Connect the message to a buyer problem
Course overview · 4 min reading + 12 min practice, estimated
Principles and method
Start with a verified professional context and a plausible question about the buyer’s work. Explain why your service may be relevant without pretending to know internal problems. Keep the message focused on one useful contribution. Generic claims about access to top talent do little to distinguish your approach. A buyer should understand why you contacted them, what you can offer and how to respond. Avoid exaggerated urgency, invented familiarity and unsupported criticism of their current recruitment process.
Worked example
A recruiter notes a confirmed commissioning project and asks whether mapping experienced shift leaders would be useful. The message does not claim the company is failing to hire or that its current suppliers are ineffective.
Put it into practice
Draft an 80-word approach using one verified event and one bounded offer.
Use fictional information and keep your work in your own notes.
Compare your approach: self-review guidance
Mark every claim as fact, hypothesis or offer. Remove any unsupported statement about the buyer’s internal situation. Keep a clear route to decline or redirect the conversation.
Sources and further reading
Original Academy teaching and fictional examples. These references provide context, not endorsement. Edition 2026.09; updated 2026-09-24.
- CIPD: Recruitment
Professional context for the recruitment lifecycle.
- GOV.UK: Set up a business
UK starting point. Business structure and obligations depend on the circumstances.