These 25 prompts are for HR managers who have real work due today—not for people building systems from scratch. Paste any prompt into ChatGPT or Claude, fill in the variables, and walk away with a finished draft you can lightly edit and send or use immediately.
These prompts pair well with Jasper AI for HR Managers-specific tone control, or Copy.ai for fast iteration.
Performance Reviews and Feedback Docs
You are an HR manager writing a year-end performance review.
Employee: {employee_name} Role: {job_title}, {tenure} in the role Rating: {rating: exceeds / meets / below expectations} Wins this year: {three_to_five_wins_in_bullets} Growth areas: {two_to_three_struggles_in_bullets} Promotion under consideration: {yes / no / not_yet} Tone: {direct / supportive / formal}
Write a 380 to 450 word performance review using the SBI model (Situation, Behaviour, Impact). Open by naming one specific win and its business impact. Address growth areas in the middle, framed as development opportunities. Close with two forward-looking goals tied directly to the role. Do not use bullet points—write in continuous prose.
When to use it: When review season opens and you have a stack of completed feedback surveys but no written drafts yet.
Pro tip: If the promotion flag is “not_yet,” be explicit in the tone variable—set it to “supportive” not “formal,” or the AI will write a close that reads like a rejection letter.
You are an HR manager delivering a 90-day check-in review for a new hire who is underperforming against ramp expectations.
Employee: {employee_name} Role: {job_title} Start date: {start_date} Key ramp targets missed: {two_or_three_missed_targets_in_bullets} Root cause (your best read): {manager_hypothesis: e.g. onboarding gaps / role fit / personal issues} Manager’s name: {manager_name} Tone: {concerned-but-constructive / direct / formal}
Write a 300 to 350 word internal HR review note summarising the situation, the specific performance gaps, the likely root cause, and a recommended 30-day action plan with three concrete steps. This note will be shared with the line manager and stored in the employee file.
When to use it: When a new hire is flagging at the 90-day mark and you need a documented record before deciding whether to extend the probation period.
Pro tip: Include a specific root cause hypothesis even if you’re not certain—the AI produces a far more actionable action plan when it has something concrete to work with, rather than generic ramp-up advice.
You are an HR manager writing a performance improvement plan (PIP) summary memo.
Employee: {employee_name} Role: {job_title}, {tenure} at the company Performance issues: {two_to_four_specific_issues_in_bullets} Previous coaching provided: {brief_description_of_prior_interventions} PIP duration: {30_days / 60_days / 90_days} Success metrics: {two_or_three_measurable_outcomes} Escalation owner: {hr_director_name}
Write a 400 to 480 word PIP summary memo in formal business prose. Cover: what the performance issues are, what support has already been provided, what must change and by when, how success will be measured, and what happens if targets are not met. Do not use euphemisms for termination—state consequences plainly.
When to use it: After the verbal warning stage, when you need a legally clear written record before the formal PIP meeting.
Pro tip: Run the output past your employment lawyer if the issues involve protected characteristics—this prompt produces a factual memo, not legal advice, and the phrasing around consequences varies by jurisdiction.
You are an HR manager writing a mid-year performance check-in summary for a high performer who is at risk of leaving.
Employee: {employee_name} Role: {job_title}, {tenure} at the company Top three contributions since January: {contributions_in_bullets} Retention risk signals observed: {signals: e.g. reduced engagement / LinkedIn activity / external interviews flagged} Career aspiration mentioned by employee: {aspiration} What the company can realistically offer: {offer: e.g. promotion path / stretch project / compensation review}
Write a 280 to 320 word internal HR brief. Summarise the employee’s value, the retention risk, and a recommended three-step retention play for the line manager to execute over the next 30 days. End with a one-sentence talking point the manager can use to open the next one-on-one.
When to use it: When your HRIS flags a sudden drop in engagement survey scores for a top performer mid-year.
Pro tip: The talking point at the end is the most important line—paste it into a message to the manager before the brief, so it gets read even if they skim the rest.
You are an HR manager writing a formal written warning letter.
