Therealproblem in the recruiting process (2)
It is not without reason that employer review portals such as kununu and glassdoor offer separate sections where candidates can evaluate the application process or job interview. If criticism is openly communicated, companies should take it seriously and respond accordingly—both in their external communications and in their internal processes.
Call on external expertise
But what can companies do? Often, the key to success lies in cooperation between HR managers and specialist departments. When specialist departments register their staffing requirements at very short notice due to high workloads in their day-to-day operations, or only provide feedback on proposed candidates after a long delay, this is understandable, but nevertheless disastrous for the recruiting process. Recruitment should not only be recognized by all parties involved as one of the decisive factors for the success of the entire company, but this recognition must also be put into practice.
This means that the specialist departments must also be aware of their responsibility within the recruitment process and set appropriate priorities. This requires the support of company management and joint efforts to find solutions. It is often helpful to involve a neutral party in the form of a personnel consultancy. External consultants are more likely to be listened to, can resolve points of contention, and work with all parties involved to define efficient and manageable processes. This applies to the use of technical systems as well as the mandatory definition of response times and rules for communication with applicants.
On this common basis, internal processes are then no longer a problem.
* Reader survey. What annoys you most when applying for a job?
** Robert Half labor market study, 2018
About the author
After completing his studies in 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 world-renowned premium car manufacturer, where he was responsible for product marketing for Japan and South America as well as marketing strategy for North and South America.
In 1994, he decided to become self-employed and founded a personnel consulting firm 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 complements his areas of expertise, particularly in relation to human resources and management consulting. His dissertation deals with the identification and verification of typical personality traits of engineers and the definition of areas of development for a successful career.
These are scientifically derived and presented in the book "Eignungsdiagnostik im Praxiseinsatz" (Aptitude Diagnostics in Practical Use).
At the same time, he focuses on establishing networks and cooperation models as well as the continuous development of systems and processes in HR consulting.
Over the past 20 years in HR consulting, he has developed several brands that continue to operate successfully on the market today.
