Executive Search – a recruitment strategy in the world of leadership

Executive Search, or headhunting, is much more than recruitment – it’s a mission to attract leaders who are not looking for a job, but represent inaccessible potential hidden deep within market structures. This service is not about publishing ads – it’s about locating and taking an active interest in exceptional professionals with an offer that can change the direction of their career and the future of the client company.

This process is particularly important when filling key leadership, management and expert positions, where a wrong decision can cost millions. As the Deloitte (2023) report shows, the wrong choice of leader can reduce the productivity of a department by up to 30%, while the right decision can increase the efficiency of the entire organization.

What does the Executive Search process look like?

Although the approach varies depending on the industry and the client’s needs, six key stages of the headhunting process can be identified:

  1. Definition of the profile of the ideal candidate – a detailed understanding of the competencies, experience and personality traits the client expects.
  2. Developing a search strategy – identifying target companies, potential channels and tools for reaching candidates.
  3. Research and pre-selection – creating a list of potential candidates based on market analysis and available sources.
  4. Establishing contact with candidates – subtly and professionally exploring readiness for a job change.
  5. Assessment of candidates – in-depth interviews, competency tests, psychometric or reference tests.
  6. Presentation of the shortlist to the client – recommendation of candidates with the highest potential for final interviews.

Where are we looking for leaders?

Sourcing talent using the Executive Search method requires going beyond standard advertisements. Headhunters use:

Why invest in Executive Search?

According to a report by Korn Ferry (2022), as many as 65% of companies using headhunters reported an increase in management efficiency within 12 months of hiring. Here are the main benefits of working with a professional executive search agency:

What is the difference between headhunting and poaching?

Although both methods are based on actively reaching out to a candidate, they have different goals and ethics. Headhunting involves finding the best possible candidate based on a defined profile – without a specific indication by the client. Poaching, on the other hand, is acting at the behest of a client who wants to “acquire” a particular employee, often from a competitor. It is a form of aggressive recruitment strategy that requires special sensitivity and knowledge of the market.

Executive Search today is not a luxury, but a necessity for companies that want to effectively compete for the best people in a talent shortage environment. It is a tailor-made service, combining analytics, empathy, industry knowledge and strategic thinking. By choosing a proven partner, organizations gain not only an employee, but also a new advantage.

Origin:

  1. Association of Executive Search and Leadership Consultants (AESC), Global Executive Talent Outlook 2023, https://www.aesc.org/insights/thought-leadership/global-executive-talent-outlook-2023
  2. Deloitte, Global Human Capital Trends 2023, pp. 42-43, https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2023.html
  3. Korn Ferry, The Real World of Executive Search: 2022 Global Study, https://www.kornferry.com/insights/this-week-in-leadership/executive-search-2022

Each year, companies face a seasonal increase in demand for employees, resulting from both periodic seasonal work and an increased number of vacations of the permanent workforce, turnover or absenteeism due to an increase in illness. Sudden staff shortages can significantly hamper companies’ operations, especially when they do not have adequate personnel resources. This problem intensifies as the requirements for competence and specialization of the employees to be replaced increase.

How to deal with staff shortages?

Staff shortages are not unique – they are part of the reality of many companies small and large. What is important, however, is how we respond to them. When faced with a seasonal increase in staffing needs, companies typically have three options for action: seeking temporary workers on their own, rotating replacements within the existing team, or using employee outsourcing, which is working with a specialized employment agency.

Independent search for employees

This solution involves the internal HR department to the greatest extent, both in terms of time spent and effort put in. In this option, we have to rely on our own recruiters to act quickly and efficiently. However, regardless of their experience and skills, if recruiting in the standard way is not an easy task, then finding suitable candidates for a sudden replacement – willing to take temporary work, with specific qualifications and, in addition, available “on the spot” – is only a real challenge. It’s also worth noting that the rapid and sudden search for workers comes at a high cost to employers – directly, due to overtime, but also indirectly, such as delaying other ongoing projects.

