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Both the international comparative and German Cranfield surveys give a clear overview of the current human resource practices in German (Festing, 2012).
German faces challenges such as recruitment due to a demographic change, which in addition to low unemployment rates led to inadequately qualified personnel. Hence, most major companies use active employer branding while smaller ones use selected employer branding practices with an aim of attracting candidates. German uses a formal selection of the workforce such as psychological or legal writing less often as compared to other countries. After a semistructured interview of applicants, the required number for the position are picked based on their curricula vitae (Festing, 2012).
The elected body representing the interest of employees may be the cause of the lack of formal selection methods. The work council neglects the use of the devices. Although the German companies tend to show a consistency in the use of carefully local selection procedures based on work experience, educational training, and internship report. It clearly brings out the employment system in Germany (Festing, 2012).
Most of the companies in German use extensive staff development and long-term career planning which include technical capability and functional proficiency as central values. It influences the retention of most employees resulting in a steady job security making dismissal very carefully. Because of the job security, the company wins most employees who work for many years.
Regarding compensations, the amounts vary according to the individual monthly earnings. The wages and salaries of most of the German workers, however, results from tariff agreements from collective bargaining. In the international comparison of HR practices as per the Granfield network in 2011, most of financial participation and performance-related pay are frequently used in United States than in Germany. German mainly majors in the use
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