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Agility is not a trend, but a survival strategy – especially when it comes to HR planning. A project is suddenly under time pressure, a customer needs immediate support, new skills are required: companies today can no longer afford to be rigid when it comes to employee planning. Flexibility is needed to respond quickly to market changes, successfully manage projects and deploy talent where it is really needed. But how can this agility be put into practice without losing sight of the big picture?

Why agility is becoming increasingly important in personnel planning

Whether it's a shortage of skilled workers, economic uncertainty or technological upheaval, companies are constantly facing new challenges. Traditional, long-term personnel plans quickly reach their limits. Those who remain flexible can react more quickly to order peaks, market changes or short-term projects.

Agile personnel planning means managing human resources in a way that is tailored to needs and the situation at hand. The goal is to have the right number of qualified employees in the right place at the right time – as efficiently as possible.

The key principles of agile personnel planning

Agility is more than just speed. It is about a structured approach based on transparency, collaboration and adaptability. The following principles are central to this approach:

• Iterative approach: Instead of rigid annual planning, thinking is done in short planning cycles – often quarterly or project-based.

• Cross-functional teams: Teams are put together flexibly, depending on the project requirements.

• Transparent communication: Everyone involved – HR, managers, project managers – work closely together.

• Data-based decisions: Personnel requirements are analysed and forecast using real-time data.

Agile planning: how it works in practice

Agile personnel planning does not begin with short-term bottlenecks – it starts earlier. Companies that want to develop a future-oriented personnel strategy need to understand how they can react quickly and flexibly without losing sight of the big picture. Four key levers help to integrate agility into HR processes in a structured way:

1. Identify needs early on: create clarity with data

Agile planning thrives on clarity. Companies that have access to up-to-date and accurate personnel data have a clear advantage. Modern technological solutions such as digital planning tools and HR analytics help to identify personnel requirements early on, before bottlenecks arise. Seasonal fluctuations, project-related additional requirements or increased sick leave can also be better anticipated.

2. Use flexible models: scale instead of improvise

Rigid full-time solutions offer little leeway when project volumes or business requirements change at short notice. Flexible models such as temporary work or targeted recruitment enable companies to respond quickly and flexibly to changes. Temporary support from qualified specialists can be deployed precisely when needed – whether to cover order peaks, provide project support or supplement the recruitment process. This allows companies to remain flexible without committing to long-term personnel costs, while ensuring that the employees deployed are a perfect fit for the requirements and corporate culture.

3. Strategic outsourcing: relieving the burden on core teams

Outsourcing certain business processes – e.g. in payroll accounting, customer service or financial processes – is a strategic means of relieving internal resources in a targeted manner. Companies benefit from clearly defined services, high quality and flexible scaling options. Especially in dynamic market environments, outsourcing offers the opportunity to reduce complexity while remaining agile.

4. React quickly, manage for the long term

Agility should not be confused with ad hoc management. Rather, it is about strategically integrating variable instruments into long-term personnel planning. Companies should regularly review their HR strategy, run through scenarios and have solutions ready for different requirements. This transforms the HR department from a pure planner to an active contributor to corporate strategy – and enables it to remain capable of acting even in uncertain times.

Conclusion: Agility in HR planning only works with structure

Agility in HR planning does not mean constantly changing plans – it means acting proactively and flexibly. Companies that add agile elements to their HR strategy give themselves room to manoeuvre in an increasingly volatile world.

Agility requires the right tools. Trenkwalder supports you with tailor-made HR solutions, innovative technologies and customised outsourcing models – so you can combine planning security with the necessary flexibility. Contact us for a personal consultation.

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Imagine you discover an exciting new job – just two years after your last career change. You are motivated, want to develop further and gain new experience. But a voice in your head says, ‘Won't that look bad on your CV?’ Welcome to the debate about job hopping – a term that polarises opinion.

But what does changing jobs frequently really mean? In this article, we take a differentiated look at the pros and cons of job hopping – and show what really matters.

What is job hopping?

Job hopping refers to changing employers relatively frequently – usually at intervals of one to three years. Unlike in previous generations, when a lifelong employer was almost the norm, flexibility is now in demand. But how is this viewed by HR managers?

The advantages: Why job hopping can boost your career

1. Fast learning curve and diverse experience

Job hoppers gain insights into different companies, industries and ways of working in a short period of time. This not only promotes professional competence, but also demonstrates adaptability and curiosity – important qualities for a modern career.

2. Networking and new perspectives

With every new job, you expand your professional network. Contacts from different positions can be valuable in the long term – whether for projects, recommendations or the next career step.

