Navigating an international career path as a Talent Acquisition Specialist. How to stay on top of the game and efficiently find top talents in 2025 

30.09.2025, 10:45
with Mateusz Kozielec & Greg Tomasik

 

Disclaimer: The views and opinions expressed in this interview are solely those of the interviewee and do not represent in any way the official position or views of SIX.

Hi Mateusz, thank you for taking the time to speak with us!
From your LinkedIn, I noticed that your career path didn’t start in TA or HR, but you explored several other professions first. Could you walk us through that journey and share how you eventually chose a career in Talent Acquisition?

Hi Greg, first of all, thanks for inviting me here. Yes, sure - where should I start?! Maybe with why I wanted to become a Recruiter, TA, Headhunter - you name it.

I’ve always been inspired by the role of a Headhunter, ever since high school. It felt a bit like something out of a Western movie-people in suits, changing lives for the better, almost like superheroes. So here I am today 😉 Okay, just kidding- let’s be serious.

My first professional experience was connected to one of my biggest passions: aviation. I worked at Warsaw Airport in Ground Service Customer Support. I started that job while finishing my final exams in high school, during the European Soccer Championships back in 2012. It was a great opportunity to use my English and German skills (and even a bit of Spanish at the time).

That role taught me how to handle pressure and deal with demanding customers.

While studying German Studies at Warsaw University, I had a few jobs - for example, at the Goethe-Institut, and as a team leader for a radio editing staff in Munich. These experiences helped me develop creative writing skills and multitasking abilities. I also learned that leading a team of friends can be quite a challenge!

During my final year of university, I started working in the accounting department at Diebold Nixdorf (back then it was Wincor Nixdorf). It was a valuable experience that improved my Excel skills, but I missed working with people rather than just numbers.

Eventually, I transitioned into HR, working at companies like McFIT, KPMG (where I also collaborated with the Swiss office from Warsaw), Randstad, and now SIX. I believe all these experiences helped me build both the soft and hard skills needed to succeed in Talent Acquisition.

I often say: don’t judge a book by its cover - or a resume by its changes - as you might be surprised by the person behind that one CV.

 

You’ve worked for companies in Poland, Spain, and Switzerland, among others. How would you describe the differences in professional culture and work ethic across those three countries?

Indeed, each of these countries has its own unique professional culture, but at the end of the day, it’s all about people - and how well you can navigate multicultural environments.

I actually grew up partly in Poland and partly in Germany. You need to imagine Poland in the '90s and early 2000s, just before joining the EU. I was attending German classes in Berlin at a language school where, apart from the teacher, no one was German - it was a real mix of cultures. That experience helped me become more open and adaptable when working with people from different backgrounds.

For me, it doesn’t really matter where someone comes from. As a recruiter, it’s essential to approach each person with flexibility and curiosity. Of course, there are differences in work styles - for example, between Poland, Spain, and Switzerland, or compared to the U.S. - but I try not to be biased. I believe in staying open-minded and learning from each culture.

What I’ve noticed is that:

• In Poland, there’s a strong focus on efficiency and getting things done quickly.

• In Spain, relationships and informal communication play a bigger role in the workplace.

• In Switzerland, precision, structure, and planning are highly valued.

But again, these are generalizations. What really matters is how you connect with individuals and adapt your approach accordingly.

 

Alongside your daily work, you’ve invested in self-development:  completing postgraduate studies, speaking at TEDxSIX, and recently receiving the SIX Spirit Award. How do you decide on your personal goals and what tips would you share with other HR professionals who want to go the extra mile and put their careers on a similar trajectory?

Oh yes - especially the last two to three years have been the most intense and transformative for me.

Let me start by sharing something personal: I have dyslexia, a form of neurodiversity. Growing up, I was often labeled - sometimes as a nerd, sometimes unfairly as “not smart enough.” But that experience shaped me. It made me resilient and pushed me to go beyond my own limits. I believe that what makes us different can also be our greatest strength.

One of the proudest moments in my career was speaking at TEDxSIX. Stepping completely out of my comfort zone and speaking in front of nearly 300 people live, with the broadcast reaching almost 4,000 viewers, was a huge milestone. Since then, I’ve even earned the nickname “Peoplewizard”, which I love - it reflects my passion for people and the energy I bring to my work.

Receiving the SIX Spirit Award in Warsaw was another highlight. It felt like recognition not just for my work, but for the attitude I bring every day: curiosity, empathy, and a willingness to grow.

