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

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

Why HR digitalisation often fails

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

1. Technology before strategy

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

2. Unclear processes are digitised

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

3. Lack of involvement of HR teams

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

4. Too little focus on scalability

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

What distinguishes successful HR technology projects

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

1. Understand processes first – then optimise them

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

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

2. Technology as an enabler, not a substitute

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

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

Learn more about modern, integrated HR technology solutions.

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

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

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

• Which processes really need to be streamlined?

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

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

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

How companies can implement HR technology sustainably

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

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

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

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

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

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

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

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

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

Interested in finding out more? Follow us on LinkedIn, Facebook and Instagram to stay up to date on exciting topics related to careers and human resources!

Those attending job interviews in 2026 will often encounter new formats and changed expectations. In addition to traditional interviews, structured interviews, short skill checks, (asynchronous) video interviews and AI-supported steps in the application process are becoming increasingly relevant.

In this article, you will learn what will be particularly important in 2026 – and which techniques you can use to make a clear, confident and professional impression.

Why job interviews will have changed in 2026

Many companies today are focusing more on practical skills and demonstrable competencies – and less exclusively on degrees or a seamless CV. In the application process, what counts more often is how you solve tasks, how you work and what results you have already achieved.

At the same time, recruiting is becoming increasingly digital and technical: AI-supported tools provide assistance in many areas – for example, in pre-selection, video interviews or the evaluation of tests. For candidates, this means that job interviews in 2026 will often be more structured and focus more on practical relevance, clear thinking and an authentic presentation.

The three success factors in job interviews in 2026

1. Clarity: You will score points if you can explain your experience in a few structured sentences – without digressions. This is especially true in digital formats, where attention spans are shorter.

2. Substance: In 2026, proof will count: what can you really do – and how do you apply it? Skill questions, mini-cases or work samples are therefore more common in interviews.

3. Credibility: AI can help with preparation – but companies are paying more attention to whether answers suit you and don't seem ‘too smooth’. This is exactly where preparation differs from ‘pre-written texts’.

Technique 1: The 90-second introduction that immediately convinces

First impressions are often formed in the first few minutes. Therefore, prepare a short self-introduction that does not seem ‘memorised’ but is clearly structured. The following has proven successful:

• Role/profile (who are you professionally?)

• 2–3 core strengths (what do you bring to the table?)

• Evidence (a brief example)

• Goal (why this position?)

To ensure that your strengths are clearly visible not only in the interview but also in your documents, it is worth having a professionally structured CV. With the CV Designer, you can quickly and clearly prepare your CV – particularly helpful if you want to clearly highlight your skills.

Technique 2: STAR method – answers that have substance

Many questions in a job interview focus on how you act in practice. The STAR method helps you to ensure that your answers are not vague:

• Situation: brief context

• Task: your task or responsibility

• Action: your approach (specific)

• Result: outcome and learning effect

It is important that in the ‘Action’ section, you really explain what you did – and not just what ‘the team’ did. This will make your performance tangible.

Technique 3: Master practical checks and tasks with confidence

In 2026, many companies will place greater emphasis on practical relevance: short tasks, small cases or questions where you are asked to explain your approach. These rarely focus on the ‘one perfect solution’, but rather on structure, prioritisation and clear thinking.

Here's how to prepare yourself in practical terms:

• Practise with realistic mini-tasks (e.g. short prioritisation, email draft, Excel logic, customer case).

• Train yourself to think out loud (‘This is how I proceed...’). This demonstrates structure and decision-making ability.

• Plan a short summary at the end: ‘This is my solution – and these would be the next steps.’

Technique 4: Video interviews and digital conversations – appearing confident

Digital interviews have long been standard. The difference often lies in the basics. Three points immediately make a professional impression:

• Technical check (sound beats image – a headset is worthwhile)

• Camera at eye level + calm background

• Look at the camera when making key statements (creates the effect of real eye contact)

If questions are answered asynchronously (video recording instead of live conversation), a short pause to think helps. A clear opening sentence (‘I approach this in three steps...’) ensures that your answer appears structured and calm.

Technique 5: The salary question 2026 – realistic, prepared, confident

At some point in the conversation, you will often be asked about your salary expectations. Good preparation here does not mean memorising a fixed figure, but having a realistic assessment: What responsibilities does the role entail? What qualifications do you have? What range makes sense for you?

