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Honeypot

4.0

Review

Honeypot designs SaaS software that helps modernize HR workflows. For more information about Honeypot see the about page. When choosing your online software, one of the many things you will want to know is if the publisher will be around for the foreseable future. Sometimes it can be useful to check out the careers page as a growth indicator. Some of the common questions asked by HR personnel about the tools they sell have been listed on the FAQ page. Honeypot regulary publishes articles about good HR practices and new releases of its software. The articles treat subjects like HR Tips, Product and Developer Careers.

Software features

Specialties

The Honestly blog specializes in Employee Engagement and Company Culture and Employee Engagement.

Pricing

Pricing for Honeypot depends on your company's needs. This will factor in the number of software users and the size of your organization. For all the pricing details check out the dedicated page.

Security

You want your valuable and sensitive employee data to be in good hands. Honeypot is very aware that security is a key aspect of HR sofware. You might want to take a look at the Honeypot privacy policy to get a better understanding on their internal security processes. The terms and conditions page outlines all the details. Legal information is available from Honeypot. They also have a page about their cookies policy.

Interested?

If you are ready to choose Honeypot as your HR solution or need additional information, you can reach their sales team by phone or email.

Articles

Honeypots neues Mitgliedschaftsmodell führt zu besseren Ergebnissen für Unternehmen und Talente
Unsere Mission bei Honeypot ist es, Unternehmen und Entwickler zu verbinden. Wir sind kontinuierlich darum bemüht, diesen Prozess zu verbessern. Deshalb haben wir in den letzten beiden Quartalen verschiedene Anpassungen getestet, um zu verstehen, was unseren Partnern zu mehr Erfolg beim Recruiting helfen könnte. Angefangen bei einer Analyse des Einstellungsprozesses und den damit verbundenen Pain Points. Wir vermuteten, dass unsere Partner erfolgreicher sind, wenn sie nicht durch das alte komissionsbasierte Modell eingeschränkt wären. 2020 haben wir ein neues Mitgliedschaftsmodell eingeführt und schnell Erfolge gesehen: Unternehmen auf Honeypot stellen im neuen Modell durchschnittlich dreimal mehr Talente ein als im alten komissionsbasierten Modell. Wie hat das Mitgliedschaftsmodell zu so viel mehr Erfolg geführt? In einem komissionsbasierten Modell Kandidaten zu suchen und einzustellen ist auf kurzfristige Erfolge und nicht auf langfristiges Vertrauen ausgelegt. Es wird lediglich ein Problem nach dem anderen gelöst. Der Fokus liegt nicht auf einer langfristigen Beziehung, sondern auf “dem nächsten neuen Kandidaten”. Daher verabschieden wir uns von diesem Weg. Wir wissen, dass Tech-Recruiting notorisch schwierig und kompliziert sein kann, und der einzige Weg, dies zu meistern, sind zuverlässige Partner und Prozesse. In den letzten Monaten wurden wir in unserer Entscheidung auf ein neues Modell zu wechseln bestätigt: Unternehmen im neuen Mitgliedschaftsmodell stellen im Schnitt dreimal mehr Tech-Talente ein und sind dabei noch schneller. Unternehmen können alle Vorteile unserer Plattform nutzen, eine echte Partnerschaft zu unseren Client Success-Teams aufbauen und von deren Expertise profitieren. Unsere Client Success-Manager sind Experten für Tech-Recruiting und helfen Unternehmen dabei: Ein wettbewerbsfähiges Gehalt zu bestimmen Talente effizient einzuladen und zu screenen Best Practices zur Verbesserung des Rekrutierungsprozesses umzusetzen und bei allen anderen day-to-day Themen bezüglich Tech-Recruiting Im Rahmen des neuen Modells haben wir bereits erlebt, dass Kunden in nur wenigen Wochen mehr als zehn IT-Fachkräfte eingestellt haben. Im alten komissionsbasierten Modell wäre das für die Unternehmen sehr teuer gewesen. Solche hohen Kosten können den Einstellungsprozess für viele Unternehmen verlangsamen oder sogar stoppen. Im neuen Modell aber, konnten diese Unternehmen weiterhin nach Kandidaten suchen und das Tech-Team noch weiter vergrößern. Im neuen Modell bieten wir verschiedene Pakete – die monatlichen Mitgliedschaftsbeiträge variieren und sind dem Bedarf der Unternehmen angepasst. Monatliche Beiträge bieten Unternehmen Planungssicherheit und einen Kostenüberblick beim Recruiting, den das alte Modell vermissen ließ. Für Start-ups bieten wir zudem als Einstieg ein Kommissionsmodell mit einem geringen Monatsbeitrag an. „Im Fokus von Honeypot werden immer die Entwickler stehen – für unsere Developer Community wird sich auch nichts ändern. Es ist aber ein guter Zeitpunkt, um einen zusätzlichen Schwerpunkt auf die Preisgestaltung für Unternehmen, die in großem Stil Tech-Talente einstellen müssen, zu legen. Wir gehen jetzt also einen neuen Weg: weg vom kommissionsbasierten Preismodell, hin zu einem Mitgliedschaftsmodell. Unternehmen zahlen einen monatlichen Mitgliedschaftsbeitrag und können dafür kostenfrei Developer über Honeypot einstellen. Das ermöglicht uns, eine langfristige Partnerschaft mit unseren Kunden aufzubauen, und persönliche sowie individuelle Hilfe beim Aufbau des Tech-Teams und Tech-Recruitings zu geben. Am Ende hilft das neue Modell uns, den Unternehmen und den Developern.” Philipp Goos, Honeypot CEO Wie der Wechsel für Unternehmen gelingt Am 1. November 2020 haben wir offiziell angekündigt, dass wir von einem komissionsbasiertem Modell zu einem Mitgliedschaftsmodell mit persönlicher Betreuung für alle Kunden wechseln werden. Änderungen für Kunden aus Deutschland und Österreich: Ab dem ersten April wird Honeypot nur noch für Mitglieder zugänglich sein. Wir möchten alle Kunden, die in Deutschland oder Österreich ansässig sind, bitten, sicherzustellen, dass sie einen neuen Mitgliedschafts-Vertrag abgeschlossen haben. Partner, die die Umstellung auf das neue Modell noch nicht getätigt haben, sollten sich an ihren Client Success Manager wenden oder uns eine E-Mail an partners@honeypot.io schicken. Honeypot is a developer-focused job platform. Our Account Managers work closely with HR to create the best hiring experience for developers. Sign-up now to start hiring!
Honeypots new subscription model leads to better results for companies and talents
