The client for the interim mandate is a medium-sized management consultancy with a matrix structure of independent sister companies. Recruiting was running on the side within the company. This resulted in a low quality of candidate selection and was detrimental to the company's growth. In addition, the company remained virtually unknown in the employee market. As HR manager, the interim manager took over the restructuring of the recruiting department and the development of employer branding.
Employer branding as a driver for recruiting
The interim manager developed a comprehensive concept for the development of the employer brand. Employer branding was geared towards positioning the company as a unit and strong team in the market. Employer branding was closely linked to product marketing and sales. Employer branding thus became a driver for recruiting by significantly developing awareness and attractiveness of the employer.
The employer branding measures included the development of a career website, employee videos and photo shoots showing employees and the company as a whole. A newly developed mascot, which is always present at customer visits, trade fairs and events, reinforces the company's recognizability in a likeable way. All employer branding measures, as well as regular blog posts, were widely used on social media, thus increasing the perception of the company among the target groups.
Complete overhaul of the recruiting processes
At the same time as the employer branding, the interim manager initiated and managed the complete overhaul of the recruiting process. The recruiting process was shortened from 2 to 3 months to 4 to 6 weeks. Active sourcing on Xing or LinkedIn often made it possible to fill vacancies within 2 days.
Active sourcing became the driving force behind filling difficult-to-fill or urgent vacancies. The interim manager also sometimes used methods from product marketing. For example, racing bikes worth 1,000 euros were raffled off for the best application.
An employee recruitment program provided additional support in recruiting. At the same time, it strengthened the motivation of the employees, who were rewarded accordingly. In addition, the interim manager defined key figures and a corresponding controlling system for recruiting. She also implemented new software programs for recruiting and personnel management.
Restructuring reduces fluctuation and generates growth
Restructuring the recruiting process and establishing employer branding quickly had an impact on large parts of the workforce. It was possible to absorb fluctuation and generate growth. The quality of the candidates and the speed of recruiting increased significantly.
The HR interim manager was able to make a significant contribution to this success. Her generalist perspective and expertise in designing an employer brand as well as professional HR marketing and recruiting processes were key to this. She was also able to familiarize herself very quickly with the complex requirement profiles of the technical and advisory positions.
