A candidate is set aside for a different communication style.
Is this a lack of skill, or simply another way of demonstrating it?
Mosaïca training
International recruitment
Define the skills you are looking for, select beyond cultural familiarity and prepare a defensible decision.
- Durations
- 4 h·8 h·16 h
- Formats
- In person·Online
- Delivery
- In-house·Public session
Why this training exists
When the interview measures the codes rather than the skills
An international selection process can end up assessing command of interview codes more than the real ability to succeed in the role.
I meet a candidate→ I compare them to my own reference points→ I confuse familiarity with competence
The cultural criteria the organization expects are never made explicit.
What is the decision really based on, if the reference points are never named?
An interview almost always confirms the first impression.
Is it gathering evidence, or validating a judgment already made?
Two applications that look equivalent on paper lead to very different decisions at interview.
Does the difference come from competence, or from the cultural familiarity of the person assessing?
Telling competence apart from simple cultural familiarity makes it possible to prepare a selection decision that stands up.
Objectives
What you will be able to do
By the end of the training, the participant will be able to:
- Clarify the needs and the success criteria for the role.
- Tell technical skills, behaviours and cultural codes apart.
- Conduct a structured interview in an intercultural context.
- Gather evidence rather than confirm a first impression.
- Compare applications against shared criteria.
- Connect the selection decision to preparation for integration.
Program
- Define the profile sought.Workforce needs, the organization's cultural codes, technical and behavioural criteria.
- Recognize cultural familiarity bias.What separates real competence from a simple effect of resemblance.
- Structure screening and the interview.Reading CVs, structured intercultural interviews, tests and trial exercises.
- Document the evidence.Build an evidence framework rather than an impression.
- Decide as a group.Compare applications against shared criteria.
- Prepare for integration.Connect the selection decision to immersion and onboarding.
The intercultural selection process
A defensible decision does not rest on a single interview: it relies on a complete process, from profile to integration.
Profile
Define the role's real need.
The workforce need, the technical and behavioural criteria, the cultural codes specific to the organization.
Screening
Read beyond the CV.
Identify real skills even before the interview.
Structured interview
Ask everyone the same questions.
A shared structure rather than a conversation steered by the first impression.
Evidence
Document rather than impress.
An evidence framework built from observed facts, not from intuition.
Decision
Compare, then decide as a group.
Shared criteria to separate applications that look equivalent on paper.
Integration
Prepare the immersion.
Connect the selection decision to the welcome and integration of the person recruited.
Limit
The training builds recruiters' skills. It does not carry out the recruitment mission and does not provide regulated immigration advice.
Depth
Choose the depth
The same process. Three levels of depth, depending on your issue.
4 h
Understand
Clarify the need, the criteria and the biases that weaken an international selection process.
- The profile sought
- The organization's cultural codes
- Technical and behavioural criteria
- Cultural familiarity bias
Ideal for clarifying a need before launching a recruitment process.
8 h
Practise
Practise the structured interview, evidence gathering and the comparison of applications.
- Screening and reading CVs
- Structured intercultural interview
- Evidence framework
- Group decision
Ideal for HR leaders, hiring managers and selection committees.
16 h
Go deeper and transfer
Design the recruitment process end to end, from profile to integration.
- Audit of the process and of intercultural risks
- Simulated interviews and calibration of assessors
- Decision and integration framework
- Application to the organizational context
Ideal for teams that design the whole international recruitment process.
Understand→ Practise→ Go deeper
The teaching approach
Training you practise
Participants do not stay in the audience: they work from cases, simulated interviews and decisions to prepare.
- Clarify
Define the real need and the success criteria for the role.
- Structure
Build a shared interview format and evidence framework.
- Practise
Simulate the interview and the gathering of evidence.
- Decide
Compare applications as a committee, using shared criteria.
- Transfer
Connect the decision to preparation for integration.
Profile-definition workshop
Analysis of a familiarity bias
Interview simulation
Evidence framework
Decision committee
Process lab
The tools used — the criteria sheet, the interview guide, the evidence framework — are built from your organization's real situations and policies.
Plan
Plan the training
For your organization
Training adapted to your context
Your selection policies, your roles and your real situations are the raw material of the training.
- Durations
- 4 h · 8 h · 16 h
- Formats
- In person · Online
- Adaptation
- To the organization's context
Public session
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