Recruiter intake form

Fully editable with custom branding. Send, print or embed online.

Recruiter intake form

Fully editable with custom branding. Send, print or embed online.


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First Name
Last Name
Acme LLC.
First Name
Last Name
Corporation Corp.
First Name
Last Name
Acme LLC.
First Name
Last Name
Corporation Corp.

Recruiter intake form

Fully editable with custom branding. Send, print or embed online.

Recruiter intake form

Fully editable with custom branding. Send, print or embed online.

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Date: March 8th 2023



Acme LLC.

Corporation Corp.

This Contract is between Client (the "Client") and Acme LLC, a California limited liability company (the "Coach").

The Contract is dated January 23, 2023.


1.1 Project. The Client is hiring the Coach to develop a coaching relationship between the Client and Coach in order to cultivate the Client's personal, professional, or business goals and create a plan to achieve those goals through stimulating and creative interactions with the ultimate result of maximizing the Client's personal or professional potential.

1.2 Schedule. The Coach will begin work on February 1, 2023 and will continue until the work is completed. This Contract can be ended by either Client or Coach at any time, pursuant to the terms of Section 4, Term and Termination.

The Coach and Client will meet by video conference, 4 days per month for 2 hours.

1.3 Payment. The Client will pay the Coach an hourly rate of $150. Of this, the Client will pay the Coach $500.00 (USD) before work begins.

1.4 Expenses. The Client will reimburse the Coach's expenses. Expenses do not need to be pre-approved by the Client.

1.5 Invoices. The Coach will invoice the Client in accordance with the milestones in Section 1.3. The Client agrees to pay the amount owed within 15 days of receiving the invoice. Payment after that date will incur a late fee of 1.0% per month on the outstanding amount.

1.6 Support. The Coach will not be available by telephone, or email in between scheduled sessions.


- A coaching relationship is a partnership between two or more individuals or entities, like a teacher-student or coach-athlete relationship. Both the Client and Coach must uphold their obligations for the relationship to be successful.

- The Coach agrees to maintain the ethics and standards of behavior established by the International Coaching Federation (ICF).

- The Client acknowledges and agrees that coaching is a comprehensive process that may explore different areas of the Client's life, including work, finances, health, and relationships.

- The Client is responsible for implementing the insights and techniques learned from the Coach.


3.1 Overview. This section contains important promises between the parties.

3.2 Authority To Sign. Each party promises to the other party that it has the authority to enter into this Contract and to perform all of its obligations under this Contract.

3.3 Coach Has Right To Give Client Work Product. The Coach promises that it owns the work product, that the Coach is able to give the work product to the Client, and that no other party will claim that it owns the work product. If the Coach uses employees or subcontractors, the Coach also promises that these employees and subcontractors have signed contracts with the Coach giving the Coach any rights that the employees or subcontractors have related to the Coach's background IP and work product.

3.4 Coach Will Comply With Laws. The Coach promises that the manner it does this job, its work product, and any background IP it uses comply with applicable U.S. and foreign laws and regulations.

3.5 Work Product Does Not Infringe. The Coach promises that its work product does not and will not infringe on someone else's intellectual property rights, that the Coach has the right to let the Client use the background IP, and that this Contract does not and will not violate any contract that the Coach has entered into or will enter into with someone else.

3.7 Client-Supplied Material Does Not Infringe. If the Client provides the Coach with material to incorporate into the work product, the Client promises that this material does not infringe on someone else's intellectual property rights.


This Contract is ongoing until it expires or the work is completed. Either party may end this Contract for any reason by sending an email or letter to the other party, informing the recipient that the sender is ending the Contract and that the Contract will end in 7 days. The Contract officially ends once that time has passed. The party that is ending the Contract must provide notice by taking the steps explained in Section 9.4. The Coach must immediately stop working as soon as it receives this notice unless the notice says otherwise.

