References

Industry examples of our references in succession consulting

Electronics/Automotive:

Companies with market leadership and several locations; special challenge of the high pressure to innovate and the integration of technical innovations in production and IT; role-finding between several people in the successor generation; individual coaching to develop self-direction and leadership skills

Agriculture and forestry:

(goods management with various business models): Companies with several locations; special challenge of strategic course setting, risk assessment and development of new business models under uncertainty

Media:

(print and online): Companies with multiple locations and a disruptive market environment; special challenge of defining new business models, restructuring and implementing the digitalization strategy; other special challenges due to family constellations and conflict potential in the integration of interests between the generations

Logistics/transport:

Several independent consulting/development coachings to prepare and design an extended leadership role in management

Management Audit Professional Aptitude Diagnostics Prof. Dr. Wolfgang Saaman

The reports are later Since 1977 I have been involved in the development and implementation of aptitude diagnostics procedures, the demands of which have changed over the decades. In the past, the aim was to gain an impression of the suitability of candidates* for certain challenges by means of differently configured test batteries (aptitude diagnostics by means of intelligence tests, personality diagnostics by means of psychometric procedures plus various interest tests). Today, the focus is on an interactive exchange with the candidate that conveys appreciation. This places far greater demands on the diagnostician, who must have learned through comprehensive training to approach the candidate with benevolent commitment on the one hand and with critical distance on the other. In order to achieve this, it is not enough to have taken up the subject in theory during their studies or to have been an observer a few times. As a neutral, the diagnostician should not be guided by whether he could imagine the candidate as his boss, colleague or employee. Diagnostics - especially in a psychological-social context - means: Seeing what is. Not seeing what one personally likes or dislikes. This is generally a great challenge for people when dealing with others, since our social perception is naturally colored. So no matter how qualified the diagnosis is, it is not entirely objective. However, it should come as close as possible to objective assessment standards. Challenge and consulting assignment. Initial situation of the company: a medium-sized IT company (subsidiary) has been very successfully built up and managed by a managing director since its foundation, who will soon enter his well-earned retirement. One year before this date, the question arises as to who can continue the success story as successor without being second choice as imitator. The company is facing new and difficult challenges with regard to the digital transformation, especially since nothing in the market will remain as it once was. Our clients also agree that the future management should be divided on two shoulders. From within the company, a number of second level applicants are available. However, they also want to look for suitable applicants outside the company. So far, the company has no experience with aptitude-diagnostic procedures for filling positions at any of the four hierarchical levels. We were recommended because our experts have carried out a total of more than 10,000 processes in 40 years and are therefore experts in the field, including the permanent adaptation of our proven processes to changing circumstances and the development of new processes. Objective, form, scope of the contract First, a process control group is formed: Chairman of the board of the parent company, managing director and head of human resources of the company in question, I am the customer's permanent contact person. The first step in clarifying the order is to weigh up the different processes in order to apply the most suitable one. The decision is made after detailed consultation and discussion with regard to the significance of the two to be filled. 2 executive positions on our most demanding procedure, the Management Excellence Appraisal (MEA). In MEA, the candidate discussed individually in the process control group, supplemented by the experiences with the individual candidate that lie outside the diagnostic process. The client's aim is to achieve the highest possible accuracy in determining the suitability of the individual candidates. The risk of making the wrong choice in the succession of a very successful managing director is simply too great to have opted for a simpler procedure that we also offer. Out of the 5 to 6 internal plus additional external applicants, the two that come closest to the requirements and of whom one has the impression that they harmonize well in tandem by complementing the qualities of the other should be filtered out. All internal applicants and the external applicants suitable by preselection should go through the procedure.

