Expanding outside Poland? Five hiring mistakes to avoid.
Kamil Szyszka
More and more Polish companies are expanding beyond their home market - into Western Europe, the Nordics, the UK, and beyond. Strong products, competitive pricing, and ambitious leadership make international growth a logical next step.
However, expanding outside Poland is not just a geographic move. Each new market comes with different candidate expectations, hiring dynamics, and legal realities. Many Polish companies encounter similar hiring mistakes when entering new countries - not because their strategy is wrong, but because assumptions from the Polish market are applied too broadly.
Below are five common hiring mistakes we see Polish companies make during international expansion and what to do instead.
1. Assuming every market works like Poland
One of the most frequent hiring mistakes is assuming that candidate behaviour and motivation abroad will be similar to what companies are used to in Poland. In reality, motivation varies significantly by country.
In Poland, ambition, career progression, and managerial responsibility are often strong drivers. In many Western European or Nordic markets, motivation can be more balanced. Candidates may prioritise teamwork, work-life balance, autonomy, stability, or being part of a well-functioning organisation rather than rapid title progression.
When the employer message is built purely on Polish-market assumptions, it can feel misaligned or unconvincing to local candidates.
What to do instead:
Treat each new country as its own talent market. Speak with local candidates early, even before hiring officially begins. Ask what motivates them, what they value in leadership, and what makes them sceptical. Understanding local expectations helps avoid early hiring mistakes and builds trust from the start.
2. Using the wrong recruitment timeline
Hiring speed differs significantly across markets. In countries like the UK or France, strong candidates may be off the market within two to three weeks due to high competition. In others, such as Germany or parts of the Nordics, decisions may take longer - but that does not mean candidates tolerate uncertainty.
Problems arise when Polish hiring processes, often built around longer internal discussions or flexible timelines, are applied without adjustment. Long gaps, unclear next steps, or slow decisions are often interpreted as lack of seriousness and lead to avoidable hiring mistakes.
What to do instead:
Adapt your recruitment timeline to the local market. Define decision-makers early, streamline interview stages, and reduce time between steps. A clear and predictable process builds confidence, even in markets where final decisions take longer.
3. Hiring too junior to reduce risk or cost
International expansion is expensive, which makes it tempting to reduce risk by hiring a more junior person in a new market with the idea that they will “grow with the company.” For market-entry roles, this is one of the most costly hiring mistakes.
Early expansion hires are not just employees. They represent your brand, culture, and decision-making in a new country. Without sufficient seniority, local experience, or independence, even talented junior hires can lose valuable time learning fundamentals.
What to do instead:
Benchmark salary ranges in the target country before hiring and budget realistically. If the role involves market entry, early sales, or local leadership, treat it as a senior position. Paying for experience early often prevents much larger losses later.
4. Expecting results on a Polish-market timeline
Polish companies are often used to fast execution and visible progress. When expanding abroad, leadership expectations can remain the same: first sales in a few months, pipeline shortly after, and strong growth within the first year.
In reality, entering a new market usually involves a learning curve of six to nine months. Understanding buyer behaviour, pricing sensitivity, competition, and sales cycles takes time. When this reality is not accepted, pressure builds quickly, trust erodes, and hires are replaced too early - often repeating the same hiring mistakes.
What to do instead:
Set milestones that reflect learning, not just revenue. Early success may mean market mapping, first strong conversations, or initial partnerships. Align expectations internally before hiring, so new team members are given the time and trust to succeed.
5. Underestimating legal and compliance differences
A common assumption during expansion is that “it’s all EU, so it’s similar.” In practice, legal and compliance differences between countries are significant.
Employment contracts, notice periods, termination rules, taxation, benefits, and GDPR enforcement vary widely. Even standard benefits, such as company cars or bonuses, can have unexpected tax implications. Companies sometimes discover too late that they cannot act due to contract terms they did not fully understand - another costly hiring mistake.
If you don’t yet have a legal entity in the new country, third-party employment solutions may be required. However, not all candidates prefer these models, and they must be explained clearly to avoid trust issues.
What to do instead:
Engage local legal and tax advisors before making offers. Review employment contracts carefully and ensure recruitment processes are fully compliant with local regulations. Clear legal foundations reduce risk and increase candidate confidence.
Final thought for Polish leaders expanding internationally
International expansion is a major milestone for Polish companies and a strong opportunity to build global credibility. But success depends on treating each new market as a true market entry - not simply an extension of the Polish model.
Companies that succeed take the time to understand local motivation, adjust hiring timelines, hire at the right seniority, set realistic expectations, and secure legal foundations early. When these elements are in place, hiring mistakes are reduced, retention improves, and international growth becomes sustainable rather than stressful.
