According to current surveys, "a lack of communication and involvement by company management" and "the lack of career opportunities despite good performance" are the main reasons why employees resign from their positions.
But before employers can quickly reach for the PE watering can to provide all employees with a flat-rate development offer according to the principle of "continuing education for all", in the face of this information, the following questions must be answered: How does the individual employee want to be involved? And how exactly does s/he want to evolve?
The interview is based on an interview guide that examines company-specific competence criteria on a fixed evaluation scale. In contrast to the hiring interview, the assessment interview is not aimed at filling a specific position, but at analyzing the candidate's potential, interests and motivational structure.The focus is on questions such as:
Module 1: Theme focus
- How satisfied is the candidate with his current work situation?
- Where does he see the problems in his field of work and how would he like to resolve them?
- Where does he see the strengths of the company in general and his area of expertise in particular? What inspires him?
- How does the candidate assess his own strengths and weaknesses?
- How does he apply his strengths to the job?
- How does he work on his weaknesses?
- How does he envision his professional future?
- What does he want to do to achieve his professional goals?
Module 2: Basic versions
- Trans-sectoral assessment interview: If your candidates come from different specialist areas and you want to test them for general, i.e. cross-departmental competences.
- Specialist assessment interview: If you want to analyze your candidates for their potential as a specialist or manager in a specific functional area.
We offer the K&P appraisal interview in three basic versions, that range between the two poles of "low time and cost expediture" and "maximum depth of analysis".
Module 3: Target group-specific factors
- Assessment interview I: Basic analysis (up to 6 observation dimensions), product version with minimal time and cost expenditure
- Assessment interview II: In-depth analysis (up to 11 observation dimensions), balanced time/cost expenditure
- Assessment interview III: Product version with the most comprehensive depth of analysis (up to 16 observation dimensions), combined with higher time and cost expenditure.
Based on the chosen product version, we will develop an assessment interview tailored to your individual needs and requirements together in consultation with you. The following factors, among others, can be freely defined (independently of the product version)
The use of the assessment interview
- Candidate function (managers, specialists)
- Candidate level (Junior staff, professionals)
- Number of candidates
Due to its development-oriented position, the interview can be used both as an independent diagnostic measure and as part of a more comprehensive diagnostic process, e.g. as a measure preceding the Development Center (DC). As the last "module" at the end of a DC, the assessment interview can be used to give participants the opportunity to reflect on themselves.Potential analysis at senior management level:
While the DC is primarily used for junior executives, the appraisal interview is also suitable for top-level executives.The basis of systematic talent management:
Potential that has not yet been identified, but also problematic skills gaps can be identified at an early stage - one of the most important prerequisites for strategic succession planning and personal career planning.Customized personnel development:
Through the diagnostic results, measures such as training and coaching can be coordinated individually so that demand-oriented further training is guaranteed. This saves costs for unnecessary development measures and simplifies budget planning.Effective Talent Management Controlling:
The implementation of the assessment interview as a standardized diagnostic instrument also enables you to verify the effectiveness of the training measures used and keep an eye on the development of your service providers. Effective talent management is only possible by regularly comparing competence data with the requirements derived from the strategic goals.