After nearly 40 years in business, we’ve learned that recruiting someone capable and recruiting someone suited to the job are two questions worth considering separately.

Potential brings responsibilities

In earlier years, we used IQ tests as part of recruitment. We found them useful in identifying people with the potential to learn, solve problems and progress.

That experience taught us to talk about career ambitions early. As people develop, they can take on more complex work and greater responsibility.

It helps to understand what each person wants to work towards, give them opportunities to build those skills and be clear about when a particular role might become available.

Test for the work involved

More recently, we’ve developed assessments around the actual role.

For a trainee, we look at how they tackle an unfamiliar problem, follow instructions and communicate. That was the focus when we recently hired someone with no previous IT work experience.

For an experienced second-line technician, we need evidence of existing knowledge and sound judgement. For a short-term appointment, the ability to contribute quickly becomes particularly important.

One assessment will not answer every recruitment question.

A good answer must also arrive in good time

IT support depends on communication. Customers and colleagues need to know that a request has been seen, who is dealing with it and what happens next.

A technically capable person who goes silent can leave everyone else uncertain and work stalled.

We therefore see value in practical exercises with clear, realistic time limits, allowing reasonable adjustments where needed. Drafting a customer reply helps us assess clarity, accuracy and pace.

We also want to understand someone’s judgement. When should they acknowledge a message immediately? When should they investigate further, provide an update or ask for help?

An acknowledgement is not a resolution, but it keeps people informed while the work continues.

Be clear about the opportunity

Better products, management tools and AI are changing the work. Our assessments need to evolve too, examining how people use the resources available and check the results.

Our lesson is to consider ability, communication, ambition and the everyday requirements of the role together.

Candidates deserve an honest picture of the job and its prospects. The business needs people who can do that work well and find satisfaction in it.

A successful appointment starts with both sides understanding the opportunity.

Mike Nelson
Co-founder and Managing Director, Weald IT