Our mission at Honeypot is to help companies and developers find each other. We constantly strive to improve this. That’s why, in the last two quarters, we tested several things to understand what could help our clients have more success on our platform. We started by investigating the hiring process itself and the pain points of our clients. We suspected that clients would be more successful if they were not constrained by the traditional commission-based hiring model. We started testing out a subscription model in 2020 and found that our clients hire 3 times more talent on average than in the old commission-based model. Why did the subscription model lead to so many more hires? Commission-based hiring is built around short-term wins rather than long-term trust. It’s designed to solve one problem at a time. The focus of a commission based model is not a long-term relationship but rather ‘the next hire’. We know tech recruiting can be notoriously difficult and complicated, and the only way to master it is through reliable partners and processes. In the past several months, we have found that businesses on the subscription model hired three times the amount of talent and they did it more quickly. They have the freedom to branch out and take full advantage of our Client Success team, which is composed of experts on the tech recruitment process. That means recruiters are able to take a real deep dive into how they can better their processes. Our team is able to advise on: how to determine a competitive salary how to efficiently invite and screen talent best practices to improve the recruiting process and any other day-to-day topics related to hiring developers Under this new model, we have already seen clients hire over ten IT professionals in just a few weeks. With a commission-based model, that would have been very expensive for the hiring companies. Such high costs can slow down, or even stop the hiring process for many companies. However, because this was based on a subscription model, the hiring companies were free to keep hiring. They had the flexibility to choose a plan that worked for them and that made financial sense. Plus, the subscription model made it easier for companies to plan costs and allot resources. “Honeypot will always focus on the developers and nothing will change for our developer community. But now is a good time to put an additional focus on pricing for companies that need to hire tech talent on a large scale. So we are taking a new path away from a commission-based pricing and towards a subscription model. Companies will pay a monthly membership fee and then be able to hire developers free of additional charges via Honeypot. This will enable us to build long-term partnerships with our customers and provide personal and individual help in building great tech teams.” Philipp Goos, CEO at Honeypot The timeline and how to make the switch On November 1st 2020, we officially announced that we would be changing from a commission-based model to a membership-based model with dedicated assistance for all clients. Starting April first, the Honeypot platform will only be available to subscription customers, for German and Austrian customers. We would like to ask any customers based in these countries to be sure they have signed a new subscription-based contract in order to avoid any disruptions. Those who have not yet made the switch to reach out to their Client Success Manager, or email us at partners@honeypot.io. Honeypot is a developer-focused job platform. Our Account Managers work closely with HR to create the best hiring experience for developers. Sign-up now to start hiring!
How Andreja Andrejevic at OMRT saves time on hiring highly-specialised developers through Honeypot
When you’re building a digital solution as sophisticated as OMRT’s, it’s important to get the best developers on board. However, the time, energy and money it takes to find them is like banging your head against a wall. At OMRT, CTO and Co-Founder, Andreja Andrejevic, and his team build smart software solutions for real estate project developers and architects. As the company grows, so does the sophistication of their product and their need for specialised developers. We spoke to Andreja about how Honeypot helps him find the right developers for his team quickly and efficiently, so he can spend his time where it matters most: innovating. In general, finding job-seeking developers isn’t difficult. Finding talented developers who are highly specialised, or with less common expertise is a whole other mission. With Honeypot, Andreja is able to save time and money spent sourcing on Linkedin and match with only the most relevant candidates through selecting his preferences on the platform. “Our product consists of multiple engineering disciplines, and finding really good developers who have experience with Embedded Engineering, low level coding, and deep Machine Learning is difficult - especially on websites like LinkedIn,” says Andreja. But he finds plenty of developers matching his criteria on the Honeypot platform, often within a couple of days. “Usually, we’re lucky finding even one candidate that fits the criteria on other channels.” Sourcing talent yourself can take up to (and sometimes exceed) two months, and can cost thousands of euros. If, like Andreja, you’re looking to hire highly specialised developers, you need other options. For him, this means attracting talent through his work with the Delft University of Technology, although many candidates are junior. “We rely on Honeypot to find developers with some more work experience,” Andreja explains. With Honeypot, Andreja is presented with new ‘batches’ of talents every week, many of which are matched to his specific preferences. He also works closely with a dedicated Client Success Manager who sends him pre-screened potential candidate profiles that match what he’s looking for. Andreja also added ‘walking through Honeypot’ to his weekly To Do list to see which talents are available in a given week. “I spend about two hours per week on the platform and it’s way better than receiving 600 emails with random resumes,” he says, and when he finds a candidate he likes, he sends them a pre-created template, inviting them to an interview. If the candidate finds the job interesting, they schedule a call right away. With time saved on sourcing, Andreja saves time on hiring overall. “Since Honeypot’s Talent Success Managers have already screened a talent for the qualities and capabilities they say they have,” he says, “I can see very clearly after the first interview if somebody fits on a technical level.” The entire hiring process only takes two to three weeks. So far, hiring through Honeypot has been a success for Andreja, with three of their 20-person team coming from the platform. “They’ve been with us for almost six months, and we’re very happy with them - they’re great guys! In the second quarter of next year, we plan to scale again and I’ll definitely hire through Honeypot.” For Andreja, the greatest benefit of hiring through Honeypot has been the amount of time he’s saved by no longer passively sorting through irrelevant applications. He likes that the platform is easy to use, it’s fully tailored to tech positions and most importantly, the developers are really good. “The range of talent is broad so there must be a great developer for every company!”
