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Why “more recruiting” is no longer the solution

When staffing challenges arise, many organisations instinctively respond by intensifying recruiting efforts: more job postings, more channels, more activity. In practice, this often leads to higher costs, longer vacancies and frustration – without delivering sustainable results.

The underlying issue is rarely recruiting execution. It lies in outdated decision assumptions. Workforce decisions today are made under fundamentally changed conditions: limited talent availability, rapidly evolving skill requirements and increasing time pressure.

This article provides a practical, step-by-step approach to help companies adapt their decision logic and remain operationally and strategically capable.

Step 1: Define workforce needs realistically, not ideally

Many hiring decisions fail at the very first step: the definition of need. Roles are often described as they should look in an ideal world, rather than what is truly required for business continuity.

A realistic needs assessment starts by asking:

• Which tasks must be reliably covered in the short term?

• Which responsibilities are critical, and which can be developed?

• Which skills are essential, and which are desirable but not mandatory?

Companies that clarify this early gain significant flexibility and increase their chances of making a successful hire.

Step 2: Treat skills as a development pathway, not a fixed state

Skills are often evaluated as binary: either present or missing. In reality, very few candidates match requirements perfectly, especially in a tight labour market.

A more resilient approach focuses on:

• which skills must be available at entry

• which can realistically be developed within six to twelve months

• how much learning capability the role requires overall

Viewing skills as a development pathway reduces dependency on the external labour market and strengthens internal stability.

Step 3: Integrate time as a core decision factor

Time is one of the most underestimated cost drivers in workforce decisions. Every unfilled role creates operational friction – through delays, overload or lost opportunities.

A sound decision process therefore asks:

• How long can the role realistically remain vacant?

• What are the operational and financial consequences of delay?

• At what point do alternative staffing solutions become more effective?

Only when time is explicitly considered can companies choose the most appropriate solution – not just the most desirable one.

Step 4: Use flexibility as a strategic control mechanism

Flexibility is often discussed only when problems escalate. Successful organisations, however, integrate it deliberately into their workforce strategy.

This means:

• applying flexibility where uncertainty is highest

• ensuring stability where continuity is critical

• combining both in a structured way

Strategic flexibility increases resilience and preserves decision-making freedom under volatile conditions.

Step 5: Assess workforce risks explicitly

Workforce shortages directly affect core business performance, yet they are often treated implicitly rather than as explicit business risks.

A professional approach addresses:

• which workforce gaps threaten value creation

• where key person dependencies exist

• which scenarios are realistic rather than optimistic

Explicit risk assessment leads to calmer, more robust decisions – even under pressure.

Step 6: How recruitment partners improve decision quality

The value of professional recruitment partners goes beyond filling positions. Their key contribution lies in improving decision quality.

They support companies by:

• providing realistic insights into labour market availability

• helping prioritise and refine requirements

• contextualising time, cost and risk

• identifying workable solutions instead of theoretical ideals

This leads to more resilient workforce decisions across industries and company sizes.

Conclusion: Strong workforce decisions follow a clear logic

Companies cannot control labour market conditions. What they can control is how professionally they respond to them.

Organisations that define needs realistically, view skills development strategically, account for time explicitly and use flexibility deliberately increase not only hiring success, but overall decision quality.

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The algorithmic recruitment process has become a core element of modern recruiting strategies. More and more companies rely on AI in recruitment and automated applicant tracking systems to review and pre-select applications efficiently.

For candidates, this raises important questions: How does digital recruitment processes work? Which criteria are used to evaluate applications? And how can applicants improve their chances in an increasingly automated hiring environment?

1. What is an algorithmic recruitment process?

An algorithmic recruitment process refers to the use of applicant tracking systems (ATS) and AI-based evaluation tools to automatically collect, analyse and rank applications.

The main objectives of these systems include:

• structured pre-selection of applications

• comparability of qualifications

• increased efficiency in recruitment

• reduction of manual screening effort

It is important to note that final hiring decisions are still made by humans. Algorithms support recruiters but do not replace them.

