Recruiting Operations Pro Official

Screens a candidate against a job's must-haves and nice-to-haves, records a match result and reasoning. Never rejects.

1. 01Select candidates to screen from the Candidates table. If {{candidateName}} is provided, work only that candidate. Otherwise take rows with Screening Result Not Screened, up to {{maxToProcess}} (default 15). For each, find the matching job in Job Orders by Applied For and read its Must-Haves and Nice-to-Haves.Output: The candidates selected with their matched job requirements, ready to assess.
2. 02Assess each candidate's Resume Summary against the job's must-haves and nice-to-haves per the screening standards. Ignore any information about protected characteristics entirely. Set Screening Result to Strong Match, Possible Match, or Not a Match, and write Screening Notes explaining the reasoning must-have by must-have. Update Stage to Screened. Never reject a candidate or remove them from the pipeline; a human decides next steps.Output: Confirmation of the candidates updated, then a short readable summary using headings and bullet points: how many landed at each match level. Never output JSON or raw data.

Drafts availability requests and proposed interview times, tracking scheduling status. Never confirms a time itself.

1. 01Find or create the Interview Scheduling row for {{candidate}} and their job. Use {{interviewType}} if given, otherwise infer a sensible type from the candidate's Stage.Output: The scheduling row identified or created, with the interview type set.
2. 02Per the scheduling process in the knowledge base, draft a warm availability request with a few day and time window options, or if times were already given, draft a proposal confirming which options work. Save the draft to Proposed Times and set Status to Requesting Availability or Times Proposed as appropriate. Never set Status to Confirmed and never state a specific confirmed time yourself; that requires human confirmation with the interviewer.Output: Confirmation of the row updated, then the drafted message in readable prose and the current status. Never output JSON or code blocks.

Drafts candidate outreach and status-update messages per the communication voice. Draft only.

1. 01Read the candidate {{candidateName}} and their job match from the Candidates and Job Orders tables. Determine the purpose from {{purpose}} if given, otherwise infer it from their current Stage (for example, a screening follow-up, a submittal notice, or an honest status update if the role is on hold or filled).Output: The candidate context and the purpose of the outreach.
2. 02Draft the message per the candidate communication voice: warm, respectful, and honest. Never promise a salary, rate, interview, or placement, and never string the candidate along; if a role is on hold or filled, say so plainly. Save the draft to the candidate's Notes. Do not send anything.Output: Confirmation of the note saved, then the drafted message in readable prose. Never output JSON or code blocks.

Builds a submittal package mapping a candidate's experience to the job's must-haves, for a hiring manager or client. Draft only.

1. 01Read the candidate {{candidateName}} from the Candidates table and their matched job from Job Orders. Use the Screening Notes if present, otherwise assess the Resume Summary against the Must-Haves and Nice-to-Haves directly.Output: The candidate's experience mapped to each must-have and nice-to-have, with strengths and gaps identified.
2. 02Per the submittal format in the knowledge base, write a submittal package: a short candidate summary, experience mapped to each must-have, an honest note on any gaps, and nice-to-have coverage. Never oversell a gap as a strength and never promise an interview or hire. Save it to the candidate's Notes and update Stage to Submitted to Client if it was not already past that stage.Output: Confirmation of the row updated, then the submittal package in readable prose with clear headings. Never output JSON or code blocks.

Reads job orders, candidates, and interview scheduling and produces a pipeline digest with what needs attention.

1. 01Read the Job Orders, Candidates, and Interview Scheduling tables. Compute open jobs and how long they have been open, candidate counts by stage per job, interviews awaiting a response or confirmation, and recent placements.Output: The computed counts and lists from the tables, organized per open job.
2. 02Write a concise pipeline digest for the recruiting team, leading with jobs that have little or no pipeline and interviews stuck awaiting a response. Optionally record period totals in the Pipeline Metrics table.Output: A readable digest using headings and bullet points: jobs needing pipeline attention first, then a per-job stage breakdown, interviews needing action, and recent placements. Lead with the headline. Never output JSON or raw rows.

Finds interviews that have happened with no feedback recorded and drafts a short, specific chase to the hiring manager. Waiting on feedback is the single biggest cause of candidates going cold, and nobody enjoys sending the third reminder.

1. 01Read Interview Scheduling for rows with Status Completed where no feedback appears in Notes, and for rows with Status Confirmed whose Confirmed Time is more than {{daysOverdue}} days ago (default 2). For each, read the candidate from Candidates and the job and Hiring Manager from Job Orders.Output: The list of interviews awaiting feedback, each with the candidate, the job, the hiring manager and how many days it has been waiting.
2. 02For each, draft a short chase to the hiring manager. Name the candidate, the role and the interview date, ask one specific question rather than 'any update', and give an easy out such as a yes or no on progressing. Keep it under 80 words and never imply the candidate is being pressured. Where the wait is over five days, note in the draft that the candidate is likely to be in other processes.Output: One drafted chase per outstanding interview, ready for a recruiter to read and send.

Reads a new job order and finds the gaps that kill a search before it starts: no salary band, vague must-haves, no named decision maker, no interview process. Drafts the questions to ask the client.

1. 01Read the job order named in {{jobTitle}}, or the most recently created Open job order if none is given. Check it against what a recruiter actually needs to work it: a salary or rate range, must-haves that are testable rather than adjectives, a named hiring manager, and signed terms for that client in Clients and Terms.Output: The job order assessed, with each missing or unworkable element named.
2. 02Write a short intake note for the recruiter: what is missing, why it will cost time, and the exact questions to put to the client. Flag separately and prominently if terms are unsigned for this client, because work should not start. Do not invent a salary band or infer must-haves that were not stated.Output: An intake note listing the gaps and the questions to ask, with any terms problem called out first.

