How big should companies be for international recruiting to pay off?
Employers should already be of a certain size to be able to provide sufficient internal resources. Simply recruiting the specialists is not all there is to do. Onboarding plays a key role in determining whether they stay. Employers need to carefully prepare their integration process, name responsible persons, and support specialists in everyday matters. In the hospital sector, institutions start thinking about international recruiting when they have at least 200 beds. In commercial and technical areas like professional drivers or electronics technicians, and for IT specialists, companies are mainly mid-sized and have around at least 250 employees.
What is the ideal number?
This depends on the company's needs. However, we recommend recruiting at least five specialists from the same country. There are two reasons for this: People are choosing to leave their families and their social environments, which requires a high level of mental fortitude. If they can take this step alongside others from their own country whom they know from the language course, this is a big help. I would even go so far as to say this is a guarantee for success.
When do employers and specialists get to know one another?
At our company, all applicants complete a multi-step assessment and profiling. We choose specialists with the right profiles based on the employer’s requirements. First, employers present their company at an informational event. Interviews are then held on site or online. For some recruiters, the meetings take some adjustment. This starts with language, as nurses for example are usually at a B1 level at this point, and not yet fluent. Their interview partner needs to remain open and ready to address the person’s potential, in a respectful way.
How long does it take for specialists to arrive in Germany.
This is a legitimate question, but also a very difficult one. Even with optimal processes and years of experience, there are unknown factors that cannot be influenced. This starts with language learning: Some people learn more quickly, and some more slowly. It also depends on the desired language level specialists should have upon arrival. There are also unknown factors related to organizing required documents and having a visa granted. It is understandable that employers want to be able to plan, and of course there is a timeline of around 9 to 18 months, depending on the career and service contract. Since we generally work with clients long-term, a certain “pipeline” of candidates is established who then even themselves out at more or less regular intervals.
Are employers handling onboarding in a professional way?
I believe some could do better. An unbelievable amount has changed in the last ten years, but I am always surprised that not every company has an integration concept yet in the healthcare and nursing sector. There are professional initial training concepts, but integration is much more than this. It also means supporting employees as they become part of their team, their home, and their social environment. There is definitely still room to improve here.
Preboarding is also often underestimated. A certain amount of time passes, of course, between the interview and when the employee arrives. We maintain contact with specialists during this critical phase. Employers can strengthen loyalty from their future employee through a preboarding concept, which includes measures like online meetings or a newsletter.
What do you believe is important in terms of international recruiting?
Fairness. For me, this means maximum transparency. Specialists need to know what to expect, so they can apply for a job opening with a good feeling. They need information, including beyond just the hard facts. Applicants are interested, for example, in advanced training opportunities or what initial support they will receive. In my opinion, a fair application process always ensures maximum transparency between everyone involved.
