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Labour market mismatch means: Vacant jobs and available workers do not fit together properly. The issue is not necessarily a general lack of people. More often, qualifications, occupational profiles, regions, working time models or salary expectations do not align. This is why a skills shortage and rising unemployment can exist at the same time.

For companies in Germany and Austria, this matching problem is one of the key recruitment challenges in 2026. Organisations that want to fill vacancies faster and more accurately need to adapt their staffing strategy to the real labour market situation: with realistic job requirements, skill-based hiring, faster selection processes and flexible staffing models such as temporary staffing, employee leasing, labour leasing and personnel placement.

What Does Labour Market Mismatch Mean?

Labour market mismatch describes a situation in which vacant jobs and available workers do not come together effectively. This can happen for several reasons: applicants may not have the qualifications required for a role, their occupational background may not match the job profile, the workplace may be too far away, or working hours and salary expectations may not meet the needs of the target group.

In practice, three forms of mismatch are particularly relevant:

Qualification mismatch: The level of requirements for a position does not match the qualifications of available applicants. For example, a company may need a trained CNC machine operator, while available candidates mainly have experience in basic warehouse or logistics roles.

Occupational mismatch: The occupational profile of available workers does not match the role being advertised. Someone with a commercial background, for instance, cannot automatically fill a technical maintenance position without additional training.

Regional mismatch: Workers and vacancies are located in different regions. This is especially challenging in rural areas, industrial locations and regions with limited transport connections.

These forms of mismatch rarely occur in isolation. They often reinforce each other. A suitable skilled worker may exist, but may not live in the right region, may not be able to work shifts or may expect a different salary level. For companies, this creates a real recruitment challenge — even when statistics show that many people are unemployed.

Why Can There Be a Skills Shortage Despite Unemployment?

A skills shortage and unemployment can exist at the same time because they often affect different qualification groups. Many unemployed people are looking for roles at helper or entry level. Many vacancies, however, require completed vocational training, further qualifications, a university degree or specific practical experience.

In Germany, this mismatch is clearly visible. In 2024, around 2.8 million people were registered as unemployed on average. At the same time, around 1.4 million positions were vacant in the fourth quarter of 2024. More than half of unemployed people had no formal vocational qualification, while around 80 percent of registered vacancies were aimed at qualified skilled workers, specialists or experts.

At helper level, there were mathematically more than ten unemployed people for every registered vacancy in 2024. For qualified skilled roles, the ratio was much tighter, at around two unemployed people per registered vacancy. Since not all vacancies are reported to public employment services, the actual shortage in many skilled occupations is likely even more pronounced.

Regional differences make the situation even more complex. In Bavaria, for example, the number of unemployed skilled workers per registered skilled vacancy was much lower than in Berlin. This shows that even when many applicants are available in one region, acute shortages can still exist in another region or occupational group.

Austria shows a similar pattern. Despite rising unemployment, shortages remain in healthcare, nursing, technical occupations, skilled trades, industry, logistics and IT. Here too, the risk of unemployment is strongly linked to education and qualification levels. Companies therefore face the same challenge: they do not simply need more applications — they need more suitable applications.

The Main Causes of Labour Market Mismatch

Labour market mismatch rarely has just one cause. In most cases, several factors occur at the same time.

1. Qualifications and Experience Do Not Match the Role

Many positions require specific technical knowledge, machine experience, certificates, industry experience or legal qualifications. Unemployed applicants are therefore not automatically suitable applicants.

A manufacturing company, for example, may urgently need CNC specialists. If available candidates mainly have experience in packaging, warehousing or basic production tasks, the problem is not a lack of people — it is a qualification gap.

2. Regional Distance Limits the Candidate Pool

Not every skilled worker is mobile. Commuting times, poor public transport connections, family responsibilities or housing costs can significantly limit the practical reach of a workplace.

This is particularly relevant for rural industrial and logistics locations. A suitable skilled worker may theoretically be available, but practically unreachable.

3. Working Time Models Do Not Fit Candidates’ Realities

Many sectors require shift work, weekend work, short-notice scheduling or full-time availability. At the same time, many qualified candidates are looking for predictable working hours, day shifts, part-time options or family-friendly models.

