Recruitment concept
Employee selection as a success factor
Have you heard this quote from Steve Jobs? "The secret of Apple's success is that we've gone to extraordinary lengths to hire the best people in the world." This is how companies should think and invest a corresponding amount of effort to retain the most talented employees. According to a recent GALLUP survey, only 14 percent of 100 employees are engaged, 23 percent actively disengaged and 63 percent disengaged.
This is because 90 percent of all recruitment decisions in industrial companies are still made on the basis of an interview and knowledge of the application documents. However, only 20 percent of the applicant's personality and behavior is visible through the application documents and the interview; their motives, drives and values remain invisible.
However, the quality of employees is crucial for a company in the manufacturing industry, because the right recruitment of the right employee is the best personnel development.
The ability to attract and retain employees in the battle for talent and maintain a consistent team is becoming a decisive competitive advantage in the industry. Good skilled workers are hard to find, and while employees in manufacturing companies often have the relevant specialist knowledge and good qualifications, they lack personality. In the past, personnel decision-makers only used diagnostic tools to determine whether an applicant was a good fit for the company or not. However, in today's world, where the battle for the best talent is becoming increasingly important, it is also a crucial way for a company to attract employees to its own company. After all, good employees can choose their employer.
The career analysis and the recruitment concept specially developed by AEC disc are a great help here. To ensure that the selection of personnel does not become a game of chance, it is not only possible to ask the applicant the usual questions of a typical job interview, but it is also possible to assess the extent to which the candidate actually fits the company. Dirk Thiemann, Managing Director: "The career analysis enables managing directors and HR managers to recognize very quickly whether the applicant is an ideal match for the company's requirements profile or not. However, this is only one of several success factors. By combining various measures and using the methodology developed by the AEC-disc experts, the probability of selecting the right applicant can be significantly increased. It is no longer enough for industrial companies, which are already in the battle for talent, to simply obtain certainty for their decision. They go the extra mile with the applicant, conduct a career interview with them and thus give them the certainty that they can be successful in their company with their skills and talents."
Ideally, the selection of applicants should therefore take place in several stages in order to find the right employee. A telephone interview is followed by a suitability diagnostic analysis. This provides the company with important information, for example on the question of whether the company's own variable remuneration system is suitable for the candidate. Does the candidate have the right motivation and will this be reflected in the company's incentive system? Does the candidate have the right behaviors needed to be successful in the company?
The applicant is also given an overview of where their strengths lie and whether the desired job suits them. This is followed by the interview. Ideally, this should not only last 45 to 60 minutes, but around 90 minutes, as it includes a mini-assessment center. After a ten-minute self-presentation by the candidate, the critical points from the application and the analysis are examined for 20 to 30 minutes. If the applicant is also convincing here and it is agreed that the company would like to have the applicant and that he or she is an ideal fit for the company, a 20-minute career interview is held.
This makes it clear to the other person that they have the best chance of future professional success with their skills and talents in this company. This is done by asking questions such as "Can you imagine that we have employees with the same skills and talents as you who are already much more successful than you are today?"
After the applicant has been given the assurance that they can be successful in the new company by discussing their personal career assessment, the general conditions and the feel-good factors for the new employee are discussed in the last ten minutes. However, it is not only the perfect interview that is important for successful recruitment; the rest of the process should also be completed as quickly as possible with the signing of the employment contract.
To ensure that the new employee remains with the company in the long term, onboarding, i.e. successful support during the first few months in the new company, is just as important as the right approach during recruitment.
According to documents from DIV Deutsches Institut für Vertriebskompetenz / mho
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