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Recruitment Development Scan
Discover where your recruitment can grow
The Development Scan for recruitment managers and recruiters. Describe how things go now in each phase of the recruitment process, and see where the growth is: which development step delivers the most, and which better results come with it.
What it gives you
Where the biggest development opportunities are, per phase of the recruitment process What that growth delivers: better quality of hire, shorter time to hire, satisfied hiring managers, a better candidate experience and lower cost per hire Where to start: three first steps that deliver the most A well-founded development plan
This is what your report looks like
Three pages: the summary, all topics at a glance, and what to do about it.
About a quarter of an hour No obligation, no email address needed Your report straight away, also as PDF Optionally discussed with an expert
Developed by TalentCraft, based on the daily practice of recruitment teams.
Who are you?
Recruitment manager You look at how the team works.Recruiter or sourcer You look at your own way of working. Not an assessment, but a personal development map.
Before you start
Describe how things go now, not how they should go. Think of your team's recent vacancies: what usually happened? Not what was agreed or what is intended.In doubt between two answers? Choose the one that fits almost every vacancy, not just your best ones. A rosy picture hides exactly the opportunities you're looking for. An honest picture shows where the gains are.No view on a topic? Choose 'I don't know'. Don't guess. What you have no view on is an outcome too.Describe how you work now, not how it should be done. Think of your last three vacancies: what did you usually do? Not what you plan to do or what was agreed.In doubt between two answers? Choose the one that fits almost every vacancy, not just your best ones. A rosy picture hides exactly where you can grow. There are no right or wrong answers.Is a topic not part of your role? Choose 'Not part of my role'. Then it doesn't count. This is not an assessment: your report is only for you, unless you share it yourself.
Start the scan
Your answers stay in your browser. We store nothing and you don't need to leave any details. Your answers stay in your browser. Nobody else sees them, unless you share your report yourself. Your answers and those of your recruiters are stored anonymously for the team analysis. You only see team averages, never individual answers.
The hiring manager and the vacancy
About the conversation with the hiring manager about a new vacancy, and working together afterwards.
When does it become clear, on a new vacancy, which of the hiring manager's requirements are hard requirements and which are nice-to-haves? When does it become clear, on your vacancies, which of the hiring manager's requirements are hard requirements and which are nice-to-haves? Practically never: all requirements in the request count as hard requirements. Practically never: all requirements in the request count as hard requirements. Sometimes: when a requirement stands out, the hiring manager is asked if it is really needed. Sometimes: when a requirement stands out, the hiring manager is asked if it is really needed. Always in the intake: for each requirement, the hiring manager is asked if it is a must or a nice-to-have. Always in the intake: for each requirement, the hiring manager is asked if it is a must or a nice-to-have. Always in the intake, backed up: with what each requirement costs in candidates. Always in the intake, backed up: with what each requirement costs in candidates.
How is an intake meeting with the hiring manager about a new vacancy usually prepared? How do you usually prepare an intake meeting with the hiring manager about a new vacancy? Not at all: the request is taken over exactly as it comes in. Not at all: the request is taken over exactly as it comes in. Sometimes: for a difficult vacancy, some research is done beforehand. Sometimes: for a difficult vacancy, some research is done beforehand. Always: with a fixed list of questions about the department, the team and the role. Always: with a fixed list of questions about the department, the team and the role. Always, per vacancy: with a clear picture of how scarce this profile is. Always, per vacancy: with a clear picture of how scarce this profile is.
If there is confusion about the profile later on, what does the team fall back on? If there is confusion about the profile later on, what do you fall back on? Memory: nothing has been recorded, so the hiring manager is called again. My memory: I have not recorded anything, so I call the hiring manager again. Loose notes: in a different place and format each time. Loose notes: in a different place and format each time. A fixed profile: always in the same format in the ATS. A fixed profile: always in the same format in the ATS. A confirmed profile: in a fixed format and approved by the hiring manager. A confirmed profile: in a fixed format and approved by the hiring manager.
