What is so difficult in answering the question about the expected salary?

 The question about the expected level of remuneration is very important in the recruitment process.

Also, one of the most challenging to answer for some applicants. Why? There are several reasons, such as: 

• Lack of knowledge of the market salary levels and so inability to calculate own expectations versus the current achievable level of remuneration. That refers mainly to those candidates, who stay a long time with one employer or just came back from abroad and do not know local reality. 

• High motivation to change job, and fear of rejection if declaring too high financial expectations. This applies mainly to candidates who are determined to change a job.

• Being afraid of setting expectations too low, because of a risk to receive an offer much lower than possible for a given position.

Why do companies not disclose salary amounts when posting the offer?

In Poland salary level does not appear in the majority of recruitment ads, this excludes IT sector, and some basic positions, for example in retails sector. However, are not shown at all when a job is for managerial positions.

Also, headhunters are usually not authorized by their clients to provide candidates with information about exact remuneration. That is an existing status and is usually accepted by senior management candidates. In majority candidates are ready to share expectations.  

But, there are also candidates who are not prepared to answer and close themselves off for the offer, if not informed about earnings. Then what happens? Often an attempt to obtain the client's consent to provide information to this specific person.                                                                   

“Everyone should know how much they want to earn”                                                                  

Yes and no. Majority of us would know what to answer, still, some applicants have different perspectives and cannot verbalize expectations so simply. They also should be approached, and the issue cleared up if their competences match the position.

Is the lack of answer only the results of the candidate's uncertainty about how to value own competences versus market remuneration level, or maybe in some cases can be read as a signal that the candidate is a chess tactics manager who wants to negotiate a maximum package?

 The motivation to change jobs cannot be only financial

What’s wrong if it is? Should we assume that such money driven person, will work less effectively than those who cite the desire for development as their main motivation argument. What about company owners and in general focus on the best possible financial results. Should we consider the analogy?

The issue of salary negotiation with the new employee is different in the case of companies with a transparent pay policy, and different in companies keeping salary’s structure confidential.

In that second case employers are more flexible to offer slightly higher salaries to new employees.  The rules are even more open in the case of non repeatable managerial positions. Here still obviously limitation is the direct superior salary. Proper distance must be kept.

Practice of job candidates’ answers?

What we are noticing in daily practice, is that usually, if the candidate is not satisfied with the current job, such as the scope of tasks, working conditions and internal cooperation, provides salary expectations range from the current salary up to 20% on the top. While candidates who are not actively looking, always expect an increase of remuneration in the range of 20%-25-30%. This is how the market works. 

The truth is that in the situation where we or our clients think, they have professionally dream offer for the candidate, but the employing company has a rigid budget that is lower than the candidate's expectations, successful negotiation and compromises are rarely made.

What is your experience as an employer, do you share information about the level of remuneration?

What approach have you encountered as the candidate and what, in your opinion, would be the most beneficial approach when talking about money in the recruitment process?

Joanna Dulniak
Managing Partner Poland 

Simple "yes" or "no," isn’t a feedback

Moreover, the lack of specific feedback, often reduced to a mere "yes" or "no," is an obvious drawback, particularly when considering candidates for senior roles. Such superficial responses fail to acknowledge the effort and expertise candidates bring to the table, leaving them with unanswered questions and a sense of disengagement.

This approach not only reflects poorly on the hiring process but also means a significant risk to the employer brand. Companies invest considerable resources in crafting a positive image as an employer of choice. However, neglecting to provide proper feedback undermines these efforts and can discredit the brand's reputation in the eyes of both candidates and the wider professional community.

Well-established post-interview feedback culture

A well-established feedback culture, on the other hand, can be a game-changer. Providing timely and meaningful feedback demonstrates respect for candidates' time and efforts while promoting transparency and trust. Even in cases where a candidate is not selected, constructive feedback offers valuable insights for personal and professional growth, leaving a positive impression of the organization.

