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Legal certainty begins before the job posting

It’s not just the candidate search that determines the success of an international hire—it’s the early clarification of the employment model, residency status, and employer obligations. This applies when hiring someone from an EU country, a skilled worker from a non-EU country, or when employing someone in a country where the company does not have its own subsidiary.

Each scenario involves different verification processes, responsibilities, and documentation. Those who wait until after a candidate has been selected to begin this process risk avoidable follow-up inquiries and organizational delays.

This article addresses the employment of international employees in Austria. The secondment of Austrian employees abroad is subject to its own tax, social security, and labor law requirements and will not be covered in depth here.

The key question before any international hire is therefore: Have all responsibilities been clarified before the employee starts work?

First, correctly classify the case: country of origin, role, and employment model

The review process begins with a few basic details: nationality, location of assignment, planned duration of employment, job duties, and employment model. These determine which departments are involved and what documentation is required.

Distinguish between the EU, EEA, Switzerland, and third countries

Cases involving the EU, the European Economic Area, and Switzerland must be distinguished from those involving third countries. However, a comprehensive assessment of residency status must always take the specific circumstances into account.

For prospective workers or skilled professionals from third countries, it must be determined which residence and work permits are required for employment in Austria. Depending on the employment situation, options may include, for example, the Red-White-Red Card, the Red-White-Red Card Plus, or a work permit issued by the Public Employment Service (AMS). The competent authorities review the respective requirements. Employers or private service providers cannot substitute for these official decisions.

Define the Position, Qualifications, and Employer’s Role

Before beginning the recruitment process, companies should document the job requirements, the intended occupation, the place of employment, the contract term, and the employer’s internal role. Nationality, destination country, qualifications, employment model, document status, and required translations should also be included in this initial assessment.

In the case of regulated professions or an unclear qualification status, the relevant authorities should be involved at an early stage. This allows outstanding requirements to be identified before the search, selection, and contract preparation have progressed too far.

Implementing International Employment in Compliance with the Law: The Six Steps

The specific requirements for each step depend on the individual case and the relevant authorities. A documented process ensures clear handoffs and makes pending decisions transparent.

1. Identify the need: Define the scope of the review

Assess the initial situation: Determine the review process.

Companies determine which qualifications are required, in which country the employment will take place, and how long the assignment is planned to last. At the same time, it is necessary to assess which resources the HR department, payroll, and the relevant business unit can provide internally.

Next, define the desired employer role. Direct hiring, temporary staffing, Recruiting Process Outsourcing (RPO), or Employer of Record (EOR) may be options depending on the needs and employment structure. RPO pertains to the recruiting process, while an EOR can assume employer responsibilities under certain legal conditions. Defining these roles early on prevents the search, administration, and employer obligations from becoming entangled.

2. Attracting Candidates: Communicating Requirements Transparently

Document the profile: Align the selection process.

The search and selection should be based on a coordinated requirements profile. It describes the job duties, qualifications, experience, work location, and realistic conditions of employment.

During the selection process, technical aptitude, professional experience, and motivation can be evaluated together. For international hires, this also includes determining whether existing documents provide verifiable proof of qualifications and whether translations are required. The evaluation should be documented and coordinated with the relevant department. This provides recruiting, the HR department, and external support with a common working basis.

3. Clarify Entry: Check Requirements Before Starting Work

Check Authorizations: Prepare for a Decision.

Residence permits, work authorizations, potential employment permits, document status, and official jurisdictions constitute a separate review process. For third-country nationals, the official information from the Public Employment Service (AMS) and the relevant Austrian residency authorities is authoritative.

Depending on the employment situation, different procedures may be required. For the Red-White-Red Card, the AMS reviews the relevant labor market-related requirements. The competent residency authority decides on the issuance of the residence permit. For other employment scenarios, a separate work permit may be required.

Process support can coordinate documentation or prepare for interactions with authorities. It does not prejudge any decision. The application is reviewed by the respective competent authority, which then decides on the specific case.

4. Establishing the Employment Relationship: Coordinating the Contract, Payroll, and Social Security

Assign Responsibilities: Ensure Accurate Payroll Processing.

International employment involves more than just the employment contract. Payroll processing, income tax withholding, social security contributions, and any reporting requirements must also be tailored to the specific case.

Companies should document who provides the necessary information, who is responsible for payroll processing, and how inquiries are handled. The chosen form of employment influences this distribution of responsibilities. Therefore, the HR department, payroll, the relevant business unit, and, if necessary, external consultants must all use the same documented baseline. Specific requirements arise from the employment situation and the decisions of the relevant authorities.

5. Prepare for arrival: Combine onboarding and integration

Plan transitions: Ensure readiness to work.

Company-led onboarding and administrative arrival procedures require separate responsibilities but must be timed to align. The workplace, access, orientation, and team communication are the company’s responsibility.

Organizational handoffs can be supported as agreed. This includes, for example, coordinating documents, appointments, housing, and integration issues. A designated contact person consolidates open items and coordinates the next handoff point. This ensures the new employee knows who to turn to while the department prepares them to start work.

6. Manage Deadlines: Document Supporting Documents and Review Changes

Monitor Status: Identify the Need for Action.

The case file remains relevant after the employee starts work. Companies should document expiration dates, submitted supporting documents, outstanding inquiries, external appointments, and feedback from authorities in a traceable manner.

Changes to the job, work location, duration of employment, or employment model may require a re-evaluation. The same applies if personal or organizational details relevant to the employment case change. Companies should therefore designate who receives such changes and forwards them to internal or external departments. The responsible department decides which further steps are necessary in each individual case.

Who can support the process? Clearly assign responsibilities

Who can help my company employ foreign workers in compliance with the law?

The answer depends on the specific task: Public agencies decide on administrative procedures. Private partners can assist with the search, preparation, coordination, and employment administration, depending on the assignment.

Public Agencies and Official Advisory Services

The Public Employment Service (AMS) is a central point of contact for companies with questions regarding the employment of foreign workers and skilled professionals. Within the framework of the applicable procedures, the AMS reviews labor market-related requirements and decides on the corresponding work permits.

The relevant residence and settlement authorities are other important points of contact. They review the requirements under residence law and decide on the corresponding residence permits. Depending on the case, Austrian diplomatic missions abroad may also be involved in the process. Which agency is responsible depends on the individual case.

Private Support Throughout the Employment Process

The roles of private support providers should be clearly distinguished from one another:

• Recruitment agencies: A recruitment agency can handle the search, selection, and pre-qualification of candidates.

• Relocation support: Relocation support can assist with document coordination, housing, appointments with authorities, and integration.

• Specialized legal advice: Specialized legal advice examines complex individual cases involving labor, residency, tax, or social security law.

• Employer of Record (EOR): Depending on the legal structure of the employment model, an Employer of Record can assume employer functions as well as tasks such as payroll, tax withholding, social security, and local employment administration. In doing so, the labor law requirements—and, where applicable, the temporary staffing law requirements—of the respective host country must be taken into account.

In an Employer of Record arrangement, day-to-day operational management and the agreed-upon employer functions or administrative tasks may be distributed among different parties. Whether and in what form this is permissible depends on the specific structure of the arrangement and the applicable legal requirements. This model also does not replace an official decision and does not relieve the parties involved from verifying their respective obligations.

Concise Checklist Before the Start of Work and During Employment

This checklist supports structured case handling. It does not replace a comprehensive review of the legal requirements. Each item must be assigned on a case-by-case basis to the company, the employee, the competent authority, or a designated support provider.

• Case Assessment: Record nationality, work location, duration of employment, and employment model. Designate a person responsible for internal coordination.