When does the hiring manager first hear whether the candidate they are looking for is easy to find? When does the hiring manager first hear from you whether the candidate they are looking for is easy to find? Only when the hiring manager asks: why there are no candidates yet. Only when the hiring manager asks: why I do not have any candidates yet. Sometimes beforehand: for profiles that are known to be difficult. Sometimes beforehand: for profiles I know are difficult. Always straight after the intake: after a fixed check of how many people are out there. Always straight after the intake: after a fixed check of how many people are out there. Always during the intake: with how many people are out there and what could be adjusted. Always during the intake: with how many people are out there and what could be adjusted.
How does the recruiter usually find out who, besides the hiring manager, decides on a candidate, and who has influence on that decision? How do you usually find out who, besides the hiring manager, decides on a candidate, and who has influence on that decision? Afterwards: it only becomes clear when someone rejects or blocks a candidate. Afterwards: it only becomes clear when someone rejects or blocks a candidate. Sometimes: when it comes up, the hiring manager is asked who else has a say. Sometimes: when it comes up, I ask who else has a say. Always at the start: there is a standard question about who decides and who has a say. Always at the start: I always ask who decides and who has a say. Always at the start, and in more depth: what matters to each decision-maker. Always at the start, and in more depth: what matters to each decision-maker.
What is agreed with the hiring manager at the start of a vacancy about deadlines (such as for reviewing CVs, feedback after interviews and the offer)? What do you agree with the hiring manager at the start of a vacancy about deadlines (such as for reviewing CVs, feedback after interviews and the offer)? Nothing: the hiring manager responds whenever it suits them. Nothing: the hiring manager responds whenever it suits them. Sometimes: for an urgent vacancy or a key role, deadlines are mentioned. Sometimes: for an urgent vacancy or a key role, deadlines are mentioned. Always: a deadline for each step, agreed at the start of the vacancy. Always: a deadline for each step, agreed at the start of the vacancy. Always, and monitored: a deadline for each step, with action taken if it slips. Always, and monitored: a deadline for each step, with action taken if it slips.
How is a hiring manager who is slow to respond to candidates put forward usually handled? How do you usually handle a hiring manager who is slow to respond to candidates put forward? Wait: the hiring manager is first given some extra time to respond. Wait: I first give the hiring manager some extra time to respond. Remind: the hiring manager is asked whether there is any feedback yet. Remind: I ask the hiring manager whether there is any feedback on the candidate yet. As agreed: the hiring manager is reminded of the agreed deadline. As agreed: I remind the hiring manager of the agreed deadline. Prevent: every candidate put forward comes with a feedback date straight away. Prevent: for every candidate I put forward, I agree a feedback date.
When is the working relationship with a hiring manager reviewed? When do you review the working relationship with a hiring manager? After a complaint: only when something goes wrong on a vacancy. After a complaint: only when something goes wrong on a vacancy. Occasionally: when it comes up with a new vacancy. Occasionally: when it comes up with a new vacancy. After every vacancy: in a short meeting planned in advance. After every vacancy: in a short meeting I plan in advance. After every vacancy, with figures: after which agreements are adjusted. After every vacancy, with figures: after which we adjust our agreements.
For these topics, things in your team don't always go the way you'd like: For these topics, things don't always go the way you'd like: Choose up to two. This makes the advice in your report more precise. Not knowing well how to approach it I don't know well how to approach it There's no time for it, or it isn't a priority I have no time for it, or it isn't a priority There are no agreements on it, or it lies with someone else There are no agreements on it, or it lies with someone else Systems or tools don't support it Systems or tools don't support it The hiring manager doesn't cooperate The hiring manager doesn't cooperate
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About the job ad and how the vacancy reaches candidates.
How does the job advert that goes online usually come about? How does the job advert you put online usually come about? Copied: the hiring manager's text goes online virtually unchanged. Copied: I put the hiring manager's text online virtually unchanged. Adapted: an earlier text or the hiring manager's, updated each time. Adapted: I update an earlier text or the hiring manager's each time. Newly written: always our own text, based on the request. Newly written: I always write my own text, based on the request. Tailor-made: written from the intake meeting and what the target group is looking for. Tailor-made: I write from the intake meeting and what the target group is looking for.
