What assignment do you need to fill?

What belongs in an assignment brief?

Name the work that cannot wait and who will decide whether it has been done properly. Include the reporting line, location and system access the person needs. Explain whether the seat is vacant or the existing team needs extra help. Those details are more useful than a long list of ideal traits.

A person may have the right title but the wrong operating background. Mention the close, production process, regulatory setting or implementation stage that defines the work. If there is a permanent search in progress, tell us how the interim or contract assignment should hand over to that person.

What should you leave out of an upload?

Send the brief or job description, not private employee records, account credentials or customer data. Describe confidential issues in general terms until we agree how the search will be handled. An upload is optional; the form can carry the practical context without a document if that is easier for you.

Tell us which employers or people must not be contacted. Identify the person who can approve changes to the brief. We keep the hiring request separate from the candidate registration route. No document submitted here automatically authorizes outreach or commits you to an engagement.

Who can authorize the search?

Name the person who can approve the brief and decide whether to engage a candidate. If several leaders need to agree, explain their responsibilities before outreach. That prevents an apparent shortlist problem from becoming a disagreement about what the business wanted in the first place.

A recruiter can clarify the request but cannot supply authority the business has not assigned. Explain how feedback will be collected after interviews and who makes the final decision. It is useful to know whether the finance leader, operating manager or owner has the last word on a requirement.

How should you describe practical requirements?

Explain where the work happens and what the person needs to access. A system login, plant visit or board conversation can be central to the assignment without appearing in the title. Tell us which requirements are essential and which are preferences so the search does not exclude strong people for the wrong reason.

Local work, relocation and travel need their own discussion. Describe the activities that require presence rather than listing an attendance preference without context. Candidates should know what the business expects before assessing whether their current commitments allow it.

What will make the first conversation useful?

State what changed, what the existing team can still handle and what now needs an owner. Say who will answer questions about the records or operating process. We can scope a search with incomplete information if its limits are clear; we should not pretend an uncertain brief is already settled.

If confidentiality matters, identify what can be said before the company is named. If another search is already running, explain how temporary coverage should relate to it. Sending this context helps us ask the right questions without treating a draft description as permission to begin an engagement.

Use the optional brief upload for a description of the work, not a folder of employee records. Write the responsibilities and constraints in the form even if the attachment uses different language. That makes a draft document easier to discuss and avoids assuming that every line is a settled requirement.

How do you describe a useful result?

Describe what will be different when the work is properly owned. For an accounting backlog, that may mean reconciliations that tie and a close process someone can maintain. For an operations seat, it may mean a dependable routine for resolving delivery exceptions. Use your actual work rather than a generic improvement promise.

You can add your own success measures without asking us to invent them. Explain where the evidence comes from and who reviews it. A candidate should understand what the business means by done, including any handover responsibility that remains after the immediate problem is addressed.

Does sending the role commit you to hiring?

No. Sending an assignment begins a conversation about the work and recruiting terms. We still need to agree the brief and qualify people who fit it. You choose whether to engage someone we present; a submitted form is not an instruction to hire a person you have not met.

If the requirement changes before the search begins, tell us. The right source pool follows the responsibility, and a revised reporting line may matter more than a changed title. It is better to clarify that now than to compare candidates against an assignment the business no longer needs.