When companies hold on to rigid working time structures, they leave part of the available labour potential unused.

4. Salary Expectations and Market Offers Differ

Candidate expectations have changed in many occupational groups. This affects not only highly specialised positions, but also commercial roles, production, logistics, skilled trades and technical occupations.

If salary bands do not reflect the regional market or are not communicated transparently, suitable candidates are more likely to withdraw from the process.

5. Recruitment Processes Take Too Long

Skilled workers in demand make decisions quickly. Companies that take several weeks to provide feedback, coordinate interviews or make decisions often lose suitable candidates to competitors.

A long time-to-hire is therefore not just an internal process issue. In a tight labour market, it becomes a competitive disadvantage.

6. Structural Change Is Shifting Demand

Different sectors are developing at different speeds. While parts of manufacturing are under pressure, other areas such as healthcare, nursing, public services, technical services and IT-related roles continue to grow.

However, workers from shrinking sectors do not automatically fit into growing sectors. Without targeted training, reskilling or skill-based hiring, this potential often remains unused.

7. Demographic Change Intensifies the Shortage

In many skilled occupations, experienced employees are leaving the labour market due to age. At the same time, not enough younger skilled workers are entering these professions. As a result, companies lose practical knowledge, process experience and technical expertise.

For organisations, this means that securing skilled labour is not only about recruitment. It is also about succession planning, upskilling and retaining existing employees.

What Companies Should Do in 2026

Companies cannot completely eliminate labour market mismatch. But they can significantly reduce it by connecting workforce planning, recruitment and external staffing support more effectively.

1. Reduce Job Requirements to Genuine Must-Haves

Many job advertisements contain long wish lists. Not every listed requirement is truly necessary for day-to-day work.

Companies should clearly distinguish between:

• What is absolutely essential?

• What can be learned during the first months?

• Which experience is helpful but not mandatory?

• Which formal qualifications can be replaced by practical experience?
  
  This review expands the candidate pool without compromising hiring quality.

2. Introduce Skill-Based Hiring

Skill-based hiring places actual abilities at the centre of the recruitment process rather than relying only on formal qualifications or previous job titles. The key question is whether a person can perform the required tasks — not whether their CV follows a traditional path.

This approach is particularly useful for career changers, international applicants, experienced practitioners without formal qualifications and employees from related occupational fields.

3. Use Regional Labour Market Data

Many recruitment goals fail because companies plan with a candidate market that does not actually exist in their region.

Knowing how many suitable skilled workers are realistically available locally helps companies make better decisions on salary, candidate outreach, working hours, search radius and whether a role should be filled externally or developed internally.

4. Shorten Time-to-Hire

Speed is a key success factor in recruitment. Companies should design hiring processes so that suitable candidates receive quick feedback.

Clear responsibilities, fewer decision-making steps, fixed interview slots, fast pre-screening and transparent communication all help. Companies that decide faster are more likely to secure the best candidates.

5. Review Working Time Models and Salary Bands

When suitable candidates drop out, the cause is often not the recruitment channel but the offer itself.

Companies should regularly review whether working hours, shift models, flexibility, salary and additional benefits match the expectations of the target group. Not every solution requires a general salary increase. Predictable shifts, better accessibility, transparent development opportunities and clearer communication can also make a major difference.

6. Make Better Use of Internal Training

Not every vacancy has to be filled externally. In many cases, internal development can be a realistic alternative.

Employees from related roles already know the company, are culturally integrated and can be trained for new tasks. This reduces dependency on the external candidate market.

7. Use External Staffing Models Strategically

Flexible staffing models should not only be used when a shortage has already become urgent. They can be part of a forward-looking workforce strategy.

Temporary staffing, employee leasing, labour leasing and personnel placement can help companies close short-term gaps, manage peak workloads, test new roles and access specialised candidates more quickly.

The Role of Temporary Staffing, Employee Leasing and Labour Leasing

Temporary staffing and employee leasing in Germany, as well as labour leasing in Austria, are particularly useful when companies need staff on a short- or medium-term basis.

