Diagnostic-Manufacture
The qualitative superiority of a carefully handcrafted product is often only recognized after a certain period of time compared to quickly produced mass-produced goods. It’s the same with us: Our diagnostic procedures and instruments are always based on the most effective scientific findings. We deliberately do not follow some trends to locate supposed success factors that are constantly being redefined. In this sense, we compare ourselves to a manufactory rather than a factory.
We pay particular attention to the quality of our services and concentrate on well-founded, empirically validated findings of seriously operating aptitude diagnostics. The accumulated knowledge about basic predictors of professional suitability, i.e. predictors that are stable in terms of time and situation, offers us a sufficient number of possibilities for deriving statements with a proven high predictive power.
Assessment-Center
Individually tailored to the specific requirements
The duration, type and scope of the assessment centers designed by us are derived from the respective requirements and the desired depth of the aptitude diagnostic assessment. That is why we develop each assessment center very specifically and individually for each customer after extensive coordination of the needs on site. In the assessment center, we use as many methods as possible to increase the validity of the overall assessment. We propose both quantitative and qualitative characteristics as assessment criteria. Although the latter are harder to grasp, they often form the actual basis for professional success – because suitability is not the same as a fit.
Remote-AC
Exploration of relevant suitability characteristics via video conference
In addition to face-to-face events, where candidates meat a team of on-site observers, we also offer remote ACs, which are conducted entirely via video conference. The AC does not only consist of an exploratory conversation, but is rather enriched by spontaneous, situational exercises or presentations that should be prepared in advance. At the end there is a final meeting between all those involved, which ultimately provides the basis for a decision. Especially in the last few months, the acceptance of such an approach has increased significantly among all those involved (observers, candidates, works councils).
Learning-Potential-AC
Innovative approach away from classic Assessmenet-Centers
In addition to the largely classic approaches, we also represent innovative concepts, such as the Learning-Potential-Assessment- Center: The focus here is solely on the characteristic „learning potential“, i.e. the will and the ability to adapt to new things as quickly as possible. Nobody will be able to foresee which requirements will be important for a specific position in 10 or 20 years. However, one criteria is already clear today: whoever has the greater learning potential will then be more successful than others. This is the basis of the entire approach of this procedure, which does not attempt to assess any specific requirement characteristics, but is solely dedicated to a person’s individual ability and willingness to learn.
Single-Assessment
Professional assessment of a single person
In contrast to assessment centers, which are aimed at groups, an individual assessment (also called management appraisal) is aimed at one person. In a mostly one-day workshop, this is examined for its basic suitability for a specific position or further potential beyond the current function. Using various aptitude diagnostic procedures (multimodality), we create a personal strengths and weaknesses profile based on the individual preliminary discussions with our clients. An individual assessment can take place anywhere, at very flexible times and usually without the involvement of additional external observers.
Management-Audit
Distribution of individual potentials within a defined group
In the course of a management audit, we assess the existing potential of a group of people to be assessed in order to be able to fill key positions as optimally as possible and/or initiate individual, requirement-related development steps. To do this, we discuss with our customers in advance the criteria that are considered important in the course of the audit, as well as the various options for multi-method and multi-perspective data acquisition. In addition, we jointly define the type, scope and depth of the diagnostic assessment in order to achieve the desired quality of the procedure and the highest possible level of acceptance among all those involved.
Development-Center
Looking on individual fields of development
In terms of type, structure and content, development centers mostly follow classic assessment centers. The focus of the observation, however, is no concrete decision to fill a vacancy. Rather, individual strengths and development areas of a person should be assessed. Development centers can help to discover previously unknown talents and potential or prepare for future functions in the course of specific development programs. Development centers are often an integral part of internal talent management or a component in standardized development programs.
360°-Feedback
competency assessment
through feedback
With 360-degree feedback, one can assess the various competencies of specialists and managers from different perspectives, such as from the perspective of employees, supervisors, colleagues, team members, customers or other groups of people. The subsequent comparison between the self-image and the image of others enables the derivation of important impulses for self-reflection and personal development. In this context, our processes reflect important generic and at the same time success-relevant competencies. Depending on the project, they can be supplemented by specific content that we discuss and define with our customers beforehand.
Tests
little noticed,
but very valid
Tests are the metrologically most strictly constructed diagnostic procedures. There are a large number of validly designed tests for the human resources area, which impress with a proven high forecast quality. Irrespective of this, the acceptance of test procedures varies considerably for various reasons. We have very broad and in-depth knowledge in this area and, depending on the application, recommend various tests – either as individual procedures or to supplement other instruments that have already proven themselves on site, but were not able to adequately depict certain facets.
Test-Development
specific criteria,
own norms,
hard to fake
The test procedures we have developed follow the requirement that they can be processed quickly and easily in practice while complying with the classic quality criteria and that the question and answer format chosen is not transparent and therefore difficult to falsify. In addition, over the past years, we have developed the special competence to also reliably map those criteria that were previously considered difficult to assess. This enabled us to design various company-specific tests, the standards of which were specifically calibrated to internal requirements.
Interview
Achievement is based on ability
but above all on willingness…
The interview is the most common method of getting to know people who have applied for an offered position. Some decision-makers explore professional qualifications and important formal criteria in a very professional manner, but want to enrich the knowledge accumulated in this way with additional information on the suitability of a candidate. Our interviews provide information about relevant personality traits and motivational factors of a person and thus allow an assessment of future professional success beyond the mere formal qualification.