Executive Search. Management Diagnostics.
For more than the sum of its parts.
The three pillars of our diagnostic services: Consulting
Businesses and organisations are highly dynamic networks where structures and changes meet relationships and behaviours. Management diagnostics at the organisational level are a way of making visible an organisation’s cultural conditions, thought and emotional patterns and possible development needs. This enables the potential in all areas to be fully realised, and for viable changes and sustainable development to be initiated.
Management audit
For strong management decisions.
Mergers, succession planning, strategic realignment: how can management be optimised? A management audit is the first step towards a sustainable solution. We identify expertise and always keep the strategic success of the company in mind. Your added value: a transparent and participative process that gives you an objective overview of the individual and collective performance potential of the (top) management team.
Practical example
Altruvia AG is an IT service provider for the cooperative FinanzGruppe and currently employs around 7,100 people. After Altruvia was formed from the merger of two previously independent companies, it became clear that the success of the merger would depend to a large extent on the selection of suitable managers.
In order to make the process as transparent and fair as possible, ifp was asked to assess more than 450 potential managers with regard to their suitability for the advertised positions. As part of the project, which took place at various locations within an ambitious timetable, we first analysed the corporate and management cultures of both companies. This enabled us to identify opportunities as well as possible resistance and obstacles in the merger process. The recruitment and development process was based on the future professional and interdisciplinary requirements of the job holders and the company-wide management mission statement. With this as a baseline, we developed tailor-made process modules. This ensured a high degree of accuracy within each target group and guaranteed the accuracy of the statements and the acceptance of the process.
Our management audit was used as a basis for recruitment decisions and was the starting point for the creation of individual development plans and a company-wide management qualification programme. Thanks to very intensive preparation, the support of managers and co-determination committees, and the close involvement of all stakeholders, every step in the management selection process was able to be completed on time. By the start of the new organisation, more than 90 percent of the management positions had been filled.
Developing competency models
Prepared for the future.
Sustainable recruitment, personnel development and performance assessment are the current requirements that will continue to play a decisive competitive role in the future. This is where competency models have proven their worth. A company-specific model is characterised by the fact that managers and employees, both in Germany and around the world, identify with it and are prepared to be measured against it in the future. Based on our extensive practical experience, we work with you to develop this tool, tailoring it to ensure your future success.
Practical example
NetCologne is a regional telecommunications service provider, cable network operator and Internet service provider with its own telecommunications network for private and business customers. ifp was commissioned to develop a competence model with the aim of dovetailing HR processes even more closely with the company’s culture and mission statement, and at the same time creating an objective basis for employee selection and development processes.
Through direct dialogue with specialists and managers, we were able to gain an impression of the company’s culture and values. In a workshop with relevant company representatives from HR and marketing, we reviewed a standardised competency model for its suitability to the company in terms of content and language, identified deviations and compiled additional content. Managers and experts from the company, including a co-determination representative, were then interviewed on site to ensure that the competency model could be easily understood and applied, and to provide a final quality check.
This project was followed by other projects such as the development of a competency-based guide for interviews.
Developing leadership culture
Inspiring people – sustainably.
Processes of change are successful when they inspire people. In contrast to strategy consulting, which develops and implements new organisational structures, we focus on supporting people through change and around aspects of corporate culture when developing leadership culture. The overriding goal is always to turn the people who are affected into participants. You benefit from our many years of experience in analysing corporate and leadership cultures – and in working with you to develop concrete measures for necessary changes.