Rotational internal replacements

In smaller companies, it is popular to move employees within the company. This is most evident in the case of absenteeism of front desk staff, which essentially cannot operate without service continuity. Unfortunately, this solution has its drawbacks, because a person, for example, from the sales department, transferred temporarily, uprooted from his work mode, is not prepared to take over new responsibilities. It usually performs less well than a fully qualified but absent employee, plus it costs the company more. There is also a noticeable decrease in the motivation of such an employee, especially when he is assigned to perform less prestigious tasks than in his own position, whether this is an objective or merely subjective assessment.

Outsourcing of employees

Searching for an employee with the right qualifications, available “immediately” and ready to work only as a replacement is not a simple task. For an experienced employment agency, however, this is the daily bread. Therefore, the optimal solution seems to be employee replacements – employee outsourcing- used by more and more companies.

Outsourcing of employees and seasonal replacements is now standard, especially among companies that want to maintain operational continuity and efficiency without committing additional internal resources. Ongoing cooperation allows us to precisely respond to the organization’s specific needs and develop candidate bases tailored to its individual requirements. As a result, the efficiency and quality of work increase, benefiting all parties to the cooperation.” – comments Anna Kurczewska-Formela, Executive Director of White Collar Outsourcing at LeasingTeam Professional.

Outsourcing enables companies to effectively manage seasonal staffing increases and absences due to vacations or multiple days of L4. A professional employment agency is able to offer replacement candidates in as little as 2-3 business days, and even faster with permanent, longer-term cooperation. As a result, the client will avoid losses from shifting in-house employees to positions that do not match their knowledge, experience and salary. In addition, the entire recruitment process, full management and billing of the outsourced employee lie with the outsourcing company, so there is no need to overextend internal HR or payroll departments, which would generate further costs.

It is worthwhile to work with the chosen agency on a long-term basis. This is because, over time, the agency’s professionals will become increasingly familiar with the specifics of working in a given organization, which will enable them to regularly expand their candidate base with people who meet the company’s requirements. The level of employee matching will then increase significantly, and the time for delivery will shorten. Employees, in turn, will become more proficient in their new duties and better acclimatized to the company. As a result, all three parties will benefit.

Find out how LeasingTeam Group successfully implemented a telephone inventory project on behalf of a client at 175 points of sale located throughout Poland.

Complicated procedures make it difficult to access candidates from outside Europe, although the direction of Asia, Africa and South America seems inevitable. Moreover, fears related to the employment of migrants are fueled among the public, which may further exacerbate the situation related to insufficient labor in the coming months. Especially in the perspective of seasonal work. Today, the lowest unemployment rate in the entire European Union – 2.6% according to Eurostat – affects the growing problems in filling staff shortages. How long will the labor market withstand this?

Recruiting Far Ahead

In response to current staff shortages, companies are starting to look for employees from further corners of the world. Candidates from Colombia, Mexico, Nepal, India and the Philippines are already being recruited to work in Poland. These people are primarily located in the operational sectors – production, logistics, catering and retail – which are most affected by staff shortages, according to analyses by the LeasingTeam Group, which deals with comprehensive HR solutions for companies.

In one of the companies where we onboarded employees from Colombia, only 2 out of 50 people resigned after a year. Retention is incomparable. The candidates are also very motivated – already at the training stage, we saw greater commitment than in the case of employees from Ukraine or Poland – says Daniel Sola, Director of the Department of Recruitment and Legalization of Foreigners at LeasingTeam Group.

It is also becoming increasingly clear that Ukrainian citizens – after several years of working in Poland – today have higher expectations of employers. It is not only about the rate, but also about the accommodation conditions, the type of tasks performed or development opportunities.

This is a natural process: people who have been associated with the Polish market for a longer period of time no longer want to do the work they initially took up temporarily ,” notes Daniel Sola.

What’s next for employees from Ukraine?

According to LeasingTeam Group’s estimates, based on a survey of over 500 employees, 52% of Ukrainians plan to stay in Poland, 26% are considering returning, and 22% are still hesitating. Their decisions depend, m.in on the conditions of legalization of stay and stability of employment.

As a result of long-term conflict and the accompanying uncertainty, social and professional ties are strengthened. It is very clear that some employees from Ukraine are thinking about returning, but at the same time more and more people want to anchor here for longer. For them, Poland is not only a place of work, but also a place of life. Among other things, how quickly and efficiently we offer them stable conditions will depend on whether they will stay – comments Daniel Sola.

