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Create ResumeEssential criteria are the non negotiable requirements an employer uses to decide whether you should be shortlisted for a role. In the UK job market, they usually appear in job adverts, person specifications, NHS applications, council roles, university jobs, Civil Service applications, charities, and structured private sector recruitment processes. If you do not clearly show that you meet the essential criteria, your application can be rejected even if you are capable of doing the job. That is the frustrating part. Employers rarely shortlist based on potential alone when they have asked for specific evidence. The strongest applicants do not just say they have the skill. They prove it with relevant examples, context, results, and judgement.
Essential criteria are not decorative wording. They are the employer’s screening checklist.
Essential criteria are the skills, experience, qualifications, knowledge, behaviours, or personal qualities an employer believes are necessary for someone to perform the role properly from day one or within a reasonable settling in period.
In plain recruiter language, essential criteria answer this question:
Can this person realistically do the core job without creating unnecessary risk, delay, or heavy supervision?
That is what is happening behind the scenes. Hiring managers are not reading essential criteria as a nice wish list. They are using them to reduce uncertainty. Every job application creates a risk decision. The employer is asking: has this person done enough similar work, in a similar enough environment, with enough evidence, for us to feel confident interviewing them?
Essential criteria often include things like:
Relevant work experience
Specific technical skills
Knowledge of legislation, systems, processes, or sector standards
Qualifications or professional memberships
Communication skills
Essential criteria are the requirements you must meet to be seriously considered. Desirable criteria are the extra advantages that may strengthen your application but are not always required.
This distinction matters because candidates often panic when they do not meet every single point in a job advert. I see this especially with strong candidates who underestimate themselves. They read the desirable section and behave as if it is a legal barrier.
It usually is not.
A typical UK person specification may separate requirements like this:
Essential criteria: required for shortlisting
Desirable criteria: useful, preferred, or advantageous
Qualifications: sometimes essential, sometimes desirable
Experience: often weighted heavily during screening
Skills and knowledge: tested through application, interview, or assessment
Here is the hiring reality: if you meet most or all of the essential criteria and only some desirable criteria, you may still be a strong candidate. If you meet many desirable criteria but miss a major essential criterion, your application may not pass screening.
Stakeholder management experience
Ability to work independently
Experience managing competing priorities
Leadership or supervision experience
Problem solving ability
Customer service experience
Analytical skills
Attention to detail
Right to work or professional registration requirements
The mistake many candidates make is treating essential criteria like a list of keywords. They copy the wording into their application and assume that is enough.
It is not.
A recruiter or hiring manager needs to see evidence. Not vague confidence. Not “I am a good communicator”. Not “I have excellent organisational skills”. Those phrases are everywhere. They are the beige wallpaper of job applications. Nobody gets shortlisted because they wrote them beautifully.
You need to show how you meet the criterion in a way that makes the reader think: yes, this person understands the work.
That sounds obvious, but many candidates get this backwards. They focus on impressive extras while failing to prove the basics.
For example, if a role requires experience managing safeguarding concerns, and you spend most of your application talking about leadership style, motivation, and being passionate about helping people, the employer may still reject you. Passion does not replace risk critical experience.
In structured UK recruitment, especially in public sector hiring, essential criteria can be used as a scoring framework. That means the person reviewing your application may literally mark whether you have provided evidence against each point. If the evidence is missing, buried, or too vague, you may lose points even if the experience is somewhere in your background.
Recruitment is not always fair, but it is often very literal.
Below are common essential criteria examples you may see in UK job adverts, along with what employers are usually looking for in practice.
This is one of the most overused criteria in job adverts, but it still matters.
When an employer asks for excellent communication skills, they are usually not asking whether you can write polite emails. They want to know whether you can communicate clearly with the specific people involved in the role.
That may include:
Explaining complex information to non specialists
Handling difficult conversations with customers, clients, patients, or colleagues
Writing clear reports, case notes, proposals, or updates
Adapting your style for senior stakeholders
Listening properly before responding
Managing expectations when there is pressure, conflict, or ambiguity
Weak Example
I have excellent communication skills and can communicate well with people at all levels.
Good Example
In my current role, I regularly communicate with customers, suppliers, and internal teams to resolve order issues. When delays occur, I explain the cause clearly, confirm realistic timescales, and update all parties until the issue is resolved. This has helped reduce repeat queries and avoid unnecessary escalations.