It is particularly helpful to be able to roughly estimate your net income – because at the end of the day, what actually arrives at the end of the month is what counts. You can use the salary calculator for this. It helps you to better understand the differences between wages and salaries, as well as between gross and net income – and to build your argumentation in the interview on a more solid foundation.

Technique 6: Use AI cleverly – without risk

In 2026, AI is a preparation tool for many candidates (e.g. practising answers, smoothing out wording). At the same time, companies are sensitive to ‘AI traces’ or inappropriate standard texts.

Safe use:

• Use AI for structure, not for a ‘ready-made personality’.

• In the end, formulate everything in your own language.

• If rules for AI use are mentioned in the process, adhere to them.

Mini checklist for your interview preparation

To ensure that you are not just ‘somewhat prepared’ but truly confident, it is worth doing a quick check before the appointment:

• Your self-introduction is clear, concise and natural

• You have prepared 2–3 STAR examples (success, challenge, learning)

• You can explain your approach to tasks/cases

• Technology has been tested (sound, camera, internet)

• Your salary expectations are justified

Conclusion: Approach the 2026 job interview with structure, practical relevance and calmness

In 2026, job interviews are often more structured, more digital and more focused on specific skills. Those who communicate clearly, provide convincing examples and are also prepared for short tasks or video formats significantly increase their chances. Therefore, use your preparation not only for ‘correct answers’, but above all for a common thread, tangible examples and a confident appearance.

If you are planning your next career move, it is worth taking a look at the job search. And to ensure that your strengths are visible at first glance, the CV designer will help you create a professional CV.

Interested in finding out more? Follow us on LinkedIn, Facebook and Instagram to stay up to date on exciting topics related to careers and human resources!

Business conditions are changing rapidly. Economic volatility, fluctuating order volumes, demographic change and a growing shortage of skilled workers are placing traditional personnel demand planning under increasing pressure.

What once worked well with annual plans and stable forecasts is now reaching its limits. For decision-makers, one central question is becoming increasingly important: How can strategic workforce planning succeed when planning reliability becomes the exception rather than the rule?

Why Traditional Personnel Demand Planning Is Reaching Its Limits

In many companies, workforce planning models are still based on linear assumptions: stable demand, predictable projects and constant fluctuation rates. Reality looks very different today:

• Short-term changes in orders directly affect staffing requirements.

• Supply chains, energy prices and geopolitical developments increase volatility.

• Vacancy periods for qualified professionals are becoming significantly longer.

The result is either overcapacity with high fixed costs or staffing shortages that jeopardise productivity and delivery performance.

Purely static workforce planning no longer meets today’s requirements.

Dynamic Personnel Demand Planning as a Strategic Management Tool

Modern strategic workforce planning increasingly relies on flexible and adaptive models. The goal is to continuously align staffing resources with actual business development.

1. Scenario-Based Workforce Planning

Instead of relying on a single forecast, many companies develop several planning scenarios. These take different market developments into account and enable:

• early capacity adjustments,

• faster responses to demand fluctuations,

• reduced cost risks.

Scenario planning therefore increases the resilience of the entire workforce strategy.

2. Separating Core Workforce and Flexible Capacity

A proven approach in strategic workforce planning is the clear differentiation between:

• a stable core workforce for key processes and critical know-how,

• flexible staffing capacity to cover seasonal or project-based demand.

This model reduces fixed costs, increases adaptability and creates planning flexibility – without compromising organisational stability.

3. Integrating HR, Controlling and Operational Functions

Successful personnel demand planning is now an interdisciplinary task. HR, controlling, production planning and operational departments must work closely together in order to:

• identify staffing needs at an early stage,

• realistically assess qualification profiles,

• secure personnel decisions on a strategic basis.

Workforce planning thus becomes a central element of corporate management.

Skills Shortages as an Additional Planning Factor

In addition to volatility, the persistent shortage of skilled workers further complicates workforce planning. Increasingly, hiring decisions are no longer driven by budget or demand alone, but by the actual availability of suitable candidates.

Future-oriented personnel demand planning therefore takes into account not only quantitative aspects, but also:

• critical skill profiles,

• age structures and succession planning,

• regional labour market conditions.

