How Foreign Companies Can Recruit Effectively in Poland?
Recruiting managers and specialists in Poland is a challenge faced by investors from countries such as Korea, Germany, Austria, the Netherlands, Denmark, as well as the USA and the UK. Poland offers highly qualified managers and engineers, a well-developed IT services sector, and a stable economic environment. At the same time, competition for talent can be intense, and mistakes in the process may delay market entry into Poland or the wider CEE region — and postpone the opening of a plant or R&D center by several months. How can foreign companies effectively recruit managers in Poland?
A well-planned executive search process in Poland helps avoid these risks. Our agency typically presents a shortlist of candidates within 5–7 weeks (depending on the seniority and complexity of the role, the rarity of the profile on the market, or the location, which can influence candidate interest). This timeframe gives investors rapid access to motivated individuals who meet the project’s requirements. However, the total time to fill a position (until the candidate actually starts working) ranges from 10 to 25 weeks, due to Polish labor law, which allows for notice periods of up to three months for long-tenured managers. It is a key difference worth remembering when planning an investment timeline.
At this stage, many investors ask: “Is it really easy to make a recruitment mistake in Poland — and how can we avoid it?”
See also:
• Executive Search Costs in Poland — What is the price of recruitment agency services? How much does it cost?
• Cultural Fit in Recruitment — 7 Principles of Culture Fit. A Journey in Executive Search in Poland.
Why Is It Easy to Make a Hiring Mistake in Poland — and How Can You Avoid It?
The most common reason for delays in recruiting managers in Poland is underestimated timelines and budgets. Many investors assume that filling a key role will take 4–6 weeks — yet in practice, building a shortlist of candidates takes around 5–7 weeks, and the actual onboarding (from the moment the candidate is selected) requires an additional 4–12 weeks, counted from the first day of the next month after the candidate submits their resignation at their current company. Managers in Poland typically have notice periods of up to three months. This is not “search time” but a requirement of Polish labor law.
What Mistakes Do Foreign Companies Most Often Make in Poland?
• Unrealistic timelines – a global HR Director assumes 4 weeks, while the real time needed to fill a role is at least 10–25 weeks.
• Salary ranges set too low – for example, an Asian company tried to hire a Process Engineer using 2022 salary levels, which resulted in zero candidates.
• Copy-pasted job descriptions – a “global template” prepared in Germany did not take into account that a Polish Quality Manager is also responsible for team management.
• Overly narrow location – a U.S. IT company searched only in Warsaw; results came only after opening the search to Wrocław and Poznań (hybrid model).
How to Avoid These Issues?
Reliable market benchmarking – verifying real salary ranges and competition in a given location.
Adjusting the profile to Polish realities – for example, an HR Manager in Poland usually has a broader scope of responsibilities than in local plants in Spain.
Direct search instead of relying solely on job ads – the best, highly qualified candidates are passive and do not apply to postings.
Location flexibility – hybrid work, relocation options, or a satellite office significantly expand the talent pool.
See also:
• Executive Search Costs in Poland — How to calculate ROI in Executive Recruitment?
How to Build a Strong Candidate Value Proposition? (Cultural Differences in Practice)
The Polish job market is a candidate-driven market — it is candidates who choose the employer, not the other way around. This means that salary alone is not enough to attract a manager or specialist. Equally important is how you communicate your offer and whether you can translate the culture of your headquarters into a local, meaningful value proposition.
The most common mistake investors make? Assuming that the Polish market will simply “adapt itself” to their culture. In practice, Korean or Chinese companies, for example, need to adjust the focus of their communication to earn candidates’ trust.
See also:
• Cultural Differences in Recruitment — The Best Candidate? Effective Selection Methods
• Recruitment for International Manufacturing Companies in Poland — Executive Search Case Study: Recruiting a Commercial Director in Poland’s Industrial Manufacturing and Technical Services Sector
Korean Companies in Poland – How to Overcome the Perception of Hierarchy?
Korean organizations are often seen in Poland as highly hierarchical and formal. Many candidates fear that working in such an environment will mean limited influence on decisions and reduced autonomy. That’s why a well-prepared executive search process for Korean companies in Poland should emphasize the greater independence of local operations.
How to Improve This?
• Emphasize that recruiting for Korean companies in Poland is not about copying global structures but about showing candidates the added value of working within their culture.
• Example: A Korean manufacturing company improved retention after introducing a “local ambassador” program — a Polish Operations Director who became the face of candidate communication.
German and Austrian Companies – How to Communicate KPIs Clearly?
German and Austrian companies are known for precision and a strong focus on processes. This is an asset, but also a challenge: Polish candidates do not always understand what extensive KPI tables truly mean. Effective recruitment for German and Austrian companies in Poland should highlight the business impact of the role, not just the procedures.
