Dorota Grudzień Molenda, managing partner, Arthur Hunt Consulting Polska, talks to the BPCC’s Michael Dembinski about the search for top management talent in a rapidly changing market, challenged by demographics, globalisation and technological change.

Dorota Grudzień Molenda, managing partner, Arthur Hunt Consulting Polska, talks to the BPCC’s Michael Dembinski about the search for top management talent in a rapidly changing market, challenged by demographics, globalisation and technological change.

Executive recruitment is becoming tougher in a competitive market. Can you tell us about how the selection process looks in Poland today, from presenting a shortlist to the interview – what selection techniques and tools do you use? How does a recruiter get the balance right between their intuition and the empirical data obtained from psychometric testing and experience listed in a CV?

Every top executive recruitment process is like a ‘piece of art.’ The client seeks a ‘personality’ that aligns with the organisation across multiple dimensions: skills, competencies, experience, and unique values that the candidate can bring to the company. The candidate’s ‘efficiency’ is critical – at this level, mistakes can result in significant losses. Therefore, the selection process is rigorous and demanding.

We begin with a clear brief outlining the ideal candidate profile, as described above, along with the key challenges the individual will face. Next, we compile a targeted list of companies from which we will directly attract potential candidates. The final stage involves identifying, contacting, and thoroughly evaluating all relevant candidates. While we analyse all available information – social media, CVs, and other sources – this serves only as a preliminary screening tool. The true significance of a candidate’s credentials is assessed in person by both the consultant and the client throughout the selection process.

To ensure the right fit, we employ a behavioural questionnaire to assess both competencies and personality. Additionally, we use psychometric tests to provide a more comprehensive and objective evaluation. There is no universal checklist of ‘right’ or ‘wrong’ traits; instead, a candidate’s personality must align with the company’s culture and the leadership style of their future superior.

In some cases, a candidate may have less experience but will be selected because of a ‘natural synergy’ with their future manager. The wonderful Polish expression ‘to steal horses together’ comes to mind – highlighting the importance of trust and shared values in building confidence, which is just as crucial as competencies and experience in the selection process. However, it is important to emphasise that while good chemistry is valuable, the candidate must still demonstrate the required experience, skills, and behaviours – cultural fit alone is not enough.

I would like to say e few word about leadership competencies. At the executive level, exceptional leadership is a must. ‘Personality’ also encompasses the leadership style a candidate demonstrates. Being a great leader is essential – but what does that truly mean? Every organisation has its own distinct leadership culture, approach to engagement, and methods of driving results. Great leadership means achieving ‘efficiency’ while respecting the company’s heritage and simultaneously integrating best practices that the candidate brings.

You also asked how we assess passion, engagement, and determination. An experienced executive consultant carefully observes the candidate on multiple levels – how they speak, what they emphasise, and what truly drives them. Non-verbal communication is another key factor, providing valuable insights that play an essential role in the evaluation process. This is the ability that comes with experience and maturity.

I am in particularly interested in the skill/will matrix; it’s easy enough to see on paper what qualifications a candidate has, but it’s far harder to check their levels of determination, resilience and energy/drive on the basis of a CV and interview. How do you screen for those factors?

This is a very interesting aspect that you mention. The skill/will matrix is complex in both dimensions and not easy to assess. There can be a significant difference between a candidate’s actual skills and their self-reported abilities. Some candidates present themselves convincingly and demonstrate strong self-promotion skills. The ‘will’ aspect is even more challenging to evaluate. Therefore, it is crucial for the verification process to include multiple stages and involve different observers to assess how candidates behave in various situations.

Let’s begin by focusing on skills. During the process, we align with the client on the specific skill set required and develop a list of questions to assess key competencies. Often, we ask candidates to describe a situation using the problem-action-resolution approach – meaning they outline the challenge they faced, the actions they took, and the final outcome, including the level of success or failure. It is essential to take candidates out of their comfort zones, as crises reveal true character. Inconsistent narratives often expose gaps in their stories.

For this reason, we implement multiple checkpoints. At later stages of the process, candidates may be required to prepare case studies, such as strategic presentations, plans for specific areas, or solutions for overcoming certain challenges. Some clients also opt for a full assessment process to verify critical competencies. The selection method depends on the client’s environment, its complexity, uncertainty, and the challenges that need to be addressed.

