As part of aptitude testing, many personality traits are assessed. The so-called key criteria are particularly important in this context.
The question often arises as to which criteria a candidate must absolutely meet in order to successfully fulfil the requirements of a role. Or which personality traits are decisive in determining whether a job holder will succeed or fail. The key criteria identified through aptitude testing provide the answers to these questions.
Unlike the criteria defined by line managers or HR professionals as key criteria for specific roles, the key criteria used in the aptitude assessment at HR Consult Group AG are derived from the most significant characteristics of the relevant reference group.
The 10 key criteria of a standard or best-practice profile are derived from the group’s own findings. These are the criteria that show the least variation. This is where the degree of agreement is highest.
The analyses of the test results for the various characteristics each show different degrees of variation (see the sample analysis above); in other words, the range of test results varies from one characteristic to another. This is because the test subjects in a comparison group assess the individual characteristics differently.
The key factor here is that the range or variation of this characteristic is very narrow; in other words, the test subject forms an almost identical assessment of this topic and thus agrees with the comparison group that this characteristic, in precisely this form, is significant for this occupational group. Consequently, personality traits exhibiting the lowest variation or range become the key criterion for the respective position- or occupation-specific standard or best-practice group.
Key criteria therefore have the highest significance. These are assessed on the basis of the standard deviations. If the standard deviation is low, the variation caused by the results of the various tests is also low. This means that the values are closer to the mean. The result is a narrower range and, consequently, a clearer and more significant characteristic, which is referred to as a key criterion.
If a candidate’s score falls within the colour-coded range, as shown in the example above, the candidate falls within the benchmark profile. If the score is lower – that is, to the left of the benchmark group’s range – the candidate’s self-assessment of this characteristic differs significantly from that of their benchmark group. In this case, specific questions should be asked to find out why the candidate assesses themselves in this way. This usually indicates a characteristic with potential for development.
If their result falls to the right of the colour-coded range, they rate themselves higher than the comparison group on this point, which generally does indeed reflect a strength. The percentages shown on the far right indicate the exact average for the reference group, the candidate’s score and the resulting delta – that is, the exact deviation from the reference group’s average.
The key criteria can be sorted by degree of significance. Subsequently, depending on the approach chosen, a number of criteria are selected and assessed as key criteria. Various methods are conceivable and can be implemented effectively:
On the one hand, a fixed number of criteria can be selected, e.g. the first five or ten criteria. On the other hand, a percentage can also be specified, so that, for example, 20 % of all criteria are regarded as key criteria, which exhibit the lowest degree of variation.
The key insight is that the key criteria for successfully fulfilling a role emerge naturally and do not need to be identified through laborious consultation processes with specialist departments and the HR department.
The next instalment in our series will look at the soft skills that are virtually identical across a successful professional group.
After completing his degree in Automotive Engineering and Industrial Engineering, he began his career in the automotive industry in the fields of sales, development and marketing, and also spent a year in Japan working for one of the largest automotive suppliers.
He then moved to a world-renowned premium car manufacturer, where he served as a marketing officer responsible for product marketing in Japan and South America, and as a marketing officer responsible for marketing strategy in North and South America.
In 1994, he decided to set up his own business and founded a recruitment consultancy in Munich, which he has been developing and expanding for over 20 years. As managing director, his main areas of focus are, naturally, the automotive sector and mechanical and plant engineering.
His PhD in the field of aptitude assessment perfectly complements his areas of expertise, particularly with regard to HR and management consultancy. His thesis focuses on identifying and demonstrating typical personality traits among engineers, as well as defining areas for development to ensure a successful career.
These are scientifically derived and presented in the book *Aptitude Testing in Practice*.
At the same time, his focus is on building networks and cooperation models, as well as the ongoing development of systems and processes in HR consultancy.
Over the past 20 years in the field of HR consultancy, he has developed several brands that continue to operate successfully in the market to this day.
It’s back in vogue: appreciation in corporate culture and leadership. However, it’s not just about making staff feel comfortable. Showing appreciation, even towards „hard-nosed“ colleagues, leads to greater motivation. But that’s by no means the end of the chain of positive outcomes – it’s only just begun. Those who are motivated are happy to go the extra mile. Perhaps working overtime on occasions when they would otherwise have stuck strictly to their duties. Taking fewer sick days and volunteering their time for the company. Contributing ideas rather than letting others do it for them.