• Job Duties and Qualifications: Document qualifications and intended occupation. Verify the status of documents and record any required translations. If questions remain, identify the responsible authority.

• Residence and Work Permits: Document required checks, outstanding inquiries, and the competent authority. Record external appointments with responsible parties and the processing status.

• Employment Relationship and Payroll: Tailor the employment contract, payroll, income tax withholding, social security, and any reporting obligations to the specific case. Document in writing the division of responsibilities between the company and the designated support provider.

• Onboarding: Prepare the workspace, access, orientation, and team communication. Coordinate administrative arrival matters separately and specify the next handover point.

• Changes and Expiration Dates: Review relevant changes to job duties, work location, duration, or employment model. Continuously document supporting evidence, feedback, and expiration dates.

• Responsibility Check: Verify that the company, employees, government agencies, and external support providers are aware of their respective responsibilities. Delegate employer obligations only where the chosen model and agreement permit this under the law.

If a specific case is unclear, consult the most current official guidelines or seek qualified legal advice.

Conclusion: International employment requires clear handoffs

Legal certainty does not mean having to resolve every special case internally, but rather managing responsibilities, documentation, and handoffs clearly and at an early stage. Companies should first classify the country of origin and the employment model. Afterward, regulatory reviews, recruiting, contract preparation, payroll, and onboarding can be coordinated in an organized manner.

Four points are crucial:

1. Reviews begin before the employee starts work.

2. Employer obligations are documented in a traceable manner.

3. Changes are kept under close watch.

4. Regulatory decisions are respected.

Private support services can handle or coordinate individual process steps. However, responsibility for each task must remain clearly defined.

Would you like to implement international employment in a legally compliant and efficient manner? Let us advise you without obligation.

What makes for good teamwork? For us, it’s above all trust, reliability, and personal interaction. That’s why it’s all the more important for us to listen regularly and learn how our employees experience working with Trenkwalder and their host companies.

The results of our 2026 employee satisfaction survey show that satisfaction with Trenkwalder Austria remains at a consistently high level. At the same time, the feedback provides us with valuable insights to help us continuously improve as an employer.

High Satisfaction with Trenkwalder

With an overall rating of 4.45 out of 5 points, our employees continue to rate Trenkwalder Austria very positively in 2026. More than 86% of respondents are very satisfied or satisfied with Trenkwalder.

The positive feedback regarding personal support is particularly encouraging. Our contact persons are especially appreciated for their friendliness, availability, and the time they take to address our employees’ concerns. The personal feedback also includes numerous positive comments about the fast, competent, and supportive assistance provided.

This positive picture is evident even outside the survey: On kununu, Trenkwalder Austria achieves an outstanding score of 4.0 out of 5 points. This rating reaffirms our commitment to consistently continuing on our path as a reliable and appreciative employer.

Well taken care of at client companies as well

An equally positive picture emerges regarding satisfaction with the client companies. With an average rating of 4.33 out of 5 points, the score is even slightly higher than last year’s 4.31 points. More than 84% of respondents are very satisfied or satisfied with their current client company.

This reaffirms for us once again how important a good fit between people, tasks, and the company is. For us, a suitable workplace means more than just the right qualifications. The work environment and teamwork must also be right.

Diverse experiences, shared feedback

The high participation rate shows us how important it is to our employees to have the opportunity to share their experiences and feedback with us: 83.41% of the surveys started were completed in full.

The diversity of perspectives is particularly valuable: About 39% of respondents have been with Trenkwalder for less than a year, while nearly 30% have been part of our company for at least four years. This means that both fresh insights and long-standing experience are reflected in the results, giving us a well-rounded picture of how we work together.

Reliability That Makes a Difference in Everyday Work

Effective collaboration requires clear and timely information. The results paint a particularly strong picture in this regard: 96.94% of respondents state that they are informed sufficiently and in a timely manner about their work schedules and the company where they are assigned. At the same time, 94.59% find Trenkwalder’s decisions—for example, regarding vacation planning and work assignments—to be transparent.

We are particularly pleased with these results, as transparency, reliability, and good communication are crucial foundations for a trusting working relationship.

Listening and Growing Together

As positive as the results are, for us, high satisfaction does not mean standing still. The feedback from our employees shows us what is already working well and, at the same time, provides us with valuable insights for further developing processes, strengthening transparency, and continuously optimizing our offerings.

It is particularly important to us to continue listening attentively, to identify needs early on, and to take the right next steps together.

Thank you for your trust

Behind these results are people. That is why we would like to extend our heartfelt thanks to all employees who took the time to participate in our survey and openly share their experiences with us.

An equally big thank you goes to our teams, who—day in and day out—contribute with personal dedication, reliability, and commitment to ensuring that our employees at Trenkwalder feel well cared for and valued.

The 2026 results reinforce our commitment to continuing on this path together and to remaining an employer that puts people first in the future as well.

The lowest visible price is rarely automatically the most cost-effective staffing decision. A short-term surge in orders requires rapid capacity. A permanent position that’s difficult to fill ties up recruiting resources. An overburdened HR team can barely handle additional searches.

Which is more cost-effective for companies: temporary staffing, internal recruiting, or a staffing agency? Which model results in the lowest total costs under the given circumstances?

The most cost-effective approach depends on the specific needs

None of the three options is inherently the most cost-effective. The decisive factors are the duration of the assignment, fluctuations in demand, the number of people needed, the level of specialization, internal recruiting capacity, and the risk of a poor hire.

The comparison is therefore a matter of decision-making logic. Companies must assess which cost structure best fits their specific staffing needs. Temporary staffing can be a sensible option for temporary or fluctuating needs. An recruitment agency supports permanent hires, while internal recruiting leverages existing structures.

Three models, three cost structures

The models differ in terms of the employment relationship, the distribution of tasks, and the billing method. If these differences are not clearly distinguished, one ends up comparing individual prices rather than total costs.

• Internal recruiting: The company bears the entire cost of resources for searching, selecting, and hiring.

• Temporary staffing: Employment is temporary and arranged through a staffing agency. The client company pays an agreed-upon hourly rate.

• Executive search: The company hires the selected candidate directly and typically pays a one-time placement fee.

Internal Recruiting: Control Through Internal Resource Allocation

In internal recruiting, the company manages the entire process. This includes the job requirements, job postings, recruiting tools, active sourcing, applicant screening, interviews, and onboarding.

The time spent by HR and the business unit must also be factored in. Added to this are the costs associated with a vacant position—such as delayed projects, capacity shortages, or existing teams taking on additional tasks. Internal recruiting is particularly suitable for regularly recurring roles, provided there is sufficient internal capacity.

Temporary staffing: variable capacity for temporary needs

In temporary staffing, employees are hired by the staffing agency and work at the client company for a defined period. The billing rate depends, among other things, on qualifications, assignment duration, work schedule, collective bargaining agreements, and industry.

Recruiting, payroll, social security, and employer obligations under labor law are the responsibility of the staffing agency. This allows the company to partially convert fixed personnel expenses into variable, demand-based costs. This provides planning certainty during order peaks, seasonal demands, and periods of uncertain workload.

Executive search: a one-time search for direct permanent employment

In executive search, the service provider identifies and screens suitable candidates. The company enters into the employment contract directly with the selected specialist or executive.

Compensation is typically paid as a one-time commission. As a rough market guideline, this ranges from 15 to 25 percent of the gross annual salary. The specific fee depends on the assignment and varies according to the position, level of difficulty, and scope of services. Flat-rate amounts in euros do not reliably reflect these differences.

