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Are you interested in a production or logistics role but have previously worked in a different field? You may be wondering whether your experience is relevant at all. After all, job adverts often mention tasks such as machine operation, order picking, quality control or goods receiving – activities that do not appear on every CV.

However, changing careers does not mean starting without any useful experience. Many skills gained in hospitality, retail, trades, cleaning, agriculture, delivery work or other practical occupations can be transferred. What matters is less the title of your last position and more what you actually did and learnt there.

At the same time, not every role is suitable for someone without previous experience. Some tasks require specific certificates, technical knowledge or experience with machinery. It is therefore worth comparing your abilities realistically with the requirements of each position.

Work experience is more than a job title

Job titles provide only a rough indication of what someone can do. Two people with the same title may have carried out very different tasks in their day-to-day work. Conversely, roles in different occupations may require similar abilities.

Someone who has worked in hospitality, for example, is often familiar with defined processes, time pressure, hygiene requirements and changing working hours. In retail, receiving deliveries, checking stock, putting products away and using scanners may be part of the daily routine. In trades or agricultural work, handling tools safely, managing physical demands and identifying faults often play an important role.

You should therefore assess current job vacancies by more than their titles. Pay particular attention to the tasks, requirements and working conditions. This will help you recognise which parts of your previous experience are genuinely relevant to the role.

Experience that is often relevant in production and logistics

The knowledge that matters always depends on the specific position. Nevertheless, some forms of experience are useful in many areas of production and logistics.

These include:

• working according to defined instructions, plans or checklists

• handling goods, materials or work equipment carefully

• experience with scanners, digital recording devices or basic machinery

• carrying out quality checks and identifying visible defects

• packing, sorting, assembling or preparing products

• following safety, hygiene or cleanliness requirements

• teamwork and reliable handovers

• punctuality and reliability at the beginning of a shift

• maintaining concentration during repetitive tasks

• experience of physical work or standing for extended periods

You do not have to meet every point. A role in assembly requires different abilities from a position in goods dispatch. What matters is being able to describe relevant experience clearly instead of listing only general qualities such as being “motivated” or “able to work under pressure”.

Making transferable skills visible

Many career changers underestimate their professional experience because it comes from another sector. A simple question can help: Which requirements in the job advert do I already recognise from my previous working life?

“I worked in a supermarket”, for example, can become: “I received deliveries, checked goods and maintained stock records.” Experience in a kitchen can be described as: “I am accustomed to clear hygiene requirements, coordinated workflows and working under time pressure.” Someone who has delivered parcels may have experience with route planning, scanners, loading and working independently.

Unpaid or shorter-term experience can also be relevant. This might include internships, part-time jobs, voluntary work or personal projects such as repairs, house moves or organising materials. You should, however, state clearly the context and extent in which you performed these tasks. An overview of options for career development and changing career direction can also help you assess your starting point.

Where training may be provided – and where certificates matter

For some entry-level roles, the necessary processes are taught directly at the workplace. This may apply, for example, to packing, sorting, basic assembly or supporting warehouse activities. Whether a position is genuinely suitable for someone without sector experience should always be clear from the advert or established during a conversation.

Other tasks require documented knowledge or qualifications. This may apply to operating certain industrial trucks, specialist welding, electrical work or complex machinery. A driving licence, particular language skills or experience with a warehouse management system may also be required.

You should not try to gloss over such requirements. Instead, divide your experience into three categories: What can you already do independently? What have you had some exposure to? What would you need to learn? This distinction is more credible than making a general claim that you can “learn everything quickly”.

Requirements and certificates can vary depending on the role, company and country, so no general assurances can be given. Ask for clarification if a job advert does not make clear whether a qualification is compulsory or can be obtained during induction and training.

How to prepare your application

When changing careers, your CV does not need to suggest that you have already spent years working in the sector. Instead, it should show which experiences are transferable and why you have a realistic understanding of the working conditions.

The following questions can help you prepare:

• Which three tasks from my previous roles relate to this position?

• Which tools, devices, goods or materials have I worked with?

• Did I have to follow safety, quality or hygiene requirements?

• Am I familiar with shift work, early starts or weekend work?

• Which duties could I perform independently after training?

• Which knowledge or skills do I still lack?

• Can I support my statements with examples, references or certificates?

Be as specific as possible. “Checking incoming deliveries against accompanying documents” communicates more than “warehouse experience”. “Using a handheld scanner to record goods” is more informative than “good technical skills”.

If a traditional CV does not adequately reflect your abilities, you can also collect them in a structured talent profile. The important point is that tasks, knowledge and level of experience are described accurately.

Qualifications are not the only consideration

A possible career change does not depend solely on your abilities. The actual working conditions are equally important. Shift patterns, noise, protective clothing, repetitive movements, physical strain or changing temperatures may be part of work in production and logistics. This does not apply to every role, but it should be clarified in advance.

You should therefore also consider whether the working hours, commute and physical requirements fit your personal circumstances. During an interview, you might ask about typical shifts, breaks, induction, lifting tasks, changes of workstation and the equipment used. This does not merely demonstrate interest; it also gives you a realistic basis for making your decision.

Conclusion: Specific experience matters more than the right title

Changing careers into production or logistics may be possible even without a straightforward CV. The most relevant experiences are those that can be transferred to the new role: working carefully, following reliable processes, awareness of safety, handling goods or equipment and being prepared to learn clearly defined new tasks.

An honest comparison is essential. Explain specifically what you can already do, where you have some initial experience and which knowledge you still need to acquire. Once you have identified a suitable position, reviewing the application process can help you prepare the next steps at your own pace.

When Volume Recruiting with Temporary Staffing Makes Sense for Production and Logistics

A production ramp-up is beginning, order volume in the warehouse is rising, or multiple shifts need to be reinforced on short notice. In such situations, internal recruiting capacity is often insufficient to fill numerous positions simultaneously.

Volume recruiting refers to filling many comparable or clearly defined positions within a short period of time. The key factors are the right qualifications, available capacity, and the ability to start work on the agreed-upon date. A high number of applications alone does not solve staffing needs.

Temporary staffing can cover short-term projects, seasonal peaks, fluctuating demand, production ramp-ups, and replacement needs. Employees are hired by the staffing agency and work at the client company for a specific period. This allows teams to be reinforced as needed in areas such as production, logistics, warehousing, manufacturing, and service.

Temporary staffing is not automatically suitable for every staffing need. Long-term key roles, a high degree of specialization, regional availability, and existing internal recruiting capabilities all influence the choice of the appropriate solution. Early coordination can help plan roles, headcount, and assignment conditions in a structured manner.

The staffing agency needs the following information for a robust request

A complete request establishes a common basis for planning. It facilitates the search, pre-qualification, and scheduling process without guaranteeing a specific lead time or placement.

Please document the following information:

• Location: Assignment address, accessibility, and possible alternative locations

• Number of positions needed: Total demand as well as distribution across departments and shifts

• Roles and qualifications: Responsibilities, professional experience, language skills, certifications, and required authorizations

• Start date and assignment duration: Desired start date, expected duration, and possible extensions

• Shift and work schedule model: Shift times, weekend work, part-time or full-time needs, and break policies

• Seasonality: Expected peaks, recurring fluctuations, and predictable declines

• Compensation framework: Planned compensation, allowances, and relevant collective bargaining agreements

• Onboarding requirements: Training, work attire, access permissions, and orientation

• Points of contact: Responsibilities for selection, scheduling, operational issues, and escalations

• Strategic relevance: Impact on production, delivery capacity, projects, or customer orders

Roles, locations, qualifications, volume, start date, and duration indicate whether the need is short-term or long-term. The shift model, seasonality, and strategic relevance highlight fluctuations and operational priorities.

When choosing a temporary staffing solution, you should consider the duration of the assignment, fluctuations in demand, the number of personnel, and the level of specialization together. Internal recruiting capacity and the risk of a poor hire should also be factored into this assessment.

The following clarifying questions help avoid unnecessary follow-ups:

• Is a forklift license or other certification required for specific tasks?

• What shift premiums or additional compensation components apply?

• What training must be completed before the first assignment?

• Who makes daily decisions regarding tasks, shift scheduling, and last-minute changes?

• Which roles are particularly critical to operational workflow?

With temporary staffing, the staffing agency handles recruitment, payroll processing, and absence management. The client company organizes the operational integration at the work site. This includes, in particular, task assignment, onboarding, and communication within the respective team.

How Volume Recruiting Works—From Need to Start of Assignment

A standardized process defines who provides information, makes decisions, and documents results. This enables companies and staffing agencies to manage multiple placements simultaneously.

Plan Needs, Roles, and Shifts in a Binding Manner

Step 1: Integrate workforce planning with production, project, and sales planning. The company outlines expected volumes, deadlines, shift requirements, and operational priorities. The staffing agency reviews the requirements for clarity and feasibility.

Clarify which qualifications must be in place at the start and which skills can be taught in advance. Distinguish between long-term capacity needs and requirements that can be covered flexibly. Regional alternatives may be useful if there isn’t enough suitable talent available at the original location.

Also plan for scenarios involving delays or a lower order volume. The result of this step is a coordinated demand profile that includes roles, volume, timeline, and priorities.

Attracting and Pre-qualifying Candidates

Step 2: The staffing agency matches the staffing profile against existing, vetted talent pools and initiates additional search efforts as needed. Structured selection processes verify qualifications, availability, willingness to work shifts, and required documentation.

The company determines which criteria are mandatory and where there is room for development. This distinction prevents suitable candidates from being eliminated due to requirements that can be met through planned training.

Artificial intelligence (AI) can support the matching process and process structure. Personal interviews, professional experience, and responsible decision-making remain indispensable for the selection process. The result is a shortlist of suitable and available candidates.

