The prepared presentations and the discussion on the candidate's CV will show only what the candidate has prepared for you. You will learn nothing at all about his professionalism, natural skills for your job position and ability to solve everyday company situations. The basis of a professional is thinking, knowledge and habits. This should be checked during a personal interview. Forget the traditional structure of the interview and throw candidates into practical situations, demand variant knowledge from them and much more. Leave the fear to amateurs.

Allowing an employee who cannot do the job for which the company pays him properly is an increasingly inappropriate luxury. Simply, employment is about work, and an employee must perform to earn his own salary. He also has to earn money from the company, which can then secure work for him in the future. Being a profitable company means pressure for efficiency, adapting to new conditions. In short, still learning something new. The time when you learned one thing and survived with it in retirement is irretrievably gone. Companies need experienced, flexible workers and not excused incompetents. Recruitment must also be subject to this.

The main decision - I want an amateur or a professional

It must be clear from the outset whether I want an amateur or a professional for the position. If I want an amateur, the recruitment is less demanding and with regard to the requirements for the job, you can give up a lot. I have to reckon with the fact that I will invest more time in its incorporation and finding a solution. The salary will certainly also be lower. Let's focus mainly on choosing a professional. If I want a professional, then this is a person who knows the job and I do not have to teach him about the profession. I teach it only on the specifics of the product, processes, companies, corporate culture. As a result, testing and implementation will be shorter and cheaper. What a professional should look like:

Example I: I choose a professional salesman - he builds a way to get a customer base within 24 hours, he has his own contacts, he knows products, he gets to know CRM himself. In other words, within 3 or 5 days, he is able to start trading the first product. Depending on the type of field, I can see the first results or noticeable progress after only 1 month.
Example II: I select a professional manager - he asks for all the necessary documents for the whole team, strategy, goals, goes through the company, looks at the processes, compiles a plan for the first month, suggests outputs that he will provide in the coming weeks. All during the first week. In fact, it is not a matter of incorporation, but rather of harmonizing attitudes in order to maintain the direction of the business, which brings the company a profit.
A professional is a person who knows what to do and how to do it. He is definitely not a person who asks for leniency throughout the probationary period and even longer. If I want a professional, it is necessary to make the selection interview more demanding and oriented on what the candidate really knows and not what he is talking about.

Break down the traditional structure of the interview 

I believe you have all experienced it. The personal interview begins - so introduce yourself to us. Tell me what you did. A long discussion on the CV and a prepared presentation by the candidate begins. It is often considered decent to listen to everything the candidate wants to tell us. But sometimes it's also a completely unnecessary waste of time. Would you like to talk for 30 minutes with a candidate you know is not suitable? Well, if I put it that way, you usually answer no. So isn't it better to go straight to the heart of what you need? You must still read your CV and cover letter before the interview. So let's turn the structure of the interview quite the opposite. 

Traditional interview structure New interview structure
  1. Candidate presentation
  2. Discussion on the curriculum vitae (CV)
  3. Screening of the candidate
  4. Organizational information
  1. Examination of natural knowledge and habits
  2. Something he didn't expect
  3. Values and behaviors
  4. Organizational information

For each job position, you need very clear and specific knowledge. If the candidate does not have them, they must learn them or train him. But the effectiveness of the training is 7-15%. So calculate how much money you really throw into something a professional should be able to do. What knowledge must a professional have in our examples:

Dealer Manager
  1. Read customers, their style, interests
  2. Create an internal theme for the product
  3. Be able to get excited
  4. Express the value of the product
  1. Set team strategy 
  2. Motivate employees
  3. Generate added value
  4. Handle stressful situations

Start asking questions about this necessary knowledge. Examine not only whether he will answer correctly, but also how many variants he will suggest. Want more options. Ask questions like:

  • Tell me 5-10 ways to motivate development techniques
  • Excite me for 8 valuable product parameters xy
  • ..
Keep on mind,
where knowledge is poor, the solution is poor
where there are no thoughts, there is no solution
Unfortunately, in practice it is quite common that even people who have been in the position of manager for 20 years only know about motivation that money and bonuses belong there. These were motivations at many trainings.

The habit always shows

I often hear apologies - I'm terribly nervous, I can't do it today, I can't remember. We are all nervous when it comes to something. It's alright. It is not possible for nervousness to ruin our entire job interview when I claim to be a professional. Or do you want to have an employee who, in the event of a more difficult situation, will make excuses for the nervousness and difficulty of the condition? Do you really want to solve problem situations for him and pay him 100% salary for the professional work required for the position? NO. 

It is true - what you really do will gradually become a habit for you.

You no longer have to think about how to do it. If you conduct meetings for 5 years, you will conduct the meeting at any time and with anyone, even if only in a simulated situation. If you sell and work with customers on a daily basis, all you have to do is give you a product and a simulated customer interest. You will immediately have many repeated questions and activities and you work.
We recently made a dealer selection. The interview did not start in the meeting room, but in the store. We gave the candidates space to see the place and prepare what they needed. Then the couple came shopping. Within 5, max 10 minutes you know who has what habit and whether you need one in your store. It is unbelievable how quickly a professional is able to take the right material without blinking an eye, design the right product and tell you what the couple focused on and what they should get in the subsequent offer. It's such a beautiful feeling that you immediately want to have such a person on the team. Once you experience this, you will realize what shortcomings you would have to live with on the other candidates on a daily basis.

Conclusion - thinking - knowledge - habits

The basis of a professional in a given job position is the right thinking, knowledge and the right habits. When a candidate naturally has them in him, you don't have to train him and worry about what will happen. You will definitely not find out these natural abilities from the discussion of CV, but in precisely targeted questions, practical solutions in the environment where the candidate should work and in the situations he will have to deal with. Fully adapt your recruitment to this.
Believe that they are professionals and do not compromise on professionalism. It pays off. One professional will replace several amateurs.