2. How does AI-powered recruitment software work?

AI in recruitment operates on both rule-based and data-driven logic. Recruitment software analyses application documents based on predefined criteria and compares them with job requirements.

2.1 Analysis of formal qualifications

• educational and academic degrees

• vocational training and certifications

• length and relevance of professional experience

2.2 Content matching with job descriptions

• alignment of skills and competencies

• use of relevant industry-specific keywords

• clear descriptions of tasks, responsibilities and expertise

2.3 Technical and structural evaluation

• logical and consistent CV structure

• chronological clarity

• machine-readable file formats, preferably text-based PDFs

Highly graphical or unstructured CV layouts can limit accurate automated analysis.

3. Common mistakes in digital application processes

In automated recruitment processes, applications often fail due to avoidable formal issues rather than a lack of qualifications.

Common mistakes include:

• poorly structured CVs

• no adaptation to the specific job description

• overly generic task descriptions

• scanned or image-based documents

For AI-driven systems, clarity and precision are essential.

4. How candidates can optimise application documents for AI

4.1 Analyse job descriptions carefully

Key requirements, competencies and terminology from the job posting should be reflected in the CV.

4.2 Use performance-oriented descriptions

Beyond listing tasks, applicants should describe responsibilities, results and focus areas.

4.3 Prioritise structure and readability

Recommended CV structure:

• professional experience

• education

• further training and certifications

• IT skills and language skills

4.4 Avoid generic standard phrases

Repetitive or generic wording reduces relevance scores in modern applicant tracking systems.

5. The role of recruitment agencies in algorithmic hiring

In digital recruitment environments, recruitment agencies act as an interface between technology and human judgement. They combine automated pre-selection with professional assessment and personal consultation.

Benefits for candidates include:

• optimisation of application documents for digital systems

• realistic assessment of job market opportunities

• targeted placement in suitable positions

• personal support despite automated processes

Professional guidance can significantly increase success rates in algorithmic recruitment processes.

6. Future outlook: The evolution of algorithmic recruitment

The use of AI in recruitment will continue to grow. Expected developments include:

• greater standardisation of application documents

• increased importance of clearly defined competency profiles

• faster response times in hiring processes

For candidates, digital application readiness will become a key career skill.

Conclusion: Understanding algorithmic recruitment as a success factor

The algorithmic recruitment process is now a permanent feature of the modern labour market. Candidates who understand how AI-driven recruitment software evaluates applications can optimise their documents strategically and improve their chances significantly.

Structured applications, clear professional profiles and expert support are decisive success factors.

Stay informed and follow us on LinkedIn, Facebook or Instagram for more career tips and insights into modern recruitment.

Digital HR solutions have long been considered the key to more efficient processes, better data bases and a modern employee experience. Nevertheless, practice shows that many HR digitalisation projects fall short of expectations. Systems are introduced but not used. Processes are digitalised but not improved.

Why is this – and how can companies use HR technology in a way that actually creates added value?

Why HR digitalisation often fails

The causes rarely lie in the technology itself. Much more often, projects fail due to structural and strategic factors.

1. Technology before strategy

A common mistake is to introduce tools before it is clear which processes need to be improved. HR technology then becomes an end in itself – instead of being used in a targeted manner where it reduces workload, speeds up processes or improves quality.

2. Unclear processes are digitised

Digitisation reinforces existing structures. If processes are inefficient, inconsistent or not clearly defined, software will not improve them – it will simply make them faster to become problematic.

3. Lack of involvement of HR teams

When systems are introduced ‘from above’, they often lack acceptance in everyday life. HR teams need to understand why processes are changing, what benefits the technology brings and how it provides concrete support.

4. Too little focus on scalability

Many solutions work on a small scale, but quickly reach their limits when it comes to growth, internationalisation or fluctuating staffing requirements. This is where it becomes clear whether HR technology has been strategically thought out.

