A management audit is a systematic assessment or analysis of the skills and performance potential of managers. The focus here 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 integration of newly acquired companies. Do the management teams fit together? The targeted promotion of members of a talent pool can also be supported by such an audit. In addition, there are many other possible applications.
This article explains the preparation and implementation of the management audit process.
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 result of the management audit should be.
Depending on the intended result, the company names the employees who will take part in the audit. At the same time, the subject areas on which statements are to be made from the company's perspective are defined and discussed. A list of questions is then drawn up for these areas, which is specifically tailored to the subject areas to be examined. On the basis of this information and specifications, a team of consultants is put together to carry out the management audit. From this team, a central contact person is appointed 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 with those involved.
As soon as all preparations have been made, the audit starts with an initial briefing for the company's participating employees. At the beginning, the participants carry out an aptitude diagnostic procedure. This is an online self-assessment tailored to the participant's position. This self-assessment is mirrored against known best practice or standard profiles. The result of this mirroring shows the participant's suitability, strengths and areas for action in relation to their current position.
As part of an extended procedure, the suitability of the participant for other possible positions can be examined with the help of multi-profile matching.
Using the results of the suitability diagnostics, structured interviews are then conducted based on the specific list of questions drawn up beforehand. Due to the four-eyes principle, two experienced consultants always take part in each interview. The results obtained are discussed with the project manager.
If several teams of consultants conduct the interviews, the results are validated once again by the project manager.
Overarching findings are also summarized by the project manager and presented to the company.
The second part of this topic will deal specifically with the evaluation of a management audit. How does the evaluation work? Which results are intended for the employees and which are important for the company?
About the author
As part of his training as an officer, he studied electrical engineering and graduated with a degree in engineering. This was followed by a further degree in industrial engineering with a focus on "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 path in a technology company led via the strategy department, later head of a product division, to the management. 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 2 years, he was responsible for a division with 2,500 employees. 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 the fields of technology and general management to become a member of the Supervisory Board of both HR Consult Group AG and the technology company MECOMO AG. Accompanying the strategic development of HR Consult Group AG over several years convinced him to become a member of the Board of HR Consult Group AG. Because one experience is central: "It is all about people."
