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dotLinkers ranks among the top B2B companies globally out of over 400,000

dotLinkers [December 10, 2025] today announced its inclusion in the 2025 Clutch 1000 list from Clutch, the leading global marketplace of B2B service providers. The Clutch 1000 is an exclusive ranking highlighting the top 1000 highest-rated business service providers on the platform out of more than 400,000 total providers worldwide.

Honorees are selected based on four key criteria:

• Quantity, quality, and recency of verified Clutch reviews
• Diversity and scope of clientele and portfolio of work
• Robust company profile with competitive specializations and considerable experience
• Strong brand awareness and industry recognition

Being named to the Clutch 1000 is an incredible honor for dotLinkers. This award reflects our dedication to exceptional service, client-focused collaboration, and consistently delivering work that moves businesses forward. We’re proud to be recognized on a global stage among the top service providers in our field.

“Earning a spot on the Clutch 1000 places a company in a league of its own and highlights true excellence in service,” said Mike Beares, Founder and CEO of Clutch. “These standout firms have built their reputations through exceptional client satisfaction, consistent results, and a commitment to delivering real impact. We’re proud to celebrate their achievements and help connect them with businesses seeking trusted partners to drive success.”

View the complete list of 2025 Clutch 1000 honorees here.

View our recent work and reviews on our Clutch profile: dotLinkers Clutch Profile

About dotLinkers

dotLinkers is a leading IT recruitment agency based in Poland, specializing in providing high-quality IT recruitment services globally, with a focus on recruiting in Poland. Our primary clients are companies from the US, Europe, and Israel. Founded by two passionate IT recruitment professionals, Artur and Kamil, dotLinkers recognized the need for a recruitment company dedicated to helping startups and software product companies find the best IT talent available.

About Clutch
Clutch empowers better business decisions as the leading global marketplace of B2B service providers. Business leaders rely on Clutch for in-depth, verified client reviews and to confidently evaluate partners that fit their unique goals. Clutch offers a platform for agencies to increase their visibility with buyers, strengthen their brand’s credibility, and grow their business.

When planning a job change or entering into a B2B collaboration in Poland, one key aspect to pay attention to is the notice period. It’s not just a legal formality; it also affects workflow, job continuity, and financial security for both employees and contractors. In Poland, the rules around notice periods vary depending on the type of agreement, whether it’s an indefinite employment contract, a fixed-term contract, a probationary contract, or a B2B contract. In this article, we’ll explain the applicable regulations and practical guidelines for notice periods, helping employers, employees, and contractors navigate this important aspect of working relationships with confidence. 

In Poland, standard notice periods depend on the type of contract, its duration, and the employee’s length of service. The regulations concerning notice periods are governed by the Labour Code, which defines specific rules for both indefinite and fixed-term employment contracts, as well as for probationary contracts.  

Indefinite-Term Employment Contract

For an indefinite-term employment contract, the notice period depends on the employee’s length of service with a given employer. According to the Labour Code, the notice periods are:  

• 2 weeks: if the employee has been employed for less than 6 months,  
• 1 month: if the employee has been employed for at least 6 months but less than 3 years,  
• 3 months: if the employee has been employed for at least 3 years.  

The notice period begins on the first day of the month following the submission of the notice. For example, if an employee submits their notice on March 15th, the notice period starts on April 1st and ends on April 30th (in the case of a 1-month notice period). 

Fixed-Term Employment Contract

In the case of a fixed-term employment contract, the regulations are more flexible. The notice period depends on the length of the contract, but unlike indefinite-term contracts, the periods are shorter:  

• 3 working days: if the contract lasted less than 6 months,  
• 1 week: if the contract lasted at least 6 months but less than 3 years,  
• 2 weeks: if the contract lasted at least 3 years.  

It is worth noting that a fixed-term contract may not include a notice period if both parties agree otherwise, for example, in the contract. These contracts often include clauses stating that the employment ends on a specified date without the need for notice. 

