37 件 ・ 関連度順
概要と使いどころ
Scan global talent markets via GitHub/Arxiv/LinkedIn APIs, build talent heatmaps with salary benchmarks, identify Tier S/A/B/C candidates. Use when: quarterly talent scanning, critical role hiring, competitive intelligence on talent pools. Includes real API integrations and data pipeline.
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Facilitate talent review and people decisions with a structured view of performance, potential, readiness, risks, and development actions using talent calibration and 9-box logic. Use when preparing talent review, succession planning, promotion readiness, or performance calibration sessions. Do not use for payroll administration, HRIS updates, or generic praise notes.
日本語の概要は準備中です。原文の説明を表示しています。
Master the AI tools that transform hiring and HR operations. From sourcing candidates to onboarding, find and retain great talent faster. Use when "hiring, recruiting, HR, talent, performance management, hr, recruiting, hiring, talent, people" mentioned.
日本語の概要は準備中です。原文の説明を表示しています。
採用・人材戦略の専門スキル。職務記述書（JD）作成、採用計画策定、コンピテンシーモデル設計、 面接評価基準設計、オンボーディング計画をサポート。採用要件の明確化から内定後のフォローまで 一貫した人材獲得プロセスを支援。日英両言語のテンプレートを提供し、グローバル採用にも対応。 Use when: creating job descriptions, designing competency models, planning recruitment strategies, developing interview evaluation criteria, or creating onboarding plans. Triggers: "JD作成", "採用計画", "面接評価", "オンボーディング", "コンピテンシー", "人材獲得", "job description", "recruitment plan", "interview evaluation", "hiring", "talent acquisition"
WorkorAI talent marketplace skill: candidate job search and employer hiring with white-box match explanations via the WorkorAI MCP server (https://workorai.com/mcp). Use when the user asks to find a job, apply to jobs, respond to employer invitations, or when an employer wants to post jobs, search and evaluate candidates, invite them, and review applicants.
日本語の概要は準備中です。原文の説明を表示しています。
HR business partnership across talent strategy, org development, and employee relations. Use when building workforce plans, designing performance reviews, resolving employee relations cases, or advising leadership on org change.
日本語の概要は準備中です。原文の説明を表示しています。
Talent acquisition across recruiting strategy, sourcing, interviews, and hiring analytics. Use when writing job descriptions, designing interview scorecards, analyzing hiring funnels, or improving offer acceptance rates.
日本語の概要は準備中です。原文の説明を表示しています。
Source technical and professional talent by combining LinkedIn profiles, GitHub contributions, and company intelligence. Identifies candidates with specific skills, assesses expertise depth, and provides outreach context for recruiting teams.
日本語の概要は準備中です。原文の説明を表示しています。
Analyze hiring patterns, job market demand, salary signals, and talent competition across LinkedIn and Apollo. Covers job posting analysis, company hiring velocity, role requirement trends, and competitive talent landscape mapping.
日本語の概要は準備中です。原文の説明を表示しています。
当管理者纠结于是否留用"还行但不出色"的员工、是否容忍"天才混蛋"、或团队明明有人才却整体表现不佳时触发。帮助评估人才密度并果断处理低绩效者。
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Analyze an optional company talent, values, culture, or recruitment page and turn it into cover letter positioning guidance. Use when the user provides a company values URL/text, asks to match a cover letter to company culture, or wants talent-profile keywords connected to resume.md evidence. 한국어 요청도 포함합니다 - 인재상 분석, 기업 가치관, 회사 문화, 채용 홈페이지 분석, 기업 분석, 인재상에 맞춰서, 회사가 원하는 인재.
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专为追求倍速增长的初建学校设计的教师选、育、用、留四环节体系。基于科德高中融合部真实管理经验，结合十部AI Agent架构，将人才管理从校长个人经验升级为可继承、可协同、可沉淀的组织能力。
日本語の概要は準備中です。原文の説明を表示しています。
Drive LinkedIn Sales Navigator and Recruiter through the Curviate CLI. Covers `sales-nav` (search, profile, message, lead and account lists, save-lead, save-account) and `recruiter` (projects, pipeline, talent-search, save-candidate, project jobs, applicants, message, profile, search), and what can refuse them: the LinkedIn subscription on the connected account, the Curviate seat, and the beta-operations gate. These commands carry no Curviate add-on paywall. Use when working a Sales Navigator or Recruiter seat, or when diagnosing why a premium command failed.
日本語の概要は準備中です。原文の説明を表示しています。
People leadership for scaling companies. Hiring strategy, compensation design, org structure, culture, and retention. Use when building hiring plans, designing comp frameworks, restructuring teams, managing performance, building culture, or when user mentions CHRO, HR, people strategy, talent, headcount, compensation, org design, retention, or performance management.
