Bachelorarbeit, 2019
58 Seiten, Note: 2,3
Table of contents
List of Figures
Table Directory
List of Abbreviations
1 Introduction
1.1 Problem statement
1.2 Objective
1.3 Structure of the paper
2 Change in the world of work
2.1 First and Second Industrial Revolutions
2.2 Digital Revolution – Working World 4.0
2.3 Demographic change
2.3.1 Historical development
2.3.2 Shortage of skilled workers – the "War of Talent"
3 The transformation of recruitment
3.1 Recruitment
3.1.1 Classic recruitment
3.1.2 Limits of classic recruitment
3.2 Personnel marketing and employer branding
3.3 E-Recruiting in the Age of Digitalization
3.3.1 Opportunities of e-Recruiting
3.3.2 Limits of e-Recruiting
4 Changing values from Generation X to Generation Z
4.1 The generational concept
4.2 Characteristics: Generation X – "Digital Immigrants"
4.2.1 Characteristics, defining events and values
4.2.2 Requirements for the world of work
4.3 Characteristics: Generation Y – "Digital Natives"
4.3.1 Characteristics, defining events and values
4.3.2 Requirements for the world of work
4.4 Characteristics: Generation Z – "Digital Natives 2.0"
4.4.1 Characteristics, defining events and values
4.4.2 Requirements for the world of work
5 Challenges for Recruiting 4.0
5.1 Analysis of the current situation
5.2 Determination of target group-oriented requirements
5.2.1 Current studies in recruiting
5.2.2 Social Media / Social Networks
5.2.3 Artificial Intelligence / Chatbots
5.2.4 Mobile Recruiting: Application via app / one-click application
5.2.5 Employer Review Portals
5.3 Development of new strategies
6 Critical consideration and conclusion
Bibliography
Figure 1: Der ideale Rekrutierungsprozess
Figure 2: Wege der traditionellen Personalbeschaffung
Figure 3: Beziehung zwischen Personalmarketing, Employer Branding und Mitarbeiterbindung
Figure 4: Welche Kanäle für das Recruiting nutzen Sie neben den gängigen Online-Stellenanzeigen-Plattformen zusätzlich?
Figure 5: Ich fände es gut, wenn Unternehmen Apps für mobile Endgeräte bereitstellen, über die man
Tabelle 1: Demografische Kennwerte für Deutschland; vor 1990 nur Westdeutsch-land, ab 1990 West- und Ostdeutschland zusammengefasst
Tabelle 2: Gemeinsamkeiten und Abgrenzungen zwischen Personalmarketing und Employer Branding
Abbildung in dieser Leseprobe nicht enthalten
Digitalization permeates almost every conceivable area of people's lives, both in their private lives and in the world of work. Be it the exchange of information in real time via social networks, payment via online banking and PayPal or communication with smart devices in the home environment. But not only the digital society has become a reality. Companies are also experiencing a digital transformation (Wittpahl, 2017).
Increasing digitalization and automation in companies are significantly changing the world of work. New technologies are taking over people's monotonous, physically demanding activities, enabling older people to work longer in an age-appropriate manner. However, the rapid development of constantly new technologies also requires lifelong learning. Employment relationships are also changing as a result of digital technologies. The modification of employment relationships is increasing and is increasingly characterized by flexitime, part-time, home office and parallel employment relationships. The classic 40-hour week is becoming increasingly meaningless, regular working days have already been dissolved due to globalization. Cross-border video and telephone conferences no longer necessarily take place in the classic working hours, but shift to the early or late hours in the home office. Thus, new technologies are increasingly merging the boundary between work and private life and digitization makes it possible to better combine family and professional requirements. Flexible working time models seem to be the solution for individual requirements. However, these developments not only mean changes in the world of work, people are also required to be more willing to adapt, flexibility and willing to learn in their private lives. Companies should therefore ask themselves what their disruptive business model, which they want to implement in the digitized world, should look like and whether this makes them viable. (Lang, 2019). By Scholz (2016) companies, research institutes and employers' associations believe that there is no way around work-life blending. When and where work does not matter, the only relevant thing is that the workload is fulfilled (Scholz, 2016).
