the return of [Name], [Role] at [Company Name], absent for [duration] for [reason: maternity/parental leave, medical leave, sabbatical]. During their absence: [what changed: projects, org, tools, replacement].

Build: Prep BEFORE the return day (equipment and access reactivated, lightened first-week agenda, team informed simply without reason details: the reason belongs to the employee), the Day 1 re-entry interview guide (welcome them without burying them in catch-up, what changed presented in a readable format, THEIR questions and needs first, possible adjustments), and the ramp-up plan over [duration] with regular check-ins.

Posture rules: No questions on the medical or personal reason for absence, no allusions to "catching up on the backlog," real vigilance on difficulty signals without intrusive monitoring. Mention, without legal advice, any mandatory appointments (e.g., Occupational Health in UK, or ADA accommodations in US) to check with HR.

Format: Pre-return checklist + Interview guide + Re-entry plan.

Organize the departure of [Name], [Role] at [Company Name], leaving on [date] ([context: resignation, end of contract, mutual agreement], notice period [duration]). Scope they hold: [responsibilities, accounts and tools, clients or specific files, undocumented knowledge].

Build the dated checklist counting back from departure: Handovers (inventory of what only they know, handover docs to produce with actual time blocked for it, designated successor per topic, shadowing on key meetings), Communication (who announces it, when, to teams then to relevant clients/partners [external context]: the drafted message, factual and elegant regardless of context), Equipment and Access (exhaustive list based on [tools used], revocation on date, mailbox transfers/redirects), Admin (final pay, benefits termination/COBRA in US, P45 in UK) as vigilance points for payroll without legal advice, and the final day (dignified goodbye, return of assets, exit interview).

Format: Weekly checklist with owner per line + 2 drafted announcement messages.

Prepare the exit interview guide for [Name], [Role] at [Company Name], who is leaving for [known or supposed reason]. Conducted by: [who: HR rather than direct manager, justify this choice in the guide]. Tenure: [tenure].

Build the 45-minute interview: The framework announced at the start (how answers will be used, what stays confidential, total freedom not to answer: without this, you only get politeness), questions that get to the truth: what ACTUALLY decided them to leave (beyond the official reason: the two-part question), what could have kept them and at what point was it still possible, what they would tell someone hesitating to apply here, management and workload experienced, what positive things they take away.

Add: Gentle follow-ups for standard answers, what NOT to ask (naming/shaming colleagues, details of future salary), and exploitation: the anonymizable summary sheet, aggregation with previous departures to spot recurring motives, and the escalation rule when a serious signal emerges. Format: Guide + Summary sheet.