When it comes to assessing will, this is primarily evaluated through the executive consultant’s solid experience and intuition. To me, intuition consists of three elements: a defined skill set, a deep understanding of the situation, and the ability to apply the best combination of skills and competencies to make sound decisions.

Evaluating willpower often leads us into the realm of declarations. Candidates typically claim to have a ‘can-do attitude,’ a ‘problem-solving mindset,’ and a strategic outlook. The real challenge is distinguishing between well-rehearsed responses and genuine qualities. Only an experienced consultant or manager can truly discern the difference. In assessing will, every detail matters: the overall impression the candidate leaves, small, consistent details that form a bigger picture, their energy levels and areas of focus, their ability to listen, respond to feedback, and stay engaged.

Being fully present throughout the meeting is crucial – paying close attention to every word, reading between the lines, and observing body language, energy, and emotions. An experienced observer and listener can see the complete picture, which is made up of many small but critical elements. Psychometric tests also provide valuable and objective insights into a candidate’s behaviours, attitudes, and beliefs, making them a helpful tool in assessing willpower.

When considering a candidate for the shortlist, I ask myself several key questions:

  • What overall impression did the candidate leave?
  • Did they impress me? If so, how?
  • Were their answers clear and accurate?
  • Did they build credibility and inspire confidence – and if so, how?
  • What words and expressions did they use to describe their experience?
  • What topics engaged them the most during the conversation?
  • How did they react to feedback?
  • Did they demonstrate strong leadership and the ability to handle HR challenges?

How do you verify if a candidate presents themselves truly – and  not one of their masks?

The truth is we always were some masks. The question I ask myself is rather: ‘What is the candidate’s main game? How does he want to be perceived?’. This brings to mind the famous book by psychiatrist Eric Berne, Games People Play. In it, he introduces the concept of transactional analysis, where he defines three fundamental roles people take on: Adult, Parent, and Child. Interestingly, a person may play the role of an Adult or Parent while behaving as a Child, and vice versa. Additionally, Dr Berne describes certain games people play to justify their behaviours, successes, and failures. These psychological patterns influence how individuals select the people they surround themselves with – often choosing those who validate their own behaviours.

For me, it is essential that the candidates we present to clients are true partners to others, rather than individuals who seek external justification for their actions

Average pay in Poland over the past 20 years has trebled while prices have merely doubled, leaving the average employee (in the private sector at least) significantly better off with a 50% increase in purchasing power over that period. How has executive remuneration in Poland developed over recent years – is the gap between executive pay and average pay been growing or has it stayed roughly the same?

This is an interesting topic with no simple answer. Poland has become increasingly expensive for employers. The initial reaction of international clients from the UK, Germany, or France when searching for a local manager is often shock at the high salaries paid to local executives. Many still perceive Poland as a low-cost labour market. However, a significant transformation has taken place – shifting from a low-cost economy with numerous industrial sectors and factories to a hub for high-value investments in shared-service centres, IT, robotics, and automation, where advanced skills and education are key.

Recently, I came across a salary analysis in Europe showing that Polish employees now earn more than their Portuguese counterparts. While salaries in Poland remain lower than those in Western Europe, the gap is closing, particularly at the top executive level. Additionally, we have observed a significant increase in the minimum wage, and according to GUS, in the last quarter of 2024, salary growth was recorded at 12.4%. Executive salaries have also risen, but here we see considerable variations depending on both candidates and companies. From an organisational perspective, several factors influence salary levels, including: company origin (local vs. global), business scale and sector, compensation policies (or lack thereof), financial standing, among others. From a candidate’s perspective, salary expectations align with managerial experience, knowledge and expertise, past projects and level of success.

For two comparable candidates, salary expectations can differ by as much as one quarter. Gender differences still play a role – women, in general, tend to expect lower salaries than men. However, the gap is narrowing, and we increasingly see outstanding female leaders who know their worth and are confident in stating their salary expectations.

