Open Access

The subject of this paper is the effectiveness of radio advertising with a focus on attracting technical specialists from regional medium-sized companies. This is done on the basis of BDT Media Automation GmbH, a medium-sized B2B company from Rottweil. For this purpose, the target group is first determined and analyzed. Subsequently, five hypotheses are formed in view of the employer branding concept and an extensive literature research regarding radio advertising. These hypotheses will be examined in the empirical part of this paper by means of a study with 31 human resources managers and recruiters, and their accuracy will be tested. After evaluating the data, the results of the study are presented in order to provide BDT as well as other medium sized companies with recommendations for action regarding the effectiveness of radio as a communication tool for employee recruitment.

The new VUCA world leads to faster processes in companies, why the strategic planning for employee training has changed. The company Continental AG in Villingen therefore wants to introduce an LMS in shopfloor. The introduction of a new learning platform leads to a change in the learning culture. This paper aims to answer the research question: “How can a learning culture be created with the help of the introduction of an LMS?” Thereby barriers and success factors that promote a learning culture by using an LMS will be noted. To answer the research question, a qualitative research study was conducted. Based on conducted expert interviews, formed categories were used to answer the research question. The analysis shows that marketing of LMS leads to an increase in acceptance of the LMS. Created frameworks support continuous learning and by means of the defined strategy the implementation of independent learning can take place. With the help of the effectiveness and the implementation of the goals, the learning culture can now be measured and promoted. Further research could be to determine the influence of voluntary use on the learning culture.

The present paper aims to identify role conflicts according to social role theory that leaders acting as managerial coach might be exposed to during their work. Therefore, several behavioral approaches that are characterizing for managerial are identified through literature assessment. These distinctive behavioral patterns are analyzed upon alternative reasonable expectations that role senders might have in regard of leadership. Hereby this study can identify several potential sources of person-role conflict due to incongruencies between expectations of role senders and the actual leadership behavior of a managerial coach. As literature indicates that role conflicts have serious impacts on the effectiveness of leadership behavior, this study furthermore presents a guideline for organizations and managerial coaches on how to support the acceptance of coaching.

Many entrepreneurs are still conducting business today according to the principle "the purpose of business is business". The focus here is primarily placed on the corporation’s profits while human relations within the enterprise are almost completely ignored. Humanity and business are, after all, seen as two mutually exclusive concepts. However, results of studies undertaken by well-known research institutes, such as Gallup, indicate this management style to be inefficient for businesses in the long run as the resulting low emotional bond of employees with their companies generates high costs for organizations. For this reason, the present paper examines the extent to which humanity and business are really two mutually exclusive ideas and provides an answer to the research question of whether taking a human approach in a business is a crucial factor for its success. In addition, the possible effects resulting through the integration of humanity in business are analyzed. To provide an answer to the research question, the currently most recent working challenges in organizations as well as their corresponding demands were first worked out. Subsequently, the human being - with a specific focus on human emotions and emotional needs – was closer examined due to its significance in the company. Finally, the possible effects achieved by taking a human approach in a business were presented on the basis of two already human-oriented corporations. All researches were predominantly based on primary sources as well as on the results of a self-conducted qualitative interview. The results of all investigations clearly suggest that taking a human approach in an organization is a decisive factor for its success. In addition, it was established that human interactions even help enterprises in achieving astonishingly quick and long-lasting financial successes. It is therefore plain that it is necessary for companies pursuing the goal to be successful in the long-term to break free from the common principle of "the purpose of business is business" and instead be more open to new forms of management, such as "Humanity and Business".

Candidate experience management is gaining in importance: The recruiter experience study in 2018 revealed that 63% of the recruiters questioned throughout Germany considered optimizing the candidate experience to be one of the top priorities for future actions. Why is that? It is becoming increasingly difficult for companies to recruit top talents. Because of demographic changes, the workforce supply is declining and the competition among firms is growing. What does that mean for companies? Firms need to counter-tactics and ensure that talented people stay in the application process instead of opting for the competition. The goal is to attract talented individuals and ultimately win them over for the corporation. How can companies successfully manage it? To be successful as an employer, it is well worth optimizing contact points along the application process and providing the best possible experience for candidates. Ideally, this can also help to strengthen the employer brand. Literature, including previous findings, as well as insights about the collaborating company Marc Cain provide a baseline. A qualitative research examines how different candidates Marc Cain recently hired perceive the candidate journey and its resulting candidate experience. For this purpose, interviews are conducted along the established candidate journey model of Athanas and Wald. The aim of this work is to answer the overall research question of the title: Optimizing the Candidate Experience at Marc Cain GmbH – Can this Investment sustainably strengthen the Employer Brand? The research indicates that essential attributes for candidates during the application process are transparency, communication, authenticity, a personal approach, and feedback. Moreover, it shows that Marc Cain does not have a bad status quo or starting point, but regarding future developments does have the potential for optimization. How exactly Marc Cain can counter this shortage of talent through an improved candidate experience, and how the employer brand benefits from it, is examined in the following work. Further, recommendations for action are meant to express direct suggestions for the company.