Contract for a productive working relationship
Course overview · 4 min reading + 12 min practice, estimated
Principles and method
A working agreement makes expectations visible before pressure rises. Agree review availability, feedback quality, communication routes and what information the recruiter needs to proceed. Explain the cost of delayed or vague feedback using the candidate journey, not blame. Ask stakeholders what constraints they face and adapt the cadence accordingly. A recruiter should be able to challenge an unsupported requirement while respecting who owns the business decision. Document commitments in plain language. Revisit the agreement when workload or priorities change rather than allowing an unrealistic promise to become a permanent failure.
Worked example
A manager cannot review daily but can reserve Tuesday and Thursday decision slots. The recruiter batches evidence beforehand and tells candidates the expected timing. This is more useful than a nominal daily deadline nobody observes.
Put it into practice
Draft a six-point working agreement for a manager with limited availability.
Use fictional information and keep your work in your own notes.
Compare your approach: self-review guidance
Include evidence format, review slots, decision owner, candidate updates, urgent escalation and the rule for changing requirements. Make each commitment observable and achievable rather than demanding instant responses.
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.