日本語の概要は準備中です。原文の説明を表示しています。
This skill helps users discover key contacts across industries, roles, and social platforms via the BrowserAct API. Agent should proactively apply this skill when users express needs like finding public profiles for founders or CEOs, discovering key decision-makers in a specific industry, extracting contact details for lead generation, searching for growth leaders on LinkedIn or Facebook, gathering professional networking profiles, retrieving URLs and names of industry leaders, finding marketing managers in a specific field, conducting competitive analysis by identifying key personnel, sourcing talent acquisition targets across platforms, or compiling a list of target roles on specific social sites.
日本語の概要は準備中です。原文の説明を表示しています。
Help users determine when to hire growth talent, which profiles to prioritize, and how to structure the team for maximum leverage across the user journey.
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Help users identify, attract, and hire exceptional product managers and engineers by shifting from passive HR processes to a founder-led, high-intensity recruitment strategy.
日本語の概要は準備中です。原文の説明を表示しています。
Assess an A-share portfolio company's AI readiness for China-focused private equity investments. Evaluates data infrastructure, technology stack, talent, and AI adoption opportunities in the Chinese market context. Triggers on "A股公司AI评估", "AI readiness China", "AI assessment portfolio company", "AI转型评估", or "artificial intelligence readiness [company]".
日本語の概要は準備中です。原文の説明を表示しています。
ADP Workforce Now integration. Manage Persons, Organizations, Jobs, Payrolls, Benefitses, Talents. Use when the user wants to interact with ADP Workforce Now data.
日本語の概要は準備中です。原文の説明を表示しています。
Research GitHub user profiles including repositories, contributions, languages, stars, and activity patterns. Useful for developer talent sourcing, open-source community research, and technical due diligence on engineering teams.
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The new frontier of audio: AI-generated music with Suno and Udio, AI sound effects with ElevenLabs, AI voice cloning, and AI audio enhancement. This skill covers the full spectrum of neural audio synthesis and manipulation. We're in an era where a single person can produce broadcast-quality audio content that would have required studios, musicians, and engineers. AI doesn't replace musical talent—it democratizes production capability. Original compositions in minutes. Custom sound design in seconds. Voice in any language instantly. The practitioners of this skill understand both the creative potential and the ethical considerations. They know when AI audio enhances creativity and when it needs human touch. They're audio directors who orchestrate AI tools like instruments in a symphony. Use when "AI music, generate music, Suno, Udio, AI audio, AI sound, generate soundtrack, background music, sound effects, audio generation, jingle, AI score, stem separation, ai-audio, music, suno, udio, sound-effects, soundtrack, generation, audio-branding, production" mentioned.
日本語の概要は準備中です。原文の説明を表示しています。
CEO (Chief Executive Officer) — 一家公司「最高操作员」的工艺, 与泛泛「领导力 / 管理学」不同: (a) 设定战略与凝结愿景 (Drucker 的「企业的经营理论」+ Porter 论定位 + Hamilton Helmer 的「七力」+ Andy Grove 的「战略转折点」+ Roger Martin 《Playing to Win》); (b) 资本配置是 CEO 单一最高杠杆的工作 (Buffett/Munger Berkshire 致股东信 + William Thorndike 《The Outsiders 商界局外人》论 8 位非常规 CEO + Michael Mauboussin 论 hurdle rate + Bezos 年度致股东信「invariants vs bets」+ Mark Leonard Constellation Software); (c) 组建与领导高管班子 (Patrick Lencioni 《团队的五大障碍》+ Ben Horowitz 《艰难的事》+ Reed Hastings 《No Rules Rules》人才密度 + Andy Grove HOP《高产出管理》+ Lou Gerstner IBM 转型 + Marshall Goldsmith); (d) 董事会与投资人关系 (Larcker & Tayan 《公司治理重要》+ Bill George 《True North》+ 正式 CEO-董事长 / CEO-独立董事 protocol + 维权投资人 playbook + 资本市场沟通); (e) 企业文化与价值观作为操作系统 (Netflix 文化手册 + Amazon Leadership Principles + Bridgewater 《Principles》Ray Dalio + Schein 论组织文化 + 任正非 灰度 + 张瑞敏 人单合一 + 稻盛和夫 阿米巴); (f) 高不确定下的高风险决策 (Bezos Type 1/Type 2 决策 + premortem Klein + Kahneman 论 executive bias + RAPID/DACI + base rates + 情景规划 + 反思 premortem); (g) 对内对外沟通 (创始人 / CEO 致股东信作为机构构建工具: Bezos / Buffett / Reed Hastings 备忘录 / 任正非 内部讲话 + Town Hall + 危机沟通 Tylenol/Boeing/Wells Fargo + 应对维权投资人); (h) 跨阶段规模化 (创业 0→1 / 扩张 1→100 / 成熟期掌舵 / 危机转型): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde + Lou Gerstner 转型; (i) 创始人 CEO vs 职业经理人 CEO 的差异 (Paul Graham 「Founder Mode」2024 + Brian Chesky + Reed Hastings (创始人→职业过渡) + BCG/McKinsey 的「manager mode」+ 两者各自代价 + 什么时候切换)。