Probationary Employment Contract

A probationary employment contract is a specific type of contract used to evaluate the qualifications of an employee and their suitability for the company and can last no longer than 3 months. According to the Labour Code, the notice period depends on the duration of the probation:  

• 3 working days: if the probation period does not exceed 2 weeks,  
• 1 week: if the probation period lasts from 2 weeks to 3 months,  
• 2 weeks: if the probation period lasts 3 months.  

It is also worth noting that an employer and an employee may terminate an employment contract with immediate effect (without observing the notice period) only in specific cases, such as a serious breach of duties by one of the parties, including failure to perform work duties, theft, or other serious misconduct. The notice period should be respected by both parties to the contract. If the employer decides to terminate the contract and the employee is not required to work during the notice period, the employer is obliged to pay the employee for that period. It is also worth mentioning that employment contracts concluded in Poland may include other notice periods more favorable to the employee if such terms have been individually agreed upon or specified in a collective agreement. 

Notice Period in a B2B Contract

In B2B contracts, both parties have full freedom to determine the terms of cooperation, including the notice period. In practice, this means that each B2B contract may contain different provisions regarding the notice period, depending on the negotiations between the company and the contractor. Commonly used terms include:  

• 14 days: usually used for contracts concluded for a definite period  
• 30 days: the most commonly encountered notice period in B2B contracts  
• No notice period: in some cases, a B2B contract may include provisions that allow for termination at any time, without the need to observe a notice period, as long as both parties agree.  

In the case of a B2B (Business to Business) contract, which is a form of cooperation between two independent parties (e.g., between a company and a self-employed individual), the issue of the notice period is not regulated by the labour code, as it is a civil law contract, not an employment contract. The notice period depends on the terms agreed upon in the contract between the parties.  

Additionally, B2B contracts may include a clause allowing for immediate termination without notice if one of the parties breaches essential terms of the contract or fails to fulfill their obligations. Examples of such situations include insolvency of one of the parties, failure to deliver agreed services, or non-payment. 

How to Determine the Notice Period?

The notice period in a B2B contract is determined based on individual arrangements between the parties. In practice, it is a matter of negotiation and the terms agreed upon in the contract itself. It is advisable for both parties to establish an appropriate notice period at the very beginning of the cooperation to avoid misunderstandings if the need to terminate the contract arises. If a B2B contract is concluded for an indefinite period, a 30-day notice period is a common practice. For fixed-term contracts, the period may be shorter—typically around 14 days. If the B2B contract applies to a project with a defined completion date, it may not include any notice period at all and simply expire upon project completion.  

In every case, it is recommended that the notice period terms be clearly defined in the contract to avoid future disputes and ensure transparency in the working relationship. 

Opening an IT company branch in Poland usually takes between 2 weeks and 2 months from the submission of a complete application to the National Court Register (KRS). This timeframe covers the basic legal registration process, assuming that all documents are correct and complete and there are no delays due to formal deficiencies.

Key Steps and Considerations to Open IT Branch in Poland

Preparation of Documents

You must gather and translate (by a sworn translator) the parent company’s constitutional documents, such as the articles of association, certificate of incorporation, and a resolution to establish the branch. These documents must be notarized and, if applicable, apostilled or legalized.  

Appointment of a Branch Representative

A person (proxy) must be appointed to represent the branch in Poland. This person does not need to be a Polish citizen, but must have a Polish address.  

Electronic Registration

The application is submitted electronically via the Court Registers Portal (PRS). Paper applications are not accepted.  

Court Processing: The KRS is required by law to process applications within 7 days, but in practice, it often takes several weeks to up to 2 months.  

Post-Registration Steps

After KRS registration, you must:  

• Register with the Tax Office for a tax identification number (NIP) and VAT, if applicable.  
• Register with the Central Statistical Office.  
• Register as an employer with the Social Insurance Institution (ZUS) if you plan to hire staff.  
• Open a Polish bank account (recommended, though not strictly required). 

Is it possible to start the recruitment process in Poland without formally establishing a company?

Yes, it is possible to start the recruitment process in Poland without formally setting up a company, thanks to a solution known as the Employer of Record (EoR).  