Typical use cases include peak workloads, seasonal fluctuations, sickness cover, production, logistics, industry, commercial roles and project-based work.

The advantage is clear: companies gain flexibility without immediately taking on long-term permanent employment risks. At the same time, they can test whether qualifications, working style and team fit are right in real day-to-day operations.

This is especially valuable in the context of labour market mismatch. Not every profile can be reliably assessed on paper. The real fit often becomes clear only in practice.

When Is Personnel Placement Useful?

Personnel placement is especially useful when companies are looking for a permanent hire but lack sufficient internal reach, time or market access.

This applies in particular to specialised skilled workers, hard-to-reach candidates, challenging locations, confidential searches or roles that need to be filled quickly and reliably.

An experienced staffing partner can identify suitable candidates, pre-qualify them and provide companies with a realistic assessment of the market situation. This reduces the risk of poor hiring decisions and long vacancy periods.

How Trenkwalder Can Support Companies

No company can solve labour market mismatch through a single job advertisement. What matters is a realistic view of the market: Which skilled workers are actually available in the region? Which requirements are truly necessary? Which candidates are difficult to reach through traditional channels? And when is a flexible staffing model more effective than immediate permanent recruitment?

Trenkwalder supports companies precisely at this interface: with regional market knowledge, existing candidate pools, structured pre-qualification and experience across different sectors — from production, logistics and industry to commercial roles, services and technical occupations.

Working with Trenkwalder can help companies:

• assess regional availability of skilled workers more realistically,

• refine job requirements,

• reach suitable candidates faster,

• reduce pressure on internal recruitment teams,

• cover peak workloads flexibly,

• find skilled workers for permanent positions,

• shorten time-to-hire,

• make workforce planning more flexible and predictable.

The final hiring decision always remains with the company. Trenkwalder supports market access, pre-selection and assessment. The final decision is made by management, HR or the relevant department.

Practical Checklist for Decision-Makers

Before publishing your next job advertisement, review the following questions:

• Are our requirements genuine must-haves or simply a wish list?

• Are there actually enough suitable skilled workers in our region?

• Can formal qualifications partly be replaced by experience or skills?

• How long does our recruitment process take from application to decision?

• Are we losing candidates because our feedback is too slow?

• Do our working time models and salary bands fit the target group?

• Can internal employees be trained for certain tasks?

• Are we using temporary staffing or labour leasing strategically during peak workloads?

• Is personnel placement useful for hard-to-fill roles?

• Do we regularly evaluate time-to-hire, reasons for rejection and hiring success?

Conclusion: Companies That Understand the Mismatch Recruit More Successfully

A skills shortage despite unemployment is not a contradiction. It is a sign that qualifications, region, occupational experience, working hours and salary expectations often do not match.

Companies that understand this labour market mismatch will gain a clear advantage in 2026. They define more realistic job profiles, make faster decisions, focus more strongly on skills and use flexible staffing models strategically where internal resources or regional candidate markets reach their limits.

The key recommendation is clear: Do not wait until a vacancy remains unfilled. Analyse your staffing situation early, identify which skills you truly need, determine which requirements are negotiable and consider which type of support can help you find suitable employees faster.

Would you like to understand how significant the labour market mismatch is in your region and sector? Our regional experts know local labour markets from daily practice and can support you with an initial assessment of your current staffing situation. Contact us for your free consultation.

High temperatures can be a significant burden for many people in their daily work. Studies show that even moderate exposure to heat can impair both cognitive and physical performance. Concentration, reaction time, and well-being decline—with direct effects on productivity and error rates.

However, these effects can be effectively counteracted with targeted measures.

Why Heat Affects Performance

The human body relies on maintaining a constant core temperature. When ambient temperatures are high, the body’s cooling system is activated, primarily through increased blood flow to the skin and sweating. These processes are necessary to prevent overheating, but they consume energy.

As a result, less energy is available for cognitive tasks, while at the same time the strain on the cardiovascular system increases. This leads to faster fatigue, and both concentration and performance decline. Activities that require a high level of mental focus or physical exertion are particularly affected.

