Analysis of competencies
What’s his or her personality, what are his or her competencies, how does he or she develop his or her potential? How does he or she fit in her peer group within the organization? The holder of a leadership position is key to the organization’s or the team’s success. When selecting a new manager, your recruiting experiences, as well as your intuition are crucial. Even better, you have an unbiased method to check out the personality, which can also be useful for further personnel or organizational development. human lead is the only license partner with this unique non-verbal method, developed by the well-known neurobiologist and author Prof. Dr. Gerald Hüther in cooperation with Dr. Klaus-Dieter Dohne.
Non-verbal appraisal in recruiting projects
With the output of this non-verbal appraisal method, I achieve amazing results. It is based on thirty years of practical testing and a reference size of about 9.000 candidate results.
The method is unique, because it is not based on language. Other than conventional appraisals, the candidate does not have to answer questions. Instead, he or she is playing in a game. We watch them playing and draw conclusions about his or her way of thinking and acting in a certain situation in life.
Background:
Modern brain research has found that the frontal brain serves as a higher central command centre. This higher structure is also where the so-called “executive meta-competencies” are located in the form of complex interconnection processes.
These meta-competencies include central skills such as thinking and acting with foresight (strategic competence), understanding complex problems (problem-solving) and being able to assess the consequences of your own actions (competence to act, prudence), the ability to focus on the solution to a specific problem and to concentrate accordingly (motivation and concentration), to identify and correct errors and mistakes in time when searching for a solution (insight and flexibility) and to not be overwhelmed by other emerging requirements when completing tasks (frustration tolerance, impulse control).
What is a candidate’s learning experience?
The ability or inability to successfully face challenges is by no means innate or even due to chance. Meta-competencies are developed through learning processes based on experience. Thus, human performance is the result of complex interaction between thinking, feeling, and decision-making processes. In principle, the independent factors can act in parallel and often influence each other. Experiences gained throughout the course of life (learning) determine the subjective evaluations of new situations, tasks, and opportunities.
Now, what is relevant to you?
The system captures inner attitudes such as belief systems, beliefs and values. These are made visible at the level of executive meta-competencies in the form of behavioral patterns that people display within the artificial environment of the appraisal’s game. In other words: The game’s environment challenges subjects to ascribe importance to precisely those areas that are of relevance to them. These figures can be used to derive relevant statements about professional success. A candidate’s competencies are more important in the working context than knowledge learned in school or at the university.