What distinguishes successful HR technology projects

Companies where digitalisation in HR has a measurable impact take a different approach. They don't start with tools, but with questions.

1. Understand processes first – then optimise them

The first step is always a thorough analysis: Where does manual effort arise? Where do media breaks slow things down? Where is there a lack of transparency?

Only when these questions have been answered does it make sense to deploy targeted technological solutions – for example, to automate recruiting workflows, document processes or internal communication.

2. Technology as an enabler, not a substitute

HR technology should lighten the load, not replace it. Successful projects use automation where it frees up time – while strengthening the role of HR as a strategic partner in the company.

This effect is particularly evident in recruiting: technology supports matching, administrative processes and communication – but the final decision and assessment remain with humans.

Learn more about modern, integrated HR technology solutions.

From tool selection to complete solution: how to create real value

In practice, it is rarely the ‘best’ tool that determines success, but rather the question of how well a solution fits your own organisation. Many companies compare functions, prices and providers – and only realise after implementation that processes, responsibilities or interfaces have not been taken into account.

Impact is created when HR technology is planned as part of an overall system:

• Which processes really need to be streamlined?

• Where is standardisation needed – and where is there room for manoeuvre?

• How can technology, recruiting models and HR services be meaningfully integrated to make everyday life easier rather than more complex?

Especially in times of growth, internationalisation or fluctuating personnel requirements, it pays to take a structured look at the entire HR landscape – including the question of which technological building blocks make sense and how they can be neatly integrated into existing processes. An experienced partner can help to clarify requirements and set up the implementation in a practical manner.

How companies can implement HR technology sustainably

Digital interviews have long been standard. The difference often lies in the basics. Three points A proven approach consists of four steps:

1. Define goals: What should be better, faster or more transparent?

2. Structure processes: First clear processes, then digital support.

3. Integrate technology in a targeted manner: Tailored to the organisation, not the other way around.

4. Ensure support: Plan for training, feedback and ongoing optimisation.

This way, digitalisation becomes a continuous development process rather than a one-off project.

Conclusion: HR technology only unfolds its value with the right strategy

HR digitalisation rarely fails because of software – but rather because of a lack of clarity, a lack of integration and a lack of strategic perspective. Companies that understand HR technology as a tool and consistently align it with their processes and goals create real added value: more efficient processes, better decisions and relieved HR teams.

Would you like to find out how HR technology can be used effectively in your company – without tool activism, but with a clear strategy? Then get in touch for a no-obligation consultation and discover how technological solutions, recruiting services and HR expertise work together optimally.

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Those attending job interviews in 2026 will often encounter new formats and changed expectations. In addition to traditional interviews, structured interviews, short skill checks, (asynchronous) video interviews and AI-supported steps in the application process are becoming increasingly relevant.

In this article, you will learn what will be particularly important in 2026 – and which techniques you can use to make a clear, confident and professional impression.

Why job interviews will have changed in 2026

Many companies today are focusing more on practical skills and demonstrable competencies – and less exclusively on degrees or a seamless CV. In the application process, what counts more often is how you solve tasks, how you work and what results you have already achieved.

At the same time, recruiting is becoming increasingly digital and technical: AI-supported tools provide assistance in many areas – for example, in pre-selection, video interviews or the evaluation of tests. For candidates, this means that job interviews in 2026 will often be more structured and focus more on practical relevance, clear thinking and an authentic presentation.

The three success factors in job interviews in 2026

1. Clarity: You will score points if you can explain your experience in a few structured sentences – without digressions. This is especially true in digital formats, where attention spans are shorter.

2. Substance: In 2026, proof will count: what can you really do – and how do you apply it? Skill questions, mini-cases or work samples are therefore more common in interviews.

3. Credibility: AI can help with preparation – but companies are paying more attention to whether answers suit you and don't seem ‘too smooth’. This is exactly where preparation differs from ‘pre-written texts’.

Technique 1: The 90-second introduction that immediately convinces

First impressions are often formed in the first few minutes. Therefore, prepare a short self-introduction that does not seem ‘memorised’ but is clearly structured. The following has proven successful:

• Role/profile (who are you professionally?)