When it comes to personal goals, I try to follow a simple principle: say yes to opportunities, even if they feel challenging. Whether it’s public speaking, mentoring, or exploring new technologies like AI - which is no longer science fiction but part of our daily lives - I treat each experience as a lesson.

I also live by one of my favorite quotes from Leonardo da Vinci:
“Learning never exhausts the mind.” 😉

In short my Tips for HR Professionals:

• Embrace your uniqueness: Your background, challenges, and passions are part of your strength.

• Step outside your comfort zone: Growth happens when you stretch yourself.

• Say yes to new opportunities: Even if they feel scary, they often lead to the most rewarding experiences.

• Keep learning: Whether it’s through formal education, mentorship, or hands-on experience - stay curious.

• Celebrate small wins: Recognition doesn’t always come in big awards. Sometimes it’s in the impact you make on one person.

 

In your current role as a Talent Acquisition Specialist, you focus mainly on tech talent. How has the market and candidates’ attitudes changed over the past three years?

That’s a very interesting question. I’d say it depends a bit on the region, as geopolitical factors always play a role. That said, I’d prefer not to dig too deeply into that aspect.
Still, there are a few key trends worth highlighting-at least from my perspective:

Post-COVID Reality

One major shift has been the demand for remote work. Employees and candidates often feel they proved during the pandemic that they could work effectively from home. Now, being asked to return to the office—sometimes up to four days a week - can feel like a step backward, especially considering the time lost commuting.

On the other hand, companies see value in strengthening team connections onsite and having better visibility into performance from a management perspective.

Quiet Quitting & Quiet Firing

These concepts gained traction post-pandemic. Forcing people back into the office is sometimes perceived as a form of quiet firing. Meanwhile, quiet quitting reflects a shift in expectations around work-life integration and job satisfaction. Like everything, there are pros and cons on both sides.

Gen Z’s Market Impact

In Poland, the arrival of Gen Z in the workforce has influenced salary expectations and benefit demands. Market research reflects this shift. Just like previous generations, Gen Z is shaping the market in its own way. As a millennial myself, I’ve often heard that our generation had high expectations - so I try not to be biased when observing these changes.

Rise of AI

Although AI isn’t new, its rapid development in recent years has been impressive. It’s reshaping the market across several domains - sometimes replacing jobs partially or even fully. In recruitment, AI is now used for initial interviews (e.g., chatbots) and skill assessments (e.g., coding tests). This evolution is driving demand for reliability and upskilling. Candidates expect companies to support their growth and learning.

Data-Driven Recruitment

Recruitment is becoming more data driven. On the market you see companies using metrics like time-to-hire, source effectiveness, and candidate drop-off rates to continuously improve our processes.

Employer-Driven Market

We’re also seeing a global trend of slowed hiring, which has shifted the balance toward employers. This affects negotiation dynamics and candidate expectations.

Transparency in Hiring

Last but not least, candidate expectations around transparency - especially regarding salaries - are growing. A major change is coming in the EU: starting July 2026, employers will be required to publish salary ranges for open roles. That’s going to be a game-changer, and definitely a hot topic next year.

And maybe one more point

Candidate experience and employer branding have become more critical than ever - especially in a competitive tech market.

Candidates expect a smooth, transparent, and respectful recruitment process. A poor experience can quickly damage a company’s reputation, especially with platforms like Glassdoor and LinkedIn amplifying feedback.

 

What do you see as the best practices and tactics for finding and engaging top IT talent in 2025?

I’d say the key is to stay up to date with the market you’re operating in. Understanding trends and being active in relevant communities is essential.
Of course, AI can be a helpful tool in recruitment - but I wouldn’t rely on it blindly. It’s important to double-check and apply human judgment, especially when it comes to evaluating soft skills or cultural add.

Personally, I try to be authentic and professional in my daily work. For me, that’s the foundation of success.

Candidate Experience: Every interaction counts. 

Data-Driven Decisions: Using recruitment metrics like time-to-hire, source effectiveness, and candidate drop-off rates helps optimize strategies and improve outcomes.

In short, it’s about combining technology with empathy, and strategy with authenticity. That’s how you build trust - and attract the best people.

 

What advice would you give to companies that are struggling to hire tech talent? Should they focus more on active sourcing, employer branding, job boards, or other channels to attract candidates?

Speaking from my experience, I’d say - it depends.

