What you’ll learn
- Align recruiting with business needs
- Coach and calibrate a team
- Create an accountable improvement plan
Who this course is for
Recruiting executives, team managers and business leaders
Before you start
No purchase or account is required. Use fictional information in exercises. Read the explanation, study the worked example, try the exercise before revealing the response, then revisit the idea in the course knowledge check. Practical assignments take longer than reading alone.
Course assignment
Assemble the lesson exercises into a practical plan. Identify assumptions, evidence still needed, an accountable owner, and a review date. Explain one decision you changed and why.
Create a 90-day recruiting leadership plan
A fictional organization wants six new managers but can support two starts monthly. Recruiters receive inconsistent requirements, a confidential executive search is proposed and the employer story promises undefined coaching.
- Prioritize business needs against capacity.
- Create a recruiter skill-development plan based on observed evidence.
- Define the executive-search disclosure and access rules.
- Build a substantiated proposition and three owned operating improvements.
Review a model recommendation
The plan makes trade-offs explicit, assigns review dates and avoids solving unclear processes with unsupported promises or unapproved software purchases.
Self-review rubric
- Evidence: distinguish confirmed facts, fictional assumptions and unresolved questions.
- Application: connect the proposed actions to the actual person, role and operating conditions.
- Accountability: identify owners, dependencies, stop conditions and review dates.
- Judgment: explain the trade-offs and why an alternative was rejected.
This is learning feedback, not a hiring assessment or credential.
Return and retrieve
After a few days, explain the main decision without reopening the worked response. Then compare your reasoning and revise one weak part of your plan.
Knowledge check
After the lessons, test your decisions on three scenarios. Feedback explains the reasoning; results are practice feedback, not certification.
Take the knowledge checkConnect this course to the complete process
Work through the connected case, practice the conversations and add this course’s work to your final project.
Sources & further reading
- Lou Adler Group: Performance-based Hiring ↗
- SHRM: New Hire Integration ↗
- NIST: AI Risk Management Framework ↗
Instruction, cases, exercises and worked responses are original academy material. External references support concepts; they do not endorse the academy.