Application strategy & application process

for management / specialists and executives

Here, too, the operational (application process) follows the strategy. On the basis of the sound market maturity (management balance sheet), benefit analysis and target identification, and after the decision to "stay or go", the next career step is planned internally or externally, or even in parallel.

For more than 30 years, our partnership has helped professionals and executives with their careers and job searches with nearly 100% success.


1/11 Our product portfolio ranges from separation management to outplacement and premium placement.


2/11 Our USP. What distinguishes us from other providers and their consulting services in the long term.


3/11 Separation management includes both prevention and fair and future-oriented separation.


4/11 OutPlacement 2.0 is the further development of the OutPlacement approach for a future-oriented separation.


5/11 NewPlacement is based on the well-founded Management Integral and stands for its 8 runways to success.


6/11 PremiumPlacement for managing directors / C-level with high demands on individuality and networking.


7/11 Upgrade for managers who are stuck in an outplace or transfer measure without success.


8/11 Career advice based on the management balance for decisions under security and with a future.


9/11 Rescue Coaching is aimed at managers who find themselves on the "downward" slope in their jobs.


10/11 Online Coaching on demand is aimed primarily at expatriates in change and managers worldwide.


11/11 Directory. 115 linked keywords from A-Z about career, separation, networking, application and success.


1. Application strategy

For the external solution, the open (reactive) and the concealed (initiative) application market must be scanned and checked for matching in each case. The intensity of the scan depends on one's own situation (not terminated, terminated, released) in the current company. Only individual projects can be handled in a "secret mission". Referral marketing via third parties is the most harmless. In the other case, you need access to unpublished vacancies in the European headhunter universe via the NewPlacement coach. Internal development requires a lot of diplomacy, politics and a good external sparring partner. If you have been unsuccessfully active in the recruitment market for a long time, we recommend a joint status analysis from the meta level.

2. Broad market scan

20 years ago, the headhunter market was not yet so diversified. At that time, the applicant received a list of 10-20 promising recruiters for his research or sending of initiative documents. At that time, the criteria for selection were mainly content-related. Today, on the other hand, many search projects are awarded on the basis of networking criteria. Managing directors who have had good experiences in their own search are understandably guided by this in their headhunter selection. Owners often look for "confidants" who guarantee a completely confidential search because only one person is involved. If you now knew "who with whom and why", you could focus again on 10 headhunters. Otherwise, you need a broad market scan, especially to cover the top undercover projects. If you focus on a single headhunter who may also offer outplacement, you lose sight of the overall market with its multitude of undercover offers and risk significantly longer search times.

3. Reactive applications

In the case of reactive applications, the success story is individualized in advance together with the NewPlacement coach based on the 50-70 demand factors of the searching company and the decision-makers in order to generate a quickly recognizable high degree of matching. Additional "content ballast", which originates from the ego rotation of the applicant, remains unconsidered. You know about the bait that is offered to the ...

4. inverse headhunting 2.0 hybrid

In the hybrid version, the needs research and approach is carried out with the key decision-makers in the company with the individual matching based on your management balance sheet. The successful matching is based on 150-200 performance, experience and competence values, soft skills and motivations, which are explored by the management integral. An approach without this foundation burns contacts as well as opportunities and wastes time and money.

5. Networking

We use the contacts of our entire partnership and PersonalAG as well as the headhunter universe. After "revitalization", your personal contact network is an ideal source of information about current and future changes in the companies of your contacts that could be relevant for you. However, due in part to compliance, influence and bypass HR, it is not an appropriate conduit for your application or materials. This information should be sent via referral marketing directly to the relevant decision maker via a third party (hybrid, free of charge for the company). This is also how the relevant contacts from the NewPlacement network are handled. The maintenance of the contact network is often underestimated. It is difficult to reactivate contacts that you have not "served" for 5 or 10 years for your job search. For this purpose, NewPlacement has developed a corresponding multi-stage tool that helps you to revitalize or increase the "usable" contact network for your job search.

6. Interim Management

Our SeniorPartners support you in the longer-term transition to work as an interim manager. However, if you are limited in your mobility and flexibility with regard to a new job due to a property, your partner's job, your children's school and social environment, parents in need of care and circle of friends, the fixed job alternatives are naturally also reduced accordingly. Solutions in the form of career setbacks, longer sabbaticals, weekend relationships or interim solutions must be weighed up very carefully. If the interim position is interesting in terms of its content and objectives, it could be considered, regardless of the level, in order to gain time for the search for a longer-term and strategically correct position. However, new placement experience is required when presenting this interim position in the CV.