3. Salary and personal development

Those who change jobs regularly often have better chances of salary increases and new areas of responsibility. In addition, a change can help you break out of entrenched structures and gain new motivation.

The risks: when frequent changes can become a problem

1. Gaps in your CV

A CV that jumps around too much can be viewed critically. HR managers may suspect that you lack perseverance or loyalty.

2. Limited in-depth development

Truly in-depth skills and long-term success often only develop after several years at the same company. Those who change jobs too early run the risk of not building up any solid expertise.

3. Employers with preconceptions

Conservative companies in particular often prefer candidates with a stable career path. Those who change jobs frequently need to provide good arguments in the interview.

How much job hopping is too much?

There is no general rule for how often you should change jobs during your career. The decisive factor is that the changes are justified and present a coherent picture of your professional career. If your CV shows a clear thread running through it – for example, through personal or professional development – this will also be perceived positively in the application process. On the other hand, frequent changes without clear motivation can be viewed critically. In this case, doubts about your consistency or orientation may arise. However, if you make your decisions after careful consideration and can explain them in a comprehensible manner, you demonstrate personal responsibility and determination.

Tips: How to change jobs with a strategy

• Clarify your goals: Think carefully in advance about what you want to achieve by changing jobs. Do you want to take on more responsibility, develop your professional skills or create better working conditions?

• Avoid rushing into things: Changing jobs should be a well-considered decision. Check whether the company, the tasks and the corporate culture suit you before making a decision.

• Prepare well: In the interview, you should be able to explain clearly why you are changing jobs and what you have learned from your previous positions. This demonstrates your ability to reflect and your goal orientation.

• Document your successes: Especially if you have only been employed for a short time, it is important to make your achievements tangible – concrete results and successes demonstrate your competence and strengthen your impression on potential employers.

Changing jobs is an opportunity – with the right support. We help you plan your next career steps wisely and implement them successfully. From the application process to your new job – we are at your side.

Conclusion: Flexibility instead of a disadvantage

Job hopping is not a career killer – it's a question of perspective. In a dynamic working world, it can even be a clear sign of self-confidence, willingness to learn and determination. It is important that your changes are well-founded, strategically thought out and embedded in your career path. At Trenkwalder, we support you on this path – regardless of whether you are looking for the next step in your career or want to start afresh.

Discover our current vacancies now and find the position that really suits you. Extra tip: With our CV designer, you can clearly summarise your professional experience – ideal for job changers with a strategy.

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In today’s work environment, the topic of mental health is increasingly taking center stage. The pressure to perform, constant availability, and changes in work practices – such as hybrid work and digitalization – can lead to increasing stress for employees. Companies that invest in the well-being of their employees not only create a healthy and productive work environment but also strengthen long-term employee engagement and motivation.

The work world has drastically changed in recent years – from digitalization and hybrid working to an ever-growing pressure to deliver results. In this context, mental health is often perceived as a "soft" issue. However, a company’s success is directly linked to the health and satisfaction of its employees. Employers who invest in mental health not only improve employee retention and productivity but also create a healthy corporate culture that benefits all parties in the long run.

The Impact of Poor Mental Health on the Company

Poor mental health has measurable effects. According to a study by the World Health Organization (WHO), depression and anxiety disorders are among the most common causes of work incapacity worldwide. However, less obvious forms of stress and overload can also significantly impact employee performance and well-being.

Absenteeism due to mental health issues and burnout costs companies not only a lot of money but also affects team dynamics and employee creativity. Low motivation, lack of innovation, and high turnover are just some of the consequences that result from inadequate attention to mental health.

How Companies Can Promote the Mental Health of Their Employees

1. Fostering a Culture of Openness

The most important element in promoting mental health is a corporate culture that embraces openness and transparency. Employees should feel comfortable talking about their mental health challenges without fear of stigmatization or negative consequences. Leaders should act as role models and engage constructively with the topic.

Practical Implementation:

• Regular, anonymous surveys on employee mental health

• Training for leaders to raise awareness of mental health issues

• Promoting open communication at all levels

2. Stress Management and Resilience Training

The workday can quickly become a source of stress, especially in dynamic and high-performance industries. Resilience is the ability to cope with stress and setbacks. Companies can support their employees through resilience training and stress management workshops.

Practical Implementation:

• Regular workshops and seminars on stress management and mindfulness

• Integrating mindfulness practices (such as meditation or yoga) into the workday

• Flexible working hours or designated quiet spaces for employees to manage stress

3. Leaders as Key Actors

Leaders have a direct influence on the mental health of their employees. Their leadership style and ability to create an empathetic and supportive environment are crucial. Good leadership means not only fostering employee performance but also considering their well-being. Leaders should regularly invest in mental health training to recognize early signs of stress or overload.

