In an era marked by a shortage of skilled labor, companies face the dual challenge of not only identifying qualified candidates but also selecting individuals who align with the corporate culture and are likely to remain with the organization for the long term.
Today, we will explore the ways in which recruitment methods and requirements have evolved, as well as the new skills that have taken center stage. Experts Susanne Kullmann from scan.up and Ina Everts from Screenfact provide us with valuable insights into the realm of personnel diagnostics and recruitment, sharing their practical experiences.
What specific challenges are companies currently facing when recruiting staff due to the shortage of skilled workers?
Ina Everts: “Companies are currently faced with the challenge of attracting qualified applicants, as the pool of skilled workers has significantly diminished. Even with incoming applications, selecting the best candidates remains difficult, often due to a lack of essential skills or a mismatch with the corporate culture. In addition, many companies are dealing with a high dropout rate during the application process. As a result, effective recruitment requires the adaptation of strategies to meet the dynamic market conditions conditions in order to attract and retain the right talent in the long term.”
Susanne Kullmann: “The labor market is becoming increasingly employee-driven, making it challenging to fill specialized positions. The demands placed on skilled workers often outpace their training and development. In addition, for companies to remain competitive and create an appealing work environment, it is essential that they embrace diversity and inclusion.”
How has the recruitment process for potential candidates changed in recent years, especially in terms of the methods and procedures that companies use today?
Susanne Kullmann: “We have observed a growing recognition that investing in a valid and well-structured selection process yields long-term benefits. Companies are increasingly seeking not only candidates who meet all current requirements but also those with potential for future development. Consequently, the emphasis is shifting towards assessing whether applicants have the potential for further growth within the company.”
Ina Everts: “The recruitment process for potential candidates has evolved significantly in recent years. An increasing number of HR professionals possess a solid educational background, such as in business psychology, along with extensive knowledge of personnel diagnostics and aptitude assessments. This expertise leads to a growing emphasis in the recruitment process on the personality and skills of applicants, rather than just their professional qualifications.”
Which skills and competencies have gained greater emphasis in corporate settings compared to a few years ago, particularly concerning cultural fit and the significance of soft skills?
Ina Everts: “Cultural fit has become more important: companies are looking for employees who not only fit into the team professionally, but also culturally. Employer branding and the attraction of talent, particularly from Generation Z, are becoming a central focus. They value a corporate culture that aligns with their principles and offers opportunities for personal and professional development.”
Susanne Kullmann: “Companies today place more value on a willingness to learn, a sense of responsibility and actively helping to shape goals than on purely technical qualifications. Showing courage, making your own decisions and taking risks are all becoming more important. This reflects the shift towards more modern management cultures in which employees are encouraged to take responsibility and actively help shape the company.”
What criteria should be considered when choosing a personnel diagnostics tool? Should the tool cater more to users seeking practical and quick solutions, or to those who prefer conducting detailed and in-depth analyses?
Susanne Kullmann: “A detailed analysis provides in-depth insights and enables precise assessments. It provides a solid basis for strategic decisions, especially for those who need detailed data for complex issues and long-term decisions.”
Ina Everts: “A brief, pre-interpreted analysis is easy to understand and can be implemented quickly. The results can be applied immediately without requiring extensive specialist knowledge, making it ideal for those who need to make quick decisions.”
Why are assessment centers and diagnostic procedures essential to ensure the “perfect fit” when filling positions in the recruitment process?
Ina Everts: “Assessment centers and diagnostic procedures ensure optimal staffing, help prevent costly misjudgments, and replace subjective assessments with objective data. Utilizing diagnostic methods in Assessment centers allows for the objective evaluation of potential, minimizes socially desirable response behavior, and provides clear guidance for targeted personnel development during the recruitment process.”
Susanne Kullmann: “Assessment centers and diagnostic procedures assist not only in selecting individuals but also in forming teams. They evaluate whether candidates genuinely fit into the existing team dynamic rather than just being convincing during the interview process. Additionally, they assess applicants’ resilience in crises to ensure that they can handle challenging situations effectively.”
What should be taken into account to avoid risks when using diagnostics in recruitment?
Susanne Kullmann: “It’s not just which tool you use, but how you use it. Diagnostics require a responsible approach to managing about people, including their skills and traits. Ensuring confidentiality and accuracy is essential for establishing a fair and valid recruitment process for candidates. Additionally, the results should be analyzed in a differentiated manner beyond the recruitment stage, allowing diagnostics to serve as a valuable resource for long-term employee development rather than simply a superficial selection criterion.”
Ina Everts: “When integrating diagnostic procedures into the recruitment process, effective monitoring is essential. The assessment of results is important not just for decision-makers but also for the candidates themselves. Thus, it is vital that the HR team undergoes proper training to accurately interpret and apply the diagnostics.”
Which topics should diagnostics focus on in the short and long term?
Susanne Kullmann: “Diagnostics must continuously assess and adjust psychological constructs and competencies, both in the short and long term. A critical question is whether definitions such as leadership competence and communication skills hold the same meaning today, in the past, and in the future. In the short term, this involves regularly evaluating concepts and adapting them to current requirements. In the long term, diagnostics must proactively develop competencies to maintain their relevance. This requires a thorough understanding of why certain skills are gaining or losing significance and how they should be redefined moving forward.”
How did you get into the field of diagnostics and what aspects of your work fascinate you every day?
Ina Everts: “During a previous collaboration with an executive search consultancy, I acquired the skills to analyze personality, behavior, and individuality on a scientific basis. From the outset, I was captivated by the possibility to understand human behavior in a nuanced way and apply this knowledge in real-world settings, which motivated me to pursue a Master’s in Business Psychology. Each day, I find inspiration in how diagnostics can highlight the uniqueness of individuals and foster their personal and professional growth.”
Susanne Kullmann: “For me, it’s the perfect combination: working with people on a psychological level to help them maximize their strengths—for themselves, those around them, and their careers. I am captivated by the parallels and patterns I discover, even as each person remains unique. I take great pleasure in supporting individuals, helping them discover new skills and remove blokades.”
