The list of requirements, as a rule, includes specific knowledge, skills and abilities that the candidate must possess. I will not dwell on this in detail. I will only note that there are basic requirements, without which a person cannot be effective in a particular field of activity. For example, if the work of a manager is connected with foreign companies, then one cannot do without knowledge of English. This is a prerequisite, since a person cannot quickly learn a foreign language in the process of doing his job.

I will talk more specifically on such components of the profile as work experience and learning capability. If you want the employee to be engaged in the work immediately, then preference should be given to an experienced candidate. If the nature of work has its own narrow specifics, it might be better to invest certain resources into the employee while he is learning and getting into the position. By the way, in driving schools, instructors often ask a student if he had previously driven a car. The answer «no» usually makes the instructor happy, since he won’t have to retrain. If you need to find a specialist for the «bottleneck», or train him «for yourself» – it is better to choose a candidate without experience.

What is more important for you, experience or personal characteristics? For example, an active student applies for the position of sales manager. Yes, he has no experience, but he is so charming, charismatic, he rocks and inspires so that the question of experience is not even an issue. Or, let’s say, here comes a manager with 10 years experience, but upon closer inspection it will become clear that all these years he has been sitting on incoming calls in the same company.

However, if we are talking about a highly specialized field or specific knowledge – work experience is necessary. If you select an employee for a large foreign company, and, for example, job responsibilities include technical translation from a foreign language, then experience is desirable. To work in shops or to manage the production, one needs experience of at least 3 years. Experience has shown, that during the first 2 years a person figures out the nuances and specificity, makes mistakes and learns from them. Therefore, before answering the question of who you want – beautiful or smart – analyze the specific nature of the work.

I need to warn those who want both an experienced and capable of learning employee, that sometimes the «box» is fully stuffed. And things that you will try to add to the top might simply pour.

Expected employee motivation.

You need to understand what kind of motivation you expect from a person. For example, there is a motivation «To positive results» (for short – «TO»). And the motivation «From negative consequences» (for short – «FROM»), which means avoiding unpleasant situations. Mind the main credo of doctors – «Do no harm!». Especially in emergency situations motivation «FROM» allows to make the right decisions.

Let us compare the motivations of a risk manager and a sales manager. The first one should be motivated to get away from unnecessary risks, solve assigned tasks without mistakes and get the salary on time. The second one is motivated by the results worth the effort, by management recognizing him as the best manager. You need to understand what you can give the employee, and what pole of motivation he is relying on. Below, in the chapter on metaprograms, we will talk in more details about the program of motivation.

Behavioral model in different situations and when making decisions.

Model the most common situations that an employee will encounter in the course of the work. Then identify the most effective models.

Suppose an employee is invited for a process, operational activity, where the main requirement is sense of duty. This work does not require super-skills, and here the model of conflict avoidance is acceptable. But if we select a candidate for the position of leader, then avoiding conflicts while solving issues will have a destructive impact not only on his work, but also on the entire organization.

How will the candidate behave in conflict situations? In order to test, argue with the candidate, just do not start right away, let him get used to you a little, adapt. After that, create a conflict situation around disagreement with something. This will be a hint for you. But still for an exhaustive analysis a deeper check is usually required.

Before we start talking about it, let me introduce the term «metaprogram, linguistic and behavioral profile». This is a set of unconscious filters of a person’s perception, through which basic life and behavioral strategies and associated beliefs are formed.

So, we study the past experience of the candidate, his psycho-type, and, of course, the metaprogram profile. Knowing the metaprogram profile we can tell a lot about the candidate.

It will become clear how and in what form information should be conveyed to each specific candidate in the most accessible and capacious way.

Analysis of the metaprogram profile will allow to form official duties, identify the professional opportunities and limitations of a particular candidate, find out how to motivate him.

It will become clear whether the candidate is able to interact with the team members, how he makes decisions and on which basis, how long it will take him to do that. Instant respond to rapidly changing conditions is one thing, another thing is a systematic problems solving analysis in the field of strategic management. Who do you need, a call center expert who promptly answers questions, or a manager who determines the development strategy of an organization?

Summarizing the above said, I would like to note that the analysis of the metaprogram profile provides an answer to the main question: whether the candidate will be successful in the position he is applying for or not.

Candidate’s education

There are positions in which a person’s personal characteristics play a greater role than a certain education.

For instance, a manager may be a charismatic, strong-willed, initiative person who thinks strategically, but has not got education of a manager. And vise versa, a person with a manager education might not fit this position in terms of his personal characteristics (passive, non-initiative, etc.).

But if you recruit a candidate for the position of an engineer in the nuclear industry, then you cannot do without a specialized education. So in the profile, be sure to record the level of education, if necessary.

Here the question may arise: if a person has experience, but there is no proper level of education, is it so critical? What if you’ll miss a good specialist? Are you ready to invest in raising his level of education with various qualification upgrades? Will the employee be allowed to go on study leave if he wants to study? You should have the answers to these questions.

Preferred relationships in the team, expectations for leadership style, peculiarities of team interaction.

An important moment is the type of relationships that a person prefers in a team. If the activity implies the competition among employees and the candidate is used to working in conditions of trust and mutual assistance, then this team will not work for him.

Leadership style is a factor that affects the duration of the work and the motivation of the employee. Some people prefer a strict hierarchical relationship and a clear task, but for another one it is easier when you can talk with management on unrelated topics and maintain good relationships. These things can be cleared up with the help of special questions used in projective techniques. We will talk about them in the relevant chapter.

There are also situations when a candidate is an excellent specialist, but he has «his own vision» of working in a team. To put it bluntly, he poorly interacts with the team, which is a distraction for both the specialist and the rest of the team. Who is your candidate: a manager, a lone wolf or a team player? There are special questions to find this out.

Goals and tasks of a specialist.

Determine what goals the worker should pursue. Once we were recruiting a candidate for the post of a production manager. We were looking among people living in Moscow, Moscow region and in the province. There was one 53 years old candidate from the periphery. On the question why did he respond to the vacancy and was even ready to move to another region while not having relevant experience, he answered: «I want to try myself in a new field.» It is unlikely that such a goal should have a person in this position, taking into account his age and experience.

Quite often we face the fact when a person gets a management position having no goal at all. This might suggest that he can stick to the same policy at work. Try asking the question: «Whom does your candidate see himself in a few years? In which areas would he like to develop? ” With some candidates it becomes immediately obvious that the person has never asked himself these questions.

If we need to fill a vacancy for a line position and we need a good performer, then the goal to take the post of director in the near future is hardly suitable for our request. For this post we will be looking for good performers who are not striving to take management positions.

Recommendation: In this part of the profile, the full functionality of what the employee is required to do shall be written. The reason for that is so that other responsibilities, which might be gradually added, won’t come as a surprise to an employee.

The more detailed the profile, the better it is. It is more likely that you will not get a cat in a bag. But try not to overdo it with incoming conditions. At times, you read a profile and you understand that this position requires a Superman, although in fact the position does not imply the use of a number of the listed skills. Just as in everything, you need to stick to the golden medium.