At the top executive level, companies seek highly effective managers with proven track records of success. These candidates are often well compensated in their current roles and may not be actively seeking a change. As a result, a form of bidding process (licytacja) can take place between the current and prospective employer. It is natural for the hiring company to aim for a lower cost, while the candidate seeks the best possible offer – ultimately, it comes down to negotiation.

We as executive search consultants frequently assist in such negotiations to assess the situation and identify the Best Alternative to a Negotiated Agreement (BATNA). In some cases, the initial salary expectations differ significantly. The positive aspect at this level is that, beyond financial compensation, candidates also consider non-financial benefits when making career decisions.

What non-salary elements of remuneration packages are most popular – profit-based bonus schemes, family health-insurance packages, company cars? What changes are you noticing here – what’s trending?

This is a particularly interesting aspect of the remuneration package. At the executive level, candidates tend to be more open to alternative compensation structures, such as performance-based bonuses, additional percentages tied to above-target growth or EBITDA, as well as shares and stock options. Each company has its own system of financial incentives, making it difficult to establish universal rules. However, after base salary, the financial bonus structure is typically the second most important factor for candidates.

Candidates who are confident in their ability to deliver strong results are often highly receptive to models such as ‘bring more, we’ll share’ or performance-based remuneration. Equity-based incentives, such as shares and stock options, foster long-term engagement between the company and the executive, increasing retention. Many candidates choose to stay with their current organisations due to the future value of shares and the growth potential they represent. This can be compared to holding a diversified portfolio of investment equities.

‘Golden cage’ strategies – where companies tie executives in with long-term financial incentives – can be highly effective in retaining top talent. From a psychological perspective, such structures increase alignment between executives and the organisation, strengthening their identification with the company’s long-term vision.

Additional benefits such as medical insurance, gym memberships, personal trainers, or private pension plans (PPK) are commonly included in executive packages. However, candidates tend to view these as standard components rather than differentiating factors. A company car or car allowance has traditionally been a must-have, but this is beginning to change. Increasingly, both companies and candidates are considering environmental sustainability, with some opting out of this benefit. This shift may indicate a growing trend for the future.

To what extent are your clients hiring executives from outside Poland? Is recruitment of foreign talent growing? How is this tendency likely to develop? And are foreign companies seeking executives on the Polish market to work for them abroad?

The customers we work with typically request that we source candidates from Poland when recruiting for positions in the local market. However, for companies from such countries as Korea, China, and Japan, it is still common practice to appoint their most trusted managers to the highest positions in Poland, rather than recruit externally.

In contrast, European and American companies have a high level of trust in Polish experts and leaders. Increasingly, Polish professionals are being recruited into top regional roles, managing CEE (Central and Eastern Europe) or even EMEA (Europe, the Middle East, and Africa) operations. Polish human capital is highly valued – Polish professionals are recognised for their knowledge, strong work ethic, and ability to bring value to organisations. As a result, fewer foreign executives are relocating to Poland, while more Polish professionals are advancing into leadership roles across the region.

At lower employment levels, Poland has no choice but to rely on immigration due to demographic challenges. Recently, I reviewed the Population Forecast for 2100 based on UN World Population Prospects 2024. The report indicates that within the next 75 years, Poland’s population is expected to decline by 49% (around 18 million people) due to mortality rates, migration patterns, and low birth rates. Meanwhile, the overall population in Europe is projected to decline by 20%. This data highlights the urgent need for a larger workforce to support Poland’s economic growth across multiple sectors.

For Poland, the first-choice workforce comes from Belarus and Ukraine. However, the key question remains – is Poland their first-choice destination? I frequently speak with clients in the industrial and logistics sectors, who emphasise the value of Indian and Vietnamese workers. These employees are seen as highly motivated and hardworking, making significant contributions to their respective industries. As Poland continues to grow as a major Shared Services Hub, supporting multinational environments operating 24/7 in over 20 languages, the country presents a significant opportunity for foreign workers to secure well-paid jobs. Many of these workers already possess basic English skills, which facilitates their integration into the labour market. This could represent a future trend for Poland’s workforce.

The big question is how automation, AI, and robotics will impact the labour market in the coming years to calculate number of immigrants we really absorb on the labour market. Additionally, Poland must consider how many foreign workers will be required to sustain the economy and prevent the pension system from collapsing. But this is another story to be discussed. 

