The real problemin the recruiting process (2)
It is not without reason that employer review portals such as kununu or glassdoor offer their own sections in which candidates can rate the application process or job interview. If criticism is actually communicated openly, companies should take it seriously and respond accordingly - both in external communication and in its application to internal processes.
Drawing on external expertise
But what can companies do? The key to success often lies in the cooperation between HR managers and specialist departments. If specialist departments register their personnel requirements at far too short notice due to the high workload in everyday working life or only provide feedback on proposed candidates after a long delay, this is understandable, but nevertheless a disaster for the recruiting process. Recruitment should not only be recognized by all those involved as one of the decisive factors for the success of the entire company, this realization must also be put into practice.
This means that the specialist departments must also become aware of their responsibility within the recruitment process and set appropriate priorities. This requires the support of company management and joint work on solutions. The involvement of a neutral body in the form of an HR consultancy often helps here. External consultants are more likely to be listened to, can clear up points of contention and help to define efficient and manageable processes together with all those involved. 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, the internal processes are no longer a problem .
* Reader survey. What annoys you most about the application process?
** Labor market study Robert Half, 2018
About the author
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.