How to Improve This?
• Speak the language of outcomes: “Your decisions as a Quality Manager will influence production standards across the entire European factory network.”
• Show a clear promotion path for managers in Poland, e.g., from Plant Manager to a regional role.
• Instead of a long list of responsibilities, create a description such as: “You will manage a team of 30 people and oversee quality indicators across 5 production lines.”
Dutch and Danish Companies – How to Highlight Partnership and Trust?
The organizational culture in the Netherlands and Denmark is built on partnership and trust. Polish candidates generally appreciate this style, but do not always believe that in a large multinational corporation they will truly have influence. Recruitment for Dutch and Danish companies in Poland should therefore emphasize that local managers’ voices matter.
How to Improve This?
• Show concrete examples of co-decision-making, e.g., “The HR Manager in Warsaw co-creates the global benefits policy.”
• Replace an interrogation-style interview with a panel discussion — this signals partnership.
• Case: A Danish food company hired a Factory GM in Poland who was promoted to global COO within 18 months. Candidates were persuaded by the clear, tangible impact shown already during the recruitment process.
American and British Companies – How to Make the Promise of “Global Projects” Credible?
Companies from the US and the UK often highlight innovation and participation in international projects. This strongly appeals to Polish candidates, especially in IT and R&D. Problems arise when, in practice, the role turns out to be a local “delivery center.” Therefore, recruitment for American companies in Poland should clearly show which global initiatives the Polish team will actually participate in.
How to Improve This?• Instead of vague statements like “participation in international projects,” give a concrete example: “As a Software Engineering Manager, you will co-lead the implementation of an AI platform across five countries.”
• Build credibility by pointing to real clients and global projects.
• Case: A US IT company in Warsaw attracted senior engineers only after adding to its offer: “participation in client meetings in London and New York” — instead of simply “working on the code.”
Salaries, Benefits, and Employment Models – What Really Matters on the Polish Job Market
On the Polish job market, candidates look beyond base salary alone. What matters is how much they take home, what benefits are offered, and the form of employment. That’s why effective recruitment of managers in Poland requires flexibility and an understanding of local expectations.
Managerial Salaries – When Are They Close to Western Levels, and When Still Lower?
It is no longer accurate to say that managers in Poland are “always much cheaper” than in Western Europe. The gap is narrowing, especially in technology and financial sectors. Data from GUS and Eurostat (2025) show that in IT and automotive, managerial salaries in Poland reach 70–80% of Western European averages.
Salary levels depend on:
• industry (IT, automotive, advanced manufacturing),
• location (Warsaw, Lower Silesia, and the Tri-City region pay more than peripheral areas),
• company size and employer brand.
This is why executive search in Poland must incorporate solid market benchmarking — otherwise, salary ranges can easily miss the mark.
See also:
Benefits That Candidates Expect Today
In 2025, benefits have become a standard, not a luxury. According to the Up Bonus report (February 2025) published by HRstandard.pl, nearly half of employees in Poland indicate private healthcare as the most important perk. Well-being programs and flexible work arrangements are gaining importance as well.
The most commonly expected benefits include:
• well-being programs and psychological support,
• flexible working hours and hybrid models,
• family-oriented benefits (e.g., healthcare packages for dependents),
• company car/fuel card for mobile roles,
• personalized benefits packages (cafeteria systems).
This is why employee benefits in Poland 2025 are a key element of managerial negotiations and cannot be treated merely as an “add-on” — they are an essential part of the candidate value proposition.
Employment Contract vs. B2B – What Works Best Today?
The form of employment is one of the most frequently negotiated topics in the Polish market. Candidates in manufacturing and industrial sectors usually prefer an employment contract (umowa o pracę) because it offers stability and social benefits. In contrast, in IT and technology roles, the B2B model is popular — often in a hybrid formula (part employment contract + part consulting contract).
This is why investors should opt for flexible employment models in Poland. Only then can the offer be aligned with a candidate’s expectations and prevent competitors from winning talent simply by offering a more attractive contract structure.
Recruitment Process and Contingency Planning – How to Minimize Risks
Many investors assume that recruitment in Poland is a simple process: a job posting, a few interviews, and it’s done. In reality, the Polish market is highly competitive. This is why executive search in Poland is not only about finding candidates but also about effective risk management.
See also:
What Does a Well-Designed Recruitment Process Look Like?
Briefing and role validation – checking whether the role profile is realistic and recruitable on the market, whether the salary range is competitive, and whether the location limits access to candidates.
• Example: A U.S. IT company wanted to hire a Software Engineering Manager only in Warsaw. After the analysis, they opened the search to Poznań and Wrocław – which unlocked several dozen additional candidates.Market mapping and direct search – preparing a list of target companies and approaching passive candidates. This is essential, because recruiting managers in Poland requires reaching people who do not apply to job postings.