Ukrainians currently account for 75% of all foreign employees employed by LeasingTeam Group. In this group, 80% work physically (blue collar) and 20% occupy office positions. According to ZUS data from the end of November 2024, 794 thousand Ukrainian citizens were insured in Poland – 456 thousand on full-time jobs and 300 thousand on civil law contracts .

Lower costs, longer procedures

Recruitment from South America is one of the biggest untapped advantages of the Polish labor market today. The costs of the recruitment process can be up to ten times lower than in the case of citizens from Ukraine. Candidates are motivated, but access to them is blocked by time-consuming and unpredictable procedures.

We observe significant formal restrictions in recruitment from more geographically distant countries. Procedures can be so long and complicated that it is difficult to consider them as a real tool for supplementing the staff – points out Justyna Gosk, Operational Director of LeasingTeam Group.

One of the biggest challenges remains the time-consuming nature of procedures and their unpredictability. The applicable statutory deadlines stipulate a maximum of 30 days for issuing a work permit – in practice, it is often 3-4 months. In the case of visas – even two years, and without a guarantee that they will be granted.

Migration is a necessity, but we cannot treat it as the only solution to staffing problems. Without a stable and predictable legal framework, it is difficult to talk about long-term planning. Entrepreneurs can cope with time and procedures, but they cannot cope with chaos – says Andżelika Majewska, Vice President of LeasingTeam Group.

According to the data of the Polish Economic Institute, by 2035 2.1 million people will leave the Polish labour market – this is 12.6% of current employment. The largest losses will affect industry, education and health care. In the private sector, on the other hand, production, logistics, catering and retail are among the industries most dependent on the work of Ukrainian citizens. Even a partial weakening of this resource can mean operational difficulties and increased costs for companies.

Global Recruiting Is Not a Plan B

Today, diversification of recruitment directions is not only a response to current staffing problems, but a way to build long-term operational resilience.

When one source stops working, the other allows you to maintain continuity. For our customers, it is often not a choice, but a necessity. It’s not just about replacing – it’s about reaching where existing solutions no longer work – emphasizes Daniel Sola.

Candidates from Colombia, Mexico and Nepal are increasingly filling staff gaps where Ukrainians no longer want to work, i.e. in the most demanding, physical production and logistics roles.

Labour migration from further directions – Asia or South America – is no longer an alternative, but is becoming a potential foundation for a new structure of the labour market. However, without ensuring consistent and predictable legal procedures, Poland may not be able to use this potential.

If we do not start treating global recruitment as a critical infrastructure for the labor market – other countries will. We need a system that will not only get people to work, but will do it fast enough for companies to operate before we feel the consequences of the demographic collapse and record low unemployment.

Not code, but analysis – what does the representation of women in IT look like?

We see the largest share of women in areas that require analytical and communication competences, such as testing and quality (30.4%), IT analysis (31.2%) or project management (30.8%). However, in strictly technical areas, such as programming (8.6%), cybersecurity (3.1%) or DevOps (2.8%), they are still in a clear minority – notes Anita Dąbrowska, expert at LeasingTeam Group.

The employment structure of women in IT varies significantly depending on the specialization. Their lack in key areas affects not only statistics, but also innovation and the quality of technologies created. Teams with a dominant demographic may unwittingly design solutions that are less intuitive and functional for a wider range of users.

It is not the IT industry that is the barrier – the problem starts earlier

Women’s career decisions are not just based on individual preferences – they are influenced by years of previous experience, from education to social role models and access to first development opportunities.

The path to a career in IT begins long before the first recruitment. The role of education, access to technology and first professional experience is of great importance – emphasizes Dąbrowska.

In 2024, only 10.52% of women took the Matura exam in extended computer science, and 39.9% took the extended mathematics exam (CEC, 2024). As a result, fewer women take up technical studies – although they account for 44% of students at technical universities, only 16% choose majors related to new technologies (OPI, 2022).

What else makes it difficult for women to develop in IT?

