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People and Human Resources

Creating Human Resources for the Future

The changing HR Department

Human resources departments are currently experiencing profound changes in terms of their function and importance in companies. Companies expect a clear added value from you! If this added value is not achieved, the question of outsourcing central HR functions may be raised. In this transformation process, we support you in getting "away from traditional personnel administration and towards becoming a strategic partner for management".
We believe that an established talent management system tailored to the company's needs can deliver maximum benefit. A strategic talent management system works in conjunction with the corporate strategy and derives directly from it:
  • What special skills are needed to successfully implement the strategy?
  • What strengths does the company need to develop in order to successfully assert itself on the market?
  • Speed? Precision? Innovation?

When these questions are answered, HR can take action to position itself successfully for the future.

Dimensionen einer strategischen Personal- und Führungskräfteentwicklung

Human Ressources in der Veränderung

Dimensionen Personalentwicklung

Our approach to change in personnel and management development

Creating the change

Dr. Kraus & Partner consulting services can vary widely depending on the situation and needs. We have clients who only book training sessions, as well as clients who carry out their entire personnel and organizational development with us. This decision depends on the company's internal strategy.

Developing employees
  • Creation and implementation of training concepts  
  • Creation and implementation of management and specialist trainee programs
  • Development and implementation of leadership programs
  • Custom follow-ups
  • Support for on-the-job training
  • Coaching session
  • Training of the trainers
  • Management of outsourced academies
Developing a company culture
  • Development of visions 
  • Development of management philosophies
  • Description of corporate values
  • Cultural analyses
  • Development and execution of group events
  • Support of team development
  • Review of leadership styles
  • Support of leadership executives in the development of their teams

Defining performance standards
  • Development of competency models that fit the company
  • Standardization of job descriptions
  • Support of personnel selection
  • Identification and promotion of high potentials for the company
  • Training needs analyses
  • Design and implementation of project work
  • Development and implementation of assessment procedures
Measuring performance
...using various methods, such as
  • Balanced Scorecard
  • SWOT-Analyses
  • 360° Feedback
  • Performance review and employee appraisal
  • Lean-Management-Methods
  • Gap-Analyses
  • Key Figure-Cockpit


 

Leadership Diagnostics

Personnel diagnostics as a starting point

A well-founded personnel diagnosis forms the basis for all further activities: It provides reliable, comparable data that can be used not only for targeted personnel planning and development, but also for talent management.

K&P Leadership Diagnostics encompass two fundamental areas with different objectives:
  1. The "selection-oriented diagnostic" for filling one or more specific positions
  2. The "development-oriented diagnostic" for the individual identification of potential improvement possibilities as a basis for tailor-made development measures.

There are three main diagnostic methods available in each area:

Personality tests
  • Delivering initial "personality sketches" of the candidates on the basis of self-assessment as well as external evaluation.
  • Low time and cost expenditure, delivers easily comprehensible diagnostic results.
  • Suitable for pre-selection and basic diagnosis of candidates.
  • If the diagnostic is to serve as a basis for important personnel decisions, the use of personality tests is only advisable in conjunction with further in-depth diagnostic measures (interviews, audit formats).

Interviews
  • Conversation-based, guideline-supported diagnostic form.
  • Right in the middle when it comes to "time/cost expenditure".
  • Can be implemented after or prior to personality tests, as part of audit formats or as a stand-alone measure. Suitable database for personnel selection and development.

Audit formats/Simulation-oriented diagnostics
  • "Simulation-oriented" diagnostic form: the actual behavior of the candidates forms the analysis basis, instead of verbal or written statements.
  • In comparison to tests and interviews: the most comprehensive analysis depth, higher time/cost expenditure.
  • Most efficient database for personnel selection and development.
  • The conception of a company-specific competency model, the multiple ascertainment of the individual competencies through practical exercises, as well as the preparation of a detailed report for each candidate form the quality features of a successful audit format.
Leadership Training

