Doing the right things and doing things right

We like to use Cultural Analysis, Personnel and Aptitude Diagnostics to support change processes. 

"We want to be open and transparent" is the wish of one customer. We walk through long corridors with closed doors and only find our contact person after walking through an anteroom and being shown in by an extremely friendly but determined assistant. This makes you think. If we are then told in various one-on-one meetings that the managers are actually not available at all, do not make decisions and are not very appreciative, we become cautious.

From our point of view, it is impossible to bring about change in a company without taking the culture into account. We are also convinced that not everyone was born to be a leader.

But who are we to dictate to a company what is right and what is wrong. To support this, we like to use tools that make culture and dynamics visible, measurable as well as comprehensible. In this way, we create the basis for the development of realistic goals and increase the likelihood that change will be lived.


Cultural Analysis

Our Approach: 

Concept: Clarification of the task and adaptation of the cultural analysis to the needs of the company

Survey: survey via online survey or in person in group/individual interviews.

Evaluation: analysis and presentation of the results

Recommendations: Measures and steps for further action

When analyzing cultures, the following dimensions are important to us:

"We know what we are working for and we know the goals of the company", "We understand what the market and the customer needs", "We are working together and are committed", "We add value and we are effective".

Aptitude and Personnel Diagnostics

The selection process becomes more objective

Professional success becomes more foreseeable

Personnel development programs can be designed in a more individual and targeted manner

It is sometimes easier for applicants and employees to accept critical issues that can be read in black and white in an evaluation than to just be told about them by a "stranger".

Which aptitude/personnel diagnostics is the right one?

Never change a running system. To answer the question about the right test with "this is it" would be unprofessional. We often come to companies where experience with certain test procedures is already very good. Why should we then introduce a new one?

Nevertheless, there are procedures that we prefer and that we would like to present to you:

CommPass plus

Whether we persuade, change, advise, explain, motivate, encourage, reassure, empower or actively listen - the impact of our own communication has a direct influence on professional success. CommPass plus measures and analyses your own communicative impact in your professional role in order to train your attitude, competences and skills.


The CAPTain analysis describes a person's typical behavior in the workplace. It is criterion- and requirement-oriented, i.e. the individual test values of a person are not compared with a general average norm, but with the job requirements. The philosophy of CAPTain is that companies and their employees benefit from rational personnel decisions.

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In this test, unlike traditional tests, not only the stable personal style or personality traits are recorded, but also and above all the change-relevant and dynamic personality traits. The decisive factor for success is not so much a person's personality, but what he or she makes of it.

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For us, the use of personnel diagnostics is always a both/and, never an either/or. This means that when we do a test with your employees, he/she always receives a feedback interview as well. We do not offer a test without a follow-up interview.