When managing recruitment across CEE, it is easy to assume the region is uniform, but nothing could be further from the truth.
Each country has its own unique set of economic, cultural, and labor market dynamics that create challenges for regional managers, especially when it comes to attracting top talent.
Time and again, clients tell me they struggle with recruitment in the Czech Republic, find Hungarian candidates difficult to navigate, or simply do not know where to start when working with recruitment firms in Serbia.
So, what is at the heart of these challenges? Let is break it down:
- Availability of competent profiles
When it comes to recruiting across multiple countries, the availability of skilled candidates is not just a matter of job postings and resumes – it is a game of understanding the market dynamics. Yes, data is key here. By analyzing the number of competing companies, the locations of their headquarters, and the structure of departments within these companies, we can tailor recruitment strategies. But here is the catch: companies tend to follow known patterns, placing positions in the same countries they always have, even though that might not be the most strategic choice.
For example, if you are looking for a regional sales director, it might be tempting to post the role in the country where the headquarters are located. But that is not always the best approach. My experience shows that success often lies in stepping outside these traditional boundaries and evaluating new talent pools.
- Attractiveness of the offer
Salary is often the first thing we think of when considering a candidate’s expectations. But here is a secret: it is not the only thing that matters. Yes, salary mapping and custom projects can give us an idea of what competitors are offering, but candidates in each country are often motivated by much more. Factors like work-life balance, openness to travel, and mental flexibility play a huge role.
What makes an offer attractive in one country may not resonate in another. For instance, a candidate in Slovakia might prioritize job stability and benefits, while someone in Romania might be more attracted to the opportunity for professional development or flexibility. Understanding these subtleties can be the difference between landing the right candidate or losing them to a competitor.
- Crafting the right recruitment strategy
A recruitment strategy needs to be more than a box to check. It requires careful consideration of current market conditions, not just relying on outdated practices from five or even three years ago.
I have heard companies say they have been searching for candidates for many months with no results, and every time, my first question is – what went wrong in the planning stage?
If your recruitment partner is inexperienced or does not fully understand the market, that could be the reason behind the lack of results. Strategy is not just about what worked in the past; it is about understanding what works now and adjusting your approach accordingly. It is not just about finding candidates – it is about finding the right candidates, with the right fit, at the right time.
- Employer branding: the local impact
Almost every company has an employer branding strategy – they have projects, posts on professional portals, and HR achievements to show off. However, there is a second, informal flow of information that spreads in every country about the company’s reputation. This informal reputation is shaped by local leadership, company culture, and how employees actually feel working there.
The truth is, candidates do not just rely on what is presented to them – they tap into their personal networks to get the real story. In one country, your company might have stellar reviews; in another, it could be completely different. The local atmosphere and leadership have a significant influence on how candidates perceive potential employers.
Recognizing regional differences
To be successful, hiring managers must learn to respect and adapt to regional differences. This is a given, right? It sounds simple, but the practicalities can be surprisingly challenging. The differences in work culture, professional expectations, and even social norms can sometimes throw even the most experienced managers off balance. For example, in some countries, candidates may place a higher value to a model of company car perceived as a prestige of position , while in others, private medical care is a must, and not only to employed one but also for family members. The mental and cultural flexibility needed to navigate these regional differences is often underestimated.