Q&A. A recruitment AiDE, pt 4

Greg Wyatt • November 13, 2025

‘They ask, you answer’ is a well-regarded book on content marketing written by pool entrepreneur Marcus Sheridan.


I was disappointed to learn that he wasn’t a hustler, who taught marketing while sinking the 9-balls, travelling from seedy bar to low-rent tournaments.


Instead, a swimming pool guru who saved his struggling business by becoming a thought leader.


Even more boringly he wasn’t even a thought leader guru.


Life before LinkedIn, eh?


He aspired to be, and became, the Wikipedia of swimming pools, writing content online that answered the questions he knew consumers would ask when thinking of buying or maintaining a swimming pool.


Now he mainly sells his marketing strategy, whether in book form or seminar.


A simple approach that is highly effective in any medium.


Whether writing SEO content or showing know-how in LinkedIn posts.


What if you answered your recruitment readers’ questions, without them needing to ask you?


Especially if those questions always come up – doesn’t it make sense to turn those answers into content, whatever your purpose?


By laying those answers out in writing, I can replicate them at appropriate scale.


Writing in recruitment has many forms and purposes:


  • Website copy
  • LinkedIn profiles, posts, comments and messaging
  • Vacancy advertising, whether above or below the line
  • CVs, cover letters, candidate summaries
  • Job descriptions and person specifications
  • The brief
  • Executive summary
  • Employment and vacancy value propositions
  • Application acknowledgement
  • Interview confirmations
  • In-between updates
  • Offers and rejections
  • Formal offer letter and employment pack
  • Pre-boarding, on-boarding and inductions


With this being pt 4, we’ve already covered two questions you should already have answers for, no matter the form of writing.


So what?

Why does it matter?


Two questions that help the clarity of your writing, while helping readers make better decisions from content they gain trust in.


That was Marcus Sheridan’s intent in his marketing strategy – to win more business by giving better information.


Here are a few examples of questions potential candidates either ask of a vacancy and employer, or complain about not getting an answer to:

  • What’s the salary and package?
  • Who is the company?
  • What is the location?
  • What is the role like in reality?
  • What are the working arrangements?
  • Will they consider part-time / a job share?
  • Do I really need to meet all the ‘essential’ criteria to apply?
  • When will I find time to update my CV, and can I be bothered?
  • Why should I apply or enquire further?
  • What is the organisational structure?
  • What is the culture?
  • What are the challenges?
  • What is progression like?
  • What is the budget?
  • What is their strategy around…?
  • Who are their competitors?
  • Who am I meeting at interview?
  • What is the interview process and structure?
  • How long will the whole process take?
  • How many candidates will they want to interview?
  • Will I get feedback?
  • How many agencies are they working with?
  • How will you represent my application?
  • What are they like to work for?
  • What do their people say about them?
  • What are the glassdoor and indeed reviews like?
  • Why have so many people left that job on LinkedIn?
  • Can I tell you about the accommodations I need without being discriminated against?
  • Will I ever get a reply from you?
  • Why should I leave my good job for yours?


Over time you’ll build up a library of more and more answers, which is one reason it gets easier to help our stakeholders.


Of course, you may not know the answer to the questions that will come up. An answer you should find, for this time and after.


It’s possible you might not like the answer to some of the questions. A question of integrity, in whether you should even be serving that vacancy or employer.


Some of the answers will only be relevant to certain parts of the process, and it’s a question of judgement and balance in where and how you articulate them.


I wouldn’t put an organisational structure in an advert. I would put in an executive summary / candidate information pack.

Some of the answers belong in surprising places:


What would happen if you highlight the recruitment & interview process in your advert, told them when you’d get back to them by, and made them feel safe to ask for help in their application?


What kind of experience does this leave readers with and what are the potential benefits for you?


Each answer has its place, in a virtuous recruitment process, and all work together to improve your trustworthiness and authority.


A better experience can improve quality applications, gain better commitment from candidates, and even help with retention by giving the right people the right start in their new roles.


I mentioned in the first list above CVs and candidate information.


Think about the questions your stakeholders will have about your candidates, and present them in writing beforehand.


That’s the crux of my candidate summaries, and my ratio of “CV to interview” is currently 100% this year (April 2023)


Because how I consult with the employer means I know which questions to ask of whom. And I can show these answers when presenting the right candidates.


I’m a low-volume recruiter, though, so I have time to focus on quality.


If you need one reason to consider this approach, it’s this. What happens if your reader doesn’t have the time to ask a question of the content they’ve read?


Thanks for reading.


