# Intake Meeting

> Run a recruiter-hiring manager intake meeting to kick off a search. Use when the user says "I need to kick off hiring", "run the intake call", "prepare for the intake meeting", "align with the hiring manager on this role", "we're opening a req", or wants to define hiring criteria and process before sourcing begins - even if they don't explicitly say "intake meeting". Also use when a recruiter needs to get a hiring manager aligned on what "great" looks like before anyone talks to a single candidate.

- Skill: `qa-aman/intake-meeting` (Agent Skill)
- Install (CLI): `npx skillmds@latest add qa-aman/intake-meeting`
- Raw SKILL.md: https://api.skillmd.com/api/skills/qa-aman/intake-meeting/raw
- Safety review: pending
- Works with: Claude Code, Claude.ai, OpenAI Codex
- Category: Productivity
- Author: qa-aman (https://skillmd.com/u/qa-aman)
- Updated: 2026-09-17
- Page: https://skillmd.com/skills/qa-aman/intake-meeting

---


## Overview

Based on **Who: The A Method for Hiring** (Smart & Street) and **Topgrading** (Bradford Smart). The intake meeting is where the search either succeeds or fails. A recruiter who starts sourcing without a clear scorecard and aligned process will either bring the wrong candidates or have the hiring manager override the criteria halfway through. The intake locks in: what we're hiring for, how we'll evaluate it, and what success looks like.

## Workflow

### Step 1: Prepare Before the Meeting

Do not walk into intake cold. Pull what you can in advance:

- Read the job description draft (if it exists)
- Review the team org chart: who does this role report to, who are the peers?
- Look at LinkedIn profiles of strong recent hires in similar roles - bring 2-3 as calibration examples
- Understand the business context: why is this role open now? Backfill, new headcount, or growth?

Prepare your intake template before the call so you're capturing live, not reconstructing from memory.

### Step 2: Align on the Why and the Urgency

Start the meeting here. The "why now" shapes sourcing urgency and candidate bar.

Questions:
- "Why is this role open right now? Backfill, net new, or strategic expansion?"
- "What happens to the team or the business if this seat stays empty for 90 days?"
- "Is there a hard deadline - a product launch, a funding milestone, a customer commitment - that makes timing critical?"
- "What's the timeline we're working toward? First interviews by [date], offer by [date]?"

Document the answers. Urgency determines how aggressive sourcing needs to be and whether the hiring manager will prioritize interview scheduling.

### Step 3: Define Outcomes (Not Requirements)

This is the core of the intake. Most hiring managers come with a list of requirements ("5 years experience, worked at a large company, knows Python"). Push past the requirements to outcomes.

Questions:
- "If you hired this person today and they crushed it in year one, what would they have done?"
- "What does the first 90-day ramp look like? What do they own on day 1 vs. day 90?"
- "What's the hardest problem this person will face in the first 6 months?"
- "What does failure look like in this role? What's the most common way people underperform?"

Capture 3-5 performance outcomes. These become the foundation of the scorecard.

### Step 4: Define the Competencies and the Bar

Turn outcomes into competencies. For each outcome, ask: "What capability does someone need to achieve this?"

Then calibrate the bar:
- "On a scale of A, B, C - what's the minimum bar you'd accept? Would you take a B on [competency] if they were an A on [more critical competency]?"
- "Show me the best person you've hired in a similar role. What made them great?"
- "Show me the worst hire in a similar role. What did you miss in the interview?"

Identify the 1-2 "must-have A" competencies (the ones where a C is an automatic no-hire) vs. the "acceptable B" competencies.

### Step 5: Define the Interview Process

Get explicit agreement on every stage before sourcing starts. Changing the process mid-search wastes time and signals disorganization to candidates.

Process agreement questions:
- "How many stages do we want? Recommendation: phone screen, hiring manager screen, loop (3-4 interviewers), offer."
- "Who are the interviewers in the loop? Assign them to specific scorecard competencies."
- "What's the debrief format? I recommend independent scorecard submission before any discussion."
- "What's the expected interview timeline? How quickly can you respond to my shortlist?"