7. Digital Me

In the application process, everyone wishes to be found by suitable job providers instead of having to proactively go the often tedious and covert way of the application market. In fact, this variant also exists. Researchers plough through the social media, usually on behalf of headhunters. A professional digital profile is of course helpful. To do this, you should be able to put yourself in the researcher's shoes and build your profile accordingly. For example, a CFO should not mention "finance" as a matter of course of his job. Most profiles are full of repetitions, generic terms related to your previous job and "spontaneous inspirations". It can take a while until you are found. And yet it would be so easy to make a corresponding transformation into the digital world after jointly developing a performance, experience and competence profile. Counterproductive entries at GOOGLE can only be taken out of the picture with a lot of experience.

8. Self-employment

We also advise candidates who want to switch to self-employment in the longer term as a sparring partner on the basis of our many years of experience in this area. On the other hand, self-employment to improve the starting position on the job application market is an important strategy element to overcome periods of unemployment but can also lead to permanent challenges. For self-employed people who want to return to a permanent position, we offer individual solutions.

9. Contract

Contract negotiations carry a not inconsiderable risk of a late failure of the application if the tension is not kept high. In particular, "unimportant" personal aspects (car, business trips, etc.) are often given too much priority. If, for example, no one in the company receives capital-forming benefits, they will not reopen the discussion with the works council on your behalf in this regard.
Further information in person

Our SeniorPartners, who are experienced in the organization and have a strong network of contacts, with a broad and deep background in the industry and in their functions, will be happy to answer your questions about OutPlacement, NewPlacement, career counselling and coaching for a professional development, rescue, separation, application and integration process in writing by e-mail, by telephone, by video conference or in a personal meeting close to you. According to your wishes and of course individually, without obligation and free of charge.
Please use one of the three options for your questions or to contact us.

Process reactive & initiative application documents

1. biographical research
150-200 performance, experience and competence values for matching
utility analysis, target identification, positioning
Without a corresponding basis, individual matching is impossible

2. Job research in the open market
Meta search engine, paid job boards
Job boards on headhunters' website
Definition of target companies and their own job boards (without meta)
Check for matching, indispensable, e. g.E.g. Ing education

3. Reactive application
Components cover letter, short profile, fall back: certificates, references, detailed profile
Addressee (headhunter, company), telephone call (conditio sine qua non)
Communication channels e-mail, portal, size pdf

4. Reactive cover letter
Matching (5 TOPs), understanding career, transitions, motivation  Success story
Important information Salary level, availability, mobility
Offer sending further information in advance (do not send/interest)

5. Reactive short profile
Cover sheet with photo (application marketing holistic appearance)
Career with individually adapted focus points analogous to demand factors
OnePager Performance, experience and competence values "at a glance"

6. Job research in the hidden market
Research in the network, NewPlacement network
Qualified headhunter database of NewPlacement AG (several thousand, 20 y.)
Initiative to headhunters (broad, 3-dimensional appearance, quick recognition
Initiative to companies (addressee, CFO & HR manager)
Communication channels e-mail, portal, mail, hybrid (link)
Sender itself, outing OutPlacement, third party (free vs. Headhunter)

7. Initiatives Cover Letter
Headhunter: Positioning, understanding history, salary level, motivation
Company: Matching (current topic), seconded positioning/third party

8. Initiatives Short Profile
Headhunter: Cover sheet, background (broad/positioning), OnePager
Company: Core competencies & career adapted to company

9. Certificates & references

10. Detailed profile

11. Problem Portal (for understanding)
Time of recruitment, dwell time, topicality, keywords, CrossPlacement

12. Problem Follow-up
Into the moccasins of the counterpart, experiences in own position search

13. Initiatives to showcase social media
XING, LinkedIn (on the job, exempt), timing = need & misery (recruiter)

14. Magic terms
Inverse Headhunting (target : owner, boards, holding, CEO / job for head)
Direct Placement (addressee)
Assi Research vs. "The heart says stormy yes, the mind does not say no."

Further information

On our website you can find out more about the extensive
o internal career directory
o FAQ on OutPlacement
o Interviews OutPlacement & Career
o FAQ of the companies
and the horizontal sliders provide very quick information on all phases of career development and professional change.
For an individual and personal assessment, please arrange a free, no-obligation information meeting with your future coach.

Contact by phone, e-mail or contact form
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