Land acquisition job brief: a practical employer guide

1. Describe the specific acquisition assignment

Start with the business assignment rather than a long list of duties. Is the person expected to identify land opportunities, build owner relationships, prepare offers or manage transactions through internal approval? State which function takes ownership after a successful handover.

One sentence combining the goal, region and asset focus is more useful than a generic profile. For example: the role identifies residential development sites in two defined regions, qualifies owner conversations and prepares opportunities for an investment and project-development decision.

• Which land, asset or use types are in scope?
• Is the strategy focused on new development, existing assets, conversion or several options?
• Which regions and realistic travel times form the search territory?
• How far does ownership extend: first contact, negotiation, diligence or closing?
• Which function receives a qualified opportunity?

2. Make mandate and decision authority visible

Acquisition experience can only be assessed when the actual scope of authority is clear. Define which contacts the person can initiate, which documents they may request and when investment, management, legal or project development takes the decision.

Also explain whether the role operates independently or can draw on research, planning and commercial analysis. A profile that demands a personal network but says nothing about internal processes and resources does not present the complete assignment.

• Who approves initial offers, exclusivity and price parameters?
• Which decisions may the role prepare or make independently?
• Which functions review planning, technical, tax and commercial questions?
• Which data, systems and research resources are available?
• How are conflicts, contacts and handovers documented?

3. Define the market, owner access and travel

Local market knowledge may matter, but it is not a precise hiring criterion by itself. Describe the municipalities, owner groups, agents or institutional partners that matter and the type of access the role should develop.

Separate existing relationships from the ability to build new ones systematically. A candidate without an established network may still be suitable if they can demonstrate research, outreach, relationship management and negotiation. Conversely, a large contact list does not replace disciplined qualification.

• Which owner and partner groups matter to the strategy?
• What level of in-person presence is genuinely required?
• How often will travel, evening meetings or events occur?
• Which languages are practically needed in the defined territory?
• Should the person use an existing network, build a new one or both?

4. Separate must-have criteria from verifiable evidence

Use a small number of must-have criteria that follow directly from the assignment. For each requirement, decide how it can be evidenced in a CV, interview or work sample. This avoids wish lists that exclude suitable candidates without a clear reason.

Experience is more comparable through specific contributions than through years or titles alone. Ask about the candidate’s personal part in identifying, qualifying and securing internal approval for opportunities. Record which outcomes depended on the market, the team or later project phases.

• Research: how was a territory structured and prioritised?
• Owner engagement: how was access created and maintained?
• Qualification: which information led to progression or rejection?
• Negotiation: what position did the candidate prepare and under what authority?
• Handover: how were assumptions, risks and next steps documented?
• Collaboration: how were planning, investment, legal and management involved?

5. Translate the brief into advertising and selection

Carry the same core into the job advertisement, direct approach and interview. The title and tone can change, but the assignment, must-have criteria and decision authority should remain stable. Candidates can then assess early whether the role and responsibility fit their experience.

In Germany, section 11 of the General Equal Treatment Act requires job advertisements to comply with the prohibition of discrimination. In Switzerland, the Gender Equality Act applies to public and private employment relationships and, according to the Federal Office for Gender Equality, covers hiring. Obtain legal review when needed and use criteria that are objectively necessary for the role.

• Summarise the assignment and success criteria in two or three sentences.
• Label must-have, preferred and learnable criteria separately.
• State responsibility, reporting line, resources and travel expectations.
• Set one consistent evidence question for each must-have criterion.
• Review advertising and outreach for objectively necessary criteria.
• Change the brief after initial market conversations only with a documented reason.

A good job profile does not simply promise more applicants. It makes the acquisition problem and the relevant experience visible. That creates a stronger basis for market mapping, candidate conversations and a traceable hiring decision.