Shortlist and interviews – typically 4–6 candidates selected based on competencies and cultural fit. Transparency is key – candidates want to know the timeline and next steps.
Offer and negotiations – not only salary matters but also benefits, relocation packages, and company car options.
The Most Common Risks – and How to Address Them
Profile too niche – clients sometimes search for a “unicorn” candidate with an unusually rare combination of skills. In practice, such profiles may be nearly impossible to find.
• Plan B: Split responsibilities into two roles.
• Plan C: Hire someone with the key skills and upskill them in the remaining areas.Underestimated budget – when compensation is lower than competitors’, candidates withdraw.
• Plan B: Adjust the level of the role (e.g., hire a Senior Engineer instead of a Manager).
• Plan C: Add attractive benefits instead of a salary increase.No shortlist delivered on time – typically due to an unclear brief or unclear requirements.
• Plan B: Open the search to additional locations or alternative employment models.
• Plan C: Provide the client with a market analysis showing the real number of available candidates.Candidate rejects the offer at the last moment – common in Poland due to strong counter-offers and competitive poaching.
• Plan B: Keep a runner-up candidate active until the final decision.
• Plan C: Set an offer validity date and run parallel conversations.
Case Study – How a Contingency Plan Saved the Recruitment
A German automotive company was recruiting a Maintenance Manager in Silesia. After all interview stages, the selected candidate declined the offer because a competitor doubled his benefits package. The agency, however, had prepared a reserve shortlist – and the runner-up was hired within a week. As a result, the project stayed on schedule, and the company recognized the strategic value of contingency planning in executive search for foreign companies in Poland.
See also:
- Executive Search Case Studies. Trends in Recruitment for HR Directors in European SSCs: Insights from an Experienced Consultant
“The recruitment process in Poland must be treated like a project – with a timeline, alternative scenarios, and clear communication. Executive search for foreign companies in Poland is not only about identifying candidates but also managing risks that, in practice, determine the success of the investment.”
See also:
• Executive Search Case Studies. Recruiting for the position of Plant Manager. Is it an easy or difficult task?
Mini Case Studies – What Worked for Foreign Companies in Poland?
Nothing convinces investors better than real market examples. In executive search, success depends not only on methodology but also on experience from concrete projects. Here are four short stories showing what determined recruitment success.
Scandinavian Food Company – How to Build a Succession Path
A Danish food company was opening a plant in Poland and needed a Factory GM. Candidates were concerned that a “factory in Poland” would be a career dead end. Only after the company clearly presented a path toward global advancement did one of the managers accept the offer — and after 18 months, he was promoted to COO.
This example shows how recruitment for Scandinavian companies in Poland can succeed when candidates clearly see real development opportunities.
German Automotive Company – The Plan B That Saved the Project
A car parts manufacturer needed a Maintenance Manager. The selected candidate rejected the offer after receiving a counteroffer from his current employer. Thanks to a runner-up who was hired within a week, the production line launch proceeded as planned.
This demonstrates that executive search for German companies in Poland must always include a contingency plan.
American Technology Company – How to Attract Passive Candidates
A U.S. corporation was opening an R&D center in Warsaw. Job postings attracted mostly junior candidates, with a shortage of seniors and leaders. Only direct outreach to passive candidates — combined with the promise of real influence on a global AI platform and meetings with clients in London and New York — enabled the company to build the team.
This is how effective recruitment for American companies in Poland works.
FAQ – Most Frequently Asked Questions from Clients
When expanding into the Polish market, foreign clients tend to ask similar questions. We’ve collected the most common ones and provide direct answers to support confident decision-making.
How long does it take to recruit a manager or specialist in Poland?
A Short List takes on average 5 to 7 weeks for mid-level roles (e.g., HR Manager, Quality Manager). For strategic positions (Plant Manager, Operations Director), the process to Short List takes 8–12 weeks, and candidates often have 3-month notice periods under Polish labor law.
Additional time must be added on the client’s side for interviews across multiple decision-making levels, including meetings with senior regional or HQ directors who are often difficult to schedule.
This is why executive search in Poland must be planned with consideration not only of the recruitment process itself but also of the onboarding timeline for the selected manager.
Do we need to publish job advertisements? Recruit effectily in Poland.
Not always. In executive search, most top candidates are passive — they do not respond to job postings, but they can be convinced through a well-conducted initial phone approach by the Search Consultant followed by a highly substantive interview with the Lead Consultant managing the project. Job ads play a supplementary role.
This is especially important in managerial recruitment in Poland, where candidates expect direct contact and a partnership-driven conversation.
What are the costs of working with an executive search agency?