Why this works: it shows audience, situation, action, and practical value. It does not just claim communication skill. It proves it.
Employers use this criterion when they need someone who can manage work without constant chasing. It does not mean they want a lone wolf who never asks questions. It means they want sound judgement.
Behind the scenes, the hiring manager is asking: will this person need too much hand holding?
A good answer should show that you can:
Prioritise your workload
Make sensible decisions within your role
Know when to escalate
Keep work moving without being micromanaged
Take responsibility for outcomes
Weak Example
I work well independently and always complete my tasks.
Good Example
In my previous role, I managed a daily workload of customer queries, reporting tasks, and internal requests without direct supervision. I prioritised urgent issues first, kept a clear task list, and escalated only when a decision required manager approval. This allowed my manager to trust me with time sensitive work during busy periods.
Recruiter insight: employers do not just want independence. They want safe independence. The best examples show initiative and judgement, not just confidence.
This criterion looks simple, but many candidates answer it badly because they write something vague about being a team player.
A hiring manager wants to know what kind of team environment you have worked in and how you contributed.
Good evidence may include:
Working across departments
Supporting colleagues during peak workload
Sharing information properly
Resolving team issues constructively
Coordinating tasks with others
Contributing to team targets
Weak Example
I am a good team player and enjoy working with others.
Good Example
In my administrative role, I worked closely with finance, operations, and customer service teams to process client documentation accurately. When the team faced a backlog, I helped reorganise the task list, supported newer colleagues, and checked urgent files before deadline. This helped the team clear the backlog without compromising accuracy.
The difference is simple. One is a personality claim. The other shows behaviour.
When employers ask for organisational skills, they are usually worried about workload, deadlines, detail, and follow through.
This criterion is especially common in administration, HR, recruitment, operations, project support, healthcare, education, and customer facing roles.
Strong examples should show how you manage:
Multiple tasks
Competing deadlines
Records, documents, or systems
Appointments, diaries, or schedules
Priorities that change quickly
Accuracy under pressure
Weak Example
I am highly organised and can manage my time effectively.
Good Example
I supported a team of six managers by coordinating meetings, preparing documents, tracking actions, and updating internal records. I used shared trackers and calendar reminders to manage deadlines, which helped prevent missed actions and ensured managers had the correct information before meetings.
A recruiter reading this can picture the work. That is what you want.
This criterion appears constantly, but candidates often answer it too broadly.
Writing “confident using Microsoft Office” is not very helpful unless the role only needs basic admin ability. If the job involves reporting, data, documentation, scheduling, or CRM usage, be specific.
Mention systems only if you can use them in a work context.
Examples include:
Microsoft Excel for tracking, reporting, formulas, or data checks
Microsoft Word for reports, letters, templates, or documentation
Microsoft Outlook for diary management and email coordination
Microsoft Teams for meetings and collaboration
CRM systems for customer records
HR systems for employee data
ATS platforms for recruitment administration
Case management systems for public sector or charity roles
Weak Example
I am confident with IT and Microsoft Office.
Good Example
I use Microsoft Excel to maintain trackers, filter data, update reports, and check information for errors. I also use Outlook to manage shared inboxes and Teams to coordinate updates with colleagues across different locations.
Recruiter reality: do not exaggerate technical ability. If you write advanced Excel and then struggle with basic formulas in a test, trust disappears quickly. Better to be specific and accurate than impressive and exposed.
This is one of the most important essential criteria in modern UK job adverts because many roles are understaffed, fast moving, and full of interruptions.
Employers are not just asking whether you are busy. Everyone says they are busy. They want to know how you decide what matters first.
Strong evidence should show:
How you assess urgency
How you manage deadlines
How you communicate delays
How you avoid mistakes under pressure
How you keep stakeholders informed
Weak Example
I can work well under pressure and manage competing priorities.
Good Example
In my role as a project coordinator, I often managed supplier updates, client requests, and internal reporting deadlines at the same time. I prioritised tasks based on urgency, business impact, and deadline risk. When priorities changed, I updated stakeholders early rather than waiting until a deadline was missed.
This example works because it shows prioritisation logic. Hiring managers love that. It tells them the candidate does not just work hard. They think.
Customer service criteria are not only about being friendly. In many roles, customer service means staying professional when the customer is frustrated, confused, impatient, or wrong.