Many of our members talk about the challenges of running multigenerational teams of employees, pointing to the cultural and behavioural differences between there boomer, Gen X, millennial and Gen Z cohorts. Just looking at executives, do you discern generational differences when you are recruiting? To what extent are generational factors an issue for your clients when selecting executives, and how do you think this will play out in the future as Gen Z starts applying for C-suite jobs?

This is a challenge faced by many of my clients. We recently held a discussion on how to effectively manage Generation Z, often perceived as a demanding workforce due to their approach and attitude toward work. Many myths and misconceptions have emerged around this topic. One of our panellists made an insightful remark: “They are our children. We raised them and instilled certain expectations in them”. Now, their employers continue to reinforce these expectations with perks such as Fruit Fridays, office gyms, and creative zones – creating a competitive race to offer more. The real question, however, is: What are their actual needs, and how can we, as employers, meet them?

Of course, this is a generalisation. It’s important to recognise that Gen Z professionals are also highly educated, protective of their privacy, equipped with valuable skills and unique personalities.

These factors influence how they engage in the workplace. They bring fresh knowledge that, if harnessed correctly, can foster mutual learning between younger employees and more experienced managers. Many Gen Z professionals are entrepreneurial, proactive, and hardworking, but they prefer to work on their own terms.

Instead of focusing on how to control Gen Z, we should ask ourselves: how can we engage them effectively and make them impactful: how can we make them feel valued.

It is our responsibility to help them grow and become effective leaders. There is significant leadership potential in this generation. If we reflect on how management has evolved over the past 20–30 years, we can expect equally significant changes in the next few decades. Gen Z already possesses many of the skills needed for future leadership. The key challenge is how to transfer best practices to ambitious young professionals navigating a business environment shaped by black swan events. While they may lack experience, they are facing different challenges that shape their development.

This is where knowledge-sharing and mentorship become essential. We need intelligent leadership programmes – and this is where the silver generation can contribute significantly. Demographics cannot be ignored; businesses will increasingly need to recruit senior professionals. Without them, we risk losing valuable knowledge and stability.

I recently worked on an executive recruitment case where a highly qualified candidate in their 50s was rejected because the company’s average age was 30. But shouldn’t organisations recognise the experience and knowledge senior professionals bring? The silver generation has navigated multiple crises and complex situations – and their presence in leadership teams provides stability. Without them, who will guide organisations through future uncertainties?

Yet, age is a state of mind. Anyone questioning the importance of hiring experienced professionals should visit Warsaw’s Copernicus Science Centre, where a real-time map illustrates global birth and death rates – clearly showing the shrinking workforce.

How should Poland’s education system adapt to better serve the needs of business? Is a five-year Master’s degree that much more useful to an employer than a three-year Bachelor’s degree plus work experience? And how good are MBAs and EMBAs from Polish universities when compared to those in the US, UK and other EU countries?

There are two worlds: university and reality. In business, no one reads long essays – practicality is key. The length of education matters less than ensuring students gain hands-on experience in entrepreneurship and business management. In my opinion, Polish universities need to send more students into real-world business environments. Young people should experiment early to discover what truly engages them. Without prior exposure, many jump between jobs after graduation, searching for direction. Meanwhile, Poland must also invest in technical and vocational schools to equip non-academic students with practical craft skills needed in the economy.

We live in fast-changing times, constantly stepping out of comfort zones. Psychological support and well-being programs are crucial for young people. The education system must adapt – preparing students not for today but for 2035, when 65% of current jobs will no longer exist. The focus should shift to entrepreneurial mind-sets, adaptability, resilience, and soft skills, essential for navigating a world of growing uncertainty.

The system must also strengthen young people’s ability to manage change. While AI and automation will transform industries, human skills remain vital. The biggest challenge for leaders will be managing AI-related fears, helping employees step beyond their comfort zones while still feeling valued and rewarded. The key is not fearing AI but leveraging it, allowing automation to handle repetitive tasks while people focus on creativity, leadership, and innovation.

The future demands agility and vision – our education system must prepare young minds for this reality.