Would you like to hire a new manager or to fill multiple positions in your company? Are a professional and respectful analysis of candidates just as important to you as a clear definition of the catalogue of job requirements?

• We support you in choosing the appropriate persons and in giving those who are not selected high quality feedback.
• We determine whether and to what extent the person’s profile fits with the requirements of the position.
• Upon request, we either provide you with the qualifications in order to independently carry through all necessary steps, or we take over the task completely for you.
• In cooperation with you, we define a multi-staged approach in order to handle a great number of applicants.

Human resources development is sometimes referred to as the linchpin in a company’s personnel department. Human resources development has the obligation to ensure that people possess the right skills and qualifications according to the business’ strategy. It holds an equal obligation to the individuals involved, in order to find a fitting career path and to support them in their personal development. This responsibility is at the same time fascinating and demanding.

com motus has made it its business to support precisely this complex task with respect, appreciation and the necessary amount of personal sound judgment. We help you in recognizing and describing your colleague’s soft skills, talents, as well as their hidden and readily apparent capabilities.

• Together, we develop the necessary parameters with which we narrow down your company’s human resources development to the most essential aspects.
• We analyze and visualize in detail, for you and your personnel, the current location of persons along with the necessary steps in order to reach the next position or in order to be able to tackle the next set of tasks.
• We carefully differentiate between a person’s skills, approach, interests and his or her current, personal balance. We know the difference between a working method and a style of cooperation. We consider it appropriate to really take a close look at things. In this way, we can plan and assist very goal-oriented as well as personally fitting and fair developments.

Would you like a new focus? Are you at the beginning of your career, after having finished university or following an ended career path?

What is important now?

• Most people first ask themselves: Where do I want to go? They search for the goal. We first ask: Where are you right now? Without a clear assessment of your current situation, it is impossible to head down the path toward a goal. Even the definition of a goal generally depends upon the assessment of the current situation. Because of this, assessment of the current situation goes hand in hand with identifying a goal. A clear assessment of the current situation is often the key to a further strategy and frequently reduces the ensuing effort immensely.
• Realize what your interests are! Most of the time, that is the simplest part. More difficult is to identify skills and attitudes independent of interests. Sometimes interests and skills go hand in hand. Sometimes they do not. In this case, we can help provide clarity.
• When the current profile of skills, interests and attitudes has been determined, questions regarding stress resistance, personal balance, cooperation style and personal work methods can be of meaning. We ascertain this and explain the results to you.
• Once this foundation has been laid, then the focus can be upon defining a goal. Where the journey should head. And – quite essential – how long is the path? Are all of the necessary skills available or would qualifications or trainings be advisable?

Are you familiar with the following task?

You have multiple teams that essentially perform similar duties. Interestingly, each team has a specific culture with particular manners of behavior – more generally speaking, "soft skills" – what is typical for one team is completely foreign to the other team. How do you make decisions regarding trainings and education? Which team do you train in regard to customer orientation and which in regard to internal cooperation? After all, you want to avoid allotting trainings according to a principle of indiscriminate all-round distribution.

We visualize the status quo for entire teams. We make your company culture visible!

• Which top skills are present in each team?
• Which key skills are missing and should be trained?
• What differences exist between locations?
• Where do all project leaders, for example, in the company stand in regard to the necessary core skills?
• What skill profile do Junior Consultants have when they start off with you, and how does this group look after two years?

• Improvement of leadership / work style through feedback and coaching
• Improvement of communication through team feedback and coaching
• Prospects for development with management
• Mobilization of managers through the development of specific measures on the basis of aggregate results

• Semantic differentials
• One-Page-Approach
• Only 15 questions and 2 open-ended text questions
• Printed and online versions possible
• International (German, English, French, Italian, Russian, Chinese, Japanese)
• Hypotheses about complex management skills such as:
  • "Leader"
  • "Doer“
  • "Strategist"
  • "Communicator"
  • "Customer oriented"
  • "Appreciator"

• Created in 1982 and afterwards continuously further developed, among others by the Institute for Empirical Social Research at the University of Cologne
• 15, or as the case may be, 18 bipolar adjective pairs (semantic differentials)
• Fast, simple and intercultural with the validity of 143 individual questions
• Anonymity is strictly maintained
• 2 open additional questions, “He / She could be successful if he / she would change the following”, etc.
• Holistic consideration
• Resource oriented

…occurs here (refer also to "Profilizer") without any claim to rightness, universality or judgment! It does not give a result of "how or what someone is", rather it provides a response as to how the feedback receiver is perceived. For this discussion of interpretation, our orientation toward systemic values and humanism also applies. The "truth" comes into being during the discussion – not on the document.

• Presentation / goals of the FAB & information regarding confidentiality
• Explanation of the report & feedback regarding the results
• Individual look at the results & elaboration of their meaning
• Coaching / advising
• Next steps / development of possible improvement and solution strategies, or as the case may be
• Creation of human resources development measures, inasmuch as these are desired and necessary