Coordinate Selection and Scheduling Promptly

Step 3: The company evaluates the profiles based on the agreed-upon criteria and provides structured feedback in a timely manner. The staffing agency coordinates interviews, availability, and the planned start date of the assignment.

Contract drafting, scheduling, billing, and documentation must be coordinated. Digital, standardized processes streamline the workflow when responsibilities and approvals are clearly defined.

The staffing agency prepares the necessary administrative requirements. The client company confirms the assignment location, shift, point of contact, and operational requirements. The result is a binding assignment schedule for the designated employees.

Ensure onboarding and training

Step 4: Onboarding influences an employee’s readiness for duty and the quality of their work. Temporary employees need clear tasks, transparent communication, and structured training.

The client company organizes operational briefings, access permissions, work equipment, and an introduction to procedures at the work site. The staffing agency ensures that the agreed-upon documents and employment-related information are available.

A clear plan for the first day of work should specify the responsible manager, the meeting point, the shift hours, and the orientation process. The result is a transparent onboarding process that all parties involved are familiar with.

Managing Absences and Replacements

Step 5: Agree on an escalation and replacement process before the assignment begins. This process specifies who reports an absence, who handles the matter, and how the parties involved will communicate.

Critical shifts and roles should be given clear priority. The staffing agency reviews available replacement profiles and coordinates potential replacements with the company. The client company assesses the operational impact and adjusts the staffing plan as needed.

Document the reason for the absence, the status of the issue, and the measures taken in the reports. A blanket replacement deadline is unreliable because the role, location, and regional availability influence the process.

Evaluate Performance and Refine Needs

Step 6: The company and the staffing agency evaluate their collaboration at set intervals. The reports should reflect staffing status, attendance, skill fit, deviations, and pending actions.

How can I measure whether a staffing agency is doing a good job? Suitable criteria include the quality of the profiles presented, reliability at the start of the assignment, transparent communication channels, and the stability of the staffing. Complete reports, clear responsibilities, and proper handling of absences also indicate the quality of the process.

The evaluation should lead to specific adjustments. These may include modified role profiles, different shift schedules, additional qualifications, or earlier notification of staffing needs.

What Factors Determine the Lead Time for Large-Scale Staffing Assignments

There is no reliable general estimate in hours or days for when the first profiles will be presented or when the assignment will be fully staffed. The lead time depends on the specific needs and regional conditions.

The most important factors include:

• number of people needed

• location and accessibility

• role and level of specialization

• shift model and working hours

• desired start date

• planned duration of assignment

• required documentation or training

• regional labor market conditions

• completeness and binding nature of the request

Regional labor markets can vary significantly. An early, comprehensive assessment of needs improves planning and highlights where alternatives may be necessary.

A key decision-making question is: Which requirements must be met before the first assignment, and which training can be scheduled before or during the assignment?

Which management model suits your volume requirements?

Which staffing agencies can quickly provide my company with a large number of employees? When considering this question, don’t just evaluate a provider’s reach. Relevant factors include suitable talent pools, regional recruitment structures, structured pre-qualification, robust deployment processes, and transparent reporting.

The management model must also align with your needs:

• Temporary staffing: This is suitable for single or multiple assignments and can be considered for temporary, project-based, or fluctuating staffing needs. The legal framework and required permits depend on the specific circumstances.

• Onsite management: A dedicated unit handles operational coordination directly on-site. This can be useful for recurring or larger assignment volumes.

• Master vendor management: A central partner coordinates multiple staffing agencies and consolidates defined management and reporting tasks.

• Recruiting Process Outsourcing (RPO): The company outsources agreed-upon steps of the recruiting process to an external partner. The scope and responsibilities are defined in advance.

The duration alone does not determine the model. You should also consider fluctuations, headcount, level of specialization, internal recruiting capabilities, and the risk of a poor hire.

For permanent direct hires, executive search may be appropriate. Temp-to-perm offers a possible transitional option when companies first want to get to know employees and assess actual needs on the job. Companies should have legal requirements expertly reviewed on a case-by-case basis.

Conclusion: Scalably planning large-scale staffing needs

Successful volume recruiting combines a precisely defined need with clear responsibilities. Structured selection, reliable onboarding, and coordinated processes help plan multiple assignments in parallel.

Large volumes require fit over quantity. Suitable role profiles, reliable processes, and standardized reporting are just as important as the reach in candidate sourcing.

Would you like to determine which staffing solution best fits your needs? Contact us for a no-obligation consultation.

Frequently Asked Questions About Volume Recruiting and Temporary Staffing

When can “temp-to-perm” be a sensible transitional option?

“Temp-to-perm” may be a good fit if a temporary assignment is initially planned and direct employment is to be considered later. The parties involved should clearly define the terms, timeline, and potential conversion in advance.

Who is the legal employer of the assigned employees in temporary staffing?

The staffing agency remains the legal employer. The client company integrates the employees into its operational processes at the assignment site for the agreed-upon duration.

What legal issues should companies review before deploying large numbers of temporary workers?

Among other things, companies should review required permits, contract and assignment terms, compensation rules, duration of assignment, occupational safety, and employee participation in decision-making. The applicable requirements depend on the specific case and may require an expert legal review if necessary.

A medium-sized company finds a suitable software developer in Spain or needs to fill several production positions within a few months for which there are hardly any qualified applicants domestically. The talent is there; the need is clear. What’s missing are the company’s own HR, payroll, and compliance structures in the respective target country.

This is precisely where the decision is made as to which model will work best. The choice between direct hiring, staffing agencies, temporary staffing, Recruiting Process Outsourcing (RPO), and Employer of Record (EOR) depends on how well recruiting, the employment model, entry into the country, administration, and integration align.

The question “Who can help my company employ international employees in compliance with the law?” rarely has a single answer. It depends on the target country, the duration of the role, the existing legal structure, and internal resources.

Pure software platforms can structure and document administrative processes. Depending on the model, a supporting staffing agency can also assist with the search, communication with candidates, coordination of government and relocation matters, and onboarding. This article categorizes the models and provides a decision-making guide. It is not a substitute for legal advice and does not make blanket statements regarding legal compliance or processing times.

An Overview of the Four Models: Who Assumes Which Role?

Before evaluating the pros and cons, it’s worth establishing a clear distinction. Staffing and recruiting involve the search and selection process. An Employer of Record (EOR) pertains to the legal role of the employer and employment administration following selection. Staffing and EOR address different needs, and both can be combined as needed.

The division of responsibilities depends on the destination country, the contract terms, and the specific case. Typically, the following responsibilities apply:

• Staffing: The service provider assists with the search, selection, and pre-qualification. The company remains the contractual employer and is responsible for payroll and onboarding. The company clarifies requirements regarding the right of residence, while the service provider may coordinate these matters depending on the agreement.

• Temporary Staffing: The staffing agency hires the skilled workers and assigns them to the company. It assumes the role of employer and handles payroll. Onboarding is carried out jointly with the company. The legal framework and required permits must be reviewed; in Germany, the provisions of the AÜG apply.

• Recruiting Process Outsourcing: A partner takes over defined or complete recruiting processes but does not assume the legal role of employer. The company remains responsible for the employment relationship, right of residence, and payroll. Onboarding may be part of the agreed-upon RPO scope.

• Employer of Record: The EOR provider is the legal employer and handles employment administration and payroll. The company retains operational control. Local employment obligations and requirements regarding the right of residence depend on the destination country and the specific case.

Recruitment Agency Services: Direct Hiring and Targeted Recruitment

In direct hiring, companies hire candidates directly. The service provider supports the search, selection, and pre-qualification process. If needed, the provider can search for, select, and pre-qualify suitable candidates, while the company retains the role of employer.

This model is suitable when the necessary HR and payroll structure is already in place and, above all, access to suitable candidates is lacking. The principle of “fit over quantity” takes center stage here: skills, experience, and potential matter just as much as formal degrees.

Temporary staffing: Organizing flexible workforce deployment

In temporary staffing, a staffing agency acts as the contractual employer, and the assigned professionals work on-site at the client company. Temporary staffing is a sensible option for specific flexible needs, but it is not a one-size-fits-all solution for every challenge.

A key consideration is the authorization for temporary staffing. Employers and staffing agencies must comply with the associated obligations. Important: The logic of temporary staffing and that of an EOR cannot be equated for employment in Germany without examining the specific case.

Recruiting Process Outsourcing: Expanding Recruiting Capabilities to Meet Demand

With RPO, a specialized partner takes over defined parts or the entire recruiting process. Possible components range from posting job openings and managing applicants to final placement and onboarding. The specific scope of services must be defined in the contract.

RPO covers recruitment but does not automatically cover legal employer obligations. RPO providers do not legally employ staff and do not handle payroll, social security contributions, or compliance with German labor law. For hiring in Germany without a local entity of one’s own, this gap can create legal and financial risks.

Employer of Record: Hiring Abroad Without a Local Company of One’s Own

An Employer of Record acts as the legal employer and handles administrative HR tasks such as payroll, tax deductions, social security contributions, and local employment obligations. The client company retains operational control over day-to-day work, while the provider is responsible for ensuring compliance with local labor laws. Information on the scope of services for this model can be found on the EOR services page.

In Germany, the EOR model may fall under the Temporary Employment Act (AÜG); in this context, the EOR is considered a temporary staffing agency and requires a valid AÜG license. This illustrates why the EOR model and temporary staffing arrangements should not be equated domestically without a case-by-case review.

Who is responsible for which compliance and relocation tasks?

Labor, tax, and social security regulations are central to international staffing. Companies must clarify the necessary work and residence permits, the applicable labor law, the location for tax and social security payments, as well as registration and documentation requirements. These requirements can vary significantly by country and change regularly.