A Legislation Guide for Hiring Remote Developers
The future of work is forever changed – and many say for the better. According to the recent New World of Work Report, 63% of companies went fully remote by the time COVID-19 hit its peak, and 82% say it will be important for candidates going forward. Not only that, but the option to work remotely is a number one priority for most job-seeking developers. If your company hasn’t thought about how it’s going to tackle remote work in the future, now is the time; especially in such highly competitive markets. As BeBanjo CTO, Miguel Arroyo, says, “Remote allows you to access great talent since there are no regional boundaries.” However, one of the main challenges for companies building remote teams is exactly that: having employees all over the world. With it, you must consider that each country has its own legislation to abide by. The process can seem overwhelming, but to remain competitive, it’s a worthy investment. And as Doist says in their Remote Guide to Logistics, you should “look at this process as innovating—you have a hand in architecting the economy of the future.” The following is a legal guide for the hiring of remote developers, where we’ll look at the type of employment contract used and the legal arrangements a company could decide to undertake. First, hire for logistics If you work in a startup and want to hire a team of remote developers, one easy way is to contract offshore talent through a development agency. They would handle all financial, administrative and legal issues, and you’d just need to take over the onboarding process. If you want to hire individual candidates, we’d suggest you hire an accountant or external lawyer because each country has a different tax treaty. Best contract types to hire your developers Remote job contracts can be whatever you want them to be: full-time or part-time, freelance or permanent, and they can have set or flexible schedules. Full-time developers Employees under a full-time remote contract are usually working 40 hours a week, are paid a salary and are entitled to receive benefits such as Social Security, Health and Life Insurance, and leave. Both in the US and across Europe, individuals classified with an “employee” status are protected by law under well-defined rules. It’s important that your HR or people operations team are aware of the legal requirements for every case, as country legislation differs. This will be your best bet when there is ongoing software development work that needs to be done while supervised. If you see this field as a long-term business goal, we recommend you hire full-time developers that understand and are loyal to your company. If you’re wondering how to draft a remote working contract, Hubstaff details the process in their free guide. Independent contractors Unlike full-time contracts, many companies tend to hire independent contractors, who are different to freelancers. They are temporary employees who take on larger projects for longer-term customers and are paid hourly, daily, or per-project. In addition, they accept clients through a third-party agency. Freelancers, on the other hand, are hired for projects that don’t need ongoing maintenance. You might consider hiring an independent contractor when: You have the option to hire developers for specific projects, periods, or even small tasks and milestones within the projects. They are experts in the specific fields your current projects demand. Your business needs some extra hands to take on those projects, which would normally be too much for regular staff to handle on top of their own responsibilities. This might be the case for small businesses that might need a bit of a boost. Hiring your remote developers If you’re thinking about hiring or planning to outsource your tech team, and it’s not really feasible to set up a new office, you have various alternatives. Below are a couple of the steps you could take: 1. Decide the desired target location for hiring remote developers There are a few things to keep in mind as you make this decision, the most important being: Will the outsourced developer or team be working alongside the in-house team? If so, the time zone is a critical factor. For EU companies, Eastern European developers can easily reschedule their work to meet their demands. For the USA, Latin American countries are their best option. For Australia, South-East Asia would be ideal. 2. Consider which factors are most important to you When looking to outsource development, there are a range of things to consider and each factor will be weighted differently for each company: the pay rate level of expertise convenient work schedule preferred language proficiency 3. Decide on your hiring avenue Most companies establish a local entity in the worker’s home country, hire through a business partner or, most commonly, hire through independent contractors. Here’s what each option would look like. Local entity This is by far the safest option to avoid compliance issues, and it’s ideal for companies that are planning to hire in pre-designated countries. If you want to hire many long-term developers or have other business interests in the country, setting up a business entity in the employee’s home country might be worth it. Then, employees will be hired through those entities. But if your business is in its early stages, the complexity and cost of establishing many entities may be too high. Lucía Etxabe, HR & Office Manager at BeBanjo, explains that they started from a small office to a scaled-up remote international business model. “We are headquartered in Madrid but we have offices and entities in other countries, supporting local employees.” Since a big part of their customer base are Hollywood studios, they have staff in Los Angeles and are planning to grow the team through their US entity. Entity selection and employee structures go hand-in-hand. In order to select the right entity to support your operations, you’ll need the help of lawyers and tax experts from the very beginning. But before calling them, Doist suggests you set up a vision of what you want to build: Where will your employees be located? Where are your customers? What types of industries and markets do you serve? Where are your strategic partners located? What access to capital, investment, and/or financial resources will you need? In