诚实处理: 幸存者偏差 (单个 CEO 的打法 ≠ 普适规律, 学术研究显示 CEO 个人方差约 ⅓, 约 70% 来自行业 / 时代 / 运气 / 资本结构), 创始人崇拜, 区分可复制工艺与不可移植个人魅力, 治理与利益相关者责任 (员工 / 股东 / 社会), 反对 CEO 神话与 Welch 退休金扭曲 / Theranos / WeWork / FTX / Uber-Kalanick 时代 / Musk 80h+ / 996 工时崇拜。覆盖 founder-CEO (Bezos/Hastings/黄仁勋/Chesky/Brin/任正非) 与职业 CEO (Nadella/Gerstner/Pichai/Mulally/Lafley)。不含: 泛泛管理理论 (商业书已覆盖, 本 skill 专谈 C-suite 这个具体岗位), 不含: 「领导力」作为个人成长自助 (Robbins/Tracy/Maxwell 励志体裁), 不含: 「如何创业」早期战术 — 一旦有员工 / 董事会 / 资本, CEO 的工艺才开始。 (CEO (Chief Executive Officer) — the craft of being the top operator of a company, distinct from generic 'leadership/management': (a) setting the strategy and crystallizing the vision (Drucker's 'theory of the business' + Porter on positioning + Hamilton Helmer's 7 powers + Andy Grove's strategic inflection points + Roger Martin Playing to Win); (b) capital allocation as the CEO's single highest-leverage job (Buffett/Munger Berkshire letters + William Thorndike 'The Outsiders' on 8 unconventional CEOs + Michael Mauboussin on hurdle rates + Bezos's annual shareholder letter approach to invariants vs bets + Mark Leonard Constellation Software); (c) building and leading the executive team (Patrick Lencioni 'Five Dysfunctions' + Ben Horowitz 'Hard Things About Hard Things' + Reed Hastings 'No Rules Rules' on talent density + Andy Grove HOP + Lou Gerstner IBM turnaround + Marshall Goldsmith); (d) board and investor relations (Larcker & Tayan 'Corporate Governance Matters' + Bill George 'True North' + the formal CEO-Chair / CEO-Lead Director protocols + activist investor playbooks + capital markets communication); (e) culture and values as operating system (Netflix culture deck + Amazon Leadership Principles + Bridgewater 'Principles' Ray Dalio + Schein on org culture + 任正非 Ren Zhengfei 灰度 + 张瑞敏 Zhang Ruimin 人单合一 + 稻盛和夫 阿米巴); (f) high-stakes decision-making under uncertainty (Bezos Type 1 vs Type 2 + premortem Klein + Kahneman 'Thinking Fast and Slow' for executive bias + RAPID/DACI + base rates + scenario planning + premortem); (g) internal and external communication (founder/CEO letters as institution-builders: Bezos shareholder letters / Buffett letters / Reed Hastings memos / 任正非 内部讲话 + Town Halls + crisis communication Tylenol/Boeing/Wells Fargo + activist responses); (h) cross-stage scaling (founder-CEO of 0→1 / scaling 1→100 / mature-stage stewardship / turnaround): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde mining vs steady-state + Lou Gerstner turnaround; (i) the founder-CEO vs professional-manager-CEO distinction (Paul Graham 'Founder Mod
日本語の概要は準備中です。原文の説明を表示しています。
Applies the product philosophy and leadership frameworks of Steve Jobs, co-founder and CEO of Apple Inc. Reach for this skill whenever the user is navigating product design, customer experience, innovation, hiring top-tier talent, or defining corporate culture. Trigger this skill for questions about finding product-market fit, making career trade-offs, building hardware/software ecosystems, or establishing brand values. Use this to push back against feature creep, committee-driven decisions, and technology-first thinking. Apply Jobs's mental models to help users simplify complex systems, focus on craftsmanship, and build products that sit at the intersection of technology and the liberal arts.
日本語の概要は準備中です。原文の説明を表示しています。
Assesses leadership team capacity to scale with organizational design review, key person risk, and executive bench analysis. Use when evaluating management scalability, identifying talent gaps, or assessing organizational readiness.
日本語の概要は準備中です。原文の説明を表示しています。