The still present and stigmatizing stereotypes related to the image of a geek programmer, unconscious biases in recruitment processes and the decisions that result from them, or the lack of female role models mean that the number of women in IT is lower from the very beginning – points out the expert of LeasingTeam Group.

Difficulties also apply to the first job – female bootcamp and course graduates today have a higher entry threshold for IT than people with technical studies, especially in the face of a limited number of junior positions.

Even after entering the IT industry, women face new challenges. Male dominance in teams, difficulties with integration that may result from it, or limited access to management positions They can make their career path slower. Solutions? Greater emphasis on mentoring, conscious building of diverse teams and elimination of unconscious barriers at the recruitment and development level.

What actions can increase the participation of women in IT?

It is about both activities at the level of education and business. Especially if organizations in this industry want a greater representation of women in the areas of programming or cybersecurity.

Already in kindergarten and primary school, learning programming through play should also be focused on girls and adapted to their interests. At the same time, we need to promote development opportunities in the IT industry, referring to the profiles of women who have already achieved success. The earlier girls come into contact with the real application of technology, the greater the chance that they will consider a career in IT in the future – emphasizes Anita Dąbrowska.

Companies can also actively eliminate barriers by implementing competency-based recruitment, mentoring programs, and campaigns that promote team diversity. Support for women at the beginning of their careers is also important – recruitment programs for people who have changed careers and initiatives such as Google’s “Women Techmakers” help break down barriers and build a career path in IT.

Diverse teams mean better technologies – IT needs to understand this

IT is the industry of the future, but its potential for innovation depends on diversity. Without greater participation of women in technology, the market loses valuable talent and prospects, which affects the way solutions are created. It is crucial to act on many levels – from education to recruitment processes and professional development.

IT is not just a code, which is why the stereotype of a geek should be a thing of the past. The industry itself is an ideal space for innovation and diversity, where women thrive – notes Anita Dąbrowska, expert at LeasingTeam Group.

68% of women in the blue collar and temporary work sector – how is the market changing?

Women make up a significant part of the labour market, but their salaries are still lower and promotion to higher positions is more difficult. In Poland, they earn less than men in 93% of counties (Central Statistical Office, 2024), and in some sectors their share at the managerial level drops by up to half.

In 2026, the EU Pay Transparency Directive will come into force to help reduce the pay gap. This is an important step, but the law alone is not enough. Companies need to prepare for changes – from revising remuneration policies to measures to support women’s professional development.

Changes in the blue collar sector show that women are increasingly choosing technical and engineering professions. One of the factors responsible for this is the automation of processes, which makes physical barriers in technical positions gradually disappear.

Women are more and more boldly occupying the space in the area of blue collars, which for years was reserved mainly for men. In the blue collar and temporary work sectors, where LeasingTeam Group supports recruitment, women now account for 68% of all employees. However, we are observing a real revolution in the area of logistics. Just 10 years ago, it was rare for a woman to have a forklift license, for example. Today, there are warehouses where women with similar qualifications make up as much as 80% of the staff,” she says Justyna Gosk, Chief Operating Officer of LeasingTeam Group.

Salary transparency is another factor that supports the increasing participation of women in the “blue industry”. Leasing Team Group observes a significant increase in offers with explicit spreads from 10-20% in 2020 to 70% in 2024. This is a huge step towards equal pay, which makes women more likely to apply for technical or production positions.

Salary transparency – a step towards equality or a challenge for companies?

The differences in salaries at the level of specialists are smaller than at higher positions. This is confirmed by data from the SSC/BPO sector, for which LeasingTeam Group is also recruiting. The wage gap at this level is approx. 3,4%. However, the situation changes as the level of the position increases, which is discussed in more detail by Tomasz Borowiecki, Director of the Permanent Recruitment Department at LeasingTeam Group.

In some areas of the white collar sector, such as SSC/BPO, women account for up to 70% of employees, but in managerial positions their share drops to 48%. He is even lower on the boards. This is the result not only of the pay gap, but also of limited opportunities, which can often result from established beliefs and stereotypes – both on the part of men and women. Women are also more likely to face informal barriers to promotion, such as limited access to key projects or lack of mentoring support.

