A technology services provider with headquarters in Berlin and operations across eight European countries approached True Point Global facing significant recruitment challenges. Their expansion into new markets and the advancement of technology solutions had outpaced their hiring capabilities, resulting in inconsistent candidate experiences and a growing reliance on external recruiters that was escalating costs.
Initial diagnostics revealed multiple interconnected issues. Their centralised recruitment team lacked language capabilities and market knowledge for newer territories. Job specifications remained generic rather than tailored to local contexts. Interview processes varied considerably between locations, creating inconsistency in selection quality. Candidate relationship management relied on disconnected systems, resulting in poor communication and damaged employer brand.
Time-to-hire averaged 94 days for technical roles, with many candidates accepting competing offers during extended processes. External recruitment fees represented 18% of total talent acquisition costs. Employee referrals, which were typically their highest-quality source, had declined as staff lost confidence in recommending their employer.
True Point Global embedded two consultants within their HR team for a six-month engagement focused on redesigning recruitment frameworks whilst building internal capability. Rather than imposing standardised processes, we facilitated working sessions with hiring managers, recruitment staff and recent hires across all eight locations to understand context-specific requirements. We conducted detailed process mapping to identify bottlenecks and analysed recruitment data to understand source effectiveness and dropout patterns. Then conducted a benchmark assessment of their practices against comparable organisations operating across multiple European markets.
The collaborative design phase involved creating competency frameworks that balanced consistency with local adaptation, developing structured interview methodologies that reduced bias whilst remaining practical, implementing applicant tracking systems that integrated across territories and establishing service level agreements that set clear expectations.
We remained engaged throughout implementation, training recruitment staff and hiring managers, troubleshooting technical issues and adjusting approaches based on emerging feedback. Knowledge transfer formed a core component, ensuring their teams could maintain and refine systems after our engagement concluded.
Twelve months post-implementation, measurable improvements included:
Perhaps most significantly, their recruitment team reported increased confidence and capability, having developed skills that would support continued organisational growth.