what country(s) are your founders and the bulk of your team citizens? Although you will need to allocate part of your budget into this model, the advantages outweigh the cost. You’ll have full control over the entire employment process without needing to outsource to a third party, you’ll be able to hire from all over the world, and you’ll definitely avoid any risks of misclassification (the practice of labeling employees as independent contractors). Hiring through a business partner If you have existing suppliers, vendors or business contacts located in the same country as your full-time employee, you might want to consider this option. An example is when a company (parent) acquires a subsidiary (daughter), and the subsidiary hires a small team or individual in one of the regions where the parent company operates. In this case, the parent company puts the worker on their payroll and manages tax withholding and Social Security contributions, while at the same time the daughter company is under control of the employee. If you hold a level of trust with your business partner, it’s an easy solution. Hiring independent contractors Contractors are responsible for their own taxes and benefits, so the company avoids legal difficulties and only needs to pay the developer under the agreed terms and schedule. Most contractors have their preferred method of receiving their wages. While bank transfers are more costly, there are a few tools to make your life easier: Paypal Transferwise Payoneer Bitwage Don’t underestimate misclassification When paying a full-time employee or an independent contractor for the same or similar work, don’t forget there are legal differences between the two in regards to tax retention. A company will withhold income tax and Social Security to employees from their wages, but independent contractors will have to pay their own taxes. For more information, it’s best to get in touch with a legal counselor to avoid problems with misclassification. Even so, when it comes to employee rights, there’s a thin line between misclassifying full-time employees and contractors. In fact, if the contractors have little control over their work and consider that they should be working under the same contract conditions and benefits as a full-time employee, they could sue the company for underpayment of wages, absence of benefits and increased exposure to a variety of risks. In this case, the employer might be obligated to pay a back bill for the benefits that it failed to provide. Matthew Smith, Recruitment Manager at Amazee Labs, says that many of their developers are employed as “full-time freelancers” rather than contractors, and they enjoy the same benefits as full-time employees, with the same equal standards such as notice period, time-off, onboarding, and so on. “This differs quite a bit from an independent contractor role –” he says, “as freelancers, they’re much more culturally integrated within the company.” While this is the case for one company, it may not be for another, so it’s worth getting someone on board who can help. Hybrid models Some of the most common legal arrangements when hiring remote developers are covered above, but bigger corporations or companies in their expansion phase might want to consider more options. GitLab is one of the first consolidated remote organizations operating on a global scale. They put horizontal integration in the spotlight, and made sure to have a highly structured legal team. Summarized, they ensure legal compliance with: GitLab entity: Developers can be employed directly through their own setup entities. PEOs: Where they don’t have an entity, they have companies in select countries that oversee all HR-related functions. They serve as an employer of record to facilitate payments. C2C (Contractor): A corporation or LLC invoices GitLab’s entity for GitLab related work. IND (Contractor): In countries where they are not present they have hired people as independent contractors. If you are curious to know more, they shared a public table to guide companies in what is applicable in which location. Key takeaways We know the process for hiring remote developers is complex, but if you’re looking for opportunities to grow your developer team and remain competitive in this time, going remote is a powerful way to do so. Before turning to external aid from specialised legal services, explore your options, follow the steps in this guide, and keep in mind that the legal requirements will differ depending on the type of contract. And remember to see this process for what it is: an investment in the future success of your company.
What We Learned from Hiring Internationally During Covid-19
After many months of Covid-19, we still feel the impact on global mobility and international hiring. From one day to the next, borders and embassies were closed and even the German authorities worked at a limited capacity. It’s still a frustrating time for both sides of the hiring coin: the talent who was eagerly ready to relocate and the company who wants to fill their tech position as soon as possible. Since we have been hiring internationally during Corona and supporting our talents who were in the process of relocating, we want to share our own experiences from this unpredictable and uncertain time. We know, first hand, that relocation is still possible to some extent. In this article we will share our answers and learnings to the five most frequently asked questions regarding hiring talents who currently reside outside of the EU. Keep in mind that this information is from the beginning of August and is frequently changing – we’ll do our best to update as information changes. 1. How long does it currently take to hire a talent from outside of the EU? Before Corona, we planned for an average of around 90 days for each relocation. Currently, it is still difficult to estimate the current timeframe of relocating a talent from A to B, since this depends on the current situation in each country. In countries such as Brazil, India and Mexico, the Corona infection rates are very high and therefore, the embassies are still closed or aren’t accepting new visa applications. Some embassies have opened already; however, they have a huge backlog of applications and are currently prioritising those who work in health care. We’ve had some successful relocations during the last few weeks from talents residing in Albania and Mongolia, for example, who were applying for the Blue Card and were able to receive their visa and start working in Germany. The whole process took 12 weeks on average. What can you do as a company? It’s worth checking the status of the country and embassy frequently – the situation might be changing from one day to the other and the visa requirements and entry regulations might be changing as well. You can check this here. If the talent has already been issued a national visa and wants to fly in to Germany, it’s important to check with the federal police force in Germany if the talent can enter Germany and which additional documentation is needed. Use your time wisely. Prepare everything the talent will need for the processing of their visa and relocation, such as degree recognition, translations and support with housing. Can the talent start working remotely as a freelancer? Please keep in mind that this will require an additional work contract, so check with your tax consultant first. In a nutshell: Relocation is still possible to some extent, however, patience is required. 