• 2–3 core strengths (what do you bring to the table?)

• Evidence (a brief example)

• Goal (why this position?)

To ensure that your strengths are clearly visible not only in the interview but also in your documents, it is worth having a professionally structured CV. With the CV Designer, you can quickly and clearly prepare your CV – particularly helpful if you want to clearly highlight your skills.

Technique 2: STAR method – answers that have substance

Many questions in a job interview focus on how you act in practice. The STAR method helps you to ensure that your answers are not vague:

• Situation: brief context

• Task: your task or responsibility

• Action: your approach (specific)

• Result: outcome and learning effect

It is important that in the ‘Action’ section, you really explain what you did – and not just what ‘the team’ did. This will make your performance tangible.

Technique 3: Master practical checks and tasks with confidence

In 2026, many companies will place greater emphasis on practical relevance: short tasks, small cases or questions where you are asked to explain your approach. These rarely focus on the ‘one perfect solution’, but rather on structure, prioritisation and clear thinking.

Here's how to prepare yourself in practical terms:

• Practise with realistic mini-tasks (e.g. short prioritisation, email draft, Excel logic, customer case).

• Train yourself to think out loud (‘This is how I proceed...’). This demonstrates structure and decision-making ability.

• Plan a short summary at the end: ‘This is my solution – and these would be the next steps.’

Technique 4: Video interviews and digital conversations – appearing confident

Digital interviews have long been standard. The difference often lies in the basics. Three points immediately make a professional impression:

• Technical check (sound beats image – a headset is worthwhile)

• Camera at eye level + calm background

• Look at the camera when making key statements (creates the effect of real eye contact)

If questions are answered asynchronously (video recording instead of live conversation), a short pause to think helps. A clear opening sentence (‘I approach this in three steps...’) ensures that your answer appears structured and calm.

Technique 5: The salary question 2026 – realistic, prepared, confident

At some point in the conversation, you will often be asked about your salary expectations. Good preparation here does not mean memorising a fixed figure, but having a realistic assessment: What responsibilities does the role entail? What qualifications do you have? What range makes sense for you?

It is particularly helpful to be able to roughly estimate your net income – because at the end of the day, what actually arrives at the end of the month is what counts. You can use the salary calculator for this. It helps you to better understand the differences between wages and salaries, as well as between gross and net income – and to build your argumentation in the interview on a more solid foundation.

Technique 6: Use AI cleverly – without risk

In 2026, AI is a preparation tool for many candidates (e.g. practising answers, smoothing out wording). At the same time, companies are sensitive to ‘AI traces’ or inappropriate standard texts.

Safe use:

• Use AI for structure, not for a ‘ready-made personality’.

• In the end, formulate everything in your own language.

• If rules for AI use are mentioned in the process, adhere to them.

Mini checklist for your interview preparation

To ensure that you are not just ‘somewhat prepared’ but truly confident, it is worth doing a quick check before the appointment:

• Your self-introduction is clear, concise and natural

• You have prepared 2–3 STAR examples (success, challenge, learning)

• You can explain your approach to tasks/cases

• Technology has been tested (sound, camera, internet)

• Your salary expectations are justified

Conclusion: Approach the 2026 job interview with structure, practical relevance and calmness

In 2026, job interviews are often more structured, more digital and more focused on specific skills. Those who communicate clearly, provide convincing examples and are also prepared for short tasks or video formats significantly increase their chances. Therefore, use your preparation not only for ‘correct answers’, but above all for a common thread, tangible examples and a confident appearance.

If you are planning your next career move, it is worth taking a look at the job search. And to ensure that your strengths are visible at first glance, the CV designer will help you create a professional CV.

Interested in finding out more? Follow us on LinkedIn, Facebook, and Instagram to stay up to date with the latest topics on careers, personal development, and the world of work!