Compare total costs rather than individual prices

A robust cost analysis adds up all expenses over the entire duration of the staffing need. An inexpensive job posting package can become costly due to long vacancy periods. A seemingly higher hourly rate can be cost-effective if capacity is needed only temporarily.

The following cost categories should be included in the comparison:

• Internal working hours of HR and the business unit

• Job postings, recruiting tools, and sourcing

• Screening, interviews, and selection

• Preparation and execution of onboarding

• Salary, social security, and other employer costs

• Hourly rate or placement fee

• HR administration

• Absenteeism, vacancy, and idle time risks

Tracking Direct Costs

For a permanent position, the company bears the salary, social security contributions, and other employer obligations. This applies regardless of whether the person was recruited internally or found through a staffing agency.

In the case of temporary staffing, the client company pays the agreed-upon billing rate. For a fair comparison, this rate must be applied to the planned duration of the assignment and working hours. A placement fee, on the other hand, should be considered in conjunction with the subsequent employer costs associated with permanent employment.

Evaluating Hidden Expenses and Vacancy Costs

Vacancy costs arise as long as the required workforce is lacking. Possible consequences include lost revenue, project delays, productivity losses, increased strain on the team, opportunity costs, and additional recruiting efforts.

Companies should estimate these costs on a case-by-case basis. The basis for this includes revenue per employee and workday, lost team performance, and the financial impact of project-related delays. A shorter time to fill a position can reduce vacancy costs but does not automatically make an external solution more cost-effective.

Incorporate Mis-hiring and Planning Risks

A mis-hire results in renewed search efforts, additional onboarding, and potential performance shortfalls. Instead of relying on flat rates, companies should assess the probability and operational consequences for each position.

Planning risks also influence the total costs. In the face of an uncertain order situation, a permanent hire can lead to idle capacity later on. Conversely, for long-term needs, a temporary model used on a permanent basis can increase costs. The expected development of demand should therefore be included in every scenario.

How Companies Create a Robust Cost Analysis

A comparable analysis requires identical demand assumptions. The following three steps create a robust framework.

1. Define Demand: Create a Framework for Comparison

Identify requirements and classify demand.

Document the number of personnel needed, the location, qualifications, start date, and planned duration of assignment or employment. Include the work schedule model, shift requirements, seasonality, and strategic relevance.

This information indicates whether the demand is short-term, fluctuating, high-volume, or permanent. A clear framework for comparison prevents, for example, a short-term capacity solution from being compared to a long-term permanent position under different conditions.

2. Document assumptions: Calculate models fairly

Structure the input data and calculate total costs.

Multiply internal hours from HR and the business unit by the respective internal hourly rates. Add advertising and tool costs, onboarding expenses, and estimated vacancy costs.

Organize the inputs by model:

• Internal recruiting: Internal hours, sourcing costs, onboarding, vacancy costs

• Temporary staffing: Billing rate, onboarding (if applicable), vacancy costs; Gross annual compensation and placement fee: –

• Recruitment agency: Annual gross compensation, placement fee, onboarding, vacancy costs; billing rate: –

Next, create a clearly hypothetical calculation example. Use freely chosen values that are clearly labeled as assumptions, and apply the same number of people, duration, and qualifications to all models. This creates a scenario comparison without relying on supposedly typical market prices.

3. Review Results: Evaluate Break-Even and Risk

Modify scenarios and validate the decision.

Calculate multiple variations for duration of engagement, urgency, vacancy costs, and profile scarcity. Also consider the internal recruiting volume and the required degree of flexibility.

The break-even point shifts with every assumption. Therefore, without company-specific figures, it is impossible to specify either a general number of months or a fixed number of hires at which a model becomes more cost-effective.

The final question to ask is: Which solution addresses capacity, time pressure, and risk at the lowest total cost, rather than simply offering the lowest unit price?

Which model fits which demand situation?

The choice does not follow a rigid hierarchy. The demand horizon, internal resources, and risk profile determine which model makes economic sense. Legal and organizational requirements must also be examined before a decision is made.

Strategic tasks can remain in-house, while companies can selectively outsource time-consuming or highly fluctuating process steps. Clear responsibilities prevent duplication of effort and unplanned additional costs.

Short-term and fluctuating capacity

Temporary staffing is suitable for short-term projects, order spikes, seasonal fluctuations, uncertain demand, and situations requiring multiple people simultaneously. The variable cost structure limits long-term commitment.

• Economic rationale: Capacity can be aligned with a defined time period.

• Risks to consider: Duration of assignment, utilization trends, and organizational integration must be planned realistically.

Permanent Positions with Hard-to-Find Profiles

Executive search is suitable for long-term direct hires, hard-to-find qualifications, and limited internal recruiting capacity. Outsourcing the search can relieve the HR team and expand access to suitable candidates.

• Economic rationale: The commission—usually a one-time fee—funds a targeted search for permanent employment.

• Risk to consider: The job requirements, scope of services, and responsibility for selection must be clearly agreed upon.

Regular staffing needs with in-house recruiting capacity

Internal recruiting makes sense when similar roles need to be filled regularly and the HR team can manage the process without disrupting day-to-day operations. Existing knowledge of the organization and functional areas supports the selection process.

• Economic rationale: Existing recruiting structures can be leveraged across multiple hires.

• Risks to consider: Hidden time costs and a growing number of vacancies must not offset the expected cost savings.

Frequently Asked Questions About Cost Decisions

What cost and contractual issues should companies clarify before awarding a contract?

Companies should clarify in writing individual proposals, the scope of services, responsibilities, billing logic, and all pricing components. An additional practical consideration is a fixed approval process for services that go beyond the agreed-upon scope.

When is partial outsourcing of recruiting a sensible addition?

It makes sense when internal teams provide strategic direction but need to compensate for operational bottlenecks. Individual phases or the entire Recruitment Process Outsourcing (RPO) process can include job postings, applicant management, candidate search, pre-screening, hiring, and onboarding.

As an additional practical consideration, shared process documentation should govern the handoffs between internal and external stakeholders.

Conclusion: Cost-effectiveness means the right cost structure

Cost-effectiveness does not mean the lowest rate or the lowest fee, but rather an appropriate cost structure that balances time, capacity, risk, and predictability.

Three questions help narrow down the decision:

1. How long will the staff be needed?

2. How predictable is the need?

3. What internal resources and vacancy risks exist?

For short-term staffing needs, direct permanent hires, or the outsourcing of specific recruiting steps, customized HR solutions are an option.

Would you like to meet your staffing needs, clarify cost issues, and determine the appropriate scope of services for temporary staffing, internal recruiting, or executive search? Please contact us for a no-obligation consultation.

Are you considering working in nursing or medicine, looking to change sectors or returning after a career break? You will soon find yourself wondering which role really suits you and how best to prepare for it. This guide explains what matters when choosing the right role, applying and taking the next steps in your career – realistically and without false promises.

What defines careers in nursing and medicine

Nursing and medical professions involve direct contact with people every day. You take responsibility for the care of patients or residents, work in a team with colleagues from different disciplines and often see first-hand the difference your work makes. Many of these professions also offer clear opportunities for development, for example through further training, specialisation or a move into positions with greater responsibility.

At the same time, shift work, working weekends and public holidays, and physically and emotionally demanding situations are part of everyday working life. How much these affect you depends on the organisation, specialist area and shift pattern. It is worth taking a realistic view of this side of the work in advance, rather than discovering it only after starting the job. Having an honest picture beforehand makes it easier to decide for or against a particular role later on.

How to identify a role that suits you

A job advert often tells you less than it promises. Before applying, check the following points as specifically as possible:

• Duties and area of work: What tasks does the role actually involve, and which department or organisation will you work in?