Optimizing the Work Environment

An adapted work environment can significantly reduce thermal stress. Regular ventilation during the cooler parts of the day promotes air exchange and helps prevent heat buildup. In addition, sun protection measures such as blinds or curtains reduce heat gain from direct sunlight.

Air movement also plays an important role: Fans can lower the perceived temperature by promoting the evaporation of sweat. At the same time, avoidable heat sources should be minimized as much as possible. Even minor adjustments can help create a more stable and productive work environment.

Maintaining a Stable Fluid Balance

A balanced fluid balance is essential for performance and well-being. Even mild dehydration can negatively affect concentration and reaction time.

Therefore, it is important to drink regularly throughout the day rather than consuming large amounts all at once. Water and unsweetened beverages are particularly suitable, while caffeinated drinks should be consumed only in moderation. Maintaining a steady fluid balance supports the body’s thermoregulation and helps sustain performance.

Adjust Your Diet

Diet also significantly influences your ability to cope with heat. Heavy, high-fat meals increase the body’s heat production and can put additional strain on the circulatory system.

Instead, a light, balanced diet rich in fruits and vegetables is recommended. Smaller meals spread out throughout the day reduce the strain on the body and ensure a more consistent energy supply. This allows the body to function more efficiently and remain productive even at higher temperatures.

Consider Work Organization

Structuring the workday plays an important role in managing heat. Demanding tasks that require intense concentration should, whenever possible, be scheduled for the times of day when productivity is highest—which are often cooler. Less complex tasks, on the other hand, are better suited for warmer periods.

In addition, regular breaks are essential, as they give the body an opportunity to recover. A consciously adapted work schedule helps prevent overexertion and allows you to use your available energy effectively.

Choose Functional Clothing

Choosing the right clothing has a direct impact on how you perceive temperature. Breathable materials support the evaporation of sweat, thereby promoting the body’s natural cooling process.

Light colors reflect a greater proportion of the sun’s rays, while loose-fitting clothing improves air circulation. As long as company policies allow, appropriate clothing can play an important role in alleviating the effects of heat.

Supporting Cognitive Performance

High temperatures have been shown to affect attention and increase the likelihood of errors. To counteract this, a structured and mindful approach to work is crucial.

Clearly prioritizing tasks helps you maintain an overview, while structured planning increases efficiency. Regular breaks promote mental recovery and help maintain concentration over the long term. Even short breaks can noticeably improve performance.

Consider the broader context

Even though there is no universal rule for “time off due to heat,” employers are obligated to ensure working conditions that are safe for employees’ health. This opens up various possibilities for reducing the strain caused by high temperatures.

These include, for example, organizational adjustments, providing beverages, or measures to improve the indoor climate. Open communication between employees and the company is crucial for finding suitable and practical solutions.

Our Contribution at Trenkwalder

With many years of experience across a wide range of industries, we understand the challenges that high temperatures pose in everyday work. Whether in physically demanding jobs or tasks that require intense concentration—the right working conditions are crucial for health, satisfaction, and performance.

We therefore place great emphasis on working with our client companies to design workplaces that meet their specific requirements. This also includes addressing seasonal challenges such as heat and supporting practical solutions that ease the burden on employees in their daily work.

Conclusion: Ensuring Performance Despite the Heat

High temperatures cannot be avoided, but their effects can be effectively mitigated. The key lies in a combination of an adapted work environment, conscious self-management, and supportive conditions.

Those who take early action and pay attention to their body’s signals can remain productive even on hot days while protecting their own health.

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AI is no longer a future topic in recruiting. Many companies already use digital solutions to capture applications faster, structure profiles more effectively or identify suitable candidates in a more targeted way. Especially in a labor market where speed and quality are decisive, this can be a clear advantage.

At the same time, new questions arise. Recruiting is about people, career paths and personal decisions. Companies using AI in the application process should therefore not only focus on efficiency, but also on responsibility, transparency and data protection.

The central question is not: Can AI make recruiting faster? The real question is: How can AI be used in a way that prepares better decisions without automating them uncontrollably?

AI does not replace hiring decisions

Artificial intelligence can analyze large amounts of data, recognize patterns and structure information. In recruiting, it can help pre-structure CVs, match qualifications with requirements or simplify administrative steps.