Now, a boss might say that our staff have it good here. They shouldn’t complain; after all, they receive a secure salary every month. But does the workforce see it the same way? It’s worth taking a look behind the façade to see whether these well-intentioned sentiments are actually being received that way.
The reason is quite simple: we are living in an era of demographic change. The baby boomers born between 1960 and 1970 will remain in the labour market for a good 10 years yet, and many sectors are already experiencing a noticeable shortage of skilled workers. What does this have to do with appreciation? Those who are in a position to choose where they work are more likely to opt for an employer who shows their staff appreciation. Where the boss recognises their work, where they can feel the full significance of praise. Where a culture of appreciation is fostered between managers, staff and business partners. Where they look forward to walking through the company gates again on Monday morning and, on Friday afternoon, feel it’s a shame that work is now coming to a halt for the weekend. Where staff turnover is lower because people feel that the company has their best interests at heart.
No manager should assume that the corporate culture – whether „stingy“ or appreciative – goes unnoticed by the outside world. Many companies are reviewed on internet portals such as kununu.de assessed by applicants and current staff. And, particularly in a regional context, word of mouth still counts for a great deal. This gives potential employees a realistic picture of what to expect. If it’s appealing, staff will come flocking to you. If it’s off-putting, you’ll be chasing after applicants. The level of appreciation within the corporate culture is a key factor in determining which way the balance tips.
Andreas Otterbach is an expert in excellence in human resources and corporate management. His work focuses on human resources and organisational development, particularly on fostering a culture of appreciative leadership. He also supports specialists and managers through one-to-one coaching sessions.
As a professor of business administration and corporate management at the Stuttgart Media University, Andreas Otterbach’s research focuses on the factors behind the success of „hidden champions“, particularly in the area of human resources management. This research yields many insights that can also benefit small and medium-sized enterprises. His book *Führend durch Wertschätzung* (2017) provides a good insight into this topic.
Andreas Otterbach is a business trainer and systemic coach, both of which he is certified in by the German Association for Coaching and Training (DVCT). These skills enable him to work with his clients in a highly personalised and goal-oriented manner.
Further stages in his education included a degree in business administration and a PhD at the University of Bamberg. He also holds a diploma in banking and finance.
At HR Consult Group AG, Mr Otterbach leads the „Leadership through Appreciation“ division. Drawing on research into „hidden champions“, he supports companies and their managers in implementing an appreciative corporate and leadership culture. This group of ‘small global market leaders’ demonstrates exceptional characteristics in these key areas, which have also led to extraordinary business success. And our clients benefit from this knowledge!
Candidates are often approached directly by recruitment consultants or companies by telephone or via professional networking sites such as Xing or LinkedIn, even without having actively applied for a role. The HR experts at HR Consult Group AG were keen to find out how candidates feel about this unsolicited contact. They investigated this topic in a survey to which more than 10,000 participants responded. The aim of the study is to get to know the candidates even better, so that recruitment consultancies can tailor their services as precisely as possible to the candidates’ wishes and needs.
The result is clear: an overwhelming majority of participants (97 per cent) agree to being contacted, even though the candidate has not actively applied for the role. Of these, 35 per cent stated that they would only wish to be contacted via direct approach in conjunction with a specific offer.
Only 7 per cent would like to be contacted exclusively via social media (e.g. Xing and LinkedIn), and a total of 3 per cent do not wish to be contacted at all.
„No prospective candidate wants to spend ages searching job boards or filling in tedious application forms dictated by applicant tracking systems. By comparison, being approached by a recruitment consultant is simple, quick and very convenient for the candidate. The recruitment consultant makes things easy for the candidate and can thus position themselves as a friendly supporter and partner. At the same time, the general willingness to change jobs is very high in the current job market, meaning that attractive offers made in person often lead to a successful placement,“ explains Mr Mirko Bahr, recruitment consultant at Senator Executive Search Partners GmbH, commenting on the survey results.
After completing his degree in Automotive Engineering and Industrial Engineering, he began his career in the automotive industry in the fields of sales, development and marketing, and also spent a year in Japan working for one of the largest automotive suppliers.
He then moved to a world-renowned premium car manufacturer, where he served as a marketing officer responsible for product marketing in Japan and South America, and as a marketing officer responsible for marketing strategy in North and South America.
In 1994, he decided to set up his own business and founded a recruitment consultancy in Munich, which he has been developing and expanding for over 20 years. As managing director, his main areas of focus are, naturally, the automotive sector and mechanical and plant engineering.
