July 23, 2025 - 6 Min Read Fair play in recruiting

Why companies also need to deliver in the application process

Is the way companies design their recruitment processes still fair and up to date? Organizations expect a lot from candidates. They should know what they stand for, reflect on themselves, define their values, position themselves clearly – and thus be more than just competent. They are expected to be a brand of their own.

And that’s not wrong in itself. Because those who reflect on their role, their values, and their contribution to the bigger picture bring more than just skills – they bring attitude. And attitude is worth its weight in gold in any corporate culture.

But here’s the catch: those who demand depth, clarity, and self-reflection must also be willing to demonstrate them. Companies cannot just demand – they must also deliver.

Employer branding is no longer optional

How often do companies ask themselves: What do we actually stand for? Which values do we truly live – beyond what’s written on the website?

If the relationship between (potential) employees and companies is meant to be on equal footing, it’s not enough for companies to remain in the role of the evaluator. It’s about encounter. A decision – for both sides.

The moment of application is only the beginning
Even after onboarding – in daily routines, in meetings, within the team – we expect a lot from employees:

Responsibility. Initiative. Commitment. Adaptability. Entrepreneurship. Loyalty. We demand that they contribute, give their best, and grow beyond themselves. And that is legitimate – if we as a company are also willing to do our part.

If we truly create the best conditions for people to thrive in their jobs. If we provide spaces where they can show their attitude and unfold their strengths. If we not only make demands, but also act credibly ourselves – both internally and externally.

Values and culture are not an onboarding module
They are a daily offering. And a daily test.

So how serious are we about them? Are our values tangible – or just slides in a presentation? Do they show up in leadership, in decisions, in the way we work together?

If we expect employees to grow, take responsibility, and be loyal, then we should measure the company by the same standards.

A brand is not just a logo

A strong brand is more than design. It is a promise. A framework. A mirror. A tool that creates orientation – for the market, but above all for the people inside.

It shows what matters. Provides stability in times of change. Creates belonging. And serves as a benchmark for everyone – including management.

That’s why companies should ask themselves more often:

• Do we truly live our values – or just talk about them?

• Do we encourage performance – or only demand it?

• Are our processes people-centered – or merely efficient?

• Is feedback taken seriously – or merely endured?