Was bisher nur eine Vermutung war, haben unsere Kandidaten jetzt in einer umfangreichen Befragung bestätigt: Sie bewerten die Zusammenarbeit mit Personalberatungen insgesamt positiv und schätzen insbesondere das Beratungsangebot.
Für unsere aktuelle Umfrage haben wir 38 Fragen rund um das Thema „Personalberatungen“ zusammengestellt. Ziel war es, ein aktuelles und umfassendes Meinungsbild zum Service und zum Image von Personalberatungen zu erhalten. Über 10.000 Kandidaten haben an dieser Umfrage teilgenommen. Außerdem erhielten die befragten Kandidaten erstmalig die Möglichkeit, Wünsche, Idealvorstellungen und persönliche Erfahrungen im Umgang und in der Zusammenarbeit mit Personalberatungen einzubringen.
Kandidaten möchten mindestens einmal im Monat Angebote erhalten
Mit 80 Prozent möchte die große Mehrheit der Umfrageteilnehmer mindestens einmal im Monat oder öfter von einem Personalberater über neue Angebote und Karrieremöglichkeiten informiert werden. Eine recht intensive Betreuung (wöchentlicher Kontakt) wünschen sich mehr als ein Viertel aller Befragten (27 Prozent), während für 23 Prozent der Teilnehmer auch eine Info alle zwei Wochen ausreichend ist. Knapp ein Drittel (30 Prozent) aller Befragten möchte einmal im Monat über neue Karrieremöglichkeiten von ihrem Personalberater informiert werden.
Diese Präferenz bestätigt sich auch in der differenzierteren Betrachtung nach verschiedenen Altersgruppen: In allen analysierten Altersspannen wurde am häufigsten ein monatlicher Turnus als Wunsch angegeben, gefolgt von einem wöchentlichen Informationsangebot.
Unsere Umfrage zum Thema „Personalberatung“ geht noch weiter. Neben der Häufigkeit der Kontaktaufnahme ist auch wichtig mit welchen Medien und zu welchem Zeitpunkt unsere Kandidaten erreicht werden können. Dazu im nächsten Blog mehr!
After studying automotive engineering and industrial engineering, he began his professional career in the automotive industry in the areas of sales, development and marketing and also spent a year in Japan with one of the largest automotive suppliers.
He then moved to a globally renowned premium car manufacturer, where he was responsible for product marketing in Japan and South America and for marketing strategy in North and South America.
In 1994, he decided to become self-employed and founded a personnel consultancy in Munich, where he has been driving development and expansion for over 20 years. As Managing Director, his industry focus is naturally on the automotive world as well as mechanical and plant engineering.
His doctorate in the field of aptitude diagnostics ideally rounds off his areas of expertise, particularly with regard to personnel and management consulting. The dissertation deals with the identification and verification of typical personality traits of engineers as well as the definition of development areas for a successful professional career.
These are scientifically derived and presented in the book "Eignungsdiagnostik im Praxiseinsatz".
At the same time, his focus is on the development of networks and cooperation models as well as the continuous further development of systems and processes in personnel consulting.
Over the last 20 years in personnel consulting, he has developed several brands that are still operating successfully on the market today.
Was bisher nur eine Vermutung war, haben unsere Kandidaten jetzt in einer umfangreichen Befragung bestätigt: Sie bewerten die Zusammenarbeit mit Personalberatungen insgesamt positiv und schätzen insbesondere das Beratungsangebot.
Für unsere aktuelle Umfrage haben wir 38 Fragen rund um das Thema „Personalberatungen“ zusammengestellt. Ziel war es, ein aktuelles und umfassendes Meinungsbild zum Service und zum Image von Personalberatungen zu erhalten. Über 10.000 Kandidaten haben an dieser Umfrage teilgenommen. Außerdem erhielten die befragten Kandidaten erstmalig die Möglichkeit, Wünsche, Idealvorstellungen und persönliche Erfahrungen im Umgang und in der Zusammenarbeit mit Personalberatungen einzubringen.
E-Mail nach wie vor der Top-Kommunikationsweg
Mit mehr als zwei Dritteln (67 Prozent) bevorzugt die große Mehrheit der Befragten, per E-Mail von ihrem Personalberater benachrichtigt zu werden. Immerhin noch 10 Prozent der Kandidaten möchten telefonisch kontaktiert werden. Genauso viele Kandidaten präferieren keines der zur Auswahl stehenden Medien. Nur 4 Prozent bzw. 3 Prozent der Befragten möchten Nachrichten über soziale Business-Netzwerke oder per WhatsApp von ihrem Personalberater erhalten.