What does a job advert usually say about what the candidate gets out of the job? What do your job adverts usually say about what the candidate gets out of the job? Little: the text mainly describes the tasks and the requirements. Little: my text mainly describes the tasks and the requirements. It varies: sometimes the benefits of the job are included, sometimes not. It varies: sometimes I include the benefits of the job, sometimes not. Always a fixed list: the terms the organisation mentions as standard. Always a fixed list: the terms our organisation mentions as standard. Always tailored: what makes this job special, according to employees. Always tailored: what makes this job special, according to employees.
What usually determines the order and sections of a job advert? What usually determines the order and sections of your job adverts? The request: the text follows the order in which it came in. The request: my text follows the order in which it came in. The writer: each text is structured in its own way. The writer: I structure each text in its own way. A fixed template: the same for all of the organisation's vacancies. A fixed template: the same for all of our organisation's vacancies. A template per target group: adjusted based on which texts performed best. A template per target group: adjusted based on which texts performed best.
Whose words are usually used in the text to describe the work? Whose words do you usually use in your texts to describe the work? The organisation's: the internal job description is copied over. The organisation's: I copy over the internal job description. It varies: sometimes our own words, sometimes the hiring manager's or those from other vacancies. It varies: sometimes my own words, sometimes the hiring manager's or those from other vacancies. Always our own words: the work is explained the way you'd describe it in conversation. Always my own words: I explain the work the way I'd describe it in conversation. Always the target group's language: checked with people who do this work. Always the target group's language: I check it with people who do this work.
Where does the job title at the top of the vacancy usually come from? Where does the job title at the top of your vacancies usually come from? From the job framework: the internal job title is copied over. From the job framework: I copy over the internal job title. Gut feeling: a title that seems to fit, chosen each time. Gut feeling: I pick a title that seems to fit each time. A fixed check: the title that's commonly used on job boards. A fixed check: I use the title that's commonly used on job boards. Data: the title candidates search for or respond to most. Data: I use the title candidates search for or respond to most.
When does the team look at which other employers are after the same candidates, and what they offer? When do you look at which other employers are after the same candidates, and what they offer? Only when it stands out: for example when a candidate mentions another offer. Only when it stands out: for example when a candidate mentions another offer. Now and then: when a vacancy underperforms, the team checks what others offer. Now and then: when a vacancy underperforms, I check what others offer. Always per vacancy: beforehand, the team checks who is after the same people. Always per vacancy: beforehand, I check who is after the same people. Always per vacancy, and used: what others offer feeds into the advert and the offer. Always per vacancy, and used: what others offer feeds into the advert and the offer.
What is the choice of where a vacancy is posted online usually based on? What do you usually base your choice of where to post a vacancy online on? Habit: the careers site and the usual job boards. Habit: the careers site and the usual job boards. Different each time: the channels that seemed to work well before. Different each time: the channels that seemed to work well before. Per target group: a fixed assessment of where these people look. Per target group: a fixed assessment of where these people look. Per target group, on results: the channels that delivered hires before. Per target group, on results: the channels that delivered hires before.
For a new vacancy: how is the network usually used, such as the organisation's own employees and previous candidates in the database? For a new vacancy: how do you usually use the network, such as the organisation's own employees and previous candidates in the database? Not separately: applications through contacts are handled with the rest. Not separately: applications through contacts are handled with the rest. When results disappoint: only once the other channels bring in little. When results disappoint: only once my other channels bring in little. Always straight away: with a general call-out to the whole network. Always straight away: with a general call-out to the whole network. Always straight away and targeted: approaching people with a network in this field. Always straight away and targeted: I approach people with a network in this field.
How does a vacancy usually appear outside the careers site and job boards, such as on social media? How does your vacancy usually appear outside the careers site and job boards, such as on social media? Not separately: at most, the link to the vacancy is shared. Not separately: at most, I share the link to the vacancy somewhere. Sometimes: for a difficult vacancy, something special is made for it. Sometimes: for a difficult vacancy, I make something special for it. Always: in a fixed format per channel, with the same message. Always: in a fixed format per channel, with the same message. Always tailored: a separate message per channel, adjusted to what resonates. Always tailored: a separate message per channel, adjusted to what resonates.