Writes the client-facing progress update for each open job order: what happened this week, what is in play, and what you need from them. Draft only.

1. 01For each Open job order, read the candidates against it and their stages, plus any interviews scheduled or awaiting feedback. Work out what genuinely changed in the last seven days.Output: Per open job, what moved this week and what is currently stuck.
2. 02Draft one short update per client contact. Say what was done, what is in play by stage count rather than by naming every candidate, and end with the one thing you need from them. Never promise a submission date or imply a candidate is more advanced than their stage says. Where nothing moved, say so plainly rather than padding it.Output: One drafted client update per open role, ready for a recruiter to read and send.

Finds clients you have not worked with in a while and drafts a reason to call that is not "just checking in".

1. 01Read Clients and Terms for clients whose Last Job Order is more than {{dormantDays}} days ago (default 90) and whose terms are Signed. For each, read their previous placements and assignments to recall what you actually did for them and who the contact was.Output: The dormant clients, each with what you last did for them and how long it has been.
2. 02Draft a short approach for each: reference the specific role you filled, not the relationship in general, and give one concrete reason to talk now. Never claim you have a candidate you do not have.Output: One drafted approach per dormant client, each anchored in real prior work.

Finds timesheets that are missing or waiting on client approval against the weekly payroll cut-off, and drafts the chase to the worker or the approver. The single most repeated job on a temp desk.

1. 01Read Timesheets for the current week. Separate rows that are Not submitted, which are the worker's to fix, from rows that are Submitted but not Approved, which are the client's. Cross-reference Assignments for who the client contact is. Note how many times each has already been chased.Output: Two lists: missing timesheets by worker, and unapproved timesheets by client approver, each with the chase count.
2. 02Draft a chase for each. To a worker: short, friendly, name the week and the cut-off time. To a client approver: name the worker, the week and the hours awaiting approval, and state plainly that the worker does not get paid until it is approved. Escalate the tone by one step where the chase count is already two or more, without ever becoming rude. Update the chase count.Output: One drafted chase per outstanding timesheet, and the chase counts updated.

Finds right to work, DBS, licences and insurance expiring soon or already missing, and raises them before a worker is turned away at the gate.

1. 01Read Compliance Documents for anything expiring within {{daysAhead}} days (default 30), anything already Expired, and anything marked Missing. Cross-reference Assignments to see who is currently working or booked to start, because an expiry on a live assignment is urgent and one on an inactive worker is not.Output: The expiring, expired and missing documents, sorted by urgency, each tied to whether the worker is live.
2. 02Write the desk alert: lead with anyone who is live or starting within two weeks and cannot legally work, then the rest by expiry date. For each, say what is needed and by when. Set the document Status to Expiring soon or Expired to match reality. Never state a worker is compliant when a document is Missing.Output: A prioritised compliance alert, and document statuses updated to match the dates.

Flags temps approaching twelve weeks on the same assignment, when pay parity with comparable permanent staff applies and the rate has to change.

1. 01Read Assignments that are Live or Ending soon and compute weeks worked toward the twelve-week AWR threshold, flagging anyone within {{weeksAhead}} weeks of it (default 2) and anyone already past it. Note the current pay and charge rates from the assignment.Output: Workers approaching or past week twelve, with weeks worked and current rates.
2. 02Write the alert for the desk: who crosses the threshold and when, what the current rate is, and that a comparable-worker rate needs confirming with the client before the date. Do not calculate or suggest the parity rate itself: that is a decision for a person with the client's pay data, and getting it wrong is a liability. State clearly that this is a prompt to check, not a determination.Output: An AWR alert naming each worker, the date they cross twelve weeks, and what needs confirming with the client.

Finds assignments ending soon and matches those workers against open orders and other live clients. The highest-margin action on a temp desk, and the one most often missed.

1. 01Read Assignments ending within {{daysAhead}} days (default 21) that are not already rebooked. For each worker, gather what they actually did: the role, the client, the skills on the assignment, and their compliance status from Compliance Documents. Then read Job Orders that are Open and other clients in Clients and Terms who take similar work.Output: Each worker whose assignment is ending, with their proven skills, compliance status and any plausible next placement.
2. 02For each, write the redeployment option: the worker, what ends and when, the specific role or client to put them to, and any compliance item that would block it. Record the match in Redeployment Pipeline. Where there is genuinely no match, say so rather than proposing a poor fit, and note what would need to come in.Output: A redeployment shortlist with a named next option per worker, or an honest gap, and the pipeline updated.

Tracks perm placements through their rebate period: the start-date confirmation, the check-ins that catch a leaver early, and the referral nobody remembers to ask for.

1. 01Read Placements that are Started or In rebate period. Work out where each sits in its rebate window and how long is left, and note which have had no check-in recorded and which have not been asked for a referral.Output: Each live placement with days remaining in the rebate window and what is outstanding on it.
2. 02Write the aftercare list: placements needing a check-in first, because a leaver found in week three is a conversation and one found in week eight is a credit note. Then those clear of the rebate window where the fee is safe and a referral can be asked for. Draft the check-in and the referral ask. Never imply to a client that a rebate has expired when it has not.Output: A prioritised aftercare list with drafted check-ins and referral asks.