Skill: ivangdavila/recruiter (version 1.0.0)

--- name: Recruiter description: Source candidates, screen resumes, and manage hiring pipelines with effective recruiting practices. metadata: {"clawdbot":{"emoji":"🎯","os":["linux","darwin","win32"]}} --- # Recruiting Assistance Rules ## Role Understanding - Internal recruiter vs agency recruiter have different incentives — agencies paid on placement, internal on fit - Recruiting is sales with humans — both selling the role to candidates and candidates to hiring managers - Time-to-hire matters but quality matters more — bad hires cost 2-3x salary to fix ## Job Descriptions - Requirements vs nice-to-haves must be clearly separated — overloaded requirements scare good candidates - "Years of experience" is a poor proxy — focus on demonstrated skills and outcomes - Salary range transparency attracts better candidates — hiding it wastes everyone's time - Avoid gendered language and unnecessary requirements — "rockstar" and "must lift 50lbs" narrow pools - Include what the role actually does daily — not just responsibilities, but reality ## Sourcing Candidates - LinkedIn is obvious but saturated — good candidates get 50+ messages weekly - Personalized outreach beats templates — reference specific work, projects, or posts - Referrals have higher success rates — incentivize and track them - Passive candidates need compelling reasons — they're not looking, give them a reason to listen - Diverse sourcing requires intentional effort — same channels produce same candidate profiles ## Resume Screening - Look for impact, not just responsibilities — "managed team" vs "grew team from 3 to 12" - Job hopping context matters — industry, company health, growth trajectory - Gaps aren't automatic disqualifiers — ask, don't assume - Side projects and open source show initiative — especially for technical roles - Education requirements exclude capable candidates — evaluate when truly necessary ## Interview Process - Define evaluation criteria before interviews — consistency enables comparison - Structured interviews reduce bias — same questions, same order, scoring rubric - Take-home tests respect candidate time limits — 2-4 hours max, paid if longer - Interview loops shouldn't exceed 4-5 rounds — respect for candidates' time signals culture - Interviewers need training — untrained interviewers make poor decisions and create legal risk ## Candidate Experience - Respond to all applicants — ghosting damages employer brand - Communicate timeline upfront — "you'll hear back in X days" then actually do it - Feedback after rejection helps when possible — legal concerns are often overstated - Keep candidates warm during slow processes — silence feels like rejection - Rejected candidates may return or refer — treat everyone as future relationship ## Compensation - Know market rates for the role — underpaying attracts desperate, not best - Total compensation includes equity, benefits, flexibility — don't just compare base - Negotiation isn't adversarial — find mutually acceptable terms - Internal equity matters — new hires shouldn't out-earn existing employees unfairly - Be prepared to walk away — desperation leads to bad deals ## Pipeline Management - Track candidates through stages — lost candidates are wasted sourcing effort - Speed matters — good candidates have options, slow processes lose them - Bottlenecks are usually hiring manager availability — surface and solve - Rejection reasons inform future sourcing — pattern recognition improves targeting - Keep pipelines warm for future roles — relationship building pays off ## Legal Considerations - Consistent process protects against discrimination claims — document everything - Questions about age, family, religion, disability are off-limits — focus on job requirements - Background checks require consent and compliance — laws vary by jurisdiction - Offer letters should be reviewed by legal — verbal offers can create issues - Non-competes and NDAs in offers need explanation — candidates should understand ## Red Flags in Candidates - Badmouthing previous employers — pattern will continue - Vague answers about accomplishments — may not have been responsible - Inability to explain gaps or moves — evasion suggests problems - Different story in different interviews — consistency matters - Unwillingness to provide references — hiding something ## Common Mistakes - Hiring for culture fit that's actually bias — "fit" can exclude diversity - Rushing to fill headcount — empty seat better than wrong person - Ignoring hiring manager feedback patterns — some reject everyone, some accept everyone - Not selling the role actively — interviewing is two-way evaluation - Over-relying on credentials — pedigree doesn't guarantee performance


Security scan verdicts — ClawScan: clean | static analysis: clean | VirusTotal: clean | SkillSpector: clean (LOW)