Employer branding & employer attractiveness: Between the shortage of skilled workers and the need for digitization

In less than ten percent of the German Companys the shortage of skilled workers is an issue, in more than 40 percent of the companies this situation is noticeable in many areas, sometimes even massively. In order toCandidate on yourself I aufmerksam to be able to do must im Recruiting new ways gone, a holistic employer branding seems to be the answer to the most urgent Ask after the "how?". A supposed patent solution, the activity and rethink required in many areas.

HR issues: When skilled workers are lacking

The above figures are from the latest KOFA study, overwritten with "How companies find employees despite a shortage of skilled workers", This investigation was the result of a cooperation between the competence center for skilled workers (KOFA), the job page Indeed and the journal Human Resource Management.

The results of the company surveys show once again how urgent the question of possibilities for more efficient recruiting still is. Conversely, they also show that in many places the Measures for personnel planning cannot meet the acute need for qualified employees.

How do companies win in the War for Talents?

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I would like to clarify this once again:

• Of the companies that claim to be affected by a shortage of skilled workers, 49 percent are trying to solve the problem with strategic personnel planning.
• In companies where the shortage of skilled labor is not or is not a big issue, only a little more than one-third (36 percent) is planned with foresight in order to fall behind in terms of staffing levels.

Overall, against the background of greater competition for the Employees can Significance of recruiting has increased in recent years. This can be seen from the increasing number of employees in recruiting. Because both those companies that have to deal with a stronger focus on recruiting employees out of necessity, as well as those that are not (yet) affected by the shortage of skilled workers, have positioned themselves more strongly in this area, the bottom line is therefore 54 percent of the companies surveyed had more staff in their recruiting departments.

Is employer branding really the way to success?

Nevertheless, the question remains as to what specific measures companies are taking to recruit future employees. Which leads to the next question: Is employer branding that is aimed precisely at the target group you are looking for really the way to personal Success? The KOFA study has a very klare Answer: A large majority (76 percent) of German companies were able to have good, sometimes even very good experiences with the help of an elaborate employer branding.

Apart from that, the good positioning towards the competition and presentation to potential new employees is also important against the background that the career path for the applicants is rarely clearly predetermined.

Applicants: There is no employer of choice

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According to findings of the consulting company Employer Telling there is no such thing as the "Employer of Choice"that is, the desired employer, to which it prefers the candidates. The responding market research institute respondi was able to determine that just over 70 percent of the participants stated that they did not have a desirable employer.

By contrast, the remaining 30 percent accounted for very different entries. At the top: Google, BMW and the public service. Overall, however, the distribution of the named, preferred employers was so wide that even frequent entries only produced results of just over one percent. Even for large corporations, there is still room for maneuver to put themselves in the right light with targeted employer branding.

Employer branding: where companies can start

However, there are differences in where and by what means companies pursue this approach, as the KOFA study reveals. This can be observed, for example, when dealing with so-called "bottleneck talents", which are thus sought with high urgency for the company.

For these, both special monetary and non-monetary benefits are among the incentives for recruiting, but:

• As common as this measure may be, it communicates in public, for example by corresponding information on the career page Of the company, financial benefits and additional benefits are only available to a quarter of businesses.
• Otherwise, the staff members only put their cards on the table in the first personal meeting (41 percent), in the follow-up meeting (20 percent) or in general only on request from the candidate (13 percent).

It should be noted, however, that the urgency is also an indicator of whether special services are made public or not: Companies with skills shortages do this about three times as often as companies whose staffing situation is less tense (30 percent to 11 percent).

Employer: Achieve more visibility among applicants

According to the investigations that the Special topic "Employer Branding" of the Center of Human Resources Information Systems (CHRIS) are based, but special financial rewards or additional benefits are not even among the most common measures. The study, commissioned by the job portal Monster in cooperation with the Otto-Friedrich-University Bamberg and the Friedrich-Alexander University Erlangen-Nuremberg paints a different picture of the employer branding measures of the largest German companies:

• As an important tool to bring your own company more or less into the perception of the applicants, among other things, the cooperation with universities and schools is considered.
• This is followed by the provision of a career website that explicitly addresses the target audience as well as efforts to achieve a holistic, positive candidate experience.

A stronger focus on social media is also an issue in companies. Almost 78 percent even believe that the opportunity for applicants to find out about a possible employer there or in the Internet general information requires a rethinking of employer branding. This means, among other things, focusing more on the target groups.

Employee blogs instead of image movies

However, there is a lot of catching up to do here: blogs in which the employees themselves can report on their daily work or in which, even more specifically, former applicants talk about their experiences with the application process rank far behind in the measures to increase attractiveness, with a share of less than 30 percent.

By contrast, just under 62 percent of the surveyed applicants believe that this is precisely what makes them more attractive as an employer. Thus, the employee blogs are still in the middle, but at least clearly before corporate films for social media, of which 60 percent of companies (Applicants: 44,6 percent) hope for a boost.

Candidate Experience: The company from the point of view of the target group

However, the necessary change of perspective seems to be difficult for many companies. This becomes particularly clear from the answers that the Candidates for the CHRIS study with regard to their wishes for improvement on the part of the employer. Because even if there is no dream employer, there is at least a very clear idea of ​​what the future employer should be like.

Among the top answers are surprisingly many who count the experts as the "basic features": With 70,5 percent, the candidates see the salaries, for example, the greatest need for improvement and the desire for a good working atmosphere (64,4 percent) is apparently still too rarely fulfilled.

Employer Attractiveness: What Does a Company Offer?

Above and beyond this, it is above all the services offered that can make a decisive contribution to employer attractiveness:

• Good career and training opportunities are among the factors that are high on the applicant's wish list (68 or 67,6 percent).
• Close behind: A secure job (61 percent), which at the same time enables a sufficient work-life balance (62 percent).

In contrast, the applicants surveyed see many areas that are more common Opinions are of particular importance for the new generation of employees, less need for improvement, for example with flat hierarchies (48,9 percent), the possibility of working from home (53,8 percent) or the offer of flexible working time models (56,6, XNUMX percent).

Different applicants, different wishes

However, it remains questionable how valuable and meaningful these results are, as there are definitely differences between individual studies. For example that has Onlineportal meinestadt.de together with the Technical University of Kaiserslautern among non-academic specialists Survey conducted on the expectations of the employer.

The result: safety aspects (safer Workplace, 63,7 percent) are well ahead of opportunities for advancement (23,1 percent), punctual salary payments (60,3 percent) are above average salary (20,2 percent) preferred. This corresponds in part to the Results of the Randstad Employer Brand Research studyin which occupational safety is considered almost identical, while an attractive salary in the course of this survey has a similar high priority (63 percent).

Candidate selection: It depends on the right target group

What would actually be underlined just how important it is for companies in the employee search, to get a clear idea of ​​the target group, they want to turn to. Thereafter, the measures for employer branding should be designed and designed and set in the appropriate places.

While the generation of Digital Native fast digital communication processes already in the course of Application expected, such aspects may play a subordinate role for experienced specialists. So employer branding is not so much about what the company is looking for, but what the applicants are looking for in their potential new employer. The companies in Future need more orientation.

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