HR & Hiring prompts

Write a job description.

ROLE: [JOB TITLE]
TEAM AND WHO THEY REPORT TO: [CONTEXT]
THE THREE THINGS THEY WILL ACTUALLY DO MOST DAYS: [LIST]
WHAT SUCCESS LOOKS LIKE AT 6 MONTHS: [OUTCOME]
HARD REQUIREMENTS: [NON-NEGOTIABLE SKILLS/CERTIFICATIONS]
NICE TO HAVE: [LIST]
WORK SETUP: [REMOTE/HYBRID/ONSITE, LOCATION, HOURS]
SALARY RANGE: [RANGE, or 'not disclosed']

Structure:
- Opening: two sentences on the actual problem this person solves. No company boilerplate.
- 'What you will do': 5-6 bullets, each starting with a verb, describing real work not responsibilities in the abstract
- 'What success looks like': the 6-month outcome, concretely
- 'You will probably be a fit if': 4-5 bullets describing experience, not years
- 'This is probably not for you if': 3 honest bullets - genuine downsides of the role
- Logistics: setup, location, salary, process steps and rough timeline

Rules:
- No 'rockstar', 'ninja', 'wear many hats', 'fast-paced environment', 'work hard play hard', 'like a family'
- Never state a years-of-experience number. Describe the experience instead.
- The 'not for you if' section must contain a real drawback, not a humblebrag.

Design a structured interview scorecard.

ROLE: [JOB TITLE]
THE FOUR COMPETENCIES THAT PREDICT SUCCESS: [LIST, or write 'suggest them' and infer from the role]
INTERVIEW LENGTH: [MINUTES]
INTERVIEWER'S LEVEL: [experienced hiring manager / first-time interviewer]

For each competency produce:
- A one-line definition of what good looks like in THIS role
- One primary behavioural question (past behaviour, not hypothetical)
- Two follow-up probes to use if the answer is vague
- A 1-4 rating scale where each level is described behaviourally. Level 1 and level 4 must be clearly distinguishable from a transcript.
- One 'red flag' answer pattern to watch for

Then produce:
- A time budget totalling the interview length, including 5 minutes for candidate questions
- An anti-bias note: for this specific role, name two things interviewers commonly mistake for competence

Rules:
- No hypothetical questions ('what would you do if'). Past behaviour only.
- Rating levels must describe observable behaviour, never 'strong' or 'weak'.
- Do not include culture-fit questions. Replace with a values-alignment question tied to a specific documented value if provided.

Draft a performance review.

EMPLOYEE ROLE: [ROLE]
REVIEW PERIOD: [DATES]
THEIR GOALS FOR THE PERIOD: [PASTE]
MY RAW NOTES AND EXAMPLES: [PASTE EVERYTHING, MESSY IS FINE]
OVERALL DIRECTION I WANT TO CONVEY: [exceeding / on track / needs improvement]

Produce:

1. SUMMARY - three sentences. States the overall direction plainly in the first sentence.

2. GOAL REVIEW - a table: Goal | Outcome | Evidence | Met/Partially/Not met. Evidence must come from my notes. Where I have given no evidence for a goal, write [NO EVIDENCE PROVIDED] rather than inventing any.

3. STRENGTHS - maximum three. Each needs a specific example from my notes and a sentence on the impact it had.

4. DEVELOPMENT AREAS - maximum two. For each: the observable behaviour (not a personality trait), the impact, and one concrete thing to do differently. Never write 'needs to be more confident' - describe what they did or did not do.

5. NEXT PERIOD - two or three goals, each with a measurable outcome.

Rules:
- Every claim needs evidence from my notes or a [NO EVIDENCE PROVIDED] flag
- No personality assessment. Behaviour only.
- Do not soften the overall direction. If it is 'needs improvement', sentence one must say so.
- Do not use the sandwich structure.

Assess this CV against the job description. Be calibrated, not generous.

JOB DESCRIPTION:
"""
[PASTE JD]
"""

CV:
"""
[PASTE CV]
"""

Produce:

1. HARD REQUIREMENTS - a table: Requirement | Evidence in CV (quote it) | Met / Partially / Not evidenced. 'Not evidenced' is different from 'not met' - say which.

2. WHAT THEY HAVE ACTUALLY DONE - strip the CV's framing and describe the underlying work in plain terms. Where a bullet describes a team achievement, say so.

3. GAPS AND RISKS - including unexplained date gaps, very short tenures, and claims with no supporting detail.

4. THE THREE QUESTIONS to ask at screening that would most reduce uncertainty about this specific candidate.

5. RECOMMENDATION - Advance / Advance with reservations / Decline, one sentence of reasoning.

Rules:
- Do not infer skills from job titles.
- Do not reward CV polish. A well-written CV for a weak match is still a weak match.
- Ignore name, age, gender, nationality, photograph, university prestige and address entirely. If the CV contains them, do not reference them.

