OUTCOMES
What should this hire change?
Describe the current bottleneck, expected outcomes and responsibility. AI tool names and ideal skills must be understood through the real work.
FOR TEAMS
Define the work. Then find the people.
Start with one hiring goal. Discuss business tasks, AI working practices, team resources and candidate contribution together. Teams can use discovery or go directly to adviser service.
Focused on AI-native work
- Product
- Development
- Algorithms
- Data
- Operations
- FDE
Read the preparation and next-step guide ↗
A role is defined by tasks, context and conditions.
TEAM CONTEXT
What enables someone to deliver here?
Check team stage, current and planned AI use, leadership, data, technology and collaboration resources. Distinguish present facts from future commitments.
ROLE CONDITIONS
What is essential, and what can be negotiated?
An authorized owner confirms compensation basis, location, authorization, timing and assessment arrangements. Important unknowns are resolved through questions.
SERVICE THROUGH THE PROCESS
Concrete outputs and ownership at each step.
Start with role calibration. Full recruitment service begins once professional support, the contracting party and feedback availability are confirmed. Agents support preparation and continuity; the people involved own scoping, sourcing, communication and key decisions.
01 · Scope
Define work and conditions
Confirm the role, expected outcomes, resources, essential conditions and review availability with the hiring owner.
Output: a work brief and focused open questions.
02 · Source
Source with consent
Find interested people through permitted discovery, professional communities, targeted recruiter or HR introductions and personal referrals.
Output: sourced, willing candidate leads; insufficient supply can mean no recommendation.
03 · Assess
Evidence and mutual conditions
Compare the work, human–agent collaboration and personal contribution; explain reasons to talk, hard conflicts and important unknowns.
Output: a reasoned introduction and interview questions.
04 · Introduce
Make the introduction explicit
Confirm participation, recipient, purpose and the exact material; adviser analysis and disclosure to the other party have separate scopes.
Output: agreed introduction materials and next steps.
05 · Interview
Prepare, learn and revise
Organize focused questions and permitted feedback; distinguish answers, evaluations and personal impressions, then reassess when conditions change.
Output: feedback by round and advice to continue or pause.
06 · Close
Offer, joining and review
Review the offer and service terms, support agreed human follow-through, and record outcomes, fees, retained materials and remaining actions.
Output: a closing record; contracts, joining and fees follow the case agreement.
Enough to start a useful conversation.
One role or desired outcome
Bring a current JD, a business problem or task records.
An owner who can confirm the need
Identify the hiring owner and assessors.
A response and review arrangement
Agree available time, important open questions and the next step.
Confirm scope, payer, specialist support, output criteria and withdrawal terms before engagement. An initial step may focus on one role’s definition and assessment; a conversation does not promise a hiring outcome.
START WITH ONE CLEAR GOAL
Bring one role. Talk about the work it needs to do.
GIL coordinates initial contact. Scope and case responsibilities are agreed before starting.