An Employer of Record is an external entity that formally employs workers on behalf of a foreign company. This means that the EoR handles all employment-related formalities, such as signing employment contracts, processing payroll, paying social security contributions, taxes, and fulfilling other legal obligations under Polish labor law, while the actual day-to-day management of the employee remains with the client, i.e., the foreign company.  

This solution is especially attractive for companies that:  

• Want to quickly enter the Polish market without registering a legal entity and want to hire on perm contracts.  
• Are testing the market or running a pilot project.  
• Wish to hire remote professionals in Poland but are not ready to commit to the administrative and tax responsibilities of setting up a local branch. 

In practice, using an EoR allows companies to begin recruitment almost immediately while remaining fully compliant with Polish labor regulations. Importantly, this is a legal and widely accepted approach, particularly in the IT and professional services sectors. However, it’s worth noting that many candidates in Poland prefer to work on a direct B2B contract with the end client. EoR solutions, while effective, involve more formalities on the candidate’s side and may raise concerns about being officially employed by a third-party entity rather than by the company they’ll actually be working for. Wherever possible, direct B2B engagement tends to be more attractive from the candidate’s perspective.  

Check also: Why is worth opening a branch in Poland.

Expanding into a new market, such as Poland, is a crucial moment for companies, full of opportunities but also challenges. One of the most important tasks in the process of opening a new branch is building a local team. In this context, many companies face the dilemma of whether to recruit independently or use the services of a recruitment agency. In-house recruitment offers greater control but can be time-consuming, risky, and lacks familiarity with local realities. A recruitment agency not only saves time and resources; it also provides access to expert knowledge, a broad database of candidates, and market expertise, which can significantly speed up and streamline the process of building an effective team. Why else should such collaboration be considered? Below are the key arguments. 

Knowledge of the local labor market

Recruitment agencies operating in Poland have up-to-date, hands-on knowledge of the local labor market. They are familiar with salary levels, candidate availability, industry standards, and employee expectations. For companies entering a new market (without prior experience, local recruiters, or professional networks), such insight is crucial. 

A good agency has in-depth knowledge of the local tech landscape; it knows which companies have built strong engineering cultures, deliver high-quality products, and attract top talent in specific technologies. This allows recruiters to focus their search on proven environments, where the likelihood of finding strong candidates is highest. Thanks to this market insight, agencies can move fast and with precision, reaching the right people from day one. 

Additionally, agencies help tailor job offers to match market expectations, advising on salary ranges, benefits, and non-financial perks to ensure the role is attractive and competitive. This not only increases response rates but also reduces drop-off later in the process. Another important point is that Polish candidates are generally less responsive to recruiters from abroad who operate without a strong presence in the local market. They tend to trust agencies that understand the realities of working in Poland, including local employer reputations, typical career paths, and workplace expectations. A local agency can build credibility more easily and engage candidates more effectively through relevant, well-informed, and often phone-based outreach. 

Saving Time and Resources

Recruitment is a time-consuming process. It starts with preparing the job advertisement, running a campaign to promote the offer, analyzing resumes, and going all the way to interviews and negotiations. Carrying out this process internally requires not only the involvement of the HR department, but also operational managers, who often do not have the bandwidth during the setup phase of a new business. 

According to data from Glassdoor, the average recruitment time for a single position in Europe is 23.5 days, and for specialized or managerial roles, it can take up to 40 days. Agencies shorten this time because they have streamlined processes, automated selection tools, and access to candidates right now. 

Additionally, agencies take on most of the operational tasks, from the initial contact with candidates through pre-screening to organizing interviews and providing feedback. This allows the internal team to focus on strategic actions related to the development of the new branch without having to dedicate time to the labor-intensive candidate selection process. 

Faster Access to the Hidden Talent Pool

Many of the most valuable specialists are not actively job searching and do not respond to standard job ads; this is the so-called hidden talent pool. Recruitment agencies, especially those specialized in direct search, have access to these talents through well-established networks, referrals, and an active sourcing approach. This enables them to reach candidates whom the company conducting recruitment internally might not even notice. 