His PhD in the field of aptitude assessment perfectly complements his areas of expertise, particularly with regard to HR and management consultancy. His thesis focuses on identifying and demonstrating typical personality traits among engineers, as well as defining areas for development to ensure a successful career.
These are scientifically derived and presented in the book *Aptitude Testing in Practice*.
At the same time, his focus is on building networks and cooperation models, as well as the ongoing development of systems and processes in HR consultancy.
Over the past 20 years in the field of HR consultancy, he has developed several brands that continue to operate successfully in the market to this day.
Many aptitude assessment methods currently available on the market merely determine absolute values for candidates’ personality traits; however, in most cases – if at all – they can only compare these against a demographic group. The test result is therefore of limited informative value. The absolute result for a personality trait does not in itself indicate whether this value is good or bad. Only when compared with candidates from the same occupational group can a judgement be made about the quality of the trait.
The issue of relative performance is a case in point. Consider the following example: in the high jump, the question arises as to how high the bar has been cleared. However, the height on its own is of little significance. The jump only becomes interesting when the height is set in relation to the other high jumpers. What may be very good in terms of school performance is not competitive enough at the Olympics.
Figures such as 80 %, which are still sometimes used in aptitude testing procedures, are irrelevant because they are not set in relation to a reference group. Only by comparing a value with a group – or a group of top performers – can one determine whether it should be classified as good or poor.
The aptitude assessment framework developed by the HR Consult Group involves comparing the candidate against one of 115 standard and best-practice profiles of individuals who are currently successful in the market. This enables assessors not only to compare the proposed candidates directly with one another, but also to assess them against a much larger group of candidates who are successful in the market. This explicitly highlights areas for development, as well as personal strengths, in relation to the specific occupational group.
If a candidate’s score falls within the colour-coded range, as shown in the example (see figure: candidate’s deviation from the reference group), the candidate falls within the reference profile. If the score is lower – that is, to the left of the reference group’s range – the candidate has a clearly different assessment of this characteristic compared with their reference group. If their score lies to the right of the colour-coded range, they rate themselves higher on this point than the reference group, which generally does indeed reflect a strength. The percentages shown on the far right indicate the exact values of the reference group’s average, the candidate’s score and the resulting delta – that is, the exact deviation from the reference group’s average.
Such normative and best-practice profiles do not exist per se, but must be generated from the test data. It is therefore essential to ensure that there are sufficient test results available to create such normative and best-practice profiles. For example, if a candidate is to be assessed against the role of a sales manager, there must be sufficient test results from sales managers to enable the creation of a normative or best-practice profile, which serves as a reference for comparison with the candidate’s profile.
The standard or best-practice profile is the average value, including the standard deviation, of all test results for each characteristic in relation to that specific group. However, in order to form these groups, more data needs to be collected from the candidate than is the case with most testing procedures. Only by knowing the candidate’s background details – such as their current role, current salary, whether or not they have staff responsibility, etc. – as well as personal information, is it possible to form appropriate groups. This allocation is unique; in other words, a candidate can only belong to one of these groups. Consequently, all relevant tests can be filtered from the entire portfolio and a standardised and best-practice profile can be created.
A standards and best-practice profile is used for comparison purposes. This comparison enables conclusions to be drawn about the candidate’s standing in relation to individual personality traits, and potential areas for development and untapped potential can be identified and realised through staff development.
The Best Practice Profile (BPP) is a standardised profile of the top performers. It is generated by applying an additional filter. From these tests, the best 10–20 % candidates are selected according to predefined benchmarks and grouped together.
The best way to explain how to create a best-practice profile is to use the example of a car salesperson. This involves establishing specific criteria on the basis of which the participants to be included in the best-practice profile are selected. The selection criteria are varied and must be tailored and applied to each individual case. In this instance, the top 10 % salespeople from a car manufacturer, based on margin achieved and cars sold, were selected as the relevant test group. The resulting BPP highlighted what makes a car manufacturer’s top salespeople tick and which characteristics are particularly necessary and conducive to success in this role.
To verify this, the top salespeople from another car manufacturer were assessed, and it transpired that the two best-practice profiles showed an extremely high degree of similarity.
What was particularly striking was that, across all participants, certain characteristics emerged where the absolute values were virtually identical, with virtually no variation left in the candidates’ responses. We would like to explore how this phenomenon should be interpreted in more detail in our next post.
The next post in this series will focus on key criteria. What exactly are key criteria? And how are key criteria determined?