For these topics, things in your team don't always go the way you'd like: For these topics, things don't always go the way you'd like: Choose up to two. This makes the advice in your report more precise. Not knowing well how to approach it I don't know well how to approach it There's no time for it, or it isn't a priority I have no time for it, or it isn't a priority There are no agreements on it, or it lies with someone else There are no agreements on it, or it lies with someone else Systems or tools don't support it Systems or tools don't support it The hiring manager doesn't cooperate The hiring manager doesn't cooperate
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About actively searching for candidates, in your own database and beyond, and approaching them.
What is a search usually built from, in the own ATS or on a CV database? What do you usually build a search from, in the own ATS or on a CV database? The job title: exactly as it appears in the vacancy. The job title: exactly as it appears in the vacancy. Title and requirements: copied from the vacancy, differently each time. Title and requirements: copied from the vacancy, differently each time. A fixed structure: titles, synonyms and the true must-haves. A fixed structure: titles, synonyms and the true must-haves. A fixed structure, widened: also people from similar work. A fixed structure, widened: also people from similar work.
When a search yields too few suitable candidates: how is the decision to widen the search usually made? When your search yields too few suitable candidates: how is the decision to widen the search usually made? It isn't: the search continues with the same requirements, in the same places. It isn't: I keep searching with the same requirements, in the same places. On gut feeling: the recruiter widens the search alone, differently each time. On gut feeling: I widen the search myself, differently each time. In consultation: the hiring manager is always asked which requirement can be dropped. In consultation: I always ask the hiring manager which requirement can be dropped. Backed by figures: the hiring manager sees how many extra candidates each change brings. Backed by figures: I show the hiring manager how many extra candidates each change brings.
Where does the active search for a new vacancy usually start? Where do you usually start actively searching for a new vacancy? Nowhere: first the team waits to see what responses the vacancy brings. Nowhere: I first wait to see what responses the vacancy brings. It varies: wherever the recruiter happens to think of first. It varies: wherever I happen to think of first. Always the own database first: external platforms only after that. Always the own database first: external platforms only after that. Fixed per target group: first where earlier hires came from. Fixed per target group: first where earlier hires came from.
Are searches that worked well saved and used again for the next vacancy? Do you save searches that worked well, and use them again for the next vacancy? No: every search is worked out from scratch and not saved afterwards. No: I work out every search from scratch and don't save it afterwards. Sometimes: a good search is saved, but rarely reused. Sometimes: I save a good search, but rarely use it again. Always: good searches are saved and reused for similar vacancies. Always: I save good searches and reuse them for similar vacancies. Always, and improved: saved, reused and adjusted to what they delivered. Always, and improved: saved, reused and adjusted to what they delivered.
What is usually personal about the first message to a candidate who did not apply themselves? What is usually personal about your first message to a candidate who did not apply themselves? Nothing: one and the same message goes to every candidate. Nothing: one and the same message goes to every candidate. Sometimes something: if there is time, otherwise just the name in the greeting. Sometimes something: if there is time, otherwise just the name in the greeting. Always something from the profile: such as a previous role or experience. Always something from the profile: such as a previous role or experience. Always tailored: something from the profile, linked to what this job offers. Always tailored: something from the profile, linked to what this job offers.
For these topics, things in your team don't always go the way you'd like: For these topics, things don't always go the way you'd like: Choose up to two. This makes the advice in your report more precise. Not knowing well how to approach it I don't know well how to approach it There's no time for it, or it isn't a priority I have no time for it, or it isn't a priority There are no agreements on it, or it lies with someone else There are no agreements on it, or it lies with someone else Systems or tools don't support it Systems or tools don't support it The hiring manager doesn't cooperate The hiring manager doesn't cooperate
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About candidates you keep in touch with for future vacancies.
A talent pool is a group of candidates the organisation keeps in touch with for future vacancies, such as earlier applicants, referred candidates and internal candidates. Who is it deliberately kept for? A talent pool is a group of candidates you keep in touch with for future vacancies, such as earlier applicants, referred candidates and internal candidates. Who do you deliberately keep it for? No one in particular: anyone who applies goes into the database. No one in particular: anyone who applies goes into the database. It varies: candidates a recruiter happened to rate highly. It varies: candidates I happened to rate highly. Targeted, for set roles: the roles the organisation fills most often. Targeted, for set roles: the roles the organisation fills most often. Targeted and reviewed: roles that are often open and hard to find. Targeted and reviewed: roles that are often open and hard to find.
