The way to the perfect match

Wer passt zu Ihrem Unternehmen? Auf der Suche nach den geeigneten Kandidaten stehen meist Zahlen, Daten, Fakten im Vordergrund. Aber ist das alles? Lesen Sie, welche Fragen zu den richtigen Antworten führen und warum Ausnahmen die Regel bestätigen.

1. The process of elimination as an initial spark

Most of us tend to know what they do not want before being able to precisely define a goal. The same is the case in staff recruitment: In order to clarify what a candidate is supposed to contribute, you can exclude undesirable characteristics and conditions.

Let us assume that you are in need of a new position in your Chinese subsidiary, somebody not coming from a large corporation whose structures you would deem indolent and complicated. Accordingly, you are seeking to identify a flexible and energetic candidate for your new project.

The method of elimination may help you better formulate your own objectives: What circles are your candidates not to come from? Are they supposed to be able to move within a matrix organization rather than within a hierarchical structure? Should it not be a Chinese or not be a European, and why? And which budget is not to be exceeded in negotiating salaries?

2. The bridge builder is a key position

Another example: There are important interfaces between Europe and China within your company – positions including general managers or works directors who are to bridge a large distance, and not only in terms of geography: The 8000 km between the cultures involve hazards of information loss, as well as communication and task allocation deficiencies.

Who could overcome this distance for your enterprise?

Consider that the candidates’ mentality and character play a substantial role, apart from their professional qualifications. In which instances are diplomatic skills useful, and when are dynamics the solution? When is it advisable to deploy a more sensitive person? Questions like these may serve to specify the contents of your list of ideal candidates.

By way of their intercultural business connections, another requirement comes into effect: Intercultural competence is a major asset in international projects. People with attributes such as diplomacy and a knowledge of Chinese conventions are able to bring far more about than with mere authority.

3. Exceptions prove the rule. The right chemistry is a must

Let us assume a medium-sized family-led enterprise appoints a new general manager in China. The search profile narrows the candidate list down to an ideal age and experience profile. After several interviews, it turns out that one applicant who is actually too young gave the best responses. His candor and flexibility are convincing, and the chemistry is right. The surprise candidate is thus the best choice.

Trust your instincts: Cast a glance behind the facts, take a look at the human beings behind their résumés. Personnel selection on a purely rational level is not enough with respect to positions critical to success. It is also essential whether your personal relationship can generate positive aspects for your company.

Take a tip: Put confidence in experienced recruiters’ knowledge of human nature – we are there to guide your staff selection personally and professionally estimate which candidates correspond to you.

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