Building Strong Employer Brand

To cultivate a feedback-driven recruitment culture and protect the employer brand, companies must prioritize the following steps:

1. Establish Clear Communication Channels: Ensure that candidates are informed about the feedback process from the start.
2. Set Expectations: Communicate expectations regarding the timeline for feedback and the level of detail candidates can expect to receive post-interview.
3. Provide Constructive Feedback: Offer specific feedback tailored to each candidate's strengths and areas for improvement. This demonstrates respect for their efforts and enhances the overall candidate experience.
4. Utilize Technology: Leverage technology solutions to streamline the feedback process and ensure timely delivery to candidates, regardless of the outcome.
5. Support a Feedback Culture: Encourage feedback not only from hiring managers but also from candidates themselves, enabling continuous improvement of the recruitment process.

By prioritizing feedback in the recruitment process, organizations can not only attract top talent but also strengthen their employer brand. After all, a positive candidate experience today can translate into loyal employees and brand advocates tomorrow.

Mariana Turanová   
Managing Partner Slovakia & Regional Consultant CEE

Is the awareness of this aspect present in companies? After all, achieving good results is impossible without a good team.

"a team is only as strong as its weakest link"

Beyond the commonly cited reasons of pursuing better professional and financial opportunities or facing performance challenges, the underappreciated factor of acquiring top talent for sales teams plays a pivotal role. This raises a critical question: do companies truly grasp the significance of this aspect? The adage "a team is only as strong as its weakest link" resonates profoundly in the context of achieving commendable results in the sales domain.

Unfriendly recruitment procedures

The intricacies of recruitment processes further compound the issue. Lengthy and convoluted procedures, often characterized by multiple stages and centralized recruitment departments covering entire regions, can hinder the timely acquisition of suitable candidates. This situation is exacerbated when those involved in the recruitment process lack a comprehensive understanding of the required profiles. Sales Directors, entrusted with distinct responsibilities, find themselves ill-equipped to optimally navigate the intricacies of the hiring process due to time constraints and a lack of specialized expertise.

Underestimation of local markets specifics

Local nuances cannot be overlooked when addressing recruitment challenges. Understanding the unique dynamics of local recruitment markets and respecting the diversity of cultures is paramount. An optimal recruitment strategy necessitates a meticulous survey of the market, ensuring an accurate assessment of candidates' capabilities and alignment with the organization's goals.

Not theory, but real Sales Directors daily practice

My recent conversation with a Sales Manager responsible for the Central and Eastern European (CEE) region serves as a poignant example. His decision to change jobs was fueled by the weariness of independently managing recruitment in a distant country. Intriguingly, the internal procedures of the organization mandated internal HR department to handle recruitment, although unsuccessful,  precluding the use of external recruitment firms. This highlights the importance of aligning internal processes with the practical needs of the sales function.

Recruitment success extends far beyond recruitment

While the aforementioned challenges are just one facet of the complex landscape of Sales Director transitions, the overarching conclusion is resounding. Even the most adept Sales Manager cannot achieve exceptional results without the proactive support of the company in the recruitment process and also the ongoing care and development of the sales team.

In essence, the success of a Sales Director and, by extension, the sales team and entire company is an intricate interplay of recruitment strategies, leadership qualities, and organizational support. By recognizing and addressing these multifaceted elements, companies can foster an environment conducive to achieving and sustaining exceptional results in the ever-evolving landscape of sales and business.

Joanna Dulniak
Managing Partner Poland 
 

The trip can be said to be extremely challenging, it took 33 days. He could absolve 1410 kms.

Rakonczay's determination and passion for pushing the boundaries of human endurance.

Embarking on this daring adventure, Gábor faced numerous challenges and overcame them with sheer grit and perseverance. The Atlantic Ocean is known for its treacherous conditions, including unpredictable weather patterns, strong currents, and massive waves. However, Rakonczay's unwavering spirit propelled him forward, defying all odds.