After completing his degree in Automotive Engineering and Industrial Engineering, he began his career in the automotive industry in the fields of sales, development and marketing, and also spent a year in Japan working for one of the largest automotive suppliers.
He then moved to a world-renowned premium car manufacturer, where he served as a marketing officer responsible for product marketing in Japan and South America, and as a marketing officer responsible for marketing strategy in North and South America.
In 1994, he decided to set up his own business and founded a recruitment consultancy in Munich, which he has been developing and expanding for over 20 years. As managing director, his main areas of focus are, naturally, the automotive sector and mechanical and plant engineering.
His PhD in the field of aptitude assessment perfectly complements his areas of expertise, particularly with regard to HR and management consultancy. His thesis focuses on identifying and demonstrating typical personality traits among engineers, as well as defining areas for development to ensure a successful career.
These are scientifically derived and presented in the book *Aptitude Testing in Practice*.
At the same time, his focus is on building networks and cooperation models, as well as the ongoing development of systems and processes in HR consultancy.
Over the past 20 years in the field of HR consultancy, he has developed several brands that continue to operate successfully in the market to this day.
Procurement, in particular, is prone to compliance breaches due to unclear rules and bait-and-switch offers from suppliers.
The procurement departments of German companies generate billions in turnover. Many suppliers are under enormous pressure to sell their goods and services. The temptation is therefore great to resort to unfair methods at times in order to secure a contract.
The procurement function is therefore particularly vulnerable to breaches of the rules. Here, poorly drafted contracts and unethical behaviour on the part of suppliers can facilitate corruption and breaches of competition law. It is not always the case that criminal intent is at play on the part of the procurement department; often, procurement staff are unaware that they are already operating in a legal grey area. According to a survey by the Allensbach Institute, breaches of legal regulations occur most frequently in the procurement department, ahead even of the sales or finance departments.
Suppliers can pose a major risk to businesses.
It is therefore of the utmost importance for procurement that suppliers operate in accordance with ethical principles, as any breaches on their part pose a major risk to companies. If companies enter into business relationships with foreign suppliers who, for example, breach labour regulations (such as child labour or failure to comply with health and safety requirements) and are subject to criminal prosecution, this can result in enormous reputational damage for the purchasing company. A conviction of the supplier may also lead to supply disruptions.
A thorough review of the supply chain is essential.
Obtaining comprehensive information at an early stage about existing or potential suppliers – particularly when dealing with partners abroad or from different cultural backgrounds – can prevent the company from breaching compliance guidelines. The beneficial owner of a company is often not immediately apparent at a glance. This is particularly true where there is an extensive network of international interconnections, which must inevitably be scrutinised. In such cases, it is important for the procurement decision-maker to allow sufficient time to research the potential supplier and identify the beneficial owner.
Procurement and compliance need to work more closely together.
Senior management must encourage cooperation between the Procurement and Compliance departments. In the day-to-day running of the business, the two departments can complement each other effectively, for example when it comes to establishing and adhering to process guidelines. The aim should always be to ensure a high level of transparency in the procurement process.
The first step is always to identify the relevant risks.
As part of a specific procurement risk audit, the relevant risks facing the procurement department should therefore be identified and assessed. Based on a risk strategy tailored to the organisation’s needs, appropriate measures should then be devised to effectively address the identified risks.
Eckart Achauer studied law and business administration, followed by postgraduate studies leading to a Master of Business Administration (MBA). He undertook further professional development alongside his work to qualify as a European Quality Manager (DGQ), a mediator specialising in commercial mediation, and a Certified Compliance Manager (TÜV).
He spent around 10 years in the international insurance industry, holding various management positions within a Swiss insurance group (claims department, sales, assistance), before moving into management and business consultancy in 1997.
As a consultant and managing director of various consultancy firms, Mr Achauer has specialised in organisational and process optimisation, as well as in the development and implementation of management systems – quality management, risk management and compliance management.
At Senator Executive Search Partners, Mr Achauer is responsible for the Compliance Management division. As part of compliance audits, he analyses organisations„ “compliance fitness’, raises awareness and provides training for management, executives and staff, and supports companies in developing and implementing bespoke compliance management systems. In doing so, he always takes into account the specific risk profile of each company. Thanks to his many years’ experience as a manager and consultant, he is thoroughly familiar with the practical challenges faced by businesses.
