Simply a technical process?

Of course not. A company that attracts new employees must consider more than the most effective way to meet its staffing needs. This is all the more true in times when there is a shortage on job markets and even "prominent," attractive employers are facing constraints when it comes to recruiting personnel. From employer brand to additional services - there is a lot of HR technology that has to be mastered professionally. Not to mention the relevant tools which are difficult to keep up with. Every - responsible - employer is also aware that an employer brand has an internal impact, too. Conversely, our own employees are the best brand ambassadors to the outside world. In recruiting, more than in other HR processes, "domestic policy" is always "foreign policy" and vice versa.

Recruiting - the importance of culture

Recruiting therefore has cultural weight - in every company! How employers position themselves in the market should be an expression of their identity. As old-fashioned as this sounds, things ought to be kept "true" and open. A newly hired employee must be able to deal with uncertainties but should not experience any unpleasant surprises in the new company. With regard to remuneration and fringe benefits, this can be ruled out - all of this should be contained in the employment contract - but things can be different when it come to the office situation, work equipment or the area of responsibility. In short, a good employer is honest in addressing his new employees. Not only regarding money!

Honesty in co-determination is always right

This also includes honesty with regard to the complexity and thus also the duration of the recruitment and staffing process. This process is co-determined, i.e. it doesn't work without the consent of the works council or only by replacing the council's consent through a labour court. Even that is not always possible - for instance if the employer did not duly inform the works council about the recruitment or if reasons to refuse consent pursuant to § 99, para 2 of the industrial constitution law exist. However: being employed against the explicitly stated will of the works council would be quite a heavy burden for any new emloyee. That doesn't really seem necessary...

A culturally smooth process requires openness

Anyone who practices openness to the outside world, including co-determination, gets everything right in recruiting. The price for the timely and comprehensive involvement of the works council in individual personnel measures - and one such measure is hiring - is its discretion in dealing with applicant data. Every applicant must be able to rely on his or her personal data being handled in a trustworthy manner. Employers and works councils are obliged to do so. Confidence in discretion and openness are two sides of the same coin.

How open must the applicant be?

What expectations may I have - as an open employer who strives for "truthfulness" - with regard to the applicant's openness? To put it bluntly: There are taboos. Michaela's employers are not to be interested in trade union membership or a potential pregnancy. Moreover, I must not discriminate against any applicant on the grounds of race, ethnic origin, gender, religion, belief, disability, age or sexual orientation. This is stipulated in the General Equal Treatment Act ("Allgemeines Gleichbehandlungsgesetz"). In the meantime, employers are experimenting with completely anonymous applicant profiles which only show the applicant's qualifications, experience and interest. This is well-meant, but for an employer, who would like to prepare for a job interview, it takes some getting used to...

Stereotypes in employer marketing - what do they say about me?

What is the iconography of my employer presentation? Which gender or ethnic affiliation do I show in which roles? How gender-neutral are my job advertisements phrased? It is well worth investing time in discussing the question how I want to be perceived as an employer. Because: As stated earlier, the image I present to the outside has an internal effect. My image as an employer, the way I handle applications, how professionally, but also empathetically I handle the recruitment process - all of this is part of my identity. And, as people know by now, companies that are aware of their identity are always more successful!

Jürgen Niemann, betterHR