In the Human Services and Not-for-Profit sector, the difference between a smooth, values-aligned hire and a prolonged vacancy often comes down to a few things, but one KEY thing is within the TA process is the quality of the job brief.
A structured, story-driven job brief helps you:
Engage hiring managers early and set clear expectations.
Reduce time-to-hire and candidate drop-out rates.
Market roles authentically — connecting purpose with impact.
Build credibility with data and deliver consistency across every campaign.
Be Recruitment Insight:
Across the sector, teams that use structured job briefs reduce their average time-to-hire by up to 30% and improve candidate retention within the first year by 25%.
Below we have detailed how you should be structuring your job briefs, but don’t worry, we have included a link to a downloadable version at the end you can use, edit or delete – we don’t mind, but are hoping it is helpful somewhere to our internal TA Teams and partners.
Section 1: Job Briefing Form
To be completed by: TA/Recruiter with the Hiring Manager
Recommended time: 30–45 minutes
Role Context & Purpose
| Question | Response |
|---|---|
| What’s driving this vacancy? (replacement, growth, funding, restructure) | |
| Which program/service does this role support? (Child & Family, DFV, Housing, Mental Health, etc.) | |
| Who funds the program or service? (NDIS, DCJ, PHN, etc.) | |
| How does this role contribute to client or community outcomes? | |
| What problem is this hire solving for your organisation? |
Team & Environment
| Question | Response |
|---|---|
| Who does this role report to? Describe their leadership style or priorities. | |
| Team size and composition (include disciplines e.g. caseworkers, clinicians, tenancy staff) | |
| Service delivery model (face-to-face / outreach / residential / hybrid) | |
| What does a typical week look like in this role? | |
| Describe the team culture in 3 words. |
Skills, Experience & Qualifications
| Question | Response |
|---|---|
| Essential qualifications, registrations, or checks (WWCC, NDIS, AHPRA, SCHADS level) | |
| Desirable experience or additional training (e.g. trauma-informed, co-design, leadership) | |
| What past experience has made people successful in this role? | |
| Must-have capabilities (tick or highlight 3): Stakeholder engagement / Casework / Clinical Leadership / Risk Management / Program Delivery / Housing & Tenancy / Workforce Development |
Challenges & Success Factors
| Question | Response |
|---|---|
| What are the current challenges for this program or role? | |
| What would success look like in 6–12 months? | |
| What are the first three priorities for the person stepping in? |
Selling Points
| Question | Response |
|---|---|
| Why would someone want to work here? (Mission, impact, flexibility, learning, culture) | |
| What’s unique about your organisation or program? | |
| How would others describe your organisation’s reputation in the sector? | |
| Share an example of something your team is proud of. |
Process, Approvals & Expectations
| Question | Response |
|---|---|
| Approved salary band and packaging benefits | |
| Who approves offers and sign-offs? | |
| Interview process and panel members | |
| Ideal start date and any critical deadlines |
Section 2: How to Run a Great Job Brief
Opening the Meeting
“Thanks for making time today, my goal is to get a clear understanding of what success looks like in this role, so we can attract and engage the right people quickly.”
Three Key Objectives
Uncover the purpose and impact behind the role.
Translate that into clear criteria and compelling messaging.
Align on process, timeline, and expectations.
Questions That Build Insight
“What outcomes are you funded or measured against — and how does this role help deliver them?”
“If you were pitching this job to a peer, what would you say to make them join?”
“Where have your best hires come from, and what made them stand out?”
“What type of person thrives in your team — what kind of person burns out?”
“If this service had more funding, what would you do differently — and how can this role contribute to that vision?”
Wrap-Up Checklist
Confirm salary and or SCHADS level
Agree on key selection criteria and weighting
Clarify process (number of stages, tests, or reference expectations)
Gain commitment for timely feedback
Confirm advert and interview timelines
Section 3: Using Data to Influence Your Hiring Managers
| Data Point | Sector Average (NFP) | Why It Matters |
|---|---|---|
| Time-to-Hire (Frontline) | 35–45 days | Each week’s delay = productivity loss + higher overtime costs |
| Time-to-Hire (Manager/Specialist) | 60–75 days | Extended timelines increase candidate drop-off by 40% |
| Candidate Drop-Off After Interview | 30–40% | Mostly due to slow feedback (>5 days) |
| Advert Visibility Decline | -50% after 14 days | Reposting early improves application quality |
| Unfilled Role Cost | $800–$1,200 per day | Reflects lost output and staff burnout impact |
💬 Tip: Share these figures visually when briefing managers it reframes recruitment as a shared business priority, not an admin process. Also if you are transparent through the process and plug in feedback / steering meetings the hiring managers know and understand the work you are putting in to fill the role – instead of them thinking you aren’t doing enough for them.
Section 4: Conversation Starters to Engage Hiring Managers
Use these to shift difficult conversations from reactive to collaborative:
“Can we position this role to attract candidates from adjacent sectors, where values align but competition is lower?”
“Would you be open to a shortlisting checkpoint before interviews to save time later?”
“If we could speed up approvals by one week, it could reduce your vacancy cost by $5,000–$7,000 — does that feel achievable?”
Section 5: Continuous Improvement & Reporting
Encourage your TA teams to report on:
% of roles with completed job briefs
Average time-to-fill trends by program
Candidate satisfaction (survey or NPS)
Hiring manager responsiveness
Tip: Quarterly reporting gives TA leaders visibility and credibility with the Executive Team use this data to make the case for more resourcing, new tech, or process changes.
Click here for your downloadable version
Supporting leaders and TA teams across Human Services, Community Housing, Mental Health, Disability, and NFP sectors.
