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Global supply chains, geopolitical uncertainties and the ongoing shortage of skilled workers are changing the HR strategies of many companies. While offshoring to distant markets has dominated in recent years, another approach is becoming increasingly important: nearshoring within Europe.

Companies are increasingly turning their attention to Eastern and South-Eastern Europe – regions that combine skilled workers, geographical proximity and stable conditions. At the same time, international recruiting is opening up new opportunities to fill vacant positions more quickly and sustainably.

But why is Europe becoming more attractive again as a talent market – and what should companies bear in mind when deploying skilled workers internationally?

Why nearshoring is currently gaining in importance

The economic conditions have changed noticeably. Long delivery routes, different time zones and complex coordination processes are leading companies to re-evaluate their international structures. Nearshoring offers several advantages here:

• Geographical proximity: Shorter travel times and similar time zones facilitate collaboration and project management.

• Cultural compatibility: Working methods and business practices are often more comparable than in more distant regions.

• Highly qualified: Many countries in Eastern and South-Eastern Europe have excellently trained skilled workers – especially in technical, industrial and IT-related fields.

• More stable planning: European legal and labour standards create additional security for companies.

For many organisations, nearshoring is thus becoming a strategic alternative between local recruiting and global offshoring.

International skilled workers as a response to the shortage of skilled labour

In many industries, it is becoming increasingly difficult to fill vacant positions locally. International recruiting strategies significantly expand the talent pool and provide access to skills that are in short supply in the domestic market.

This is no longer just about cost advantages. Today, the decisive factors are:

• Speed in filling critical positions

• Access to specialised qualifications

• Long-term stability of teams

• Flexibility during growth or project peaks

Structured international recruitment helps companies identify suitable candidates in Europe and integrate them successfully.

Getting mobility and legal frameworks right

The international deployment of employees brings opportunities, but also organisational challenges. Labour law requirements, tax issues and social security systems vary significantly within Europe.

Among other things, companies need to clarify:

• Where the legal employer is based

• Which local labour laws apply

• How payroll and taxes are organised

• Which residence and work permits are required

Models such as Employer of Record (EOR) enable international specialists to be deployed without having to set up a separate company in the respective country. Administrative and legal tasks are taken over in a structured manner, while the company retains professional management.

Relocation and integration as a factor for success

International recruitment does not end with the signing of the contract. The key to long-term success is how well skilled workers settle into their new environment. Support with administrative procedures, finding accommodation or organisational issues makes the transition much easier and reduces the risk of staff turnover.

Professionally supported relocation and migration processes ensure that international employees become productive more quickly and remain loyal to the company in the long term.

How nearshoring succeeds in practice: operating model, governance and collaboration

Nearshoring is not just a location decision – it is above all a question of implementation. The decisive factor is how roles, responsibilities and collaboration are organised so that international teams do not work in parallel, but are truly integrated. In practice, three approaches in particular have proven successful:

• Expansion of existing teams (‘distributed teams’): Specialists abroad are developed as part of the core team – with clear interfaces, shared tools and coordinated work routines.

• Nearshore hub as a centre of excellence: Certain tasks or skills are bundled, e.g. for IT, engineering or shared services – including defined service levels and handover processes.

• Project-based capacity models: Nearshore teams provide temporary support for rollouts, peaks or transformation projects – with clear project management and documented handover processes.

For these models to work, what is needed is less ‘big concepts’ and more reliable standards in everyday life: clear communication routines, clean handover processes, defined contact persons, uniform documentation and onboarding that quickly enables international employees to become operational. Companies that set up nearshoring in such a structured way avoid typical friction losses – and achieve the desired effect more quickly.

Conclusion: Nearshoring as a strategic component of modern personnel planning

International recruiting within Europe has long been more than just a short-term solution to personnel shortages. When implemented correctly, nearshoring becomes a strategic tool for attracting skilled workers in the long term, setting up flexible teams and securing growth.

Companies that consider international mobility, legal frameworks and integration at an early stage lay the foundation for stable and efficient teams – today and in the future.

Would you like to find out how international recruiting strategies and nearshoring can be used effectively in your personnel planning? Then get in touch for a no-obligation consultation and discover the right solutions for your international personnel needs.

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Your first day at work is over, you've gathered your first impressions – and now the real challenge begins: successfully settling into your new job. Good onboarding helps you quickly find your feet, understand processes and become part of the team. At the same time, a successful start doesn't just depend on the company. Those who actively shape their onboarding lay the foundation for a successful career and long-term professional success.

In this article, you will learn how to consciously manage your start, gain confidence more quickly and make a positive impression right from the start.

Why active onboarding is crucial

The first few weeks in a new company determine how quickly you settle in, how confident you feel and how you are perceived by the team. Many new employees initially wait for tasks or information to come to them. However, successful onboarding means showing initiative, asking questions and taking responsibility for your own learning process.

An active start helps you to overcome uncertainties more quickly, understand expectations better and build trust early on – important factors for stable development in your professional life.

1. Clarify expectations early on

A common reason for uncertainty in the first few weeks is unclear expectations. Therefore, clarify as early as possible:

• What are the goals for the first few weeks or months?

• How will your performance be measured?

• Which priorities are particularly important at the moment?

A short coordination meeting with your manager will create clarity and prevent misunderstandings. At the same time, you will demonstrate commitment and interest in good cooperation.

