Written by
Alex Gekov
Co-Founder & CTO & Everything all at once
Interviews
Interview with Desislava Tsankova, Deputy Team Lead, Manpower Bulgaria
Interview with Desislava Tsankova, Deputy Team Lead at Manpower Bulgaria, showcasing her expertise in managing recruitment teams, motivation strategies, and innovative approaches to talent selection.
Desislava Tsankova is a Human Resources and Recruitment professional with 5 years of experience as part of Manpower Bulgaria in her role as Deputy Team Leader Regions, specializing in talent attraction, career consulting and development, fostering client relationships, developing innovative recruitment strategies and motivating teams for high performance.
Expert at identifying talent and discovering potential where others only see CV , skilled at finding the "perfect match" and aligning them to roles where they can develop and build upon themselves whilst making a meaningful contribution to the organisations growth. Driven by a curiosity about what makes people and companies successful, she dives deep into understanding the goals of both individuals and businesses.
She believes that lasting success is the result of human connectedness, led strategically and supported by innovative solutions.
1. What qualities do you think are key to successful team leadership in recruitment?
Leading a successful recruitment team requires a synergy of innovation, effective communication, and emotional intelligence. Every leader must create an environment where talent can not only realize their potential but also build upon themselves in the context of team dynamics and business goals.
In today's business world, where human capital is the most valuable asset, the success of any team is measured by the ability to build and maintain strong relationships. Leadership is not just about completing tasks, it is about the ability to inspire, support individuals and lead them to achieve common goals.
Effective leadership skills, underpinned by a high base of expertise and experience, are critical to driving and sustaining success, to dealing with dynamics, change and challenges.
Key skills and attributes that I could, based on years of experience and observation, highlight as being highly essential to managing a successful recruitment team are:
- Communication - the ability to communicate effectively (good communicator and very good listener).
- The ability to foster and build healthy, open, trusting and authentic relationships and an atmosphere where collaboration and support is encouraged. This has a direct impact on engagement, involvement in processes and respectively productivity.
- Emotional intelligence - the ability to understand and manage one's own emotions, as well as identify the emotions of others, including non-verbal and contextual cues, and appropriately address them.
- Accountability - for both the success and mistakes of the team and then finding solutions for improvement.
- Empathy - the ability to view situations through the lens of different team members' perspectives and to seek solutions with understanding.
- Critical thinking - a key skill in the dynamic times we live in.
- Visioning - anticipating trends in recruitment and adapting strategies in a timely manner accordingly. A proactive rather than reactive approach.
- Strategic agility - the ability to look ahead and build adaptive plans: understanding the big picture and making quick, informed decisions that are aligned with long-term goals.
- Decisiveness - quick and key decisions in short timeframes. This inspires confidence, calm and reliability and increases the sense of stability in the team.
2. How do you deal with the challenges of motivating the team and maintaining productivity?
Currently in my role as "Deputy Team Leader" my main and most important function is to support my colleagues in every aspect of the daily challenges that recruitment entails. We strive above all to maintain an inspiring and supportive team atmosphere with understanding and open communication.
In terms of the level of motivation and productivity within the team, in order to be able to take any action towards improvement, we need to have a clear understanding of what this translates into for each individual. With care and attention, knowing our team well and what drives each member, our starting point is to get to the source of demotivation is to identify the causes, what has led to the decline. Being very important to clarify that for each one the reasons can be of different nature, i.e. They should first be addressed at the individual level - whether it is lack of clarity about role, contribution, feedback, recognition, autonomy, lack of prospects and opportunities for growth, whether it is a conflict of values, goals or expectations, whether it is overload, problems with a project, case studies, whether it's a personal or professional issue affecting one or more team members, and then looking at it in the context of the company (changes, turnover, uncertainty and lack of stability), whether it's a result of business changes in the market and the area in which we operate, etc.i.e. the factors of the external environment that respectively have a strong influence.
