Hiring a director: what decides when all candidates are strong

Recruiting for a key management position does not always end with a clear decision. Sometimes it results in a shortlist of excellent candidates—and the question of which one to choose. This case study shows how we approached such a situation together with LogTech, s.r.o.

The problem a CV cannot solve

When you are hiring a Head of Service, a Sales Director, or a top management executive, a CV tells you a lot. Where the candidate has worked. What they have managed. What results they have achieved.

What it does not tell you is how they behave when plans fall apart. Whether they can lead a team through change, or only operate well in stable conditions. Whether their natural leadership style will strengthen what already works in your company or subtly disrupt it.

These aspects only partially emerge during interviews. And in a strategic role, they are exactly what will determine, three years later, whether the decision was the right one.

LogTech: a decision that was not easy

The client and the role

LogTech, s.r.o. is a Czech technology company based in Ostrava. Its service department is critical—their performance directly shapes how customers perceive the entire company. When they were looking for a new director, they knew they were making a decision that would influence the company’s direction for years.

What we did

We took over the entire recruitment process. We mapped the market, approached passive candidates, and conducted interviews. In the final round, we presented several candidates who were a strong fit for both the role and the team in terms of profile, experience, and personality.

The final decision was not straightforward.

Not because something was missing. On the contrary, all finalists were strong. And at that point, simply saying “choose one” is not enough. Because choosing based on sympathy or gut feeling is a risk that does not pay off in a strategic role.

We introduced psychodiagnostic assessment in the final phase. Each finalist went through a standardized evaluation. The result was not an impression, but a clear profile: how the person thinks under pressure, where their natural managerial strengths lie, and where their blind spots are – areas they may be aware of but would never mention in an interview.

The client received written reports for each finalist. Comparable, practical, and grounded in data. A decision that had previously felt impossible suddenly became clear.

The result

The entire process from signing the contract to accepting the job offer was completed within 17 days. The quality of the decision did not come at the expense of speed.

“We were fully satisfied with our cooperation with SYNERGIE. The psychological assessment of the final candidates provided a key input into the final stage of the selection process and gave us objective and practically applicable materials for making a decision among already very strong candidates.
The service was delivered professionally, within the agreed scope, and with clear added value for management. Thanks to this approach, we were able to make an informed and confident decision. We consider SYNERGIE a reliable partner in recruiting key positions and can clearly recommend their services.” — LogTech, s.r.o.

Companies that repeatedly hire for director-level roles know one thing: the biggest risk is not failing to find good candidates. It is choosing the wrong one among good candidates.

And this is exactly what happens when the process ends with a shortlist – when the agency delivers candidates and leaves the decision to you without context, tools, or support.

Our approach is different. It is not enough for us to bring the right people into the room. We want to be part of the decision – with data, perspective, and experience from dozens of similar assignments. Because filling a position correctly is not just an HR outcome. It is a decision that will shape the company for years to come.