Phase 1

Information and preparation of internal candidates, search for external candidates The internal, eligible candidates are informed about procedural details in a group discussion in the presence of all members of the process control group. They can then decide to participate in the application process or withdraw their interest. Openness has always proved its worth in such situations. After the overall procedure has been explained to the six internal interested parties by the managing director, the procedure of the aptitude-diagnostic part by us consultants, who later sit opposite them as diagnosticians, five decide to participate in the selection process. For the external applicants who come into consideration, an orientation paper is prepared as a substitute for the aptitude diagnostic part, which is handed over by HR with explanations. Phase 2 Job advertisement and application These upcoming tasks are handled by HR. We provide support if necessary. Contact person for the internal application is the HR manager. For external applications, the decision is made to outsource the recruiting process to an external provider. We ourselves reject headhunting assignments due to conflicts of interest with diagnostic assignments. In our opinion and that of our clients, this completely different business is not compatible with the demand for neutral, unbiased personnel diagnostics from a single provider. We implement our recommendation to provide internal and external applicants with a letter of application, which should express the motivation for the application, as well as the task of putting on paper their understanding of the role of a managing director. In addition, the CVs of internal candidates are checked to ensure that they are up to date and, if necessary, improved. 3 Prior to the start of the application process, the client has defined the requirement criteria to be diagnosed together with us: MANAGEMENT (customer orientation, goal/result orientation, strategic orientation, corporate responsibility, change management, dealing with complexity), LEADERSHIP (leading employees, assertiveness, empathy, fulfilling the role model function), RELATIONSHIP AND PERSONALITY (ability to deal with conflicts, communication and conviction, network formation/relationship management, innovation ability). The measures required after the application has been received and until the MEA has been carried out are carried out by the customer without our involvement. We come back into play when scheduling the actual intake per candidate. Phase 3 Process of the actual status assessment of the Management Excellence Appraisal (MEA) The evaluation, which lasts a solid 7 hours, is conducted in a dialog-based discussion with the candidate, whereby the diagnosticians ensure a relaxed working atmosphere in addition to appreciative behavior. Since candidates do not enter such a procedure with the relaxed manner in which they organize their daily lives, the diagnosticians do everything possible to avoid creating additional stress. There are better methods for analyzing stress tolerance than combining this with interactive interaction with the candidate. People go into their natural protective mode under stress. This leads to a discolored picture of their suitability. The steps of the actual assessment: 1. warming-up including possible questions to the consultants about their CV, the procedure, breaks and other situational questions about the daily routine. 2. interview, mostly narrative behavioral event based, partly structured for a differentiated determination of potential assessment and concrete action competence 3. inquiry of motives and values for the reproduction of the original sound in the report of results (after corresponding note to the candidate). 4. inquiry of life-historically significant experiences/events on the rational as well as the emotional level, which, from the candidate's point of view, have shaped his personality. 5. tasks to determine strategic, analytical, creative and conflict resolution skills; experience/work through simultaneous role taking, case studies or a presentation task for the purpose of plausibility checks between word (interview) and action (practical action) 6. filling out a written questionnaire for self-assessment with regard to the requirement criteria and implicit personality traits. 7. perception-based description of the candidate's own image of himself/herself (how he/she thinks he/she will affect others) 8. self-knowledge summary of the challenges in the process 9. final open question of the candidate, with the exception of the feedback, which takes place in a separate appointment (by telephone or in person), differentiated on the basis of the results report. Phase 4 Selection and determination in the process control group for the most suitable candidates The process control group meets after the consultants have delivered all reports to the members of the group and made a selection recommendation with a ranking of their own. Discussion about each candidate. The diagnosticians explain the pros and cons of the individual potentials and competencies identified, as well as the outlook for their development needs and probability of development (agile versus consolidated in their thinking). Agreement on the final procedure: Information from the client to the candidates about their overall performance. Feedback from the consultants from the diagnostic process to all candidates in the individual interview. Result: It would have been theoretically possible that none of the internal - or even external - candidates would have met or been expected to meet the requirements of the newly formed two-man management team. The result is clear. Our client decides on only one - external - candidate. This deviates from the originally intended line of a tandem management. In agreement between clients and consultants, none of the internal candidates fulfilled the high expectations of renewing the company in part and continuing to lead it into the future with clear growth prospects. The internal applicants clearly show the so far over-strong, almost paternal-dominant leadership of the still acting managing director, who as founding managing director has steered the fate of the company for 25 years now. The second level had become accustomed to the fact that not only the essential decisions (also technical) come from above, but also that most conflicts are solved quickly. None of the area managers applying for the position had ever broken out of their serving employee role to prove themselves as responsible managers with entrepreneurial potential. Above all, the outgoing CEO recognizes that he has moved the level below him into a comfort zone over the years, which now reveals the glaring difference between motivation and potential. The motivation to become managing director is to be determined with all, the potential needed for it is not. The new managing director will later have us conduct a leaner procedure (Management Appraisal) for the department manager level in order to derive an individualized development program for area managers and department heads.

