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Management Audits

Our definition of management audits

Management audits serve to examine the personality, values, potential and performance of managers. The objective at LAB & Company is to holistically assess suitability with regard to teams, structures and tasks, and to determine areas for improvement.

Added value of management audits and success parameters

The structure and close timing of processes in organisations often hinder discussion of higher-level issues - such as leadership, innovative spirit and team composition. A professional, comprehensive management audit offers an effective opportunity for reflection: relevant aspects of leadership personality, leadership styles, interaction and communication, innovative spirit or the optimal allocation of resources and team structure can already be closely examined in the analysis process. As a result, both the managers involved and the organisation itself gain a comprehensive view of their leadership practice and future sustainability. They also benefit from deep insights into individual areas of potential and improvement that have a direct impact on the effectiveness and efficiency of the organisation.

Project structure of LAB

  1. Briefing
  2. Impartial assessment of operational conditions and future requirements for the business
  3. Discussion with the team to foster the future viability of the management team
  4. Identify major stakeholders; hold conversations with employee representatives if necessary
  5. Identify key parameters for the success of the team and the individuals
  6. Identify market trends, similar company structures, success models and constraints
  7. Interviews/diagnostics
  8. If necessary, use of preliminary personality tests. Appreciative conversations are held with participants as equals where each can learn from the other. Without feeling like an exam, first feedback provided to the participant at the end of the conversation
  9. Evaluation
  10. Summary of the results are provided in writing, usually reflection and analysis of values, potential and risks. Organised feedback sent to the participants
  11. Discussion of the results, if desired. For example, special incidents, risks, new potential areas or how transparency to other stakeholders can be established
  12. Determine measures to follow
  13. Final report compiled according to the desired customer criteria
 
In our Management Audits, we use a wide range of different personnel diagnostic tools and are certified to work with Hogan Assessment Systems, among others.
"In a management audit, consultants usually support realignment of a management team as a result of market changes or structural changes in the company. I am particularly inspired by the self-involvemen of the client and participants, the critical self-reflection, the openness with the consultants, and our ability to provide real added value for the success of the team."- Elke Vorholt, Managing Partner of LAB & Company

Management Audits and Digitisation

Organisations are increasingly shaped by Generation Y – by people who have been socialised in a digital world, and whose value systems and life views differ in some cases radically from traditional ideas. This change also affects key aspects of leadership. The critical analysis of hierarchies, work process decentralization and flexibilization, adjustment of motivation systems and extensive communication present personnel management with great challenges. This fundamental change is accelerated by new digital tools and processes. Nevertheless, established values such as security, reliability and economic feasibility will retain their value. In this context, a comprehensive view of management within the framework of management audits is indispensable. It provides clarity about challenges, potential areas and training needs as well as establishes the foundation for a sustainable personnel and management strategy.
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Managing Partner
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