This shifts the focus towards the long-term safeguarding of key qualifications.

Flexible Staffing Models as a Competitive Advantage in B2B Environments

Companies that align their workforce planning strategically gain measurable advantages:

• higher delivery reliability during peak demand,

• reduced fixed-cost risks,

• improved project planning,

• faster filling of critical roles.

Key instruments include:

• temporary employment models,

• project-based staffing,

• talent pools and pre-qualification programmes,

• cooperation with specialised staffing service providers.

Especially in B2B environments, flexible workforce management is increasingly becoming a decisive competitive factor.

External Staffing Service Providers as Strategic Partners in Workforce Planning

Given the growing complexity, cooperation with experienced staffing service providers is gaining importance. They support companies, among other things, through:

• market transparency on availability and wage developments,

• rapid scaling in response to demand fluctuations,

• access to specialised talent networks,

• experience with flexible deployment and contract models.

External partners therefore make an important contribution to risk reduction and the stabilisation of workforce planning.

Conclusion: Strategic Workforce Planning Secures Long-Term Competitiveness

Today, workforce planning is far more than an operational HR task. It is a central success factor for productivity, delivery performance and sustainable growth.

Companies that design their personnel demand planning flexibly, data-driven and strategically create the conditions to remain capable of acting even in uncertain times.

In an increasingly tight labour market, professional workforce planning thus becomes a key building block of modern corporate management.

Would you like to make your workforce planning future-proof? Our experts will be pleased to support you in the strategic development of your personnel demand planning. Get in touch with us for an initial consultation.

The world of work is changing rapidly. Digital transformation, economic uncertainty and new working models are forcing many people to rethink their professional future. One key question arises again and again:
Should I stay where I am – or is now the right time for a career move?

In this context, a growing phenomenon is gaining attention: job hugging. However, anyone who wants to build a sustainable and fulfilling career needs more than security – they need resilience, adaptability and a proactive mindset.

What Is Job Hugging – and Why Does It Affect So Many Employees?

Job hugging describes the conscious decision to remain in a current position despite dissatisfaction, limited development opportunities or more attractive alternatives. The main driver is fear – fear of uncertainty, change or potential risk.

Especially in times of economic instability, many employees prioritise security over growth. While this can make sense in the short term, it may hinder long-term career development and job satisfaction.

Important to note:

Job hugging is not a weakness – it is a natural human response. What matters is whether the decision is made consciously and strategically, rather than out of habit or insecurity.

Career Resilience: A Key Skill for the Labour Market of 2026

Career resilience refers to the ability to deal with professional change constructively and turn challenges into opportunities. It is becoming one of the most important competencies for job seekers, career changers and professionals alike.

Career-resilient individuals typically demonstrate:

• emotional stability during change

• openness to new roles and responsibilities

• continuous learning and skills development

• strategic career planning rather than reactive decisions

These qualities are valuable not only when changing jobs, but also when repositioning yourself within your current role or organisation.

Actively Shaping Your Career: 3 Strategies for the Future

1. Upskilling and Reskilling as a Career Standard

Today’s labour market rewards transferable skills more than rigid job titles. Digital literacy, analytical thinking, communication skills and self-management are in demand across almost all industries.

Tip for candidates:
Regularly review your skill set and invest in targeted learning – even outside your current job requirements.

2. Use Networks as Career Accelerators

Many attractive positions are never publicly advertised. Personal connections, recommendations and professional networks play a decisive role in successful career moves.

A strong network not only increases your visibility, but also provides greater security during professional transitions.

3. Flexible Career Paths Instead of Linear Careers

The traditional linear career is no longer the norm. More and more people are opting for hybrid or flexible career models, combining different roles or working in project-based environments.

The benefits include:

• greater professional autonomy

• reduced dependence on a single employer

• increased adaptability in a changing labour market

Why We Stay: The Psychological Side of Career Decisions

Career decisions are rarely purely rational. Emotional factors such as loyalty, fear of loss or the need for stability often influence our choices more than we realise.

Actively managing your career also means:

• questioning your own beliefs

• clearly defining your professional goals

• making conscious decisions instead of simply reacting

Self-reflection is a crucial step towards long-term career success.

