The criteria shift after the shortlist arrives.
Recruiters and hiring managers can interpret the same brief differently. Mandatory requirements and preferences need to be separated before comparison.
For Talent Acquisition
Give hiring managers a shortlist they can question.
Turn a role brief and an existing candidate pool into a focused review. Make the criteria, supporting information and missing answers part of the hiring conversation.
What you need to deliver
You own the recruitment process and the quality of the handover to the hiring team. You need to find relevant candidates, explain the recommendation and maintain a clear process for the people involved.
What gets in the way
More profiles do not make the hiring brief clearer.
A rank is difficult to challenge.
A single score does not tell the hiring team which criteria were met, what information was used or what remains unknown.
Promising candidates still need a current response.
A relevant profile may have outdated availability or no evidence for a critical requirement. Those questions need follow-up before the next stage.
How EVA helps
Make the shortlist the start of a better review.
Agree the search in ordinary language.
Use EVA Talent Matching to structure the role requirement and review the configured criteria and weights. Confirm the candidate pool and how missing information will be treated.
Examine the scorecard.
Review criterion-level information with the hiring manager. A score summarises the configured comparison; the team still evaluates the candidate and decides what follows.
Ask the questions that move the process forward.
Agree targeted assessment to capture relevant examples, interest and current availability. Agree ATS access and any interview or approval workflow for your process.
What you can take forward
A clearer handover from recruiter to hiring manager.
- An agreed set of job-relevant criteria for the search.
- A shortlist with readable comparisons and questions to investigate.
- Relevant follow-up responses and a defined next review step.
A decision in practice
A hard-to-fill role has an existing pool worth checking first.
Before buying more sourcing, agree the hiring manager's criteria and review a representative part of the accessible pool. Examine the scorecards, record useful and missed recommendations, and define which records or updates must pass back to the ATS.
Illustrative decision brief, not a customer result or a standard product report.
Measures you can own
Establish a baseline, target and review period. These are evaluation measures, not promised improvements.
- Accepted-shortlist time
- Time from an agreed brief to a reviewed shortlist, including recruiter effort and rework.
- Shortlist acceptance
- Recommendations accepted for further assessment against the agreed criteria, with rejection reasons.
- Existing-pool hires
- Hires from the pool already held and sourcing spend genuinely avoided, less operating costs.
A useful first step
Bring one role and a representative candidate pool.
Discuss external recruitment or shortlisting directly. Agree the candidate data, parsing and storage, screening criteria, integrations and delivery process before quoting. EVA Competency Mapping is not a prerequisite. Pricing on request.
Who to involve
The hiring manager owns the role requirements and selection decision. Recruiting operations confirms the process and ATS fields. The relevant HR and data owners agree access and review responsibilities.
Which role would show whether your existing pool can produce the shortlist the hiring manager needs?
Explore your decisions