2. What can you do as a company if you hired someone, but they are starting remotely? Stay in touch with the talent and see how they feel during the whole situation. In some countries it might still be very difficult and under lockdown. Being present and supportive can mean a lot for that person. For example, you can start meetings with a quick two-word check-in, as Brene Brown, a vulnerability researcher does with her team. Try to include the talent as much as possible into the company culture; set up remote coffees and check-in on a frequent basis – these are good places to start. Make sure you have a good plan on how to onboard developers remotely, you can check out our resource How to onboard developers remotely. 3. What should I keep in mind about quarantine regulations? So, your new talent is able to come to Germany! That’s great news. There are, however, a few smaller hurdles to overcome before they can officially join you in the office. Below is the current status of restrictions for talents arriving in Germany from outside the EU (as of June 2020), and how you can help. Who needs to quarantine? Those who have spent time in a risk area 14 days prior to coming to Germany – whether by land, sea or air – must go directly to their accommodation and stay there for 14 days of quarantine. Which countries are currently risk areas? The Federal Government and the Robert Koch Institute (RKI) determines which countries are considered risk areas with an increased risk of infection in a list. You can find the continuously updated list of risk areas at the RKI website. What to do after arrival? After your talent’s arrival, it’s important to contact the local health office (Gesundheitsamt) without delay and to inform them of their entry into the country. The Gesundheitsamt will supervise compliance with this quarantine. Find your local health office, also at the RKI ‘tools’ section of the website. Can a Covid-Test exempt from quarantine? If your talent received a negative molecular corona-test 48 hours before arrival (at the earliest), an official quarantine exemption can be granted. However, the test must have been conducted in a member state of the EU or another country listed by the Robert Koch Institute. According to RKI, tests can also be performed in Germany after arrival (currently it’s possible to do such tests at Frankfurt andBerlin Tegel airports). The talent should quarantine at home until they receive their results. Afterwards, the talent should present both them and a medical certificate at the local health ministry in order to apply for the exemption. You can find more information at the Bundesministerium für Gesundheit and Zusammen gegen Corona websites. 4. How can I support a talent who recently relocated to Germany during Corona? During Corona most of us are working remotely. However, for someone who just recently relocated to Germany during these unusual circumstances and is living in a totally new environment, far away from family, this situation might be more challenging. Here is what you can do: If the person is in quarantine, check if you can provide further support. In case you are still working fully remote, set up coffees and get-to-know meetings with the team. Check out our guide on Engaging Remote Teams for more ideas. Try to give as much information and knowledge on the next steps as possible (city registration, Foreign Agency appointment and other necessary steps) and provide assistance with filling out forms and translations. 5. What is important to keep in mind when a talent needs to extend or change their work permit? When the Foreign Agencies closed to the public back in March, they also canceled most of the appointments. However, they’re still in operation and issuing confirmations on visa status’ and extensions for probationary certificates. In Berlin, they have made online registration possible for those with canceled appointments or expired Visas — check if this is available in your city by typing “Ausländerbehörde + your city” and you should find what you’re looking for. We are seeing many immigration offices slowly opening and they’re starting to invite applicants for appointments, starting with the most urgent cases (for example, those with an expired visa). Here is what you need to know: Citizens whose national visa (D visa) is about to expire should submit an application for an extension to the relevant immigration office. Do this by email and before the visa expires. Until the decision of the immigration office has been made, a probationary certificate called a fiktionsbescheinigung will be given. This means the talent can legally stay in Germany until their appointment. You should, however, always check how the relevant immigration office is handling this situation. It’s important to make sure that personal details (surname, maiden name, first name, spelling of the names, date of birth, place and district of birth, gender, nationality, passport number), type of title and any file number must be specified. Currently, most of the Foreign Agencies are accepting applications online. In Berlin, for example, it’s possible to send the applications for employer change, as well Blue Card applications online. Plan for extra time. Due to the skilled workers immigration act, it is becoming increasingly difficult to stick a label for the work permit into the passport. Only when collecting the final work permit (usually 4-5 weeks after the appointment at the immigration office) is it possible to take over employment. In some cases there might be exceptions or preliminary certifications, but this needs to be checked with the responsible immigration authority. To give you an example: A talent who holds a job seeker’s visa and fulfills all the criteria for the Blue Card can apply for it when having a valid job contract. The application can currently be done online. It’s important to check where the talent is currently registered and submit the application at the responsible Foreign Agency. The employee can only start working when they have the electronic residence card. In a nutshell: It’s not so easy to move people from one country to another anymore, so plan for a realistic timeframe as many structures and processes just don’t work at this time. However, this doesn’t mean that we can’t support our talents. Now is the time where it’s important to listen, check-in on their current situation and feelings, provide as much information and context as possible, and try to find the best solutions for unexpected problems. Through showing your talents that you’re there to support them through difficult situations, you are contributing to their overall happiness and likelihood of engagement. If you have any further questions, or you are needing support in relocating your Honeypot talents, we have a dedicated Talent Relocation Team who would be happy to help. Reach out at hello@honeypot.io