• Required qualifications: What training, professional authorisation or additional qualifications are required? Regulated healthcare professions, such as qualified nursing assistance, registered nursing or medical practice, require appropriate, recognised training.

• Working hours: What shift pattern applies, and how many night or weekend shifts are expected?

• Location and accessibility: How far is the workplace from your home, and how easy is it to reach by public transport or car?

• Induction: How long does the induction period last, and who will support you during it?

• Further training: What further training or specialisation opportunities are available after some time in the role?

The more clearly you can assess these points before applying, the easier it is to judge whether a role fits your everyday life and career goals.

Clarifying your career preferences

Before committing to a particular role, it is worth taking a moment to consider your own preferences: Which tasks do you enjoy, which area would you like to work in, and what working hours and location suit your personal circumstances? These considerations alone can help you take a more focused approach to your search.

You do not have to make sense of your previous work experience, qualifications and ideas for your future development on your own. In a personal conversation with Trenkwalder, you can explore together which roles in nursing and medicine match your profile and how you can prepare for them. You can discuss which documents or supporting evidence are useful in your particular case directly with your contact at Trenkwalder.

Demonstrating your experience with specific examples

Describe your strengths using situations from your everyday work, training or placements. Explain which tasks and responsibilities you have taken on and which experiences are relevant to the role you are applying for.

Demonstrating your experience with specific examples

Suitable examples include situations in which you:

• worked together with others in a team,

• prioritised several tasks that needed attention at the same time,

• worked carefully under pressure and reliably supported the delivery of care

Structuring examples clearly

Give your example a clear structure:

• Situation: Briefly describe what was happening.

• Approach: Explain what you did.

• Outcome: Show what you achieved.

This makes it clear how you work and what responsibilities you can take on, regardless of whether you describe your experience in an AI-assisted interview or a personal conversation. Do not include names or other information that could identify patients or residents.

Starting your career, changing jobs or returning to work

Different starting points bring different priorities:

• Starting your career: Pay particular attention to a structured induction and a team that supports new colleagues.

• Changing jobs: Deliberately compare new duties, working hours and development opportunities with your current role, rather than focusing solely on salary.

• Returning after a career break: Ask specifically about opportunities to refresh your professional knowledge and an induction period adapted to your needs.

In all cases, requirements differ depending on the profession. Roles in nursing assistance, qualified nursing assistance and registered nursing have different training pathways and scopes of practice, which you should take into account when changing jobs or returning to work.

Finding suitable roles

For a focused search for vacancies in nursing and medicine, it is worth visiting Trenkwalder’s healthcare section, which brings together vacancies in hospitals, care facilities and other healthcare settings. You can also set up a job alert to notify you of newly published vacancies, so you do not have to keep browsing listings manually. The candidate FAQ answers questions about documents and the application process.

Conclusion: Find the right role with clear expectations

A suitable role in nursing or medicine is defined less by its job title than by its specific conditions: duties, qualifications, working hours, induction and development prospects. Clarifying these points before applying and submitting a clear CV and prepared supporting documents helps you enter the selection process well informed – whether you are starting your career, changing jobs or returning to work.

If you are currently looking for a suitable role in nursing or medicine, you can find healthcare vacancies at Trenkwalder.

When Staffing Needs Rise on Short Notice

Peak order volumes, new locations, or unplanned absences can increase staffing needs within a short period of time. Whether staffing is successful depends on the number of skilled workers needed, their qualifications, regional availability, and working conditions.

Companies should first break down their needs by work location, role, and start date. A total number alone is not sufficient for capacity planning. Several hundred comparable production profiles require different recruiting processes than a smaller number of specialized technical roles.

A robust request includes the following information:

• Number of employees needed per location

• Roles and qualifications

• Planned start date

• Shifts and working hours

• Duration of assignment

• Preferred employment model

• Requirements regarding mobility, language, credentials, and occupational safety

This information forms the basis for a realistic assessment of candidate profiles, recruitment capacities, and processing times.

The staffing model determines roles and processes

The chosen employment model dictates who handles the recruitment tasks, who acts as the employer, and how capacities can be adjusted. Different requirements apply to temporary spikes in demand than to the long-term development of an internal team.

Before beginning the search, companies should determine whether they want to deploy staff flexibly, hire directly, or outsource individual recruitment steps to an external partner. Internal decision-making processes are also relevant: Delays in approvals can have a greater impact on the process than the actual search for candidates.

Staffing Models for Different Needs

Temporary Staffing

• Suitable for: Projects, seasonal peaks, and short-term staffing shortages.

• Possible recruitment tasks: Search, pre-selection, qualification, and placement of suitable candidates.

• Employer role: Staffing agency.

• Clarify before starting: Terms of employment, duration, shifts, qualifications, and responsibilities.

Executive Search

• Suitable for: Permanent, direct employment within the company.

• Possible recruiting tasks: Search, selection, and presentation of qualified candidates.

• Employer role: The hiring company directly hires the selected candidate.

• Clarify before starting: job requirements, selection process, and decision-making authority. In staff placement, the staffing agency may, depending on the assignment, handle the search for and pre-selection of suitable candidates.

Partial RPO

• Suitable for: individual bottlenecks or defined recruiting phases.

• Possible recruiting tasks: candidate search, pre-selection, or applicant management.

• Employer role: company.

• Clarify before starting: scope of services, handoffs, and reporting channels.

Full RPO

• Suitable for: larger, recurring, or highly fluctuating recruitment volumes.

• Possible recruitment tasks: operational processes from needs assessment to onboarding.

• Employer role: company.

• Clarify before starting: strategy, approvals, corporate culture, and final hiring decision.

Project Staffing

• Suitable for: projects with defined timeframes and scope.

• Possible recruitment tasks: Search for and coordination of project-specific profiles.

• Employer role: Depends on the agreed-upon model.

• Clarify before starting: Duration, operational management, and contractual framework.

Direct Hiring

• Suitable for: Long-term internal workforce expansion.

• Possible recruiting tasks: conducted internally or with external support.

• Employer role: the company.

• Clarify before starting: selection process, contractual framework, onboarding, and internal capacity.

Outsource recruiting while keeping decision-making within the company

Recruiting Process Outsourcing, or RPO for short, transfers agreed-upon operational tasks to an external partner. The scope ranges from individual process steps to managing the entire recruiting process. Technical requirements, budget approvals, and hiring decisions can remain within the company.

The process chain typically includes needs assessment, job postings, candidate sourcing, pre-screening, interview coordination, the offer phase, hiring, and onboarding. A clear division of responsibilities prevents gaps between these steps.

• Define roles: Companies should determine who approves requirements, conducts interviews, and makes hiring decisions. The RPO partner needs designated points of contact for technical inquiries and last-minute approvals.

• Document handoffs: Every handoff requires details on responsibilities, required documents, and deadlines. This applies in particular to the transition from pre-screening to interviews, as well as from the selection decision to the contract offer.

• Check status regularly: Regular coordination meetings highlight which roles are open, which profiles are missing, and whether priorities are changing. Reports should reflect the hiring status, application volume, processing times, and reasons for rejections.

Partial RPO for Individual Bottlenecks

Partial RPO is suitable when individual process steps consistently tie up resources or when the volume of applications temporarily increases. Companies can, for example, outsource candidate sourcing, pre-screening, or communication with applicants.

The scope of services can be defined by role, location, or recruiting phase. Internal teams retain control over the overall process and conduct, for example, interviews and final selection interviews.

