Walter P. Hölzle

The optimal recruitment assessment process

Recommendations:

- Internal selection of personalities
Check whether internally qualified employees are available and/or distinguish themselves through above-average performance. Putting a new supervisor in front of these talents without being checked can be very demotivating.

Your advantages:
Encourages the further development of the employees, due to the existing knowledge the own talents need a shorter training period. In addition, they are already aware of their strengths and weaknesses and, last but not least, you have lower procurement costs. This policy is a sign of appreciation and increases motivation.

- Switching off impersonal, computer-based online portals
Many exciting applications are not analysed because you cannot enter the exact details required in the online portal. The frustration potential of the candidates is enormously high, as a standardized rejection from the computer usually takes place. Furthermore, it is a signal that the human interaction with the recruiter in this company is clearly in the background. And this is not conducive to the reputation of companies.

- Outsourcing to experienced specialists
Your specialist is neutral, has a certain objectivity, a lot of experience and a large network. In this way, you can additionally address people who fit the requirements profile but are not actively looking for a new challenge at a given time.
Outsourcing should always be done exclusively to avoid confusion, duplication and sell-out in the personnel market.
The Swiss labour market is small and candidates are approached from different sides through multiple awards. This is untrustworthy and candidates feel like goods that are fought for and traded.

Whichever option is chosen, professional preparation and execution is essential to develop the most valuable part of a business, namely human capital.