Represent people and opportunities accurately
Course overview · 4 min reading + 12 min practice, estimated
Principles and method
Be clear about who you represent, what authority you have and what the other party has agreed. Do not imply a candidate has authorised submission when they have not, or advertise a role you do not actually hold as a live mandate. Check material claims before sharing them and correct errors promptly. Commercial pressure does not justify inventing competing offers, candidate availability or client relationships. A professional process makes representation visible in records so colleagues cannot accidentally act beyond the agreed scope.
Worked example
A recruiter knows a strong candidate but has not discussed a particular client. They seek the appropriate agreement before presenting the person rather than sending an identifiable CV to create a speculative opportunity.
Put it into practice
Write a representation checklist for candidate submission and client outreach.
Use fictional information and keep your work in your own notes.
Compare your approach: self-review guidance
Include identity, scope, current interest, permission and factual accuracy. Separate a general market conversation from authority to submit for a specific opportunity.
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.