Demographic change poses further challenges for companies. In the next ten years, the baby boomer generation will leave the labour market, but not enough new workers will move up to make up for this deficit. Companies will have to fight for the few available talents of the younger Generation Z. The War of Talent means that companies have to position themselves as attractive employers in order to convince the diminishing talents of themselves (Armutat, 2018b).
The changes and events of the environment in recent decades have also led to a change in values of the generations. While Generation X still regarded work as the central purpose of life, digitization and globalization have revealed new ways of life to future generations. Previous traditions dissolved and the following Generation Y prefers the compatibility of work and family to career (Mangelsdorf, 2014). Thanks to the increasing digitization of workplaces in the company, new concepts such as location-independent working and flexible working hours made companies more attractive. (Schröder, 2016). Performance-oriented Generation Y supports this development of work-life blending (Scholz, 2015).
But now a new generation is entering the labour market, Generation Z. This generation has a clear idea of how their working world should be shaped. The expectations of this generation for their future workplace are shaped by their observations of the older generations in their environment. (Scholz, 2015). They want security and structure, fixed working hours and a clear definition of their tasks (Zepp & Scholz, 2016). In addition, they expect a strict separation of professional and private life. (Scholz, 2014a). These expectations contradict previous developments in the world of work.
The companies consider an increasing flexibilization as promising for the future, this seemed to be feasible with previous generations. However, the future of the workforce and its values are changing. Baby boomers are leaving the workforce and Generation Z is entering the labor market. Companies and Generation Z have opposing visions of the future about the design of work. Companies demand more flexibility, but Generation Z wants security, clear structures and sets limits. In order to convince Generation Z as an employer, future recruitment measures must be redesigned. Companies are forced to deal with the expectations of Generation Z regarding the world of work and to further develop previous measures and strategies in HR work in order to win over the scarce talent (Klaffke, 2014a).
The aim of this work is to question previous recruitment measures and to develop meaningful recommendations for action for Recruiting 4.0. On the basis of current research results, possible solutions are to be developed, which should finally serve as recommendations for action. The solutions outlined are intended to enable recruitment to convince Generation Z of itself and maintain its competitiveness in the War of Talent.
At the beginning of the work, the historical development of the world of work is discussed, starting with the industrial revolution to the digital revolution. Not only the technological developments within the companies are considered, but also the developments from an occupational psychology point of view. Furthermore, the effects of globalization and digitization on the world of work are included in the corporate context. Important changes in the world of work are to be related to the expectations of Generation Z in the later course. Finally, demographic change is shown on the basis of its development. The resulting shortage of skilled workers is intended to illustrate the resulting challenges for recruitment.
The following chapter looks at the change in recruitment. There is a closer look at recruitment in the analogue and digital age. The instruments used are explained and their opportunities and limitations are worked out on the basis of current research results. Personnel marketing and employer branding, as further fields of action of human resource management, are conceptually delimited and their relevance in e-recruiting is clarified. In the following chapters, these are to be incorporated into the recommendations for action of strategy development and illustrate the meaningful use in Recruiting 4.0.
Generation X, Y and Z are characterized by the generation concept. The changes in values of these three generations are worked out by the environmental influences and formative events and the resulting requirements for the working world and Recruiting 4.0 are derived.
Finally, the challenges of Recruiting 4.0 are discussed. Innovative recruiting instruments are to be examined on the basis of current research results for their meaningful use in the recruiting of Generation Z. Taking into account the change in values of Generation Z, appropriate recommendations for action are then formulated. The research results used at the beginning of the chapter are intended to justify the meaningful use of potential recruiting measures of the recommendations for action shown.
The first industrial revolution had its origins in the middle of the 18th century and recorded significant changes in the world of work. (Nohlen & Grotz, 2011).
Industrialization describes "[...] i.e. the transition to machine-oriented production [...]" (Geissler, 2014, p. 7). Further developments followed, such as the railway, steam shipping, coal mining and heavy industry. (Kauffeld & Sauer, 2019).
