The 50/50 Method for MSPs: How to Conduct First Round Interviews
Good candidates are picky, ask good questions and they have options. They aren’t just evaluating what your company looks like today or what their job functions will be when they first get hired. They’re evaluating where your company is going so they know where they might end up if they hop aboard.
So, if your MSP wants to make better hires and build a world class MSP you need to run better interviews – starting with the first.
Fifty percent of the interview is the candidate walking you through their experience. Fifty percent is you selling the company and the opportunity. And the order matters. The candidate goes first.
Why? You want the answers to the test before you take the test.
When you let the candidate speak first, you’re gathering intelligence. You’re listening. You’re documenting what they want, what they’ve actually done, what they’re capable of doing, and what motivates them. Only after you understand that do you position your role in a way that resonates.
Intentional Rapport
Before you dive in looking for substance, spend two to five minutes building rapport. Be professional, but informal enough to get a glimpse into their personality. You’re not trying to be their friend. You’re trying to see how they communicate when they’re relaxed.
If service is your product, culture is your primary lever for ensuring quality control.
Then establish control and explain the interview structure. Tell them how long the interview will last. Tell them you’re an open book and operate with transparency – this way, they can ask anything they want and that accomplishes two things:
- It signals confidence and leadership.
- It gives you insight into what really matters to them based on what they choose to ask.
Strong candidates are typically inquisitive and thinking critically because they have options. And want candidates questioning your opportunity before they get hired.
The Candidate’s 50%: Trajectory & Technical Exposure
The first half of the interview has three objectives:
- Build a clear picture of their trajectory and how they’ve grown, how responsibility has evolved and whether their path shows increasing ownership and forward momentum.
- Probe technical scope – not depth. Save the technical screening for the next step. At this stage, you’re mapping what environments, systems and problems they’ve solved and operated within.
This round is about understanding how they fit into their MSP ecosystem and how substantive they were in certain technologies. You’re mapping exposure and problem-solving patterns.
As they explain their work, remember it’s in their best interest to make sure you walk away fully understanding what they can and cannot do. Ask as many questions as you need to get the big picture. If something is vague ask for clarity. If something sounds impressive ask for them to elaborate. Don’t move on until the picture is complete and it’s your job to get the clear picture as the interview.
Your 50%: Tell the Story and Connect the Dots
You’re up.
Start by sharing your company’s trajectory – how has the company evolved and what is it evolving. Tell the story, touch on the present and paint a picture of what your company is working towards.
Depending on your MSP’s size or operational maturity, that narrative can be a powerful hook. The candidate isn’t just joining your team for a job. They’re joining at the right time in the company’s evolution.
Explain the day-to-day. This should take roughly 30% of your speaking time and here’s the secret sauce…
Use what they gave you. You already know what they’re looking for and what they’re trying to avoid. As you walk through the flow of the day, intentionally tie it back to those priorities. If they said they want exposure to new technologies, show them where that exposure happens in your environment. If they want more autonomy, explain how the structure of your MSP gives them room to own outcomes. If they’re trying to avoid heavy bureaucracy or constant escalations, make it clear how your team operates differently.
Spend the last 20% of your time sharing where their role can lead. Tell them what’s in store and what they are working towards. What skills will they realistically build? What level of ownership could they grow into? What might their title evolve into as the company scales?
Again, good candidates are picky, ask good questions and they have options. They aren’t just evaluating what your company looks like today or what their job functions will be when they first join. They’re evaluating where your company is going so they know where they might end up if they hop aboard.