The company’s current situation and maturity level play a big role. For example, a startup might need to focus more on visibility and employer branding, while a well-established company may benefit from refining its sourcing strategy or leveraging internal talent pools.

We live in a digital world, but many people are also seeking more human connection. I’ve noticed growing interest in non-virtual interactions - face-to-face meetings, networking events, and community engagement. So my advice would be to mix a bit of everything and stay flexible.

Active sourcing is still a strong tactic - not just for reaching out to candidates, but also as a form of employer branding.

 

How would you rate the different candidate sourcing channels – such as employer branding, internal referrals, job boards, external agencies, and active sourcing? 

I believe the effectiveness of sourcing channels depends on the role, seniority, and urgency of the hire, but generally I’d rank them as follows:

• Internal referrals – typically the strongest source, since referred candidates often come pre-vetted, have higher cultural alignment, and show better retention rates.

• Employer branding – more of a long-term investment than an immediate sourcing channel, but crucial for attracting passive candidates and building awareness so that talent comes inbound.

• Active sourcing (direct outreach via LinkedIn, talent communities, etc.) – particularly effective for niche or senior roles where the right candidate may not be actively applying.

• Job boards – still useful for volume hiring and early-career positions, but less effective for senior or specialized roles, since the talent pool can be broad but less qualified. Of course it may depend on the profile itself as well, like some IT Pages.

• External agencies – valuable for very hard-to-fill roles or when in-house bandwidth is limited, but they come with higher costs, so I’d usually treat them as a supplement rather than a first choice.

The best strategy is a mix: strengthening employer brand for the long term, encouraging referrals, and balancing inbound channels with proactive outreach.

 

Finally, how do you view the role of AI in HR and Talent Acquisition today? Do you see it as a distraction with little value, a productivity tool, or a game changer that could eventually replace a significant part of TA work? 

That’s a very interesting question - and one I’ve actually discussed with an academic recently.

The role of AI in HR and recruitment is definitely growing. More and more companies are using AI for sourcing, screening, and even conducting initial interviews. In some cases, this has led to a reduction in recruiter roles, especially in high-volume hiring environments.

However, there’s another side to the story. Studies show that candidates still expect a human-centered recruitment process. They value empathy, personal connection, and meaningful interaction - things that AI, at least for now, cannot fully replicate.

So while AI can be a powerful productivity tool, I don’t see it as a full replacement for human recruiters. Recruitment is still all about people. AI can support us - by automating repetitive tasks, improving efficiency, and helping us make data-driven decisions - but the human touch remains essential.

In my view, the best approach is balance: using AI to enhance the recruitment process, not replace it. Recruiters who embrace AI while staying focused on relationship-building and candidate experience will be the ones who thrive.

 

Do you observe a rapid adoption of AI tools in the HR and TA industry, or are recruiters approaching them more cautiously given the legal requirements and increasing regulations? 

AI adoption in talent acquisition is definitely accelerating, especially in areas like CV screening, candidate matching, outreach personalization, and even interview scheduling. Many recruiters are embracing these tools because they streamline repetitive tasks, free up time for relationship-building, and may improve candidate experience. Still in my view it should not replace the human interactions.

That said, adoption is not without caution. With emerging regulations around fairness, bias, and data protection (like GDPR in Europe or the AI regulations being drafted), organizations are very conscious about compliance. Larger enterprises tend to adopt more cautiously, often piloting AI tools alongside human oversight, while startups or fast-growing companies may experiment more rapidly for efficiency gains.

So in practice, we see a hybrid approach: recruiters are keen to leverage AI for efficiency and insights, but final hiring decisions remain very much human-driven, to ensure fairness, non-biased decisions, compliance, and cultural add.

Thank you, Mateusz, for sharing your story and insights with us. Wishing you lots of success on your journey ahead!

 

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Mateusz Kozielec, Talent Acquisition Specialist at SIX Group, based in Warsaw and recruiting primarily for IT and Finance roles in Zurich, as well as positions in Madrid, Warsaw, and London. With experience across multiple industries and countries, Mateusz brings a multicultural perspective to recruitment. Always open to networking and happy to support with career-related questions.

 

Greg Tomasik, Co-Founder & CTO at SwissDevJobs.ch, GermanTechJobs.de & DevITjobs.uk. A Software Engineer with over 8 years of experience working at international companies. Involved in the recruiting industry since 2018, focusing on building transparent job boards for tech talents.