Bevorzugte Kommunikationswege der Kandidaten
Der richtige Zeitpunkt ist und bleibt eine individuelle Sache
Ein Jobwechsel ist oft ein Schritt, der nicht an die große Glocke gehängt werden soll. Der aktuelle Arbeitgeber soll möglichst nichts von der Jobsuche mitbekommen, bis die neue Stelle sicher ist. Der Wunsch nach Diskretion spiegelt sich auch in den Antworten der befragten Kandidaten wider. 28 Prozent aller Befragten wünscht, erst abends ab 18 Uhr telefonisch kontaktiert zu werden. Mit 40 Prozent gab die Mehrheit an, dass ihre telefonische Erreichbarkeit sehr unterschiedlich sei. Die wenigsten Kandidaten bevorzugen die telefonische Kontaktaufnahme von morgens (vor 8 Uhr) bis nachmittags (bis 17 Uhr).
Bevorzugter Zeitpunkt der Kontaktaufnahme zu Kandidaten
Herr Daniel Fertl, Head of Research bei Senator HR Management GmbH bestätigt, dass mit jedem Kandidaten individuell abgeklärt werden sollte, wann und wie die Kontaktaufnahme erfolgen soll:
„Fragen Sie jeden Kandidaten direkt im ersten Gespräch, wie oft und auf welchem Weg er kontaktiert werden möchte, wenn Sie passende Stellenangebote für ihn haben oder wichtige Fragen kurzfristig klären wollen. Zu häufige Anrufe oder E-Mails setzen den Kandidaten eventuell unter Druck, zu wenig Kontakt erweckt schnell den Eindruck von Nachlässigkeit in der Betreuung. Für Sie als Personalberater sollte es also von höchster Priorität sein, herauszufinden, was der Kandidat präferiert. Dies ist dann die Basis für die weitere Zusammenarbeit.“
After studying automotive engineering and industrial engineering, he began his professional career in the automotive industry in the areas of sales, development and marketing and also spent a year in Japan with one of the largest automotive suppliers.
He then moved to a globally renowned premium car manufacturer, where he was responsible for product marketing in Japan and South America and for marketing strategy in North and South America.
In 1994, he decided to become self-employed and founded a personnel consultancy in Munich, where he has been driving development and expansion for over 20 years. As Managing Director, his industry focus is naturally on the automotive world as well as mechanical and plant engineering.
His doctorate in the field of aptitude diagnostics ideally rounds off his areas of expertise, particularly with regard to personnel and management consulting. The dissertation deals with the identification and verification of typical personality traits of engineers as well as the definition of development areas for a successful professional career.
These are scientifically derived and presented in the book "Eignungsdiagnostik im Praxiseinsatz".
At the same time, his focus is on the development of networks and cooperation models as well as the continuous further development of systems and processes in personnel consulting.
Over the last 20 years in personnel consulting, he has developed several brands that are still operating successfully on the market today.
Looking for a new job is always a life-changing experience. Some candidates look forward to the new chapter with joy, others with mixed feelings. A trusting relationship and a close personal bond with your recruitment consultant is therefore an important factor in the job search process. If the chemistry is right, a new job is sure to be found quickly.
This is confirmed by the latest HR Consult Group survey on the topic of "HR consultancies" with over 10,000 respondents. The answers to a total of 38 questions provide an up-to-date and comprehensive picture of opinions on the service and image of HR consultancies.
Reliability and trust are decisive factors
The survey results clearly confirm that a serious and trustworthy appearance on the part of the consultant is of crucial importance. In all age groups surveyed, more than 80 percent of participants stated that they attach particular importance to reliability when working with a recruitment consultant. At almost 90 percent, the participant group over the age of 45 considered reliability to be the most important issue, followed by the 30 to 45 age group with 87.5 percent and the young target group (17 to 30 years) with around 83 percent. A similar result can also be seen in the analysis points of confidentiality and transparency. Both categories are most frequently rated as very important by the older candidates.
The result for personal contact is also highest in the 45+ age group. Almost three quarters of respondents stated that personal contact is particularly important to them. However, the other candidates also attach great importance to a personal approach (73.5 percent of 30 to 45-year-olds and 70.4 percent of 17 to 30-year-olds).
Prompt placement is particularly important to younger and older candidates. Among both 17 to 30-year-olds and the 45+ age group, more than 77% stated that prompt placement was important to them. In the 30 to 45 age group, only three quarters of respondents considered prompt placement to be particularly important.
