Because in recruitment, without real knowledge of the job, you don't choose — you guess.
There are people who don't know how to "sell" themselves.
People who, instead of saying "I led 12 teams and grew profit by 30%," choose to say "I did what needed to be done."
Modest. Honest. Sharply simple. These are the people we lose today in recruitment. Just as we lose those who offer too many technical, business details, because we don't understand what they are saying.
Because between the one searching and the one offering, there often stretches a gap: misunderstanding.
When the recruiter doesn't know what to ask, doesn't understand what they hear, gets stuck in jargon, in safety, in checklists and in "soft skills" evaluated by momentary charisma — the decision becomes superficial.
And then, the valuable person is rejected — not because they don't fit, but because they weren't understood.
But here a hard question appears, one we should have the courage to ask more often in HR:
How many times have we rejected a good person just because we weren't prepared enough to understand their journey?
How many times have we confused depth with lack of energy?
Substance with rigidity? Modesty with weakness?
It's no shame not to understand every job in a company. No one knows them all. But if you are a recruiter, it's a must to want to understand, to learn, to do the research.
It's vital to meet managers, to understand the business, the processes, the flows, the real challenges of each role, to study on your own. To become, step by step, a polymath of professions and roles. Because you can't select the right person for a role you don't understand.
To recruit without knowing the business means deciding without foundation. And that is no longer just a competency issue — it becomes an ethical one.
I've asked myself many times what made me love this profession: the fact that it forced me to learn from every field.
I learned from finance, production, energy, legal, engineering — precisely to understand what candidates were telling me.
I understood you can't be a recruiter if you aren't also a permanent student. I looked at every interview as a lesson. And at every candidate as a teacher.
To want to understand the person in front of you, not to "evaluate" them, is what allows you to actually evaluate them — but only after you have understood them.
What is to be done?
We don't send a recruiter into an interview who doesn't understand the job.
We help HR people grow, to understand the business, not just serve it.
We make recruitment an art of understanding, not just selection.
And above all, we don't reject until we have perfectly understood.
Perhaps the future of recruitment isn't in sophisticated platforms — but in polymath recruiters.
Perhaps the real transformation will begin the day every recruiter understands they aren't there just to "put people in positions." But to discover, to understand, to translate a person's value for a place where they can build something real.
Alina Conu, Psychologist, Coach, Managing Partner Kapital HR
