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What was considered a soft skill yesterday is now a competitive advantage. HR is at the heart of corporate strategy – whether it's using AI, creating new role profiles or developing inclusive teams. But to succeed in this field, you need more than just methodological knowledge: you need the right attitude, new perspectives, a paradigm shift and the willingness to question your own routines.
This is exactly where our workshops come in. They take HR professionals out of their daily routine, make current trends applicable and create space for strategic development. From competence-based recruiting and AI-supported sourcing to change process support, the topics are practical but chosen with foresight. Not as a flash in the pan, but as a workbench for everyone who wants to rethink HR.
It's not about finding new answers – it's about finally putting the issues that are currently important on the table.
AI in sourcing: using automation and tools efficiently
In a competitive market, it's not only important who you find, but how quickly. And how specifically. The use of artificial intelligence does not make sourcing magic – but it does make it a tool that works better with every cycle.
AI-powered tools such as HireEZ, AmazingHiring and SeekOut analyse hundreds of thousands of profiles in seconds. They recognise patterns, evaluate qualifications and prioritise matching hits. Language models such as ChatGPT assist with research, formulate initial contact drafts and automate documentation. The difference to traditional work? Speed, systematic approach – and less work. According to a recent analysis by AMS, generative AI can deliver savings of up to $10,000 per hire – simply through more efficient processes (WeAreAMS 2024).
But efficiency is only one aspect. AI is also transforming how people work in recruiting. It takes over repetitive tasks – screening, matching, logging – to ensure that there is more time for what needs to remain human: communication, relationship building, and genuine understanding of candidates.
Tools help scale this relevance. A personalised approach is better prepared through preliminary analyses. According to Paltron, targeted use of AI not only identifies more suitable candidates, but also reduces bounce rates – if the initial contact is right (Paltron 2024).
At the same time, modern AI systems raise awareness of bias and discrimination risks. When data is consciously curated and systems are trained correctly, AI can even help promote fairness in recruiting – provided that HR remains critical and competent in its use (Alphacoders 2024).
In the workshop, AI is not promoted as a black box, but as a toolbox. Participants learn what can be automated – and what deliberately cannot. They evaluate use cases, try out tools and define the first steps for integration.
Skills-based recruiting: away with the old patterns
Many applicants are suitable for the job – but not for the requirements in the system. The reason: traditional selection processes prioritise CVs, titles and industry background. But those who make CVs the ticket to entry overlook skills that cannot be proven by certificates. Skills-based recruiting reverses this principle: it looks first at what someone can do – not at what someone is.
According to Lightcast, millions of qualified talents are overlooked every year because they do not fit into traditional career templates. At the same time, companies struggle with depleted applicant pools and costly miscasts. Skills-based recruiting is the answer to both problems: the approach not only expands the target group, but also increases the accuracy of the match – with positive effects on performance, motivation and retention.
In practice, this means that skills are structured, evaluated and matched to actual job requirements. Traditional job advertisements are replaced by skill profiles, supplemented by willingness to learn, tool competence and soft skills. Interviews are no longer based on career stages, but on real challenges.
Paltron recommends working with skill matrices and competence categories to make both minimum requirements and development potential visible (Paltron 2025). This transforms not only the selection process, but also the roles of hiring managers and HR. Instead of acting as gatekeepers, they act as translators between business strategy, team reality and what a person really has to offer.
Another advantage is that diversity increases. Those who consistently look at skills recognise potential in applicants who would previously have been rejected – for example, due to a change of industry, gaps in their CV or non-traditional educational backgrounds (Alphacoders 2025).
Skills-based recruiting requires courage – to accept gaps in CVs, to give people a vote of confidence, to realign internal processes. But the benefits are measurable: better hires, more motivated employees, more diverse teams. And an HR department that truly does what it promises – recognising people's potential.
Recognising and avoiding microaggressions: taking a stand instead of looking away
Discrimination rarely begins with an open attack. It starts casually. As a ‘joke’, a comment, a questioning look. Microaggressions are subtle – but effective. They affect individuals, influence teams and, over time, poison the entire corporate culture.
Often, these are well-intentioned statements: ‘You speak German well.’ Or: ‘You're quite assertive – for a woman.’ Those who say these things may not mean to hurt anyone. But the effect remains: those affected feel diminished, misjudged, excluded. Microaggressions arise from stereotypes – and perpetuate them (IBMiX 2025).
The problem is that they are difficult to pin down. Unlike overt discrimination, microaggressions are difficult to measure and often impossible to prove. But their effect is real. According to CareerTeam, they not only affect individual well-being, but also performance, commitment and retention – especially among marginalised groups (CareerTeam 2023). People who are regularly confronted with subtle disparagement withdraw. Or they leave.
That's why good intentions aren't enough. We need to be aware of how language works – and what role each individual plays in a diverse team. That's exactly what this workshop aims to achieve. It raises awareness of the different types of microaggressions – from verbal to non-verbal – and helps identify typical everyday situations. Because only what is visible can be transformed.