For each task, it is important to distinguish: What does the company decide and take responsibility for? What can a staffing agency practically coordinate? And when is specialized legal, tax, or immigration advice required?

Residence, Recognition, and Government Procedures

The recognition or qualification assessment, the visa or residence permit, as well as registration and government procedures are legally complex. Who is responsible for meeting the requirements depends on the destination country, the employment model, and the specific case; in the case of direct hiring, responsibility generally lies with the company, whereas with an EOR arrangement, the provider can assume some of the local obligations. A service provider can coordinate documents, keep track of deadlines, and communicate in multiple languages.

If you have specific questions about foreign skilled workers and the employment of foreign workers, consulting a specialist can help. Support with visas or relocation is not a substitute for legal advice, and no service provider can guarantee the outcome of official decisions.

Employment Contract, Payroll, and Social Security

The employment contract, payroll, and social security are closely tied to the chosen employment model. In the case of direct hiring, these responsibilities remain with the company. With an EOR arrangement, the provider, as the legal employer, handles payroll, tax deductions, and social security contributions.

In Germany, the Documentation Act requires documentation of essential working conditions, including job description, compensation, working hours, vacation entitlement, and notice periods. The exact scope and permissible form depend on current legal requirements and should be reviewed on a case-by-case basis.

Workplace Safety, Relocation, and Integration

Workplace safety, relocation, housing search, and linguistic and cultural integration determine whether an assignment will be successful in the long term. Practical support can make a difference here: in multilingual communication, document coordination, handoffs to payroll, relocation planning, housing search, assignment planning, and onboarding preparation.

Not all of these services are automatically included in every contract. The scope of services and responsibilities must be defined in advance.

Data protection is a separate consideration. Personal HR data is particularly sensitive. Responsibility for GDPR compliance remains with the company, even if data processing is outsourced. Key points to review include roles in data processing, technical and organizational measures, subcontractors, deletion and return policies, and regular audits. A Data Processing Agreement (DPA) ensures that the service provider acts in accordance with the company’s instructions.

Which model is best suited for your staffing needs?

The choice of model can be illustrated using a decision tree. Address these questions in order:

1. Why do you want to hire staff internationally, and how long is the role intended to last?

2. Do you already have your own legal structure in the target country? If not, consider an EOR.

3. Do you want to assume the role of employer yourself and primarily need help with talent acquisition and onboarding? Then direct hiring with recruiting support is an option.

4. Is the need temporary, project-based, or fluctuating? Then consider temporary staffing, including the necessary permits and arrangements.

5. Is your recruiting volume recurring or growing? Then RPO can cover individual process steps or end-to-end recruitment.

Key preliminary questions include the purpose of the hire, the duration of the role, the existing legal structure in the target country, local requirements, responsibility for payroll, taxes, and social security, available HR, legal, and finance resources, as well as the economic viability of establishing your own branch office. Costs, effort, and risks vary depending on the country, number of hires, contract terms, scope of services, and internal resources.

Direct Hiring with International Recruitment

Direct hiring is suitable if you want to assume the role of employer yourself or already have the necessary structure in place. In this case, support is needed for talent acquisition, selection, and onboarding of new employees. Recruiting and relocation support complement an existing HR organization in this scenario.

Employer of Record (EOR) for a trial or market entry phase

An EOR can be an option if you want to employ staff in another country but do not yet have your own legal entity there. The external partner handles the legal employment relationship as well as administrative tasks such as employment contracts, payroll, and local compliance, while you retain operational control. This arrangement is often suitable for a pilot or market entry phase, before establishing your own branch becomes economically viable.

Staffing for flexible or short-term needs

Temporary staffing is a possible option for time-limited, project-based, or fluctuating needs. The legal framework and required permits must be reviewed on a case-by-case basis. Temporary staffing remains an option for suitable situations, not a standard solution.

RPO for sustained recruiting volume

RPO is suitable for recurring or growing recruiting volumes when internal teams wish to outsource specific process steps or end-to-end recruitment. The partner expands recruiting capacity without assuming the legal role of employer.

Hands-on Support or Software Only: What Matters in International Hiring

Software can support processes, documentation, and transparency. Personal expertise remains crucial for complex decisions and communication. The question is not whether a platform helps, but where the limits of a software-only solution lie.

Overviews of platforms for international hiring show that many providers cover administrative processes. They say little about how multilingual communication with candidates or the coordination of an apartment search actually works in practice.

When personal support can be particularly beneficial

Hands-on support is particularly useful in cases where multiple responsibilities converge: visa and government agency coordination, relocation, apartment search, multilingual communication, payroll handoffs, scheduling, or long-term integration. The more interfaces an assignment has, the more worthwhile it is to have supporting management.

A candidate-centered approach is essential for sustainable international hiring. Skills, experience, motivation, and development potential should be considered alongside formal degrees. Non-linear career paths deserve to be evaluated with respect.

Providers with an international presence can combine global reach with local market knowledge. Information on related services can be found on the International Recruiting page.

Technology supports; people decide

Artificial intelligence (AI) can bring structure to selection and process management and support the matching process. However, AI is no substitute for personal interviews or responsible decision-making. It is not error-free and does not make autonomous decisions regarding staffing.

In practice, technology accelerates processes and creates transparency. Assessing motivation, fit, and overall conditions remains a human task.

How international recruiting works with guided implementation

The process illustrates how international recruiting works when the provider also assists with visas, relocation, and integration. At each step, it becomes clear who is responsible for which task and where handoffs occur between the company, the service provider, and external specialized agencies.

1. Clarify staffing needs and the target country.

2. Search for, pre-screen, and select talent.

3. Coordinate entry, employment, and onboarding.

4. Support long-term integration.

Recruiting can be provided in addition to EOR but remains a standalone service. Timeframes for visas, certification, or filling positions are not specified, as they depend on the country of origin and destination as well as the specific case.

Clarify staffing needs and destination country

Start by clarifying the talent profile, required skills, work location, duration of employment, destination country, internal resources, and the desired employment model. This foundation determines whether direct hiring, temporary staffing, RPO, or EOR is the best approach.

Attract and select talent

Search for, evaluate, and select candidates. In international recruitment, qualifications, language skills, motivation, and realistic conditions for the assignment are key. “Fit over quantity” means that a few suitable profiles are more valuable than many applications unrelated to the role.

Coordinate Entry, Employment, and Onboarding

Coordinate entry and employment matters early on, without prejudging official decisions. Document contracts, payroll transfers, government processes, and responsibilities in a binding manner. An EOR can facilitate employment without the need for a separate company by handling payroll, taxes, benefits, and compliance.

Supporting Long-Term Integration

Plan for onboarding, job-specific training, designated points of contact, language orientation, and integration measures. The responsibility for fostering good teamwork lies with the company. A service provider can support the integration process but does not replace the role of on-site managers and teams.

The right international HR solution starts with a clear division of responsibilities

The appropriate solution depends primarily on the employer’s role, the destination country, the duration and scope of the need, existing structures, and the desired level of practical support. No single model is equally suitable for every situation.

A good fit, rather than a one-size-fits-all approach, remains the benchmark. EOR, recruiting, temporary staffing, and RPO address different tasks and can be combined as needed. Software alone structures processes; managed implementation complements these with search, communication, coordination, and integration.

Would you like to determine which staffing solution best fits your needs? Contact us for a no-obligation consultation.

An instruction is given quickly, a colleague uses an unfamiliar word or everyone talks at once during a break: if you are still learning German, you may wonder whether your current language skills are really sufficient for work. This can be particularly difficult to assess if you understand much of a conversation but still struggle with technical terms, dialects or unexpected situations.

There is no universal answer. What matters is not only the official language level you have achieved. The tasks you perform, the people you communicate with and the information you need to understand reliably are equally important.

You therefore do not have to speak without mistakes in every situation. However, you should be able to recognise when your skills are sufficient, when you need to ask a question and where linguistic uncertainty could create a safety risk.

Not every job has the same language requirements

The amount of German you need depends greatly on the specific role. If you work mainly according to fixed procedures, you may need a smaller but highly precise vocabulary. Jobs involving frequent customer contact, changing tasks, documentation or coordination within a team usually require broader language skills.

Requirements can also differ within the same occupational field. In production, for example, understanding machine instructions, quality specifications and fault reports may be essential. In a warehouse, product descriptions, quantities, storage locations and safety rules play an important role. In offices, care, retail or customer service, employees often also need to handle questions, explanations and written information reliably.

When looking at current vacancies, do not focus only on general statements about German language skills. Consider which conversations, documents and unexpected situations may occur in the particular working environment.

Approximate understanding is not enough where safety is concerned

Not every linguistic misunderstanding has the same consequences. An unfamiliar word during a break is usually less serious than an unclear instruction involving machinery, hazardous substances or a medical situation.

For safety-critical tasks, you must be able to understand warnings, safety rules and work instructions reliably and act accordingly. If you are unsure, you should stop the task and ask for clarification. Guessing is not an appropriate solution in these situations.

Useful phrases include:

• “Could you explain the instruction again more slowly, please?”

• “Could you show me which step you mean?”

• “Have I understood correctly that I should first …?”

• “What does this word mean in this context?”

• “Is the instruction also available in writing or as a picture?”

International workers can find further guidance on job searching and employment in the candidate section. However, specific safety and language requirements must always be clarified for the individual workplace.

Asking questions is part of professional communication

Many people hesitate to ask a question because they do not want to appear uncertain. Yet even native speakers do not immediately understand every abbreviation, technical term or briefly worded instruction.

A precise question shows that you are working attentively and want to avoid misunderstandings. Rather than simply saying “I don’t understand”, identify what is unclear. Was the person speaking too quickly? Is one particular word unfamiliar? Or are you unsure which work step they mean?