Good customer service examples show:
Handling complaints
Explaining processes clearly
Solving problems
Managing expectations
Recording information accurately
Remaining calm under pressure
Knowing when to escalate
Weak Example
I provide excellent customer service and always help customers.
Good Example
In my retail role, I handled customer complaints about delayed orders and incorrect items. I listened to the issue, checked the order details, explained the available options, and followed up when further action was needed. This helped resolve complaints professionally and reduced repeat contact.
What employers actually mean: they want someone who will not make a difficult customer situation worse. That is the honest version.
Attention to detail is one of those criteria that candidates claim constantly, but employers only believe it when the application itself is accurate.
If your application says you have excellent attention to detail but includes spelling errors, inconsistent dates, wrong employer names, or copied text from another application, the claim collapses immediately.
Strong evidence may include:
Checking documents before submission
Identifying errors in data
Maintaining accurate records
Following compliance processes
Reviewing reports, invoices, applications, or case notes
Reducing mistakes through better systems
Weak Example
I have strong attention to detail and always check my work.
Good Example
In my finance administration role, I checked invoice details against purchase orders before processing payment. I regularly identified incorrect codes, missing information, or duplicate entries, which helped reduce payment errors and avoid delays.
This example is believable because it shows where accuracy mattered.
Problem solving is not about heroic crisis stories. It is about noticing an issue, understanding the cause, taking sensible action, and improving the outcome.
Employers look for problem solving because work rarely goes exactly to plan. Systems fail. People miss deadlines. Customers misunderstand. Data is messy. Processes break. Welcome to work, sadly.
Good examples show:
The problem
Why it mattered
What you did
What changed as a result
Weak Example
I am a good problem solver and can think outside the box.
Good Example
When our team received repeated queries about missing documents, I reviewed the process and noticed that customers were not receiving clear instructions at the start. I created a simple checklist for required documents, which reduced incomplete submissions and saved the team time on follow up emails.
Recruiter insight: the strongest problem solving examples are often practical and unglamorous. Employers like people who fix real problems, not people who decorate simple tasks with dramatic language.
Stakeholder management means working with people who have different priorities, expectations, authority levels, or communication styles.
This criterion is common in project management, HR, recruitment, operations, account management, public sector, consulting, education, and senior administration roles.
Good examples may include:
Managing expectations with senior managers
Coordinating updates across departments
Handling conflicting priorities
Influencing people without direct authority
Keeping clients, suppliers, or internal teams aligned
Communicating risks early
Weak Example
I have stakeholder management experience and work with different teams.
Good Example
I supported a change project involving operations, finance, and customer service teams. Each team had different priorities, so I arranged regular updates, tracked outstanding actions, and flagged risks early when deadlines were at risk. This helped keep the project moving and reduced confusion between departments.
Stakeholder management is rarely about being popular. It is about keeping work moving when people want different things.
This criterion is common in HR, safeguarding, healthcare, social care, education, compliance, legal, housing, finance, and public sector roles.
If a job advert asks for knowledge of legislation, policy, or regulations, do not just list the names. Show how you have applied them.
Examples may include:
GDPR
Equality Act
Health and safety regulations
Safeguarding procedures
Employment law basics
Financial compliance
NHS policies
Local authority procedures
Data protection requirements
Weak Example
I have knowledge of GDPR and data protection.
Good Example
In my HR administration role, I handled employee records in line with GDPR requirements by ensuring personal information was stored securely, shared only with authorised colleagues, and deleted or archived according to retention procedures.
The useful word here is handled. Employers want applied knowledge, not just awareness.
The best way to respond to essential criteria is to match each requirement with clear, relevant evidence from your work, education, volunteering, placement, training, or transferable experience.
You do not need to write a novel. You need enough detail to make your evidence believable.
A strong response usually includes:
The context
The task or responsibility
The action you took
The result or impact
The skill or judgement shown
For many UK job applications, especially supporting statements, personal statements, NHS applications, university roles, charity roles, and local authority applications, you may need to address the criteria directly.
That does not mean repeating the person specification word for word. It means making it easy for the reader to score you.
A good structure is:
Identify the criterion
Give a relevant example
Explain what you did
Show the result
Link it back to the role
For example, if the essential criterion says:
“Experience of managing confidential information accurately.”