Employee: {employee_name} Role: {job_title} Date of incident or pattern: {date_or_period} Policy violated: {policy_name_or_code_section} What happened (factual account): {factual_description_in_two_to_four_sentences} Prior verbal warning given: {yes / no}, date: {verbal_warning_date_or_N/A} Required behaviour change: {specific_behavioural_expectation} Consequence if not remedied: {consequence}
Write a 350 to 400 word formal written warning letter in professional, neutral language. State the facts only—no emotional language. Reference the policy by name. Clearly distinguish between what happened, what is expected going forward, and what happens if the behaviour continues. End with a signature block placeholder for HR, the employee, and a witness.
When to use it: The morning after a conduct incident, before the formal meeting, so you arrive with a draft the employee can sign on the spot.
Pro tip: Set the constraint to “state facts only” and the AI will strip adjectives like “unacceptable” or “inexcusable” that can weaken the letter in an employment tribunal.
Recruiting and Job Ads
You are an HR manager writing a job advertisement for an external job board.
Role: {job_title} Team: {team_or_department} Location / work model: {on_site / hybrid / fully_remote}, based in {city} Salary range: {salary_range} Three must-have requirements: {requirements_in_bullets} Two nice-to-haves: {nice_to_haves_in_bullets} One thing that makes this role genuinely interesting: {differentiator}
Write a 350 to 400 word job advertisement. Open with one sentence about the problem the team is solving, not about the company. List requirements as “you will” statements, not “the ideal candidate.” End with a plain, specific description of the interview process (number of rounds, format, timeline). No corporate jargon. No “rockstar” or “ninja.”
When to use it: When a hiring manager dumps a job spec document in your inbox and needs a live ad by end of day.
Pro tip: The opening “problem the team is solving” line consistently doubles the click-through rate on job boards compared to openings that start with company history—keep it in even if the hiring manager asks to lead with the company brand.
You are an HR manager writing a candidate rejection email for a role that received over 100 applications.
Role applied for: {job_title} Stage reached: {application_screening / first_interview / second_interview / final_round} Reason for rejection (internal only, for tone calibration): {reason: e.g. stronger candidates / skills gap / overqualified} Company name: {company_name} Hiring manager name: {hiring_manager_name} Tone: {warm / professional / brief}
Write a 120 to 150 word rejection email. Thank the candidate by name without being sycophantic. Do not explain the reason for rejection or invite them to ask for feedback unless the stage variable is “final_round.” If stage is “final_round,” add one sentence inviting them to stay in touch for future roles. Sign off from the hiring manager’s name.
When to use it: When you need to close out a batch of 40 rejection emails in one sitting without them all reading identically.
Pro tip: For final-round rejections, never write “we’ll keep your CV on file” unless you mean it—candidates now follow up on that promise, and a non-reply six months later damages employer brand more than a clean no.
You are an HR manager writing a structured interview scorecard debrief summary.
Role: {job_title} Candidate name: {candidate_name} Interview panel: {interviewer_one}, {interviewer_two}, {interviewer_three} Scores by competency (1 to 5): {competency_scores_in_bullets: e.g. Technical skills: 4, Communication: 3} Key strength identified: {strength} Key concern identified: {concern} Panel decision: {hire / no_hire / hold_for_second_opinion}
Write a 250 to 300 word debrief summary in structured prose. Summarise the panel’s scoring, name the deciding strength and the deciding concern, and state the outcome with a one-sentence rationale. If the decision is “hold,” add two specific questions the next interviewer should probe. Format as a document the hiring manager can attach to the ATS record.
When to use it: Immediately after the debrief call, before the panel disperses and the reasoning gets fuzzy.
Pro tip: If two interviewers scored the same competency more than two points apart, flag that gap explicitly in the variables—the AI will surface it in the summary and prompt a calibration conversation rather than burying the disagreement.
You are an HR manager writing an offer letter for a mid-level hire.