At the same time, it is not about blame. It is about responsibility. About the ability to recognise your own blind spots – and to promote a culture in which respectful correction is not seen as an attack. The workshop uses case studies, self-reflection and realistic conversation techniques to achieve this.
What many people underestimate is that microaggressions are often not an expression of malice, but of ignorance. The good news is that everyone can learn to communicate better. In meetings, in feedback, in the coffee kitchen. Those who recognise and counter microaggressions protect not only individuals, but the entire team.
Time and self-management: structure beats stress
Productivity is not the ability to do more, but to do the right thing at the right time. In a working world characterised by constant availability, meeting overload and multitasking, many employees find themselves in a state of chronic overload. The result: decisions become hectic, priorities become blurred, strategic thinking falls by the wayside.
Self-organisation is becoming a key competence. According to the World Economic Forum's ‘Future of Jobs Report’, resilience, personal responsibility and time management are among the most sought-after future skills worldwide (World Economic Forum 2023). Today, companies expect not only professional excellence, but also the ability to structure oneself – especially in hybrid and decentralised working environments.
This is not about rigid to-do lists or calendar discipline. It is about understanding and consciously controlling your own working style: When am I productive? What are my personal time wasters? How do I plan buffers, how do I create focus spaces?
The workshop does not promote patent solutions, but rather tools that can be adapted to individual needs. Participants learn about different tried-and-tested methods. Particularly important is the conscious handling of interruptions and communication channels. After all, those who respond to every message immediately end up prioritising only what is loud – not what is important.
The mental aspect also plays a role. Those who constantly feel controlled by others lose touch with their own goals. Self-management creates the basis for working proactively again – not reactively. This is not a soft skill, but a hard prerequisite for sustainable performance. Executives benefit just as much as young professionals: clarity in everyday life means freedom to act on a larger scale.
What remains? Time management is not a question of discipline, but of self-awareness. Those who understand how they work – and what disturbs them – have the foundation to remain stable and effective in complex environments.
Accompanying change processes – rethinking role definitions in teams
Change cannot be implemented. It must be understood, lived and shaped. This is exactly where HR comes into play – not as a moderator of PowerPoint strategies, but as a co-designer of real roles that are needed in the organisation. Because with every technological innovation, every reorganisation and every new business model, expectations of employees also change. And with them, their roles.
Role clarity is no longer a given today. Many teams operate in grey areas – between old tasks and new responsibilities, between implicit expectations and formal titles. The result: friction, ambiguity, frustration. Those who fail to take an active role here risk not only productivity, but also motivation.
HR can start right at this interface. According to Detecon, technologies such as AI and cloud computing are creating completely new job profiles – from HR data scientists to prompt engineers (Detecon 2023). But these profiles don't just appear out of thin air. They need to be developed, contextualised and anchored internally. This can only be achieved if HR analyses and revises existing roles within the company and aligns them with the actual skills of its employees.
This is exactly where the workshop comes in. Participants learn how to create role clarity without establishing rigid structures. They work with role profiles based on skills and goals – not on hierarchy or department. The aim is also to make the strengths within the team visible: Who takes on informal responsibility? Who thinks systemically? Who needs more space?
Accenture refers to this as a ‘reinvention of HR,’ in which HR teams must focus more than ever on data, technology and human factors simultaneously (Accenture 2023). Role definitions are not an administrative act, but a lever for culture, clarity and growth.
If you want to accompany change, you first need to understand how roles are changing – and how to consciously design them in such a way that they provide orientation rather than creating excessive demands. This workshop provides the tools to do just that.
Conclusion: Advanced training that delivers results
Workshops are not compulsory events. They are a statement. Today, HR professionals with strategic ambitions are not only developing systems – they are also developing themselves.
The formats presented here are aimed at anyone who wants more than just process optimisation. It's about attitude, change management skills and new perspectives on familiar challenges. And it's about getting the HR function back to where decisions are made: at the heart of the organisation.
Competence arises where knowledge meets attitude.
Sources
- PALTRON – AI Recruiting – 7 Advanced Ways in Active Sourcing (2024)
- PALTRON – Skills Based Hiring: Your Ultimate Checklist (2025)
- alphacoders – AI recruiting: How artificial intelligence in recruiting improves the initial approach to applicants (2024)
- alphacoders – Skills-Based Hiring (2025)
- CareerTeam – The silent Killer – Microaggressions at Workplace and How to Reduce It (2023)
- Detecon – HR in the Age of the Metaverse (2023)
- IBMiX – Mikroaggressionen verstehen (2025)
- Lightcast – Competence over Credentials (2023)
- WeAreAMS – How AI is Transforming Talent Acquisition (2024)
- World Economic Forum – Future of Jobs Report (2023)
- Accenture – HR Reinvention: The CHRO as Growth Executive (2023)
