Selection is not finished after the final interview. A real estate developer needs to understand which projects, decisions and interfaces the new role actually covers. General phrases such as “end-to-end development” provide little clarity.
This checklist turns evidence from interviews and references into a concrete offer brief. It is designed for real estate employers in Germany and Switzerland and supports internal alignment before the employment contract is drafted.
1. Describe the role through a project mandate
Start with the work rather than the job title. State the asset type, region, project phase and expected contribution during the first months. Separate confirmed starting projects from a possible future pipeline.
The brief should also show where responsibility starts and ends. This helps the candidate understand whether the role mainly analyses, coordinates, decides or leads a project through to handover.
- Which one to three projects or project phases form the starting mandate?
- Which outcomes are expected during the first 90 days?
- Which responsibilities remain with acquisitions, asset management, planning or the executive team?
- Which assumptions are still open and must not be presented as commitments?
2. Clarify decision authority and interfaces
Real estate developers work across land, concept, planning, viability, public authorities and internal committees. The offer should therefore show how decisions are made, not simply list tasks.
Define which decisions the person prepares, which they may make and which require approval. Also name the reporting line, project team and principal internal and external partners.
- Budget and signature limits, plus the approvals required.
- Responsibility for feasibility, viability and project reporting.
- Leadership responsibilities, with or without direct line management.
- Collaboration with planning, construction, marketing, finance and external advisers.
- The escalation route for conflicts between cost, timing, quality and use.
3. Align the practical working conditions
Settle the practical conditions internally before making the offer. These include compensation, any bonus, work location, on-site presence, travel, working hours, holiday, start date and probation. If an element has not been decided, label it openly rather than creating an informal expectation.
For project-based roles, employers should also explain how often the employee will visit sites, authorities, partners or other offices and which mobility arrangements apply. The scope should reflect the real role and should not first become visible after acceptance.
- Base compensation and separately stated variable elements.
- Work location, remote work and expected presence at project sites.
- Travel region, frequency and available mobility arrangements.
- Working time, holiday, probation and preferred start date.
- Fixed term, if applicable, and any approvals still outstanding.
4. Germany and Switzerland: do not confuse the offer brief with mandatory information
An offer brief does not replace a legally reviewed employment contract or a mandatory statement. In Germany, the Evidence Act lists essential conditions including the parties, start date, place of work, job description, probation, compensation, working time, holiday and termination procedure. The applicable deadlines and form requirements should be checked for the individual case.
In Switzerland, Article 330b of the Code of Obligations requires employers in indefinite employment relationships or those lasting more than one month to provide written information on the parties, start date, role, salary and allowances, and weekly working time no later than one month after the start. Further contractual and statutory requirements may apply.
Use the same agreed information in the conversation, offer brief and contract documents. Contradictions between them are a signal to review the internal approval again.
5. Document the offer decision internally
Before making the offer, summarise why the selected candidate meets the agreed essential criteria and which points remain open. This helps prevent new requirements appearing at the final stage or interview impressions replacing the criteria agreed earlier.
Appoint one person to answer questions. Agree a realistic response point and keep alternative candidates respectfully informed without implying an outcome before it is confirmed.
- Evidence for each essential criterion from interviews or references.
- Open points and the person who will resolve them before the offer is sent.
- Approval of role, compensation and contract terms by the responsible functions.
- One contact for professional and contractual questions.
- A documented communication plan for every candidate in the final process.
6. Final checklist before making the offer
- Starting projects, project phase and expected outcomes are named.
- Decision authority, reporting line and interfaces are clear.
- Compensation, work location, travel, working time and start date are internally approved.
- The conversation, offer brief and draft contract use the same core information.
- Open conditions are explicitly marked as open.
- Contact person, response point and candidate communication are agreed.
A good offer is not a repeat of the job advertisement. It makes the specific mandate and the working conditions understandable. This allows employer and candidate to resolve open points before acceptance and begin with a shared view of the role.
Sources and context
An editorial MuJobs practice guide published on 1 November 2026. The checklist supports recruitment alignment and is not legal advice. Contract documents, information deadlines and form requirements should be reviewed for the company and individual case.