Candidate data may not be retained indefinitely. What usually determines how long someone stays in the database? Candidate data may not be retained indefinitely. What usually determines how long someone stays in your database? The application: someone stays in the ATS, with no end date. The application: someone stays in the ATS, with no end date. An estimate: whenever the database is checked now and then. An estimate: whenever the database is checked now and then. A fixed period: from the application, the same for everyone. A fixed period: from the application, the same for everyone. The last contact: the period restarts when interest is confirmed. The last contact: the period restarts when interest is confirmed.
What usually determines whether a candidate from the talent pool or the database is personally called or messaged outside of any vacancy? What usually determines whether you personally call or message a candidate from the talent pool or the database outside of any vacancy? A suitable vacancy: only then is there personal contact. A suitable vacancy: only then is there personal contact. The time available: a quick call or message in between other work. The time available: a quick call or message in between other work. A fixed schedule: everyone at the same moments, such as every quarter. A fixed schedule: everyone at the same moments, such as every quarter. Per person: those about to become available are contacted sooner and more often. Per person: those about to become available are contacted sooner and more often.
How often is a candidate from the own talent pool presented to a hiring manager when there is no open vacancy? How often do you present a candidate from the own talent pool to a hiring manager when there is no open vacancy? Never: candidates only go to a hiring manager when a vacancy is open. Never: candidates only go to a hiring manager when a vacancy is open. Now and then: when a recruiter sees a strong candidate and calls a hiring manager. Now and then: when I see a strong candidate and call a hiring manager on my own initiative. Routinely: at a set moment, available candidates are presented to hiring managers. Routinely: at a set moment, I present available candidates to hiring managers. Routinely and targeted: it is known per department who fits, and that hiring manager hears first. Routinely and targeted: I know per department who fits, and that hiring manager hears first.
For these topics, things in your team don't always go the way you'd like: For these topics, things don't always go the way you'd like: Choose up to two. This makes the advice in your report more precise. Not knowing well how to approach it I don't know well how to approach it There's no time for it, or it isn't a priority I have no time for it, or it isn't a priority There are no agreements on it, or it lies with someone else There are no agreements on it, or it lies with someone else Systems or tools don't support it Systems or tools don't support it The hiring manager doesn't cooperate The hiring manager doesn't cooperate
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About assessing and choosing candidates, and presenting them to the hiring manager.
Where do the questions in a first interview with a candidate usually come from? Where do the questions in your first interviews with candidates usually come from? From the conversation itself: they come up as the CV is discussed. From the conversation itself: they come up as the CV is discussed. Different for each candidate: prepared in advance from the CV. Different for each candidate: prepared in advance from the CV. From a fixed questionnaire: the organisation's own, the same for every role. From a fixed questionnaire: the organisation's own, the same for every role. Tailored: derived per vacancy from the requirements, the same for all candidates. Tailored: derived per vacancy from the requirements, the same for all candidates.
In a first interview with a candidate, what is usually used to assess whether they meet a requirement? In a first interview with a candidate, what do you usually go on to assess whether they meet a requirement? The CV: the previous employers and roles listed on it. The CV: the previous employers and roles listed on it. A yes or no: experience is asked about differently in each interview. A yes or no: experience is asked about differently in each interview. Fixed questions per requirement: the candidate describes previous tasks. Fixed questions per requirement: the candidate describes previous tasks. Evidence per requirement: an example where the candidate did it themselves. Evidence per requirement: an example where the candidate did it themselves.
What is usually the basis for choosing which candidate is put forward to the hiring manager? What do you usually base your choice on when deciding which candidate to put forward to the hiring manager? Who can start first: available and meets the basic requirements on paper. Who can start first: available and meets the basic requirements on paper. Impression: how the candidate came across after the interview. Impression: how the candidate came across to me after the interview. All requirements: each requirement assessed against fixed criteria, all weighted equally. All requirements: each requirement assessed against fixed criteria, all weighted equally. The key requirements: agreed in advance with the hiring manager what counts most. The key requirements: agreed in advance with the hiring manager what counts most.
