By Martin Kleinmann.
Personalauswahl und Personalentwicklung sind zentrale Aufgaben des HR-Managements. Assessment-Center, die zunehmend Verbreitung im deutschen Sprachraum finden, leisten seit vielen Jahren wertvolle Hilfe bei der Bewältigung dieser Aufgaben. Dieser Band gibt einen Überblick über verschiedene Ansätze dieser Methode und stellt alle notwendigen Vorüberlegungen, Ablaufschritte und Folgeprozesse zur Durchführung und Implementierung von Assessment-Center-Verfahren vor. Aktuelle internationale Forschungsergebnisse werden praxisnah aufbereitet, Handlungsempfehlungen entwickelt sowie konkrete Lösungsoptionen für die Praxis vorgestellt. Im Einzelnen werden die Schritte der Anforderungsanalyse, der Erstellung und Auswahl von Beobachtungsdimensionen, der Konstruktion von Übungen, der Durchführung eines Beobachtertrainings, der Massnahme selbst sowie der Beobachterkonferenz und der Feedbackphase dargestellt. Darüber hinaus werden mehrere Fallbeispiele für Gruppen- und Einzel-ACs ausführlich beschrieben und verschiedene AC-Übungsmateria lien zur Verfügung gestellt. Ziel des Bandes ist es, sowohl Einsteigern in diese Thematik ein leicht verständliches, aktuelles und fachlich fundiertes Werk an die Hand zu geben, als auch für Unternehmensberater und Personalspezialisten zusätzlich Anregungen bereitzustellen, used to be bei der fachgerechten Konstruktion von check ment-Centern zu beachten ist. Read more...
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Similarly, it was formerly inconceivable to have a lieutenant, captain, or colonel who had not served in the enlisted ranks. There are educational institutions and military academies whose focus is on educating and training students for leadership. In American business, factory workers, many of them World War II veterans, applied their skills during the greatest expansion of industrialization in world history. They started at the bottom and worked their way up: journeyman, craftsman, supervisor, manager, superintendent, 9 10 Chapter 1 • There Never Used to Be a Gap plant manager, vice president, president.
When she called to tell me she had enlisted in the Marines and would soon be attending Officer’s Candidate School at Quantico, I was relieved that she would be safer than in Brooklyn, but concerned because she had no prior military experience, not even ROTC. She graduated from OCS, and is today a Lieutenant Colonel. Her military career has helped me to learn the amount of administrative support required to field a combat military. For more than twenty years, she has served in a leadership position, doing necessary work, required to support our troops in both Desert Storm and the war in Iraq.
She is a female officer, trained in leadership, management, social work, and discipline. Those skills are just as necessary in the military as the valued skills of tactical operations. One can’t succeed without the other. If business, industry, and the military have adjusted to the leadership of those trained outside the tactical operations generally associated with their manufacturing or combat environments, so may the fire service, law enforcement, emergency medical services, and others involved in responding to disasters and other emergencies.