This final chapter will examine framework conditions for successfully implementing TRM. I have so far presented content-based concepts and approaches. But these are not implemented in an isolated manner; they are always implemented in a context which can be beneficial to varying extents. I specifically refer to five aspects here, starting off with the management’s obligation. TRM requires that the management back and actively support the associated measures. As already mentioned in relation to candidate retention, TRM needs a special organisational structure, particularly in the HR department, where there are certain roles and interdependencies. TRM also requires specific, often unusual skills of its major players. A technical infrastructure, namely information technologies, may also help with implementation. TRM is increasingly taking place in an international context, raising the question of how central or localised actions should be. Finally, we take a look at the monetary benefit of TRM. TRM measures will only be received well by the management if they promise some sort of benefit, which is expressed in the language best understood by the CFO.
KeywordsHead Office Employer Brand Talent Pool Special Organisational Structure Incoming Application
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