Before industrialization, manual work was still carried out in the family business. The craftsmen were not only in possession of their tools, but owners of them and thus had freedom of choice as to when, where and for how long they worked. At that time, the handicraft work was carried out in the local court. Due to the enormous investment costs of the machines, which many could not afford, a separation of ownership and operation of their own tools developed. The size of the machines ensured that the workplace was outsourced to another location (Mohr & Janneck, 2012). So the consequences of industrialization were that workers were detached from their spatial and social connections and went where industry needed them. (Geissler, 2014). Consequently, there was a local separation of gainful and reproductive work (household activities), i.e. the separation of professional and private everyday life. (Mohr & Janneck, 2012). The physical separation between the place of work and the family environment also changed the psychological attitude of the workers. Accordingly, the work area became purpose-rational and the family was dedicated to the emotional satisfaction of needs. (Nave-Herz, 2014).
The second industrial revolution at the end of the 19th century was characterized by new technologies, the chemical industry and electricity. The resulting new forms of energy use Enabled the world of work for the first time to produce completely or partially self-sufficient from locations and seasons (Geissler, 2014). In addition, organizational changes in production arose due to mass production and flow production in the textile and automotive sectors. Furthermore, she optimized the office work with regard to the communication channels of that time, the telephone and the telegram. Another success was recorded through the development of aviation. This now made it possible to transport goods across entire continents and was thus the beginning of globalization. (Kauffeld & Sauer, 2019).
From an occupational psychology point of view, the division of labour of the second industrial revolution had a strong impact on the skill level of the workers. Due to the constant division of labor and the resulting simplification of the individual work steps, there was a separation of cognitive and physical work. This favoured the development of low-skilled jobs (Mohr & Janneck, 2012).
Already in the first phase of the second revolution, important insights were gained in organizational theory regarding job satisfaction. The so-called Hawthorne studies, conducted in the years 1927 to 1932 by Harvard professors Mayo, Roethlisberger and Dickson (Mayo, 1933) showed that the productivity of the workers does not only lies in the optimization of physical working conditions, but much more from the human-social context. The object of investigation was the effect of improved working conditions, such as break times, lighting and noise changes on the production volume of a test and control group. The result proved an equal increase in performance of both groups in terms of both an improvement and a decrease in working conditions. This suggested that the productivity of workers is not only due to physical conditions, but is significantly influenced by social factors. For the first time, the focus was on the emotional significance of social relationships in organizations (Kauffeld & Sauer, 2019; Schönfelder, 2018).
A closer look at this development leads to the realization that the world of work changed significantly in the first and second revolutions. On the one hand, there was a change from domestic activity to outsourced workplace. On the other hand, industrialization resulted in the separation of ownership and ownership of the tool and the associated freedom of decision of the labor force employed. Further findings arose from occupational psychology. Due to the assembly line work, the activities carried out became cognitively less demanding. For the first time, the human factor and the effects of their needs and emotions were perceived in the world of work.
The third industrial or digital revolution is characterized by the further automation of production by electronics and IT in the early 1970s (Heuermann, 2018). The introduction of the PC had a great influence on the work areas of office administration and production processes. Production programs ensured the automatic execution of work steps of the machines. The first computer-aided robots and machines found their way into the production landscape. The office administration had access to word processing and calculation programs. The effects of increasing automation mainly affected the requirements and tasks of employees, who became increasingly difficult (Kauffeld & Sauer, 2019).
Through the development of microelectronics, PCs, mobile phones and the Internet became socially acceptable. The new information and communication technologies (ICT) have facilitated globalisation on a new scale and have led to social change. (Barthelmäs et al., 2017).
The increasing digitalization in companies once again led to a redesign of work in terms of time and space. In many areas, it was now possible to work from anywhere and at any time. This led to an increasing flexibilization of the working models and a "de-operationalization" of the employees. Novel technologies, such as company laptops and mobile phones, led to increasing accessibility and allowed private and working life to grow closer together. Flexible working hours and an optimized work-life balance have become more attractive for many employees (Schroeder, 2016).
Hanover, 2011: for the first time, the term Industry 4.0 is used at the Hanover Trade Fair and describes a future project of the Federal Government (Schönfelder, 2018b). The Federal Ministry for Economic Affairs and Energy (BMWi) speaks of a digital revolution that defines itself as follows: "If components communicate independently with the production plant and, if necessary, initiate a repair themselves or reorder material - if people, machines and industrial processes are intelligently networked, then we are talking about Industry 4.0" (BMWi, 2019).
