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Search for employees in digital economy is no easy task

Three steps for hiring personnel. Firms in Hamburg turning to modern recruitment methods

Finding suitable, creative and competent employees nowadays is no easy task as digital transformation of the economy – intelligently applying and cross-linking technology in companies – gains more importance and requires all kinds of know-how. Kai Petersen, Managing Director of direct Gruppe, a provider of IT and marketing headquartered in Hamburg, noted: “The market is changing and innovation is a big issue.”

Generation Y in great demand

During his talk at CEBIT’s job and career STAGE, Marko Prislin, a keynote speaker, recommended a target-group approach when searching for staff. Prislin, a management consultant specialising in digital trends, distinguishes between the performance orientated generation X and generation Y that tends more towards self-reflection. Many IT companies are trying to entice digital natives in generation Y. The question is how best to attract this group. “Generation Y is characterised by a very high understanding of values,” said Prislin. This generation asks not only, “How will my job further me?” but also, “Will my job further all of us? Is it useful to society?”

Step towards successful recruitment

Companies should ask themselves several questions to come up with a convincing answer. “What does your company stand for? What is your position? And why do you do what you do?” Asking such questions is the first step towards successful recruitment, Prislin stressed. The second step is to embed the attitude conveyed sustainedly in corporate culture. “If that does not happen, you will very soon have frustrated employees,” he warned. And the third step consists of ensuring that internal processes in a company are not just technically orientated, but for people to think out and to adjust appropriately.

Working together as partners

In his speech entitled “The classic office is dying”, Frithjof Reitter, of FR Consulting AG, analysed framework conditions in companies. Reitter, a personnel expert, called for a rethink of conventional forms of work. “We are in the middle of structural change in the economy.” The 9 am to 5 pm office workday is winding up similar to the classic employer-employee relationship. Working with employees as partners is in greater demand. Britain’s Virgin Group exemplifies this new position.

The founder of the company, Sir Richard Branson, lets staff determine the amount of holidays. Microsoft, which is already a pioneer of telework and location-independent work, has abolished mandatory attendance for staff. And the German machinery and equipment constructors, Vollmer & Scheffczyk, allow staff to put a figure on their salaries themselves based on the premise that employees who fell appreciated are content.

New approaches to seeking personnel

Sustainability, social commitment and the reconcilability of family and working life are widespread approaches – these also apply at Sopra steria Consulting based in Hamburg. Michael Monat, human resources manager, said: “These are issues which we are constantly developing. The target is not in reach because there are ever more new approaches.” Developing suitable digitalisation strategies for individual customers is part of the core business at this leading, European provider of digital transformation, he added.
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