Salary transparency may prove to be a key tool for leveling the pay gap. If women know the salary range already at the recruitment stage, they will become more aware of how much they can and should realistically earn in a given position. Therefore, they will be able to better define their financial expectations, and this will help them build their position on the labor market.

The Pay Transparency Directive itself can expose existing inequalities and put pressure to eliminate them. Employers must be ready for the consequences: from the need to revise the remuneration policy, through possible employee turnover, to a change in the approach to promotions and talent development. Transparency is not enough if companies do not implement systemic solutions, i.e. transparent career paths, mechanisms supporting the advancement of women and educational activities that will change established patterns of thinking. Only the combination of these elements will enable greater representation of women at higher levels of the organization,” adds Tomasz Borowiecki.

IT open to change, but still dominated by men

Women’s representation in the IT sector remains low, which is confirmed by data from various sources. Flexible forms of cooperation in the industry and competence-based recruitment can give women more professional opportunities, but still too few women decide to develop in IT.

As Anita Dąbrowska, member of the board of IT LeasingTeam, admits, the reasons for this phenomenon should be sought, among others, at the level of education. Activities at the preschool stage may be crucial: introducing programming through play, adapting classes to their interests and promoting women’s success in IT. Still too few girls choose science profiles at school, which limits their future opportunities in the IT industry. According to CEC data from 2024, only 10.5% of female high school graduates decide to take the extended high school diploma in computer science, and at technical universities, women account for 44% of students, but only 16% choose majors related to new technologies (Information Processing Center, 2022).

According to the data collected by ITLT, women account for 16.1% of all people employed in IT specialist positions, which is consistent with the data of the Central Statistical Office (18.38%) and Eurostat (15.5%). We observe a greater share of women in testing and quality, business analysis and project management, i.e. in areas where analytical and communication skills are the most important. Women make up an average of 30% of the workforce there. On the other hand, in more technical specializations, such as programming, DevOps or IT architecture, their share is three times lower and amounts to an average of 5% – says Anita Dąbrowska.

Although few high school graduates choose extended computer science, the above data shows that women make up 15-18% of IT specialists. This shows that Many of them reach the industry in a different way – through programming courses, bootcamps or postgraduate studies. IT is still one of the most open industries to people who change their career path, and women who decide to take this step consciously invest in the development of new competences, often combining learning with their current work .

Not only technology – the “soft” competences of the future

The situation on the labor market means that employees have to keep up with the rapid development of the latest technologies. Women’s radar of development and building their professional value should also include such competences of the future as the ability to adapt, learn, communicate or work in a team, which are as important as hard technical skills.

Skills gaps are considered the biggest barrier to business transformation by respondents to the Future of Jobs 2025 (World Economic Forum) survey. This can also be seen on the Polish market, but it should be noted that employers today value not only hard skills related to the development of the latest technologies and AI, but also soft skills, in which even the most developed software will never replace a human. It is about cooperation, analytical thinking, resilience, flexibility and agility in action, development of leadership skills. Regular development and an open attitude focused on lifelong learning can be an advantage for women in the labor market,” she says. Iga Pazio, PR & Marketing Director LeasingTeam Group.

Equal pay policies and recruitment without prejudice

The 2024 LeasingTeam Group survey and report on ESG practices and priorities in organizations in Poland shows that:

When implementing ESG activities, organizations should not forget about any of its components. Care for the environment, modernized procurement policies, or process optimization are crucial, but it is equally important to take care of the S-social aspect – i.e. inclusivity, equality and diversity. Although inequalities in the labour market affect many groups, women still face barriers such as wage inequality and limited access to high positions in organisations. According to the data, they hold less than 40% of managerial positions in the private sector. Women who are professionally active or want to return to the career path are more conducive to transparent and impartial employment conditions. The solution may be to introduce strategies, principles and appropriate tools of equality policy in the organization, appoint an equal treatment coordinator or introduce development support programs with the support of a coach or mentor. –Says Iga Pazio, PR & Marketing Director LeasingTeam Group.

