DRK recruiting: “Talented people are those who want to develop”

Human resources management: Ms. Hummel, “Why real talent not only needs to be found, but also developed” is the title of your panel on the “Shift in the Shaft”. Where exactly does this realization apply to you in your everyday life – and what has this changed in your work at the DRK blood donation service?
Luisa Hummel: The knowledge clearly comes from practice. We are now feeling the shortage of skilled workers very clearly – especially in the area of ​​medical professionals, who are at the heart of our work. At the same time, it is becoming increasingly difficult to reach our target groups at all. We are no longer talking about traditional job seekers, especially in the area of ​​qualified specialists. Against this background, the company consciously decided about a year and a half ago to set up a new department for recruiting and personnel development under one roof in addition to the classic human resources department.

What is the idea behind it?
We not only want to attract talent, but we also want to think about how we can develop them and keep them in the company in the long term. To do this, we want to specifically create formats with which we can develop and train people internally that we cannot find on the market. If we just waited for the “perfect” candidates to come to us, many positions would remain unfilled in the long term – with a direct impact on our care mandate.

You head the newly created department. How has recruiting changed as a result?
The biggest advantage for me is that I see the topic holistically. So it’s not just: How do I fill a position? But also: What happens to the person afterwards? This automatically makes recruiting more honest: I know exactly what development we can really offer – and where we still have gaps.

What challenges have you encountered so far?
Friction arises in everyday life, especially when responsibilities need to be clarified: We receive more applications, and then it has to be clear who decides: the department, HR representatives or recruiting. This is sometimes stressful, but also a good sign. It shows that we are currently switching from a classic setup to real talent management and are thus creating sustainable structures for the future.

As a non-profit organization, the DRK blood donation service competes with companies that often have more resources. To what extent does your new approach compensate for this disadvantage?
For many, especially younger talents, purpose plays a central role when choosing an employer. And this is exactly where we as a blood donation service have a very strong starting point: we offer an activity with real social added value. Our work saves lives every day. For many employees, this is exactly a conscious decision factor. At the same time, purpose alone is of course not enough. That’s why we specifically focus on talent management – especially development opportunities and upskilling. We consciously invest in our employees. In combination with factors such as job security and an overall competitive employer offer, this creates an overall package that many companies cannot offer in this form.

“Attracting, supporting and retaining talent in the long term” – this is your declared passion. Where does it decide in practice whether bonding succeeds or fails?
In my opinion, commitment is not decided in big concepts, but in everyday life, often right at the beginning, in the first contact or in the job interview. For me, this also clearly includes employer branding.

To what extent?
If we paint an image to the outside world that has little to do with reality or creates false hopes, then in the long term this is more harmful than helpful. If promises are made in the initial contact or conversation and the company does not show itself to be authentic – with all its advantages and disadvantages – then loyalty is at risk from the start. It then continues, especially in onboarding, leadership and whether employees feel that they can develop. At the same time, it is crucial to really listen to people.

Why?
Depending on the area and hierarchy level, it can vary greatly as to which benefits are important to employees and what prospects they expect. You have to address that. Commitment is not a one-time issue, but a continuous process. A point that is often underestimated: appreciation for the daily performance of employees. If this is missing, even the largest benefit or further training offer is of no use. This is exactly what decides in practice whether a relationship succeeds or fails: authenticity, development opportunities and real appreciation in everyday life.

Your studies in adult education and psychology will certainly shape your view of talent development. What insights from these disciplines help you design development measures so that they really have an impact?
For me the most important point is: learning must have a real connection to practice. Everything else falls flat. I often see companies offering training just to be able to say that they do it. Formats are purchased and managed externally – but the actual effect is often not achieved. It is important to me to first look at the specific needs: What does the company need? Where do we want to go? And what exactly do employees need in their everyday lives? Where does it make sense to start with individuals or groups? For me, a central approach from adult education is subject orientation.

What do you mean by that?
This means: I don’t think about measures in terms of content, but rather in terms of the person. Content must be based on the reality of people’s lives and start where they currently stand. This creates a different attitude towards learning and a much greater openness to new impulses. Based on this, we develop measures and they do not always have to be external.

Why?
There is often an incredible amount of knowledge within the company itself that can be made available and used. My studies help me a lot when assessing needs and finding the right solutions: I recognize what is a problem and what is a symptom. At the same time, from a psychological perspective it is clear that development only works if the will to do so is present. Without the appropriate attitude or attitude, even the best programs have no effect.

What is the one message you would like to give the “Shift in the Shaft” participants from the panel?
For me, the most important message is: Talents are not those who have the perfect CV. Talented people are those who want to develop, who are open, take responsibility and are willing to work on themselves. That’s why it’s not enough to just hire them. We have to create structures in which they can develop and grow. If we don’t do this, we will lose them – or they will remain below their potential. And in the end the company loses. It’s clear: Anyone who only looks for “ready-made” talent will not solve the shortage of skilled workers. The biggest mistake in recruiting is believing that the work ends with the hire – when in fact that’s where it really begins.

Sven Frost is responsible for HR tech, which includes the areas of digitalization, HR software, time and access, SAP and outsourcing. He also writes about recruiting and employer branding. He continues to be responsible for the editorial planning of various special human resources publications.