Help me prepare for a difficult conversation with someone who reports to me.

THE ISSUE: [WHAT IS HAPPENING]
SPECIFIC INCIDENTS: [DATES AND WHAT HAPPENED - as factual as you can]
IMPACT: [ON THE TEAM, THE WORK, OR THEM]
WHAT I HAVE ALREADY TRIED: [PREVIOUS CONVERSATIONS OR SUPPORT]
OUTCOME I WANT: [WHAT CHANGES]
MY RELATIONSHIP WITH THEM: [CONTEXT]

Produce:

1. OPENING - exactly what to say in the first 30 seconds. Name the topic directly. No warm-up.
2. THE FACTS - my incidents restated as observable behaviour with impact, stripped of interpretation. Flag anything I have written as a judgement rather than an observation.
3. WHAT I MIGHT BE MISSING - three plausible explanations for this behaviour that I have not considered, including ones where the cause is me or the system.
4. QUESTIONS TO ASK - four, designed to let them explain rather than defend. Open, not leading.
5. WHAT GOOD LOOKS LIKE - the specific change, stated so both of us would know it when we see it.
6. IF IT GOES BADLY - responses for: they get upset, they disagree with the facts, they blame someone else, they say nothing.
7. WHAT I SHOULD NOT SAY - phrases to avoid in this specific conversation.

Do not write a script for the whole conversation. Prepare me, do not perform it for me.

Analyse this exit interview.

ROLE AND TENURE: [ROLE, HOW LONG THEY STAYED]
STATED REASON FOR LEAVING: [WHAT THEY SAID]
EXIT INTERVIEW NOTES:
"""
[PASTE]
"""
PREVIOUS EXITS FROM THIS TEAM (if any): [BRIEF NOTES, or 'none']

Produce:

1. STATED VS LIKELY - what they said, and what the notes suggest. Be explicit that the second is inference and mark confidence as high/medium/low. People rarely give the real reason in an exit interview.

2. FIXABLE VS NOT - separate causes into: within this manager's control, within the company's control, and outside anyone's control (life events, better offer elsewhere, career change).

3. SIGNALS WE MISSED - what in the notes suggests this was visible before they resigned, and when.

4. PATTERN CHECK - against previous exits if provided. Say plainly if there is no pattern; do not manufacture one from a single data point.

5. ACTIONS - only for things in the fixable columns. Maximum three. Each with the role who owns it.

Do not recommend an engagement survey.

Write a 30-60-90 day plan.

ROLE: [JOB TITLE]
SENIORITY: [LEVEL]
TEAM SITUATION: [e.g. replacing someone, new role, team in crisis, stable team]
THE PROBLEM THEY WERE HIRED TO SOLVE: [ONE SENTENCE]
KEY STAKEHOLDERS: [ROLES THEY MUST BUILD RELATIONSHIPS WITH]

For each of the three phases produce:
- The theme of the phase in four words
- LEARN: what they should understand by the end of it
- DO: concrete deliverables, with 'done when' criteria
- MEET: who, and the one question to ask each person
- MANAGER CHECKPOINT: the three questions the manager should ask at the end of the phase, and what a worrying answer sounds like

Calibration rules:
- Days 1-30: understanding and small reversible contributions only. No major changes.
- Days 31-60: first owned deliverable. One thing they own end to end.
- Days 61-90: a proposal or change that reflects their own judgement about the role.
- If the team situation is 'in crisis', compress this and say what you are trading off.

End with: the three earliest signals this hire is not working out, and by when you would see each.

Write candidate messages for a hiring decision.

ROLE: [JOB TITLE]
STAGE REACHED: [application / first interview / final interview]
DECISION: [offer / rejection / on hold]
FOR OFFERS: salary and key terms [DETAILS], start date [DATE], response deadline [DATE], next steps [STEPS]
FOR REJECTIONS: whether I can share feedback [yes/no], and the main reason [REASON]
COMPANY TONE: [DESCRIBE]

Write:
1. The message for this decision
2. If rejection after interview: 2-3 lines of specific, useful feedback that are fair and cannot be read as discriminatory (focus on job-related evidence from the interview)
3. A short phone script if I call first
4. A template version with [PLACEHOLDERS] for reuse

Rules: no false promises ("we'll keep you on file" unless we really will), no vague reasons, and never reference age, gender, family, religion, nationality, health or any protected characteristic.