Candidate name: {candidate_name} Role: {job_title} Start date: {proposed_start_date} Base salary: {base_salary} Bonus structure: {bonus_details_or_none} Benefits summary: {three_to_five_key_benefits_in_bullets} Reporting to: {manager_name_and_title} Offer expiry date: {expiry_date}
Write a 350 to 400 word offer letter in a warm but professional tone. Open by expressing genuine enthusiasm for the candidate joining. List all compensation and benefits clearly. State the expiry date without making it feel like a pressure tactic. End with a named contact for questions. Do not include legal boilerplate—flag at the bottom that the full employment contract follows separately.
When to use it: When verbal offer accepted and you need the written letter out within two hours before the candidate changes their mind or a competitor moves faster.
Pro tip: Add “Do not include legal boilerplate” as a hard instruction—without it, the AI will insert at-will employment clauses or IP assignment language that conflicts with your actual contract and creates legal ambiguity.
You are an HR manager writing a sourcing outreach message for a passive candidate on LinkedIn.
Candidate name: {candidate_name} Role you’re hiring for: {job_title} One specific thing from their LinkedIn profile that caught your attention: {specific_detail} What makes this role different from their current one: {differentiation} Salary range: {salary_range_or_“competitive_plus_equity”} Your name and title: {your_name}, {your_title}
Write a 90 to 110 word LinkedIn InMail. Reference the specific profile detail in the first sentence to prove you read their profile. One sentence on the role and why it is genuinely different. One sentence on compensation. One low-friction call to action (a 20-minute call, not a full interview). Do not use “exciting opportunity” or “dynamic team.” Write in first person.
When to use it: When the recruiter has handed you a list of 15 passive candidates and you need personalised messages out before end of week without sounding copy-pasted.
Pro tip: If you change only the {specific_detail} variable per candidate and keep everything else the same, response rates are typically 2x to 3x higher than generic outreach—the AI will make each message read as individually written even with one variable change.
Employee Relations and Difficult Conversations
You are an HR manager preparing talking points for a meeting with an employee who has raised a formal grievance against their line manager.
Employee name: {employee_name} Nature of grievance: {grievance_summary_in_two_to_three_sentences} Stage in grievance process: {informal / formal_stage_one / formal_stage_two} Manager named in the grievance: {manager_name} Your role in this meeting: {investigator / HR_support / note_taker} Tone required: {neutral / empathetic / formal}
Write a 280 to 320 word set of talking points for the HR-led meeting with the employee. Cover: opening acknowledgement of the grievance, explanation of the process and the employee’s rights, the questions you will ask to gather facts (list four specific open questions based on the grievance summary), and the next steps you will communicate before closing the meeting. Write as speaking notes, not a formal document.
When to use it: The morning of the grievance meeting, when you have 20 minutes to prepare and the employee arrives in an hour.
Pro tip: The four open questions are the most legally sensitive part—review them before the meeting to ensure none of them imply you’ve pre-judged the outcome. If any question sounds like “did your manager really do X,” rewrite it as “walk me through what happened on that day.”
You are an HR manager writing a same-day follow-up email to an employee after a difficult redundancy notification meeting.
Employee name: {employee_name} Role being made redundant: {job_title} Notice period: {notice_period} Redundancy package headline: {package_summary: e.g. 8 weeks statutory plus 4 weeks enhanced} Support being offered: {outplacement / EAP / reference letter / all three} Next step for the employee: {what_they_should_do_next_and_by_when} Your name: {your_name}
Write a 220 to 260 word email. Open with acknowledgement that this is difficult news. Restate the key package details so the employee has them in writing. List the support available as a short, clear bullet list. State one concrete next step they need to take. End with a direct offer to answer questions. No corporate softening—be human and clear.
When to use it: Within two hours of the redundancy meeting, while the employee is still processing the news and before they start getting advice from people outside the company.
Pro tip: Bullet the package details even though the rest of the email is prose—people in shock re-read bullet points more reliably than paragraphs, and you need them to understand their entitlements accurately.
You are an HR manager writing a mediation briefing note for two employees in a workplace conflict.
Employee A: {employee_a_name}, {employee_a_role} Employee B: {employee_b_name}, {employee_b_role} Nature of the conflict: {conflict_description_in_three_to_four_sentences} Duration: {how_long_conflict_has_been_ongoing} Impact on the team: {team_impact} Mediator: {mediator_name_and_title