Moreover, a good agency acts fast. Immediately after signing a contract, it starts actively calling relevant candidates, not just messaging them, to quickly assess interest and availability. This allows the agency to present strong profiles to the client within just a few days. Acting quickly is essential; in a competitive market, delays can mean missing out on top candidates who won’t stay available for long. 

Flexible Models of Cooperation

Agencies offer various forms of collaboration tailored to the client’s needs: Success Fee, Recruitment Process Outsourcing (RPO), or modular RPO. In the Success Fee model, payment is made only for successful hires, making it a cost-effective option for companies focused on specific roles or short-term recruitment needs. RPO allows companies to outsource the entire recruitment process, providing a comprehensive solution for scaling teams or handling high-volume hiring. The modular RPO model offers even more flexibility by outsourcing only selected stages of the recruitment process, such as sourcing, screening, or interviewing, while keeping other stages in-house. This approach allows companies to adjust the level of involvement and costs according to their current needs and business scale. For companies opening a new branch in Poland, such flexibility can be crucial; it enables them to start operations without the need to build internal HR structures from scratch. 

Scalability and Flexibility

Opening a new branch often requires hiring a large number of people in a short time. Internal HR departments, especially at the beginning of operations, may have limited capacity. Agencies are able to allocate additional resources, conducting multiple recruitments simultaneously, including mass recruitment (hiring a very large number of talents in a short period) as well as executive search – recruitment for managerial positions. 

What sets agencies apart is their on-and-off model. While hiring and onboarding an internal recruiter in Poland can take 3 to 4 months, with the added risk of needing to restart the process if the wrong person is chosen, a good recruitment agency can immediately dedicate an experienced recruiters to a project. This is crucial, especially at the beginning of a project, when the client may not yet have a local presence in Poland. The ability to quickly scale the team with experienced recruiters without the delays of traditional hiring processes is crucial for meeting tight deadlines and ensuring effective recruitment right from the start. 

Minimizing the Risk of a Mis-hire

According to CareerBuilder research, 74% of employers admit to hiring at least one person who did not meet expectations, and the cost of a bad hire for mid-level positions can reach up to 30% of the employee’s annual salary. For companies entering a new market, where every mistake can delay operational goals, minimizing such risks is particularly important. 

In addition to candidate selection, recruitment agencies often offer a so-called guarantee period (replacement). This means that if the newly hired employee does not meet expectations or resigns within a certain period, the agency will conduct a new recruitment without additional charges. The terms of this guarantee are always specified in the contract but typically cover a period of 3 months from the hiring date. This provides the employer not only with greater peace of mind, but also concrete financial and operational security – which can be crucial when building a team from scratch. 

When opening a branch in a new market, every company faces the need to quickly and efficiently build a team. While internal recruitment may offer more control, using a recruitment agency brings numerous benefits that can significantly ease this process. 

Recruitment agencies, thanks to their specialized knowledge of the local labor market, extensive networks, and established processes, save time and resources. They also offer flexible collaboration models that can be tailored to the company’s current needs. Moreover, with their experienced teams, agencies minimize the risk of mis-hires by offering a guarantee for re-recruitment if the hired employees are unsatisfactory. Using the services of a recruitment agency also provides better access to the hidden talent pool, which, combined with the ability to conduct large-scale recruitment, enables companies to quickly and effectively assemble a team suited to the challenges of expanding into a new market. For companies entering the Polish market, such cooperation will undoubtedly accelerate the recruitment process, reduce the risk of wrong decisions, and allow them to focus on key aspects of their operations. 

Recruitment is more than just finding a candidate; it’s the art of attracting, engaging, and properly assessing individuals who can bring real value to your organization. This is especially true in the IT industry, where competition for talent is exceptionally fierce, and every step of the interaction with a candidate matters, from the first message to the final offer. That’s why, in this chapter, we share our experiences of working with clients on a daily basis. We’ve gathered the most common recruitment pitfalls and show you how to avoid them, whether you’re handling recruitment on your own or collaborating with an external partner. Here are proven practices that will help you avoid typical problems and conduct a recruitment process in a professional, effective, and market-relevant way in the IT industry. 