There is no consensus in the literature on the beginning of a fourth industrial revolution. Thus, the first three industrial revolutions were analyzed on the basis of primary and secondary literature and can and must criteria were defined in order to be defined as an industrial revolution. However, only a further development of existing technologies, instead of new developments, was noted. (Barthelmäs et al., 2017). In the further course of this work, the term Industry 4.0 is used, as a further development is assumed.
The Federal Ministry for Economic Affairs and Energy writes that in Industry 4.0 [ classic] production is interlinked with state-of-the-art information and communication technology. "The technical basis for this is intelligent, digitally networked systems and production processes" (BMWi, o.J.).
The effects of increasing automation and digitalization on the world of work 4.0 were investigated on the basis of a survey conducted by the Institute for Employment Research (Institut für Arbeits- und Berufsforschung, IAB) and the Centre for European Economic Research (ZEW) from 2012 to 2015. Parts of the studies were the effects of digitization on the employment relationships and qualifications of employees. The companies were divided into three categories, depending on the degree of use of digital technologies in pioneer companies, companies in the main field and latecomer companies. Employees were categorised according to formal educational qualifications or the increasing level of requirements and complexity of their work as follows: Helpers (low requirements), specialists, specialists and experts (high degree of complexity). The result of this study was that with increasing digitization in the company, the employment share of experts almost tripled (Lehmer & Matthes, 2017). This result is also in line with the BMWi's statement on the digitization of the world of work 4.0, so industry 4.0 requires "well-trained specialists, lifelong learning and new professional qualifications." (BMWi, 2019).
In summary, it can be stated that the increasing digitization in the company is recording a change in the organization of work in a way that is independent of place and time. The development of digital technologies requires increasing flexibility and constant availability of employees. The consequences lie in the fusion of professional and private life. Furthermore, due to the increasing complexity of work processes, an increased demand can be made with regard to the qualification level of the employees.
Demographic change describes the structural change of the population on the basis of the birth rate, life expectancy, net migration and the quantitative ratios of the sexes. This data is analyzed and a forecast of future development is made (Weinert, 2018a).
Germany recorded steady population growth until the mid-1970s, with a population of 46 million in 1946 and rising to 62 million by 1975. One reason for this was the so-called baby boom until 1964 and the waves of immigration. The birth surplus of the baby boom had offset the declining birth rate by 1972. The decline in immigration due to the construction of the Berlin Wall and the ban on poaching foreigners caused a stagnation of the number of inhabitants. It was not until the end of the 1980s, with the unification of Germany with the GDR and another wave of immigration, that Germany again recorded a phase of growth. However, the decline in the birth rate remained. The decline in births will remain constant for another four decades, except for minimal fluctuations. (Geißler & Meyer, 2014). The death rate is decreasing and the life expectancy of the population is increasing significantly. Reasons for this development include better medical care. As a result of this development, fewer and fewer people are of working age. In the long term, it will therefore be difficult for companies to find qualified workers (Weinert, 2018b).
The following table is intended to illustrate the demographic change from 1960 to 2010 on the basis of the aforementioned developments.
Table 1: Demographic indicators for Germany; before 1990 only West Germany, from 1990 West and East Germany combined
Abbildung in dieser Leseprobe nicht enthalten
Source: (Dudel, 2018, p. 11)
By 2030, the baby boomer generation will retire from the workforce. Consequently, the labour force will fall by about 5%, and by as much as 11% by 2040. (Werding, 2019). The effects of this development on recruitment are explained in the following chapter.
