Explain the business problem and the role’s boundaries
Describe what prompted the hire: growth, replacement, a project, an absence or a capability gap. Identify the first priorities and the consequences of leaving the role unfilled. Explain the team structure and where the person’s responsibility begins and ends.
Ask the hiring manager to choose the few capabilities that matter most. If every requirement is described as essential, discuss the trade-offs. A search becomes clearer when the team knows whether it would prefer deeper industry experience, stronger technical capability or more potential to grow, within the realistic options available.
Confirm the conditions candidates will evaluate
Provide the approved package basis, location, work arrangement, travel or shift expectations and employment type. Discuss start-date needs alongside the notice periods or availability you may encounter. Avoid giving the recruiter a flexible brief if the business is unlikely to approve flexibility later.
Share relevant context about the team and management style without disclosing private employee information. Explain what makes the role attractive and what may be challenging. Honest context helps candidates make informed decisions and reduces the risk of a late surprise.
Set decision ownership and the feedback rhythm
Name the person who can approve the brief, the interview panel and the final decision-maker. Agree the stages, what each stage assesses and who will coordinate scheduling. Reserve time for interviews before the first shortlist arrives.
Specify the information you expect with candidate submissions and how feedback will be given. If the brief changes, record the new priority and consider the effect on candidates already in process. A written brief is a shared working reference, not a document filed away after the kickoff meeting.
PUT IT INTO PRACTICE
A useful brief for an accountant
Business need: improve month-end capacity. Priorities: reconciliations, accurate reporting and collaboration with operations. Environment: one finance manager and a small transactional team. Must confirm: which accounting system is essential, package approval, office attendance and who will assess technical examples. This exposes decisions that a title alone would leave unresolved.
Your practical checklist
- Agree the business need and first priorities.
- Confirm essential skills and acceptable trade-offs.
- Approve package and working conditions.
- Name decision-makers and book interview capacity.
Take it forward
A complete brief reduces guesswork on both sides. Use it to guide the search, explain feedback and recognise when the business is asking for a materially different role.