IT recruitment & staffingContact
SkysSoftSolutions

Process

From role brief to decision.

Four stages to consider for a hiring search, starting with the team rather than the job title.

  1. 01

    Learn the role and the team

    Start with the work itself and the people around it: the skills the role calls for and how the team operates day to day. That context shapes every stage that follows.

    What helpsDescribe a typical week in the role and the people the new hire will work with most.

  2. 02

    Narrow the search

    A focused search weighs what candidates have actually done against the skills the role needs, rather than relying on a job title alone.

    What helpsSeparate the must-have skills from the nice-to-haves, so a strong candidate is not ruled out over one keyword.

  3. 03

    Interview

    Use interviews to discuss relevant work and how the person would work with the team.

    What helpsDecide who will interview and what each person wants to discuss.

  4. 04

    Make the hiring decision

    Decide whom to hire and on what terms: permanent, contract, or temporary.

    What helpsCompare candidates against the role criteria before deciding whether to continue the search.

The brief is the reference point.

As a search develops, the brief helps keep decisions tied to the job itself. It should explain enough for a candidate to understand the work and enough for an employer to compare people consistently.

The assignment

State the work to be done, the systems involved, and the result the person is expected to own. For a contract, include the project stage and intended duration. For a permanent role, describe ongoing responsibility.

The working setting

Explain who the person will work with, how the team collaborates, and where the work happens. These details let technical experience be considered in the context where it will be used.

The decision criteria

Separate necessary skills from preferences and decide what interviews should test. A clear distinction is especially useful when someone has relevant experience under a different title or toolset.

Use feedback to make the next decision better.

An interview is most useful when each participant knows what they are evaluating. Afterward, specific reasons for moving forward or declining someone can sharpen the remaining search.

Compare evidence, not impressions alone

Discuss examples of the work, the depth of experience, and the conditions in which the person has used those skills. Team fit matters too, but it should be described in terms of the actual way the team operates.

Revisit the brief when the need changes

If the scope, timeline, or essential skills shift, say so explicitly. That makes the next conversation more precise than quietly applying a different standard to later candidates.

For employers

Use stage one as your starting point.

Tell us the role, the skills, and how the team works. The Contact page has the employer email link.

Go to the hiring contact

For candidates

A first note from you.

Send a short note on your experience and the role you want next. No openings are listed here, and this page does not promise an interview or a reply for every email.

Go to the candidate contact