Employing the right people for your business is the most important part of your organization.

Recruitment, i.e. recruiting, as the backbone of an organization's human resources management, covers its labor needs. For example, companies receive qualified workers in good time at the lowest possible cost at the defined location.

Personnel recruitment requires the determination of the manpower requirement in terms of the number of employees required and qualifications. Procedures calculate this demand from given capacities and company developments. Those invoices use key figures and position plans of the organization. In addition to this quantitative specification of the personnel requirements, job advertisements describe the qualitative demands on future employees. Placing job advertisements to recruit new staff has been one of the most popular methods of recruiting since the 1990s.


Internal recruitment often pursues personnel development: the organization trains employees specifically for future tasks. Coaching and seminars as well as practical training serve this purpose. The latter goes into practice by transferring employees to other positions in the company. Alternatively, employees try to find internally advertised positions.

Increasing productivity requirements can be met within limits without increasing the number of staff. Overtime and the optimization of organizational structures and their processes serve this purpose. This may also mean the higher qualification of a job holder who then generates increased added value per unit of time. Alternatively, increased productivity of the company results from additional jobs.

Active personnel recruitment within companies or groups often takes place via in-house or employee magazines. Suitable applicants can also be found via the intranet and internal job exchanges: Personnel administrators have all the essential information for advertisers and seekers. That is why those human resources managers like to act as competent intermediaries. The search for candidates has also found its way into management. Headhunters specialize in this type of recruitment.

Internal recruiting often results in significant opportunities for advancement with strong ties to the company. At the same time, the costs of recruitment and the risk of hiring the wrong person are minimized: the applicant's qualifications are well known. Furthermore, he orients himself more towards the familiar salary level of the company. This is one of the reasons why an internally advertised vacancy is filled more quickly. In particular, a position can be filled at short notice in an emergency. In addition, the vacant position of a successful applicant may be an option for a junior employee in the company - internal recruiting promotes itself and thus its advantages for the company.

Recognition through exclusive internal recruitment motivates the relevant employees. This means that top performers can be specifically promoted. Furthermore, expensive training times are much shorter in the familiar corporate context. Both internally and externally, the overall corporate image has improved significantly due to lower staff turnover.


Public job advertisements as general employee acquisition represent a classic example of company-active search. Alternatively, companies and other organizations appreciate occasional applications from interested parties with initiative. To promote this passive recruitment, companies are working on their reputation as employers. That employer branding attracts committed job aspirants, who then come primarily into consideration if there are suitable vacancies.

Companies search particularly specifically in applicant databases and generally on the web. Public and private intermediaries, such as agencies or companies for temporary work, also serve as a source of information for companies looking for personnel. In this way, those available workers can be addressed who would serve vacant functions well.

For long-term personnel management, companies particularly rely on high potential workers on career paths. In advance, employers also take part in information events at training organizations. For example, upcoming university graduates can be contacted at relevant trade fairs.

External personnel acquisition as a use of the overall labor market reduces “operational blindness”: The constant influence of new perspectives of new employees leads to the ongoing adaptation of companies to their dynamic environments. This in turn increases the likelihood of companies surviving.


Personnel recruitment as a gain in new competence or its increased implementation serves day-to-day business as well as strategic goals. Therefore, labor acquisition principles serve all organizations, not just corporations. In addition, recruiters draw from the pool of in-house and external workers.