LeasingTeam Group data show that although the situation of women on the labour market in various sectors is slowly improving, the pace of these changes is still not satisfactory for the interested parties themselves. The analysis shows that women still face barriers to access promotions and better-paid positions – they are also a minority at the highest levels of the organization, despite the growing number of educated female specialists. What actions can change this situation? These include Salary transparency, clear, measurable and binding rules for assessing competences and promotions, the possibility of remote work or flexible working hours, or support for women returning after maternity leave through reboarding.

Keeping records of working time is an essential activity from the point of view of both the employer and the employee, but it is also one of the basic obligations of the employer. The register should be kept for each employee separately. Detailed information contained in the employee’s working time register is used to control compliance with the regulations on the working day, correct calculation of remuneration and other benefits under the employment relationship.

Carefully kept records of working time allow us to believe that the employer cares about its employees, and the entire process with great professionalism. What are the obligations to keep records of working time? Who should keep records of working time? We will answer these and many other questions in our article.

Mandatory information in the working time records

The basic obligation of every employer is to keep records of working time for people who have been employed by them under an employment contract. The purpose of such records is to correctly determine the amount of remuneration and other benefits resulting from work.

According to the current regulations, the working time records should contain information on:

It should be remembered that different rates of pay apply for overtime, as well as for overtime, as well as at night, on Sundays or holidays.

The introduction of the change on the recording of the number of hours worked is intended to control compliance with the provisions on the so-called working day. From 1 January 2019, the employer must also provide the number of hours of on-call time and the start and end times of work, indicating where the work took place. All this in order to be able to determine whether the right to an 11-hour uninterrupted daily rest period to which an employee is entitled has not been violated.

Speaking of the number of hours worked, the regulations require the working time record to also include the type and length of sick leave and other excused absences from work. Of course, we are also talking about unexcused absences.

In a situation where an employee receives a day off, the employer must indicate the reason for it (e.g. a day off for an average five-day working week, a day off for work on a Sunday or holidays).

The working time records do not include information related to applying for holiday leave.

Process outsourcing is the practice of delegating specific business processes or services to an external company or supplier. Check what you can gain by delegating keeping records of the employee’s working time to other entities.

Keeping records of working time

Working time records can be kept in paper or electronic form. Remember to store it in such a way that it will not be damaged. Working time records should be kept throughout the entire period of employment of the employee, as well as for the next 10 years, counting from the end of the calendar year in which the employment relationship was terminated or expired.

Period of storage of the employee’s working time records

How long press time records can be kept is regulated by Article 94(9b) of the Labour Code.

“The employer is obliged to store employee documentation for a period of 10 years, counting from the end of the calendar year in which the employment relationship was terminated or expired, unless separate regulations provide for a longer period of storage of employee documentation.”

The method of recording working time has changed, and even before 1 January 2019, the period of storing employee documentation was as long as 50 years! The changes took place with the introduction of Art. 7. Act of 10 January 2018. At that time, some acts were amended and the period of storage of employee files was shortened.

Forms of keeping records of working time

To a large extent, how the working time records will be kept depends on the employer. The legislator allows him to choose from two available forms, paper or electronic.

If the employer decides to use a paper version, he will have to protect it against destruction, damage, loss, but also so that it does not fall into the wrong hands. The working time record card with detailed information should be placed in a special room where it will not be threatened by weather conditions, i.e. humidity and temperature.

Electronic records of working time should be kept in accordance with what is specified in Chapter 3 of the Regulation. Chapter 4 also sets out detailed rules of conduct in a situation where the employer is forced to transfer employee documents between electronic systems.

Attendance list and working time records

What is the difference between an attendance list and a timesheet? The attendance list is only a document that confirms the start and end time of work. The law does not impose an obligation to conduct it, and it is the employer himself who decides whether he needs this form of control. It should be remembered that these are two different documents and cannot be used interchangeably.

Working time records are mandatory and contain much more information than the attendance list itself, which tells about the time of starting work, the time of its end, or the length of unexcused absences of the employee.

According to Art. Article 149 of the Labour Code:

“The employer keeps records of employees’ working time for the purpose of correct determination of his remuneration and other work-related benefits.”

An employer who does not keep records of working time may receive a fine of PLN 1,000 to even PLN 30,000. The attendance list can only supplement the working time records.

