Talent management is key
„How do we develop the talents of today to become the high performers of tomorrow?” With this objective in mind, the entire HR process chain including “selection, development, staffing” needs to be reviewed, re-designed and re-implemented. For the successful implementation, the quantitative personnel staffing figures need to be linked with the qualitative requirements for a binding planning and review process, which is aligned with the corporate strategy. Based on this approach, requirements profiles for different jobs within the company can be derived and stored together with the corresponding qualifications and development measurements.
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Leadership on the test bench: 360° – Management Audit
As part of a merger and acquisition process, management positions are to be filled. For the respective positions, several candidates are available. The selection of the best candidate is made based on performance, strategic and leadership skills. A management audit takes place considering performance and motivation, best-fit-assessment, employee survey results, 360° feedback, as well as the candidates’ willingness to change and its corporate cultural compatibility. The restlessness and increased attrition often arising during such phases, is counteracted with a flanking retention model. This retention model shall avoid that the good employees leaving while others staying.
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Establish strategy work in management
A look beyond the horizon of the current financial year- the positioning and orientation of the company should be critically reviewed and further developed. Depending on the corporate culture of the company, the dialogue with executive levels 1-3 is given a special recognition. This requires a convincing concept and a well thought-through sequence of steps: Kick-off workshop of the Executive Board, the development of guidelines, strategy workshops in relation to individual departments, feedback sessions between working and decision-making groups – all this takes time. With the aim of creating a common orientation and action framework for the daily work management,…
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Onboard coaching
In a complex staffing process, one of the company’s key management position was filled externally. The company is positioned in a difficult economic environment which is why the success of the company depends to a large extend on the success of the new manager. He should be able to act quick and fast. The most important step for the new manager is getting to know the strategy, the organization, the culture and its people. It is key that the new manager builds sustainable relationships within the organization – especially with colleagues and their teams – as well as the new…
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Strategic restructuring of HR functions within the organization
As part of the strategic restructuring process of the organizational structure, the hitherto independently operating personnel departments of the company’s sub-divisions are supposed to work together in more integrated manner. Therefore, the strategy must be reviewed according to the changes within the company, processes must be adapted and organizational structures put to the test. Moreover, it is key to establish a more standardized cooperation with all the company’s personnel departments. To ensure consistent human resource work that suits the international needs, intercultural differences and the growth of countries should be taken into account.
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TeamCoaching – gemeinsam Ziele erreichen
Natürlich können sich auch Teams gemeinsam auf die „Lernreise Coaching“ machen: Den Auftrag des Team, die Ziele und Herausforderungen klären, Rollen und Verantwortlichkeiten auf Basis der individuellen Stärken im Team herausarbeiten, gemeinsame Werte und Haltungen als Basis der Zusammenarbeit reflektieren … die Methoden der Teamentwicklung und des Coachings lassen sich gut miteinander verbinden.
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