Gábor's accomplishment not only showcases his personal triumph but also highlights the potential of human endurance and the pursuit of extraordinary goals.

I warmly congratulate you, Gábor, on behalf of my colleagues, for this incredible achievement! We are looking forward to seeing you at our event! Have a successful return home and good health! :-)

Anikó Soós
Managing Partner Hungary
TARGET Executive Search
 

It's still a candidate-driven market, the resources are limited, the best candidates are so well kept by their companies, that it becomes like a mission impossible for us to have happy clients and happy candidates. We succeed in the end, but after so much work and much more searches to reach a common ground. Salary studies are no longer a benchmark in headhunting, or better said, the “general” salary surveys.

The HR teams in the companies have shifted their focus to nurturing and developing existing talent and have invested in employee development programs and creating a healthy work environment. There are "well-being" programs out there.

According to a Harvard Business Review survey, most leaders emphasize that along with customer experience, it's essential to focus on providing employees with the best possible company experience. For our candidates this could mean combining remote work with office work, specialization courses, and companies are inclined to support them in these efforts, flexible work time. I've heard so many times candidates willing to work for companies that do not only pursue profit, but focus on making a positive impact on society. The idea of creating a meaningful workplace, where people feel their work matters, is worth more than earning a paycheck. For the candidates on top managerial positions, it was the case before, I want to emphasize a big trend among lower positions too.

Therefore, the client/employers need to create job offers that include a motivating salary, a culture where people can find themselves, flexibility in the schedule and actions, as well as a purpose. 
That is why so much lately I’ve observed a trend in the availability of candidates to talk with us wanting to find out from the start which the company is. It's getting more and more important to know which the company is, in addition to the proposed role, from the first approach.

There has been a lot of talk about AI, I felt a fear among clients, candidates of what will happen, but they have relaxed and the perception is that it will always be humans augmented by machines that will create innovation and the irreplaceable value of human creativity, empathy and collaboration has become even more important. So, for now we are not packing up our jobs.

There is more to say, but I will stop because nobody reads too long articles these days (wink 😉). I invite you to fill in the rest…

Camelia Ionita
Senior Consultant Romania 

Industry Risks and Challenges 

However, this transition is not without its challenges. According to the insightful 2024 report "Repurposing Slovakia´s Automotive Industry for a New Era of Geo-Economics" by Soňa Mužikárová and Viliam Ostatník from the Adapt Institute in collaboration with CIPE, there are several risks that the Slovak automotive industry needs to navigate:

1. Security of Supply: The fragility of global supply chains, evident in events like the Covid-19 pandemic, semiconductor shortages, the War in Ukraine, and the tense situation in the Middle East.
2. Green Transition: EU market regulations targeting the stopping of internal combustion engine sales after 2035.
3. Subsidy Competition: The European market faces threats from substantial subsidies in the US and China's automotive industry.
4. Global Competition: With China emerging as the world's largest auto exporter in 2023, coupled with its dominance in battery technology.

Electromobility Challenges in the Slovak Market

The analysis from the Adapt Institute report highlights the future oriented strategy of the four vehicle OEMs operating in Slovakia. These companies have been actively transitioning to battery electric vehicles, introducing new electric car models and investing in technical upgrades for their plants. This forward-thinking approach is essential for securing the future of Slovakia's automotive market.

Ensuring Success: State Support and Focus Areas

While the transition to EVs is promising, its success determined by robust support from the state, particularly in the areas of education and infrastructure. To ensure future market growth and prosperity, the authors of the report emphasized the following focus areas:

1. Education & Workforce Availability
2. Infrastructure
3. Energy Policy
4. Systematic R&D / Innovation Support

In conclusion, the report underlines the importance of public-private cooperation as the foundation for enhancing the resilience of Slovakia's auto industry. Workforce development, infrastructure, energy policy, innovation, and supply chain resilience are pivotal elements for the successful transformation of the automotive industry in Slovakia. By addressing these challenges collaboratively, the industry can position itself for sustained growth and prosperity in the evolving global landscape.

