Recruiting Talents... the blind side of the recruitment process

You are so pleased to have hired a supply chain director. It was hard to find the right match and then you met with Peter who did exactly that same job in one of your company foreign subsidiaries. No doubt he would know how to perform as he masters the way your company does things.

You are so pleased to have hired a new sales manager. When you met with Pablo, who comes from Spain, you quickly knew he was the right match. He has worked with one of your company competitors in his home country. Pablo just needs to adjust to your company “way of doing things”. The screening made by the recruiting team showed that Pablo shares your company values. You confidently believe that he will perform as well as in his past position.

You are so pleased to have hired a director for a construction project you have in Switzerland. It was hard to find the right match and then you met with Angela who successfully completed a construction project in Germany. Since she will work on the German side of Switzerland, she should not face any communication problem and you are confident she will perform as well as on her past project in her home country.


You are so pleased but maybe you should remain cautious...

Are you really giving these new hires the best support to meet their new challenges?


When recruiting talents, businesses and organisations prioritise the technical expertise and experience. The soft skills come second and are assessed by psychological tests and interviews. This is logical as many recruiters have a background in psychology. Finally, references complement the assessment and are deemed to ensure the candidate’s trustworthiness.

In the recruitment process, the candidate’s cultural agility is often overlooked. 

Rarely it is assessed through an appropriate cultural assessment. As a result, many candidates do not get the effective support they need to transition to a new company culture or to a new company based abroad.

My clients are fully aware of the need of their employees to develop new cross-cultural competences.

Despite the uniformity of their organisational culture, they know that things work differently in each of their subsidiaries.

My clients are aware that employees transferred abroad need to flex their leadership style to accommodate the expectations of new teams. Their communication style, their approach to problem solving and to time management might also need to change if they wish to perform well. 

This not only holds true when staff collaborate with colleagues based in faraway countries but surprisingly it also holds when dealing with people in neighbouring countries: seemingly common ways of doing, common languages, common lifestyle often hide invisible cultural differences. Not being prepared to deal with these invisible differences add obstacles to the performance journey.

In order to prevent any misjudgment or misunderstanding, I help businesses and organisations in removing the cultural obstacles to their performance journey.


I assess current and prospective staff cultural agility and I detect cultural gaps. I recommend solutions to fill these gaps and I conduct training, coaching and mentoring sessions to ensure that the new hire will experience a seamless transition to a new organisational and or societal cultures.

I also work with global leader who simultaneously work with international and multicultural teams.


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