Regards,

Greg


By Greg Wyatt March 30, 2026
What follows is Chapter 39 of A Career Breakdown Kit (2026) . It's 10 months old, so surely the algorithm has moved on right? Indeed, my own content performance has tanked if you compare 2026 to 2025. Around 12 million views of my content last year, while if I extrapolate my year to date performance, it looks like a little shy of 640,000 views. My LinkedIn feed is quieter, yet real life relevant conversations go from strength to strength, many of which stem from my content. Look, I don't love the term, but I am a fan of putting your message out there, across multiple means, so that your most relevant audience might become aware of you. And perhaps your relevant audience is an audience of one, a person who can put you nearer that job. Which is the only algorithm you need. This is a three part series, with part 2 on " Content strategy and philosophy " and part 3 on " A flair post ". Click on the links for the unedited versions on Substack. 39 - Introduction to personal branding Whatever you think of LinkedIn, you shouldn’t overlook its nature as a free marketing platform, where you can build a reputation through the words of your posts, comments and messages. Personal branding is a viable tactic as part of a multi-channel approach to your job search and it can bring opportunities to you. I'll start off by saying I'm not a fan of the term personal branding. It can lead to make-work which can even get in the way of what you should be doing. Writing and using content to create experiences that support a job search is a great idea and calling it personal branding - as a discrete activity - isn’t a bad thing. I expect there are many mediums through which you can build a personal brand. I'll focus on LinkedIn because of how entrenched it is in other job search activities. What a personal brand is For businesspeople the idea is that by building awareness of your personality, lifestyle and what you're promoting, you also build trust. So that when people are ready to buy, they'll buy your products. The brand might be personal. The goal is sales. When you see personal branding on LinkedIn it’s often a business that promotes their services through the account of the author. ‘Here’s my puppy, buy my stuff.’ Take note that the target audience for these advice posts is the businesspeople above. And these posts often seek to part them from their money. Your goals are similar. If there’s a commercial outcome you want, it’s likely a single job, not a throughput of leads. You’ll also see that controversial content gets huge engagement and can also repel readers. If you need a job, what’s the danger of writing overly spicy content? Could a reader make a decision against you based on your words? How much you need any job should inform the experience you want to create for your readers. How it sits in your wider job search Publishing content is about raising awareness and starting conversations with the right people. This can be your profile, written posts, newsletters, (bestselling) career breakdown kits, videos, you name it - anything you can become known for. In many ways the hierarchy of relationships your content appeals to is the same as with networking. Content can be publishing posts, commenting on the posts of others, sending direct messages. I’d argue even your applications and interviews are part of your personal brand. I think of LinkedIn posts like a plumber’s van driving around town. Most of the time you’ll disregard the van unless it cuts you up with noxious fumes. When you have a leaky pipe, you’ll surely take note of their number. It can support an application if a hiring manager decides to surreptitiously stalk your profile. And it can work against you if it suggests problem behaviour. A good balance for content is the poster in my daughters’ primary school from a few years back: THINK. Is it True? Is it Helpful? Is it Inspiring? Is it Necessary? Is it Kind? Achieve those five points and content will rarely work against your job search. Content should be consistent with your wider activity. Which means that everything people (potential employers) experience of you is a complementary and non-contradictory message. Content that contradicts your CV or cover letter may lead to red flags, whether that’s fair or not. Content should be intentional. HOW TO GO viral, and why you shouldn’t Anyone who writes content will enjoy the sweet, sweet flow of dopamine when you see reactions and comments trickle in. Such as that first flair post announcing you are available to help your next employer with examples of your achievements and what you are looking for. Do that and you’ll get loads of engagement. Why haven’t you done it yet? Tag me in and I’ll support you. Or you can do what most people do and say, ‘I’m sorry to announce I’ve lost my job, please help’ and that will get loads too. Because it is relevant and relatable to fellow job seekers, recruiters and sympathisers. Then you feel the soul-crushing defeat of a well-thought-out post, highlighting a problem in your industry, with tumbleweed to follow. Both types of content have a place. That tumbleweed post is relevant and relatable to a niche audience. I try to take a land and expand approach to content - job seeker advice, recruitment advice and stories, ponderings and satire, which I use to tackle topics from different directions. Over the past three years I’ve had between 3m to 11m views of my posts and I’ve gained a bit of business through them too. What I don’t do is try to go viral anymore. Because when I have gone viral with a few 1m impression posts, it’s taken weeks to extricate myself from them and there hasn’t been real benefit. I find my tumbleweed posts start better conversations from lurkers - those that never engage publicly. I promised you I’d show you how to go viral. Here you go. Relevance + relatability + readability + entitlement. Maybe add a selfie. If that seems too simple, search for this sentence on LinkedIn: “An employee asked me if he can WORK from HOME permanently.” You’ll need to use the double speech mark to search on the phrase, and rank by Posts. ‘Does it really work?’ asked Charles. I told him to try it as an experiment. He rarely got more than a few hundred impressions per post. 170,000 impressions, 2,000 reactions. Pretty viral for a first timer. It is the wrong path. What do these posts actually say? Who are they aimed at? And if they don’t appeal to people who can help you reach your objective, what’s the point? 
