Hiring by role
Hiring in Venezuela, role by role.
We hire across every sector we serve — commercial and finance leadership, technology, retail and distribution, manufacturing, engineering and specialist field trades. Start with the role you actually need and see what we would define, check and structure before anyone is offered a job.
Corporate & commercial
- Sales & commercial managersRelationships are the asset, and relationships are the hardest thing to verify. The interview has to get specific about which accounts, which buyers and which decisions the person actually influenced.
- Country managersThe credible candidates are almost never applying. They are employed, discreet, and will only engage through a confidential, properly framed approach — which is why this is a search assignment, not a vacancy.
- IT & software engineersDistributed engineering hires are frequently engaged as contractors when the working relationship is, in substance, employment. That is a structural risk buyers often do not see until it matters.
- Accountants & financeCurrency practice, indexation and local reporting conventions mean group-only experience does not transfer cleanly. The screening has to test both directions explicitly.
- HR & payroll staffHR and payroll roles are frequently over-specified. The requirement asks for a generalist, an employment-law specialist and a payroll administrator in one person, and the shortlist is compromised in all three directions.
- Retail, branch & field sales staffDistributed hiring drifts: each location screens differently, standards slip, and turnover is treated as normal instead of as a hiring problem. A single defined standard across sites is what fixes it.
- Bilingual support staffSelf-reported language levels are unreliable in every market. The only useful assessment mirrors the actual work — written, timed, and in the register the role demands.
Engineering & project
- Site & civil engineersThe engineers who succeed here have usually solved problems that would never arise elsewhere. That experience is invisible in a standard CV screen and has to be surfaced deliberately.
- Project managersStrong local delivery managers are often under-marketed and not actively looking. This is usually a search assignment rather than an advertised vacancy.
- Quality & compliance specialistsStandards are named on CVs far more often than they are practised. What matters is whether the person has run the system, faced an audit and held a position under pressure.
Technical & field
- WeldersMost welding shortlists fail on verification rather than sourcing. Qualifications get described loosely, procedures get assumed, and the gap only appears at the first weld test on site — after mobilization has already been paid for.
- Electrical & instrumentation techniciansJob titles in this discipline mean very different things at different employers. Two technicians with identical titles can have completely non-overlapping capability, so the requirement has to be written around systems and tasks.
- Mechanical maintenance techniciansWhere spares and downtime are constrained, the value of a maintenance technician sits in diagnosis and improvisation discipline — qualities that never appear on a CV and have to be drawn out in structured technical interviewing.
- HSE officersHSE candidates present well on paper because the vocabulary is standardised. Distinguishing administrators from practitioners takes behavioural interviewing around real incidents, not a checklist of acronyms.
- Warehouse & logistics staffHigh-volume operational hiring tends to drop verification to hit start dates. That trade-off is exactly where inventory and documentation problems begin.
- Heavy equipment operatorsLicences, medicals and certificates expire and are easy to describe imprecisely. Documentation has to be checked at source rather than accepted, and checked again before mobilization rather than only at offer.
- Production & manufacturing supervisorsSupervisor CVs describe responsibility, not results. The useful screening question is what the person changed on a line, under what constraints, and how the team responded.
Not sure which roles you need first?
The workforce planner turns three short steps into a suggested hiring sequence, a service path and the exact information needed to price it.