If either party ends this Contract before the Contract automatically ends, the Client will pay the Contractor for the work done up until when the Contract ends. The following sections don't end even after the Contract ends: 3 (Representations); 6 (Confidential Information); 7 (Limitation of Liability); 8 (Indemnity); and 9 (General).


The Client is hiring the Coach as an independent contractor. The following statements accurately reflect their relationship:

- The Coach will use its own equipment, tools, and material to do the work.

- The Client will not control how the job is performed on a day-to-day basis. Rather, the Coach is responsible for determining when, where, and how it will carry out the work.

- The Client will not provide the Coach with any training.

- The Client and the Coach do not have a partnership or employer-employee relationship.

- The Coach cannot enter into contracts, make promises, or act on behalf of the Client.

- The Coach is not entitled to the Client's benefits (e.g., group insurance, retirement benefits, retirement plans, vacation days).

- The Coach is responsible for its own taxes.

- The Client will not withhold social security and Medicare taxes or make payments for disability insurance, unemployment insurance, or workers compensation for the Coach or any of the Coach's employees or subcontractors.


6.1 Overview. This Contract imposes special restrictions on how the Client and the Coach must handle confidential information. These obligations are explained in this section.

6.2 The Client's Confidential Information. While working for the Client, the Coach may come across, or be given, Client information that is confidential. This is information like customer lists, business strategies, research & development notes, statistics about a website, and other information that is private. The Coach promises to treat this information as if it is the Coach's own confidential information. The Coach may use this information to do its job under this Contract, but not for anything else. For example, if the Client lets the Coach use a customer list to send out a newsletter, the Coach cannot use those email addresses for any other purpose. The one exception to this is if the Client gives the Coach written permission to use the information for another purpose, the Coach may use the information for that purpose, as well. When this Contract ends, the Coach must give back or destroy all confidential information, and confirm that it has done so. The Coach promises that it will not share confidential information with a third party, unless the Client gives the Coach written permission first. The Coach must continue to follow these obligations, even after the Contract ends. The Coach's responsibilities only stop if the Coach can show any of the following: (i) that the information was already public when the Coach came across it; (ii) the information became public after the Coach came across it, but not because of anything the Coach did or didn't do; (iii) the Coach already knew the information when the Coach came across it and the Coach didn't have any obligation to keep it secret; (iv) a third party provided the Coach with the information without requiring that the Coach keep it a secret; or (v) the Coach created the information on its own, without using anything belonging to the Client.

6.3 Third-Party Confidential Information. It's possible the Client and the Coach each have access to confidential information that belongs to third parties. The Client and the Coach each promise that it will not share with the other party confidential information that belongs to third parties, unless it is allowed to do so. If the Client or the Coach is allowed to share confidential information with the other party and does so, the sharing party promises to tell the other party in writing of any special restrictions regarding that information.


Neither party is liable for breach-of-contract damages that the breaching party could not reasonably have foreseen when it entered this Contract.


8.1 Overview. This section transfers certain risks between the parties if a third party sues or goes after the Client or the Coach or both. For example, if the Client gets sued for something that the Coach did, then the Coach may promise to come to the Client's defense or to reimburse the Client for any losses.

8.2 Client Indemnity. In this Contract, the Coach agrees to indemnify the Client (and its affiliates and their directors, officers, employees, and agents) from and against all liabilities, losses, damages, and expenses (including reasonable attorneys' fees) related to a third-party claim or proceeding arising out of: (i) the work the Coach has done under this Contract; (ii) a breach by the Coach of its obligations under this Contract; or (iii) a breach by the Coach of the promises it is making in Section 3 (Representations).

8.3 Coach Indemnity. In this Contract, the Client agrees to indemnify the Coach (and its affiliates and their directors, officers, employees, and agents) from and against liabilities, losses, damages, and expenses (including reasonable attorneys' fees) related to a third-party claim or proceeding arising out of a breach by the Client of its obligations under this Contract.


9.1 Assignment​. This Contract applies only to the Client and the Coach. Neither the Client nor the Coach can assign its rights or delegate its obligations under this Contract to a third-party (other than by will or intestate), without first receiving the other's written permission.