Mariana Turanová   
Managing Partner Slovakia & Regional Consultant CEE

Charismatic, means what?

The definition is not strict or obvious, but most often what is meant by is a person with exceptional personal characteristics, including: excellent communication skills – not only verbal part , powerfulness in persuasion, courage in taking responsibility, inspiring others,  being trusted and respected by employees. 

Charisma, however, or perhaps above all, is something else, namely a specific type of charm, a mixture of courage and positive energy with strength and emotional peace that such a person can convey to others and at the same time make them follow his/her example.

Manager for special tasks

A charismatic manager is often the last and the only chance in companies where the situation is hopeless, where the management staff has been unsuccessfully trying to introduce changes for a long time, and subsequent managers have failed to cope with this task. In majority cases  the staff begins to become demotivated and devoid of willingness to act. Only introducing a charismatic leader can dramatically and positively  change the atmosphere and increase the chances of dealing with the troubles and future success.

Recognition

Since charisma is first of all about personality and not competences or skills, and so to some extend seems to be easier recognizable and noticeable during the recruitment interview. Still, to distinguish negative manipulating managerial types of managers from charismatic ones, requires recognizing subtleties. This is at the interview stage. Also, the real recruitment challenge appears earlier, at the stage of the first encouraging phone calls to the job candidate. Even though charismatic people are open, have a cognitive attitude and are not afraid of risks, on the other hand, they most often work in the current place, because it allows them to act in accordance with  passion, they fit perfectly with the team, which they do not want to disappoint (by leaving), they are not discouraged by the adversities they encounter in their current workplace.

Lighting a fire

To attract a charismatic person, you need special offers and tasks from the organizations of potential new employer, but also skillful presentation of the offer by the professionals conducting the recruitment talks, so that the candidate got excited about the idea of changing his professional place and was open to discuss a new job proposal.

What does charisma mean to you? Have you had charismatic bosses? Do you perceive yourself as charismatic (why?)

Joanna Dulniak
Managing Partner Poland 
 

Of course, I do such calls on regularly base, also during the year from time to time, but at the end of the year it is something special: people tend to reflect the year on a bigger picture, away from the daily challenges, looking more at the moments that really matter.

Recently I called a very experienced placed candidate of mine, who had a really hard time in his new role, replacing the Managing Director after 20 years with needs to change a lot in the company culture.

These kind of challenges are not unknown within business and experienced leaders will succeed, but not only their know-how and attitudes give the key to success. This candidate told me very clearly: without backing and support of his supervisor he wouldn’t achieve so much and maybe he would have lost his motivation and resilience. Now, the company is on track and in good mood, after some challenging time of implementing new leadership style and strategy.

We all know, how important onboarding, mentoring and support of supervisors are for newcomers at a new company or in a new role, but are they reality in every company? I’m afraid, there is very often the expectation, that the new colleague has been chosen for his / her experience and attitudes, so he / she should solve everything. How much more goals and how much faster could be achieved with the right support? At times of difficult labor markets and lack of enough professionals willing to change, the difference will make companies, where LEADERSHIP is written in large letters, across all management levels.

I am happy to have clients, who have recognized the importance of great leadership and live by this promise.

“Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence” – Frances Frei

What are your experiences regarding leadership / leaders?

Dominika Kelemen-Raths
Managing Partner Germany
TARGET Executive Search

In these four years, I've had the honor of contributing to the growth of TARGET as a headhunter. Working as a headhunter taught me that it's not just about finding the right candidates for the job. It's about connecting with each person's story and discovering the potentials behind them. And finally, helping them find a place where they can shine. I believe that is one of the secrets why the TARGET Group is so successful! 