Precise Job Ads and Smart Candidate Filtering

In the IT industry, a well-written job ad is not just a formality; it’s the first filter that helps attract the right candidates and saves time for both parties. Generic or “marketing-heavy” descriptions of technical roles can lead to a flood of irrelevant applications, slowing down the recruitment process and frustrating both recruiters and candidates. 

What should be included in the job ad? 

• Specific tech stack: Avoid vague phrases like “knowledge of modern technologies”. Instead, clearly specify which languages, frameworks, and tools the candidate will be working with (e.g., React + TypeScript + AWS). 

• Responsibilities tailored to experience level: A Mid Developer and a Senior Developer might work in the same team, but their roles will be different. Make sure to detail these differences to avoid confusion. 

• Work model information: In IT, this is crucial. Highlight whether the position is remote, hybrid, or in-office. This is often the first filter candidates use when considering a role. 

• Salary range: More and more tech companies are opting to publish salary ranges, understanding that transparency at this stage helps prevent time wasted on both sides; a great approach. 

If a candidate doesn’t know what to expect in an interview, what they’ll be doing in the project, or which team they’ll collaborate with, they might lose interest or drop out at a later stage. Precision from the very start is not just a time-saver; it’s also the first step in building a positive candidate experience. 

Engaging the Right Candidates and Keeping in Touch

In IT recruitment, timing, authenticity, and… patience, matter. Top specialists aren’t actively looking for a job; it’s the job that’s looking for them. Therefore, if someone hasn’t replied to your first message, it doesn’t necessarily mean they’re not interested. Sometimes, a little more persistence and honest communication are all it takes. 

Personalize, Don’t Spam 

In the IT environment, candidates can quickly sense generic messages. If you want them to open your message and consider the offer: 

• Refer to a specific project or experience on their profile (e.g., I was impressed by your involvement in a microservices-based application; we have a project where those skills will be highly valuable). 

• Mention what might motivate them: remote work, interesting technologies, a greater impact on architecture, team culture. 

• Don’t bombard them with technical jargon. An IT recruiter doesn’t need to pretend to be a developer. What matters is clarity and respect for the recipient’s time. 

The statistics are clear: one message is not enough. Candidates may miss it, forget about it, or ignore it due to lack of time. By sending: 

• A second message after 2-3 days significantly increases your chances of getting a response. 

• A third message with a slight emotional touch (We’re closing the shortlist, let me know if this could be something for you) might attract those who are still undecided. 

Important: It’s not about spamming, but about polite, consistent presence. 

Stay in Touch – Even When Nothing is Happening 

For the candidate, the lack of communication is the worst sign. They may start assuming they’ve been rejected or that the company is disorganized. Even if the process is taking longer, or you don’t have an update: 

• Send a short email like: Just wanted to let you know we’re still waiting for a decision from the client. I’ll keep you posted as soon as anything changes. Thanks for your patience! 

• Set a reminder (e.g., every Friday) to keep in touch. Such a small gesture builds a huge amount of trust.  

This way, the candidate not only remains “warm”, but also gains a better impression of your brand as a recruiter and your company overall. 

Speed, but Without Rushing and Compromising Quality

In IT, a good opportunity doesn’t wait long… top candidates often disappear from the market within days, not weeks. On the other hand, a rushed recruitment process can result in a wrong hire. The key is to find a balance: act quickly but thoughtfully. 

Shorten the Process – Wisely 

Multi-stage interviews, tests that no one reviews, and weeks of silence after a meeting are the most common reasons candidates drop out. Review which steps truly add value. In practice: 

• Consider whether you really need three technical interviews, or if one well-prepared interview with a task would suffice. 

• Avoid unnecessary stages; fewer, but more meaningful steps are better. 

