Many enterprises attach a certain importance in their job advertisements, internal as well as external ones, on capabilities such as team spirit, motivation or strong leadership. Yet not each individual company has the possibilities or the instruments in order to recognize or assess these capabilities. A precise and professional potential analysis can cover this deficit and can thus help in the selection of the right applicants as well as in the implementation of the adequate measure in personnel development.
 
The analysis of the potential defines the possibilities and realistic chances of the development of the enterprise, in so far as the employees are the relevant factor of the realization. The analysis of the potential limits the work tasks for the practical coaching of the enterprise development in the modules 2-5.

2. Analysis of the need for education.

3. Organization counselling (incl. education controlling).

4. Consultation for qualification.

5. Strategy counselling.

The potential analysis made by UYM supports enterprises in rendering staff development more efficient and, at the same time, in avoiding wrong decisions and investments in the appointment process for vacant job positions. On the basis of objective and convincing results, well-directed requirement specifications can be created and so the possibilities in the comparison of requirement and suitability can be used in an optimal way.

In this context we often attach a special value on the so-called “soft skills”, which nowadays in work processes are often more important than the specialized knowledge which the applicant you often gain while already on the job. Hardly any enterprise has an idea about what employees or applicants are able to do beyond their specialized knowledge, and likewise hardly ever their abilities, skills and knowledge are recorded anywhere. Even more rarely the employers realize how this knowledge can be applied appropriately.

By finding out the individual possibilities and strengths, the need for the employees’ development and further education can be planned in an exact and well-directed way. This way, the interest of the employees in their own development increases and they have a stronger motivation to cooperate actively and creatively in the change processes.