By Greg Wyatt March 26, 2026
I was tempted to use another Tom Cruise AI image for this article, but his hands ended up looking like feet, which wasn't a true representation of him. Probably not fair to use AI in this way either, stealing copyrighted material without permission. And so I use this AI 'stock image' instead, which is probably also highly unethical, but feels more suitable and sufficient . Anyway here's an article about why the same principles are crucial for good recruitment: ‘True and Fair’ is an accountancy concept that lies at the heart of reporting, and can be applied effectively in recruitment. Its meaning is that any financial statement made about a company should accurately and completely represent its financial position and performance. The role of auditing is to confirm that documentation meets this definition. Do so and everyone knows what they are dealing with. HMRC, shareholders, customers, suppliers, employees – useful, and in many cases necessary, to have access to a true and fair view of a company’s accounts. Can something be true and not fair? In 2001, Enron went bust, a huge scandal with real-life repercussions that led to new legislation in the US. Their accounts were true, in that they conformed with the required laws and standards. However they had an incredibly complex reporting structure which made it impossible to see the overwhelming debt they had. Poof! Bye-bye a $100bn company when this all came out in the wash. How about fair but not true? This can happen if a situation is described which gives a fair picture but lacks accuracy. An example here could be the UK politician who HMRC deemed behaved fairly but made errors in his tax reporting. Only a few million quid plus penalty. What types of recruitment documentation does this apply to? Three key ones that spring to mind (although there’s no reason it can’t be applied everywhere): The job description. The job advertisement. The CV. If these three documents were always a true and fair representation of either a job or a candidate, you’d interview and hire better candidates who stick around longer. With the caveat that these documents should also be ‘suitable and sufficient’, if you remember last week's edition. Documents are the first step in a recruitment process, relating to a decision to apply and the decision to interview. Is it not the case, that the second most common complaint in recruitment is “not what we expected”? Therefore, if we nipped this complaint in the bud, with true and fair documentation, wouldn’t life be better for everyone in the recruitment process? What does true and fair mean in recruitment documentation? I think it has to cover three points. 1/ factually correct 2/ shows context suitably 3/ describes sufficiently An immediate objection might be that job descriptions are always true and fair, but I’d argue this is actually rarely the case. If you recruit for a new role, do you audit your job description against the current context? If you have a generic job family description does it show the specific day-to-day duties of a role? Have things changed in the current role that makes it different to the last time you recruited? A common scenario in recruitment is that Greg resigns, and the hiring manager says “we’d love someone just like Greg”. Yet if Greg resigned, wouldn’t someone just like Greg be at risk of resigning for the same reasons in future? Would now-Greg have applied for the same role that then-Greg applied for? Which definition of Greg is the true and fair one you’d hire? It feels strange writing my name like this. There are lots of different situations in which a job description that was true and fair a few years ago is no longer so. The only way to ensure it is true and fair, is to audit documentation prior to going live. You may think a fully representative and accurate contextual analysis is too time-consuming for most vacancies, especially where it doesn’t actually matter if there is some inaccuracy. “Oh yeah, that’s not relevant anymore”. But if you have a key hire that can make a difference in your business, ‘true and fair’ should be the starting point, each and every time. If you have a systematic process that finds truth and fairness, you’ll see the benefit of applying the same across any vacancy – for the reason that the time invested at the outset is offset by interviewing fewer unsuitable candidates and wasting less time and resources overall. And what should be the more important reason of better recruitment outcomes. For any project I take on, this is the first step – getting the documentation in order. Get it right and everything flows from there. It’s a key reason behind my nearly 100% fill rate. It’s also one of the reasons my average tenure is over 4 years for key hires. These achievements don’t come down to chance. They come from my process. If you've forgotten why suitability and sufficiency is the other pillar, here's an example that isn't suitable: Nineteen experiential bullet points might be true and fair but will also encourage ideal candidates to run away screaming. See you next time. Regards, Greg p.s. While you are here, if you like the idea of improving how you recruit, lack capacity or need better candidates, and are curious how I can help, these are my services: - commercial, operational and technical leadership recruitment (available for no more than two vacancies) - manage part or all of your recruitment on an individually designed basis for one client. This can be a large as end-to-end delivery of a programme of vacancies, or as small as writing one job advert for a key hire- recruitment strategy setting - outplacement support