Automate What You Can 

A good ATS (Applicant Tracking System) can relieve your team of repetitive tasks: 

• Automated messages (e.g., confirmations, meeting reminders) 

• Quick interview scheduling integrated with calendars 

• Organizing notes after interviews and candidate statuses 

This way, you have more time for genuine engagement and conversations with people and less time spent on clicking. 

When the Process Must Take Longer – Say It Upfront 

Not every IT recruitment process can be fast, especially for C-level roles, rare skills, or in large corporations where decisions require multiple approvals. 

The worst thing you can do? Silence or “sugar-coating” the situation. 

From the very beginning, inform candidates that the process will take time, e.g., This role requires a conversation with the end client, and the process may take 3–4 weeks, but I assure you we will stay in contact throughout. 

If the process is delayed, update the candidate even if there’s no breakthrough. 

This builds trust and significantly increases the chances that the candidate won’t choose a competitor just because they responded quicker. 

Smart Use of Recruitment Data

In the IT world, where competition is fierce, intuition alone isn’t enough. Data-driven recruitment enables you to make better decisions, respond to problems more quickly, and plan next steps more effectively. The key is not just gathering data but using it wisely. 

Measure What Truly Matters 

It’s not about analyzing everything but focusing on the data that will help you recruit better. In practice, it’s worth monitoring: 

• Time to hire: from first contact to signing the contract. If this takes too long, you may lose candidates to quicker competitors. 

• Effectiveness of application sources: Are valuable candidates coming from LinkedIn, referrals, job ads, industry job boards, or recruitment agencies? This helps you decide where to invest. 

• Interview rejection rate: It may turn out that your initial screening is too superficial, or the technical criteria are unclear. 

Leverage the Capabilities of Your ATS 

Modern ATS systems offer advanced analytical features, not just storing resumes, but also: 

• Reports on recruiter and sourcing channel effectiveness. 

• Tracking the recruitment funnel: where candidates drop off the most and why. 

• Summary of response times and decision-making: showing whether the recruitment team is operating efficiently. 

This allows you to quickly identify bottlenecks and implement real improvements. 

Analyze the Team and Context, Not Just Numbers 

Data is only half the picture. Equally important is contextualizing it, for example: 

• If the average time to hire has increased, it may be worth checking if it’s due to the complexity of the role (e.g., you’re hiring a DevSecOps instead of a front-end developer). 

• If the effectiveness of job ads is decreasing: the market expectations might have shifted, or the job description could be too vague. 

Good data supports decisions, but the best results come from combining it with recruiters’ knowledge and the business context. 

Building a Strong Employer Brand

In the IT industry, employer branding plays a crucial role in attracting talent, especially when it comes to passive candidates. These individuals often don’t apply for jobs proactively but might consider an offer if it comes from a company they know, respect, and trust – one that has a strong reputation and positive reviews. And before they apply, they’ll do their homework. 

They’ll check your company’s online presence, read employee reviews, explore your values, and try to understand what kind of workplace you really are. Even a strong financial offer can be dismissed if your employer brand raises doubts or feels inconsistent. 

That’s why employer branding isn’t just a marketing function; it’s a strategic investment. Companies need to actively shape how they’re perceived by potential candidates, showing that they care about people, growth, and culture, not just results. A well-managed employer brand can be the deciding factor between a candidate clicking Reply or Ignore. 

The Entire Candidate Experience Matters 

From the first contact to onboarding, every step shapes the image of your organization. Therefore: 

• Respond quickly and clearly: Lack of response or long wait times are the most common reasons for negative feedback about IT companies. 

• Respect candidates’ time: Clear information about the stage, the duration of the interview, and the number of meetings makes a significant difference. 

• Ensure a positive atmosphere during interviews: A technical interview doesn’t have to feel like an interrogation. A friendly approach ensures that even candidates who don’t make it further can become ambassadors of your brand. 

Show People, Not Just Projects 

IT candidates value transparency and authenticity. Instead of generic slogans about a dynamic team, show specifics: 

• Short video interviews with employees discussing their day, what they’re proud of, and what they’ve learned. 

• Technical blogs written by devs from the team (these are great for building credibility). 