Briefly repeating an instruction in your own words can also provide clarity. A sentence such as “I’ll briefly summarise what I need to do now” allows you to check whether both sides have understood the same thing.

Learn relevant specialist vocabulary rather than random words

You do not need to know every German word immediately to work in your profession. It is more important to develop vocabulary that matches your actual tasks. Professional associations, education providers and language-learning services therefore often offer materials for individual occupational fields, such as warehousing, engineering, construction, care or hospitality.

You can expand your vocabulary through simple routines at work:

• Write down new words together with an example sentence or photograph.

• Learn complete phrases such as “take the machine out of operation” rather than isolated words.

• Collect common abbreviations and names for tools and work processes.

• Review words that you actually need in your job.

• Practise typical conversations, such as a handover or fault report.

• Ask whether illustrated instructions, glossaries or training materials are available.

Translation and learning apps can provide additional support. However, check first whether smartphones are permitted at your workplace, and do not enter confidential company, customer or personal information into publicly accessible applications.

Team conversations are also part of working life

Linguistic participation does not end with work instructions. Handovers, brief discussions and conversations during breaks help you obtain information and build relationships within the team. Informal conversations can be particularly difficult because people speak more quickly, shorten sentences or use dialect.

You do not have to understand every word or take part in every conversation. It can help to listen at first, pick up individual terms and say openly when an expression is new to you. Over time, typical workplace words such as “Feierabend”, “Schichtübergabe” or regional expressions will also become more familiar.

Respectful team communication is not a one-sided responsibility. Clear explanations, patience and a willingness to phrase important information differently when necessary make collaboration easier for everyone involved.

How to assess your German skills realistically

A language certificate can provide useful guidance, but it does not represent every aspect of a specific working day. You should therefore also consider which language situations you can already handle reliably.

Ask yourself:

• Do I understand the most important safety rules and warnings?

• Can I repeat work instructions and ask questions?

• Do I recognise when important information is missing?

• Can I describe simple faults, errors or deviations?

• Do I understand shift schedules, short messages and workplace notices?

• Can I manage the usual speaking pace within the team?

• Do I still need support with certain tasks?

Describe your skills honestly and as specifically as possible. In your talent profile, you can record relevant language skills alongside your professional abilities. Statements such as “Good understanding of German in everyday work; currently developing specialist vocabulary for logistics” are often more informative than a general self-assessment.

Conclusion: What matters is what you need to understand in your job

There is no single threshold that determines whether your German is sufficient for every occupation. Your tasks, communication situations and the possible consequences of a misunderstanding are what matter. Mistakes and questions are part of learning. However, uncertainty must not be concealed when safety, quality or responsibility for other people is involved.

If the language requirements of a particular position remain unclear, you can ask about the necessary skills, typical communication situations and available support in advance through the contact form or when it concerns a specific position the listed contact person. This gives you a more realistic basis for your own assessment without presenting your abilities as better or worse than they actually are.

What Is Recruitment and How Does It Work?

Companies use recruitment services to attract specialized professionals and executives for specific permanent positions. A manufacturing facility might be looking for an experienced shift supervisor, an IT team might need a specialist for a project, and an administrative department might be seeking a part-time business professional.

In direct recruitment, a staffing agency searches for and screens suitable candidates for an open position. After selection, the client company enters into an employment contract directly with the hired individual. The recruitment process ends once the position is successfully filled.

This model is particularly well-suited for positions with long-term staffing needs, hard-to-find qualifications, or limited internal recruiting capacity. The service provider assists with candidate search, pre-selection, interview scheduling, and, if needed, contract negotiations and onboarding.

Recruitment, Temporary Work, and Labor Leasing: What’s the Difference?

In recruitment, the client company is the direct employer. In temporary work or labor leasing, the staffing agency remains the employer. Employees work at the client company for a limited period.

In direct placement, the company enters into the employment contract directly with the selected specialist or executive. It is thus responsible for salary, social security, and other employer obligations.

In temporary staffing, the staffing agency handles the employment contract, payroll, social security, and obligations under labor law. The client company pays an agreed-upon rate for the assignment. For uninterrupted assignments at the same company, a maximum assignment period of 18 months generally applies. Essential working conditions take effect from the first day; equal pay is typically achieved after nine months at the same client company.

Direct placement is suitable for long-term roles and immediate team integration. Temporary staffing can be useful for short-term, seasonal, or fluctuating staffing needs. Companies should determine which contract type best meets their needs before placing an order.

How the placement of specialists and executives works

The recruitment process often follows five steps.

Understanding the need: creating a robust job profile

At the outset, the company and the staffing agency clarify tasks, responsibilities, technical requirements, compensation ranges, and the start date. Leadership experience, team structure, work schedule, and corporate culture are also included in the job profile.

A precise profile prevents search processes from yielding unsuitable candidates. It also creates a transparent basis for the subsequent selection decision.

Identifying and pre-screening candidates

The recruitment agency searches for suitable candidates within its own network and through appropriate research channels. It reviews qualifications, professional experience, motivation for changing jobs, availability, and key conditions in advance.

The company receives a shortlist of pre-screened candidates. This allows internal HR departments to focus on interviews and decision-making.

Preparing for and Conducting Selection Interviews

The staffing agency presents suitable candidates, organizes interviews, and gathers feedback. Companies should determine which departments and managers are involved in the selection process and set a timeline for making decisions.

Structured interviews help evaluate competencies, leadership experience, and teamwork in a comparable manner. For leadership positions, additional procedures such as reference checks or management assessments may be useful.

Negotiating the Contract and Terms

After the selection, the company negotiates the employment contract, compensation, working hours, and start date directly with the selected candidate. The staffing agency can support the negotiation process and clarify any outstanding issues between the parties involved.

Preparing for Onboarding

The placement process often ends with the signing of the contract. However, a planned onboarding process reduces the risk of early termination. Companies should define responsibilities, an onboarding plan, technical equipment, and meeting schedules before the first day of work.

Recruitment by Industry: Typical Requirements

Job requirements vary depending on the industry, role, and location. In addition to professional qualifications, availability, work schedule, and specific staffing needs are also crucial.

IT: Aligning Specialized Knowledge with Project Requirements

In IT, the profiles sought range from software development and system administration to IT security, data analysis, and leadership positions. Companies should define required technologies, project durations, interfaces, and responsibilities early on.

For hard-to-fill IT roles, precise prioritization is essential. The service provider must be able to identify which skills are absolutely necessary and for which requirements on-the-job training is possible.

Manufacturing: Consider Professional Expertise and Work Models

In manufacturing, positions sought include shift supervisors, electricians, mechatronics technicians, CNC specialists, and technical maintenance staff. Degrees, professional experience, shift availability, and required certifications vary by job function.

Companies benefit from clear information regarding machinery, shift models, safety requirements, and scope of responsibility. This information improves the pre-screening process and reduces the need for back-and-forth coordination.

Logistics: Review Qualifications and Operational Availability

In logistics, job postings typically cover roles such as warehouse management, scheduling, shipping, transportation planning, and forklift operator positions. For operational roles, qualifications such as a forklift operator’s license, shift availability, and language skills are often relevant.

For specialized and managerial roles, experience with warehouse management systems, process knowledge, and personnel management play a greater role. Companies should prioritize these criteria based on their importance.

Administration: Define the work model and specialized knowledge

In administration and commercial departments, recruitment requests often include administrative work, assistant roles, accounting, human resources, and internal sales support. Part-time arrangements, on-site requirements, language skills, and software proficiency should be clearly described in the job posting.

Healthcare: Account for Legal Requirements

In the healthcare sector, professional licensure, certification, and specific qualifications are prerequisites for many positions. Companies should define the required credentials before beginning the search and verify them during the selection process.

Depending on staffing needs, a direct permanent position or temporary staffing may be appropriate. The decision depends on the role, the duration of the assignment, and operational requirements.

Recruitment Costs: Who Pays for What?

In the B2B sector, the client company bears the costs of recruitment. The fee depends on the search profile, the position, the extent of pre-qualification, and the agreed-upon services.

In the case of a successful placement, a one-time commission is often agreed upon. This model generally does not incur ongoing monthly additional costs. As a rough guide, commission ranges typically fall between 15 and 25 percent of the gross annual salary. However, the specific fee depends on the individual placement assignment.

A different cost model applies to temporary staffing. Companies pay on an ongoing basis for the duration of the assignment. The amount depends, among other things, on qualifications, the work schedule, the duration of the assignment, collective bargaining agreements, and the industry.

When assessing cost-effectiveness, companies should not consider only the placement fee. Also relevant are the costs associated with internal searches, unfilled positions, departmental time, poor hires, and the time it takes to fill a position.

Frequently Asked Questions About Recruitment

Who pays for recruitment services?

The client company bears the costs of recruitment. The exact scope is specified in the individual quote and the recruitment contract.

How quickly can a position be filled?

A fixed timeframe cannot be guaranteed. It depends on qualifications, salary range, location, the candidate market, availability, and the speed of internal decision-making. A precise job description and confirmed interview dates help expedite the process.

What is the difference between permanent recruitment and temporary staffing?

In permanent recruitment, the client company hires the selected candidate directly. In temporary staffing, the staffing agency remains the legal employer and assigns employees to the client company on a temporary basis.

Is recruitment also suitable for hard-to-fill positions?

At a minimum, the following are required: job responsibilities, must-have and nice-to-have criteria, salary range, work location, work schedule, reporting structure, start date, and decision-making process. Information about team structure and company culture helps assess the candidate’s fit.

What information does a staffing agency need for a search assignment?

Convert the documented needs into a comprehensive cost analysis. Add internal expenses and estimated vacancy costs to the direct costs.

Can a company hire employees from a temporary staffing arrangement?

A permanent hire can be arranged. The terms are determined by the contract with the staffing agency and applicable legal requirements. Companies should clarify this option before the assignment begins.