30-45-year-olds are particularly interested in exciting offers
While the older analysis group is particularly interested in the topics of seriousness, confidentiality and transparency, the middle age group of 30 to 45-year-olds attaches particular importance to exciting offers. 84% stated that regular information with exciting offers was important to them. The other two age groups are almost on a par here (82% in the 45+ age group, 81% in the young target group).
"No matter what age a candidate is, professional and trusting cooperation forms the basis for a successful and satisfactory placement. It is important that job seekers feel comfortable with the support provided by a recruitment agency and perceive it as a reliable and reputable partner. This includes regular personal contact as a first step. In addition, communication should be kept as transparent as possible so that the candidate knows exactly what is happening with their data and how the placement process works in detail," advises Mr. Andreas Berger, Partner at Senator Executive Search Partners for the Consumer Goods, Digital & Online Business and Retail & Services sectors.
After studying automotive engineering and industrial engineering, he began his professional career in the automotive industry in the areas of sales, development and marketing and also spent a year in Japan with one of the largest automotive suppliers.
He then moved to a globally renowned premium car manufacturer, where he was responsible for product marketing in Japan and South America and for marketing strategy in North and South America.
In 1994, he decided to become self-employed and founded a personnel consultancy in Munich, where he has been driving development and expansion for over 20 years. As Managing Director, his industry focus is naturally on the automotive world as well as mechanical and plant engineering.
His doctorate in the field of aptitude diagnostics ideally rounds off his areas of expertise, particularly with regard to personnel and management consulting. The dissertation deals with the identification and verification of typical personality traits of engineers as well as the definition of development areas for a successful professional career.
These are scientifically derived and presented in the book "Eignungsdiagnostik im Praxiseinsatz".
At the same time, his focus is on the development of networks and cooperation models as well as the continuous further development of systems and processes in personnel consulting.
Over the last 20 years in personnel consulting, he has developed several brands that are still operating successfully on the market today.
Die eigenen Stärken genau kennen und konkrete Vorstellungen haben, wo es beruflich hingehen soll – das ist für viele Jobsuchende oft mehr Wunsch als Wirklichkeit. Um gemeinsam mit dem Kandidaten dessen Stärken und Schwächen, Wünsche und Perspektiven individuell herauszuarbeiten, bieten Personalberatungen für solche Fälle sogenannte Eignungsdiagnostiken an.
Die aktuelle Umfrage der HR Consult Group AG zum Thema „Personalberatungen“ bei der mehr als 10.000 Teilnehmer geantwortet haben, hat unter anderem untersucht, wie Kandidaten solche eignungsdiagnostischen Verfahren bewerten.
An einer Eignungsdiagnostik sind mehr als die Hälfte der Befragten interessiert
Die Mehrheit (56 Prozent) gab an, dass sie Interesse an eignungsdiagnostischen Verfahren haben. Für 32 Prozent der Befragten ist diese Thematik weniger interessant, nur 12 Prozent fühlen sich bei solchen Tests unwohl.
Diese Tendenz bestätigt sich in der Detailbetrachtung der Auswertung. Die Ergebnisse, nach Alter der Befragten aufgeschlüsselt, zeigen, dass die jüngere Zielgruppe (17-30 Jahre) mit 60 Prozent das größte Interesse an einer Eignungsdiagnostik zeigt. Dicht dahinter folgen die mittlere Altersgruppe (31-45 Jahre) mit einem Anteil von 58 Prozent und die Altersgruppe 45+ mit 54 Prozent. Die größte Skepsis gegenüber der Eignungsdiagnostik zeigt die Generation 45+ mit 15 Prozent, gefolgt von der mittleren (11 Prozent) und der jungen Altersgruppe (8 Prozent).
Schlüsselt man die Teilnehmer nach der Höhe des Wunschgehaltes auf, haben mit 89 Prozent die Kandidaten, die eine Gehaltsvorstellung von 150.000 Euro und mehr haben, das größte Interesse. Mit deutlichem Abstand dahinter folgt die Gruppe mit den niedrigsten Gehaltsvorstellungen von 30.000 bis 45.000 Euro mit 60 Prozent. Die größte Ablehnung gegenüber eignungsdiagnostischen Verfahren zeigte die Gruppe mit einem Wunschgehalt von 45.000 bis 75.000 Euro (14 Prozent).