Practical Implementation:

• Regular feedback sessions and one-on-one coaching for employees

• Training on topics such as empathy, conflict-free communication, and leadership in crises

• Promoting a holistic leadership approach that also takes employees’ mental well-being into account

4. Flexibility as Key to Greater Well-Being

Work-life balance is now a crucial factor for many employees when choosing their employer. Flexible work models like remote work, flextime, or job sharing not only increase productivity but also reduce stress caused by constant availability and rigid working hours.

Practical Implementation:

• Offering hybrid working that allows employees to better balance their professional and personal lives

• Trust-based working hours, where employees can flexibly arrange their workday

• The option to take short-term leave or special arrangements during times of crisis or family burdens

5. Proactively Promoting Occupational Health Management

A corporate health management (CHM) program that promotes not only physical but also mental health is essential for companies today. It includes preventive measures, counseling, and long-term programs that support employees' psychological well-being.

Practical Implementation:

• Introduction of mentoring programs or coaching offers

• Partnerships with external psychological counselors or coaching services providing confidential support

• Regular check-ups and anonymous health surveys to identify potential issues early

Conclusion: Mental Health as a Strategic Success Factor

Mental health in the workplace is not a “nice-to-have” but an essential success factor for companies looking to thrive in today’s dynamic work environment. It influences productivity, satisfaction, and employee retention, and has a direct impact on the overall performance of the company.

Companies that support their employees holistically – both professionally and emotionally – are not only seen as attractive employers but also create an environment that fosters long-term success and growth.

Contact for Companies

Are you looking to actively shape technological change or outsource your business processes to focus more on your employees' well-being? In addition to support with recruitment, we offer customized BPO solutions and technological assistance to optimize HR processes efficiently and sustainably.

Let’s work together to create a solution that not only supports your operational goals but also promotes the well-being of your teams.

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Introduction: New Generation, New Expectations

Generation Z – born roughly between 1997 and 2012 – is steadily entering the workforce. With them come new expectations, values, and communication styles that many companies underestimate. Nowhere is this shift more evident than in job advertisements. What used to be considered a solid, professional posting now often comes across as cold, vague, or even off-putting. To attract next-gen talent, employers must understand what makes this generation tick – and how that affects job ads.

Why Traditional Job Ads Fall Flat with Gen Z

The classic job posting is often a relic of the past. Long lists of requirements, generic perks, and phrases like “dynamic team” no longer cut it. Common pitfalls include:

• Impersonal language: Phrases like “resilient,” “team player,” or “self-starter” are vague and don’t reveal much about the actual work or team culture.

• Top-down structures: Gen Z values flat hierarchies, real input, and meaningful work – not a rigid position in a corporate machine.

• Lack of purpose: This generation wants to know what a company stands for. ESG efforts, diversity, and authenticity aren’t “nice to have” – they’re deal-breakers.

• Poor mobile usability: Most job searches happen on mobile. Clunky layouts and PDF downloads are major turn-offs.

 
What Gen Z Actually Wants – and How to Communicate It

Generation Z isn’t “difficult” – just different. Raised in the digital age, with a strong values compass and a critical mindset, they expect more. Here are a few proven tactics to get your message across effectively:

1. Authenticity Over Corporate Speak

Show what the job is really like. No glossy marketing lingo – just honest insights. Include real employee quotes or short video clips from team members.

2. Transparency About Pay, Work Hours & Expectations

Gen Z doesn’t play guessing games. The more transparent you are – about salary, workload, advancement opportunities – the more credible your company appears.

3. Values That Are Lived, Not Just Listed

State your values clearly – and show how they’re practiced daily. Do you stand for sustainability, inclusion, flexibility? Back it up with examples and storytelling.

4. Speak on Equal Terms

Ditch stiff formalities and speak directly to your audience – using “you” or even a casual tone, if it fits your culture. Visuals and videos are also a big plus.

5. Mobile-First and Accessible

Your ad should be easy to read and apply to via mobile, ideally in just a few clicks. The simpler the process, the better your conversion rates.

Best Practices: What Actually Attracts Gen Z Talent?

Some forward-thinking companies are already adapting:

• Personalized landing pages for students, apprentices, or recent graduates

• Short video introductions from team members instead of long job texts

• Application without a résumé, using LinkedIn profiles or short forms

• Gamification elements in recruiting (e.g. short challenges as a pre-selection tool)

The message is clear: To stand out, you must be willing to rethink and show who you really are.