However, this does not mean that AI should decide on its own who is the right fit for a company.

Recruiting remains a process in which context matters. Professional experience, team structure, development potential, communication style or motivation to change jobs cannot be fully reduced to data points. AI can provide guidance, but it does not replace human evaluation.

Responsible AI use therefore means: technology supports pre-selection, while HR, specialist departments and recruiting partners put the decision into context.

Where AI creates real value in recruiting

The greatest benefit does not arise where technology replaces people. It arises where it reduces routine work and creates better decision-making foundations.

AI can support, for example, with:

• structured collection of candidate data

• matching requirements and qualifications

• prioritizing relevant profiles

• identifying possible exclusion criteria

• documenting process steps more clearly

• improving communication between HR, departments and external partner

Especially with high application volumes or time-critical hiring needs, this can reduce workload. Instead of manually reviewing every profile from the beginning, recruiters can identify more quickly which applications should be examined in more detail.

Modern applicant management should therefore not only collect data, but structure information in a way that makes it truly useful in the decision-making process.

Responsibility starts with clear criteria

For AI to be used effectively in recruiting, it needs a clear foundation. Unclear requirements lead to unclear results. If a company does not define exactly which qualifications, conditions and soft skills are relevant for a position, technology cannot support a reliable pre-selection either.

Structured criteria are therefore essential, for example:

• Which professional requirements are mandatory?

• Which experience is desirable but not decisive?

• Which working time models and locations are possible?

• Which salary and availability frameworks are realistic?

• Which information may be included in the assessment at all?

The more clearly these criteria are formulated, the better AI can be used as support. At the same time, it becomes easier to understand why a profile was classified as suitable or less suitable.

This creates not only more efficiency, but also more fairness in the process.

Data protection must not be an afterthought

Recruiting involves the processing of particularly sensitive information. CVs, contact details, salary expectations, career history and sometimes personal circumstances are all data that companies must handle carefully.

That is why data protection should not only become relevant once a new technology has already been introduced. It belongs in the process design from the very beginning.

Companies should ask themselves, among other things:

• Which data is actually required?

• Where is this data stored?

• Who has access to which information?

• How long does data remain in the system?

• How is it documented on which basis a decision was prepared?

A in recruiting must be embedded transparently. Candidates should be able to trust that their data is not processed without control. Companies, in turn, need processes that remain understandable internally and explainable externally.

Modern applicant management should therefore not only collect data, but structure information in a way that makes it truly useful in the decision-making process.

Avoiding bias: Why human control remains important

AI systems work with data. This data can contain patterns that are not neutral. If historical decisions, incomplete information or one-sided criteria flow into processes, there is a risk that existing biases will continue.

That is why it is not enough to introduce AI only from a technical perspective. Companies must regularly check whether the results are plausible, fair and aligned with their recruiting goals.

What matters is the interaction between technology and control:

AI can make suggestions.
People must evaluate those suggestions.
Processes must be documented.
Criteria must be reviewed regularly.

Responsible AI use therefore does not mean slowing down technology in principle. It means managing it consciously.

Transperancy builds trust

Many Candidates today expect professional, fast and transparent application processes. Long waiting times, unclear feedback or inconsistent communication have a negative impact on the candidate experience.

AI can help accelerate processes and make information more accessible. At the same time, the application process must not feel impersonal.

Transparency therefore does not mean explaining every technical detail. It means making it understandable how applications are processed, which information is relevant and when candidates can expect feedback.

Companies that use AI responsibly build trust. Not because technology is at the center, but because the process becomes clearer, more consistent and more professional.

Practical guiding questions for companies

Before AI is introduced or expanded in recruiting, companies should clarify a few basic questions:

1. Which problem should AI actually solve?
Is it about speed, better pre-selection, less manual work or more transparency

2. Which process steps should deliberately remain human?
Not every decision should be automated. Final evaluations in particular require context and experience

3. Which data is being used?
Only relevant, necessary and legally permissible information should flow into the process

4. How are results reviewed?
Recommendations should be checked regularly and compared with real recruiting outcomes

5. Who is responsible?
Even when technology supports the process, responsibility remains with the company and the decision-makers involved

These questions help companies view AI not as an isolated tool, but as part of a professional recruiting model.