Employer Branding: 19 frequently asked questions, now answered
At the beginning of this year, Talent Board predicted that “the number one recruiting focus for 2020 will be employer branding” and they weren’t wrong. Two years ago, searching ‘employer branding’ in Google would yield around 2 million results. Today, you’ll find over 98 million. The workforce is more competitive than ever; the best candidates have more options than they can handle, and if you hadn’t thought too much about your employer brand before, then now is the time to think about how to differentiate your company. According to Google, many of you already are. We recently hosted a webinar around the topic of employer branding with experts Marian and Kathrin who work extensively in the field. They gave answers to pressing questions around building an attractive employer brand, and illustrated its power with their own experiences. Below we’ve listed all the top questions with the answers our experts gave, from ‘what is employer branding’ to ‘employer branding in COVID-19 times.’ Don’t feel like reading? In case you missed the webinar, here’s a link to the recording. TL;DR: Employer branding is about creating amazing experiences for your employees. It’s not always about creating a brand ‘identity’, but rather discovering it and helping to support and strengthen it. Every employee can work as a branding expert if they have support and encouragement. External chatter about the brand and company will foster pride among your employees. Evaluate your employee journey and identify the points where you can elevate the experience. Bad moments, i.e. layoffs, if done right, can be turned into positive moments for the brand. If you’re working to make a bad situation better it’s not going to happen in six months – it’s a long process. Create a brand-bible to explain what your employees can talk about, what they can’t, the tone of voice of the company, and provide some social media examples for them to follow. LinkedIn is working very well for employer branding. Meetups, Twitter, GitHub and AngelList are also good. Developers are more interested in future projects of your company than fluffy branding stuff. The pre-onboarding phase is great for creating a long-lasting employee impact. Employer branding experts can help to support top management in the current COVID-19 crisis by keeping the employees’ perspective in mind. Your culture is the best differentiator — culture is always unique, as are your employees and colleagues. 1. What does employer branding mean and what comes with it? Employer branding is bigger and encompasses more than simply raising awareness for your brand or selling a brand proposition. Your employer branding should start within your company, in the culture and it should reach to every step in the employee lifecycle, from attracting talent to onboarding to development retention and even to the off-boarding stage. It’s not just getting candidates in the pipeline — that’s a common misunderstanding. It’s about creating amazing experiences for your employees which they’ll never forget because employees are your best ambassadors. Employer branding is really about creating a great place to work internally and externally. Check out our article on the Benefits of Employer Branding. 2. How would you try to create a great place to work for your employees? Before you jump into any crazy initiatives, make sure there is no misunderstanding between the management and the employees. This is really the first step: identifying if there are some issues there, maybe with trust or transparency, or maybe something is toxic. You need to discover the issues and address them before you can move the culture and brand in a direction that is positive. Employer branding can only be lived if it’s lived and breathed by your own employees. From here, the next step is to do some brand discovery; define what the company means to the employees, what values does it have, and how does it treat people? And you need to go straight to the employees on this one. You can use surveys, 1-on-1’s and focus groups. As an expert, it’s not always about creating a ‘brand’ identity but more about discovering it and helping to support and strengthen it. Work to celebrate the company’s uniqueness. 3. How important is it to have a dedicated employer branding manager? What should they be in charge of? Obviously, in an ideal situation, it would be best for your company to have an employer branding manager but it’s not going to be possible for everyone. The majority of companies just don’t have the budget. That doesn’t mean they can’t work on the brand – there are plenty of smaller things that can be done without a budget for a dedicated person. First of all, every employee can work as a branding expert if they have support and encouragement. There are very small startups out there with amazing employer branding because the people who work there are in love with the culture of that company. Start with little steps and eventually it will make a huge difference. Employer branding is also going to be very important for your company in times of crisis — in those times the experiences of your employees can become front-page news, and that can make or break your branding. 