Language
and motivation count

We have been active on the international applicant market since 2016. We started working via personal networks, then we professionalized our recruiting more and more and added external cooperating partners. In this way, we recruit both nurses whom we hire directly as recognized specialists, as well as people with recognized credentials from abroad. We also hire trainees. Around 250 – 350 persons actually immigrate each year across all qualification levels.

First, we determine how many nurses we need, and with what qualifications. Then DEKRA Expert Migration starts searching in the regions where they are working. Service providers are simply closer to applicant markets in the countries in question; as an employer, it is difficult to manage all of this yourself.  

Once a certain number of candidates has been assembled, we start the process. We hold a recruiting event to provide information – either on site or online – about the Victor’s Group and hiring framework conditions. All interested nurses then receive a questionnaire. This focuses primarily on issues that will affect their later work location. For instance, if someone likes to climb mountains, then a position in Mecklenburg-Vorpommern won’t be appropriate for them.

The next step is an interview, focused in particular on the nurse's motivation and language skills. This is generally held in German. If this doesn’t go well, we set back some applicants for a later interview. It doesn’t help anyone if we are very lenient with the interview, and then people aren’t able to manage here.

First, everyone participates in a four-week onboarding course. This includes an intensive language course and introduction to the German healthcare system.  The content focuses on basic care and documentation – issues that are difficult for international nurses, based on past experience.  

Then initial training at their respective locations begins. Generally, local managers are responsible for this, together with practical instructors or experienced specialists. We are also introducing mentors right now; they are already working at some locations. In general, role distribution is dynamic, since on site framework conditions can differ. If there are mainly German workers at a facility, we run the onboarding differently than if a nurse is being sent to a facility where many people from their same country are already working. We design the process to be highly individualized. This is more complicated than a standardized process, but it is the only way to best serve our international colleagues.

A little later, or at the same time as initial training, preparations for the expert knowledge test begin if the new colleague's credentials aren’t yet fully recognized. Courses are also organized by DEKRA Expert Migration. During this time, international employees work as nursing assistants. Preparations take several months, then nurses generally pass the test.

Language is essential. It is the foundation for everything else to work. Personal motivation is the second factor. I’d rather have someone who is motivated and committed to their job with less professional expertise than the reverse. After all, this results in longer, more satisfied, and smoother employment relationships.

In most cases, employees leave us and not the other way round.  In my assessment, money is the most frequent reason. Usually, nurses come to Germany with financial motives, and they often have others dependent on their income as well. As a nursing home provider, we often cannot compete with wages at hospitals. We try to compensate for this, of course, for instance through our work allocation or our welcoming culture.

If it was someone from our industry: Think about the sustainability of the overall process. It’s not just about recruiting nurses or organizing recognition of credentials. For us as a nursing home provider, the actual work we do results because we cannot offer these financial incentives. Because of this, employers need to consider from the start how to compensate for this. I recommend defining the positive incentives there are, as well as contractual options for ensuring long-term loyalty among nurses. Transparent communication right from the start is needed. In addition, it is very important to integrate colleagues in the residences. If they are thrown into cold water without preparation, they will be overwhelmed.