As Global Head of Research & Leadership Advisory at JRG Partners, I have built and refined this template across hundreds of executive searches, so here is the version that actually works. An executive search built on a vague brief produces a scattered pool and a frustrated hiring manager. An intake form forces the clarity that a strong search needs, capturing what the role really requires before sourcing begins.
What follows is a ready-to-use tool you can adapt to your own process, with an explanation of why each element belongs in it and how to apply it well. It is written for boards, HR leaders, and hiring executives who want something they can put to work immediately, not a theoretical overview.
What This Tool Is For
This intake form template captures the information a search needs from the hiring manager or board upfront, the role, requirements, success profile, and context, so the search begins with clarity rather than a vague brief. A structured intake forces the alignment and specificity that a strong search depends on, and it becomes the foundation for the position specification and the whole process.
Key Takeaways
- A vague brief produces a scattered search and a frustrated hiring manager.
- An intake form forces the clarity a strong search needs.
- Capture the role, requirements, success profile, and context upfront.
- The intake becomes the foundation for the position specification.
- Use it to surface and resolve misalignment before sourcing begins.
Why an Intake Form Matters
A search is only as good as its brief, and a vague brief, “we need a strong CFO”, produces a scattered pool and a frustrated hiring manager who cannot articulate why candidates are not right. A structured intake form forces the hiring manager or board to specify what the role really requires, surfacing the details and resolving the ambiguities that a strong search depends on. The intake captures this information systematically and becomes the foundation for the position specification and the whole process, turning a vague need into a clear, actionable brief.
The Intake Form Fields
- The role and context: The role, why it is open, and the company situation driving it.
- The mandate: What the role must accomplish and its scope.
- Definition of success: What success in this role looks like in the first year.
- Must-have requirements: The genuine non-negotiable experience and capabilities.
- Nice-to-have requirements: The preferences, clearly separated from must-haves.
- The ideal profile: The kind of candidate that fits, and where they might come from.
- Reporting and structure: Reporting lines and the role’s place in the organization.
- Compensation: The range and structure.
- Process and stakeholders: Who is involved in assessment and decision, and the timeline.
- Dealbreakers: What would make the hiring manager reject a candidate, surfacing hidden criteria.
Getting a Useful Intake
- Force specificity. Push past “a strong leader” to what specifically this role requires and what success concretely looks like.
- Separate must-haves from nice-to-haves. The intake is where this distinction gets made, keeping the pool right-sized.
- Surface hidden criteria. Ask what would make the manager reject a candidate, to surface unstated dealbreakers and biases.
- Use it to align. Where multiple stakeholders are involved, the intake surfaces and resolves their differing views.
How to Use This Template Well
Have the hiring manager or board complete the intake form (or work through it together) at the start of the search, pushing for specificity rather than accepting vague answers. Use the definition-of-success and dealbreaker fields to surface the details and hidden criteria that a vague brief hides, and the must-have versus nice-to-have distinction to keep the pool right-sized. Where multiple stakeholders are involved, use the intake to surface and resolve their differing views. Turn the completed intake into the position specification, which draws directly from it, and revisit it if the search reveals the brief was mis-defined.
Common Mistakes to Avoid
The common mistakes are accepting a vague brief rather than forcing specificity, failing to separate must-haves from nice-to-haves (which scatters the pool), not surfacing hidden dealbreakers and criteria, and skipping the alignment among multiple stakeholders. Avoid these by using the intake to force specificity, separate must-haves from preferences, surface hidden criteria through the dealbreaker question, and align stakeholders before sourcing begins.
The Bottom Line
A hiring manager intake form that captures the role, requirements, success profile, dealbreakers, and context forces the clarity and alignment a strong search depends on, turning a vague brief into an actionable foundation for the position specification and the whole process. Put to work across your process, this tool turns a high-stakes, often-improvised decision into a structured, defensible one, which is precisely what leadership hiring demands.
Related Resources
For employers going deeper, see Position Specification Template for C-Level Searches, Executive Search Kickoff Agenda Template, The Executive Hiring Process.
Frequently Asked Questions
- Q: What is a hiring manager intake form?
- A: A structured form capturing the role, requirements, success profile, and context from the hiring manager upfront, so the search begins with clarity.
- Q: Why use an intake form?
- A: Because a vague brief produces a scattered pool and frustration; the intake forces the specificity and alignment a strong search depends on.
- Q: What should the intake capture?
- A: The role and context, mandate, definition of success, must-have and nice-to-have requirements, ideal profile, reporting, compensation, process, and dealbreakers.
- Q: How does the intake surface hidden criteria?
- A: By asking what would make the hiring manager reject a candidate, which surfaces unstated dealbreakers and biases before they derail the search.
- Q: What does the intake become?
- A: The foundation for the position specification and the whole process, turning the captured information into the search’s actionable brief.
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Tanya Gallardo
Managing Director, Executive Search & AI Talent Strategy
Tanya Gallardo is the Managing Director of Executive Search & AI Talent Strategy at JRG Partners, leading C-suite and Board engagements across key growth sectors including Technology, Financial Services, and Manufacturing.
With over 18 years of experience specializing in disruptive technology leadership, Tanya is recognized as a leading authority on talent architecture for future-focused executive roles, such as the Chief AI Officer (CAIO) and Chief Digital Officer (CDO). Her expertise lies in accurately assessing the cultural fit and technical depth required to ensure a high return on investment (ROI) for critical leadership appointments.
Prior to her role at JRG Partners, Tanya held senior roles directing global talent acquisition strategies at a major publicly-traded technology firm, advising on organizational design and succession planning for emerging executive functions. She is a recognized speaker and contributor to industry events, sharing data-driven insights on executive compensation, leadership development, and the measurable business impact of C-suite talent.