A strong response could be:
Good Example
In my previous role as an HR assistant, I handled confidential employee records including contracts, absence documents, payroll updates, and right to work checks. I ensured information was stored securely, shared only with authorised colleagues, and updated accurately on the HR system. This helped maintain compliance with internal procedures and data protection requirements.
This works because it covers the actual concern behind the criterion: can this person be trusted with sensitive information?
That is what screening is really about. Employers are not looking for pretty sentences. They are looking for confidence signals.
Essential criteria vary by sector, but the screening logic is similar. The employer wants evidence that you can do the core work safely, competently, and consistently.
Common essential criteria include:
Strong organisational skills
Experience using Microsoft Office
Accurate data entry
Diary or inbox management
Customer service skills
Ability to manage confidential information
Attention to detail
Written and verbal communication skills
Good Example
I have experience managing shared inboxes, updating internal records, preparing documents, and coordinating meetings for a busy office team. I regularly handled confidential information and checked records for accuracy before submission. I used Outlook, Excel, Word, and Teams daily to manage communication and keep tasks on track.
This is effective because it joins several admin criteria together without sounding forced.
Common essential criteria include:
Patient focused communication
Confidentiality
Ability to follow procedures
Teamwork
Accuracy in record keeping
Ability to work under pressure
Understanding of safeguarding or infection control where relevant
Compassion and professionalism
Good Example
In my healthcare support role, I communicated with patients, relatives, and clinical colleagues in a calm and respectful way. I followed confidentiality procedures when handling patient information and made sure records were updated accurately. During busy periods, I prioritised urgent requests while remaining professional with patients who were anxious or upset.
This works because it reflects the reality of healthcare work: pressure, sensitivity, accuracy, and human behaviour all happening at once.
Common essential criteria include:
Experience handling customer queries
Complaint resolution
Clear communication
Ability to remain calm under pressure
Problem solving
Accurate record keeping
Working to service standards or targets
Good Example
I handled customer queries by phone, email, and face to face, including complaints about delays, billing issues, and service problems. I listened carefully, checked the relevant information, explained the next steps, and updated the customer record accurately. Where needed, I escalated issues to the correct team and followed up to make sure the customer received a response.
This example shows service, process, judgement, and accountability.
Common essential criteria include:
Knowledge of recruitment processes
Confidential handling of employee data
Strong communication skills
HR system or ATS experience
Understanding of employment procedures
Coordinating interviews or onboarding
Attention to detail
Stakeholder support
Good Example
In my recruitment coordination role, I supported hiring managers by arranging interviews, updating the ATS, communicating with candidates, and preparing offer documentation. I handled candidate information confidentially and made sure interview details, feedback, and status updates were recorded accurately. This helped create a smoother process for both candidates and hiring teams.
As a recruiter, I notice immediately when someone understands the actual recruitment workflow. This kind of example feels credible because it shows the moving parts.
Common essential criteria include:
Experience supervising staff
Performance management
Delegation
Conflict resolution
Planning workloads
Coaching or developing others
Decision making
Accountability for team results
Good Example
As a team leader, I supervised a team of eight customer service advisers. I allocated daily workloads, monitored performance, supported colleagues with complex queries, and held regular one to one meetings. When service levels dropped, I reviewed call patterns, adjusted breaks, and provided targeted coaching, which helped improve response times and team confidence.
This is much stronger than saying “I am a natural leader”. Employers do not hire natural leaders. They hire people who can manage work, people, pressure, and outcomes.
Recruiters do not read applications in the romantic way candidates hope they do.
A candidate imagines someone carefully appreciating their full career journey, connecting the dots, noticing hidden potential, and understanding why they are perfect.
In reality, screening is usually faster and more structured.
The recruiter or hiring manager is often checking:
Does this person meet the essential criteria?
Have they provided evidence or only claims?
Is the experience relevant to this role?
Are there unexplained gaps or unclear career moves?
Do they understand the level of the job?
Is the application tailored or generic?
Can I confidently justify shortlisting this person?
That last point matters. In many UK recruitment processes, especially structured or regulated environments, shortlisting decisions need to be defensible. A recruiter may need to explain why one candidate was selected and another was not.
This is why vague applications lose.
If your application says:
“I have excellent communication, organisation, and teamwork skills.”
There is nothing to score properly. It may be true, but it is not evidenced.
