Page 78 - Psychological Management of Individual Performance

the debis career development center 57
The debis Career Development Center has a couple of additional major goals:
debis aims to have the dCDC obtain a beneficial training effect while also meeting

the company’s benchmarks for quality assurance and comparable evaluation standards
across the company’s divisions.
debis seeks to intensify the employees’ management development, because developing

the individual employee is the epicenter of the total MD process. In the context of the
debis Career Development Center, statements about employees are related to their
general managerial potential and not to any single concrete job position, although,
as mentioned previously, future refinements of the dCDC may take an “employee-
in-organization” approach, taking different general job families into account when
making predictions about an individual’s managerial potential.

The results of the debis CDC offer the following information for superiors making
judgments about managerial potential:
adifferentiatedandbroaddiagnosisofthedevelopmentprofileofthosewithmanagerial

potential and of those in need of developing such potential; the development profile
concerns both the technical side and the leadership-potential side of management;
data concerning the time limits for filling managerial positions in the organization;

and
individual strengths and areas for further learning and skills training; this information

is used to design individual development plans.

FOUNDATIONS OF THE DEBIS CAREER DEVELOPMENT CENTER
In analyzing individuals’ managerial potential, the debis Career Development Center
ties its informational features with a developmental focus. The dCDC is based on the
following foundations:

The development of managerial potential is steered by a process geared toward pro-

ducing and organizing managerial development portfolios for individuals within each
of the different units of the decentralized divisions of debis.
Management development integrates the pre-selection, the assessment instrument,

and the development portfolios into a system having standardized criteria at both the
selection and process steps.
Development portfolios are created for all management potentials that may qualify

for a department manager position. Potentials are classified after the earliest possible
appointment period, differentiating different types of potentials (see Figure 3.1) and
different development perspectives from the COMPASS procedure.
Management committees are responsible for the key decisions about pre-selection,

classifying individuals into development portfolios, and the final appointments for
department managers. The HR department experts focus on ensuring high quality
during the process.
Only those potentials who underwent evaluation in the COMPASS procedure take part

in the dCDC process. These individuals were deemed capable, in the near future, to
take over executive functions at the next level of their career progression.
Admission and classification into high-potential development portfolios are conditions

forinternalpromotionasthedepartmentmanagerorforcomparablecareerpromotions.