© 2020

Qualified aptitude diagnostics

The right choice of managers for economic success

Using the example of a medium-sized company whose founding managing director is going into well-deserved retirement after 25 years of extremely successful work, we described our challenge and the consulting assignment.

From internal and external applicants the successors are to be found who will continue the success story of the company without being second choice imitators. Who has the potential to renew the company and lead it into the future with clear growth prospects?

 

Read more about the project implementation and results in the tablet. To read more, simply scroll down the tablet.

Qualified aptitude diagnostics

The right choice of managers for economic success

Using the example of a medium-sized company whose founding managing director is going into well-deserved retirement after 25 years of extremely successful work, we described our challenge and the consulting assignment.

From internal and external applicants the successors are to be found who will continue the success story of the company without being second choice imitators. Who has the potential to renew the company and lead it into the future with clear growth prospects?

 

Read more about the project implementation and results in the tablet. To read more, simply scroll down the tablet.

Management Audit Professional Aptitude Diagnostics Prof. Dr. Wolfgang Saaman

The reports are later Since 1977 I have been involved in the development and implementation of aptitude diagnostics procedures, the demands of which have changed over the decades. In the past, the aim was to gain an impression of the suitability of candidates* for certain challenges by means of differently configured test batteries (aptitude diagnostics by means of intelligence tests, personality diagnostics by means of psychometric procedures plus various interest tests). Today, the focus is on an interactive exchange with the candidate that conveys appreciation. This places far greater demands on the diagnostician, who must have learned through comprehensive training to approach the candidate with benevolent commitment on the one hand and with critical distance on the other. In order to achieve this, it is not enough to have taken up the subject in theory during their studies or to have been an observer a few times. As a neutral, the diagnostician should not be guided by whether he could imagine the candidate as his boss, colleague or employee. Diagnostics - especially in a psychological-social context - means: Seeing what is. Not seeing what one personally likes or dislikes. This is generally a great challenge for people when dealing with others, since our social perception is naturally colored. So no matter how qualified the diagnosis is, it is not entirely objective. However, it should come as close as possible to objective assessment standards. Challenge and consulting assignment. Initial situation of the company: a medium-sized IT company (subsidiary) has been very successfully built up and managed by a managing director since its foundation, who will soon enter his well-earned retirement. One year before this date, the question arises as to who can continue the success story as successor without being second choice as imitator. The company is facing new and difficult challenges with regard to the digital transformation, especially since nothing in the market will remain as it once was. Our clients also agree that the future management should be divided on two shoulders. From within the company, a number of second level applicants are available. However, they also want to look for suitable applicants outside the company. So far, the company has no experience with aptitude-diagnostic procedures for filling positions at any of the four hierarchical levels. We were recommended because our experts have carried out a total of more than 10,000 processes in 40 years and are therefore experts in the field, including the permanent adaptation of our proven processes to changing circumstances and the development of new processes. Objective, form, scope of the contract First, a process control group is formed: Chairman of the board of the parent company, managing director and head of human resources of the company in question, I am the customer's permanent contact person. The first step in clarifying the order is to weigh up the different processes in order to apply the most suitable one. The decision is made after detailed consultation and discussion with regard to the significance of the two to be filled. 2 executive positions on our most demanding procedure, the Management Excellence Appraisal (MEA). In MEA, the candidate discussed individually in the process control group, supplemented by the experiences with the individual candidate that lie outside the diagnostic process. The client's aim is to achieve the highest possible accuracy in determining the suitability of the individual candidates. The risk of making the wrong choice in the succession of a very successful managing director is simply too great to have opted for a simpler procedure that we also offer. Out of the 5 to 6 internal plus additional external applicants, the two that come closest to the requirements and of whom one has the impression that they harmonize well in tandem by complementing the qualities of the other should be filtered out. All internal applicants and the external applicants suitable by preselection should go through the procedure.

