by Ruben Hand, President – Field Tech Fitness
Read our first post on hiring and training here

If you’re hiring in the fitness equipment service industry, you already know the truth: candidates with direct experience are almost nonexistent. This is a niche field, and that means the goal isn’t to find the perfect resume—it’s to find the right person and then train them.

In our previous blog, we covered how to recruit and onboard a new technician. In this post, we’ll go one layer deeper. We’ll explore how to:

  • Evaluate non-traditional experience
  • Ask the right questions in the right order
  • Set measurable expectations from day one
  • Build a training and review process that helps you identify long-term team members

Step 1: Grade Candidates on a Curve

No one’s walking through the door with 10 years of fitness equipment repair experience. So let’s stop expecting that. Instead, we grade on a curve—qualifying related experience that reveals capability, attitude, and growth potential.

Take this common resume:

  • 10 months of Home Service and Repair
  • 1 year working in a restaurant kitchen

Unrelated? Maybe on the surface. But let’s peel back the layers:

🔧 The Home Services Job

  • What kind of service work was it—installations, diagnostics, in-home repairs?
  • How long did they stick with it?
  • Did they work independently or on a team?
  • Did they speak directly with customers?

If they showed up professionally, communicated clearly, and handled hands-on work, they may already have most of what we need.

🍳 The Food Service Job

  • Were they front-of-house? If so, they likely understand customer satisfaction, composure under pressure, and teamwork.
  • Were they back-of-house? Then they probably know how to work fast, manage stress, and prioritize quality.
  • Did they hold leadership roles, open/close shifts, or manage inventory?

And how did they transition from one job to the next? Is this someone making a purposeful pivot toward a new career path—or just chasing paychecks? You’d be surprised how much story is hiding in two lines of job history if you look for it.

Step 2: Look for More Than Just Answers

Yes, it’s an interview. But it’s also your first real look at how this person might represent your company.

Let’s be honest—clients will absolutely judge your business based on the impression your technician gives them. So by that logic, you should judge your applicant the same way.

Ask yourself:

  • Did they communicate well when scheduling?
  • Did they show up early or right on time?
  • Are they dressed appropriately?
  • Do they speak clearly and confidently?

Now let’s step into the interview itself.

Step 3: Use Their Resume as the Agenda

Don’t come in with a generic script. Use their own work history as a roadmap.

Here’s how I usually structure the conversation:

✍️ Contact and Commute

  • Confirm name, contact info, and address.
  • Ask how the drive was—does the commute work for them long-term?

🛠️ Most Recent Job

  • “Walk me through your day-to-day there.”
  • “What did you enjoy most? What was tough?”
  • “Why did you leave?”
  • “What would your last manager say about you?”

Note: I’m not just listening to what they say—I’m watching how they say it. Nervousness is natural. Let them know they’re doing great. That small reassurance goes a long way.

Step 4: Talk About the Company, the Role, and the Expectations

Once we’ve covered their background, I’ll give a brief description of our company. Then I ask:

“Does that sound interesting to you?”

If they nod, lean in, or ask questions—good sign.

Now we talk through the position:

  • Typical day: Start times, number of jobs, types of work
  • Expectations: Good hygiene, showing up on time, eagerness to learn
  • Hard parts: Physical labor, problem solving under pressure, communication with clients

Then I ask:

“Does that all align with what you’re looking for?”

If we’re still tracking well, now’s the time to go deeper.

Step 5: Introduce Your Culture, Training, and Pay Model

This is where you’re inviting them into the vision, not just the job.

💡 Our Core Values

  • Professionalism
  • Client Experience
  • Communication
  • Efficiency
  • Growth

🏋️ The Training Process

  • First 90 days = probation period
  • On-the-job training with team members
  • Weekly skill benchmarks
  • Monthly check-ins with manager
  • At 90 days: performance review with clear strengths and development areas
  • At 1 year: formal review and potential pay increase

“It’s very important you don’t miss any days during your probation. Each week has training goals. We want to set you up for success.”

💵 Be Transparent About Pay

“The pay range for this position is $18–$24/hour. Based on your experience, you’d likely start on the lower end. We’ll map out your path to progress through that range. That could take a year depending on performance and growth.”

Now ask:

“How does that sit with you?”
Look for genuine, thoughtful reactions.

🎁 Benefits Overview

Assuming things are going well, this is when you share benefits:

  • PTO
  • Health insurance
  • Use of company vehicle
  • Opportunities for growth and leadership

Step 6: Shut Up and Listen

If you’ve done this right, you haven’t dominated the conversation. The best interviews are conversations, not interrogations.

Leave space for the candidate to speak. Ask:

“What stood out most from our conversation?”
“Do you have any questions or concerns?”

Listen carefully. You’re not just deciding whether to hire—you’re deciding whether to invest in this person.

Final Thought: Hire for Attitude, Train for Skill

You can’t train someone to care, to show up on time, to communicate well, or to be excited about growth. But you can teach them how to use tools, diagnose machines, and follow processes.

That said—you need to have those processes in place.

Ask yourself:

  • Do you have a structured training model, with specific skills mapped out by week or month?
  • Do you have a new hire guide or employee manual that lays out expectations clearly?
  • Are your mission statement, vision, and core values posted somewhere visible—not just for decoration, but for reinforcement?
  • Do you have a real plan to create and protect your culture, and to help it grow?

If the answer is no to some of these, you’re not alone. Most companies build this part on the fly. But at some point—especially when you’re scaling—it becomes mission critical.

We’ll explore those areas in future blog posts. In the meantime, if you have questions, suggestions, or stories from your own hiring experience, I’d love to hear them. Feel free to reach out to me directly. Let’s keep building the standard.