There are three models on the market: success fee, retained search, and the hybrid model. Each has its advantages and limitations.
• In the success fee model, the fee is charged only after the candidate is hired — attractive, but often resulting in a faster and shallower research process.
• In the retained search model, fees are split into stages, ensuring thorough market coverage.
• The hybrid model combines elements of both.
This is why knowing the costs of executive search in Poland is crucial when planning a project.
How does confidentiality work in the recruitment process?
Confidentiality is standard — and for many companies, essential. Confidential recruitment means the company name is not disclosed at the beginning. The candidate learns the employer’s identity only after expressing interest and passing initial qualification.
This is one of our core areas of expertise — executive search for foreign companies in Poland is always conducted with full discretion and reputation protection for the client.
See also:
What if the ideal candidate rejects the offer?
This is a common risk — competition in Poland is very active. That’s why we always implement a plan B: we keep several finalists in the process, set an offer validity date, and prepare a runner-up.
Such approach ensures that recruitment for American companies in Poland remains predictable and secure even in difficult projects. A recruitment guarantee is essential to avoid mis-hires.
Does a recruitment agency in Poland operate only locally?
No. We execute projects across the entire country — from Lower Silesia, through Silesia and Mazovia, to Pomerania and Podkarpacie.
That’s why an executive search agency in Poland can support clients in multiple locations simultaneously, significantly accelerating expansion.
See also:
What’s Next? Concrete Steps for the Client
If you are a foreign company planning expansion in Poland, the most important question is: are your recruitment assumptions realistic? It’s worth verifying this before final decisions are made regarding budget or the timeline for launching the local operation.
Free Initial Consultation
During a 15–30-minute online meeting:
• we will verify whether the role profile is recruitable in the given location,
• we will discuss salary ranges and a benefits package that will be competitive,
• we will outline what the recruitment timeline will look like – from briefing to the final offer,
• we will explain how we conduct weekly updates and search reports,
• we will present the sourcing strategy – how we will map the market and from which industries and companies we plan to acquire candidates.
Mini Checklist for the Client
Before starting the project, ask yourself three questions:
• Do I know what the candidate market for this role looks like in Poland?
• Is the budget and benefits package competitive compared to local employers?
• Do I have a Plan B if the ideal candidate rejects the offer?
Summary
Effective recruitment in Poland is a project that should begin with a solid diagnosis. A short consultation will help you avoid mistakes that can lead to delays and financial losses.
📩 Contact us to schedule a short consultation – we will verify whether your recruitment goals in Poland are realistic and propose the best operating model.
See also:
• Confidential Recruitment in Poland – When Confidentiality in Recruitment matters? 7 Examples.
Table of Contents
Why It’s Easy to Make a Hiring Mistake in Poland – and How to Avoid It
1.1. What Mistakes Do Foreign Companies Most Often Make in Poland?
1.2. How to Avoid These Issues
1.3. Case Study – How a Contingency Plan Saved the RecruitmentHow to Build a Strong Candidate Value Proposition (Cultural Differences in Practice)
2.1. Korean Companies in Poland – How to Overcome the Perception of Hierarchy
2.2. German and Austrian Companies – How to Communicate KPIs Clearly
2.3. Dutch and Danish Companies – How to Highlight Partnership and Trust
2.4. American and British Companies – How to Make the Promise of “Global Projects” CredibleSalaries, Benefits, and Employment Models – What Really Matters on the Polish Job Market
3.1. Managerial Salaries – When Close to Western Levels and When Still Lower
3.2. Benefits Candidates Expect Today
3.3. Employment Contract vs. B2B – What Works Best TodayThe Recruitment Process and Contingency Planning – How to Minimize Risks
4.1. What a Well-Designed Recruitment Process Looks Like
4.2. The Most Common Risks – and How to Address Them
4.3. Case Study – How a Contingency Plan Saved the RecruitmentMini Case Studies – What Worked for Foreign Companies in Poland
5.1. Scandinavian Food Company – How to Build a Succession Path
5.2. German Automotive Company – The Plan B That Saved the Project
5.3. American Technology Company – How to Attract Passive Candidates
5.4. Korean Manufacturing Company – A Local Ambassador as the Key to RetentionFAQ – Most Frequently Asked Questions from Clients
6.1. How Long Does It Take to Recruit a Manager or Specialist in Poland?
6.2. Do We Need to Publish Job Advertisements?
6.3. What Are the Costs of Working with an Executive Search Agency?
6.4. How Does Confidentiality Work in the Recruitment Process?
6.5. What If the Ideal Candidate Rejects the Offer?
6.6. Does a Recruitment Agency in Poland Operate Only Locally?What’s Next? Concrete Steps for the Client
7.1. Free Initial Consultation
7.2. Mini Checklist for the Client
7.3. Summary