Manager recruitment: methods, competencies and effective selection

Choosing a manager is a decision that resonates long after the contract is signed. It is not just a recruitment process – it is choosing a leader who will influence the team, results and culture of the entire organisation. That is why this process is more like tailoring than mass production. For it to be successful, it is necessary to understand both the expectations of the future leader and how the organisation they are joining operates.

Key stages of the manager recruitment process

The beginning of the manager recruitment process is like building a portrait of a person you don’t know yet. Defining the scope of responsibilities and the candidate profile is just the starting point. A much more difficult task is to capture the candidate’s management style, teamwork skills and relationships with other members of the management team. Without this context, the selection of candidates can lead to wrong decisions.

Once you know what kind of leader you are looking for, it is time to decide what an effective recruitment process should look like. Will it be internal recruitment within the team or recruitment of candidates from the external labour market? Is it worth investing in recruitment services that will facilitate the acquisition of candidates?

Methods of recruiting candidates for managerial positions

In the case of managerial positions, an advertisement on a job board may not be sufficient. The recruitment of managers is often based on more direct methods of reaching the ideal candidate. Candidates with the right experience and skills are professionally active and do not openly seek employment.

Headhunting and networking activities enable the selection of candidates who are not available through traditional advertisements. It is worth emphasising the role of internal recommendations and industry events, which allow you to reach the best candidate faster and more effectively. At this stage, it is not the number of contacts that matters, but the quality of the relationships and the accuracy of the match. In many cases, three interviews with the right people are more valuable than hundreds of applications.

Candidate assessment and selection tools

Once candidates have been identified, it is time to assess them and select the appropriate selection methods. A CV alone does not provide a complete picture. Companies are increasingly using assessment centres, which allow them to simulate management situations and test how candidates respond to challenges. This is supplemented by psychometric tests and extensive case studies.

This multi-stage recruitment process allows not only for the assessment of hard skills, but also for an in-depth analysis of personality and soft skills. A candidate who performs well in an interview may have a completely different working style than that required by the company’s organisational culture.

Key managerial competencies in the recruitment process

Today, professional experience is not the only determinant of success. The recruitment of managers increasingly takes into account psychological, interpersonal and organisational elements. A candidate’s ability to manage a team, respond to change and motivate others is of great importance.

People who can develop a management team and build trust at the same time are particularly sought after. Candidates with developed self-awareness, reflectiveness and the ability to cooperate are more often chosen than those who focus solely on results.

The importance of cultural and organisational fit

Sometimes a candidate’s profile perfectly matches the formal requirements, but their working style and values do not fit in with the team. Organisational culture therefore becomes a critical factor in selecting the right candidate. A future leader must be able to manage, but also fit into the existing work organisation.

That is why the recruitment process includes interviews devoted exclusively to assessing the candidate’s fit with the company culture. The aim is not to assess their competence, but to check whether the new leader will be able to strengthen what works well in the organisation.

Alternative strategies for recruiting leaders

If recruiting candidates from the market is not yielding results, it is worth considering other approaches. One of them is promoting internal talent. A management team developed from within often has a better understanding of the organisational context and adapts more quickly to new roles.

Another interesting solution is to use specialist recruitment services in the form of interim management. Interim managers support the organisation during transitional phases of development or strategy change. Sometimes, they eventually become part of the permanent team. This is a flexible form of competence management, which may prove to be the best recruitment solution in dynamic industries.

Challenges and best practices in recruiting managers

Recruiting candidates for managerial positions is an area that requires particular care. Even an effective recruitment process does not guarantee success if it is not accompanied by well-conducted onboarding of managers and post-employment support. Hiring a leader does not end with the signing of the contract – it is only the beginning of a long-term process.

Challenges arise both in the acquisition phase and during implementation. It is therefore worth ensuring that the recruitment process is tailored to the specific nature of the company and its working style. Observation, flexibility and reliable assessment of competencies are the foundations on which the recruitment process should be based.

When is it worth using the services of a specialised recruitment company?

In situations where the recruitment of managers requires discretion, speed or specialist knowledge, recruitment services become a real support. This is especially true for companies that do not have the internal resources to conduct a multi-stage recruitment process.

Working with an experienced agency means not only handling the recruitment process, but also advising on creating a candidate profile, selecting tools and evaluating final decisions. It is a form of investment that increases the chances of hiring the best candidate and builds lasting value for the entire organisation.

Sources:

1. Polska Agencja Rozwoju Przedsiębiorczości (PARP), Plan działalności PARP na 2023 r., 2023.
   https://www.parp.gov.pl/storage/site/files/237/Plan_dzialalnosci_PARP_na_2023_r.pdf
2. World Economic Forum, The Future of Jobs Report 2023, 2023.
   https://www.weforum.org/publications/the-future-of-jobs-report-2023/
3. ManpowerGroup Polska, Raport „Niedobór talentów 2024”, 2024.
   https://www.manpowergroup.pl/wp-content/uploads/2024/01/ManpowerGroup-Niedobor-Talentow-2024.pdf
4. Uniwersytet Ekonomiczny w Krakowie, Ocena kompetencji menedżerskich w procesie rekrutacji, „Zeszyty Naukowe UEK”, nr 5(1011), 2023.
   https://zeszyty-naukowe.uek.krakow.pl/article/view/2506