Potential analysis and Management Audit

Through comprehensive diagnostic processes (potential analysis), we have the opportunity to describe the behavioural and ability profile (competence profile) of individual persons very precisely. On the one hand, our customers use the processes in the targeted selection of external applicants. On the other hand, internal potential analyses aid employees in location decision, in describing learning fields and as help in making career decisions.


Potential analyses can be performed as individual or group processes.

Acceptance of the results is ensured through careful development of a specific requirements profile, adapted diagnostic methods as well as personal and detailed feedback interviews. The quality of the potential analysis is ensured through the systematic review of our forecasts.


1. Developing the requirements profile

We develop a specific requirements profile for the target position in advance in collaboration with the decision makers. By means of interviews or workshops with experts from the company, in several special process steps the key requirements are identified whose fulfilment decides to a special degree on success or failure in the target position. On this basis, observable modes of behaviour can be described that a candidate must possess. Such profiles can be created for a specific target position or more extensively for fields of work. In this way, general profiles can be developed for management or specialist careers, for project management roles or for consulting and sales requirements.

Additionally, we try to understand the idiosyncrasies of the client’s organisation. We consider it important to be familiar with the particularities of the sector and the business areas as well as the possible future market scenarios. Moreover, the practised(!) culture of a company also impacts on the requirements profile: information and decision-making processes, freedoms and scope of responsibility of the target position must be taken into account when creating the profile.


2. Methods of diagnosis

We use the various methods of suitability diagnosis and combine them sensible with each other, according to the role and the issue:

  1. Psychological test method: here we use standardised performance and personality tests that fulfil the quality criteria.
  2. Behaviour observation in assessment centre tasks: the tasks are orientated towards the key situations of the target position that are critical to success, described above.
  3. Interviews: according to the method of the multi-modal interview, we follow the biography of the candidate and also set topic focuses in order to record specific attitudes and experience that are critical to success.

One of our principles is to use at least two diagnostic methods in each case. We thus have the chance to cover a wide range of requirements criteria with the suitable method. On the other hand, some attributes can also be examined “from two sides” in order to rule out method effects.


3. Results feedback

The results are processed in a meaningful, understandable expert report. Here, the behavioural tendencies and abilities of the candidate are both described and presented graphically in a competence profile. This helps in the systematic comparison of several candidates regarding individual requirements criteria.

The candidates also receive detailed feedback on the results. In internal potential analyses, we additionally place great importance on following up the results feedback with a counselling interview, in which the manager is also often involved. Here, the strengths and learning fields of the employee are related to specific tasks and professional contexts. In the process, the question is also answered regarding in which working environment (type of task, profile of the supervisor/the employees) the person’s abilities are demonstrated particularly well. The employee thus receives suggestions as to how they can use their strengths in a more targeted way and with which measures they can work to develop in their learning fields.

4. Reviewing and developing the process

We review our forecasts systematically based on the actual development of the candidates in organisations. To this end, we record how individual candidates are evaluated in their later work behaviour at the company. In this way, we can continuously develop and sharpen our diagnostic instruments, especially in their significance for individual organisations.