• Show the development process “behind the scenes”: tools, methodologies, and tech stack (this is what experienced specialists are looking for). 

Such content can be published on LinkedIn, job ads, the careers page, or GitHub. 

Respond to Feedback, Especially Negative Ones 

In IT, people share opinions on platforms like Glassdoor, GoWork, or in LinkedIn comments. Instead of ignoring them: 

• Thank people for constructive criticism and show that you’re taking action based on it. 

• Avoid defensiveness: public responses should be calm and professional, even if the comment was harsh. 

• Encourage current employees to share positive experiences (but, of course, without pressure). 

Building an employer brand is a process that doesn’t end after hiring. Every employee, every conversation, and every post online can (but doesn’t have to) work in your favor. How candidates perceive your company before the recruitment process directly impacts how many of them will even click “Apply”. 

Professional and Engaging Recruitment Interviews

A recruitment interview in IT is not an exam; it’s a shared exploration to determine whether the candidate and the company are truly a good fit and whether it’s worth investing in a collaboration. Unfortunately, many interview processes still rely on a standard set of questions that candidates can recite from memory. The result? We miss the chance to truly understand their potential. 

To make the interview genuinely valuable and support better hiring decisions, it’s worth focusing on three key elements: 

Ask Questions That Reveal Thought Process 

Instead of predictable questions like What are your strengths? Ask: 

• What’s a technical challenge you’ve recently faced, and how did you solve it? 

• What would you do if you joined a team that’s struggling with chaos? 

• What are you most proud of in your code, and why? 

These kinds of questions help uncover not just technical ability but also how the candidate approaches problems, sets priorities, works independently, and communicates. 

Use real-world tasks instead of Academic Exercises 

A well-designed practical task or a request for a code/project sample says more than multiple interviews. Ideally: 

• The task is short and realistic (no more than 1-2 hours, no overtime). 

• You evaluate not just the outcome, but the reasoning behind the solution. 

• The task reflects real challenges from the role or project. 

Avoid testing what can be Googled: test thinking, decision-making, solution quality, and tasks that can’t be easily completed by AI on the candidate’s behalf. 

Evaluate Both Hard and Soft Skills Consistently 

In IT, there’s often a focus solely on technical skills, overlooking soft skills. But in reality: 

• A developer who can’t communicate clearly can slow down the entire team. 

• A DevOps engineer who fails to respond under pressure is a risk to system stability. 

• A leader who cannot inspire and build trust can hinder collaboration and limit growth even for the most capable team. 

That’s why it’s important to create clear criteria for assessing soft skills, for example, by analyzing: 

• their communication style during the interview, 

• how they ask questions and respond to feedback, 

• their attitude towards the interview task. 

A well-conducted recruitment interview benefits not only the recruiter, but also the candidate. Even if the person isn’t hired, they walk away with a positive experience and may return in the future or recommend you to others. 

Don’t Overlook “Overqualified Candidates”

Many recruiters instinctively view overqualified candidates as a risk. There’s often a fear that someone with extensive experience in a more senior role will quickly become bored, leave, or expect a higher salary. But by dismissing such candidates, you might be passing up a major opportunity for growth. In the IT industry, where innovation is constant, experienced professionals can bring tremendous value, regardless of the role they apply for. 

Ask What Motivates Them to Pursue This Role 

It’s important to understand what’s driving a candidate who may appear “overqualified” on paper. During the interview, consider asking: 

What draws you to this role, given your experience with more advanced projects? 

Why are you applying for a position that might be lower in the hierarchy than roles you’ve held before? 

Their answers may reveal valuable insight. They might be seeking better work-life balance, exploring a new industry, or simply preferring a smaller, more focused work environment. Some may even be willing to accept a lower salary in exchange for greater job satisfaction. 

Verify That Their Skills Are Current 

Experience doesn’t always guarantee up-to-date skills. Especially with more senior candidates, there can be gaps due to fast-changing technologies. It’s worth conducting a brief skills test or asking for a practical assignment that demonstrates their familiarity with modern frameworks, programming languages, or workflows (e.g., Agile). 