2. Actively build relationships

In addition to professional topics, personal interaction plays an important role. Get to know your team, ask questions and show interest in working methods and responsibilities. Often, it is informal information – such as how decisions are made or who can help with certain issues – that makes everyday work easier.

Open communication not only makes it easier to get started, but also strengthens cooperation in the long term.

3. Ask questions – consciously

Especially at the beginning, it is normal not to know everything yet. Asking questions is not a sign of uncertainty, but of a willingness to learn. However, it is important to bundle questions and prepare them well. Make a note of open issues and clarify them collectively instead of asking questions spontaneously again and again.

This shows structure and at the same time makes it easier for your colleagues to support you.

4. Show initiative and take responsibility

After the first few days, there is often a phase in which you feel more confident but are not yet working at full capacity. Make active use of this time:

• Offer support with projects

• Ask for additional tasks

• Observe processes and carefully contribute your own ideas

Initiative signals motivation and helps you to be perceived as a full member of the team more quickly.

5. Seek feedback early on

Regular feedback helps you learn faster and better understand expectations. Actively ask for feedback, for example after the first few weeks or after completing tasks. This will help you recognise early on what is working well and where adjustments are needed.

This openness is often perceived positively and supports your personal development.

6. Create structure for yourself

A new job brings a lot of new information at once. Your own structures help you keep track of things:

• Make a note of important processes and contact persons

• Record new terms or tools

• Plan short moments of reflection at the end of the day

This will help you feel more confident in your new working environment step by step.

Conclusion: A successful start is teamwork – and your opportunity

Onboarding is not a passive phase, but an active opportunity to demonstrate your working style and build relationships. By clarifying expectations, asking questions and showing initiative, you will find your place in the company more quickly and create a stable foundation for your own career.

If you are currently facing a new start in your career or planning your next step, it is worth taking a look at our job search. There you will find positions where you can actively shape your start from the very beginning. And with the CV Designer, you can ensure that your strengths are clearly visible right from the application process.

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Why “more recruiting” is no longer the solution

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

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

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

Step 1: Define workforce needs realistically, not ideally

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

A realistic needs assessment starts by asking:

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

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

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

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

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

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

A more resilient approach focuses on:

• which skills must be available at entry

• which can realistically be developed within six to twelve months

• how much learning capability the role requires overall

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

Step 3: Integrate time as a core decision factor

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

A sound decision process therefore asks:

• How long can the role realistically remain vacant?

• What are the operational and financial consequences of delay?

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

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

Step 4: Use flexibility as a strategic control mechanism

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

This means:

• applying flexibility where uncertainty is highest

• ensuring stability where continuity is critical

• combining both in a structured way

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

Step 5: Assess workforce risks explicitly

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

A professional approach addresses:

• which workforce gaps threaten value creation

• where key person dependencies exist

• which scenarios are realistic rather than optimistic

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

Step 6: How recruitment partners improve decision quality

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

They support companies by:

• providing realistic insights into labour market availability

• helping prioritise and refine requirements

• contextualising time, cost and risk

• identifying workable solutions instead of theoretical ideals

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

Conclusion: Strong workforce decisions follow a clear logic

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

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

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

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

1. What is an algorithmic recruitment process?

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

The main objectives of these systems include:

• structured pre-selection of applications

• comparability of qualifications

• increased efficiency in recruitment

• reduction of manual screening effort

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

2. How does AI-powered recruitment software work?

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

2.1 Analysis of formal qualifications

• educational and academic degrees

• vocational training and certifications

• length and relevance of professional experience

2.2 Content matching with job descriptions

• alignment of skills and competencies

• use of relevant industry-specific keywords

• clear descriptions of tasks, responsibilities and expertise

2.3 Technical and structural evaluation

• logical and consistent CV structure

• chronological clarity

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

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

3. Common mistakes in digital application processes

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

Common mistakes include:

• poorly structured CVs

• no adaptation to the specific job description

• overly generic task descriptions

• scanned or image-based documents

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

4. How candidates can optimise application documents for AI

4.1 Analyse job descriptions carefully

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

4.2 Use performance-oriented descriptions

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

4.3 Prioritise structure and readability

Recommended CV structure:

• professional experience

• education

• further training and certifications

• IT skills and language skills

4.4 Avoid generic standard phrases

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

5. The role of recruitment agencies in algorithmic hiring

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

Benefits for candidates include:

• optimisation of application documents for digital systems

• realistic assessment of job market opportunities

• targeted placement in suitable positions

• personal support despite automated processes

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

6. Future outlook: The evolution of algorithmic recruitment

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

• greater standardisation of application documents

• increased importance of clearly defined competency profiles

• faster response times in hiring processes

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

Conclusion: Understanding algorithmic recruitment as a success factor

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

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

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

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

Why HR digitalisation often fails

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

1. Technology before strategy

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

2. Unclear processes are digitised

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

3. Lack of involvement of HR teams

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

4. Too little focus on scalability

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

What distinguishes successful HR technology projects

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

1. Understand processes first – then optimise them

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

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

2. Technology as an enabler, not a substitute

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

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

Learn more about modern, integrated HR technology solutions.

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

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

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

• Which processes really need to be streamlined?

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

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

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

How companies can implement HR technology sustainably

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

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

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

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

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

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

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

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

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

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