Working alongside this exceptional team has been an enriching experience. So, I would like to thank the TARGET Hungarian Team, who supported me in all circumstances and made me feel like home. You are not only successful headhunters, but also kind, understanding, supportive and friendly professionals. Your dedication to excellence and collaborative spirit have been the driving force behind our shared successes. I take with me the lessons learned, the challenges overcome, and the satisfaction of witnessing talents find their perfect home thanks to our team.

Budapest has been a second home, and I'll miss the warmth of this city and its people. The friendships I've made here are treasures I'll carry with me. The warm embrace of this city became the perfect setting for our success in the world of headhunting.

As I start a new chapter of life, I carry with me the memories of a truly remarkable experience. I extend my sincere gratitude to each one of you for making these four years unforgettable.

Until we meet again, thank you for everything Anikó Soós, Teodozja Furmaniuk and Klemens Wersonig!

Fatih Akar
Consultant
TARGET Executive Search Hungary

What surprised me was the fact that a small village in my home-country Bulgaria has turned into one of the world’s most-consistently growing remote working hubs. (And that according to a BBC article I came across last month https://www.bbc.com/travel/article/20231003-bansko-bulgarias-unlikely-new-digital-nomad-hub). Bansko is a picturesque village at the base of the Pirin Mountains, popular with winter-sports lovers. Nowadays it’s attracting more and more digital nomads, who can start their day on the slopes, snowboarding, mountain biking or hiking, and spend their afternoons working at one of the coworking spaces. Among the forces of attraction to foreigners and Bulgarians alike are the beautiful sceneries all year round, the more relaxed way of life, the social events, the leisure activities and last but not least, the lower cost of living and the low taxes.

Interestingly, one can get the feel of the nomad way of life during a one-week festival that’s been gaining popularity over the past four years – Bansko Nomad Fest, which takes place in summer and is said to attract 1000 digital enthusiasts in 2024.

Given the chance, where would you like to work remotely from? Some island/beach destination or the mountains? If I could, I’d choose a beach destination for the summer months and the mountains in winter. Do you think such remote working hubs can contribute to a more motivating working environment? Or would it be too distracting to work? I’ll be glad to find out what you think, while packing my bags for a weekend in Bansko.

Rumyana Lazar
Senior Consultant Bulgaria & Romania

Last week I participated in an AI training for recruitment. Basically, we were shown, how candidates can use AI to fool recruiters with perfect CVs, perfect motivation letters, even perfect video interviews. AI can be used to produce fake candidate profiles just like fake news. We are entering a fake world. Some may argue that this is part of the virtual world. True, but it still means abusing modern tools, it still means simply lying like in my example from above. Faking is lying in a sophisticated, modern and digital way, but that does not make it better. The challenge for recruiters is increasing, because AI is so superior. Faking or lying cannot be detected with tools. The only way to judge the reality is the good old personal interview. It will gain in importance again. In the personal interview (like in my example from the beginning) it only counts, who you really are without support from AI.

Dr. Klemens Wersonig
Founder & CEO
TARGET Executive Search

I never would have imagined such a positive response! It seems that people are fed up with online meetings added all day long, fed up to not spice up the meetings with friendly private jokes or topics, fed up of not getting an immediate flesh-and-blood response!

We were forced to focus on the schedule and interrupt the discussions, jumping from taxi to taxi, from bar to restaurant…

Conclusion:
In fact, Covid has changed lots of things in our way of thinking or way of working. Nevertheless, and especially in our Headhunting activities, direct and physical meetings are not to be totally replaced at mid and long-term by digital tools. Only in this way you can truly understand your partners, what challenges they are facing on private and professional level as well, what kind of personality they have, what their recruitment needs really are and what are the reasons.

Human beings can improve their exchange skills, and use lots of tools, BUT no empathy and no understanding at the same level is possible without real meetings.

A little reassuring after so many articles read on the future digitalization and the impact of Covid…

Did you experience it?

Gilles Huart
Group Regional Consultant CEE
TARGET Executive Search - Austria
 

Change for a change or change for progress?

