Build an offer-to-start plan with owned dependencies

Work backwards from a credible first day

A useful start plan connects the offer to the tasks that make employment possible. Give each dependency an owner, a confirmed date where available and a clear description of what counts as complete. The recruiter should not have to remember the state of the hire from several separate conversations.

Use the offer-to-start board for a single hire. It is a working record, not an eligibility checker or a promise of a start date. Teamed suits small teams that need practical employment work progressed alongside recruitment. Agree which actions the provider carries, then connect them to the decisions your business retains.

Sources: verksamt.se · teamed.global

Begin with the decisions that change other work

Create separate rows for the employment package, employing arrangement and any right-to-work assessment. These can affect documents, funding and the date itself. Do not mark a dependency complete because a request has been sent: record the confirmation or approved output that closes it.

Next add the candidate’s actions and the business approvals. A missing signature and an unapproved salary are different problems with different owners. State the next action in a sentence a colleague could carry out. “Finance to approve the revised package by Thursday” is more useful than “finance pending”.

Sources: verksamt.se · teamed.global

Link payroll dates without treating them as one deadline

Ask the employer for the actual payroll-input cutoff, approval deadline and funding requirement. Keep the invoice due date separately. Paying an invoice within its terms does not by itself establish that every payroll input arrived on time.

Put the first expected pay date in the plan and ask how a partial first period will be explained. If the candidate starts near a cutoff, obtain the actual handling plan rather than assuming the normal monthly rhythm applies unchanged. The recruiter needs enough information to answer the employee’s practical question: when should I expect my first pay and who can explain it?

Sources: verksamt.se · teamed.global

Hand over to the manager, then close the loop

Add equipment, system access and the manager’s welcome plan as business-owned actions. These sit alongside the employment work but should not disappear into the provider’s task list. Give the employee one clear schedule containing the first meeting, access instructions and the route for employment questions.

At the final check, read the board from the candidate’s point of view. Are the employer, package, permitted start and first-pay explanation consistent? Does every unfinished task have a next action? If an item moves, update the dependent date rather than leaving the old plan looking complete.

Export a dated copy for the handover and keep a single active version. The board should make progress visible and reduce repeated chasing. It cannot replace the employer’s approvals, but it can ensure the team knows which approvals it is waiting for and who will obtain them.

Schedule a short readiness review with the recruiter, employer contact and finance owner. Read only unresolved dependencies and changes since the last review. This keeps the meeting focused on decisions, rather than asking each person to recite activity that has not changed the start plan.

Sources: verksamt.se · teamed.global