The impact of demographic change on companies brings with it new challenges. For decades, companies have been able to benefit from the baby boomers, the increasing number of working women and well-educated migrants. However, this abundance is coming to an end in the next ten years. (Sinn, 2018). If the workforce of companies gets older on average with each passing year, the proportion of young professionals is steadily decreasing. But not only the quantifiable data are a problem (Armutat, 2018b). A study by the German Society for Personnel Management e. V. shows that among the current megatrends of HRM, demographic change and change in values will have the greatest impact on HRM in the future (DGFP, 2015, P. 6). Due to the decreasing number of young professionals, employers have to present themselves attractively on the market (Armutat, 2018b). They have to convince the few qualified workers of themselves as employers and win them over. Many companies have already experienced receiving fewer applications for a vacant position in recent years than in previous years. (Kanning, 2017). In times of digitization and demographic change, talents are becoming increasingly passive. They can be approached and mediated by companies and headhunters without ever being active in the applicant market (Buchheim & Weiner, 2014). Current studies show that the shortage of skilled workers in companies is already noticeable today and is increasingly playing a greater role (Staufenbiel Institute & Kienbaum, 2017). The use of new technologies can compensate for the shortage of specialists to a certain extent, but not all areas in the company can be automated (Sinn, 2018).
Companies must initiate up-to-date measures in recruitment. In the future, personnel marketing and employer branding (Ch. 3.2) make a decisive contribution to the company's success. Especially companies that do not have a high level of awareness will feel the shortage of skilled workers depending on their employer attractiveness on the market (Renkhoff-Mücke, 2015). For this reason, it is essential for companies to understand the wishes and expectations of the target group, Generation Z, and to align their recruitment with them in the future. Only in this way will it be possible for companies to attract the attention of potential talents on the market in the long term and to be perceived as an attractive employer.
Committed employees are a guarantee of the economic success of the company. Finding them and binding them to the company is one of the tasks of the HRM (Brademann & Piorr, 2019). There are currently four generations on the labour market. By 2030, the oldest generation, the baby boomers, will leave the labor market (Werding, 2019). In the following chapter, recruitment will be explained in more detail. Tasks and instruments of classic recruitment are considered. Subsequently, the change to e-recruiting caused by digitization should illustrate why previous measures are not up-to-date for Generation Z and what challenges arise for recruiting due to digitization.
Demographic change and digitalization are placing new demands on recruitment. Thus, the supply of available human capital will continue to decrease, competitive pressure will increase and acquired knowledge will be subject to an expiration date. Due to the dynamic environment and the increasing complexity of activities (Ch. 2.2) recruitment is becoming increasingly complex and challenging. Especially companies that have been on the market for some time are of the opinion that it would still be up-to-date and sufficient to place job advertisements on the company website and in one or two portals. However, applicants are increasingly taking a passive stance and becoming more demanding. In the digital age, therefore, different expectations on the part of the candidates apply. Top executives are strongly courted by companies and headhunters and no longer have to actively look for new challenges. You can choose potential employers. In addition to the behavior of the representatives of companies and the handling of the application process, candidates today also have the opportunity to check the values and corporate culture suggested to the outside world. Employer review portals ( Glassdoor, Kanunu ) offer the option to view current and former voices of the companies and to use them as a further decision criterion. Further opportunities to get an idea of the potential employer are offered by the company website and numerous social media and social network channels ( Facebook, Xing, LinkedIn ). Job descriptions alone are therefore no longer sufficient to convince candidates. Companies are forced to invest time and money in their employer brand in order to remain competitive. Due to these changes, personnel marketing and employer branding are becoming fundamental influencing factors in recruitment. (Buchheim & Weiner, 2014).
Recruitment deals with the quantitative and qualitative personnel planning, search, selection and recruitment of suitable candidates. The aim is to provide the company with the human resources needed at the required time in accordance with the qualification requirements. Basically, the recruitment channel should always be used, which promises the greatest possible result (Kuster, 2017). Companies see the greatest challenges in recruitment in the target group-oriented selection of recruitment channels and media, formulation of job advertisements and target group definition (HAYS, 2013). In the course of this chapter, the focus is on personnel search and recruitment. For a better understanding, the following figure describes the ideal recruitment process according to Richter and Forster (2002) on the company and candidate pages and explained below.
Figure 1 The ideal recruitment process
Abbildung in dieser Leseprobe nicht enthalten
Source: (Horster & Richter, 2002, p. 225)
On the basis of personnel planning and the quantitative and qualitative requirements for new appointments defined there, a distinction is generally made in recruitment between internal and external procurement. (Figure 2). Internal recruitment describes the filling of a vacant position by own employees, the external one consequently the filling by potential (non-company) employees. Subsequently, the necessary procurement measures are determined and initiated. It is hoped that potential candidates will become aware of the company and apply.
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