Agree on turnaround commitments:
- Recruiter: shortlist within [X] days of opening the req
- Hiring manager: respond to shortlist within [48 hours]
- Interview scheduling: candidates get their loop within [5 business days of passing the screen]
- Debrief and decision: within [48 hours] of completing the loop

These aren't just courtesy - slow loops lose A players.

### Step 6: Calibrate on Comp and Offer

Address comp in intake, not when you're about to make an offer.

Questions:
- "What's the comp band for this role?"
- "What was the last person in this role paid? What are peers paid internally?"
- "Is there equity on offer? What's the grant range?"
- "Do we have flexibility at the top of band for exceptional candidates?"
- "Will you support a comp exception if the market requires it?"

Get explicit answers. Discovering a comp mismatch at the offer stage is a sourcing failure that could have been prevented here.

### Step 7: Capture and Send the Intake Summary

Within 24 hours of the intake meeting, send a summary doc to [hiring manager] for alignment:

```
# Intake Summary: [Role Title]

Date: [Date]
Recruiter: [Your name]
Hiring Manager: [Name]

## Why This Role / Urgency
[1-2 sentences on business context and timeline]

## Performance Outcomes
1. [Outcome 1 - 90 days]
2. [Outcome 2 - 6 months]
3. [Outcome 3 - 12 months]

## Competencies and Bar
| Competency | Minimum Bar | Notes |
|------------|-------------|-------|
| [Comp 1] | A required | [Context] |
| [Comp 2] | B acceptable | [Context] |

## Interview Process
Stage 1: Recruiter screen (30 min) - covers [competencies]
Stage 2: Hiring manager interview (60 min) - covers [competencies]
Stage 3: Loop - [Interviewer 1], [Interviewer 2], [Interviewer 3]
Stage 4: Debrief and decision

## Timeline Commitments
Shortlist to HM: [date]
HM responds to shortlist: within 48 hours
Candidate loop completed: within [X] weeks
Offer target: [date]

## Compensation
Band: $[X] - $[Y] base
Equity: [range]
Flexibility: [yes/no and conditions]

## Open Questions
- [Any unresolved items from the meeting]
```

If [hiring manager] doesn't reply to confirm alignment within 48 hours, follow up. Starting a search without explicit confirmation is a risk.

## Anti-Patterns

**1. Skipping intake and sourcing from the JD alone**
Bad: JD posted, start sending LinkedIn InMails.
Good: Intake happens before sourcing. The JD is an input, not the brief. The intake uncovers what the JD doesn't capture.

**2. Letting the hiring manager drive entirely**
Bad: "Whatever [hiring manager] wants, that's what we source for."
Good: The recruiter's job is to push back on vague requirements and translate them into observable, evaluable outcomes. "5 years experience" is not evaluable. "Built and shipped a feature end-to-end" is.

**3. Not addressing comp until the offer**
Bad: Wait until you have a finalist to ask about budget.
Good: Comp is confirmed in intake. If the band can't attract market candidates, escalate before wasting sourcing effort.

**4. No process agreement**
Bad: "We'll figure out the interview process as we go."
Good: Every stage is defined, every interviewer is assigned, and turnaround commitments are explicit before the first candidate is screened.

**5. Soft intake (30-minute chat with no document)**
Bad: Quick conversation, no follow-up, everyone remembers it differently.
Good: Intake doc sent within 24 hours, confirmed by [hiring manager]. This is the contract for the search.

## Quality Checklist

- [ ] Intake was prepared with org context and calibration profiles before the meeting
- [ ] Business context and urgency are documented
- [ ] 3-5 performance outcomes defined (not a requirements list)
- [ ] Competencies identified with minimum bar per competency
- [ ] Interview process defined with specific interviewers assigned to competencies
- [ ] Timeline commitments documented (shortlist, loop, decision)
- [ ] Comp band confirmed and documented
- [ ] Intake summary sent to [hiring manager] within 24 hours with a reply-to-confirm request