Change outlooks

Rule 8: Introduce yourself to the candidate and not vice versa

Prepare yourself for the fact that it will increasingly be young people, and less you as a company, who will call the shots with regard to training. You should therefore think of your candidates as customers to whom you are doing your best to sell your product. Do not simply ask, “Why should we select you?” Instead, shift the focus to the applicant’s perspective of “Why should I accept a trainee position with you over another firm?” And know the answer.

Rule 9: Think like your applicants

Do not just use your own business interests as a guide, but also take into account the interests of potential trainees. Shift the focus of your recruitment strategy to the educational career needs and expectations of young people. Shape your recruitment practices so that they have a positive appeal to young people and arouse interest.

Rule 10: Convince applicants on both the factual and the emotional level

Information about your training programs is important. But you should also attract target groups on an emotional level. Young people often make gut-level decisions for or against a trainee position. You should therefore shape the recruitment process to create a consistently positive impression on applicants. Appreciation, friendliness, speed, convincing answers to whatever questions crop up, and a proven good working environment are the standards to strive for.

Rule 11: Open up to new target groups

Shape your recruitment policy with enough flexibility so that you do not exclude any group of people interested in training. Open your company up to applicants with a diverse range of qualifications. Take advantage of every kind of talent. Review which target groups have previously received little or no attention. Initiate moves to actively tap these talent reserves for your training programs.

Rule 12: Know exactly how to recognize qualified candidates

Gut-level hiring decisions were yesterday. Today, you need to define exactly the qualifications that applicants should bring to the table for a training at your company. Create skill profiles for the occupations for which you offer training, and make a thorough review of how well candidates meet those expectations.

Rule 13: Set realistic application requirements

Make sure that your expectations for future trainees are not too high when candidates are in short supply. Consider which skills are truly indispensable. Be ready to compromise, without making arbitrary decisions. If you do not find a candidate with the qualities you are looking for, consider accepting weaker candidates and if necessary offer additional development opportunities to help them successfully complete the training program.