How we work
We do not take a job description and send over CVs. First we get to know the organization, the role and the manager — and only then do we start looking.
What stands in your way today, and what moves over to us from the moment we step in.
In most places hiring starts with a job description and ends with a pile of CVs — without anyone seeing the place or speaking to the direct manager.
That is how you get candidates who look excellent on paper and do not last two months.
Step 1 of 9
Before we look for anyone, we come to you. Who you are, what you do, where you are heading, and what matters to you in the people you hire.
Step 2 of 9
Not how the procedure is written — how it actually happens. Who decides, who approves, what gets settled in a message and what waits for a meeting, and what the place looks like on a busy day when someone is missing.
Step 3 of 9
We walk through what this person will actually do on an ordinary day, what they own alone and where they lean on other people. Including the parts that never make it into the job ad.
Step 4 of 9
We look at the place itself: the shifts, the pace, the noise, the team around the role and the trip to get there. Someone who fits the job but not the place leaves within a month.
Step 5 of 9
Every manager has their own way. Some hand over a task and trust it is done; some want an update at the end of every day. Some want a person who raises a hand and asks; for others that is exactly what wears them down. We ask about it directly.
Step 6 of 9
We ask who has done well in this role with you and who has not, and why. Usually the people who left turn out to share one thing — and that is exactly what we need to screen out next time.
Step 7 of 9
The same role in two organizations is two different searches. We build the search around the manager who will receive the person: what they are looking for, what will work with them and what will not.
Step 8 of 9
We do not disappear on day one. We check with the manager and with the employee how it is going, and deal with friction while it is still small.
Step 9 of 9
We measure ourselves by the person who is still with you a year later, not by the one who started. We keep checking, and we fix things the moment something starts to slip.
Over 200 field workers on this one project — counting households across the central district, for the Central Bureau of Statistics.
The census is the largest data-collection project in the country. We built the recruitment effort hand in hand with the customer, fully managed by OASIS — in-person and online training, allocation into geographic sectors, and ongoing checking and improvement of output and quality.
Over 100 workers we recruited and managed on this project — mapping street by street in ten cities at once, for an international client.
Ten cities at once, a crew in each of them, and streets that have to be covered down to the last one. OASIS ran the recruiting — finding candidates, interviews, online and in-person training — alongside day-to-day management in the field: supervision, improving the quality of the work, professional refreshers, discipline and payroll. On a project spread this wide the challenge is not one city, it is ten of them working to the same standard, every single day.
More than 100 field workers we put in place for this one project — at testing sites nationwide, at very short notice, as part of the support effort for the Ministry of Health.
During the pandemic OASIS supplied (as a subcontractor) field staff who worked as samplers and marshals at the testing sites and distributed home-testing kits — recognised as essential workers at the time.
Because we are not sending CVs. Getting to know the organization is a few days of work, and after it the search itself is shorter and more accurate — overall it is usually faster than hiring twice for the same role.
Usually one meeting with the direct manager and a short walk around the place. If there is someone else worth hearing — a team leader, or the person doing the job today — we will ask for another half hour. We will not take days off your calendar.
Twenty minutes is enough to understand what you need: how many workers, when you need them, and how we would work together.