9.2 Arbitration. As the exclusive means of initiating adversarial proceedings to resolve any dispute arising under this Contract, a party may demand that the dispute be resolved by arbitration administered by the American Arbitration Association in accordance with its commercial arbitration rules.

9.3 Modification; Waiver. To change anything in this Contract, the Client and the Coach must agree to that change in writing and sign a document showing their contract. Neither party can waive its rights under this Contract or release the other party from its obligations under this Contract, unless the waiving party acknowledges it is doing so in writing and signs a document that says so.

9.4. Noticies.

(a) Over the course of this Contract, one party may need to send a notice to the other party. For the notice to be valid, it must be in writing and delivered in one of the following ways: personal delivery, email, or certified or registered mail (postage prepaid, return receipt requested). The notice must be delivered to the party's address listed at the end of this Contract or to another address that the party has provided in writing as an appropriate address to receive notice.

(b) The timing of when a notice is received can be very important. To avoid confusion, a valid notice is considered received as follows: (i) if delivered personally, it is considered received immediately; (ii) if delivered by email, it is considered received upon acknowledgement of receipt; (iii) if delivered by registered or certified mail (postage prepaid, return receipt requested), it is considered received upon receipt as indicated by the date on the signed receipt. If a party refuses to accept notice or if notice cannot be delivered because of a change in address for which no notice was given, then it is considered received when the notice is rejected or unable to be delivered. If the notice is received after 5:00pm on a business day at the location specified in the address for that party, or on a day that is not a business day, then the notice is considered received at 9:00am on the next business day.

9.5 Severability. This section deals with what happens if a portion of the Contract is found to be unenforceable. If that's the case, the unenforceable portion will be changed to the minimum extent necessary to make it enforceable, unless that change is not permitted by law, in which case the portion will be disregarded. If any portion of the Contract is changed or disregarded because it is unenforceable, the rest of the Contract is still enforceable.

9.6 Signatures. The Client and the Coach must sign this document using Bonsai's e-signing system. These electronic signatures count as originals for all purposes.

9.7 Governing Law. The validity, interpretation, construction and performance of this document shall be governed by the laws of the United States of America.

9.8 Entire Contract. This Contract represents the parties' final and complete understanding of this job and the subject matter discussed in this Contract. This Contract supersedes all other contracts (both written and oral) between the parties.



Acme LLC.

Corporation Corp.
Table of contents

To successfully fill a post, build a stronger relationship with a client, and establish the prospect of more business with them, recruiters must make sure they fully comprehend exactly what the hiring manager wants. From discussing the basics of the job opening to salary range and criteria to assess candidates, there are many bases to discuss before you start looking for the perfect candidate.

The most effective way to go about it is to prepare a recruiter intake form that helps you cover all essential details during or before the intake meeting. To help you craft the perfect form, we'll go over some of the most important elements you must address. But first, let's quickly understand why an intake form is a great addition to your recruitment strategy.

Note: Use Bonsai to create and send well-designed, professional forms that help you gather all the important information with just a few clicks. We streamline all the formalities so you can save time and focus on finding the best candidates!

An Intake Form Sets You up for a Successful Recruitment Process

The success of the hiring process depends on clear communication between recruiters and hiring managers. In order to ensure that everyone is on the same page, all sides must get together as soon as possible in the process. For starters, it enables recruiters to set expectations regarding what is feasible and when. This is crucial for achieving a quick, successful process with the desired results.

On the other hand, intake forms give hiring managers the ability to discuss their needs and basically provide a list of must-haves to the recruiter. This form can be used either as a guide during a recruitment intake meeting, or it can be sent to the hiring manager before interviewing candidates. Let's see what vital aspects must be covered in your recruitment intake form.

Essential Recruiter Questions for Hiring Managers

Every circumstance is unique, and there is no one 'correct' way of structuring a form for your recruitment intake meeting. But one thing is clear; the more questions you ask now, the fewer headaches you'll have later. You don't want to run the danger of having misinformation, or not enough information or both.