4. Can you give us some examples of internal employer branding you did – maybe it’s something that you’re proud of? On Employee Appreciation Day (March 5th) we ran a very simple campaign, providing a hand-written note from the CEO to everyone in the company, expressing gratitude for all the hard work. It was something small but it went a long way to making people feel recognised and appreciated. We also ran a brand ambassador program where people and influencers go out and spread the brand love to their peers. It doesn’t sound internal but all that external chatter about the brand and company actually fosters pride among the employees. And, of course, every employer branding manager has been put to the test in the last few months with this pandemic. There have been numerous opportunities to create lasting moments. This has mostly been around flexibility and treating employees well. 5. How can you create moments that matter? There are many opportunities for this in every stage of the employee lifecycle. Start by evaluating your employee journey from beginning to end and identify the points at which you can elevate the experience for your employees to a higher level. The employees of your company will have many ideas around this. So run workshops with the departments to get ideas for how employee branding can be improved. One interesting idea that came out of the tech department was implementing a greeting/application message into the code of the website. Apparently developers have a tendency to check code on every website they visit or want to work with, so the message was a nice way to elevate that experience and help our company stand out. Taking the recent example of COVID-19 and switching from the office to remote, we created some moments based around feelings of safety and security. It was important that our employees felt safe and were not rushed or pressured to work. If people felt unwell, they could immediately work from home; if there were issues with childcare or school, they could work from home. We took into account their personal circumstances with every decision. We even had the IT department managing the transport of IT equipment (even chairs and screens) to all our employees’ homes. We wrote playbooks for how to deal with the situation, from explaining the preferred methods of communication and the tools we’ll be using. The communication strategy completely changed. Firstly, we gave everyone a platform to communicate on and we started a newsletter from the management informing the company of decisions on a daily basis so everyone could read about how the business was working. So you can see, even in a crisis situation there are opportunities, and even in bad moments such as layoffs, which can be turned into a good moment. AirBnB modelled this well. They had some extreme layoffs but it was handled extremely well, the exiting employees were given career counselling, laptops and additional payments to really help them on their way. 6. How can people handle these bad moments and situations? First of all, management and the stakeholders (HR and marketing) need to be educated on this stuff. It’s so easy for candidates to get the truth about a company from sites like Kununu and Glassdoor, so don’t bother ignoring it. If you have leadership on your side there is a lot that can be done to turn bad situations around. If you don’t, it’ll be an uphill battle. People need to understand that change is okay, but expectations need to be set. If you’re working to make a bad situation better it’s not going to happen in six months. It’s a long process and that should be clear. 7. Do you think work has changed for the good? What does it mean for employer branding? What’s normal has absolutely changed. We’ve all seen how well remote work has been doing, there’s no denying that. And obviously, it’s a lot more decentralised — maybe spread across the country or continent. So this poses new challenges for employer branding. It’s hard to say exactly what will happen as it’s only been a couple of months, but it seems like employer branding will probably become more hyperlocal. Performance marketing will be focused on local environments like certain streets or districts. What we can do is try to get ahead of this change and involve our employees in the future of the work-place. Run workshops, create task forces and get everyone involved in shaping their future work environments. 8. How would you try to engage more of your employees to take part in employer branding? In a company with a flat hierarchy, it’s going to be much easier compared to the traditional old-school corporate German structure. There will be fewer barriers and employees will be more comfortable sharing their experiences in public. We would suggest empowering and encouraging them to share brand love. Sometimes they want to get involved but need a bit of coaching. A brand-bible is going to be a good place to start. It’ll explain what they can talk about, what they shouldn’t, what’s the tone of voice, and try to provide some social media examples for them to follow. With these structures, employees have more security and less uncertainty about how they can engage with the brand. And look, sometimes people will get involved without being asked — that’s great! You should be thanking them and doing everything you can to encourage and support them. 9. What key marketing channels do you recommend for the developer/tech community? At the moment LinkedIn is working really well for reaching the tech community. We get far more engagement there, and as much as developers say they hate LinkedIn, they are still using it to find companies and connect with people. You’ve also got meetups which are very popular among techies, they love knowledge-exchange so making your brand present in those environments is a great opportunity. Also, make yourselves visible on GitHub and AngelList — you can involve your own developers in this. Twitter is also very popular, but it’s working more for creative brands, so don’t go there to sell anything; it’s not going to land well if you do that. 10. What digital tools should I use to help support efforts in employer branding and social media? There are heaps of tools out there to support employer branding. But at the end of the day, it’s about what your main objective is. Do you want to create more brand awareness? Do you want to have more leads in the pipeline? Or is it about fostering a great company culture? A good place to start is a company blog; we suggest Medium. It’s easy to implement and easy for your employees to share there. Developers are more interested in future projects and work than that other fluffy branding stuff which might work for your customers. Let your developers write about projects they are working on and speak to their peers. There are also a few things you can do internally. For example, you could host little takeovers of the company Instagram.One of your employees could take the phone for the whole day and just share what the day is like working at your company. Employees tend to enjoy the content and talent can get some insights into the work-life of the company. 