Where money, time, ideas and hopes are put into such measures, particularly close attention needs to be paid to the evaluation of the intended benefits – both for the participants and for the company.
Many years of experience in human resources development have, though, shown us: rarely is attention paid to evaluation and the continuous improvement of such programs.
We support you in the quality assurance of your human resources development as proven expert for conceptual design and methodology: “International German Training Prize 2009” in a conceptual project with our partner DEKRA.
You can count on…
- Observational methods in schoolings / trainings / seminars
- To establish a status quo
- To explore the need for action
- And for further professionalization
- Supervision and coaching of human resources managers
- Certification procedures with an accredited seal of quality
With high acceptance on the part of the target group as a result of…
Understandable, commonly agreed upon criteria and behavioral anchors
Close coordination and transparency
Comparability
Focus on behavior rather than identity
Feedback approach instead of judgment
Rejection of the demand for benchmarks and formulas
Approach to Work
Focus on solutions:
Instead of solving problems from the past, we work with our clients to find solutions for the future.
Goals:
Our very individually channelled work is strongly based on the clients own responsibility and initiative. Thus we orient ourselves toward the goals of our clients - an essential requirement for achieving this, as people can motivate themselves to attain their own goals (compare, "I want to improve in xy," with, "A wants me to improve in xy").
Result:
Clear agreements are needed
- about the manner, extent and indicators of the goal
- towards whose goal we are working in order to avoid manipulation (actual or felt) through coaching. For us, this is also an important criterion for either the acceptance or rejection of a mandate.
- about possible contradictions between the goals of our clients and the contracting company
- regarding who the involved persons / parties are. There can be mutual agreements between several parties (for example: client, personnel department, superiors, coach) when all involved agree
Discretion: The confidant
To be able to work effectively, the client relies upon absolute discretion regarding the subject matter and any verbal comment relating to it. Thus the coach becomes the confidant at the client’s side and not a hidden assessor. This is also a matter of course for the authorizing party when it regards someone other than the client himself (for example, personnel department, human resource development, management).
Cooperation
Our understanding of working together with people:
- always with the participants
- the more active the involvement, the better the chances of success
- responsibility for the results lies with the clients – for the process with the assisting coach
- we are the trusted confidants
- sometimes uncomfortable – always sincere
- definite time limits with clearly defined goals