With that said, it's safe to say as long as your intake form covers the following elements you'll be well on your way to a successful recruitment process.

Company Background

The position alone is only a small component of the whole; candidates often go after more goals than just getting the job (especially the best ones). They are more likely to take action because they want to work for the company as well if they are convinced it's going to benefit them in the long run. So it is your responsibility to learn everything you can about the company and the position. Here are some questions you can incorporate in order to achieve this.

- How big is your team right now?

- What would you say about the corporate culture?

- What incentives or advantages does your company provide to employees?

- What is the departmental target for hiring diverse candidates?

- Why do people continue to work for your company?

- How much turnover did you experience during the past year?

- How long do your new hires typically stay?

- What methods do you use to identify your company's current top performers?

- What hiring plans do you have for the upcoming 12 months?

- What effect does this position have on the goods and services the business offers its customers?

Job Offer & Role Details

Next, it's important to fully understand the role requirements and what the company has to offer for the selected candidate. Ask questions to help you discover the demands of the new position so you can clearly communicate this during interviews. Here are a few must-have questions.

- What is the job title or position you are looking to fill?

- Where will the location of this position be?

- Can this be a remote position?

- What will be the new employee's main responsibilities?

- What software, programming languages, and other resources should the new employee be knowledgeable in?

- How long has this job been available?

- What is the range of salaries?

- How flexible is the salary?

- Are there any non-financial benefits to mention?

- Which teams will the applicant be a part of?

- What about this job would make the best candidates want to apply?

- What kind of career options are there for someone in this position?

Note: Try Bonsai's proposal templates for recruitment. Our per-made document is easy to customize and design so you can send professional pitches to new potential customers/clients. Try a 14-day free trial today.

Ideal Candidate Profile

It's time to talk about the ideal candidate, or more precisely, the hiring manager's conception of the ideal applicant. In order to identify, seek, and present the right candidate, you must know what the company envisions. The desired attributes must be clearly defined so you can maintain aligned and clear expectations. Here are some example questions you can use.

- What characteristics best define a person who would succeed in this position?

- What were the grounds for your previous rejections of applicants for the position?

- How important are social skills for this role?

- What qualifications are "must-haves" for candidates?

- Which qualifications are desired but not necessary?

- Which personality attributes have historically been successful for your business?

- Which personality traits DID NOT benefit your business?

- How would you assess the success of someone in this position?

- Is previous industry experience essential for this position?

- How will the selected candidate change your company?

- Is there a Bachelor’s degree required? If so, in what field?

- Is managerial experience a prerequisite?

- What would the ideal candidate achieve in 30 - 90 - 360 days?

Hiring Process

Finally, it's crucial to understand the hiring process for the company. The intricacies could vary, but in general, you'll want to be clear on deadlines, key decision makers, best times to conduct interviews and preferred assessment tools to be used. Here are some questions you can consider.

- How far along are you in the recruitment process?

- What methods of talent evaluation do you use during the recruitment process?

- Are the important decision-makers in agreement with the details of the job order?

- What time frames are available for interviews with the hiring manager?

- Who else is participating in the recruiting process?

- How long does your hiring procedure typically last?

- How many steps are there in the interviewing process at your company?

- What time frame do you think is ideal for making the hire?

- When do you expect to see a preliminary list of resumes for candidates?

- When are the key dates for filling this position?

Create the Perfect Recruiter Intake Form With Bonsai

With Bonsai's all-in-one product suite you can create a bulletproof intake form to share with the hiring team and be well prepared for your hiring manager intake meetings! Our forms can be fully customized and you can send them via email, share the URL link or even incorporate them to your website for a more effective onboarding process.

Start your 14-day free trial to take advantage of this and many more administrative tools to help you take your business to the next level. From client onboarding, to invoicing, accounting and even taxes, we've got you covered!

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