“We needed them yesterday.” This is one of the most common phrases we hear during initial meetings with clients. The pressure to fill a key position quickly is immense. An empty sales director’s chair or a missing senior IT architect costs the company money every day. Paradoxically, however, trying to solve the problem as quickly as possible often leads to much greater financial losses.<\/p>\n\n
There is a myth in the market, fueled by some agencies, that if you sign a contract on Monday, you will have three perfect candidates on your desk by Friday. If you are looking for an assistant or a junior coder, that is realistic. But if you are looking for someone with fifteen years of experience to strategically shape the future of your company, speed is the arch-enemy of quality.<\/p>\n\n
Fast recruitment means the agency only dips into the “quick pool”\u2014people who are currently out of work or desperate to leave. By doing this, you automatically ignore 80% of the market\u2014the best passive candidates who require systematic searching and a sensitive approach.<\/p>\n\n
Try to calculate the actual cost of a bad choice (the cost of a bad hire<\/em>). It’s not just about the wasted salary during the probation period. It’s about delayed key projects, disrupted team morale, damaged client relationships, and the loss of know-how. For managerial positions, these costs run into millions of crowns. Quality recruitment should therefore not be seen as an operational purchase of a service, but as a fundamental investment in risk management.<\/p>\n\n When we transparently tell clients that filling a demanding role can take several months, there is a reason for it. The initial outreach and first meetings with passive candidates take time because these people have full calendars.<\/p>\n\n However, the greatest investment of time lies in evaluation and screening<\/strong>. We don’t rely on CVs. We test expertise, verify references, and above all, examine the “culture fit”\u2014whether the candidate will click with the company culture and the owner. We look for the intersection between what the company needs and where the candidate wants to take their career. Only such an intersection guarantees that your new leader will stay for years, not just months.<\/p>\n\nWhat exactly happens during those “months”?<\/h2>\n\n