Focus on technical problem-solving examples, client interaction experience, and system complexity rather than years of experience. Assess learning ability, adaptability to different technical environments, and progressive responsibility growth. Quality technical methodology and client service orientation matter more than duration in specific roles or familiarity with particular equipment brands.
Common misunderstanding: Thinking more years always means better
Many hiring managers think longer experience is always better without checking how good someone's technical skills actually are. Technology changes fast, so someone who learns well and adapts might be better than someone who's done the same thing for many years.
Let's say you are prioritising a candidate with 10 years of AV experience over one with 3 years but stronger problem-solving methodology. The longer-tenured candidate might rely on outdated approaches. Instead, focus on systematic thinking: "Describe your diagnostic process when audio equipment malfunctions." Quality methodology matters more than experience duration.
Common misunderstanding: Only wanting experience with your exact equipment
Some managers only want people who know their specific equipment brands. But good troubleshooting methods, client communication, and technical standards work with any equipment. These skills matter more than knowing one particular brand.
Let's say you are seeking candidates experienced with your specific mixer brand rather than evaluating troubleshooting competency. Equipment knowledge becomes outdated as technology advances. Test transferable skills: "How would you approach diagnosing an unfamiliar system that's producing distorted sound?" Methodology transfers across equipment types.
Ask about specific technical challenges they've resolved, how they've handled equipment failures during events, their approach to learning new systems, and examples of client communication during technical issues. Focus on methodology rather than outcomes to understand their systematic approach to technical problems and stakeholder management under pressure.
Common misunderstanding: Asking vague questions about experience
Hiring managers sometimes ask general questions like "Tell me about your AV experience" instead of testing real skills. You need specific scenarios to see how they actually solve problems and work with clients.
Let's say you are asking "Tell me about your AV experience" rather than exploring specific competencies. This reveals little about actual capability. Use targeted scenarios: "During a corporate presentation, the projector suddenly displays a blue screen. Walk me through your response." Specific situations reveal technical methodology and client interaction skills.
Common misunderstanding: Only caring about success stories
Some managers only care if someone solved problems successfully without asking how they did it. But understanding their step-by-step process shows their real skill level and helps predict if they'll do well in future situations.
Let's say you are impressed when a candidate mentions solving complex technical problems without exploring their methodology. Success doesn't reveal competency quality. Probe the process: "You mentioned fixing that sound system - talk me through your diagnostic steps." "What did you check first and why?" Process understanding predicts future performance.
Evaluate technical methodology quality, client service examples, learning ability, and progressive skill development rather than just duration. Focus on transferable competencies and problem-solving approaches that predict venue success. Look for evidence of systematic thinking, professional development commitment, and adaptability to different technical environments and client requirements.
Common misunderstanding: Setting random time requirements
Many hiring managers require "minimum 5 years experience" without checking if people actually learned good skills during that time. Someone with strong methods and client skills can adapt to new environments better than someone with lots of narrow experience.
Let's say you are requiring "minimum 5 years AV experience" without defining competency standards. This eliminates potentially excellent candidates with shorter but high-quality experience. Focus on capability: "Demonstrate your approach to system setup for a 200-person conference." Strong methodology from shorter experience often outperforms narrow long-term experience.
Common misunderstanding: Only wanting experience from identical venues
Some managers think only candidates from exactly the same type of venue will work. But good technical skills like troubleshooting, maintenance thinking, and client communication work everywhere. Different backgrounds often bring valuable fresh ideas.
Let's say you are dismissing a candidate with broadcast experience because your venue focuses on corporate events. Different AV environments develop transferable competencies. Broadcast experience provides precision, timing awareness, and equipment reliability focus that benefits corporate events. Assess transferable skills rather than environment similarity.