Career Insights, Job Opportunities & Trends – Stay Connected

Career trends, application strategies and job opportunities are constantly evolving. On our social media channels, you will regularly find:

• practical career and application tips

• insights into labour market trends

• current job opportunities across various industries

Follow us on LinkedIn, Facebook und Instagram to stay informed and discover new career opportunities.

Conclusion: Your Career Is Not a Coincidence – It’s a Project

The labour market of 2026 offers many opportunities for those willing to take an active role in shaping their careers. Instead of holding on to the status quo out of fear, it pays to plan strategically, invest in your skills and remain open to change.

In summary:

• Question job hugging instead of accepting it unconsciously

• Build career resilience

• Invest in your skills and professional network

This way, your professional future will not be defined by external circumstances – but by your own decisions.

The international labour market is becoming increasingly important for companies. Skills shortages, demographic developments and new business models mean that qualified employees are increasingly being recruited and deployed across national borders. International skilled workers open up new potential – but they also bring with them legal, organisational and financial challenges.

To ensure the successful international deployment of employees, companies should consider key framework conditions at an early stage.

Legal aspects: a complex set of rules

One of the most important points in the international deployment of personnel is the labour, tax and social security regulations. These vary considerably from country to country and change regularly. Among other things, companies must clarify:

• Which work and residence permits are required

• Which labour law applies (local law or secondment law)

• Where taxes and social security contributions are to be paid

• What registration and documentation requirements exist

This can be a considerable effort, especially for short-term assignments or when setting up new international locations. Many companies therefore opt for models such as Employer of Record (EOR), in which an external partner acts as the legal employer and takes care of compliance with all local regulations.

Identify cost traps early on

In addition to legal issues, costs and financial planning security also play a central role. International assignments often incur additional expenses that are underestimated in advance:

• Fees for visas and permits

• Costs for relocation, accommodation or temporary housing solutions

• Additional tax burdens or double taxation risks

• Additional administrative work in HR and payroll

Transparent cost calculation is crucial to avoid financial surprises. Structured models and clearly defined responsibilities help to keep budgets predictable and make international assignments sustainable.

Relocation and integration as a factor for success

The international assignment does not end with the signing of the contract. For skilled workers, integration into the new country is a key factor for satisfaction and long-term retention. This includes:

• Support in finding accommodation and dealing with the authorities

• Assistance with registering for insurance and opening bank accounts

• Orientation in the new social and cultural environment

Professional relocation and migration services take the pressure off companies and ensure that international employees can concentrate on their new role more quickly.

Choosing the right recruitment strategy

International skilled workers can be recruited in various ways. The key is to choose the right strategy for your needs:

• Direct recruitment for filling long-term positions internationally

• Project or temporary assignments to bridge short-term bottlenecks

• Combinations of local recruitment and international talent access

A structured recruitment strategy helps to identify qualified candidates at home and abroad and deploy them in the right positions.

Communication across language and national borders

One aspect of international assignments that is often underestimated is communication. Language barriers, cultural differences and different ways of working can slow down processes or cause misunderstandings.

Digital solutions, such as AI-supported translation technologies, help to make communication more efficient and consistent – whether in recruiting, onboarding or day-to-day work.

How external service providers can help

The international deployment of skilled workers requires expertise, experience and reliable processes. External service providers help companies reduce complexity and minimise risks – for example through:

• Legally compliant employment models such as EOR

  Structured relocation and integration processes

• Support with international recruitment

• Relieving internal HR teams of administration and compliance tasks

This allows companies to concentrate on their core business while international personnel assignments are professionally supported.

Conclusion: International personnel deployment requires structure and experience

The deployment of international specialists offers great opportunities – but requires careful planning. Legal frameworks, costs, integration and communication must be taken into account at an early stage to ensure long-term success.

Companies that rely on clear processes and experienced partners lay the foundation for smooth international personnel deployment – efficiently, in compliance with the law and with a view to sustainable employee retention.

Would you like to find out how you can successfully deploy international specialists while minimising legal and organisational risks? Then contact us for a no-obligation consultation and discover suitable solutions for your international personnel needs.

Interested in finding out more? Follow us on LinkedIn, Facebook and Instagram to stay up to date on exciting topics related to careers and human resources!