Why do some people cope better with exceptional situations than others? „The answer is resilience,“ says clinical psychologist J. Christopher Kübler, revealing how he helps his clients to build their mental resilience.
We’ve all met them: people who have „nerves of steel“, are „a rock in the storm“ or time and again prove themselves to be „spring chickens“. We use idioms like these to describe a remarkable quality that experts refer to as resilience. They refer to a state of mind and behaviour that not only enables us to withstand immense pressure – in keeping with the Latin meaning of „resilire = to bounce back“ – but also allows us to overcome our challenges and even grow as a result.
Anyone who believes they were born with little innate psychological resilience will be pleased to learn the following: experience in counselling, coaching and psychotherapy shows time and again that most people possess resilience skills that simply haven’t been activated yet. In other words: there is more to us than we could ever imagine.
General factors contributing to resilience
Thanks to extensive research, scientists are now able to identify a whole range of key factors contributing to resilience. These include, for example, intellectual abilities, social skills, problem-solving skills, a strong sense of self-efficacy and self-regulation, as well as effective stress management. Resilient people also tend to be solution-oriented, good at building relationships, open-minded, curious, self-motivated, determined, goal-oriented, purpose-driven, positive thinkers, self-aware, calm and at peace with themselves. Faced with this list of ideal qualities – which cannot be extended any further – the question inevitably arises: How can I become such a resilient person? And above all: Is it really necessary to possess all these factors in order to cope with life’s adversities?
Resilience as an individual skill
In this regard, it is important to understand the following: lists such as those of resilience factors make general statements based on a statistical average of the individuals studied. For coaches, counsellors or psychotherapists working in practice, this form of scientific insight is of little use. Their day-to-day work, after all, centres on individual people and their specific life situations. The question here is rather one of individual resilience competence. In other words: What challenges is this particular person facing? Which resilient behaviours, tailored to them, would be most effective for them? And what resilience factors do they need in order to be able to behave in this way? A person who is constantly in the public eye in their professional life, who is expected to display diplomatic skills (despite their choleric temperament) and who is constantly pressed for time (which does not exactly help their high blood pressure) needs skills tailored to these circumstances. In turn, different resilience factors help someone who is required to maintain a high level of concentration at all times, who tends to adopt a somewhat phlegmatic demeanour, and who experiences headache attacks of varying severity at least once a day. This is precisely what resilience coaching is all about in practice: finding individual solutions and approaches for each person.
The Practice of Resilience Coaching
Depending on the concept of resilience and personality, there are certainly very different approaches to coaching. One very helpful approach, for example, is based on the „potential hypothesis“. This suggests that most people do not have a significant deficit in resilience skills that needs to be somehow compensated for or filled. We possess the skills we need; they are simply not (sufficiently) activated (at times). Resilience coaching in this sense therefore amounts to a „treasure hunt“ and „unlocking that treasure“. It is about identifying skills we already possess and activating them. Psychological methods can help here – methods that each of us uses in our daily lives as part of our own „mental management“ – though usually without realising it, and sometimes not as versatile or skilfully as we could be. This is because this „mental management“ generally takes place unconsciously and involuntarily. Experts refer to hypno-imaginative, psycho-energetic and systemic constellation techniques, which we somehow employ in our daily lives and which need to be optimised through coaching. For example, by learning to consciously tap into our seemingly involuntary skills. Because this type of resilience coaching builds on both existing skills and the ‘psycho-techniques’ we already use in our daily lives, there is a very good chance of achieving a noticeable improvement in one’s own resilience skills within a short space of time. Because, as I said: there is more within us than we could ever imagine!
History of resilience research
In 1950, Jack Block introduced the term „resilience“ into academic discourse. Initially, however, it went largely unnoticed. It was not until 20 years later that Emmy Werner and Ruth Smith revisited the topic in a widely acclaimed long-term study of children on the island of Kauai. Their research question was: why do children develop so differently when faced with equally adverse conditions? They had observed that some grew up under severe stress and with psychological difficulties, whilst others appeared to cope well with their circumstances. The researchers attributed this to differences in resilience. Since then, much of the research into resilience has focused on the question of which psychological factors give rise to resilience and which environmental or upbringing-related conditions have a decisive influence on these factors. The current popularity of the term „resilience“ is linked to a growing awareness of issues such as stress, coping, burnout, salutogenesis and mindfulness. They all address a core practical problem: how can people foster and develop their psychological resilience in such a way that they can cope healthily with the challenges of everyday life?
