The actualProblem in the recruitment process (2)
It is not without reason that employer review sites such as kununu or Glassdoor offer dedicated sections where candidates can rate the application process or the interview. If criticism is openly voiced, companies should take it very seriously and respond appropriately – both in their external communications and by applying the feedback to their internal processes.
Drawing on external expertise
But what can companies do? Often, the key to success lies in collaboration between HR managers and line departments. When specialist departments, due to their heavy workload, submit their staffing requirements at far too short notice or provide feedback on proposed candidates only after a long delay, this is understandable, but it is nonetheless a disaster for the recruitment process. Recruitment should not only be recognised by all those involved as one of the decisive factors for the success of the entire company; this realisation must also be put into practice.
This means that specialist departments, too, must recognise their responsibilities within the recruitment process and set appropriate priorities. This requires the support of senior management and a collaborative approach to finding solutions. Involving a neutral third party, such as an HR consultancy, often helps in this regard. External consultants are more likely to be listened to; they can resolve points of contention and, together with all those involved, help to define efficient and manageable processes. This applies to the use of technical systems as well as the mandatory setting of response times and rules for communicating with applicants.
On this common basis, the internal processes are then actually No longer a problem.
* Readers’ survey. What annoys you most about the application process?
** Robert Half Labour Market Study, 2018
About the author
After completing his degree in Automotive Engineering and Industrial Engineering, he began his career in the automotive industry in the fields of sales, development and marketing, and also spent a year in Japan working for one of the largest automotive suppliers.
He then moved to a world-renowned premium car manufacturer, where he served as a marketing officer responsible for product marketing in Japan and South America, and as a marketing officer responsible for marketing strategy in North and South America.
In 1994, he decided to set up his own business and founded a recruitment consultancy in Munich, which he has been developing and expanding for over 20 years. As managing director, his main areas of focus are, naturally, the automotive sector and mechanical and plant engineering.
His PhD in the field of aptitude assessment perfectly complements his areas of expertise, particularly with regard to HR and management consultancy. His thesis focuses on identifying and demonstrating typical personality traits among engineers, as well as defining areas for development to ensure a successful career.
These are scientifically derived and presented in the book *Aptitude Testing in Practice*.
At the same time, his focus is on building networks and cooperation models, as well as the ongoing development of systems and processes in HR consultancy.
Over the past 20 years in the field of HR consultancy, he has developed several brands that continue to operate successfully in the market to this day.
