It ends with the wrong people
When I interviewed Reinhold Messner last year, it became clear how important it was for me Company is to find employees who fit exactly to goals and function. "If my fellow campaigners had been motivated only by money, they might have given up. That would have meant death, "Messner said about his Arctic crossing. Sounds drastic, but makes it clear: With the wrong people, it can also end badly for a company.
To avoid this, not a few companies go to great trouble - often only the wrong ones: job advertisements are watered down beyond recognition, yet one wants to find out with expensive studies in which media they could work best. And if nothing helps, a headhunter is sought, whose candidates will not even be invited to the job interview. Paradox? But sad reality in many companies. The question "What do I really want" is too rarely asked in management.
How is it better?
The electronics group Rohde und Schwarz does it differently: 30 trainees alone each year at the Munich location, as a rule, all are taken over, those willing to study receive support. With salaries in line with the market, benefits, regular training and sophisticated health management, the Group ensures a fluctuation of less than 1 percent. Here, too, one looks for very specialized professionals: "The training period is up to one and a half years," explains Carolin Unger, Head of Personnel Marketing and Recruitment.
However, headhunters could be waived - also because there are good contacts to employees in spe: "We have university collaborations in which we award research contracts, provide laboratories or equipment for students, send staff as lecturers or offer internships," says Unger. So, the most effective way to attract specialized professionals is not to look for the hardship of a man - a method that is unfortunately still underpinned by too few companies.
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