6. personnel development

Tabular overview 6
The PersonalAG partners can provide you with the basic information for the promotion strategies in your company. Often, other information opens up to the external HR manager, which is very important in "career planning". An appropriate assessment system can measure the progress of the planning and, if necessary, initiate measures against the target deviation or corrections. Internal coaching is already much more widespread in other countries and ensures development planning. Of course, the appraisal system is only as good as the appraiser. Therefore, intensive coaching of managers is advisable in this context. Personnel development is rounded off by the area of internal and external training, for which benchmarking should be established.
Promotion strategies

The relationship between performance and promotions in career progression often shows no clear rules. Everyday business is rather characterized by the dependency on vacancies. If necessary, there is still a successor model to secure key positions with the problem of the restlessness of the successors.
Appraisal systems

In addition to the employee appraisal, which is most frequently used, there are also the supervisor, self, colleague, peer and 360° appraisals. In order to achieve a targeted and strategically oriented personnel development, a systematic and largely objective personnel assessment is required. We support you in setting up and implementing a personnel appraisal system and point out its dangers, e.g. concerns of the works/staff council and the employees or the lack of acceptance in the company. You decide which types, methods and use of personnel appraisals are to be implemented in your company. It is important to know which task(s) the personnel appraisal should serve, whether as a management tool, for determining remuneration, as a development basis for personnel deployment or as motivation.

The coaching idea was taken over from sports to business. It is about increasing team and individual performance.
Customized work

It is about bringing these successful basic patterns to fruition in a meaningful way in companies and organizations and with individual managers or employees. Since we do not believe in "patent recipes", we approach this task in a structured and methodical way. In each individual case, we clarify the objectives of personal development measures and the methods we use.
Ethics in coaching

  • Openness of all objectives, briefings, methods and individual activities for the coachee (coached employee)
  • Partner - cooperation "on an equal footing
  • Absolute confidentiality of the 4-eye conversations and the workshop contents during group coaching (reference to the code of honor of psychologists)

Coaching methods

In addition to our own experience in management tasks, conflict resolution and complex communicative processes, we use a number of psychologically based coaching methods in which we are trained. The starting points for coaching are the key qualifications of the ideal manager: professional competence, methodological competence, social competence and ego competence. For managers, professional competence includes power.
Coaching in practical application

The need for coaching usually becomes apparent when a manager does not (yet) meet the requirements in terms of methodology or leadership behaviour. The typical behavioural patterns, basic attitudes and/or management approaches shown are not accepted in the environment, goals set are not achieved. Leadership discussions have not led to the desired success.

The external coach has a different approach to the coachee, since he is not a participant in the corporate communication and management process. The coachee finds in the external coach a person of trust in whom he can confide. The coach is not a critic, he does not have the task to build up performance pressure. He is a supportive companion who points out behavioural alternatives and development potentials.
Practical relevance

At the beginning of the coaching process there is a 6-eye-meeting with the superior and the coachee as joint clients and the coach as contractor. At the end of the coaching, all 3 participants meet again to transfer the coaching results into leadership practice. Of course, the contents and personal aspects of the coaching conversations remain protected under the bell of absolute confidentiality. With the coachee's consent, only those behaviours and goals are addressed that are necessary for a successful continuation of the coaching and personal development process in operational practice. more at NewPlacementAG
Consulting and support for executives

In order to give you and your superiors time for day-to-day business or projects, we offer consulting and support in all core areas of operational human resources work, whether it is consulting on operational or individual problems, to relieve your workload and to support your superiors.
It is important for us to look at the company as a whole.

  • Training - Educational measures - Advanced training
  • We support our clients in, the determination of training needs
  • selection of instruments
  • (Internal or external training, electronic media, intranet, coaching, job rotation, training "on the job")
  • Determination of training courses and costs
  • Creation and presentation of the training plan with costs
  • Approval of the training plan by the management
  • Implementation of the training measures
  • Control of the training measures
  • Evaluation of the training measures by the participants

Tabular overview 6

6 0 Personnel development (talent management, teamwork, coaching)
6 1 Elaboration and implementation of personnel development concepts
6 2 Training strategy for industrial and commercial trainees
6 3 Selection and evaluation of personnel development measures
6 4 Demand-oriented analysis of personnel development needs
6 5 Needs-oriented employee qualification including feedback/ evaluation according to KIRKPATRICK
6 6 Coaching and consulting of management and executives
6 7 Definition of shared values, vision and mission, ThyssenKrupp/HDW
6 8 Performance appraisals
6 9 Intercultural change management program; introduction and organization
6 10 Expatriate management scheme; introduction and further development
6 11 Introduction of appraisal systems and dual training programs
6 12 Introduction of target agreements as a management tool, performance appraisal procedures
6 13 Development of demand-oriented training and standardization to a learning organization
6 14 Development and implementation of assessment centers
6 15 Development and implementation of target agreement processes and dialogs
6 16 Career paths; development
6 17 Development of communication concepts and tools
6 18 Development planning (job descriptions, requirement profiles, actual/target comparisons)
6 19 Conducting conflict and criticism discussions
6 20 Leading various change management processes
6 21 Executive coaching, team building/development (individual measures/workshops)
6 22 Executive grading, job evaluation procedures (Mercer / Hay)
6 23 Design and implementation of employee career planning
6 24 Career Path/ Competency Model for Sales and Customer
6 25 Implementation and support of international education projects
6 26 Initiation of external management qualification program internationally
6 27 International modular executive development programs in cooperation with European business schools
6 28 Design / implementation of employee appraisal processes and instruments
6 29 Design of management trainee program
6 30 Design and coordination of induction plans for new employees
6 31 Design and implementation of a uniform, international appraisal system
6 32 Conception of career planning as a basis for career development
6 33 Performance appraisal procedures
6 34 Management development, supervision of managers, TKMS
6 35 Employee appraisal, conflict management, employee information
6 36 Moderation of international personnel management circles and committees
6 37 Organization and monitoring of management audits
6 38 Ensuring industrial and commercial training
6 39 Job descriptions, requirement profiles, actual/target comparisons
6 40 Management of the company's own training department (ACADEMY)
6 41 Strategic training planning nationally and internationally and operational implementation
6 42 Systematic succession planning with leadership reviews for relevant key positions (evaluation measurement)
6 43 Talent management to identify, develop, fill and retain talent
6 44 Talent management against the background of demographics, diversity, succession
6 45 Talent management / development plans / training concepts
6 46 Training and consulting for managers and HR business partners
6 47 Implementation of a uniform performance management system (assessment tools / mid-year dialogs)
6 48 Target agreements as a management tool, performance appraisal procedures
6 49 Selection/management of external service providers
6 50 International employee survey GREAT PLACE TO WORK or AON HEWITT with
6 51 Design and implementation of company-specific 360 degree feedbacks