Full RPO for Recurring or Highly Fluctuating Demand

Full RPO can cover the entire operational workflow, from identifying needs to onboarding. This requires a governance framework with defined quality criteria, approvals, communication channels, and escalation rules.

This approach is particularly relevant for recurring hiring waves, multiple locations, or high volumes of applications. Documenting all interfaces helps ensure that process timelines and responsibilities remain transparent.

Managing High Demand in Three Steps

1. Identify needs by location and role

Record the headcount per location, job profiles, required qualifications, shift models, start date, and duration of employment. Include requirements regarding mobility, language skills, supporting documentation, and occupational safety.

Mandatory criteria should be distinguished from skills that can be taught on the job. This distinction broadens the pool of potentially suitable candidates without lowering safety or technical competency requirements.

2. Align priorities and responsibilities

Determine which roles must be filled first and which criteria are mandatory. Also, designate the individuals who will approve profiles, coordinate interviews, and make decisions.

In a three-step application process, the phases of needs assessment, pre-selection, and hiring can be clearly separated from one another. This simplifies management because open questions can be assigned to a responsible party early on.

3. Monitor Deployment and Changes

Agree on fixed status updates, an escalation contact, and rules for replacement needs or changes in quantities. Feedback from the ongoing assignment indicates whether job requirements, shift models, or priorities need to be adjusted.

Before the contract begins and the assignment starts, labor law, occupational safety, training, access permissions, and assignment-specific safety requirements must be clarified. The price and billing model also depend on the specific needs, the staffing model, and the agreed-upon scope of services.

Outsourcing and Technology as Part of Workforce Planning

When demand is high or fluctuating, individual job postings are often insufficient. Companies need processes that integrate workforce planning, recruiting, deployment management, and reporting. Outsourcing and technology solutions for companies can cover individual tasks or entire process areas.

The quality of the demand data remains crucial. The more precisely roles, working hours, locations, and minimum requirements are described, the more reliably the search effort, suitable staffing models, and potential capacities can be estimated.

Predictable workforce expansion relies on clear requirements, defined responsibilities, and ongoing coordination. Temporary staffing, permanent placement, and outsourced recruiting each serve different functions and should be selected based on assignment duration, management needs, and the employer’s role.

Conclusion: Managing Staffing Needs in a Predictable Manner

Large-scale staffing needs can be better managed when companies specify the required roles, locations, qualifications, and assignment periods early on. The chosen staffing model determines the employer’s role, the distribution of tasks, and the necessary coordination channels.

Reliable processes require clear responsibilities, defined handoffs, and regular status checks. Digital application channels, matching systems, and outsourced recruiting tasks can support the search. However, the ability to fill a specific need always depends on regional availability, requirements, and working conditions.

Would you like to learn more about staffing models and planning for high demand for skilled workers? Then feel free to contact us with no obligation.

A job advert sounds interesting. The duties match your experience, the workplace is within reach, and the conditions also seem suitable. Only one detail remains unclear: Which shifts are involved? Is the qualification listed essential? Or could the start date be moved?

Below the advert, there is a contact person with a telephone number or email address. Even so, you may hesitate: Is my question important enough? Will I seem unprepared? Should I simply apply and clarify everything else later?

An enquiry is particularly worthwhile when the answer influences your decision. You do not need to invent a special reason to demonstrate your interest. What matters is whether you need specific information that the advert does not provide.

1. Which unanswered points justify an enquiry?

Not every missing detail needs to be clarified before you apply. Some details can easily be discussed at an interview. Others determine whether a position fits your daily life or meets your requirements at all.

An enquiry may be useful, for example, if:

• working hours are decisive: You can work early and late shifts, but not night shifts. The advert only mentions a “willingness to work shifts”.

• a requirement remains unclear: You have practical experience, but not the vocational qualification listed. You would like to know whether comparable experience will be considered.

• the work location is not clear: Several locations are mentioned without making it clear where you would actually work.

• the start date does not suit you: You have a notice period and would like to clarify whether a later start is possible.

• pay or working hours are unspecified: These details are essential to your decision but are missing from the advert.

It may also be relevant to ask which company would employ you and where you would work. Make this question as specific as possible: “Would I be employed directly by the company mentioned, or would I be working on an assignment through a staffing provider?”

If you are comparing several current job vacancies, you can first compare their duties, requirements and conditions. This makes it easier to identify which information you actually need about a particular advert.

2. When you can proceed without making contact first

A contact person is someone you can approach with questions, rather than an additional compulsory step. If the advert answers your essential questions, you can use the application route described straight away.

Questions whose answers are already clearly stated in the text are of little use. Calling solely to “get noticed” also gives you no additional guidance. You do not have to prove your interest by making contact before you apply.

Uncertainty about your suitability cannot always be resolved over the telephone either. Asking “Do I have a chance at all?” requires an assessment for which the contact person may not yet have enough information. A more helpful question would be: “You mention experience with inventory management systems. I have worked with a different system so far. Is knowledge of the programme listed essential, or will training be provided?”

If your question mainly concerns documents or individual application steps, looking at the application process described may already answer it. For unanswered questions about the specific position, the contact person remains the appropriate first point of contact.

3. Telephone or email: Which suits your question?

Start with the contact options provided in the advert. If a preferred channel or specific availability is stated, use that information.

A telephone call is suitable for a short question that is likely to lead to a follow-up question. For example, you could clarify how shifts are organised and whether fixed working days are possible. At the start, ask whether it is a convenient time for a quick question.

An email is useful if you would like to explain your situation briefly or do not need an immediate answer. The contact person can check your enquiry and ask internally if necessary. Include the position, location and reference number, if available, in the subject line.

Only use messaging services if this contact option is explicitly offered. For an initial enquiry, the information needed to understand your question is normally enough. You do not need to send complete application documents without being asked.

4. How to make your enquiry specific

Prepare one or two questions. A brief explanation of why the unanswered point matters to you is enough. You do not need to recount your entire career history during this first contact.

Example of how to start a telephone call:
“Hello, my name is … I am interested in the production worker position in … Do you have a moment for a question about the working hours? The advert mentions a willingness to work shifts. Does that include regular night shifts?”

Example of an email:
Subject: Question about the warehouse worker position in …, reference …

“Dear Ms/Mr …,
I am interested in the advertised warehouse worker position in … The advert mentions starting as soon as possible. Due to my notice period, I could start on … Could this date be considered for the position?
Thank you for your reply.

Kind regards,
…”

You can also ask about pay in a straightforward way: “Could you tell me what pay range is planned for the position?” If your decision depends on it, the question is reasonable. Whether specific information can be provided before an application depends on the information available.

5. What you can take from the answer

A reply may answer your question fully, clarify only part of it or leave it open for the time being. Not every contact person knows all the details of day-to-day work. Questions about specific duties may require consultation with the relevant department.

If the answer remains general, you can ask one focused follow-up question: “Am I right in understanding that the working hours change each week?” This allows you to check your understanding without starting a lengthy discussion.

If no reply arrives, you do not need to interpret this as a judgement about your suitability. As a practical guide, you can follow up politely once after a few working days. If there is an application deadline, keep it in mind while you wait.

If the unanswered question is essential to you, you can put your decision on hold for the time being. If it is less decisive, you can apply and raise the point at the next conversation. General questions about the procedure may also be answered in the FAQs for candidates.

Conclusion: A good enquiry makes your decision easier

You do not have to call before applying or clarify every detail. An enquiry is particularly useful when it closes an important information gap: Do the working hours suit you? Will your experience be considered? Is the start date realistic?

Read the advert again and note the one point whose answer would change your decision. Then check whether the information is already available. If it is not, you have a specific reason to make brief, straightforward contact.

