Page 106 - Company Excellence

Part II: Chapter 3 ‐ The Competence

Off to self-reflection!

• To what extent do the competencies of managers and
employees play a role in your corporate and personnel
development?
• Do you yourself, as well as your employees, have the
respective competencies that are necessary or even
indispensable for the optimal accomplishment of your tasks?

The other basics of the tool

The decisive question is what exactly the tool measures in order to
make binding and comprehensible statements about the required
target competencies and the existing actual competencies of a
manager, for example. In this context, as already briefly mentioned,
the competencies and the associated personality traits play a central
role. In addition, there are the three areas of thinking style, working
style and relationship style - Figure 7 shows an overview of these
styles.
In addition, more than 900 job profiles are stored, which offer a
corresponding competence profile for the most diverse areas. In
the following, however, I will concentrate on the presentation of the
ASSESS components relevant for matching.

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