The attendance list is only to confirm whether the employee has arrived at the workplace. The working time records include other detailed information, such as contractual working hours, overtime, work on Sundays and holidays, sick leaves, and data on whether the employee has taken holiday leave.

What documents should be included in the working time records?

The regulations governing keeping records of working time are contained in the Regulation of the Minister of Family, Labour and Social Policy of 10 December 2018 on employee documentation.

Storing employee documentation is the responsibility of every employer. According to the above-mentioned Act, the employer should store:

Of course, there are many more of these documents, but it is impossible to list them all. The regulations introduced by the legislator clearly state what must be included in the working time records and what employee documentation the employer should have access to. For more detailed information, please visit Regulation of the Minister of Family, Labour and Social Policy of 10 December 2018 on employee documentation.

Which employees are not covered by working time records?

Records of the employee’s working time do not need to be kept in the case of employees who manage the workplace on behalf of the employer. Employees employed in the task-based work system are also an exception to the rule. They belong to employees who receive a lump sum for overtime or night work. In their case, the employee’s working time records are not necessary.

In their case, simplified working time records are used. It consists in the lack of obligation to document working hours. However, keeping limited records does not exempt the employer from other requirements, which include:

Irregularities and their consequences

Failure to keep records of working time is treated as a violation of employee rights, as is violation of working time regulations. Such actions are an offence punishable by a fine of up to 30 thousand. PLN. If there is a suspicion of falsification of the register, the PIP inspector may apply to the court for suspicion of committing a crime. Then the consequences can be much more severe. However, honest employers should not be afraid of inspections. Even if there are minor deficiencies in the records caused by purely technical problems, the inspector will probably only make a note – without criminal consequences.

Keeping employee records (payroll) – using the services of an external company can protect you from irregularities in the documentation and legal consequences.

Summary – working time records

Working time records are the most important element of the documentation of recording working time in a company. Its absence may result in problems in the settlement of working time, as well as the payment of due remuneration. The employer is obliged to keep such records and keep an eye on it, they show the hours worked, the start and end times of work.

The greatest success ?

When answering this question, it is worth choosing a professional achievement that is most relevant to the position you are applying for. When talking about your success, emphasize your role, whether someone helped you with it, what were the difficulties along the way and how you managed to deal with them. The statement should show what determined the success of the entire project (e.g. your organizational skills or the ability to work under time pressure). If you can’t boast of professional success, choose an example from your private life or, for example, from your university days.

The biggest failure ?

At a job interview, everyone wants to present themselves from the best possible side. No wonder that the question of the biggest failure can cause many difficulties. Meanwhile, only those who do not work and do not take up challenges do not make mistakes. The recruiter wants to find out whether the candidate was able to react appropriately and draw conclusions in the event of failure. So when answering such a question, cite the context of the event and focus on how you managed to accept this failure, cope with the consequences of the mistake and draw conclusions for the future. Try to talk as much as possible about your behavior in this situation, while avoiding blaming others.

Why should we hire you in this position?

To answer this question, you need to know the job description you are applying for and be aware of what competencies and skills are in demand. If your previous experience and predispositions coincide with what the company is looking for, the answer to this question will not be difficult for you. All you have to do is compare your knowledge of the expectations for the ideal candidate for a given position with arguments that will confirm that you meet the requirements. Remember to present the benefits that the company will gain by hiring you. It is also worth emphasizing your motivation to work in a given company.

Expectations towards the supervisor ?

The purpose of this question is to verify whether the candidate fits into the company’s organizational culture and whether he will be able to work effectively with his future supervisor. Each manager has a different management style, which is why it is so important to confront the candidate’s preferences with them at the interview stage. If the supervisor likes to have everything under strict control and the candidate needs a lot of autonomy, the cooperation will not be successful for either party. Therefore, it is worth talking openly about your preferences and factors that may determine your satisfaction with cooperation. Focus on issues such as: professional relationships, approach to employee development, substantive skills. Remember not to describe the faults of your current superiors. Thinking about their weaknesses, you can present the opposite image of the supervisor you would like to work with.

Financial expectations ?

