WHAT ARE THE TYPICAL STAGES OF THE PROCESS?
For comparison, let’s consider a Brazilian recruitment process with many stages, such as:
- Online applications;
- Resume screening;
- Interview with HR via phone or video;
- Group dynamics and case studies;
- Interviews with managers;
- Tests (technical, psychological, profile, English);
- Document or reference verification;
- Admission exam;
- Job offer.
In general, recruitment processes in Brazil and other Latin American countries (such as Mexico and Peru) seem to include more stages than in other regions. In other countries, the processes appear to be simplified: in Finland, for example, the focus is on interviews; through several interviews with different managers, it's possible to assess technical aspects, which replaces the need for testing stages.
In some locations, the number of candidates applying for the same position is much lower than the Brazilian reality: in the Netherlands, for instance, 20 applications can be quite a lot, depending on the position and the company, which simplifies the resume screening stage and makes the use of screening software unnecessary at this point (meaning resumes are screened manually). In Australia, if the process is complex and takes too long to conclude, the candidate may no longer be available due to having accepted another offer—this encourages companies to have more agile processes.
Another interesting point are the pre-hiring medical exams. While they are a requirement in Brazil, they are not conducted in all countries. In the United Kingdom, for example, depending on the role, this stage is not mandatory, and in other countries, it is considered illegal under local labor laws.
WHERE TO FIND AND APPLY FOR JOB OPENINGS?
The use of LinkedIn as the primary platform for finding candidates was mentioned by almost all the professionals I spoke with. There were also references to the official websites of companies, several platforms (such as Indeed, infojobs, and Michael Page), and external recruiters (like local HR consultancies).
In this phase, when preparing your Strategic Resume (Portuguese) for an application, it’s important to adjust it culturally. For example, the course “Comércio Exterior” (Foreign Trade) might be equivalent to “Engenharia Comercial” (Commercial Engineering) in Chile, and this adjustment can be crucial for advancing in the recruitment process. Having experience in the same sector as the desired company can also be a differentiator in that country, so it's worth finding a way to mention this in a "translated" manner.
In specific cases, such as Japan, there are agencies specialized in hiring professionals of Japanese descent who are seeking to immigrate. In Canada, I noticed an emphasis on networking: the career consultant I spoke with estimates that over 90% of job openings are filled through informal contacts with other professionals—much more than through traditional applications. It’s as if having a coffee becomes a substitute for the interview.
HOW ARE THE INTERVIEWS CONDUCTED?
Regarding the questions brought up during interviews, both those conducted with HR professionals (generally focused on behavioral skills) and those with managers seem similar to those held in Brazil. However, there are local factors that influence the direction of these conversations.
In the United States, for example, there are legal restrictions that prevent personal or potentially invasive questions: nothing like “You don’t have children, but when are you thinking of having some?” for instance. I personally believe this would be a good model for Brazil, as it avoids judgments that do not contribute to the evaluation of the candidate's professional competence.
In countries like Belgium, the questions may be more practical, focusing more on the candidate's experiences and what they can do, while in Austria, the focus may be on how the candidate identifies with the company culture (something more related to passion) and how they intend to contribute to the business sector.
The tone of the conversation (more formal, informal, welcoming, or direct) can also vary. A professional I guided during interview preparation (Portuguese) was applying for a position in Slovenia and, when interviewed by a German, noticed the need to adjust her speech to be more objective.
Ah, you know that anxious moment of waiting for feedback on the interview results? In some countries, like Hungary, this feedback can be given right away, immediately at the end of the conversation.
OTHER INTERESTING CULTURAL ASPECTS
When working in multinational companies, knowledge of languages, such as English, allows a professional to meet global demands (like participating in meetings with professionals from other countries). For companies in Spain, we add Spanish as a language, right? And there’s more: depending on the region where the company is located, knowledge of Catalan can be a differentiator.
In Malaysia, don’t expect to have lunch or share a taxi with a colleague of the opposite gender: there are restrictions on men and women being in the same room (except when they are married). There are also strict laws regarding non-heterosexual individuals, which creates a work and life dynamic that is more restricted than what is socially and legally accepted in Brazil.
Working hours tend to be more respected in countries with a higher level of social security compared to Brazil. In Germany, for example, it is more common for professionals to complete their tasks within standard working hours (without so many overtime hours) because there is not as much "fear of being fired," which allows for a less hectic pace of life.
WHAT SETS BRAZILIANS APART?
Some aspects of our culture may give us an advantage over other candidates when participating in recruitment processes in other countries. For example:
- Have you ever thought about how your knowledge of Portuguese can be a differentiator? This can happen in Latin American countries like Colombia. After all, there are large companies whose branches in the South American continent are located in Brazil, and having the ability to represent a company globally while communicating in Portuguese with our fellow countrymen can facilitate certain activities.
- In recruitment processes in Brazil, there is often a requirement for such an advanced level of English that it becomes difficult to fully meet this criterion. On the other hand, this is not the reality in other countries where many people speak English as a second language and certainly make some mistakes. Therefore, your imperfect English (in the eyes of Brazilians) may be more than sufficient in multicultural teams in Europe, for example.
- Soft skills such as empathy, flexibility, and negotiation, which are often associated with Brazilian culture, can be more relevant in a selection process than technical requirements. Of course, this varies from position to position, but emphasizing these skills during the recruitment process, especially in the interview, can be a differentiator (I recommend reading the article: Overcome the Fear of the Interview: How to "Sell" Yourself as the Best Candidate (Portuguese).
- If you are a professional who started building experiences from a young age, this can be a differentiator: in some countries, it is common for professionals to first complete a certain level of education before they begin working. Therefore, a young professional who already has some background (formal or informal) can be more attractive compared to other candidates, as it conveys the idea of being a hard worker (i.e., dedicated).
Remember: any recruitment process is a risk for both parties involved. On one hand, the candidate seeks the best position: a role with good remuneration, opportunities for development, in a company they identify with, and in a team where they can integrate well.
On the other hand, the company is looking for the best candidate: someone who meets most of the requirements, will perform well, aligns with the organization's culture, and interacts effectively with the team. Additionally, hiring an employee from another country may incur extra costs for the company, especially if that relationship doesn't work out: in France, for example, firing an employee can be quite expensive.
Therefore, it's essential to have clarity on which positions truly make sense for your career plan (Portuguese)—and to stay grounded (I share more insights in the article Living Abroad: Adjustments That Extend Beyond Professional Growth (Portuguese). Once you've made that decision, define a strategy, as you will need to demonstrate that, in addition to having the right fit for the position, you also have a plan for how your life will unfold in the new country. This way, you will convey greater confidence and commitment during the recruitment process, increasing your chances of receiving that much-desired offer.
Now what?