Conclusion: Recruitment for Predictable Hires

Recruitment supports companies in filling specialist and leadership positions with direct, permanent employment. The staffing agency handles the search and pre-selection, while the company makes the final hiring decision.

Whether direct placement or temporary staffing is the right choice depends on the duration, urgency, and nature of the staffing need. A precise search mandate, clear decision-making processes, and a suitable recruitment partner lay the foundation for a targeted placement.

Do you want to meet your staffing needs through recruitment and find the right specialists and executives? Then get a no-obligation consultation on recruitment as well as specialist and executive placement.

One job offer comes with higher pay but also involves shift work and a longer commute. Another pays less but provides regular working hours or additional days off. Which position is the better choice?

There is no universally correct answer. What matters is what an offer actually leaves you with after considering the time involved, travel costs and additional pressures – and which conditions suit your current circumstances. A higher gross salary may be important. However, having more freely available time can be just as valuable.

Higher pay does not automatically mean more disposable income

When comparing two positions, the first figure people often look at is the monthly or annual salary. This is understandable because pay determines whether you can cover your regular expenses, build up savings or finance personal plans.

For a realistic assessment, however, you should not consider gross pay alone. What ultimately matters is how much you are likely to receive in net pay. A salary calculator can provide an initial indication. The result is only an estimate, however, as factors such as your tax class, allowances, health insurance and personal deductions also play a role.

You should also include expenses directly associated with the job, such as travel costs, parking charges, food while you are away from home or necessary care for children or relatives. An extra €300 in monthly net pay is less significant if €180 of it is spent on the additional commute.

Free time has a tangible value

Free time cannot be expressed in euros quite so easily. Nevertheless, it is not a minor benefit. It can provide more recovery time, dependable time with family, space for friends, training, sport or simply a less crowded daily routine.

A policy brief from the Hans Böckler Foundation shows that employees do regard time as a valuable form of compensation. Within the surveyed sample of 1,921 employees who had collectively agreed options, 59 per cent chose time alone rather than more money. A further six per cent selected a combination of the two. The most frequently cited reason was having more time for hobbies, friends and themselves. The sample is not representative, but the researchers consider it to provide important insights into employees’ motives. (Hans Böckler Foundation, Policy Brief No. 94)

How much free time a job actually leaves you with does not depend solely on your contractual weekly hours. The way those hours are distributed also matters. Regular working hours, for example, may be easier to plan around than a rota that changes frequently. Conversely, concentrated shifts may appeal to some people if they provide several consecutive days off.

Include additional payments, commuting and the rota

Additional payments for night, Sunday or public-holiday work can noticeably increase your income. However, they should always be considered together with the working hours involved. Do not ask only how much the additional payment is. Also consider how often you would work those hours and what effect they might have on your sleep, family life and social commitments.

Commuting time is also easily underestimated. A journey of 45 minutes each way adds up to seven and a half hours per week if you work five days. In practice, the job therefore takes up considerably more time than stated in the employment contract. Possible delays, costs and the reliability of the journey should also be considered.

When you compare current job vacancies, it is therefore worth looking beyond job titles and salaries. For each position, note the working-time model, shift pattern, distance, travel costs, annual leave and potential additional payments.

Compare the overall package rather than individual figures

A simple comparison can make the differences more visible. For each offer, you could record the following:

• expected monthly net income, including realistic additional payments

• regular work-related expenses

• actual weekly time commitment, including commuting

• number and distribution of days off

• predictability of the rota

• physical and mental demands

• compatibility with family, caring responsibilities, leisure and personal commitments

• development opportunities and long-term financial prospects

It may also be useful to calculate a personal “time-based rate”. Deduct regular travel and related expenses from your monthly net income, then divide the remaining amount by the total time spent working and commuting. The result is not an official hourly wage, but it offers a practical way to compare jobs in the context of everyday life.

An offer with a higher monthly salary may be less attractive once a long commute and numerous additional hours are included. Equally, lower pay can become a long-term problem if it leaves very little financial flexibility. Both sides require an honest assessment.

Which priority suits your current stage of life?

Your decision does not have to apply to your entire working life. Priorities can change. At one stage, a higher income may be particularly important, perhaps because of increased housing costs, family responsibilities or a financial goal. At another, recovery, caring responsibilities, training or more time for your private life may take priority.

Before deciding, the following questions may help:

• What is the minimum monthly net income I need?

• How much additional commuting time is realistic for me in the long term?

• Which working hours are compatible with my daily life?

• Am I prepared to work regularly at night, at weekends or on public holidays?

• Is a predictable rota more important to me than the highest possible additional payments?

• What level of pressure can and do I want to manage over the long term?

• What would I actually do with more free time?

• Which conditions are non-negotiable for me?

The candidate section provides further guidance on job searches, applications and career options. However, it remains important to define your own minimum requirements in advance. This allows you to assess an offer against specific criteria rather than relying solely on an initial impression.

Conclusion: The better job is the one that suits your priorities

More pay and more free time are not opposites where one side is always the better choice. A financially attractive offer may be right for you if the additional payments, working hours and commute are manageable. A lower-paid job may suit you better if it gives you dependable time, recovery and predictability.

The overall picture is what matters: What remains financially? How much time does the work actually require? What pressures does it create – and what opportunities does the position offer? This is not about setting free time against professional ambition. It is about choosing a way of working that suits your present needs and responsibilities.

As a next step, you can divide your most important criteria into three groups: essential, desirable and optional. This framework can also help you assess different application routes and job offers.

Information about a straightforward way to begin the application process can provide further guidance without requiring you to decide on a particular position immediately.

The hourly rate alone does not determine the cost-effectiveness of a staffing decision. The total costs over the entire duration and the actual staffing needs are the decisive factors. Short-term spikes in demand, building a team at a new location, and long-term filling of a key role require different models.

Temporary staffing is suitable for short-term, seasonal, or fluctuating needs. Direct hiring is suitable for permanent, direct placements. Temp-to-perm can be a transitional option if you want to get to know employees and assess needs before making a permanent hire.

The decision-making logic: Evaluate duration, volume, and predictability

For each open position, evaluate six factors: duration of assignment, fluctuation in demand, number of people needed, level of specialization, internal recruiting capacity, and risk of a poor hire.

• How long will you need the capacity: weeks, months, or permanently?

• How much does demand fluctuate over the course of the year?

• How many people do you need at the same time?

• How specialized is the profile you’re looking for?

• Does your HR team have the capacity to handle the recruiting process?

• What would be the consequences of a bad hire in this role?

Duration alone is not sufficient for a cost decision. Also consider the consequences of vacancies, selection effort, and onboarding.

Temporary Staffing for Short-Term and Fluctuating Needs

Temporary staffing is suitable for short-term projects, seasonal peaks, and fluctuating staffing needs. Production, logistics, warehousing, manufacturing, and service industries can use it to bolster their teams as needed.

You align staffing levels with actual order volume. This can be helpful when future workload is not yet certain.

Recruitment for Permanent Direct Hires

Recruitment is the right choice if you’re planning a long-term permanent position, lack internal sourcing capabilities, or are facing a challenging candidate market. The service provider identifies suitable candidates, assesses their fit in advance, and supports the process through to the signing of the contract.

Hiring takes place directly through your company. This ensures that expertise remains within your workforce.

Temp-to-Perm as a transitional model

With Temp-to-Perm, employees initially start as temporary workers. If there is a long-term need and a mutual fit, they may be transitioned to a permanent position.

This model can be useful when workload is uncertain or when team and role fit still needs to be evaluated. Both sides gain practical experience working together before committing to a long-term relationship.

Internal Recruiting When Capacity Is Available

Internal recruiting is suitable when you regularly fill roles and have sufficient capacity within your HR team. Check whether the recruiting process interferes with day-to-day operations.

You can manage strategic tasks internally and outsource time-consuming or highly variable aspects. To do this, clearly define which process steps your team will handle and where external support will lighten the load.

Cost Comparison: In-House Recruiting, Temporary Staffing, and Executive Search

For permanent positions, the cost structure includes salary, social security contributions, vacation and sick leave costs, recruiting, onboarding, continuing education, as well as planning and administrative costs. For temporary staffing, you agree on a billing rate that depends, among other factors, on qualifications, assignment duration, work schedule, and industry.

In the case of temporary staffing, the staffing agency handles recruitment, payroll processing, and absence management. As a result, fixed personnel expenses can be converted into variable costs.

Record the following items for each model:

• Internal HR and departmental time: In internal recruiting, the effort is entirely internal. With temporary staffing, the service provider handles sourcing. With permanent placement, internal management remains in place. Calculate hours using the internal hourly rate.

• Advertising and sourcing: Internally, you bear these costs yourself. With temporary staffing, they are largely eliminated. In executive search, they are generally included in the fee.

• Screening and interviews: In internal recruiting, the full cost is incurred. For temporary staffing, service providers handle the pre-screening, and for executive search, they handle the pre-qualification.

• Onboarding: For internal hires and after an executive search placement, onboarding is the responsibility of your company. For temporary staffing, the effort may be lower if assignments are shorter.

• Employer costs: For permanent hires, you pay the salary and social security contributions. With temporary staffing, these costs are included in the agreed-upon billing rate.

• Billing rate or placement fee: With internal recruiting, this cost does not apply. With temporary staffing, the agreed-upon hourly rate applies; with recruitment services, a one-time fee applies.

• Administration: Payroll and contract management are handled by your company for internal hires. With temporary staffing, the staffing agency takes on these tasks.

• Absenteeism and Downtime Risk: With internal hires and permanent placement, the risk lies with your company. With temporary staffing, the staffing agency manages the agreed-upon processes.

• Vacancy Costs: These costs accrue until a role is filled. With temporary staffing, a quick placement can reduce them, depending on the individual case.