Before you go to a hiring interview, review the salary reports for the position you’re applying for. It is important that you confront the collected information with the scope of responsibilities on the position and your experience and competences. Prepare the so-called range of expected salary, both gross and net. Before you answer this question, during the meeting, get full information from the recruiter about the scope of responsibilities in a given position, so that you can still verify your initial assumptions if necessary.

Filling in the documents

The employer will provide you with a set of documents, the completion of which is necessary for the effective employment of an employee. These will be:

Signing the contract

After completing the documents, you sign an employment contract or a temporary employment contract and a statement that you have read the work regulations. If the employment contract has not been concluded in writing, the employer should confirm all arrangements and conditions in writing no later than on the day you start work. Within 7 days of employment, your employer should inform you m.in. o: the applicable working time standard, the dates and method of payment of remuneration, the length of holiday leave, the length of notice.

Medical examinations

On the basis of the personal questionnaire you have completed, your employer will issue you a referral for a medical examination. They are mandatory and are intended to exclude contraindications to work in a given position. Their cost is borne by the employer. Without them, you cannot be allowed to work.

Health and Safety Training

Before starting work, you must undergo initial training in health and safety regulations, as well as general and on-the-job instruction organized by the employer. The training is valid for 5 years and is a prerequisite for the employee to be allowed to work.

Insurance

Within 7 days from the date of employment, the employer is obliged to register you as its employee with the Social Insurance Institution, and then pay certain insurance contributions for you: pension, disability, sickness and accident insurance. ZUS also collects and transfers to other institutions contributions for health insurance, the Labour Fund, the Guaranteed Employee Benefits Fund and the Bridging Pension Fund.

What is permanent recruitment?

Permanent recruitment consists in providing the employer with employees who meet certain criteria. It is a complex process carried out by our agency from A to Z. As part of the permanent recruitment, the following activities are undertaken:

When conducting permanent recruitment for our clients, we use various methods, such as direct search, head hunting, scouting, networking or market talent mapping. Each time, we adjust the procedure to the nature of the position to be filled, as well as other requirements of the employer.

Why is it worth outsourcing permanent recruitment to professionals?

Permanent recruitment conducted by professionals makes sense especially where acquiring an employee with specific qualifications, experience or qualities is extremely important. Professional support definitely increases the chance of finding the right people to fill specific vacancies. Thanks to the use of internal contacts and proven recruitment techniques, the agency is able to quickly reach the right candidates. Comprehensive recruitment also allows for a thorough recognition of the employer’s needs, which leads to a much better match of employees’ competences. In short – professional permanent recruitment is simply more accurate!

What’s more, thanks to the speed and efficiency of the processes, cooperation with an agency such as Leasing Team also saves money. The cost of the service pays for itself very quickly, thanks to the possibility of acquiring an employee not only with perfectly matched skills and experience, but also with the right character traits. We acquire motivated, hard-working and loyal candidates, who usually find employment with our clients for a long time and become important elements of the organism that constitutes a given company.

Permanent recruitment with an agency – when is it most profitable?

There are many situations in which permanent recruitment entrusted to a professional agency is simply the most profitable. It is worth deciding on it, especially when:

Leasing Team will help you in each of these situations, organizing professional and, above all, effective recruitment for your company.

Permanent recruitment with Leasing Team – why us?

Leasing Team is an employment agency with extensive experience in acquiring candidates for various types of positions. In the field of permanent recruitment for middle and high-level positions and providing candidates with a narrow specialization, our company LeasingTeam Professional provides services. Our team has experience in recruiting for representatives of various sectors and businesses of all sizes. If you entrust us with finding highly qualified employees for your team, you will work with recruiters who know not only the current realities of the labor market, but also your industry.

We have a wide contact base of over 200 thousand. candidates and best practices for vetting them. We use our proprietary ASSET® method (Analysis » Strategy » Selection » Evaluation » Target) in every recruitment process. If necessary, we also use an assessment center process to verify competencies very thoroughly.

By working with Leasing Team, you not only give your company a chance to attract the best possible candidates for a given position, but also take care of its image. A professionally conducted recruitment process ensures a positive experience among all people involved. We conduct all activities in such a way as to provide our clients with maximum business benefits and support their activities. We shorten and improve the process of searching for employees, ensuring full satisfaction.