Effective development measures are, above all, demand- and needs-oriented.
Training should also never be prescribed as a "one size fits all", but should be based on an individual analysis of potential.
Key issues of importance to junior executives and professionals in day-to-day management include:
  • "Presenting & Convincing": How do I present in a clear and precise way? How do I use the power of language to inspire my counterpart? How do I convince using media appearances?
  • "Applying Status Intelligence": How do I lead authentically, sympathetically and assertively all at the same time?
  • "Managing Communication Processes": How do I secure concrete, sustainable results in meetings? How do I deal with (subliminal) conflicts within the company? How do I create a win-win situation during negotiations?
  • "Leading Employees": How do I lead in change situations? How can I meet the expectations of the various "employee types" in my leadership role?
  • "Recognizing Employee Potential": How do I assess employees as objectively and reliably as possible? How do I give feedback - even in "difficult" situations?
  • "Developing Teams": How do I promote teamwork on my team? How can we develop an identity and solve our conflicts?
Leadership Coaching
"Coaching" is the person-centered work with leadership executives in relation to the question of how the leadership role is designed and managed by the person.
K&P Leadership Coaching can be part of a comprehensive talent management program or used as an independent instrument.
Coaching sessions often develop particular effectiveness in combination with diagnostic measures such as the K360° Feedback: Repeated measurements can make the changes brought about by the coaching process more visible to the coachee.




 

Talent management as a success factor in leadership development

Development of employees for the future

What is Talent Management?

"The long-term, systematic identification and promotion of key candidates for the successful implementation of strategic corporate goals" - or, from a process perspective:
  • Determine the course: Which short-, medium- and long-term goals does the company want to pursue?
  • Derive tasks and competence requirements: What do we have to do to achieve these goals? What skills do the individual tasks require?
  • Identifying and fostering leadership potential: Who has which talents? How can this individual be used in accordance with his or her strengths and how can he or she develop further?
  • Assessing goal achievement: How successful is the individual manager in his (new) position? Which strategic goals have already been achieved, and where is there still room for improvement?
Why Talent Management?

Finding the best possible candidate for a key position is an important, as well as difficult, task. The problem: If a decision needs to be made under time pressure due to a lack of succession planning, the choice made is often the first and not the best candidate.
But filling a position with the wrong person entails tangible economic disadvantages for the company: Neither can the (young) manager fulfill the requirements placed on him/her in the best possible way, nor are his or her actual competences exhausted.
On the other hand, strategic talent management ensures...
  • an organization-wide increase in performance through optimized, regularly evaluated staffing and personnel development processes
  • a reduction in personnel costs through reduced absenteeism and staff turnover
  • satisfied and motivated employees through a close connection of systematic succession and personal career planning


K&P Talent Management

K&P regards talent management as a continuous process that can only be successful if it combines strategy, structure and culture:
  • Talent Management Strategy: Definition of short-, medium- and long-term goals for the implementation of the corporate strategy, use of key performance indicators to measure success.
  • Talent Management Structure: Implementation of standardized leadership development measures: diagnostics, training, coaching.
  • Talent Management Culture: The Internal Perception and Acceptance of Talent Management

The Assessment Center for the selection of employees

Finding the right employees

  • The Audit or Assessment Center (AC) is a simulation-oriented personnel selection procedure that allows you to check the fit of the candidate and position as well as the fit of the candidate and the company.

For this, we initially develop a job requirement profile and a competency model based on existing templates.

On this basis, we design an individual assessment center for you, which we carry out either independently or with you as an observer. Since a mix of external and internal observers has proven to be ideal, we would always recommend that you participate in the AC as an observer. During a one-day observer training course, we will provide you with an understanding of the required assessment attitude and methodology.

Module 1: Basic version
We offer our AC's in three basic versions, which vary between the two poles "low cost/time" and "maximum analysis depth".
  • Assessment Center I: Basic analysis (up to 6 observation dimensions), product version with minimum time and cost expenditure.
  • Assessment Center II: In-depth analysis (up to 11 observation dimensions), balanced time/cost ratio.
  • Assessment Center III: Product version with the most comprehensive depth of analysis (up to 16 observation dimensions), combined with higher expenditure of time and money.
Module 2: Target group-specific factors
On the basis of the selected product version, we will develop an assessment center 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):
  • Candidate function (managers, specialists)
  • Candidate level (Junior staff, professionals)
  • Group size

In the AC, candidates are put into situations that are directly or indirectly relevant for the vacant position, by means of a variety of different exercises (lectures, role plays, etc.). In this context, the behavioral patterns shown are analyzed on the basis of the previously defined competence model and then evaluated in the form of meaningful reports (for the company and for the candidates).

 

A specific case: The Assessment Interview

Conducting Assessment Interviews

Target group-oriented personnel development

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: 
  • 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 1: Theme focus
  • 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.
Module 2: Basic versions

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".
  • 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.
Module 3: Target group-specific factors

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) 
  • Candidate function (managers, specialists)
  • Candidate level (Junior staff, professionals)
  • Number of candidates

The use of the assessment interview
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.




 

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