Becoming a top candidate in Switzerland

1. Can you tell us about your background and what led you to create Impact Candidate ?

I have over ten years of experience in recruitment, gained in France and then Switzerland. I started out in interim management for executive and senior management profiles, before specialising in recruitment for sales roles in a variety of sectors such as banking, insurance, real estate, industry and services. These experiences have enabled me to develop a comprehensive understanding of the recruitment challenges faced by companies.

My arrival in Switzerland was a matter of opportunity. After an inconclusive first experience with freelance assignments, I joined a firm specialising in life sciences, where I worked for four years on a wide range of recruitment projects, from scientific profiles to HR and managerial roles. This period was crucial in helping me understand the specificities of the Swiss market: fierce competition, longer processes, very different application standards depending on the country, and high demands from recruiters.

Over the years, I have noticed that many qualified candidates fail not because of a lack of skills, but because they are unfamiliar with Swiss recruitment practices. Candidate Impact, was born out of this observation: candidates must understand how the Swiss market really works in order to position themselves effectively. My role is to pass on this expertise to them, to show them «behind the scenes» recruitment process and guide them in making their profile immediately readable, credible and impactful. I share with them not only tailor-made tools and strategies, but above all a concrete vision of what recruiters are really looking for.

2. In your opinion, what key skills and behaviours really set a candidate apart in the Swiss market?

Beyond technical skills, the key factor is therefore positioning. A candidate who knows precisely what their main role is, their area of excellence and what they bring to the table stands out much more easily. When looking for a job, it is common to lose clarity, become scattered, or dilute one's professional identity. Working on a clear, consistent, and confident positioning, on the other hand, strengthens the impact of your message and application tools, regardless of the sector or job level.

In the Swiss market, hard skills play a decisive role in the early stages. Recruiters expect clearly identifiable technical skills that are directly related to the target position: for example, negotiation, business development or account management for a Key Account Manager. These skills must be highlighted very explicitly in the CV, LinkedIn profile and all application materials. Soft skills, although essential, come into play more in the second stage, particularly during interviews.

Finally, certain behaviours clearly make a difference: the ability to adapt to a multicultural environment, respect for the framework and processes, language skills (at least the language of the canton and English), and the ability to demonstrate concrete achievements. In Switzerland, it is not simply a matter of «looking for a job», but of demonstrating solid, credible expertise that is aligned with market expectations.

3. Artificial intelligence is transforming many aspects of recruitment. How can candidates use AI to their advantage to optimise their job search while remaining authentic and distinctive?

This is a very relevant question, as artificial intelligence is now ubiquitous in recruitment processes. For candidates, the challenge is clear: use AI as an assistant, not as an executor. When you entrust it entirely with a CV or cover letter, the result is often very well written in terms of form, but poor in terms of content, or even disconnected from the reality of the candidate's career path. AI cannot do the thinking and analysis for the candidate.

The most effective way to use it is to exploit it upstream. For example, by copying a job advertisement and asking the AI to extract the main tasks and key skills required. This allows candidates to clarify the recruiter's priorities and structure their application accordingly. From there, it is up to the candidate to take control, detailing their own concrete achievements that are directly related to these skills. Generalities such as «motivated» or «adaptable» add no value; it is facts, results and specific examples that make the difference.

AI can then intervene on the form: reformulation, synthesis, linguistic correction or improvement of readability, without ever altering the substantive content. It is also useful for preparing for interviews, identifying possible questions, or even identifying events, trends or sector-specific news, provided that the information is always verified.

Finally, it is important to distinguish between AI and ATS. Not all application management tools incorporate artificial intelligence, and rejections are not systematically automated. We are currently in a transition phase: certain tasks are becoming standardised or automated, making it all the more essential for candidates to focus on what really creates value, namely their expertise, analytical skills and authenticity.

4. In the face of growing competition, what innovative strategies do you recommend to help candidates stand out, particularly in highly specialised or demanding sectors in Switzerland?

In a market as competitive as Switzerland, differentiation is key. Standing out does not mean being atypical at all costs, but doing what others do not do, while remaining perfectly professional and aligned with local codes. In Switzerland, innovation means above all being immediately applicable to the company.

Job hunting is never based on a single lever. Sending traditional applications is not enough. It involves taking a series of consistent actions: responding to advertisements, of course, but also sending truly targeted unsolicited applications. Not generic messages, but approaches that demonstrate a detailed understanding of the company's challenges and explain specifically how the candidate can meet them. At each stage, the candidate must be able to clearly answer the question: «Why me rather than someone else?»

Positioning therefore remains fundamental. Application tools must demonstrate clear expertise, a recognised area of excellence and concrete results. The aim is not to invent or overpromise, but to make the evidence visible, based on tangible elements that leave no room for interpretation.

Networking is also a very powerful tool in Switzerland, provided you know how to use it effectively. Impersonal or automated approaches, particularly on LinkedIn, are largely ineffective. On the other hand, targeted, contextualised and respectful approaches can make all the difference, as can participating in events or engaging in direct exchanges with industry players.

Finally, some bolder approaches can work, provided they are perfectly executed: following up after a rejection, politely asking for feedback, or attempting a less conventional approach. This requires a confident attitude, a clear understanding of your added value, and a well-crafted pitch. The challenge is never to present yourself as a candidate looking for a job, but as a professional capable of making a concrete contribution to the company.

5. To what extent can specialised training, whether linguistic, technical or in soft skills, strengthen a candidate's competitiveness in the Swiss market? 

Specialised training courses are a real asset in strengthening a candidate's competitiveness in the Swiss market. In a multicultural environment, proficiency in the language of the canton and English is essential for effective communication and rapid integration. Beyond languages, technical training, particularly in IT, artificial intelligence or project management (PMP, Agile, Scrum), demonstrates that candidates remain proactive and at the forefront of their field.

Soft skills and cross-functional training are also important, especially for positions of responsibility or to support organisational change. They enable you to broaden your field of expertise and strengthen your position as a well-rounded professional, capable of adapting to market demands.

An often underestimated benefit of training courses is the network they offer: connecting with peers or experts who share the same challenges creates opportunities, a sense of belonging, and can lead to valuable contacts for job hunting.

However, the effectiveness of training depends on its consistency with the candidate's positioning. It is not a question of accumulating certifications, but of choosing those that truly enhance the added value of the profile, aligned with their professional strategy and career objectives. Used effectively, training thus becomes a lever for demonstrating expertise, proactivity and commitment, while enriching the network and visibility in the market.