If your application says:
“I managed a shared inbox of approximately 80 customer queries per day, prioritised urgent issues, coordinated responses with three internal teams, and maintained accurate records on the CRM.”
Now the reader has something to work with.
Recruiters are not mind readers. Hiring managers are not archaeologists. Do not bury your strongest evidence and expect them to dig politely.
A strong essential criteria example is specific, relevant, and easy to connect to the job you are applying for.
It should answer three hidden questions:
Have you done this before?
Did you do it well enough?
Is your experience relevant to our vacancy?
The strongest examples usually have five qualities.
If you are applying for a senior role, examples should show senior level responsibility. If you are applying for an entry level role, examples can be smaller but should still show good judgement.
For example, for a team leader role, “helped colleagues when needed” is too light. The employer wants evidence of supervision, decision making, workload planning, or accountability.
For an entry level admin role, helping organise documents during a college project may be acceptable if you explain it clearly and connect it to accuracy, deadlines, and organisation.
Employers do not shortlist people because they sound nice. They shortlist people because the evidence suggests they can do the job.
Avoid relying on traits alone:
Hard working
Reliable
Motivated
Passionate
Friendly
Enthusiastic
Professional
These are not bad qualities, but they are not enough. Show the behaviour behind them.
Instead of saying you are reliable, show that you managed deadlines consistently. Instead of saying you are professional, show how you handled confidential information, difficult customers, or sensitive conversations.
A good example tells the reader where the skill was used.
Context may include:
Type of role
Type of organisation
Volume of work
People involved
Systems used
Risks or pressures
Result achieved
You do not need to write a memoir. Just give enough detail so the example feels real.
Every essential criterion has a concern behind it.
For example:
Attention to detail means “Will this person make costly mistakes?”
Communication means “Can this person deal with the people involved in this job?”
Independent working means “Can this person manage without constant supervision?”
Confidentiality means “Can we trust this person with sensitive information?”
Stakeholder management means “Can this person handle competing expectations without chaos?”
When you understand the concern, your answer becomes sharper.
Do not oversell basic tasks with dramatic wording. Recruiters notice when language is inflated.
For example, do not call yourself a “strategic transformation leader” if you updated a spreadsheet and booked meetings. There is nothing wrong with admin work. Good admin is valuable. But exaggerated language makes the reader question your judgement.
Clear, accurate, grounded examples beat inflated claims.
Here are practical examples showing how to improve weak responses.
Weak Example
I have excellent verbal and written communication skills and can communicate with people at all levels.
Good Example
In my current role, I communicate with customers, suppliers, and internal teams by phone and email. I explain order updates clearly, manage expectations when there are delays, and keep accurate notes on the CRM so colleagues can see the latest position.
What changed: the stronger version shows audience, channel, situation, behaviour, and work relevance.
Weak Example
I am very organised and able to manage a busy workload.
Good Example
I manage a busy workload by using a daily priority list, tracking deadlines on Excel, and reviewing urgent tasks each morning. In my last role, I coordinated meetings, prepared documents, and updated records for multiple managers while making sure deadlines were not missed.
What changed: the stronger version shows a method and a practical example.
Weak Example
I enjoy working as part of a team and get along well with colleagues.
Good Example
I worked as part of a team responsible for processing customer applications. During busy periods, I helped redistribute tasks, supported newer colleagues with system questions, and kept the team updated on urgent cases so deadlines were met.
What changed: the stronger version shows contribution, support, and outcome.
Weak Example
I am a strong problem solver and can deal with challenges.
Good Example
When I noticed repeated errors in customer records, I reviewed the process and found that information was being entered differently by different team members. I created a simple guidance note and shared it with the team, which improved consistency and reduced corrections.
What changed: the stronger version shows the problem, action, and improvement.
Weak Example
I work well under pressure and can handle stressful situations.
Good Example
In my previous role, I handled high volumes of customer calls during peak periods while also updating records accurately. I stayed calm, prioritised urgent issues, and escalated complex complaints to the correct manager when needed. This helped maintain service standards during busy shifts.
What changed: the stronger version explains what pressure looked like and how it was managed.
Many candidates miss out on interviews not because they are unsuitable, but because their evidence is not clear enough.
That is painful, but fixable.
Some candidates write:
“I meet the essential criteria including communication skills, teamwork, organisation, and problem solving.”
This is not an answer. It is a summary of the advert.
If the employer asked for evidence, give evidence.