The key is always to communicate - not just in planned 1:1 or team meetings, but also impromptu discussions and open lines of communication - to talk and discuss, to give each other real-time feedback, to build up enough connectivity, mutual trust, and understanding, a safe and supportive environment where everyone can openly share their concerns, perspectives, views, ask for help and support when they feel they need it. The openness to look for solutions together and for everyone to give ideas and suggestions towards improvements for different aspects of work processes. This is actually the basis of true teamwork - connection, trust and moving as one.
I believe that another extremely important point, besides the feeling of support and care, is that there should be a sincere and timely appreciation and gratitude for the efforts, results, achievements and overall role, contribution and impact that each one makes by working towards the common goal, both at the team and company level.
I read somewhere recently that when everyone is working only for themselves, the whole team is in free fall, but when people have each other's backs, that's when the real flight and flying begins for everyone. A team of individual recruiters each with their individuality and strengths and approach may do well individually, but a team of consultants that is stacked and working well together through sharing ideas, candidates, approaches to clients, best practices, working formulas, successes, failures, celebrating success together - guaranteed to achieve much more.
3. What is your approach to resolving conflict and fostering open communication within the team?
Human to human - the human feel and approach, a genuine desire to connect with colleagues, deep understanding and empathy - getting to the heart of the issue and case as much as possible through each person's lens with the necessary support and flexibility. I have always been a fan of making an impact primarily through your personal example. The direction of culture building in most work environments is top-down, so it is key that the leader of any team is able to facilitate communication, nurture and encourage openness and transparency, and show consistency in their actions and decisions. Fostering open communication - as a leader, being vulnerable and open helps to create an environment and atmosphere where the team feels more comfortable being themselves; having the skill to be a good listener - quite often an intuitive listener. To a large extent, a leader's effectiveness is directly dependent on the degree of influence and support they are able to get from the people in their team. Trust and respect are built by effective communication, shared values and common goals, and an understanding of the strengths and abilities of other team members.
Informal communication and understanding also go a long way in maintaining the vital human bonds that increase team cohesion and minimize the risks of conflict and disagreement. Holding meetings and conversations in which to raise topics for discussion, both related to work processes and as opportunities to get to know each other and learn more about each other's approaches, perspectives, expertise, and personalities.
The key to managing a successful and cohesive team is to build and foster a culture of collaboration, trust, and open communication: to share best practices and insights, to stimulate creativity, to share difficulties and work through challenges together, to celebrate victories on par with failures because they are the greater teachers.
4. What is the biggest success you have achieved in the role of Deputy Team Lead so far?
The cohesiveness, the sharing, and the satisfaction that the team and I vibrate on the same frequency, in a very fluid and natural rhythm, and have been successfully achieving results and sharing successes for several years now. And of course - the pleasure of working with such good, dedicated, responsible, creative individuals and professionals.
5. What changes or innovations have you made to Manpower's recruitment processes to improve efficiency and results? Are you using AI, data, and automation?
In a world where innovation is driving the future of talent selection, we at Manpower Bulgaria believe that technology should serve people. That's why we proudly use AI solutions and automation to streamline every stage of the process while keeping the personal and human aspects of the interaction our main goal.
With ChatGPT, for example, we create not just job postings, but inspiring stories to get the attention of the best candidates against our searches. Each text is personalized, just as we approach every talent search - with attention to the needs and desires of the candidates and the market. This allows us to reach a wider range of people and offer content that resonates with today's professionals.
Our integrated ATS system is connected to a leading job platform, which not only speeds up the process but also ensures that every candidate has a chance to get noticed. We're constantly looking for new AI solutions to reselect and search talent.
But at the heart of it all is not just the technology, it's our committed attitude to each individual. Automation frees up our time for what really matters - building real human connections, establishing trust, and providing personalized support to candidates and partners. We believe this balance between innovation and a human-centric approach is the formula for success in modern talent acquisition.
6. What would you wish for the TalentSight team?
Inspiration, enthusiasm, curiosity, drive, and challenges.
