Interviews, offers and starts
Why an acceptance is tied to one version, and why a start is a separate act.
The end of a submission has more moving parts than the beginning, and most of the mistakes are expensive.
Every revision is a version
An acceptance is tied to the exact version the candidate agreed to. Change the rate and the acceptance no longer holds, because what they agreed to no longer exists.
Pre-start is a clock, not a list
The same checklist is a to-do list a fortnight out and an emergency three days out. Readiness accounts for how close the start actually is.
Confirming a start
This is the one action that moves somebody off the bench and counts as a placement in the analytics, so it is gated separately from managing the offer — the two decisions belong to different moments.
If a start fails, mark it. Every day the product still believes somebody is placed is a day nobody markets them.
Frequently asked
Does an accepted offer count as a placement?
No. A start does. An offer accepted and never started is not a placement, and counting it as one flatters every number that follows.
Who can confirm a start?
It is a separate permission from managing offers, so a desk can let people run offers without letting them close the loop.
What happens to the consultant's profile on a start?
They come off the bench and stop being marketed. Reversing a failed start puts them straight back.
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- Next action, waiting on, and what is late Where the next step comes from, who is holding a submission, and what turns red.
- Chasing what is owed One sitting that clears a morning of follow-ups, grouped by who you are chasing.
- Likelihood and health scores What thin, fair and strong mean, and why every score opens its reasons.
- Building a submission Consultant first, then the route, then the rate — and what the vendor actually receives.
- Today: your morning list What is owed this morning, grouped by where it came from, in the order it has to happen.
Still stuck? Tell us what you are trying to do — a person answers, and we would rather fix the product than explain it twice.