Calculation Template with Open Assumptions

A cost calculation requires assumptions that you fill in with your own values. Please consider the following:

• number of people needed and duration of assignment or employment

• internal hours for HR and the business unit, as well as internal hourly rates

• Advertising and sourcing costs

• Onboarding expenses

• Agreed-upon temporary staffing rate

• Annual gross compensation and agreed-upon placement fee

• Estimated vacancy costs

Enter the values for each model and compare the total amounts. Low visible costs do not necessarily lead to low total costs.

Consider the Costs of a Vacant Position

The Total Cost of Vacancy encompasses the consequences of a vacant position. These can include lost revenue, delayed projects, productivity losses, additional workload on the team, opportunity costs, and extra recruiting expenses.

Estimate these costs based on revenue per employee per workday, lost team output, or project-related delays and opportunity costs. The longer a position remains open, the more these factors can add up.

When Temporary Staffing Makes Economic and Strategic Sense

Temporary staffing can be suitable for short-term projects, order spikes, seasonal fluctuations, uncertain demand, and multiple positions that need to be filled simultaneously. You can deploy staff as needed without immediately entering into long-term employment commitments.

Peak Workloads and Seasonal Fluctuations

Manufacturing, logistics, and customer service often have project-based or seasonal needs. Other industries can also benefit from temporary staffing when workload varies significantly throughout the year.

Adjust your staffing capacity to match actual demand. Determine early on what qualifications, shift schedules, and locations you’ll need.

Scaling up larger staffing needs on short notice

You can verify whether a provider can meet larger staffing needs by reviewing concrete evidence. Key factors include the available candidate pool, regional coverage, suitable role profiles, binding response times, and past placement data.

Include this evidence in your provider evaluation before commissioning a larger volume of work.

Gain time for a well-informed hiring decision

Flexible staffing models can bridge time-sensitive bottlenecks. They thus create the space needed to carefully fill a permanent role.

Be sure to factor in vacancy costs. This will help you assess the economic value of short-term support in each specific case.

When Staffing Agencies or Internal Recruiting Create More Value

Staffing agencies are well-suited for direct and long-term hires. They can be a sensible choice if you want to build and retain specialized expertise within your company on a permanent basis.

Permanent Roles and Strategic Knowledge

When there is a high degree of specialization, a stable order backlog, and a need for continuity of knowledge, a permanent position is often the right solution. Compare the one-time placement fee with the internal effort, ongoing costs, and potential vacancy costs.

Staffing agencies aren’t necessarily cheaper. Cost-effectiveness depends on your specific needs.

Hard-to-Find Profiles

External support can be beneficial if positions regularly remain unfilled for more than six weeks, your HR team is consistently working at capacity, or multiple positions need to be filled simultaneously. This also applies when delays impact production, service, projects, or delivery capabilities.

For rare qualifications, access to a larger candidate pool and industry-specific experience can support the search.

Use Internal Capacities Strategically

Internal recruiting incurs costs for departmental time, HR effort, tools, job postings, sourcing, interviews, and vacancy periods. Be sure to fully account for these costs in your cost accounting.

Clear requirements, structured processes, and appropriate resources can shorten the time to fill a position. The quality of the selection should remain consistent.

How Companies Make a Sound Make-or-Buy Decision

A well-informed decision is based on transparent assumptions and verifiable results.

Proceed in three steps.

1. Assess the need: Document roles, locations, qualifications, required volume, start date, duration, shift schedule, seasonality, and strategic relevance. This will help you determine whether the need is short-term, fluctuating, high-volume, or permanent.

2. Compare costs: Compare internal labor hours, vacancy costs, advertising costs, tool costs, and service provider costs. Use the calculation template for this and take into account the consequences of unfilled positions.

3. Evaluate a pilot: A pilot for a job category, a location, or a clearly defined staffing need can test external recruiting support under real-world conditions. Before starting, agree on the measurement criteria, reporting frequency, target values, and backup process.

Consolidate cost calculations, KPIs, and vendor scoring before scaling the model to additional roles or locations.

Capture needs in a structured manner

The needs assessment determines which roles, volumes, and durations you’ll evaluate. It lays the foundation for an objective model comparison.

Calculate Costs and Vacancy Risks

Convert the documented needs into a comprehensive cost analysis. Add internal expenses and estimated vacancy costs to the direct costs.

Pilot and Evaluate

First test the selected model on a limited scale. Define the evaluation criteria, target values, and responsibilities before launching.

Conclusion: The Right Model Reduces Costs and Decision-Making Risks

Temporary staffing can provide capacity that can be planned according to need. Recruitment supports long-term direct hires. Temp-to-perm can serve as a transitional option in cases of uncertain workload or when a good fit still needs to be assessed.

A sound decision requires a comprehensive cost analysis, a clearly defined use case, and pre-agreed KPIs. You should also verify whether the staffing provider is a good fit for your industry, region, and volume structure.

Trenkwalder supports you with personalized consulting and temporary staffing tailored to your specific role, location, or volume requirements.

Frequently Asked Questions About Temporary Staffing, Recruitment, and Provider Evaluation

How does “time-to-candidate” differ from “time-to-hire” and “time-to-fill”?

“Time-to-candidate” measures the time from the approval of a request to the presentation of a qualified candidate profile. “Time-to-hire” begins with the application and ends with the acceptance of an offer. “Time-to-fill,” depending on the definition, may begin as early as the job posting or the approval of the job requirements.

Time-to-Candidate can serve as an early indicator of a service provider’s ability to deliver. You should agree on the exact measurement criteria in writing in advance.

What documents should a staffing agency provide before the start of a temporary assignment?

A valid license under the Temporary Employment Act, including details on the issuer and validity period, is essential. Also review the staffing contract, the agreed-upon type of assignment, the service levels, and the replacement process.

Request these documents before the first day of the assignment. For legal questions, you should seek appropriate expert advice.

How often should companies evaluate the agreed-upon KPIs with a staffing agency?

The frequency depends on the specific metric. Operational metrics such as show-up rate and absenteeism rate can be reviewed monthly. Quality and retention metrics are often evaluated quarterly.

Agree on the reporting frequency before placing the order. A fixed date for joint evaluation helps identify deviations early and investigate their causes.

What assumptions must a robust cost calculation for temporary staffing include?

The calculation requires the number of staff needed, the duration of the assignment, the agreed-upon billing rate, internal administrative costs, and estimated vacancy costs. Also take into account work schedule models and potential shift premiums, as they can influence the effective hourly rate.

All values depend on the company and the contract. Therefore, use your own data and specific contract terms.

How can a pilot project with a staffing agency be fairly evaluated?

Clearly define the scope of the pilot—for example, by limiting it to a specific occupational group or location. Establish the measurement criteria, target values, and alternative processes before the start.

Then evaluate the segmented KPI results against the agreed-upon target values. Keep framework conditions such as volume, start date, and shift model as consistent as possible so that the results remain comparable.

Some people work with particular focus when they can complete a task independently. Others develop their best ideas through discussion, prefer solving problems together or need regular feedback. However, personal preferences are often less clear-cut: you may enjoy working alone on familiar tasks but want support when facing new challenges.

When looking for a job, teamwork is often treated as a general requirement. Yet the term says little about what collaboration actually looks like in everyday working life. A production team collaborates differently from an office-based project group. There are also considerable differences between a closely coordinated shift and a group of people who complete their tasks largely independently.

To assess which working style suits you, it is therefore worth taking a closer look: How much coordination do you need? When does a quiet environment help you? How would you like to take responsibility? And under which conditions do you feel comfortable in a team?

Being a team player does not mean working together all the time

Teamwork is often associated with being outgoing, communicative and always happy to be around other people. This view is too narrow. Quiet people can also work very well in a team. Conversely, being sociable does not automatically lead to good collaboration.

What matters more is how you interact with others. Can you pass on information reliably, keep agreements and accept different points of view? Do you ask questions when something is unclear? Do you address problems respectfully? And can you give other people space without withdrawing completely?

Good collaboration also requires individuals to act independently. A functioning team does not need to make a joint decision at every stage. Teamwork often means completing your own task reliably and passing on the results in a way that allows others to continue from them.

When working alone can work well

Working alone may suit you if you enjoy concentrating on a clearly defined task for an extended period. You may work particularly carefully when you can organise your own pace within an agreed framework. Perhaps you prefer making smaller decisions independently instead of coordinating every step with someone else.

This does not necessarily mean that you do not want contact with colleagues. Many roles combine independent periods of work with regular coordination. In production, warehousing, technical work, administration or customer service, a person may manage their own area largely independently while still being part of a team.

Working alone can become difficult when responsibilities are unclear, feedback is missing or there is no accessible contact person when problems arise. When assessing a position, you should therefore ask not only whether you will work alone, but also how induction, support and the sharing of information are organised. These conditions can already be discussed during the application process.

When teamwork may be the better environment

Teamwork may suit you if you enjoy solving tasks through discussion, developing ideas together or gaining reassurance through brief coordination. You may find it motivating to see a shared result and understand how your contribution connects with the work of others.

Teamwork can take very different forms. During a shift, work stages may need to be coordinated precisely. In a project team, collaboration may be divided between meetings, shared decisions and independent periods of work. In customer service, handovers and a reliable flow of information may be more important than constantly working on the same task together.

Even a working style that generally suits you can become stressful if you are constantly interrupted, responsibilities become blurred or conflicts remain unresolved. The important question is therefore not only whether you enjoy working in a team. The form of collaboration you need to work reliably and with concentration matters just as much.

A short self-check for your working style

Your working style can often be assessed more effectively through specific situations than through general characteristics. Think about previous jobs, work placements, training periods, projects or personal tasks. When did the work feel easy – and when did unnecessary stress arise?