Technology needs process understanding

Many companies start with the technology when discussing AI. But the process must come first.

An unclear recruiting process does not automatically improve through AI. If requirements are vague, feedback is delayed or responsibilities are not defined, technology may only accelerate existing weaknesses.

The best results are achieved when digital solutions, structured pre-selection and personal consulting work together. Data creates orientation. People evaluate context. Processes ensure that both come together in a meaningful way.

Especially for companies with limited internal time or HR resources, external support can help set up recruiting processes more efficiently and responsibly at the same timet.

Conclusion: Responsible AI does not make recruiting less personal, but clearer

AI can make recruiting faster, more structured and more transparent. However, this requires companies to understand technology not as a replacement for hiring decisions, but as support for better processes.

Responsible AI use means defining clear criteria, taking data protection seriously, making results understandable and deliberately involving human control.

Companies that use AI strategically in recruiting gain more than speed. They also create more trust, better decision-making foundations and a more professional candidate experience.

If you want to develop your recruiting further and integrate digital solutions responsibly into your processes, an external perspective can provide valuable impulses. Contact us for a non-binding conversation about suitable recruiting and technology solutions for your company.

In the age of artificial intelligence, everything seems to boil down to speed, automation, and technical skills. New tools are released on a weekly basis, processes are becoming more efficient, and decisions are increasingly data-driven. Anyone thinking about their career today therefore often hears: “You absolutely must learn AI now.”

But this perspective falls short. Because while many are trying to catch up technologically, the real competition is taking place on an entirely different level—in soft skills. And this is precisely where a quiet but decisive shift is occurring: skills that were long taken for granted are suddenly becoming a distinguishing factor.

Why the Value of Human Skills Is Rising

The more tasks machines take over, the clearer it becomes what machines simply cannot do. AI can analyze, generate, and structure. But it does not understand interpersonal tensions, it does not sense uncertainty in a conversation, and it does not take on real responsibility. This does not mean that technology is becoming unimportant—on the contrary. But it is changing what matters. Suddenly, it is no longer decisive whether you can operate a tool. Many people can do that. What matters is how you handle results, how you interpret them, think them through, and translate them into concrete actions. This is exactly where soft skills come into play.

The Underestimated Skills That Are Now Making All the Difference

If you take a closer look, you’ll quickly realize that the most in-demand soft skills aren’t new. But their importance has changed—and has grown significantly.

Critical thinking is becoming a core competency

In a world where information is available at all times, the ability to evaluate that information is becoming more important than access itself. Many people today rely on AI-generated content—often without really questioning it. But that is precisely what is risky. Results can be incomplete, distorted, or simply wrong. Those who, on the other hand, pause, verify, ask questions, and recognize connections immediately stand out. Critical thinking here means not just doubt, but above all structure: organizing information, recognizing patterns, drawing conclusions. It is the ability to turn data into real decisions.

Communication is becoming more complex—not simpler

At first glance, one might think AI makes communication easier. After all, emails, presentations, or reports can be created faster than ever before. But that is precisely where the challenge lies. When content is produced more easily, the volume automatically increases—and with it, the demands for clarity. Anyone who wants to communicate successfully today must not only create content but also convey it in a way that is understandable, precise, and targeted. What will be particularly important here is the ability to bridge the gap between “technology” and “people”: translating the results of AI analyses into concrete recommendations, and explaining complex topics in a way that ensures they are truly understood. Good communication is therefore less of a technical skill—and more of a strategic competency.

Empathy Is Becoming a Real Competitive Advantage

The more digital the workplace becomes, the greater the need for genuine connection. Teams work remotely, decisions are data-driven, and processes are automated. What is often lost in the process is a sense of the people behind the results. In this context, empathy acts almost as a counterbalance to technology. It fosters trust, provides direction, and facilitates collaboration. Leaders who listen, assess situations accurately, and can respond to people’s needs are in greater demand today than ever before. And in day-to-day work as well, the following holds true: Those who understand social dynamics, recognize conflicts early, and actively shape relationships will be more successful in the long run.