Also ask: 

What technologies have you used in your recent projects? 

What’s something new you’ve learned in the past few months? 

This helps confirm that the candidate is not only experienced, but also capable of working with the latest tools and industry practices. 

Consider Their Potential as Mentors or Future Leaders 

Highly experienced candidates can play a vital role not only within the scope of their position, but also in the long-term growth of your team. Their background can make them excellent mentors, helping less experienced colleagues navigate complex challenges and adopt industry best practices. Many such professionals also possess the maturity to step into leadership or project management roles. 

When hiring someone with extensive experience, it’s worth exploring their long-term potential within your organization: 

• Growth into leadership: Does the candidate have aspirations to move into a leadership role? If so, discuss their career goals and how your company can support their development. 

• Mentorship and knowledge transfer: Rather than seeing their qualifications as a threat, view them as a chance to strengthen your team and share expertise with junior team members. 

In a field like IT, where tools, tech stacks, and methodologies evolve rapidly, experienced professionals are an invaluable asset. Instead of ruling them out, take the time to understand their motivations, assess their adaptability, and offer them the support they need to thrive. They may just become the key drivers of innovation or the future leaders of your company. 

Promote Open Roles Within the Organization 

Internal recruitment enables the development of talent that already understands the company culture, workflows, and business specifics. Instead of always turning to the outside market, consider giving current employees the opportunity to grow into more senior or specialized roles. Create clear paths for internal mobility and actively promote open positions across the organization. There are several effective ways to do this: 

• Internal postings: Share job openings on internal communication platforms, the company intranet, or via internal newsletters. 

• Info sessions: Host regular meetings or webinars where employees can learn about new openings and the expectations for each role. 

• Honest career conversations: Ensure employees are aware of possible career paths. Managers and HR should engage in open dialogue about employee aspirations and professional development. 

These efforts show employees that the company is invested in their future, enhancing engagement and loyalty while maximizing the potential of existing talent. 

Treat Internal Candidates as Professionally as External Ones

Internal recruitment is often handled less formally, which can create the impression that internal candidates don’t need to go through the same process as external ones. This can lead to unprofessional handling and dissatisfaction among internal applicants who feel their efforts are undervalued. 

To ensure the internal hiring process is fair and transparent, treat internal candidates with the same level of professionalism: 

• Formal application and selection: Require internal candidates to apply formally, just as they would for an external opportunity. This may include submitting a CV, attending interviews, and completing competency-based assessments. 

• Equal evaluation criteria: Assess internal candidates using the same standards you apply to external ones, including skills, experience, and cultural fit. 

• Transparent feedback: Provide constructive feedback after the recruitment process. Even if an internal candidate isn’t selected, explain the reasons and offer development tips for future opportunities. 

This builds a sense of fairness and motivation among employees and ensures the recruitment process is consistent with your company’s values. 

Benefits of Internal Recruitment 

Internal recruitment offers numerous advantages for both the company and its people. External hires may need time to adapt to the company culture and project dynamics, while internal candidates already have this understanding. As a result, the onboarding process is faster and more efficient. Promoting internal talent also drives employee motivation and loyalty. It strengthens team cohesion and reduces turnover by showing employees that real growth opportunities exist within the organization. 

Cost Optimization 

Internal hiring is often more cost-effective than external recruitment. It reduces the need for job advertisements, external recruiters, and lengthy selection procedures. It also lowers the risk of hiring mismatches, as the company already has insight into the candidate’s performance, work style, and cultural fit. That’s why internal recruitment should be a core part of your talent strategy. Don’t limit your search to the external market when your next top performer could already be on your team. Tapping into internal talent not only boosts employee engagement but also offers greater flexibility, faster onboarding, and lower recruitment costs. 

True Recruitment Success Means Retaining and Developing Top Talent 

Effective recruitment isn’t just about bringing in the right people; it’s also about creating an environment where top talent wants to stay and grow. By focusing on every stage of the process, from internal job postings to the final interview, you’ll boost your recruitment success, attract higher-quality candidates, and build a strong, dynamic team.