It is worth remembering that each change is a step forward on the path of our development and remaining in the so-called comfort zone could lead to frustration and burnout in the long run. If the offer meets our expectations, professionally, financially and in terms of organizational culture, seems like a good deal. However, when changing, the only certain factor that we can estimate is the offer-remuneration, the rest of the offer attractiveness can only be checked in practice, as aspects such as company culture or internal communication style in theory often differs from practice. While conducting job interviews, I often learned about managers' experiences showing that it was not beneficial for a career to accept an attractive at first glance job offer / attractive position. It sometimes happened that this led to a career breakdown and difficulties in returning to the previously planned development path.

Professional self-fulfillment privilege.

In individual career paths, job satisfaction can be a strong determinant, and should play a major role. If you're content in your current role, feel challenged, and see opportunities for growth (both professional & personal) within the same company, there may be no need to change. 

However, to continuously build your career track, you need to consider various factors before making a final decision about job change. The best solution is to use career advisors support to structure potential scenarios of the professional development way. What worth to emphasize again the offer that is attractive enough," in the meaning that the benefits and opportunities presented in the new role are so compelling that they outweigh any reasons to stay in the current job, could be only a good shot at this particular moment but cannot be the best choice for building our long-term career tract. 

Does a new employer look at the frequency of job changes in your cv?

Coming back to the main question and to give some part of the new employer's perspective. CV analysis usually begins with an analysis of the course of subsequent experiences, including the important role played by the frequency of changes, and so too frequent job changes noticed in CV in many cases results in automatic rejection of the applicant. But, also working too long, in one company only could implicate the same reaction.

What frequency of job change works in favor for our cv?

There is no specific or universally applicable timeframe for how many years you should stay with one company before changing jobs, still while the new employer is considering our application the consequences of job changes in cv should align to the sectors standards and so, for example the companies in new technology will easier accept more frequent changes, while the companies were building a professional network can be a valuable asset in your career, such as in some sales positions or even our executive search services, where  staying with one company for a longer period may allow you to develop stronger connections within the industry.

Still, trying to be more specific to share some tips from my practice - although there is no ideal duration of time to stay in one company, generally more often changes in the first years of professional career, which is every 1,5 to 2-3 years, and longer experience with one employer for more senior employees, so changes every 3 to 5 years and up to max 7 -10 years, are noticed to be best practices. 

Joanna Dulniak
Managing Partner Poland 

On one hand it is a good tool to measure our own approach as a headhunter, on the other hand also a valuable compass for candidates, who get several messages / mails / calls from recruiters. Nowadays, in a flood of job messages, it might be difficult to find the difference between valuable, real opportunities and forgettable ones.

So, let’s talk about what you as candidate should expect from the first contact with a recruiter / headhunter, who approaches you for a new role:

• The position should be in relation with your experiences so far and offer you a challenge / next step in your career or at least an additional benefit
• The message / call should be personal and reflect to your experiences and knowledge
• You should get some first information about the role and the company (more details will normally follow in a second contact)
• You should be asked about your personal targets and expectations regarding a job change, it means what you will get and not only what you can give
• A phone interview should be only the first step in the interview process with a headhunter, not the only one.

What are your experiences with recruiters / headhunters?

Dominika Kelemen-Raths
Managing Partner Germany

1. Job Language Pros

Headhunters are like language experts for job search. They make sure you understand job talk and help you explain your skills and needs clearly.

2. VIP Access to Jobs

Headhunters have special keys to the hidden world of job opportunities. They can show you jobs and introduce you to companies and people you might not find on your own.

3. Matchmakers for Jobs

Think of headhunters like matchmakers, but for jobs. They find the job that's just right for you, sort of like when a friend sets you up on a great date.

4. Money and Benefits Experts

When it's time to talk about how much you'll get paid or what benefits you'll get, headhunters are like money experts. They make sure you get a good deal.