Adaptability is becoming the new security

In the past, a career often meant stability. People specialized, became experts in a field, and built on that foundation. Today, however, change is the norm. New tools, new requirements, new roles—sometimes within a matter of months. In this reality, adaptability is becoming one of the most important skills of all. It’s not about knowing everything, but about being able to learn quickly. Staying open-minded. Trying things out instead of waiting to see what happens. Those who view change not as a threat but as part of the job have a clear advantage.

Self-management is becoming a key skill

AI not only increases efficiency but also complexity. Suddenly, there are more options, more information, and more ways to get things done. Without good self-management, this can quickly lead to feeling overwhelmed. Successful people manage to structure themselves: setting priorities, staying focused, and consciously deciding what is important—and what is not. It’s less about perfect planning and more about clarity in everyday life. Those who can manage their own work remain capable of taking action even in dynamic environments.

Creativity takes on a new role

It is often assumed that AI can replace creative work. In reality, it merely shifts the focus. Instead of creating content from scratch, the emphasis is increasingly on developing ideas, combining perspectives, and providing creative impetus. AI can support this—but it usually delivers variations on existing concepts. True innovation arises where people think differently, make unusual connections, or consciously break new ground. Creativity thus becomes less operational and significantly more strategic.

The mistake many people make

A common reaction is: “I need to build up as many technical skills as possible right now.” That’s understandable—but it’s an incomplete way of thinking. Because in the long run, those who can use technology effectively will come out on top. And that requires more than just technical knowledge. It requires judgment, communication skills, empathy, and the ability to learn. Or to put it another way: AI enhances your abilities—but it doesn’t replace who you are.

The combination makes the difference

The future does not belong to pure tech experts—nor does it belong exclusively to those with “people skills.” Those who succeed are the ones who combine both.

People who:

• understand and use AI tools

• critically evaluate results

• communicate clearly

• and at the same time retain a sense of human connection

This combination is rare—and that is precisely why it is so valuable. In the AI era, it is not about being human or machine.

It is about being the person who understands technology best—and uses it most wisely.

What this means for companies like Trenkwalder

As a staffing agency and career partner, Trenkwalder is experiencing this trend firsthand. The expectations placed on job applicants are changing noticeably—not only in terms of professional qualifications, but increasingly in terms of personal skills as well. In our daily work, it is becoming increasingly clear: technical expertise remains important, but it is no longer enough to ensure long-term success. Today, companies are looking for people who think flexibly, take on responsibility, and can navigate a dynamic environment with confidence. This is precisely where the often-underestimated soft skills come into play.

Trenkwalder supports both companies and talent through this transformation. It is clear that the candidates in high demand not only possess technical expertise but, above all, the ability to adapt to change, communicate clearly, and continuously develop their skills. At the same time, Trenkwalder supports companies in identifying and fostering this potential—whether through targeted consulting, suitable placements, or the development of modern job profiles. Because one thing is becoming increasingly clear: It is not the perfect qualifications that determine success—but the ability to continually adapt to new demands.

A Look at Real-World Practice

Many projects show that soft skills, in particular, make all the difference. Two candidates with similar résumés can be perceived completely differently—depending on how they communicate, how they tackle problems, or how they work within a team.

Companies are therefore increasingly looking for individuals who:

• Show initiative

• Take responsibility

• Are open to new technologies

• And at the same time do not lose sight of the human factor

This trend confirms that the job market is changing not only technologically—but also culturally.

Conclusion: Soft skills are no longer just a “nice-to-have”

The future of work is not determined solely by technology, but by the people who use it. Soft skills are becoming a decisive factor for success—both for companies and for job seekers.

Those who invest in their personal skills today are laying the foundation for long-term success. And this is precisely where Trenkwalder sees itself as a partner: not just in placing people in jobs, but in shaping sustainable careers.

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For many companies, recruiting still begins with a familiar pattern: CVs are collected, reviewed, forwarded and then checked by specialist departments. This approach is established, but often time-consuming and not always efficient.

Especially in a market where suitable candidates respond quickly and companies need to make fast decisions, classic CV forwarding is increasingly reaching its limits.