Phase 1

Information and preparation of internal candidates, search for external candidates The internal, eligible candidates are informed about procedural details in a group discussion in the presence of all members of the process control group. They can then decide to participate in the application process or withdraw their interest. Openness has always proved its worth in such situations. After the overall procedure has been explained to the six internal interested parties by the managing director, the procedure of the aptitude-diagnostic part by us consultants, who later sit opposite them as diagnosticians, five decide to participate in the selection process. For the external applicants who come into consideration, an orientation paper is prepared as a substitute for the aptitude diagnostic part, which is handed over by HR with explanations. Phase 2 Job advertisement and application These upcoming tasks are handled by HR. We provide support if necessary. Contact person for the internal application is the HR manager. For external applications, the decision is made to outsource the recruiting process to an external provider. We ourselves reject headhunting assignments due to conflicts of interest with diagnostic assignments. In our opinion and that of our clients, this completely different business is not compatible with the demand for neutral, unbiased personnel diagnostics from a single provider. We implement our recommendation to provide internal and external applicants with a letter of application, which should express the motivation for the application, as well as the task of putting on paper their understanding of the role of a managing director. In addition, the CVs of internal candidates are checked to ensure that they are up to date and, if necessary, improved. 3 Prior to the start of the application process, the client has defined the requirement criteria to be diagnosed together with us: MANAGEMENT (customer orientation, goal/result orientation, strategic orientation, corporate responsibility, change management, dealing with complexity), LEADERSHIP (leading employees, assertiveness, empathy, fulfilling the role model function), RELATIONSHIP AND PERSONALITY (ability to deal with conflicts, communication and conviction, network formation/relationship management, innovation ability). The measures required after the application has been received and until the MEA has been carried out are carried out by the customer without our involvement. We come back into play when scheduling the actual intake per candidate. Phase 3 Process of the actual status assessment of the Management Excellence Appraisal (MEA) The evaluation, which lasts a solid 7 hours, is conducted in a dialog-based discussion with the candidate, whereby the diagnosticians ensure a relaxed working atmosphere in addition to appreciative behavior. Since candidates do not enter such a procedure with the relaxed manner in which they organize their daily lives, the diagnosticians do everything possible to avoid creating additional stress. There are better methods for analyzing stress tolerance than combining this with interactive interaction with the candidate. People go into their natural protective mode under stress. This leads to a discolored picture of their suitability. The steps of the actual assessment: 1. warming-up including possible questions to the consultants about their CV, the procedure, breaks and other situational questions about the daily routine. 2. interview, mostly narrative behavioral event based, partly structured for a differentiated determination of potential assessment and concrete action competence 3. inquiry of motives and values for the reproduction of the original sound in the report of results (after corresponding note to the candidate). 4. inquiry of life-historically significant experiences/events on the rational as well as the emotional level, which, from the candidate's point of view, have shaped his personality. 5. tasks to determine strategic, analytical, creative and conflict resolution skills; experience/work through simultaneous role taking, case studies or a presentation task for the purpose of plausibility checks between word (interview) and action (practical action) 6. filling out a written questionnaire for self-assessment with regard to the requirement criteria and implicit personality traits. 7. perception-based description of the candidate's own image of himself/herself (how he/she thinks he/she will affect others) 8. self-knowledge summary of the challenges in the process 9. final open question of the candidate, with the exception of the feedback, which takes place in a separate appointment (by telephone or in person), differentiated on the basis of the results report. Phase 4 Selection and determination in the process control group for the most suitable candidates The process control group meets after the consultants have delivered all reports to the members of the group and made a selection recommendation with a ranking of their own. Discussion about each candidate. The diagnosticians explain the pros and cons of the individual potentials and competencies identified, as well as the outlook for their development needs and probability of development (agile versus consolidated in their thinking). Agreement on the final procedure: Information from the client to the candidates about their overall performance. Feedback from the consultants from the diagnostic process to all candidates in the individual interview. Result: It would have been theoretically possible that none of the internal - or even external - candidates would have met or been expected to meet the requirements of the newly formed two-man management team. The result is clear. Our client decides on only one - external - candidate. This deviates from the originally intended line of a tandem management. In agreement between clients and consultants, none of the internal candidates fulfilled the high expectations of renewing the company in part and continuing to lead it into the future with clear growth prospects. The internal applicants clearly show the so far over-strong, almost paternal-dominant leadership of the still acting managing director, who as founding managing director has steered the fate of the company for 25 years now. The second level had become accustomed to the fact that not only the essential decisions (also technical) come from above, but also that most conflicts are solved quickly. None of the area managers applying for the position had ever broken out of their serving employee role to prove themselves as responsible managers with entrepreneurial potential. Above all, the outgoing CEO recognizes that he has moved the level below him into a comfort zone over the years, which now reveals the glaring difference between motivation and potential. The motivation to become managing director is to be determined with all, the potential needed for it is not. The new managing director will later have us conduct a leaner procedure (Management Appraisal) for the department manager level in order to derive an individualized development program for area managers and department heads.

© 2020

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