Conclusion: Recruiting Is Evolving

Gen Z isn’t just looking for a job – they’re looking for purpose, growth, and a culture that respects them. To attract next-gen talent, companies must rethink how they communicate: their tone, values, and authenticity. Today’s job ad isn’t just a formality – it’s the first moment of connection. And as with any meaningful connection, first impressions matter.

Do you require assistance with your recruiting? Feel free to contact us!

In today's world of work, a traditional job advertisement is often no longer enough to find the right skilled workers. Talented individuals expect more: they want to get a comprehensive picture of the company before applying – and this is increasingly happening on social media. Social recruiting is therefore no longer just a trend, but an important part of successful recruitment.

But how can companies reach the right talent through these channels – and convince them to stay?

Why social media is indispensable in recruiting

Social networks offer a wide range of opportunities to connect with different target groups, whether they are young professionals, experienced specialists or people who are considering a change. Companies that present themselves in a credible and authentic manner build trust and increase the likelihood that suitable talent will choose them.

Social recruiting is not just a channel for job advertisements, but a comprehensive communication tool with many advantages:

• Target group-specific approach: Each platform has its own language and user base. Instagram reaches different people than LinkedIn. Companies that take these differences into account strike the right tone and maximise their reach.

• Strengthening the employer brand: A friendly, credible presence conveys values, corporate culture and benefits – long before the first day of work.

• Greater visibility and interest: Even people who are not actively looking for a job will be intrigued by appealing content and develop a positive attitude towards the company.

• Faster dialogue: Interested parties can ask questions directly or take the next step – digitally, easily and immediately.

The following applies: Even if companies rely on support from external service providers such as temporary employment agencies or recruitment agencies for recruitment, a strong social media presence remains essential. Direct communication via social channels has a significant influence on how potential applicants perceive the company and whether they actively apply for a job.

Choosing the right platform: Target group-oriented channel strategy

A successful social recruiting approach begins with the targeted selection of suitable platforms – because not every channel reaches every target group in the same way. The choice of the right networks should therefore be consistently based on the demographic, professional and media usage habits of the desired candidates:

• LinkedIn and XING are particularly suitable for addressing specialists and executives as well as for positions in the B2B sector. The focus here is on professional qualifications, industry networks and expertise.

• Instagram and TikTok, on the other hand, offer ideal conditions for reaching younger target groups, especially trainees or young professionals. Short, creative and authentic content ensures attention and interaction here.

• Facebook remains a relevant platform, despite declining popularity among younger people, especially for commercial professions and a broad target group in rural areas. Its high reach in certain age groups can be leveraged specifically for social recruiting.

Employer branding – the key to successful social recruiting

Strong employer branding is at the heart of a successful social recruiting concept. Talented individuals want to know what a company stands for, what the working atmosphere is like and what prospects they can expect. Only those who communicate authentically and consistently will gain the trust and interest of the right candidates.

Employer branding – a practical guide

1. Clearly define and communicate your values

What makes your company unique? What principles guide your daily interactions? Whether it's team spirit, innovation or sustainability – communicate these values honestly and visibly. This creates identification.

2. Provide insights behind the scenes

Use photos, videos or stories to show everyday life in your company in a realistic way. This gives candidates a feel for what everyday working life is really like.

3. Tell employee stories

People love stories. Personal success stories and development opportunities for your employees bring your employer brand to life and make it approachable.

4. Highlight specific benefits

Flexible working hours, further training, health programmes or a good working atmosphere – communicate clearly what you offer and why it matters.

5. Use emotional formats

Short videos, reels and interactive posts appeal to younger target groups in particular and increase your reach.

6. Maintain continuity

Employer branding is not a one-off campaign, but a long-term process. Regular and consistent communication builds trust.

Practical tips for getting started with social recruiting

• Create a content plan: Think about what content your target group is really interested in – from career tips and insights to benefits.

• Encourage interaction: Respond actively to comments and messages to build a genuine relationship.

• Involve employees: They are the best ambassadors for your employer brand. Involve them and showcase their perspectives.

• Analyse and optimise: Measure reach, interactions and application numbers. Adjust your strategy regularly.

Conclusion: Social recruiting as a long-term investment in your skilled workers

Social recruiting is now more than just a complementary channel to traditional recruitment. It is a strategic tool that companies can use to reach and inspire talent in a targeted and sustainable manner. Convincing, authentic employer branding is the key to success.

Even if you rely on external support from temporary employment agencies or recruitment agencies for your recruitment, your own social media presence remains crucial. Applicants gather information online in advance and form an opinion – and this has a significant influence on their decision. That's why a strong, transparent presence on social media always pays off.

Would you like to take your human resources management to the next level?

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