# References, Offers and Candidate Closing: practice workbook
Talent Engineering Academy | An education initiative by Vitae
Edition 2026.09 | Updated 2026-09-24
Course: https://talentengineering.org/courses/references-offers-closing

Verify appropriately, manage offer dependencies and support informed candidate decisions without pressure.

## Your deliverable
An offer-readiness checklist and candidate decision plan.

Use fictional information. Keep your completed work in your own secure notes. Exercises and capstone work are self-directed, not independently assessed.

## 1. Permitted checks and authorisation

Your notes:



## 2. Offer terms and approval owner

Your notes:



## 3. Conditions and unresolved dependencies

Your notes:



## 4. Candidate priorities and questions

Your notes:



## 5. Communication, acceptance and changes

Your notes:



## 6. Handover and start-date readiness

Your notes:



## Lesson exercises

### 1. Plan checks for a legitimate purpose

Create a reference plan for a fictional role with purpose, timing and permissions.

Your response:


Worked example: A candidate asks that their current employer not be contacted before an agreed stage. The recruiter records the restriction and coordinates permitted alternatives rather than treating the request as suspicious.

Self-review guidance: Specify exactly what needs verification and who can see the result. Include a route for discrepancies and a rule preventing unauthorised contact with a current employer.

### 2. Confirm offer readiness before promising terms

Build a ten-item offer-readiness checklist for a fictional appointment.

Your response:


Worked example: A manager informally suggests two remote days, but the role’s approved arrangement is site-based. The recruiter resolves the discrepancy before sending the offer rather than hoping the candidate will accept first.

Self-review guidance: Include approval, conditions, working pattern, benefits, notice, start date and document version. Identify unresolved items as blockers or clearly communicated conditions, not hidden assumptions.

### 3. Support an informed decision

Write an offer conversation guide with five questions and a transparent next step.

Your response:


Worked example: A candidate values predictable shifts more than the highest salary. The recruiter confirms the actual rota and encourages the candidate to assess it, rather than using a salary increase to distract from an unsuitable working pattern.

Self-review guidance: Focus on understanding, unresolved facts and realistic timing. Include permission to decline. Avoid scripts that manufacture urgency or describe acceptance as irreversible without appropriate advice.

### 4. Manage acceptance through start readiness

Create a two-week pre-start plan and one contingency for a delayed condition.

Your response:


Worked example: A start date changes because a required check is incomplete. The team informs the candidate and hiring manager, updates the onboarding plan and avoids implying that all conditions have been satisfied.

Self-review guidance: Name owners and decision dates for each dependency. Include what the candidate will be told and how commitments are updated. Do not mark the placement fully ready while material conditions remain unresolved.

## Portfolio review
Check that your work is internally consistent, distinguishes facts from assumptions, names decision owners and explains its limitations. Revise gaps before using the method in real work.

## Further reading
- [CIPD: Selection methods](https://www.cipd.org/uk/knowledge/factsheets/selection-factsheet/): Professional context for selection methods and their limitations.
- [GOV.UK: Discrimination in recruitment](https://www.gov.uk/employer-preventing-discrimination/recruitment): UK legal context. Obtain advice for your jurisdiction and circumstances.

Original educational scenarios. References provide further reading and do not imply endorsement. Check current official rules and appropriate professional advice for real legal, financial or regulated decisions.