Starting point – development of 150 managers
The project involves a large European energy supply company. The focus was on the 150 managers at both levels below the board of directors. After a reorganization, Obermann Consulting was challenged to match the existing management team against the changed requirements and to identify the need for change. Many of the participants were skeptical about this approach on the part of the Executive Board – should it be about cutting management positions, for example? Therefore, building trust and gaining acceptance were key issues.
4-step approach: Preliminary talks, audit, development talks, monitoring
We use a tried-and-tested procedure for development audits, the key to gaining acceptance being the involvement of the respective supervisor – at the first management level, the respective board member. Before the actual audits, which took place both in person and completely virtually, a preliminary discussion was held with the respective supervisor: What are the key challenges to the position, what are the challenges to the task? In addition to the greater precision of the content of the subsequent audit, the supervisor was thus part of the process.
The development audit itself lasted half a day for each participant and consisted of a presentation, an appraisal interview, an industry-specific case study and an interview along the company’s competency criteria.
Remote Potenzialanalyse als Startpunkt
Zu Beginn der Potenzialanalyse steht unser LPA-Online-Assessment. Hier bearbeiten die Teilnehmer eigenständig über einen Link ein Online-Assessment, in dem alle Indikatoren für Potenzial auf der Seite der Persönlichkeit abgebildet werden.
Der Präsenzteil findet in Form von 2-tägigen AC / DC abgebildet. Organisiert wird das über 3 Beobachtergruppen mit insgesamt 3 Moderatoren, 6 internen Beobachtern und 9 Teilnehmern. Die komplette Potenzialanalyse läuft remote ab. Dies bedeutet, dass die Interviews und Verhaltenssimulationen videobasiert durchgeführt werden. Dabei setzen wir unsere AC-App ein. Mit der AC-App wird der komplette Prozess digitalisiert: Alle Beteiligten bekommen vorab einen Link. Die Beobachter dokumentieren ihre Bewertungen und die sind dann für alle Beobachter teilbar und sichtbar. Auch die Teilnehmer haben ihre Online-Agenda und bekommen entsprechend den hinterlegten Zeiten ihre Aufgabenunterlagen freigeschaltet.
Das DC wird in vier virtuellen Räumen durchgeführt, ein Vorbereitungsraum und drei Durchführungsräume, in der die Teilnehmer jeweils virtuell wechseln.
Result: Development plan aligned with participant, line manager and consultant.
Intensive follow-up took place with each participant. However, our approach ensured a high level of acceptance. The contribution of our consultants here consisted in. „Strengthening strengths“, they came up with specific suggestions for development measures. At the end, each participant received a personal development plan signed by all participants. The implementation of the measures was closely monitored by the Executive Board.
More project examples:
- Virtual assessments consulting companies in 52 countries
- FMCG industry – potential analysis run 100% remotly
- Remote training: Introduction of modern employee appraisals at leading retailer
- Technology Group: PAN-European Executive Development Impulse
- Management audit at aviation group with new CEO
- Value-oriented management development at an international manufacturer of construction and insulation materials
- Global management development for international mechanical engineering group