Information about a way to begin the application process can provide further guidance without requiring you to make a decision immediately.

Hiring International Professionals: Why Recruitment Alone Isn’t Enough

An internationally qualified professional with the right skills can successfully complete the selection process. However, starting work also depends on entry into the country, suitable housing, necessary administrative procedures, and a well-prepared onboarding process.

Relocation supports employees and their families as they move to another country or a new location. This can include residence permits, finding housing, dealing with government agencies, and helping them get oriented in their new environment.

International recruiting therefore involves more than just searching for and selecting candidates. The departments involved coordinate the agreed-upon steps across defined handoff points. Companies maintain an overview of responsibilities, while the professional receives clear guidance throughout the process.

A coordinated workflow reduces unclear handoffs. It prevents recruiting, document review, and relocation from being planned independently of one another. The relevant authorities continue to review and decide on residence permit applications. Process coordination cannot guarantee either a positive decision or a specific start date.

The end-to-end process from staffing needs to the start of employment

An end-to-end process structures the international hiring process into four sequential phases. Each phase requires a clear purpose, complete initial information, and a documented handoff.

Clarify staffing needs, destination country, and employment model

1. Needs Assessment: The company describes the talent profile, required skills, work location, and planned duration of employment. Additional factors include the destination country, available internal resources, and the desired employer role.

This information determines whether direct hiring, temporary staffing, Recruiting Process Outsourcing, or an Employer of Record is a viable option. The employment model also defines responsibilities for payroll, onboarding, and immigration matters.

The requirements must be aligned with the regional labor market. A service provider can structure the requirements and categorize employment options. The handoff point to the recruiting phase is an approved job description that includes selection criteria, the employment model, and designated points of contact.

Identifying, pre-qualifying, and selecting talent

2. Recruiting: Based on the job description, the search begins in the appropriate target markets. Skills, experience, motivation, and development potential are jointly evaluated.

The search, selection, and pre-qualification can be carried out by a service provider. This includes communicating with candidates and coordinating interviews. In the case of executive search, the company enters into the employment contract directly with the selected professional.

The company reviews the professional criteria, makes the selection decision, and documents it. The international professional provides the requested information, conducts interviews, and clarifies their expectations regarding the role, location, and relocation.

The handoff point for preparation is a definitively selected specialist. At this point, the intended contracts, payroll transfers, government procedures, and responsibilities must be documented.

Preparing for Entry, Employment, and Relocation

3. Preparation: The parties involved determine early on which issues regarding entry, employment, and relocation need to be clarified. To this end, the status of documents, potential administrative procedures, housing needs, and family circumstances are assessed.

The company clarifies contracts, internal approvals, and its obligations as an employer. The specialist provides documents and answers any questions. Depending on the agreement, a service provider may coordinate communication with candidates as well as issues related to documents, government agencies, and relocation.

The exact scope of services must clearly indicate which tasks fall to the company, the employee, or other parties. The duration of the process depends on the specific case, the completeness of the documentation, official jurisdictions, and available external appointment slots. The handover point for arrival is reached once the necessary prerequisites have been documented and the first steps following entry have been prepared.

Supporting Arrival, Onboarding, and Integration

4. Arrival and Start of Work: After entry into the country, relocation and company onboarding intertwine. Housing, administrative tasks, availability, and the first day of work must be coordinated.

The company prepares the workspace, access, orientation, and team communication. The skilled worker attends administrative and company-related appointments and raises any open questions early on. A service provider can support the arrival, organizational handoffs, and integration to the agreed-upon extent.

The final handoff point leads into the regular onboarding process. Pending administrative tasks remain visible in the responsibility log until the respective responsible department has completed them.

Coordinate Visas, Residency, and Documents Effectively

Visa and residency matters require a clear distinction between process support and official decision-making. A service provider can identify the appropriate path, compile documents, assist with the submission, and provide support during visits to government agencies. The responsible authority reviews the application and makes the decision.

Before beginning concrete planning, companies and skilled workers should clarify at least the following information:

• Nationality and destination country

• Qualifications and intended occupation

• Planned duration of assignment and employment model

• Possible family reunification

• Completeness and required translation of documents

This checklist is not an exhaustive list of legal requirements. The specific requirements depend on the individual case and the relevant authorities.

Clearly Define Responsibilities Before Beginning

A central responsibility log records who is handling each step. It includes the person in charge, the current status of the documents, any outstanding questions, external deadlines, and the next handoff point.

The company clarifies its employer obligations and internal approvals. The skilled worker provides personal documents and confirms that they are up to date. The service provider coordinates the agreed-upon services and points out any missing information or blocked follow-up steps.

The protocol facilitates collaboration between recruiting, the HR department, the skilled worker, and external agencies. It does not replace a legal review or a decision by the competent authority.

Supporting government processes without prejudging decisions

A service provider can assist in selecting an appropriate visa or residence permit. Preparing and submitting documents, as well as providing support during visits to government offices, can also be part of the agreement.

The company clarifies the employment model with expert support. The employer’s role, duration of assignment, and legal structure determine further contract and administrative planning. The skilled worker and a coordinating contact person review the documents to ensure they are complete, up-to-date, and, if necessary, translated. Well-organized documents, along with documented follow-up inquiries, form the basis for the next steps.

The responsible reviewing authorities assess qualifications based on occupation, academic credentials, and the requirements of the individual case. The company and the skilled worker support this process. The result or the documented status of the application is incorporated into further planning.

The responsible authority decides on a visa or residence permit. The skilled worker, the company, and service providers prepare the documents. The employment model, qualifications, and completeness of the documents can influence the process. A designated coordinator keeps track of the status, external appointments, and other requirements for entry, arrival, or follow-up appointments.

Responsibility for providing accurate personal information remains with the skilled worker. Employer-related documents and declarations are the responsibility of the company. Authorities review the requirements and may request additional information.

Preparing Housing, Registration, and Daily Life Before the First Day of Work

The housing phase begins with researching suitable housing options. This is followed by selection, potential viewings, contract processing, and preparing for registration. A service provider can assist with these steps within the agreed-upon scope of services.

Housing depends on availability, location, personal requirements, and decisions made by the landlord. Companies should therefore not assume availability or the conclusion of a lease agreement.

Planning Temporary Housing and Permanent Housing

Temporary housing provides an initial base after arrival. Before booking, it should be verified whether the accommodation is suitable for registration and whether the required landlord’s confirmation will be issued.

A landlord’s confirmation is required for registration. Without this document, the skilled worker cannot register their address. After moving in, residents must generally register their address within 14 days.

At the same time, the search for permanent housing can begin. Companies should clarify in advance whether the service provider will only conduct research or also assist with viewings, communication, and contract processing.

Coordinate Registration and Other Organizational Steps

After arrival, registration, opening a bank account, and utility setups can be coordinated. Tax and social security registrations must also be assigned to the respective responsible agencies.

Before entry, the parties involved must book temporary housing and verify its suitability for registration. Depending on the agreement, this is handled by the service provider, the company, or the employee. To search for housing before and after entry, the employee needs a search profile, budget approval, and the necessary documents.

Upon arrival, the employee registers their address. Prerequisites for this are moving in and confirmation from the landlord. Bank account and utility setup follow with the required documents and preceding steps. Before the start of employment, the company and the coordinating contact person hand over documented outstanding items to the onboarding team as soon as the start date is confirmed.

Integration into the Workplace as Part of Onboarding

Integration is a shared responsibility. The company creates the conditions for teamwork. A service provider can support the process but does not replace either the manager or the on-site colleagues.

