How we work
Filling a vacancy with the right highly qualified executive is made possible by an intensive analysis process carried out within a predefined period. We attach great importance on intensive and thorough profiling, both in terms of the organisational environment as well as the position itself.
The quality of this profiling has a direct influence on the process and speed of filling a vacancy, and is a decisive factor in its success.
We always present top candidates, including personalised staff development concepts, in order to encourage long-term employment with the company in question.
"The detailed profiling and analysis of the professional development of a vacant position is the step in the process that brings the highest return on investment".
Analysis of organisational environment and position
An intensive analysis of the vacant position in the company is carried out. This includes a detailed preliminary meeting with the decision maker and multi-perspective profiling, involving –where possible – all relevant decision makers. If the company is looking for a sales manager, for example, this may then involve the Director of Sales, or could equally be the Director of Production or Team Leader, Sales. In addition, we also clarify all the information about the company and organisational structure.
The decision makers and colleagues from the organisation involved in the process are integrated into it via the “FAP form”, a questionnaire on requirements specifications. This form asks about job characteristics essential to success, selected in accordance with uniform criteria. The questionnaire is conducted using an online tool, which means it can be filled in anytime and anywhere.
These results are then compiled and discussed. The results assist in formulating precise requirements in terms of technical and methodical knowledge as well as skills of the future employee. The process ensures perfect clarity with regard to the requirements of the position to be filled and, since all stakeholders are integrated into the process, the result is accepted by all.
These requirements are then used to derive the necessary characteristics of the candidate, which can be entered into the CAPTain assessment profile. The profile indicates which person, with which skills, is required.
"All decision makers have an insight into the various expectations of the candidate and position at the start, resulting in a jointly agreed profile with a high level of commitment"
Potential candidates are contacted directly based on these findings. Prospective employees are approached by phone and the vacant position is brought to the desired target group.
After intensive talks, the three to five best candidates are given the opportunity to undergo the CAPTain analysis.
The results are compared with the requirements profile in the shape of a questionnaire developed by the team beforehand. This shows the areas where the candidate’s profile overlaps or deviates from the requirements, or where there is room for improvement. The result is a transparent basis for a decision to hire, combined with potential measures for HR development.
Using this concrete and scientifically proven tool, HR decisions can be validated and not merely driven by gut feelings.
“It’s not about constantly motivating one’s staff, but avoiding demotivating staff by using situational leadership”
(Reinhard Sprenger, Mythos Motivation)
HR development in companies
Where required, Guido Lysk can provide support and advice on introducing the candidate into the work environment, as well as on the topic of HR development.
Targeted HR development strategies are only successful for superiors and staff if there is agreement (both parties understand what the individual points mean), and measures are discussed and implemented together.
After all, there is no such thing as a 100% perfect match!
The professional motives provide management with useful tips on things that truly motivate or demotivate the employee. These motives are weighted differently and are characteristic in each individual to a varying degree.
Leadership that employs broad brushstrokes often misses the point. Personalised and situational leadership, however, maintains high motivation and performance.
"If you want to be a good manager, you have to take a closer look at yourself first!"
(Friedemann Schulz von Thun)