{"id":68,"date":"2019-10-23T18:15:49","date_gmt":"2019-10-23T18:15:49","guid":{"rendered":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/?page_id=68"},"modified":"2019-10-28T20:03:59","modified_gmt":"2019-10-28T20:03:59","slug":"germany","status":"publish","type":"page","link":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/germany\/","title":{"rendered":"Germany"},"content":{"rendered":"\n
\"\"<\/figure>\n\n\n\n

Introduction and overview of the country<\/h2>\n\n\n\n

Germany is a country often viewed as coordinated and very structured. This goes without saying that HRM processes standardized among companies across Germany. The minimum age for “regular” employment is 18, and the employment of children under the age of 15 is generally forbidden (Ullmann n.d.). Although unionization in Germany has dropped down to 30%, over 90% of the workforce is covered by collective bargaining agreements (Jahan 2019). The German workplace has an elaborate system called co-determination that allows workers to participate in corporate governance. The Workers Constitution Act of 1972 legally allows workers to form work councils and appoint representatives to sit amongst the board. When hiring local Germans into companies, it should be taken into consideration that Germans are often a lot more focussed on hierarchy and will therefore often wait for orders from their superior (Schuiveling n.d.). <\/p>\n\n\n\n

Recruitment practices <\/h2>\n\n\n\n
\"\"<\/figure>\n\n\n\n

Upon applying to a position\nfor a company, the candidate must hand over documents like the curriculum vitae\n(CV), relevant certificates, and a cover letter. The curriculum vitae is\nsimilar to that of a resume and often includes a photo of a candidate (F\u00fcrnthaler,\nn.d.). Relevant certificates are essential documents that prove to the employer\nand relatable skill that the candidate posses which applies to the vacant\nposition.  The standard recruitment\nprocess in Germany is mostly divided into 4 main steps:<\/p>\n\n\n\n

  1. Phone Interview<\/li>
  2. Competency Test<\/li>
  3. Face-to-face interview<\/li>
  4. Reference Check<\/li><\/ol>\n\n\n\n

    The initial phone interview\nis held to clarify any confusing or missing information from the candidate’s CV\nand cover letter. Following the phone interview, the candidate is requested to complete\na competency test (the use of the competency test may vary among companies). If\nthe employer is happy with the candidate so far, a face-to-face interview will\nthen be scheduled. German companies consider interviewing applicants personally\nas the most effective and eminent hiring method (Shamin 2015). A reference\ncheck is a crucial final step in the recruitment process that all German\ncompanies seek. It contains key responsibilities and an evaluation of the\ncandidate at their previous position by the employer. Since Law states that no\nprevious employer can give a negative reference that hinders a candidate’s\nchance in seeking new employment, managers have coded their evaluation of the\ncandidate. If the candidate is said to be an average employer, then the\ncandidate is said to be a poor worker; and if the candidate is mentioned to be\ngreat, then the candidate is a good or great worker (F\u00fcrnthaler n.d.).<\/p>\n\n\n\n

    Selection practices<\/h2>\n\n\n\n

    Employee selection is\nchoosing the right person for the job. The success of a company depends on the\nquality of its employees (Jahan 2019). \nOn a technical basis, there are two main criteria that German employers\nlook for when selecting a candidate to fill a position: KSA and work\nexperience. Knowledge, skills, and abilities (KSA) of the candidate are good\nindicators of whether or not a candidate will find success in the available\nposition. Work experience, on the other hand, will help reduce training time\nand assists in differentiating similar candidates with similar KSAs from one another.\nOverall, German companies are looking to find candidates that provide a good\nfit within the companies goals and culture (Jahan 2019). Since structure and\ncohesion are valued highly in German companies, ideal candidates must be able\nto adjust to others in the company, while still being able to complete their\nassigned tasks. It should be noted that since candidates are hired based on\ntheir traits and characteristics, factors such as having the right connections\nare not often taken into account during the hiring process (Erwee & Paelmke\n2008).<\/p>\n\n\n\n

    Miscellaneous information<\/h2>\n\n\n\n

    If a candidate is looking to\nfind work in Germany, learning the German Deutsch is no a requirement but more\nof a positive addition. There are many English speakers especially in bigger cities\nlike Berlin Frankfurt. Learning the German Deutsch can be seen as a commitment\nof the candidate towards the job and it will only improve the chances of\nrecruitment. Employers to find candidates are now frequently using online\nsites. LinkedIn or XING Talent Manager (the equivalent of LinkedIn for the DACH\nregion) is among the most popular job posting sites (Anon 2017).
    <\/p>\n\n\n\n

