Recruiting is neither magic nor rocket science.
I am a recruitment advisor, entrepreneur and author. For around two decades, I have helped industrial and technology companies fill their key positions – and shown managers how recruiting really works in practice. Now I have written a book about it.
Geheimsache Recruiting
What managers really need to know about recruitment
Why do attractive positions stay vacant for months even though everyone is trying hard? Because many assumptions about recruiting do not match reality. The book shows how recruiting actually works and what you as a manager can do yourself to get your positions filled. It is published in German.
- Why success starts with the hiring manager, not the recruiter
- How to write a job profile that actually exists on the market
- How to choose search consultants, pay them fairly and manage them
Consulting for industry and technology
I advise companies and managers on how to recruit the right people for their key positions. With commitment and real technical expertise.
- Recruitment marketing that reaches the right candidates
- Recruiting strategies that appeal to the people you actually need
- Selecting and managing external recruiters
- Support for your in-house recruiting team
From the field
Stories from around two decades of executive search: from the strategic appointment of a head of sales to a discreet search in the defence industry.
Head of Sales and Marketing, Electronics
Why the choice between a recruiter and a search consultant matters so much.
Managing Director, Electronics
A technology leader wants a boss on a par with its technology. Spot the contradiction.
A Discreet Search in the Defence Industry
Neither knew whom the other worked for. Soon afterwards, both worked for the same company.
Successful recruiting essentially rests on three factors: hard work, expertise and luck. The first two can be influenced.
I know how hiring managers think
I did not start out in recruiting. I studied electrical engineering, worked as a sales engineer in security technology and founded several companies. I have walked the path that many managers and entrepreneurs take.
That is why I know both sides of the table: that of the hiring manager who urgently needs good people, and that of the recruiter who is supposed to find them.