This role-play checks whether you can think on your feet and guide a manager from a vague, emotionally driven request to concrete, hireable criteria. It also tests how you handle an unrealistic salary expectation in real time.
Do not accept the request at face value and do not reject it. Ask about the previous employee's key strengths, the tasks that need different behavior, and what can be traded for the lower salary, then confirm the resulting must-haves in writing.
Start by treating the request as a starting point, not a final specification. Say plainly that you cannot search for a copy of the previous employee, because every candidate is different and the profile you build must reflect what the role actually needs now. Then shift the conversation to behavior and outcomes. Ask the manager to name the two or three concrete things the last person did that made them effective, such as handling irate customers without escalation or meeting daily output targets, and which tasks frustrated them. Frame the salary constraint as a trade-off question: if the budget is fixed, what can the manager flex on, like requiring fewer years of experience, accepting someone without a specific certification, or offering a probationary period with a clear review. In the Philippine BPO context, you can also mention that a lower offer often means candidates will leave within months for a higher-paying account, so the manager should know the real cost of turnover. Finally, confirm the agreed must-haves in a short email or chat message after the call, so both of you have a written reference and the manager sees you as someone who protects the process, not just fills a seat.
A common mistake is replying 'Sige po, I'll find someone like her' and then guessing which traits matter. Instead, respond in English: 'Could you tell me the top two things she did well that you need in the new hire, and which parts of her profile we can trade off for the lower salary?'
Situation
In my previous internship, a department head asked me to find a replacement for a top performer who left, saying he wanted the same person but with more patience and a lower salary.
Task
I had to clarify what made the previous employee effective and which parts of that profile were must-haves versus nice-to-haves, while also setting a realistic expectation about salary.
Action
I asked the manager to list the top two things the previous employee did well that he could not live without, and then asked what tasks the new hire would need to handle differently. I also showed him the market rate for that skill level and asked which requirements he would be willing to trade off to stay within the lower budget. I summarized our agreement in an email before sourcing.
Result
We agreed to prioritize the previous employee's communication style and drop the requirement for her specific industry certification. The replacement was hired at the original budget and stayed for over a year.
A request for a clone is a chance to uncover the real priority, not a literal order to copy a person.
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