    Bibliography<\/h2>\n\n\n\n

    Anon, 2017. 5 recruiting trends from\nGermany you should be aware of. CompanyMatch News<\/em>. Available at: https:\/\/www.companymatch.me\/news\/english\/5-recruitment-trends-germany\/\n[Accessed October 25, 2019].<\/p>\n\n\n\n

    Daniel, 2017. Recruitment process in\nGermany. Welcome Center Germany<\/em>. Available at:\nhttps:\/\/welcome-center-germany.com\/recruitment-process-germany\/ [Accessed\nOctober 22, 2019].<\/p>\n\n\n\n

    Anon, 2019. Do I need to know\nGerman? Ich m\u00f6chte in Deutschland arbeiten, studieren, leben<\/em>.\nAvailable at:\nhttps:\/\/www.make-it-in-germany.com\/en\/living-in-germany\/german\/german-knowledge\/\n[Accessed October 24, 2019].<\/p>\n\n\n\n

    Erwee, R. & Paelmke, H., 2008.\nHiring, training and development practices in German and Indian manufacturing\ncompanies . Available at:\nhttps:\/\/www.anzam.org\/wp-content\/uploads\/pdf-manager\/1271_ERWEE_RONEL-34.PDF.<\/p>\n\n\n\n

    F\u00fcrnthaler, P., German Hiring Procedures\nand the Employment Contract. How To Germany – German Hiring Procedures\nand the Employment Contract<\/em>. Available at:\nhttps:\/\/www.howtogermany.com\/pages\/hiring-procedures.html [Accessed October 21,\n2019].<\/p>\n\n\n\n

    Huo, Y.P, Huang H, J, & Napier, N.K.\n2002. Divergence or convergence: a cross-national comparison of personnel\nselection practices. Asia Pacific Journal of Human Resources. 40 (1), pp 38- 54<\/p>\n\n\n\n

    Jahan, S., 2019. Employee\nSelection. Human Resource Management<\/em>. Available at:\nhttp:\/\/hrmpractice.com\/employee-selection\/ [Accessed October 25, 2019].<\/p>\n\n\n\n

    Schuiveling, M., Recruitment and\nselection in Germany. Velde<\/em>. Available at:\nhttps:\/\/www.veldegroup.com\/clients\/recruitment-and-selection-in-germany\/\n[Accessed October 22, 2019].<\/p>\n\n\n\n

    Shamin, A., 2015. A study of the\nrecruitment and selection practices of German Development Cooperation\n(GIZ). A study of the recruitment and selection practices of German\nDevelopment Cooperation (GIZ)<\/em>. Available at:\nhttp:\/\/hdl.handle.net\/10361\/4463 [Accessed October 25, 2019].<\/p>\n\n\n\n

    Ullmann, K., Germany: Recruitment and\nselection. XpertHR.com<\/em>. Available at:\nhttps:\/\/www.xperthr.com\/international-manual\/germany-recruitment-and-selection\/6533\/\n[Accessed October 23, 2019].<\/p>\n","protected":false},"excerpt":{"rendered":"

    Introduction and overview of the country Germany is a country often viewed as coordinated and very structured. This goes without saying that HRM processes standardized among companies across Germany. The minimum age for “regular” employment is 18, and the employment of children under the age of 15 is generally forbidden (Ullmann n.d.). Although unionization in … <\/p>\n

    Continue reading “Germany”<\/span><\/a><\/p>\n","protected":false},"author":377,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-68","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/wp-json\/wp\/v2\/pages\/68","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/wp-json\/wp\/v2\/users\/377"}],"replies":[{"embeddable":true,"href":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/wp-json\/wp\/v2\/comments?post=68"}],"version-history":[{"count":4,"href":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/wp-json\/wp\/v2\/pages\/68\/revisions"}],"predecessor-version":[{"id":185,"href":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/wp-json\/wp\/v2\/pages\/68\/revisions\/185"}],"wp:attachment":[{"href":"https:\/\/eportfolios.capilanou.ca\/laurieprangemartin\/wp-json\/wp\/v2\/media?parent=68"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}