What is usually central when a candidate is presented to the hiring manager? What is usually central when you present a candidate to the hiring manager? The CV: with a short email saying the candidate is interesting. The CV: with a short email saying the candidate is interesting. It varies: sometimes a note with the CV, depending on the candidate. It varies: sometimes a note with the CV, depending on the candidate. Always against the requirements: briefly, per requirement, how the candidate meets it. Always against the requirements: briefly, per requirement, how the candidate meets it. Always against the key requirements: per requirement, what the candidate demonstrated. Always against the key requirements: per requirement, what the candidate demonstrated.
For these topics, things in your team don't always go the way you'd like: For these topics, things don't always go the way you'd like: Choose up to two. This makes the advice in your report more precise. Not knowing well how to approach it I don't know well how to approach it There's no time for it, or it isn't a priority I have no time for it, or it isn't a priority There are no agreements on it, or it lies with someone else There are no agreements on it, or it lies with someone else Systems or tools don't support it Systems or tools don't support it The hiring manager doesn't cooperate The hiring manager doesn't cooperate
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Up to the first working day
About contact with candidates, from the start of the procedure to the first working day.
At the start of a process, what does a candidate usually hear about how it will go? At the start of a process, what do you usually tell a candidate about how it will go? Little: only that someone will call as soon as there's news. Little: only that I'll call as soon as there's news. Sometimes the steps: roughly what's coming, if the candidate asks. Sometimes the steps: roughly what's coming, if the candidate asks. Always the steps and the timeline: what's coming and how long it takes. Always the steps and the timeline: what's coming and how long it takes. Always the risks too: what could delay the timeline, on both sides. Always the risks too: what could delay the timeline, on both sides.
Between the interview with the hiring manager and the first day at work: when is there contact with the candidate if there's no news from the hiring manager? Between the interview with the hiring manager and the first day at work: when are you in contact with the candidate if there's no news from the hiring manager? Only when there's news: or when the candidate calls with a question. Only when there's news: or when the candidate calls me with a question. Now and then: a quick call or message when there's time. Now and then: a quick call or message when I have time. On a fixed rhythm: such as every few days or every week. On a fixed rhythm: such as every few days or every week. At risk moments: planned around the moments when candidates often drop out. At risk moments: I plan contact around the moments when candidates often drop out.
What is usually the first response when a candidate suddenly starts replying more slowly? What is usually your first response when a candidate suddenly starts replying more slowly? Move on: after a few days of silence, attention shifts to someone else. Move on: after a few days of silence, I turn my attention to someone else. Sometimes a message: asking whether the candidate is still interested. Sometimes a message: asking whether the candidate is still interested. Always a call: with an open question about what's going on for the candidate. Always a call: with an open question about what's going on for them. Always a tailored call: about a known risk, such as a counter-offer. Always a tailored call: about a known risk, such as a counter-offer.
What is the approach towards candidates usually adjusted on the basis of? What do you usually base changes to your approach towards candidates on? Complaints: from a candidate or hiring manager, and nothing else. Complaints: from a candidate or hiring manager, and nothing else. Gut feeling: case by case, after something went wrong with a candidate who dropped out. Gut feeling: case by case, after something went wrong with a candidate who dropped out. A fixed question: put to hired candidates after they start. A fixed question: I ask hired candidates after they start. A fixed question for everyone: including rejected candidates and those who dropped out. A fixed question for everyone: I also ask rejected candidates and those who dropped out.
For these topics, things in your team don't always go the way you'd like: For these topics, things don't always go the way you'd like: Choose up to two. This makes the advice in your report more precise. Not knowing well how to approach it I don't know well how to approach it There's no time for it, or it isn't a priority I have no time for it, or it isn't a priority There are no agreements on it, or it lies with someone else There are no agreements on it, or it lies with someone else Systems or tools don't support it Systems or tools don't support it The hiring manager doesn't cooperate The hiring manager doesn't cooperate
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Recruitment Development Scan report
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