March 2026
Three weeks inside a German communications agency can recalibrate your expectations.
During a recent PROI exchange with Klenk & Hoursch in Frankfurt and Munich, I expected to learn about European media dynamics, client expectations, and cultural nuance. I did. But the most valuable lesson had nothing to do with press lists or platforms. It was about onboarding – and the discipline behind it.
I’ve always believed in written standard operating procedures. Across multiple accounts and teams, SOPs create clarity, reduce friction, and help people do their best work faster — principles that underpin how we approach our work at Jackson Spalding. But watching how Klenk & Hoursch operationalizes onboarding took that belief several levels deeper.
In Germany — and across much of the European Union — labor laws significantly shape employer behavior. Once an employee passes the first six months, separation becomes complex, expensive, and often impractical. The implication is obvious: the early months matter. A lot. This isn’t a trial period in name only; it’s a foundational investment in a relationship that’s expected to last.
That reality shows up clearly in how Klenk & Hoursch brings people in.
Every new employee goes through a deep, structured onboarding process. Expectations are explicit. Processes are documented. Accountability is underscored. During my exchange, I experienced a compressed version of this onboarding, and the thoroughness was striking.
They don’t just explain what to do. They explain how the agency works at its roots.
How crisis communications are managed. Which channels are used for which kinds of communication. I sat for a brief session with Daniel Hanke, CEO of Klenk & Hoursch, who explained when email is appropriate – and when it’s not. When Slack is the right tool. When a conversation needs to move offline. These aren’t left to interpretation or tribal knowledge. They’re taught.
And because Klenk & Hoursch is exceptionally good at crafting award-winning presentations, these systems are communicated visually, clearly, and consistently. The result is alignment from day one — not just on tasks, but on culture, judgment, and expectations.
Here’s the insight that stuck with me: clarity isn’t restrictive. It’s liberating.
When people understand how decisions get made, how information flows, and what “good” looks like, they engage faster and more confidently. They don’t waste energy guessing. They spend it doing the work.
Clarity also shortens the distance between joining and contributing. Instead of decoding culture through trial and error, new team members operate within a defined framework from the start.
And when that framework is intentional, onboarding shapes outcomes long before the first big assignment.
American agencies operate in a very different legal environment. We have more flexibility. More mobility. More tolerance for learning on the fly. But that doesn’t mean we should accept ambiguity as the cost of speed.
If anything, the German model is a reminder that onboarding is strategy, not administration.
The recommendation is straightforward: treat the first six months like they matter — because they do.
Document your expectations. Codify how your teams communicate. Explain not just the what, but the why. Don’t assume smart people will “figure it out.” Help them start aligned.
You may not be legally required to invest that deeply. But culturally, and competitively, it’s worth it.