Workplace safety, relocation, finding housing, and linguistic and cultural orientation can influence whether an assignment succeeds in the long term. Support may therefore extend beyond the employee’s arrival.

Thoroughly Prepare for the First Day of Work

A well-prepared first day of work provides the international professional with technical and organizational guidance. The following points should be finalized before the start:

1. A designated contact person welcomes the professional.

2. The workspace, access points, and necessary work equipment are prepared.

3. The manager explains tasks, roles, and initial learning objectives.

4. The team is introduced and informed about how to work together.

5. Any outstanding administrative matters are handed over to the appropriate person.

Safety briefings and company rules must also be communicated clearly. Language support may be helpful if technical terms or internal procedures are not yet familiar.

Providing Professional, Linguistic, and Social Support During the First Few Weeks

Professional onboarding requires specific tasks, achievable learning steps, and regular feedback. Brief discussions help identify unanswered questions early on and adjust responsibilities accordingly.

Linguistic orientation should be aligned with day-to-day work. This includes technical terms, safety instructions, communication channels, and typical team coordination processes.

Social integration results from regular contact. Team meetings, a designated mentor, and clear avenues for asking questions create reliable structures. A single orientation session does not complete this process.

Distinguish the Roles of the Company, the Manager, and the Service Provider

The company is responsible for the operational framework, occupational safety, and integration into internal processes. The manager oversees tasks, performance expectations, and professional development.

A service provider can support international professionals from the visa application process through finding housing and dealing with government agencies to providing family support. The scope depends on the specific agreement.

The professional actively participates in the onboarding process and reports any obstacles to the designated contact person. Regular coordination keeps professional, linguistic, and administrative issues separate while taking their interactions into account.

Recruitment, Temporary Staffing, RPO, or EOR: Identifying the Right Model

The employment model determines who recruits, who is the employer, and who handles payroll and employment administration. The following classification helps with decision-making but does not replace legal advice.

In recruitment, the service provider assists with the search, selection, and pre-qualification. The company enters into the employment contract and is responsible for payroll and onboarding. This model is suitable when the company wishes to hire the specialist directly.

In temporary staffing, the staffing agency employs the specialist and assumes the role of employer as well as payroll responsibilities. Onboarding is carried out jointly with the client company. This model may be appropriate for temporary, project-based, or fluctuating needs. The specific legal structure and required permits must be reviewed.

Recruiting Process Outsourcing (RPO) refers to the outsourcing of defined or complete recruiting processes. The company retains the role of employer and makes the technical hiring decisions. RPO is suitable when certain recruiting steps are to be outsourced on a permanent basis or for a specified volume. The RPO provider does not assume the legal role of employer.

An Employer of Record (EOR) assumes the legal role of employer, as well as employment administration and payroll. The company retains operational control. This model may be appropriate if no suitable legal employer structure exists in the target country. Recruiting can complement this solution but remains a separate service.

Five key questions can help in selecting the right model:

• How long will the staffing need last?

• Is there a suitable legal structure in the destination country?

• Which party should assume the role of employer?

• What is the recruitment volume that needs to be handled?

• How comprehensive should the relocation support be?

Frequently Asked Questions About Visas, Housing, and Integration

Who applies for the visa, and what role does a relocation partner play?

The employee submits the personal application, while the company provides the necessary employer documents. A relocation partner can determine the appropriate application process, coordinate documents, and assist with appointments. The decision on the application rests solely with the competent authority.

What happens if documents are missing, unclear, or need to be translated?

The coordinating office identifies the gap, consolidates inquiries, and assigns the task to a responsible person. It then determines whether follow-up steps are necessary and which authority has the final say regarding translations or additional supporting documents. The company should track the status in the central responsibility log.

How is housing organized for international professionals?

First, temporary housing is sought, and its suitability for registration is verified. This is followed by a search for permanent housing, with the agreed-upon level of support for research, viewings, and contract negotiations. Once arrival and housing arrangements are finalized, any outstanding issues are handed over to the company’s onboarding team.

How can integration be successful after the first day of work?

Regular meetings with the manager and a designated point of contact provide professional and personal guidance. The team should explain communication channels and explicitly encourage questions. A service provider can continue to provide support, while the company remains responsible for collaboration and onboarding.

Plan international hires with clear handoffs

A successful international hire combines targeted recruiting with early coordination of documents and interactions with government agencies. An organized arrival and a long-term onboarding plan continue the process within the company.

Clear responsibilities and transparent handoff points create a predictable foundation. They show which tasks have been completed, who is taking over the next step, and which external decisions are still pending.

Would you like to successfully coordinate end-to-end relocation and visa processes for international professionals? Then let us advise you with no obligation.

Vienna, October 1, 2026 - Trenkwalder Personaldienste GmbH Austria is expanding its executive management team: With Nikolaus Donner, the company is gaining an experienced manager with many years of C-level experience in leading and developing companies through digital transformation, as well as special expertise at the intersection of B2B services, data, and technology.

Donner has many years of experience leading organizations through challenging market conditions and periods of change. His areas of focus include implementing sustainable growth strategies, expanding sales organizations, and successfully aligning strategic direction with operational execution. In particular, he focuses on how data and technology can be leveraged to deliver measurably greater customer value and enable new business models.

“With Nikolaus Donner, we are gaining a leader who brings extensive experience in the further development of organizations and markets. His expertise will help us further strengthen our position in the Austrian market and continue to optimize our reach and quality within the context of our AI-based, pan-European growth strategy, ‘Let Europe Work,’” says Mark Pollok, CEO of the Trenkwalder Group.

In his new role, Nikolaus Donner will drive the further development of the company’s sales and market organization as well as key growth initiatives.

“The world of work is undergoing fundamental change. Markets, business models, and corporate decisions are increasingly data- and technology-driven. The labor force must keep pace with this development and will continue to gain importance as a strategic competitive factor.

With its strong market position, close customer relationships, and excellent access to the labor market, Trenkwalder has always been a strong partner in the staffing services sector. By consistently leveraging data and technology and combining them with our team’s long-standing expertise, we will be able to contribute even more to our clients’ success in the future, because we will find the right people with the right skills for them even faster and more accurately,” said Nikolaus Donner.

With the expansion of its executive management team, Trenkwalder Personaldienste GmbH is continuing its strategic growth course and strengthening its position as a reliable partner for companies and workers in Austria.

About Trenkwalder Personaldienste GmbH

Trenkwalder Personaldienste GmbH is one of Austria’s leading staffing service providers. The company supports clients with solutions in the areas of staffing, placement, recruitment, and HR services. As a provider of modern workforce solutions that combines human expertise with technology and artificial intelligence, Trenkwalder brings together many years of labor market expertise with data-driven processes and digital technologies to efficiently connect companies with talent.

You have applied for a role, are waiting for a response and suddenly discover the same advert in the job search again. This can be unsettling: Has your application already been rejected? Is the position still unfilled? Or has the company perhaps not reviewed your documents yet?

A reposting alone does not provide a reliable answer. Job adverts are updated for various organisational and technical reasons. Some of them have nothing to do with the applications received.

Nevertheless, it is worth taking a closer look. Certain details can help you assess the situation more accurately and decide how to respond.

Why job adverts are published again

A job advert does not always remain unchanged online until the position has finally been filled. Companies may update or extend vacancies because a booked advertising period has ended or because the advert needs to become more visible on a job board again.

Other possible reasons include:

• Several people are being recruited for the same type of work.

• The position is available at more than one location.

• The organisation has a recurring or longer-term staffing need.

• The duties, working hours or requirements have been adjusted.

• A person who had already been selected decided not to accept the role.

• The planned start date or internal staffing plans have changed.

