Why did we design the IRC 50?

We designed it because there’s a lot more to hiring good salespeople than matching a CV with a job spec or with making a list of competencies and ticking a box in an interview. When you are hiring people, who are going to bring in revenue we believe in getting it right at the deepest possible levels.

We interview both our clients and our candidates using IRC 50, so we can match the candidate and the client across the 8 levels to ensure a congruent fit between your needs and those of the candidate in equal measure.


Our process starts where most recruiters end, with a historical review of a candidates CV and the "history" of their career. Of course, we need to know what they have done, and the past doesn't always equal the future.


We look at the situational background of both The Client and The Candidate. Why is the hire taking place right now? How does that affect the requirement? Why is the candidate looking for a role right now? How does that affect the extent to which the role is right for her or not?


We look at environment because how often do we see a hire not work out because there was an incongruent in the working environment in one way or another. What kind of environment does the client operate? What kind of environment is the candidate looking for? Are they congruent?


We gain a strong understanding of behaviours. What will the role precisely involve on a day to day basis? What does the candidate like to do on a day to day basis? Are they a fit?


We examine capabilities in significant depth. To some they are competencies, to us, they are more than that. Competencies are only part of the candidate's capabilities and the organisation's capabilities. We examine energy, life stage, personal and organisational resource.


It is a failure to understand the values of a candidate and a client leads to so many failed hires. If one is driven to earn money and the other by client care then there is a mismatch. Our deliberate and consistent methodology unearths these possible pitfalls and reduces your risk.


Identity is key to successful selling. Does the salesperson consider himself a "trusted advisor" OR a "consultant" or just a salesman? How truly comfortable are they doing what they are doing or are they just paying the bills? Are they congruent with the client and his team at an identity level?


Do the long term goals of the organisation meet the long term goals for the candidate? Do the long term goals of the candidate meet the long term goals of the organisation?