11. Is employer branding more of a communication marketing topic or a HR topic? Who should be in the lead? You can’t do it without HR or marketing and communications because these departments will always be talking about the brand. Ideally, you’d be working with both departments, but in terms of where an employer banding expert would sit – probably towards the HR side. Whatever department, the most important thing is to onboard the stakeholders and have access to all those channels of branding because, without proper oversight, your employer brand can be destroyed in seconds. 12. How would you extend employer branding to new staff members to make them immediately feel part of the team? As we said earlier, employee and candidate experience starts with the first contact, so make them feel part of the team at the very first stage. This could be when they are interviewed or signing the contract. There is so much potential to create a long-lasting impact in the pre-onboarding phase. From the time the contract is signed to the first day, it’s generally about six months. Use this time to onboard them with the company culture and already help them create relationships and meet other team members. Sending them welcome packets and information will mean less time spent in the actual onboarding phase, which equals less money spent and a better-integrated employee. 13. How can I manage the step from company values to a believable employer brand? Given that the company values were developed in a process with the employees and colleagues, and given that they can identify with them, I would integrate the colleagues into my employer branding strategy. Find employee stories based on your corporate values and start communicating them. Encourage all employees to share the stories and perhaps tell their own story that is consistent with the values. The values must be reflected in all internal processes, for example by incorporating them into your recruitment or onboarding strategy. If one of your values would be transparency, then act accordingly in your candidate experience and give honest feedback to candidates – tell them how they can develop. Also actively use the feedback you receive — no matter what platform — and try to work on it. Only if you live the values in all hierarchies will you be able to create a credible external brand to the outside world. 14. How can I convince top management that employer branding is still important during COVID-19? It is precisely in times of crises that the true character of a company becomes apparent. How does your company want to be remembered by employees and society? Employer branding experts can help to support top management in this crisis by keeping the employees’ perspective in mind. Treat your employees correctly. Giving them security, leadership and guidance is important but also listen to them. Do not focus on something external. External communication will follow when people, who are treated well, share their thoughts. 15. How can you make the difference in employer branding? What is a good differentiator? Your culture is the best differentiator, because culture is always unique, just as your employees and colleagues are unique. Start talking more about the people behind the company, their personalities, thoughts etc. than about the company itself. Show how people can make a difference in the company and how they can shape and contribute to it. 16. What’s the best thing a company does if nothing else to improve employer branding? Generally, I advise making sure your company culture and internal structures & processes are on the right track before starting any employer branding efforts. If employees feel excluded, they will become vocal about this. So, make sure before starting any employer branding efforts that your company can shine from inside to the outside and fully live, breathe, and support your employer brand. 17. How do I do employer branding when there are only very few vacancies? Employer Branding is not all only about recruiting. A great employer brand can help you to level up the whole HR lifecycle (Attraction, Onboarding, Retention/Development, and Offboarding). There are many great initiatives you can make. What about building up alumni relations? Or an engagement campaign that fosters internal pride? Just think outside the box and be creative. :) 18. What are some best practices for reaching tech talent? Tech talent is super diverse. Besides being visible on relevant platforms such as LinkedIn, Github and Angelist, you can create a workshop with your current tech employees. This is how you get to know your local needs and create with them the differentiator for your organization. Moreover, they will feel engaged and empowered to contribute to the success of your branding initiatives. 19. I’d like to see good examples from companies There are many good situational examples of employer branding during the COVID-19 pandemic. I personally liked how AirBnB handled the layoffs, or also how German retailers re-framed some of its brand narratives of ‘essential workers’ to ‘our heroes’. A good example is also Netflix, because they describe – in a very detailed way – the company culture and what they expect from future hires. I also read a lot about Yum Brand’s recognition culture where they encourage leaders to implement their own signature awards to recognize employee success. Moreover, they have special onboarding events celebrating new talents on a red carpet, and so much more. I think this is a great way to build and foster an employer brand from the inside. Even though I do not agree with all of Yum Brand’s views or actions, I think, in general, it’s a good idea to just be open-minded and curious to pick great initiatives from various companies and mix & match them with your own idea and organization’s culture. Meet Our Experts: Marian Jarzak: is an Employer Branding Enthusiast, living in Berlin. Marian has a professional background in business and business journalism and has worked with a number of great companies like Rocket Internet, Project A Ventures, and Taxfix. His work has taken him to Turkey, Armenia and Denmark. If you’d like to know more about Marian’s passion check out his blog, which is dedicated to employer branding. Kathrin Fronius: is a communications expert who’s dedicated herself to improving employee experience. Kathrin has a background in PR and communications, and specialised knowledge of communication structures, crisis communication, and event management. She’s a bit of a visionary and firefighter at the same time. Kathrin helps shape culture and the employer brand at Trusted Shops.

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