CV shows important career stages, qualifications and experience. However, it does not automatically indicate whether a person really fits the position, the company and the specific framework conditions.

Recruiting needs more than Documents

CV is an important part of the application process. It provides orientation and creates an initial basis for decisions. At the same time, it only partially reflects various relevant factors.

For qualitative preselection, further information is often crucial:

• availability of candidates

• salary expectations

• mobility and place of assignment

• desired working time model

• relevant practical experience

• professional must-have criteria

• soft skills and personal expectations

• motivation to change jobs

If these points are clarified only later in the process, unnecessary loops are created. Specialist departments review profiles that look might interesting at first glance, but fail due to basic framework conditions later.

The Difference between Forwarding and Prequalification

Classic CV forwarding often means: a profile is sent to the company as soon as it appears to be generally suitable. The actual assessment then takes place internally.

Data-based prequalification starts earlier. Relevant information is structured, compared and evaluated before candidates move on to the next stage of the process.

The goal is not to reduce people to data points. Rather, it is about preparing decisions better and making relevant information visible at an early stage.

This allows companies to recognise more quickly which candidates really match the requirements — and which profiles may seem interesting but are unlikely to fit the specific need.

Applicant Management becomes a Success Factor

Modern applicant management supports companies in making processes more transparent and efficient. Applications are not only collected, but systematically classified.

This allows earlier answers to important questions like:

• Does the person meet the central requirements of the position?

• Do availability and possible start date fit?

• Do working time model and place of assignment match?

• Are there professional or organisational exclusion criteria?

• Which next steps are useful.
  

The more clearly information as such is structured, the easier collaboration becomes between HR, specialist departments and external recruiting partners.

Less Workload for Specialist Departments

Specialist departments play a central role in hiring decisions. But at the same time, they often have little time in day-to-day business to review extensive application documents.

If profiles are forwarded unfiltered or only superficially prequalified, additional effort is created. Decisions are delayed, follow-up questions increase and suitable candidates have to wait longer for feedback.

Solid prequalification relieves specialist departments because they only receive profiles that have already been checked based on relevant criteria.

This improves not only process speed, but also the quality of selection.

Faster Decisions improve the Candidate Experience

Recruiting is not only an internal company process, but also an important point of contact with potential employees.

Candidates today expect clear communication, transparent processes and timely feedback. If decisions take too long, the risk increases that good applicants drop out or choose another offer.

Data-based prequalification can help shorten waiting times and manage processes more effectively. Companies gain responsiveness and appear more professional in the application process.

Quality instead of Quantity

More applications do not automatically mean better hires. What matters is how well incoming profiles match the actual requirements.

A modern recruiting process therefore focuses less on the sheer number of forwarded CVs and more on the quality of preselection.

That means: fewer unsuitable profiles, fewer coordination loops and more focus on candidates with a realistic fit.

Technology as Support in Recruiting

Digital solutions can help companies make applicant management and prequalification more efficient. They support structured information collection, transparent status tracking and understandable process management.

It is important not to see technology as a replacement for personal assessment. Especially in recruiting, the human perspective remains essential.

The best effect is achieved when digital processes and personal consulting work together: data creates structure, people assess context.

Rethinking Recruiting

Companies that want to optimise recruiting should not only speed up individual parts of the process. What matters is a holistic view of the path from application to hiring.

This includes clear requirements, structured prequalification, transparent communication and close coordination between everyone involved.

Those who continue to simply forward CVs are leaving potential unused. Those who structure and evaluate information early create better foundations for decision-making.

Conclusion: The Right Match does not happen by Chance

Modern recruiting means more than collecting and forwarding CVs. It is about using relevant information in a targeted way, simplifying processes and identifying suitable candidates more quickly.

Data-based prequalification helps companies make recruiting processes more efficient, relieve specialist departments and improve the candidate experience.

Companies that further develop their applicant management not only create more speed, but also higher quality in personnel selection.

If you want to further develop your recruiting strategy and use internal resources more effectively, an external perspective can provide valuable input. Feel free to contact us for a non-binding consultation on suitable recruiting and technology solutions for your company.