„Die Eignungsdiagnostik ist eine tolle Sache für Jobinteressierte. Egal ob Berufseinsteiger oder jemand, der sich beruflich neu orientieren will – die Ergebnisse der Diagnostik helfen, die individuellen Stärken des Kandidaten herauszuarbeiten und so die besten Karrieremöglichkeiten zu identifizieren. Meine langjähre Erfahrung als Personalberater zeigt, diese Verfahren am Ende nicht nur die Erfolgschancen steigern, sondern auch noch Zeit sparen und die Nerven schonen.“, berichtet Herr Daniel Fertl, Personalberater bei SENATOR.
After studying automotive engineering and industrial engineering, he began his professional career in the automotive industry in the areas of sales, development and marketing and also spent a year in Japan with one of the largest automotive suppliers.
He then moved to a globally renowned premium car manufacturer, where he was responsible for product marketing in Japan and South America and for marketing strategy in North and South America.
In 1994, he decided to become self-employed and founded a personnel consultancy in Munich, where he has been driving development and expansion for over 20 years. As Managing Director, his industry focus is naturally on the automotive world as well as mechanical and plant engineering.
His doctorate in the field of aptitude diagnostics ideally rounds off his areas of expertise, particularly with regard to personnel and management consulting. The dissertation deals with the identification and verification of typical personality traits of engineers as well as the definition of development areas for a successful professional career.
These are scientifically derived and presented in the book "Eignungsdiagnostik im Praxiseinsatz".
At the same time, his focus is on the development of networks and cooperation models as well as the continuous further development of systems and processes in personnel consulting.
Over the last 20 years in personnel consulting, he has developed several brands that are still operating successfully on the market today.
The need for companies to have a compliance management system is largely undisputed today. The crucial question in this context is the nature and scope of the compliance function.
In principle, the objectives of a compliance function within a company are clearly defined: first, compliance violations (from within the company) should be prevented in order to avert damage (material damage as well as reputational damage) to the company. Second, the compliance function should also minimize, if not completely prevent, the personal liability of management – both criminal and civil.
Since the topic of compliance has received a lot of media attention and numerous corporate scandals have become more and more apparent to the increasingly critical public, the question of setting up and implementing compliance management systems (CMS) is also being discussed in circles that previously did not feel addressed.
Risk landscape and risk strategy
Every company – regardless of industry, products, and business model – faces risks that can materialize and thus cause damage to the company. With globalization and internationalization, regulatory requirements have increased. Some industries are particularly affected. One example is the energy industry, which is struggling with a flood of new laws in connection with significant market changes. However, the regulatory frenzy within companies, especially within corporations, is also steadily increasing, so internal guidelines must also be observed.
With the increasing number of regulations, the risk of unknowingly violating legal, regulatory, and internal requirements increases. This does not affect intentional violations.
Not every risk will have critical or existential consequences if it occurs. Against this background, determining the risk landscape and risk strategy are an essential basis for the future development of the compliance management system. The first step is to identify the risks; this then results in the risk landscape (which risks exist in which business context). The second step is to assess the risks, quantify potential damage, and estimate the probability of occurrence. In a third step, the risks are prioritized and assigned a strategic management approach (risk strategy generally distinguishes between risk avoidance, risk minimization, risk transfer, and risk assumption). Low risks are often borne by the company itself, while risks with high damage are transferred to third parties (e.g., insurance). In the case of non-transferable risks, the company attempts to minimize or even avoid them through appropriate measures.
Commitment to establishing a compliance function
Every manager is well advised to protect their company—and themselves—against the risks of compliance violations. This is usually done through a specific risk management system (CMS). But to what extent is there an obligation to establish such a compliance function?
Opinions on this matter are far from unanimous. Explicit legal obligations exist only in isolated cases, such as Section 33 of the German Securities Trading Act [1] and Section 25a of the German Banking Act [2] . These provisions explicitly require the introduction of compliance functions, and this applies to companies that provide investment or financial services.
Proponents assume that there is a general obligation to introduce a compliance function. This arises from a holistic consideration of existing legal provisions such as Sections 76, 91 II, 93 I AktG and Sections 35, 41, 43, 85 GmbHG (legally standardized management function) [3] .
An obligation to introduce a compliance function can also be derived from the provisions of the OWiG (§§ 3, 9, 130 OWiG) [4] .
Finally, the German Corporate Governance Code (DCGK) requires the Management Board to ensure compliance with legal provisions and internal company guidelines and to work towards their observance by the group companies [5] .