• The advert was extended or reposted automatically.

Particularly for regularly required roles in production, logistics, customer service or administration, an advert may remain online for longer or appear repeatedly. When reviewing current vacancies, you should therefore not consider the publication date in isolation, but also compare the duties, location, working hours and requirements.

Is the new advert an indirect rejection?

As long as you have not received a rejection, a reposted advert does not automatically mean that your application is no longer being considered. The selection process and the search for further applicants can continue at the same time.

Some companies keep a vacancy visible until an employment contract has been signed. Others may want to conduct several interviews or reach a sufficiently large group of suitable people. Your documents may therefore already be under review while the vacancy remains advertised.

Conversely, the reposting does not confirm that your application is still in the selection process. Only a direct response from the company or the named contact person can provide reliable clarity. You can also find information about the typical stages between submitting an application, attending an interview and receiving a decision in the overview of the application process.

Check whether it really is the same position

At first glance, two adverts may appear identical even though they differ in important respects. Before responding, it is worth making a brief comparison.

Pay particular attention to:

• the reference number or job ID,

• the exact place of work,

• the number of employees being recruited,

• the proposed start date,

• the working hours or shift pattern,

• the duties and qualifications,

• whether the role is temporary or permanent,

• the named contact person.

A new job ID may indicate that an additional position has been opened. Changed requirements could mean that the company has adjusted the profile it is looking for. If only the publication date has changed and the rest of the content is identical, an extension or technical update is more likely.

It is helpful to take a screenshot or save the new advert. You can then compare both versions carefully and refer to specific details if you decide to ask for an update.

When a polite follow-up is appropriate

A brief enquiry is entirely reasonable, particularly if the stated response period has already passed. For example, if you were told that you would receive an answer within a week, you can politely ask for an update once that period has ended.

If no timeframe was provided, it is usually sensible to allow several working days. The appropriate length of time depends on the role, the application deadline and your previous contact with the organisation. If you have already been speaking to someone, you can follow up sooner than if you have only received an automated acknowledgement.

For example, your message could say:

Dear Ms/Mr [name],
I applied for the position of [job title] on [date]. As I have noticed that the vacancy has been advertised again, I would like to ask whether the selection process is still ongoing and whether my application remains under consideration. Thank you in advance for a brief update.

This wording remains factual and assumes neither a rejection nor an error. If you have general questions about your application status, required documents or the next steps, the candidate FAQs may provide additional guidance.

Should you apply again?

Submitting an identical application for the same position immediately is unlikely to add any value. In the worst case, it may create duplicate records or uncertainty about which version of your documents is current.

A new application may, however, be appropriate if:

• the new advert has a different job ID,

• the duties or requirements have changed significantly,

• a different location is listed,

• a considerable amount of time has passed since your first application,

• you have since gained relevant experience or qualifications,

• the company expressly asks you to submit a new application.

If you are unsure, first ask whether your existing application can be considered for the reposted position. This helps to avoid unnecessary duplication. If you would like to remain visible for other suitable opportunities independently of one specific advert, creating a talent profile may be an additional option.

What you should not conclude from the situation

S reposted advert reveals very little about how the company has assessed your abilities. It is therefore not a reason to rewrite your entire CV immediately or to question your qualifications in general.

At the same time, you do not need to pause your job search until a response arrives. An open application represents one possibility, but not yet a decision. You can continue reviewing other suitable vacancies and consider which duties, conditions and requirements genuinely fit your circumstances.

It is worth paying closer attention if a position is repeatedly reposted over a very long period, its details change considerably several times, or the process remains unclear despite several enquiries. This is not necessarily a warning sign, but it may be a good reason to ask more specifically about the staffing need, the scope of the role and the intended start date during a conversation.

Conclusion: The reposting is initially only one indication

There can be many reasons why a job advert appears online again. Without further information, it is neither an automatic rejection nor evidence that something is wrong with the selection process.

First compare both adverts, consider the contact you have had so far and politely ask for an update if necessary. You can continue your job search at the same time. This allows you to remain active without drawing premature conclusions about your application or your prospects.

Vienna/Munich. The Trenkwalder Group is strategically realigning its business model. Guided by its vision “Let Europe work”, the company is evolving from a traditional staffing provider into a provider of modern workforce solutions. Trenkwalder combines more than 40 years of labour market expertise with digital technologies, data-driven processes and artificial intelligence to connect companies and talent faster, more precisely and across Europe.

“The labour market is undergoing fundamental change. Today, companies need far more than support in filling individual vacancies. They need solutions that intelligently connect people, processes and technology,” says Mark Pollok, CEO of the Trenkwalder Group.

With this strategic realignment, Trenkwalder is responding to the growing complexity of the labour market. Skills shortages, demographic change and increasing demands for flexibility are presenting companies throughout Europe with new challenges. At the same time, modern technologies are creating new opportunities to identify workforce needs earlier, manage processes more efficiently and connect talent more effectively with the right opportunities.

Trenkwalder’s strategic vision extends beyond traditional staffing services. With “Let Europe work”, the company is developing a pan-European workforce platform that intelligently connects talent, companies and labour markets. This enables skills to be made available faster, more precisely and across borders wherever they can create the greatest value.

Technology already plays a central role within the Group. Digital solutions, intelligent data models and AI-supported processes help accelerate decision-making, simplify workflows and continuously improve the quality of matching and workforce processes. The aim is to combine the strengths of human expertise with the capabilities of modern technology, creating tangible added value for clients and candidates alike.

With “Let Europe work”, Trenkwalder is systematically advancing this approach. The focus is on integrated workforce solutions that support companies across the full spectrum of their workforce and transformation challenges. Alongside recruitment and staffing services, data-driven workforce management, talent mobility, process optimisation and digital services are becoming increasingly important.

“Our industry is undergoing a transformation. Companies’ expectations are changing, as are the opportunities that technology provides today,” Pollok explains. “That is why we are investing strategically in innovation, digitalisation and artificial intelligence—not to replace people, but to enhance the impact of our expertise and offer our clients even better solutions.”

With a network spanning 15 countries, around 200 locations and more than 40 years of experience, Trenkwalder combines local labour market expertise with pan-European reach. This combination provides the foundation for supporting companies comprehensively in attracting, deploying and developing talent—and for actively shaping the future of work.

“Let Europe work reflects our ambition to connect work, talent and companies more effectively,” says Pollok. “We want to harness the potential of technology to build connections, accelerate processes and bring people and companies together even more successfully. We see this as our contribution to the world of work of tomorrow.”

About Trenkwalder

Trenkwalder is one of Europe’s leading providers of workforce solutions. With more than 40 years of experience, a network spanning 15 countries and around 200 locations, the company supports clients in attracting, developing and deploying talent. Its portfolio encompasses staffing services, recruitment and outsourcing solutions, as well as modern approaches to workforce management, talent mobility and digital workforce services. Since 2011, the company has been part of the Düsseldorf-based Droege Group.

About the Droege Group

The Droege Group, founded in 1988, is an independent, fully family-owned consulting and investment company. It specialises in tailor-made transformation programmes designed to increase corporate value. By combining its family-business structure with strong financial resources, the Droege Group has developed a family equity business model. The Group makes direct equity investments in corporate subsidiaries and medium-sized companies in special situations. Guided by its principle “Implementation – following all the rules of the art”, the Group is one of the pioneers of implementation-driven corporate development. The Droege Group’s business platforms are aligned with current megatrends, including knowledge, connectivity, prevention, demographics, specialisation, future work and Shopping 4.0. A passion for quality, innovation and speed drives the Group’s corporate development.