Business conditions are changing rapidly. Economic volatility, fluctuating order volumes, demographic change and a growing shortage of skilled workers are placing traditional personnel demand planning under increasing pressure.

What once worked well with annual plans and stable forecasts is now reaching its limits. For decision-makers, one central question is becoming increasingly important: How can strategic workforce planning succeed when planning reliability becomes the exception rather than the rule?

Why Traditional Personnel Demand Planning Is Reaching Its Limits

In many companies, workforce planning models are still based on linear assumptions: stable demand, predictable projects and constant fluctuation rates. Reality looks very different today:

• Short-term changes in orders directly affect staffing requirements.

• Supply chains, energy prices and geopolitical developments increase volatility.

• Vacancy periods for qualified professionals are becoming significantly longer.

The result is either overcapacity with high fixed costs or staffing shortages that jeopardise productivity and delivery performance.

Purely static workforce planning no longer meets today’s requirements.

Dynamic Personnel Demand Planning as a Strategic Management Tool

Modern strategic workforce planning increasingly relies on flexible and adaptive models. The goal is to continuously align staffing resources with actual business development.

1. Scenario-Based Workforce Planning

Instead of relying on a single forecast, many companies develop several planning scenarios. These take different market developments into account and enable:

• early capacity adjustments,

• faster responses to demand fluctuations,

• reduced cost risks.

Scenario planning therefore increases the resilience of the entire workforce strategy.

2. Separating Core Workforce and Flexible Capacity

A proven approach in strategic workforce planning is the clear differentiation between:

• a stable core workforce for key processes and critical know-how,

• flexible staffing capacity to cover seasonal or project-based demand.

This model reduces fixed costs, increases adaptability and creates planning flexibility – without compromising organisational stability.

3. Integrating HR, Controlling and Operational Functions

Successful personnel demand planning is now an interdisciplinary task. HR, controlling, production planning and operational departments must work closely together in order to:

• identify staffing needs at an early stage,

• realistically assess qualification profiles,

• secure personnel decisions on a strategic basis.

Workforce planning thus becomes a central element of corporate management.

Skills Shortages as an Additional Planning Factor

In addition to volatility, the persistent shortage of skilled workers further complicates workforce planning. Increasingly, hiring decisions are no longer driven by budget or demand alone, but by the actual availability of suitable candidates.

Future-oriented personnel demand planning therefore takes into account not only quantitative aspects, but also:

• critical skill profiles,

• age structures and succession planning,

• regional labour market conditions.

This shifts the focus towards the long-term safeguarding of key qualifications.

Flexible Staffing Models as a Competitive Advantage in B2B Environments

Companies that align their workforce planning strategically gain measurable advantages:

• higher delivery reliability during peak demand,

• reduced fixed-cost risks,

• improved project planning,

• faster filling of critical roles.

Key instruments include:

• temporary employment models,

• project-based staffing,

• talent pools and pre-qualification programmes,

• cooperation with specialised staffing service providers.

Especially in B2B environments, flexible workforce management is increasingly becoming a decisive competitive factor.

External Staffing Service Providers as Strategic Partners in Workforce Planning

Given the growing complexity, cooperation with experienced staffing service providers is gaining importance. They support companies, among other things, through:

• market transparency on availability and wage developments,

• rapid scaling in response to demand fluctuations,

• access to specialised talent networks,

• experience with flexible deployment and contract models.

External partners therefore make an important contribution to risk reduction and the stabilisation of workforce planning.

Conclusion: Strategic Workforce Planning Secures Long-Term Competitiveness

Today, workforce planning is far more than an operational HR task. It is a central success factor for productivity, delivery performance and sustainable growth.

Companies that design their personnel demand planning flexibly, data-driven and strategically create the conditions to remain capable of acting even in uncertain times.

In an increasingly tight labour market, professional workforce planning thus becomes a key building block of modern corporate management.

Would you like to make your workforce planning future-proof? Our experts will be pleased to support you in the strategic development of your personnel demand planning. Get in touch with us for an initial consultation.