The short answer
A recruitment brief explains why a role is needed, which outcomes it owns and what evidence will show a candidate can do the work. It aligns the hiring manager and recruiter before sourcing begins. Separate requirements that are necessary for the role from preferences that can be learned or supported after joining.
1. Start with a clear purpose
Describe the outcomes the person will own in the first months. Separate essential capabilities from preferences.
2. Make the work and ownership visible
Agree what evidence will demonstrate each requirement. Use the same job-related criteria throughout the process.
3. Agree the next action
Name the decision owner and the people contributing evidence. Set a review rhythm so candidates are not left waiting for internal alignment.
Leave with a usable decision.
Write down the next action, who owns it and when you will check the result. Keep the decision where the people doing the work can find it.
A practical example
A manager asks for a “senior all-rounder.” The recruiter asks which work will be different once the person joins. They identify responsibility for one customer segment, a need to manage complex handoffs and a defined level of decision authority. The interview plan can now test those requirements instead of searching for a vague combination of titles and personality traits.
A working template you can adapt
| Part of the work | What to record or ask |
|---|---|
| Purpose | Which business need makes this role necessary? |
| Outcomes | What should the person deliver or improve? |
| Evidence | How will the interview process assess each requirement? |
| Constraints | What location, schedule, compensation and approval conditions apply? |
Questions to work through
Who should approve a recruitment brief?
The hiring manager should own the role requirements, with recruiting and any relevant budget or people-process owners confirming the constraints. Agree the approval before candidates enter the process so expectations do not change halfway through.
Can the brief change after sourcing starts?
Yes, when new evidence changes the need. Record what changed, why and how candidates already in the process will be assessed fairly. Do not silently add new requirements after interviews have begun.
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