These questions can help you assess your preferences:

• Do you concentrate better in a quiet environment, or does interaction with others energise you?

• Would you prefer to take full responsibility for tasks or share responsibility?

• Do you need regular feedback, or are clear goals and fixed deadlines enough?

• Do you ask for support quickly, or do you try to solve problems alone first?

• Do you feel more comfortable in established teams, or do you enjoy working with different people?

• How do you respond to interruptions, group discussions and different working speeds?

• Which tasks do you prefer completing alone, and which benefit from collaboration?

Do not try to appear as “team-oriented” or as independent as possible. Both approaches can be valuable. An honest combination is more informative, for example: “I enjoy working independently on clearly defined tasks. With new procedures, a thorough introduction and designated contact people are important to me.”

Recognising the actual working routine behind a position

Job adverts often contain phrases such as “team player”, “independent working” or “communicative environment”. These descriptions offer initial clues but frequently remain general. You should therefore ask about specific routines during the interview: How large is the team? Which tasks are completed together? How often does coordination take place? Who makes decisions when problems occur? And how are handovers between shifts or departments organised?

Pay attention to the tasks themselves as well. A position may be based in a large department but still require predominantly independent work. Conversely, a role involving considerable individual responsibility may require close coordination. In the candidate section, you can learn more about different career paths and application questions before comparing individual positions.

Not every difference from your preferred working style is automatically negative. Some people appreciate a balanced combination of focused individual tasks and collaborative problem-solving. What matters is whether the requirements suit you in the long term or whether you would constantly need to work against your natural way of working.

Conclusion: Not either-or, but suited to the task

Very few people are suited exclusively to either working alone or working in a team. The right approach often depends on the task, your level of experience, time pressure and the quality of the collaboration. Understanding your own needs allows you to assess positions more realistically and ask more specific questions during an interview.

Instead of asking only whether you are a “team player”, consider how you want to exchange information, take responsibility, use support and work with concentration. This will give you a clearer picture of the working environment that is likely to suit you in the long term.

At Trenkwalder, you can create your talent profile in just a few minutes via chat or voice message and record your skills, experience and career preferences in a clear format. The matching AI takes this information into account to identify career opportunities that suit your strengths and personal circumstances. Your preferences regarding independence, interaction and collaboration can also provide useful guidance for the next steps in your job search.

Recruiting doesn’t have to be done entirely in-house to remain under control. Here are three everyday scenarios: You’re filling multiple positions at the same time; a critical candidate has been impossible to find for weeks; or a seasonal surge exceeds your HR capacity. Do you want to handle these situations on your own every time, or do you want to strategically supplement capacity where the need arises?

RPO Explained

Recruitment Process Outsourcing—RPO for short, or recruiting outsourcing—refers to the partial or complete outsourcing of recruiting processes to a specialized partner. The partner can take over the entire talent acquisition process or provide targeted support for individual phases. From here on, we’ll primarily use the term RPO.

RPO does not refer to a short-term search for a single position. It is designed as a long-term, process-oriented collaboration in which an external service provider strategically builds and supports the recruiting process. This collaboration is more deeply integrated into the HR structure than traditional, project-based recruitment.

Outsourcing operational recruiting tasks does not mean relinquishing control. Strategy, corporate culture, and decision-making authority remain within the company. The partner takes on operational, time-consuming, or highly fluctuating parts of the process.

Why the Question Is Now Strategic

The question of what Recruiting Process Outsourcing means and for which companies it is worthwhile depends on specific challenges. Typical RPO situations include high hiring volumes, growth, skilled labor shortages, and limited internal HR capacity. The benefit is not a blanket promise, but a solution to a recognizable bottleneck.

For companies with recurring, growing, or difficult-to-plan staffing needs, RPO thus becomes a strategic option. The goal is to deploy recruiting capacity and market knowledge precisely where needed, rather than improvising internally every time demand spikes.

Full RPO, Selective RPO, and Outtasking: Which Model Is Right?

When suitable professionals are scarce regionally, an international perspective can open up new RPO is not a single product but a group of clearly distinguishable models. Full-service RPO, selective RPO, and outtasking differ in the scope of services they provide. Project-based RPO falls under outtasking because it involves clearly defined individual tasks. A closer look at the four RPO models and their use cases helps clarify their classification.

• Full RPO: The partner manages the entire operational process, while the company retains control over strategy, culture, and the final hiring decision. Typical process steps include needs assessment, job posting, sourcing, pre-screening, interviews, offer, and onboarding. This model is suitable for high, recurring volumes, limited internal capacity, and roles that can be standardized. It provides consistent relief and offers scalable capacity. Clear handoffs of roles and data are required. A production site can use this model to permanently fill multiple shift positions.

• Selective RPO: The partner takes over agreed-upon process phases, while the company manages and makes decisions regarding the remaining phases. Typical examples include related phases such as sourcing plus pre-screening or applicant tracking. This model is suitable for recurring bottlenecks at a specific point in the process. It provides targeted relief without full outsourcing. The interfaces between internal and external teams must be clearly defined. For example, an HR team can outsource the search for IT candidates.

• Outtasking: The partner handles a specific, defined task, while the company retains control of the entire remaining process. This could involve active sourcing or document review. Outtasking is suitable for addressing a one-time capacity or market gap. It can be implemented quickly and has clear boundaries. However, it does not result in continuous process gains. An example is directly approaching a hard-to-find specialist.

• Fully In-House Processing: The company is responsible for and manages the entire process itself, from needs assessment to onboarding. This solution is suitable for stable demand, sufficient capacity, and reliable reach. It offers full control and close alignment with the business unit. During peak periods, scalability is limited. A small team can use this approach to fill a predictable number of positions per year.

Full RPO: End-to-End Responsibility for Recruitment

With full RPO, an external partner handles the end-to-end recruitment process—from job postings and applicant management through to hiring and onboarding. The company retains the final hiring decision, while the operational process is managed entirely by the external partner. This model is suitable when many positions need to be filled on a permanent basis and follow a similar structure.

Selective RPO and Outtasking: Targeted Relief at Bottlenecks

Selective RPO involves outsourcing related process phases. The partner supports specific recruiting phases, such as candidate sourcing or applicant management, while other phases remain in-house. Outtasking, on the other hand, refers to clearly defined individual operational tasks, such as active sourcing for a specific occupational group.

In both models, the company defines the handoff points: It remains responsible for staffing needs, corporate culture, subject-matter decisions, and the final hiring decision. The partner assumes the agreed-upon scope of operational or process-related tasks.

In-House Handling: When It Remains Appropriate

Handling the entire process in-house remains appropriate when staffing needs are stable, the team has sufficient capacity, and the processes are functioning effectively. The choice of model depends on hiring volume, the standardizability of processes, internal capacity, the complexity of the roles, and fluctuations in demand—not solely on the size of the company.

Can I outsource my company’s entire recruiting process to a staffing agency?

Yes, a complete outsourcing of the recruiting process is possible if the scope, responsibilities, and handoffs are clearly defined. The collaboration then functions as an extension of the HR function, not as a separate service process.

From Needs Assessment to Onboarding

The full RPO process chain follows a clear sequence: needs and requirements assessment, job posting, candidate sourcing, pre-screening, coordination, interviews, offer phase, hiring, and onboarding. A partner can cover this entire spectrum, from the job posting through hiring and onboarding.

The company can retain final selection and hiring authority, while the partner handles the agreed-upon recruiting tasks. This ensures that control over candidate selection remains in-house.

Clearly Define Decision-Making Authority and Collaboration

Full outsourcing requires a well-defined setup. These points lay the foundation:

1. Clarify roles: Make responsibilities transparent. Define who approves staffing needs, who contacts candidates, and who makes the final decision.

2. Define handoffs: Avoid process gaps. Determine at which points candidate data, evaluations, and status information are transferred between the partner and the company.

3. Agree on a coordination schedule: Enable effective management. Set fixed dates for status updates and prioritization.

4. Define escalation procedures: Ensure responsiveness. Specify who makes decisions in the event of delays or problems.

A fair, transparent candidate journey is part of the setup. Responsibilities for communication, feedback, and scheduling must be clear so that applicants receive consistent communication at every stage.

Can I also outsource only individual recruiting tasks, such as candidate sourcing or applicant management?

Yes, you can also outsource individual recruiting tasks such as candidate sourcing or applicant management. Selective RPO or outtasking is particularly suitable for companies that only need additional capacity or market knowledge at specific points in the process. An overview of recruiting strategy, sourcing, screening, interviews, onboarding, and data analysis shows which components can be outsourced individually.

Active Sourcing and Candidate Outreach

Active sourcing involves the targeted identification and direct approach of candidates. In Trenkwalder’s recruiting context, this work includes sourcing skilled professionals, processing applications with acknowledgments of receipt and appointment confirmations, document reviews, and conducting interviews with qualified candidates. This task can be outsourced as a standalone outtasking project when a specific profile is difficult to find regionally.

Pre-selection, Communication, and Scheduling

Applicant management can be broken down into two core tasks: The staffing agency coordinates communication with applicants and organizes interviews. This includes pre-selection based on the job requirements, providing consistent feedback to applicants, and scheduling interviews. These phases can be outsourced as a cohesive package within a selective RPO or as individual tasks.

Reporting, Handover, and Onboarding

At the end of the process are reporting, the handover of candidates to the business unit, and onboarding. A component is not necessarily always part of an RPO contract. The following points show where a component is typically included and which handover point remains within the company.

• Job requirements: This is typically included in Full RPO. In selective RPO, it is agreed upon on a case-by-case basis; in outtasking, it rarely makes sense. The functional approval of the profile remains with the company.

