11 skills.
Use when asked to write a cover letter — the narrative document submitted alongside a resume, covering an opening hook, why this role and company, relevant highlights, and a closing — as distinct from the resume itself, which lists structured facts rather than telling a story.
Use when asked to plan employee onboarding — pre-start logistics through the first 90 days for a new hire — picking up after a signed offer letter, as distinct from the offer letter itself, which commits to terms rather than planning what happens once the person actually starts.
Use when asked to design or conduct an exit interview — the conversation or survey held when someone leaves, aimed at honest feedback about why and what could improve — as distinct from the offboarding-checklist, which handles departure logistics like access and equipment rather than gathering feedback.
Use when asked to build or fill out an interview scorecard — defined criteria, a consistent rating scale, and evidence fields an interviewer completes right after talking to a candidate — as the comparable, defensible alternative to an unstructured post-interview writeup or a gut-feel recommendation.
Use when asked to write or revise a job description — title, summary, responsibilities, qualifications, reporting line, and compensation — as the durable internal definition of a role, distinct from a job posting (see below), which is the external, persuasive advertisement drawn from it.
Use when drafting a job description for an NHS (or wider UK public sector) digital, data, or technology role that needs to combine the UK Government Digital and Data (GDAD) Profession Capability Framework for role content and skill levels with the NHS Agenda for Change job evaluation scheme for banding — e.g. "write a JD for a Band 7 senior data analyst," "turn this DDaT role profile into an NHS job description," or "what band should this GDAD level map to."
Use when asked to write or adapt a job posting — the external, persuasive advertisement aimed at candidates, drawn from an existing job description — as distinct from the job description itself (see below), which is the internal, durable definition of the role the posting gets adapted from.
Use when asked to build or run an employee departure checklist — access revocation, equipment return, knowledge transfer, final pay, and team communication — for a voluntary or involuntary exit, as distinct from the exit-interview conversation itself, which captures feedback rather than executing logistics.
Use when asked to write a formal offer letter — title, compensation, start date, reporting line, and contingencies — extended to a candidate after a hiring decision, as distinct from the job posting that recruited them and the job description that defines the role, both of which precede it rather than commit to specific terms with a named person.
Use when asked to write or structure a performance improvement plan (PIP) — a formal, time-boxed remediation plan for specific underperformance — as distinct from a routine performance-review-meeting, which evaluates performance broadly rather than fixing a defined problem on a deadline.
Use when asked to write, revise, or tailor a resume (US) or CV (UK/international) — contact info, summary, experience, education, and skills — as the candidate-side document submitted to apply for a role, distinct from a cover letter, which is narrative rather than structured, and tailored against a job description or job posting rather than being one.