A management audit is a systematic assessment or analysis of the skills and performance potential of managers. The focus is on the needs and success of the company.
These audits are used, for example, when the management team needs to be assessed to determine whether it is up to the current challenges. What measures can be taken to strengthen the management team? Another application can be seen in the context of integrating newly acquired companies. Are the management teams compatible? Such an audit can also support the targeted promotion of members of a talent pool. In addition, there are a variety of other possible applications.
This article explains how to prepare for and conduct a management audit.
In order to meet the challenges of a management audit, some preparations must be made.
The first step is to define the objective of the audit. It must be clear what the intended outcome of the management audit should be.
Depending on the intended outcome, the company names the employees who will participate in the audit. At the same time, the topics on which the company wishes to make statements are defined and discussed. A questionnaire is then created for these areas, which is specifically tailored to the topics to be examined. Based on this information and these specifications, a team of consultants is assembled to carry out the management audit. A central contact person is appointed from this team as project manager, who is available to the company at all times.
The smooth implementation and evaluation of the management audit is based on a schedule agreed upon with the parties involved.
Once all preparations have been made, the audit begins with an introductory briefing for the participating employees of the company. At the start, participants complete an aptitude assessment. This is an online self-assessment tailored to the participant's position. This self-assessment is compared with known best practice or standard profiles. The result of this comparison shows the participant's suitability, strengths, and areas for improvement in relation to their current position.
As part of an extended process, multi-profile matching can be used to assess the participant's suitability for other possible positions.
Using the results of the aptitude assessment, structured interviews are then conducted based on the specific questionnaire created beforehand. Due to the dual control principle, two experienced consultants always participate in each interview. The results obtained are discussed with the project manager.
If several teams of consultants conduct the interviews, the results are validated again by the project manager.
Overall findings are also summarized by the project manager and presented to the company.
The second part of this topic will focus specifically on the evaluation of a management audit. How is the assessment carried out? Which results are intended for employees and which are important for the company?
About the author
As part of his officer training, he studied electrical engineering and graduated with a degree in engineering. While working, he pursued further studies and graduated with a degree in industrial engineering, specializing in "organization and planning" and "marketing."
After his career as an officer, he moved to a subsidiary of EADS in Paris, where he was responsible for international marketing, communications, trade fairs, and exhibitions for several years.
Back in Germany, his career path took him to a technology company, where he worked in the strategy department and later became head of a product division, eventually rising to the executive board. There, he was responsible for sales, technical studies, strategy, and business development.
In 2010, he moved to Rheinmetall to join a subsidiary as COO. After two years, he was responsible for a division with 2,500 employees as division manager. Extensive successful restructuring in Germany and Switzerland, the successful establishment of a joint venture in the USA, and representation on several political and technological committees rounded off this phase.
He used the experience he gained in technology and general management to become a member of the supervisory board at both HR Consult Group AG and the technology company MECOMO AG. After supporting the strategic development of HR Consult Group AG for several years, he was convinced to become a member of the executive board at HR Consult Group AG. Because one thing is clear: "It's all about people."