• Job Postings: These are typically included in full RPO. In selective RPO, they are agreed upon on a case-by-case basis; in outtasking, they are possible as a standalone task. The company approves the text and employer branding.

• Active Sourcing: This is typically included in full RPO. In selective RPO, it is specifically agreed upon; in outtasking, it makes sense as a standalone task. The company defines the target profile and outreach parameters.

• Candidate management: It is typically included in full RPO. In selective RPO, it is specifically agreed upon; in outtasking, it is possible as a standalone task. Data access and communication rules remain key handoff points.

• Pre-screening: It is typically included in full RPO. In selective RPO, it is specifically agreed upon; in outtasking, it is possible as a standalone task. The company defines selection criteria and approves the shortlist.

• Scheduling: It is typically included in full RPO. In selective RPO, it is specifically agreed upon; in outtasking, it makes sense as a standalone task. The functional departments must provide their availability.

• Interviews: These are partially included in full RPO. In selective RPO, they are specifically agreed upon; in outtasking, they rarely make sense on their own. The company retains control over the technical aspects of the interviews.

• Employer branding: This is partially included in full RPO. In selective RPO, it is specifically agreed upon; in outtasking, it is possible as a standalone task. The company is responsible for the brand message and tone.

• Reporting: This is typically included in full RPO. In selective RPO, it is agreed upon on a case-by-case basis; in outtasking, it is of limited value. The company defines the key performance indicators.

• Handover and onboarding: This component is typically included in full RPO. In selective RPO, it is agreed upon on a case-by-case basis; in outtasking, it is rarely useful on its own. Contract signing and orientation remain important handover points within the company.

When Is RPO Worth It—and When Is an Internal Recruitment Solution Sufficient?

The decision is not a rigid choice between internal and external. It is a “make-or-buy” assessment based on capacity, complexity, and workforce planning.

Signs That External Recruitment Support Is Needed

Several signs point to the need for RPO: Positions regularly remain unfilled for more than six weeks; HR is constantly working at capacity; managers spend a significant amount of time on recruiting; traditional channels are insufficient; multiple positions need to be filled simultaneously; staffing needs fluctuate significantly; or critical profiles are hard to find regionally. External support is particularly useful for operationally complex, time-sensitive, or difficult-to-scale tasks.

Be sure to evaluate the partner’s industry breadth and focus: Do they have experience with your job profiles, locations, shift schedules, and peak staffing demands?

Decision Matrix for Your Specific Needs

An internal solution may be sufficient if staffing needs are stable, the team has enough capacity, processes are functioning well, and you can reliably reach candidates for the relevant profiles. The following decision criteria will help you assess your situation:

• RPO is more worthwhile when many positions need to be filled simultaneously or on a recurring basis. An internal solution is generally sufficient when the annual hiring volume is low and predictable. Ask yourself: How many positions do we fill per quarter?

• RPO tends to be more worthwhile when HR is consistently working at capacity. An in-house solution tends to be sufficient when the team can reliably handle the workload on its own. Ask: Is there time left for strategic HR work?

• RPO tends to be more worthwhile when critical roles are hard to fill. An in-house solution tends to be sufficient when the relevant roles are easily accessible. Ask: How long do key positions remain open?

• RPO is more worthwhile when demand fluctuates significantly. An internal solution is generally sufficient when demand remains stable throughout the year. Ask: How large are our seasonal peaks?

• RPO is more worthwhile when processes are inconsistent or overloaded. An internal solution is generally sufficient when established, functioning processes are in place. Ask: Are our recruiting steps clearly defined?

• RPO is more worthwhile when regional or national reach is lacking. An internal solution is usually sufficient when your own channels reach enough applicants. Ask: Do we reliably reach our target audience?

Start with a clearly defined pilot project

First, identify the recruiting tasks handled internally, the actual time required, recurring roles, short-term spikes in demand, and hard-to-find profiles. Based on this, a pilot project can be pragmatically tailored.

A pilot project for a specific occupational group, a location, or a clearly defined staffing need is a low-risk way to get started. This allows you to test the collaboration on a concrete case before expanding the scope. The Outsourcing Check helps determine when outsourcing is worthwhile and when an in-house alternative is a better fit.

How can an RPO project be managed effectively and transparently?

An RPO project remains manageable if the scope of services, key performance indicators, and technical preparations are clarified before the start. The following list serves as a preparation and project checklist, not as legal advice.

Define the Scope of Services and Responsibilities

Clearly define which process steps are included, which roles and decision-making authorities apply, where the handoff points are, and which communication channels will be used for coordination. The scope of services should also include escalation procedures, quality requirements, data access, project duration, and options for adjustments.

Agree on KPIs, SLAs, and Reporting

For project management, suitable metrics for a pilot program or external recruiting support include time-to-fill, candidate quality, process effort, cost per hire, and department satisfaction. SLAs specify measurable expectations regarding response times, feedback, handovers, and the reporting frequency. You should negotiate the specific values with the partner.

Prepare the ATS, Data Protection, and Points of Contact

The primary benefit lies in transparent, consistent processes: All parties involved see the same status and work from a single data source. These three steps lay the groundwork:

1. Integrate the ATS: Establish a data foundation. Review the existing applicant tracking system, its interfaces, and the necessary data access permissions for the partner.

2. Regulate data protection: Assign responsibilities. Define data protection roles and approval processes for applicant data.

3. Designate a point of contact: Establish collaboration. Appoint a dedicated internal point of contact and ensure the involvement of the relevant departments.

Digital workflows and data-driven matching support these processes by keeping the status consistently visible and matching suitable profiles more quickly.

Conclusion: RPO does not mean a loss of control, but rather targeted relief

RPO is not an all-or-nothing model. It can be structured comprehensively, selectively, or through individual tasks, depending on your situation.

RPO does not mean handing over responsibility, but rather strategically supplementing recruiting capacity, market knowledge, and structure where staffing needs require it. Strategy, culture, and the final decision remain with you.

Frequently Asked Questions About RPO

What is the difference between Recruitment Process Outsourcing and Employer of Record?

RPO outsources recruiting processes, while an Employer of Record acts as the legal employer for employees and the client company retains control over day-to-day operations. RPO ends with hiring and onboarding; EOR begins with legal employment. In practical terms, this means: RPO resolves capacity or reach bottlenecks in recruiting, while EOR addresses the issue of legally compliant employment.

Can RPO be combined with international employment?

Yes. RPO and EOR are separate solutions that can be combined without mixing their services: RPO sources the candidates, and EOR legally hires them in the target country. An additional point to clarify is the sequence in the setup: Determine at what point the recruitment process ends and legal employment begins, so that responsibilities and data transfers remain clear.

Would you like to find out which HR solution best fits your needs? Contact us for a no-obligation consultation.

Vienna/Munich, August 19, 2026 – Trenkwalder Group AG has appointed Björn Elting as Chief Technology Officer (CTO). The former Managing Director of BCG Platinion will assume overall responsibility for the group’s technology agenda. His primary responsibilities will focus on the large-scale further development of AI-based solutions and the expansion of the data-driven, Europe-wide workforce platform through which Trenkwalder connects talent with companies. In addition, he will play a key role in shaping the strategic development of the group’s outsourcing business.

“Björn Elting combines extensive technology and transformation experience with the ability to implement change in complex organizations. This is exactly the combination we need to embed AI as a growth driver in our core processes and accelerate our Europe-wide platform strategy. In doing so, we are living up to our claim of being the industry’s AI pioneer,” says Mark Pollok, CEO of Trenkwalder Group AG.

“Rebuilding a company technologically as it enters its next phase of growth and thereby helping to shape the future of work in Europe—this is a rare opportunity. I am particularly excited by how consistently Trenkwalder is rethinking existing processes from an AI-first perspective. After all, the HR services industry will experience significant momentum in the coming years, and the speed of innovation will become a decisive competitive advantage,” says Björn Elting, the new CTO of Trenkwalder Group AG.

AI Already Integrated into Core Processes at Trenkwalder—Elting to Scale It Across Europe

Björn Elting comes from BCG Platinion, the technology consulting arm of the Boston Consulting Group, where he worked for 14 years, most recently as Managing Director and Head of Tech & Digital Advantage in Insurance for Europe, the Middle East, South America, and Africa. In this role, he was responsible for business and technology transformations for some of the largest insurers in these markets, from strategy through implementation.

In this newly created position, Elting is driving the expansion of an AI-first technology landscape. Artificial intelligence already supports key processes, from the pre-qualification and matching of talent to communication with customers. Based on the pan-European database of more than one million talent profiles, cross-border workforce placement is set to become significantly more scalable.

About Trenkwalder Group AG – “Let Europe Work”

The Trenkwalder Group is a European provider of HR services, outsourcing, and technology-driven workforce solutions. With more than 35 years of experience, 20,000 employees, 7,000 clients, and 200 locations in 15 countries, the Group generates approximately 550 million euros in revenue. Guided by its mission statement “Let Europe Work,” Trenkwalder connects companies and talent across borders in Europe—supported by artificial intelligence, automated processes, and a talent database with more than one million profiles. The goal is to create a faster, more precise, and scalable workforce for the European market.

About the Droege Group

Founded in 1988, the Droege Group is an independent investment and advisory firm, fully family-owned. The company specializes in customized transformation programs aimed at increasing enterprise value. The Droege Group combines its family-business structure and financial strength into a unique family-equity business model. It invests its own capital in “special opportunities” with a focus on medium-sized companies and spin-offs, as well as strategically in buy-and-build transactions.

Guided by the principle “Execution – according to all the rules of the art,” the group is one of the pioneers of implementation-oriented corporate development. Its entrepreneurial platforms are aligned with long-term megatrends. Passion for quality, innovation, and speed drives the company’s development. The Droege Group is successfully positioned in both national and international markets and operates with its entrepreneurial platforms in 30 countries.