Since the 1990s, the concept of diversity has gained increasing importance within companies and organisations. From the early 2000s onwards, the first structured approaches to diversity management emerged, aiming to embed diversity systematically across all areas of an organisation. In practice, diversity means creating an environment in which people with different backgrounds and perspectives feel
Many organisations invest in leadership training, yet it is not always clear what they intend to achieve. What is clear, however, is that effective leadership has impact on performance, on culture, on retention – and ultimately on business success. When well designed, leadership programmes can contribute in several ways: Clarity and confidence in the leadership
Bias or in other words, perceptual distortions can influence recruitment decisions in unintended ways. The question, therefore, is how avoiding or at least mitigating such effects can improve the quality of selection decisions. Step 1: Structure Beats Gut Feeling What to do? Use structured interviews or behavioural simulations with predefined questions, clear evaluation criteria and
We often hear: “Our leaders know their people well. Why run a Development or Assessment Centre?” It is a fair question – and one that invites a closer look at the added value of psychometric and diagnostic approaches for everyone involved: participants, leaders and HR alike. Because leaders cannot see everything. Leaders typically experience employees
“We want the best talents – regardless of gender, background or age.” Such statements are frequently found in employer branding and HR communications. And, in our view, there is no reason to doubt the sincerity of the corporate philosophy behind them. However, many selection processes are vulnerable to bias – unconscious distortions that systematically influence
Diagnostics are a starting point, not an end result. The crucial question is: what happens next? A practical example: → Development Centre series with 24 young professionals, all previously identified as high-potential employees within the organisation → Development of individual development plans based on the results of the potential assessment → Kick-off workshop with all
Management audits are versatile instruments of personnel assessment that provide valuable insights, for example in the context of appointment processes involving internal and/or external candidates. However, such processes do not determine whether someone is “good” or “bad”. Nor do they usually offer a simple yes/no answer to the question: “Can this person lead?” What can
Complicated problems can be solved – complex challenges call for orientation. What does managing complexity mean? It is the ability to recognise patterns in ambiguous, dynamic situations, to tolerate contradictions and to remain capable of acting in the face of uncertainty. Managing complexity means providing direction without creating a false sense of certainty. Why does
Anyone who wants to lead others must first be able to lead themselves. What does self-leadership mean? Self-leadership means having clarity about one’s own goals, values and resources – and managing these consciously. It includes focus, resilience and the ability to remain effective under pressure. Self-leadership forms the foundation for authentic and impactful leadership. Why
Leadership also means inspiring others to perform at their best. How do you identify this potential in a management assessment? What does motivational capability mean? Motivational capability describes the ability to inspire and engage people in an authentic way and to provide a sense of purpose. It is about creating conditions in which commitment, personal
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