Motivation and care of existing employees are of fundamental importance of increasing international competition, as well as the transparency of the labour market are only two reasons why companies always find it hard, to find qualified staff and to keep. Personal marketing is to remedy this. Companies throughout Europe are complaining about the increasing trade and lack of leadership, which is due on the one hand on the consequences of demographic developments, as well as on the other hand on the transparency of the labour market. It is only the logical consequence that companies have today significant difficulties to find not only professionals and executives, but generally qualified personnel and then in the long term to bind the company. In the course of these developments, our HR marketing becoming more and more important.
The transfer of the marketing thinking on human resources understanding is generally under HR marketing. The areas primarily affected by the personal marketing is that Staff market research, taking care of the employees and the recruiting. In this respect, HR marketing aimed to existing employees (internal focus), as well as to potential candidates (external focus). In the heat of battle internal focus is the implementation of personnel marketing often neglected inexcusably, which can jeopardize the success of the external personnel marketing. Are there but the employees say future colleagues, which allows the laboriously constructed (trug-) image of the ideal company abruptly can destroy a candidate through a few comments or anecdotes from the past. With the help of internal personnel marketing an increase in employee satisfaction can be achieved and ensured, that the staff out there actively that image of the ideal employer for. The most common instruments of internal personnel marketing further and advanced training opportunities include mission statement in terms of staff development job rotation company (image) equitable remuneration incentives as Bonuses or profit-sharing social services of the company in the operational implementation of job rotation is usually between two different forms distinguished, which can however be combined: Jobenrichment: task switching in different high requirement level (job enrichment) Jobenlargement: task switching within a request level (activity extension) human resources development, as well as job rotation pose a considerable administrative burden, which in more companies suitable software solutions are to support these two aspects used.