Over 4000 applications per year: How I, as a boss, find the perfect employee

From gut feeling to a structured process: Mawave CEO Jason Modemann explains how he optimized his recruiting process to find the best talent and retain them long-term.

In the first few years, recruiting was more of a gut feeling. Cultural fit was more important than a resume – the main thing was the right chemistry. At the beginning, it worked great: We were a small team and, above all, needed people who were keen to work with us and who had a broad range of skills.

However, with our growth, this has changed. On the one hand, we now receive over 4,000 applications per year, and on the other, we suddenly had to fill roles that require a completely different level of seniority and professional depth. It's no longer enough for someone to simply fit well into the team. That's precisely why we've defined three recruiting rules that we adhere to:

It still doesn't matter to us whether someone has completed a specific degree or followed a traditional career path. A CV on paper is therefore irrelevant. What's much more important is whether the person has already proven in real projects that they can do the job. To test this, we work with case studies and in-depth dives. This allows us to see: How does someone approach problems? How do they apply knowledge to concrete situations?

And yet, the culture check remains central. Even in the initial interview, we focus on motivation and attitude. Why does someone want to work with us? How does the person feel about teamwork, openness, and a dynamic environment? While professional competence is the foundation for someone to fulfill their role, whether the collaboration will work long-term remains a matter of cultural fit. We consciously give equal weight to both.

Regardless of whether it's a junior or senior position, we involve the future team early on in the selection process. Because the decision about who's a good fit for us can't—and shouldn't—be made solely by the HR team or the hiring manager. Ultimately, the team itself is best placed to assess how well a person fits into the existing working practices and what specific skills are truly needed. For senior roles , our Head of Operations also sits at the table to ensure the overall team dynamic is a good fit.

For us, this is a win-win situation: By closely involving colleagues in the process, applicants get a real sense of what it's like to work for us during the interview itself. At the same time, it helps us make the best decisions because all perspectives are considered.

Our recruiting process is now quite well thought out. We only start the selection process once we have at least 15 compelling applications for a position. There's a fixed timeline between the application, initial interview, case study, and feedback. This way, we avoid endless waiting times, ensure a positive experience for applicants, and maintain an overview as a company. In addition, we separate responsibilities. Recruiting, onboarding, development, and offboarding are handled by different people. This allows everyone to fully concentrate on their own area without neglecting important topics.

But a well-thought-out recruiting process alone isn't enough to attract top talent. Let's be honest: good people today have a choice about where they really want to work. In our experience, applicants look for three things in particular:

• Impact & Projects : Experts want to work on projects where they can truly make a difference. For us, this means taking on responsibility from the start, contributing their own ideas, and achieving visible results, whether in client projects or internal initiatives.
• Flexibility & Work-Life Balance : Hybrid working, flexible scheduling, remote options. This is the norm and no longer a nice-to-have.
• Development & Growth : Clear career paths, feedback, and learning opportunities. Talented individuals don't want to stand still. They want to know what growth opportunities they have within the company.
• Corporate culture : Enjoying work also plays a role, of course. Applicants want to work in an environment characterized by open communication and appreciation, where they can contribute their ideas and be inspired by the team.

My conclusion: Recruiting must be continuously adapted to the needs and growth of a company. Clearly defined rules and a structured process are crucial for finding the best talent – ​​both in terms of expertise and culture. Ultimately, it's about ensuring that the process is not only efficient and transparent, but also provides the space to identify genuine talent and retain them long-term. Only in this way can companies achieve long-term growth while simultaneously attracting the right people to their team.

*Jason Modemann is the founder and managing director of the social media agency Mawave Marketing. At 27, he manages 150 employees. Mawave's clients include Red Bull, Nike, and Lidl. He is also the author of the book "Always hungry, never greedy."