5. Career Advisors

Remember, headhunters can also provide helpful career advice. They know a lot about job opportunities and can give you tips on how to steer your career in the right direction. So, if you need some advice, don't hesitate to talk to them!

In the world of job hunting, headhunters are your experienced guides. They make job hunting easier and less stressful, while also giving you better chances to find great job opportunities, connect with companies, and meet new people. So, if you ever feel lost in the job hunt jungle, reach out to a headhunter – especially, the true headhunters!

Fatih Akar
Research Consultant

Was this necessary? Considering that women in the EU on average earn 13% less than men…you can answer that.

Is this Directive the “end of pay secrecy”? Well, the Directive was published in the “Official Journal” on 17 May 2023 and the Member States have to ‘transpose’ in their local legislation by June 2026… so we have to wait a little bit, but yes, the “employees” will have the right to information on pay in their category of work.

The impact will be major, at least in our countries, where the salaries and salary packages are “confidential” …

Of course, the big corporations have their salary system grading/s, but, still, they are not open to communicate to their employees in a fully transparent way. And, usually, in some mid and small companies, maybe the local ones, the salary is agreed based mainly on “individual negotiation”.

Nevertheless, the “pay transparency should be prior to employment” – meaning that even from the employment advertisement you, as prospective employer (or recruitment agency), should communicate the salary ranges….

And how will the Headhunting/ Executive Search practices be affected? As it is well known that a candidate who is not actively looking for a career change might have expectations to increase her/ his current salary level?

There are many questions to answer in the future related to this. But how do you see its impact, as a candidate or as an employer (or employer’s representative: hiring manager, HR)? 
Would you apply to an employment ad if the salary is specified? Or the major ‘criteria’ will be the salary, not the role itself?

Felicia BELDEAN
Managing Partner Bulgaria & Romania 
TARGET Executive Search
 

I thought that all has been said in the “interview performance” field and there is no need to touch the topic anymore. The reality shows, that there is never enough repeating, and even if we talk about senior management recruitment it makes sense to stress out a few points that may help managers or any candidate to perform better in an interview.

Sunglasses on during the interview

The business meeting etiquette says it very clearly: sunglasses don’t belong on your head during a formal business meeting and a job interview is a formal business meeting. I mean it is a small detail, but apparently one that matters and bothers. It may be considered disrespectful, especially when we talk about senior management hiring. 

Have you got any questions? 

Toward the end of an interview, clients always give the floor to the candidate's questions. This means in other words to show how much the candidate studied about the client, and whether he/she follows the market trends in the given business field. It is also a way to see how the candidate thinks. This part of the interview is crucial and may nominate a candidate directly to the final but at the same time, it can completely bury a candidate's chances. How? Very quickly, especially when 40% of candidates, maybe even more answer: "No, I have no questions!" I strongly advise you, to never do so. It is a sign of ignorance and incompetence. There is no other way clients can read this statement and disqualification follows immediately. Also using this question time to ask about the potential salary is directly killing your chances.

Ignoring HR

Typically, a client will meet a candidate in a team, usually consisting of a Business Leader and an HR Representative. What may happen, and surely shouldn’t is, that the candidate focuses all the energy on the Business Leader, often in man-to-man talk. The HR Representative is kind of forgotten, not looked at. In some cases, when the HR, usually a lady, asks some questions, the answers and the looks of the candidates are directed again at the Business Leader, ignoring the fact it was HR who asked the question. I have seen this scenario recently and such a miscommunication naturally disqualified the candidate. Fair to say, that it wasn't about the HR being offended, it was more about the Business Leader noticing and pointing out this behavior as non-collegial showing a future lack of teamwork attitude.

Mariana Turanová   
Managing Partner Slovakia & Regional Consultant CEE

2. Wrong assumption about preparation. So obvious you may say, but still an everyday issue. Please do not assume that everybody in the interview has learned your CV by heart. If you only talk about your current job and forget to mention your past, then probably you will be forgotten. Your speech and story must be clear and well structured. In the interview you must sell yourself, you must convince!