Critics disagree. Their main argument is that – apart from the aforementioned provisions of the German Securities Trading Act (WpHG) and the German Banking Act (KWG), as well as the supplementary provision of Section 64a of the German Insurance Supervision Act (VAG ) [6] – there are no explicit legal regulations. Had the legislature intended compliance functions, of whatever kind, to be mandatory, it would have included this in the relevant legal regulations.
The interpretation of the AktG and GmbHG to the effect that this creates an obligation to implement a compliance function is also considered excessive.
Finally, the German Corporate Governance Code (GCGC) is also rejected as a legal basis, as it is merely a recommendation and therefore not legally binding. Furthermore, it applies exclusively to listed companies and therefore does not take all other companies into account.
All of the arguments mentioned are valid and justified. However, they lose their impact when considering whether members of management want to expose themselves to the risk of civil and criminal liability due to a lack of compliance management.
The compliance management system must fit the company
The first thing to note about this question is simple: there are no specific legal or regulatory requirements for a compliance management system. Therefore, every company's management is fundamentally free to choose the functional and organizational structures for the compliance function within their company. Nevertheless, there are a number of aspects that are helpful to consider when setting up the CMS and that can have implications – both directly and indirectly – for the design of the CMS. Ultimately, such a function ties up human and material resources and thus represents a significant cost factor.
The compliance function can only achieve its desired effect if it is integrated as a management system into the overall corporate organization. Therefore, a system suitable for the respective company must be installed. This requires at least:
Personnel allocation Compliance needs to be assigned to specific individuals, meaning responsibility for it must be assigned to specific individuals. In small companies, this can be done in conjunction with other functions (e.g., controlling), while larger companies employ their own compliance officers. Outsourcing to a specialized consultant is also conceivable.
Organizational anchoring The compliance function must be organizationally embedded within the company. This aspect also depends on the size and structure of the company: from a staff unit to a dedicated compliance department, all variants are present in practice. Regardless of the organizational anchoring, it is important that the compliance function does not represent an isolated solution. It is essential to ensure close integration with other management systems (quality management, risk management, etc.).
Task definition Defining the responsibilities of the compliance function has two dimensions. First, the specific operational tasks must be described (e.g., advising management and other departments within the company, developing and implementing internal regulations, training employees, and monitoring and detecting compliance violations). Second, it is important to ensure that the responsibilities of the compliance function are suitable for ensuring the fulfillment of the company management's obligations (organizational, control, and investigation duties) – after all, this involves the delegation of supervisory tasks and the relevant interplay of the act of delegation, the selection decision, and the monitoring of the delegate.
Monitoring, control and reporting A compliance function requires monitoring and control. This is typically achieved through a reporting system, the extended framework of which also includes the conduct of internal and external audits.
The CMS must be tailored to the company's individual needs and concerns, as well as its unique risk landscape. Therefore, it is essential to conduct a careful analysis of the key parameters before implementing or expanding a CMS.
[1] In Section 33 of the Securities Trading Act (WpHG), the legislator has imposed special organizational obligations on securities trading companies (establishment of an independent compliance function)
[2] Section 25a KWG (German Banking Act): An institution must have a proper business organization that ensures compliance with the legal provisions to be observed by the institution and with business requirements (excerpt)
[3] Section 91 (2) of the German Stock Corporation Act (AktG), for example, stipulates that the management board must take appropriate measures, in particular, establish a monitoring system. The same applies to GmbHs.
[4] According to Section 9 of the Administrative Offenses Act (OWiG), the "ownership" of the company within the meaning of the OWiG is attributed to the directly acting persons. In practice, liability for organizational negligence under the OWiG therefore falls not on the company itself, but on the management level.
Eckart Achauer, studied law and business administration, postgraduate Master of Business Administration (MBA). In-service training as European Quality Manager (DGQ), mediator specializing in business mediation and Certified Compliance Manager (TÜV).
He worked for around 10 years in the international insurance industry in the management of a Swiss insurance group in various functions (claims department, sales, assistance) before moving into management and business consulting in 1997.
As a consultant and managing director of various consulting companies, Mr. Achauer has specialized in organizational and process optimization as well as in the development and implementation of management systems - quality management, risk and compliance management.
At Senator Executive Search Partners, Mr. Achauer is responsible for compliance management. As part of compliance audits, he analyses their organizational "compliance fitness", raises awareness and trains management, executives and employees and supports companies in setting up and implementing individual compliance management systems. In doing so, he always takes into account the specific risk situation of the company. Thanks to his many years of experience as a manager and consultant, he is very familiar with the business challenges faced in practice.
