
The labor market is getting tighter and talent is becoming scarcer, including in the area of specialists and managers. What is the strategic response to this development? Increased productivity, increased efficiency, targeted education strategy, hiring women, immigration, promoting part-time jobs, increased reintegration of parents, regardless of gender, inclusion?
Above all, companies must find answers to how they can implement flexibility in a modern corporate culture with individual sovereignty over their own working environment. Furthermore, employees must participate more in success (and failure) in accordance with their commitment. This is already common practice in some industries, but awareness of this should be further increased.
The question of how and, above all, where work will take place in the context of digitalization is also exciting. Flexibility in working hours and work location will be an important part of this. All companies must prepare for this today, for example with a regulation on how to be productive and technically optimal outside of the office.

Employer branding goes beyond a mere trend; it is about proactive action and the need to address the shortage of skilled workers and tough competition with a long-term strategy.
At its core, successful employer branding aims to systematically highlight the values, strengths and uniqueness of an employer while ensuring that it is actually perceived as a more attractive employer. These positive effects have an impact both internally and externally.
It is important to understand that employer branding does not depend on the size of the budget, but on a strategic investment and a professional approach. The systematic development of a distinctive employer brand can save costs in the long term, both directly and indirectly.
Medium-sized companies have the opportunity to position themselves as "employer of choice" and to assert themselves against strong competition for talented specialists with a unique employer brand.
Building an employer brand is a multi-stage process that includes analysis, definition of the employer brand and coordination of internal and external communication and implementation measures. The credibility of the brand must begin internally within the company.
Successful employer branding covers the entire value chain from positioning to employee recruitment and retention. It requires a holistic talent management approach, innovative compensation models for top talent and the re-engagement of former employees as part of alumni management.
In order to successfully implement employer branding, it must be anchored in the company from the outset and requires cooperation between corporate communications, marketing and human resources management.
For HR development, employer branding means that educational work must be done, especially with regard to support from above and interdisciplinary cooperation. However, it also offers the opportunity to strengthen the role of HR managers as strategic partners in the company.
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