HR Strategy

„Strategische Personalarbeit als Wettbewerbsvorteil“.

    • Positioning as an Attractive Employer
    • Skills Shortage – Strategies and Solutions
    • Identifying and Developing Talent (Hogan Assessment)

 

Our HR strategies are medium-term plans that define how human resources management supports the company’s overall business objectives. The HR strategy determines which employees, with which skills, are needed — at the right time and in the right place. It covers the areas of recruitment, people development, employee retention, and talent management.

The K.A.I. Model

At Apenberg & Partner, we have qualified in the K.A.I. approach and the established Hogan Assessment Center for the areas of people development and talent management.
This modular model consists of Competency Model (K), Requirements Analysis (A) and Validated Instruments (I).

Further information is available on this website, as part of one of our webinars, or in a personal conversation with Anna-Lena Pölitz (HR Consultant).

K

Competency model
A competency model describes the key skills, behaviors, and characteristics of employees that are crucial for success in a company. It serves as a guide for personnel selection and development, as well as for employee evaluation. A well-designed competency model focuses on 8-12 measurable, relevant competencies that contribute to the success of the organization.

A

Requirements analysis
The requirements analysis systematically captures and describes the specific requirements of a position. The goal is to precisely define which competencies – or how much of each competency, as previously outlined in the competency model – are necessary for the specific position. The requirements analysis forms the basis for targeted personnel selection and development by ensuring that the requirements align with the job tasks and objectives. It builds on the competency model and therefore takes into account company-specific circumstances and strategic priorities.

I

Instruments
Based on a solid competency model (C) and a concrete requirements analysis (R), suitable instruments (I) can be implemented to assess the criteria defined in the requirements analysis. Examples include personality and intelligence tests, as well as structured interviews. These instruments help make informed and objective decisions in personnel selection and development.

Areas of application

Recruitment

Talent Management

Staff- /Team development

Leadership development

Change Management

Organizational development

FAQ

Which approach is best suited for my company?

Our approach is modular, allowing us to tailor it to your specific needs. Together, we will develop the modules that are best suited to help you achieve your goals effectively and efficiently.

The KAI approach offers evidence-based, objective decision-making and is modular and flexible to adapt to the needs of a company. It enables tailored personnel selection and development through precise requirement analyses and competency models. Furthermore, it promotes long-term, sustainable personnel development by considering both technical and non-technical competencies.

Project durations of less than 3 months help to achieve first successes as quickly as possible.

The exact costs of a full implementation depend heavily on the company in question, its requirements and current status, as well as the specific modules desired. Therefore, providing a general cost estimate is not reliable. Please feel free to contact us for a quick check to receive a cost estimate.

In this publication on the topic of KAI, you can gain further insights into our approach. For more information, feel free to contact Anna-Lena Pölitz.

Would you like to know more about our services?

Contact us

Blog

Hogan Assessment: Accurate Insights for Targeted Talent Selection and Development

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“Moving Minds” – recognising the opportunities of digital transformation and utilising them for personnel development.

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