It is fine for one strong example to cover several criteria, but do not force the same story into every answer.
If every criterion leads back to the same project, the application can feel thin. It may suggest your experience is narrower than the role requires.
Use a mix of examples where possible:
One example for communication
One for organisation
One for problem solving
One for stakeholder management
One for technical or sector knowledge
If the criterion says “experience of working with vulnerable adults”, do not only write about general customer service. If it says “experience of managing budgets”, do not only write about processing invoices.
Close is not always close enough.
Recruiters compare your evidence against the wording. You should too.
Motivation matters, but it should not replace evidence.
For example:
“I have always wanted to work in healthcare because I care about people.”
That may be sincere, but it does not prove you can handle patient information, follow procedures, communicate under pressure, or work in a clinical environment.
Use motivation carefully. Evidence does the heavy lifting.
Long answers are not automatically strong. Some candidates write huge paragraphs full of effort but very little evidence.
A strong answer is not just detailed. It is relevant.
Before submitting, ask yourself:
Can the employer clearly see the criterion I am answering?
Have I given an example?
Have I explained what I personally did?
Have I shown the result or value?
Is this relevant to the job level?
If not, tighten it.
You do not always need an exact match, but you do need a credible match.
This is where candidates often need better judgement. Some rule themselves out too quickly. Others apply wildly and hope enthusiasm will do the work. Neither approach is ideal.
If you do not meet an essential criterion exactly, look for transferable evidence.
For example:
Customer service experience may transfer into patient facing administration
Retail supervisory experience may transfer into team leader roles
University project coordination may support entry level project roles
Volunteer safeguarding exposure may support charity or care applications
CRM experience may transfer into other database or case management systems
Diary management experience may support executive assistant or coordination roles
The key is to make the link explicit.
Do not expect the recruiter to do the translation for you.
Weak Example
Although I have not worked in this sector, I am a fast learner.
Good Example
Although my experience has been in retail rather than healthcare, I have handled confidential customer information, resolved sensitive complaints, updated records accurately, and worked under pressure in a public facing environment. These skills are directly relevant to patient administration because the role also requires professionalism, accuracy, communication, and calm handling of people who may be anxious or frustrated.
This is how you bridge the gap properly. You acknowledge the difference, then show the overlap.
That is much stronger than pretending there is no gap.
For many UK roles, especially NHS, university, charity, council, and public sector jobs, your supporting statement is where essential criteria matter most.
A strong supporting statement should not read like a generic cover letter. It should be clearly tailored to the person specification.
The best approach is to group related criteria and answer them with strong evidence.
For example, if the person specification asks for communication, teamwork, organisation, and IT skills, you might structure your supporting statement around those themes.
You can write naturally while still making the match obvious.
For example:
“I meet the communication and teamwork requirements through my experience supporting a busy customer service team. I regularly handled customer queries by phone and email, coordinated updates with colleagues, and recorded information accurately on the CRM. When issues required input from another department, I explained the situation clearly, followed up on outstanding actions, and kept the customer informed.”
This is much better than writing separate tiny sentences for each criterion.
Good supporting statements often do three things:
They mirror the employer’s priorities without copying the advert
They provide specific examples
They make the shortlisting decision easy
That last point is the secret.
Your job application is not only there to express interest. It is there to reduce doubt.
Before submitting a UK job application, check your essential criteria response against this list.
Have I addressed every major essential criterion?
Have I provided evidence instead of only claims?
Are my examples relevant to the level and responsibilities of the role?
Have I used the employer’s wording naturally where appropriate?
Have I shown results, impact, or practical value where possible?
Have I avoided vague phrases like “good team player” without proof?
Have I explained transferable experience clearly if my background is not an exact match?
Have I checked spelling, grammar, dates, job titles, and formatting?
Would a recruiter understand my suitability within one quick read?
Could the hiring manager justify shortlisting me based on this evidence?
That last question is the one I would not skip.
A lot of applications fail because they make the employer work too hard. The evidence may technically be there, but it is scattered, vague, hidden, or wrapped in generic language.
Make the match obvious. Not childish. Not robotic. Just clear.
Written by Simar Malhi, a recruiter and headhunter with international recruitment experience. I write about CVs, job applications, hiring decisions, and the reality behind recruitment processes. My goal is to help candidates understand more honestly how employers, recruiters, and hiring managers actually select candidates.
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