3. Strange body movements and body language. So obvious you may say, but still an everyday issue. We have candidates, who are dancing with their chairs or who are leaning with their elbows on the table, who are crossing their arms etc. Interviewers are trained to notice every detail.

4. Not answering the question. So obvious you may say, but still an everyday issue. If the interviewer says, “Please tell me 5 strengths, just words!” Why are you starting with full sentences? If the interviewer asks, “What was your biggest success?” Why do you talk about several ones? If the interviewer says, “Please summarize your CV in 10 minutes!” Why do you talk for half an hour?

5. Missing eye contact. So obvious you may say, but still an everyday issue. If there are 2 or 3 people in the interview and only one of them asks you questions, you still need to keep eye contact with everybody. If you cut out the eye contact, you also have cut out your chances for passing the interview. 

Take this seriously, then you will be taken seriously!

Dr. Klemens Wersonig
Founder & CEO
TARGET Executive Search

• When key stakeholders have given us the briefing to recruit but without thinking of simple administrative tasks (like the elaboration of the contract or giving us the appropriate purchase order number), we have a big problem! 
• When it happens that our client doesn’t respond to our question or provide us with the required information on due time, we have a big problem! 
• When they don’t give us the feedback after interviewing of candidates, we have a big problem! 
• When the decision-making process for hiring finally the selected person is delayed, we have a big problem.
• When the desired candidate cannot be hired on time, the client has a big problem!

Lessons:

1. A mandate can just start based on a contractual agreement, 
2. A search needs a constant and coherent interaction with our clients to be successful,
3. If clients fail to motivate us due to chaotic internal processes, we hardly can motivate candidates for the proposed role, because we should act as the client´s ambassador, 
4. A partnership needs continuous effort from both sides to be successful.

Conclusion:

Executive Search is not a PR activity, where we are supposed to manipulate the opinion of others or hide the reality in the company.

As we have seen recently, temperature records have been broken frequently this summer. Overheating was inevitable, but it is time to find a cool head…

Gilles Huart
Group Regional Consultant CEE

“Honey, Sweetie and Baby”

Language shapes perception and influences interactions, and coworking depends on direct and immaculate communication. Addressing coworkers, on the first view without bad intention can diminish their professional status. Often implying unintentionally lack of seriousness or maturity. 

But, if not the bad intention is it not a verbal approach that comes from the stereotypes subconscious?

Does hierarchy matter?

When it comes to addressing coworkers based on their position within the hierarchy, caution is warranted. Using casual terms like “girls” either to refer to colleagues in superior positions might belittle their authority, knowledge or experience. Same logic applies to addressing “girls” to inferior positions, treating them without workplace respect with a dismissive attitude. Professional settings opt for more neutral and respectful terms, ideally, “colleagues" or “team members”, or simply addressing them by their names. Sometimes, it is driven by integration level, and culture within the given company, and terms like “ladies” “women” can be used respectfully.

Can you imagine a situation in which the employee comes to the boss's office and ends the question with “mate” or starts it with “dude”?

Does Age, Experience, Gender matter?

In the realm of the workplace, the significance of age, experience and gender is a complex interplay of factors. Age and experience bring a blend of perspectives, skills and insights that contribute to a diverse and dynamic workforce. Entry level employees, or younger colleagues bring fresh ideas and technological savvy. Referring to someone as “girl” in the workplace raises considerations around professionalism, respect and what’s often excluded - gender dynamics. Addressing an adult woman as “girl” can be perceived as diminishing her professional standing.

Language matters

Talking with someone, be careful in what matter you communicate with coworkers, and if you are manager what kind of pattern you introduce.

“It is hard to be a woman. You must think like a man, act like a lady, look like a young girl, and work like a horse” - Hillary Clinton.

Joanna Dulniak
Managing Partner Poland 
TARGET Executive Search