Approach2019-03-27T10:09:46+00:00

Approach

All of the appraisal projects of aestimamus are based on a multi-modal concept of assessment diagnostics.

Beginning with a dedicated requirements profile, the right choice of appraisal modules is selected to make the critical competences observable in the most diagnostically valid manner possible. The purpose is to arrive at an accurate prediction of future behaviour and the future success it promises to bring (cf. “predictive validity”).

The appraisal process typically follows these steps:

  • Coordinating the specific purpose
    (What is the purpose of this project? Which performance criteria apply in it?)
  • Coordinating the requirements profile
    (Based on any available, internal models of competence; identifying critical incidents and the competences required to handle them; considering job-specific goals and more general strategic questions)
  • Designing, revising, and selecting suitable appraisal modules
    (Identifying test and appraisal modules that make the chosen, critical competences observable and appraisable; considering any relevant financial or procedural restrictions)
  • Evaluation
    (Regular reviews and checks of the match of the appraisal, evaluation, and prognosis with the eventual development of the candidate). This requires the cooperation of the client.
  • Coordinating the consultant team; optional training for any internal observers involved in the process
    (e.g. defining the rating scale and the chosen approach)
  • Contacting the participants
    (Organization, scheduling, answering remaining questions)
  • Conducting the procedures
    • The shape of the procedure is determined by the results of the requirements analysis and the decisions named above. A typical (usually 5 to 7-hour) procedure includes the following modules:
    • Semi-structured interview with two consultants/interviewers, concentrating on the participant’s biography, key experience in management or leadership, and expectations concerning his or her future career
    • Analysis of a function or job-specific case study that reflects the complexity and the operational and strategic challenges of the target position
    • After the participant has processed the case study: presentation and review of the insights as a means of “bridging the gap” to real-life business,
    • Embedded in the scenario of the case study: additional simulation exercises on a communicational – interactive level (e.g. simulated meetings with employees, clients, colleagues, and/or other presentation tasks)
    • Optional inclusion of suitable psychometric tests/questionnaires or other valid multi-perspective diagnostic tools (360° feedback); also conducted before the actual management audit
    • At the end of the procedure: first, deliberately “sketchy” feedback with statements on the observed strengths/opportunities and weaknesses /risks or development potential of the candidate
  • Processing the Results
    (First feedback for the client usually given by phone at the end of the day; collating all essential findings in a management summary; producing individual reports for the participants)

Approach

All of the appraisal projects of aestimamus are based on a multi-modal concept of assessment diagnostics.

Beginning with a dedicated requirements profile, the right choice of appraisal modules is selected to make the critical competences observable in the most diagnostically valid manner possible. The purpose is to arrive at an accurate prediction of future behaviour and the future success it promises to bring (cf. “predictive validity”).

The appraisal process typically follows these steps:

  • Coordinating the specific purpose
    (What is the purpose of this project? Which performance criteria apply in it?)
  • Coordinating the requirements profile
    (Based on any available, internal models of competence; identifying critical incidents and the competences required to handle them; considering job-specific goals and more general strategic questions)
  • Designing, revising, and selecting suitable appraisal modules
    (Identifying test and appraisal modules that make the chosen, critical competences observable and appraisable; considering any relevant financial or procedural restrictions)
  • Evaluation
    (Regular reviews and checks of the match of the appraisal, evaluation, and prognosis with the eventual development of the candidate). This requires the cooperation of the client.
  • Coordinating the consultant team; optional training for any internal observers involved in the process
    (e.g. defining the rating scale and the chosen approach)
  • Contacting the participants
    (Organization, scheduling, answering remaining questions)
  • Conducting the procedures
    • The shape of the procedure is determined by the results of the requirements analysis and the decisions named above. A typical (usually 5 to 7-hour) procedure includes the following modules:
    • Semi-structured interview with two consultants/interviewers, concentrating on the participant’s biography, key experience in management or leadership, and expectations concerning his or her future career
    • Analysis of a function or job-specific case study that reflects the complexity and the operational and strategic challenges of the target position
    • After the participant has processed the case study: presentation and review of the insights as a means of “bridging the gap” to real-life business,
    • Embedded in the scenario of the case study: additional simulation exercises on a communicational – interactive level (e.g. simulated meetings with employees, clients, colleagues, and/or other presentation tasks)
    • Optional inclusion of suitable psychometric tests/questionnaires or other valid multi-perspective diagnostic tools (360° feedback); also conducted before the actual management audit
    • At the end of the procedure: first, deliberately “sketchy” feedback with statements on the observed strengths/opportunities and weaknesses /risks or development potential of the candidate
  • Processing the Results
    (First feedback for the client usually given by phone at the end of the day; collating all essential findings in a management summary; producing individual reports for the participants)

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