Criticism

Against the audit methodologies increasingly fastidious expectations and demands are made. Those for a long time admitted and invariably used audit equipments of the mass of personnel advisors can these requirements - regarded from the organization-psychological perspective - become not fair; further developed procedures became outdated to methodically no longer justifyable standard products and raise increasingly the critical question of scientific-diagnostic founding of such analyses actually.

The tenor of the criticism, as it increasingly not only from client side, but also from the numbers of the research as well as from the panels renowned managements of institutes to hear is, refers in particular to the following points:

1. (Candidate) the feedback as substantial part of the audit is often culpably neglected: as if it could be all the same the advisor to be allowed to care for with "„the today's candidates "“"„the tomorrow's clients "“audit participants with only with difficulty comprehensible - often stereotyped - judgements "„in the rain are located left "“. The logic that each diagnostics, which implies sensitization for professional advancement and personal growth of the candidate on the basis of self reflection and which can be derived strong development measures with is not often any longer recognizably. Goal-prominent audit methods must accordingly the candidate feedback in punkto meaning, temporal calculation and depth try calculation to carry. Newest developments show here that a feedback - together with the superior/Top management or Top HR responsible person a very efficient and acceptable solution offers. Also the variant of the "“split"” feedback - once advisors, and in the following superiors - appears very well suitable in this connection.
2. Most audit beginnings rely almost exclusively on halfstructured interview techniques - required without these like it the principle that method variety - around other diagnostic instruments to supplement. Above all the wrong acceptance, a critical mass of suitable top management causes business success, draws methodologische commonalities and artifacts: in one-sided way process and methods focus qualifications on individual management instead of also "„the interaction of "“individual resources under the magnifying glass to take; which understandable way on the distance remains, one of the dominantesten factors successful managements is - the social level of co-operation and communication. The meanwhile scientifically secured acceptance that behavior near analysis of interactions and problem release processes in teams and management committees the more force of expression possesses than the often speculative, in each case however introspektive effort of an AUDI gate to penetrate into "„the Black box "“of the candidate and itself under fading out "„social desiredness "“and intellectual Raffinesse of the candidate reactions and - states an allegedly objective picture of the to make, belonged today actually exactly the same to basicconstant instructional contents of the organization sciences like the fact that "„a team of Top people represents still for a long time no Top team "“. An audit methodology, which merges the thought of the team analysis not at least as optional equipment cuts itself accordingly in punkto force of expression and range of the results. State OF the kind within the audit range is therefore among other things the use of complex Businesses Simulationen, in which a team of candidate, here can also a whole range participates at the same time by "“socialinteractive"” Settings be illustrated: by very much "“konfrontativ and competition-oriented"” up to pure "“co-operation-orients"”. With these simulation methods "“behavior data"” can be produced, which can be set with interview data and other results of analysis in purchase. The Simulationen makes possible beyond that however also the analysis of a "“management team"”.
3. As the further point of criticism remains marking: those (one-sided) concentration on standards of the 360"°-Beurteilung (see 360"°-Audit), which can be observed often, knows "„micro-political "“activities, "„Gemauschel "“and thus in the long run the Intransparenz of decision-making processes supports - instead of these on rational to place comprehensible bases. That before times "„independent "“external advisors then often becomes the ball of the different groups of interests and/or "„the "“Exekutor; Consequence is that the audit process often turns out to the farce. The several times criticized "„authentication function "“(i.e. the pseudo justification of unpleasant personal and organization measures by the audit results) pushes itself step by step into the foreground - use functions, in which Shareholder, backers and cost objectives genuin are interested, pushed debited to the validity and expected force of expression of the audit results into the background. The lastingness of the high-level personnel and organizational development suffers. "„360"° and/or 180"°-Analysen "“should be used thus very much mindful SAM. Elements of this beginning function rather according to experience with "“mature"”, to hochentwicklelten organizations (not however in CHANGE and Merger situations etc.); they require that much confine arrangement with the client and should absolutely one as far as possible objective and "„unparteiliche "“procedure ensure and to plausibilisieren be able.

More scientifically/paradigmatischer background

Behind some points of criticism at the audit beginning a kind hides itself to methodologischer ambivalence, which can be justified from history the applied management diagnostics: In demarcation to the conventional Assessment center method (AC) understands itself the classical audit as primarily "„business oriented "“consulting instrument for the analysis of the management qualifications of the upper leadership level. Before the background of the relevant market knowledges as well as the special and specialized understanding of exposed line positions in enterprises, which possess in this measure earliest the large Executive search advisor, the audit developed methodology as "„bottom UP Prozedere "“; it used up itself to a certain extent one "„naturalistischen "“beginning. And Case proceeds from the relevant in each case Business. In the demand reason therefore not primarily abstract personnel-psychological taxonomies as well as typical suitability criteria of organization-scientific manuals stand - but by specific business-strategic implications performance requirements, as high social an acceptance by clients and candidates as well as the apparent practical use of the results of analysis for the Business as possible affected.

Also both research and consulting practice determined after the mode years of the AC beginning fast that - often with practice proximity geizende - the method is actually to be differentiated straight in Central Europe to the hierarchical position of the participants. The more highly the hierarchical position of the target group, the more fastidiously, but above all also closer-to-reality would have to be arranged the method. For the upper management levels the conventional AC was portable neither under the points of face of the result range nor from the perspective of the social acceptance. Core requirement of the classical audit in contrast to this the Seniorat and the business experience of the advisor became: not hypothetical drop work, post office basket exercises and similar scenarios, but the argument with material business-strategic questions as well as the item-related discussion on the basis of mutual authority expectations were located and are located in the center of the methodology. Scientifically regarded and represent the classical audits thereby placed rather "„to test situations "“as founded management diagnoses (see internal revision).

Which in the framework these developed, purely generically in the course of empirical values and remain one-sided - as said - on interviews supported classical audit procedures on the distance, systematics are, a goal-prominent measure of structuring and standardisation of the preparation, execution and reinforcement as well as the necessary, generally admitted control criteria of personnel-diagnostic methods - objectivity, and validity. While the AC is over-structured as and criticized out of touch with reality, the ill classical audit methodologies despite their high requirement in terms of the intellectual like technical level of the candidates and advisors at most banal lack conditions regarding scientific founding, process control and thus the comparability of the results.

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