The 7 step MAS search and selection strategy
Step 1
Company-related situational analysis
Handling an assignment successfully relies on the creation of a solid base of information on the current company situation. So that the ‘right employee’ can be found for the client, the following information is particularly important for the MAS consultant:
Company-related situational analysis
Handling an assignment successfully relies on the creation of a solid base of information on the current company situation. So that the ‘right employee’ can be found for the client, the following information is particularly important for the MAS consultant:
- Company profile and strategy
- Current market developments, technology trends, and future scenarios
- Special circumstances
- Organisational structures
- Management tools
Step 2
Definition of the functional area
In this step, the vacancy or new position is analysed and defined by:
Definition of the functional area
In this step, the vacancy or new position is analysed and defined by:
- Development analysis of the function and - where applicable - of the previous job holder in the last five years
- Clarification why the position cannot be filled by an internal employee, and which internal interested parties had to be turned down
- Description of the future-oriented aims of the role, of the relevant specialist and management tasks, as well as the scope of the responsibilities assigned
- Definition of the most important interfaces, the type of cooperation, and the mutual division of responsibilities
Step 3
Determination of the requirements profile
Based on the newly formulated functional description, the requirements profile is divided into success-related content areas such as:
Determination of the requirements profile
Based on the newly formulated functional description, the requirements profile is divided into success-related content areas such as:
- Necessary specialist and management-related educational background and experience
- Important practical knowledge and proof of success
Step 4
Search process and pre-selection
Thanks to a wide range of specialist, functional, and employment market related experience and connections, MAS can decide for its client the most effective way of searching and later presenting a suitable range of applicants.
The MAS proposal shows whether direct contact, placement of advertisements, or a combination of both is the best way of proceeding.
Using available databases and contacts, a pre-selection is made, discussions with possible candidates, information sources, and industry insiders are instigated. From these contacts the circle of possible applicants is drawn up while maintaining the strictest confidentiality.
MAS consultants make individual candidates aware of the information gathered in steps 1 to 3. After checking CVs, interview results, and evidence of performance and experience from the individual candidates, the MAS consultants decide on the candidate short list, based on clearly defined selection criteria.
Our client is then given the structured candidacy documentation; this allows cross-comparison of all types.
Search process and pre-selection
Thanks to a wide range of specialist, functional, and employment market related experience and connections, MAS can decide for its client the most effective way of searching and later presenting a suitable range of applicants.
The MAS proposal shows whether direct contact, placement of advertisements, or a combination of both is the best way of proceeding.
Using available databases and contacts, a pre-selection is made, discussions with possible candidates, information sources, and industry insiders are instigated. From these contacts the circle of possible applicants is drawn up while maintaining the strictest confidentiality.
MAS consultants make individual candidates aware of the information gathered in steps 1 to 3. After checking CVs, interview results, and evidence of performance and experience from the individual candidates, the MAS consultants decide on the candidate short list, based on clearly defined selection criteria.
Our client is then given the structured candidacy documentation; this allows cross-comparison of all types.
Step 5
Introductory interviews at the client’s premises
By arrangement with the client and the candidates, the first interviews are agreed, and the interviews are organised to take place without time pressure. The introductory interviews are structured and moderated by the MAS consultants, to ensure all candidates an equal chance of success in the first round. Based on these interviews, the candidates are ranked, in cooperation with the client.
In the second round of interviews with the most suitable candidates, the MAS consultant plays merely the role of an observer, in order to analyse the reactions of both sides even more precisely, and to prepare for the subsequent intensive interviews.
Introductory interviews at the client’s premises
By arrangement with the client and the candidates, the first interviews are agreed, and the interviews are organised to take place without time pressure. The introductory interviews are structured and moderated by the MAS consultants, to ensure all candidates an equal chance of success in the first round. Based on these interviews, the candidates are ranked, in cooperation with the client.
In the second round of interviews with the most suitable candidates, the MAS consultant plays merely the role of an observer, in order to analyse the reactions of both sides even more precisely, and to prepare for the subsequent intensive interviews.
Step 6
Assessment and decision process
In this phase, the key criteria for the technical and personal suitability of the short-listed candidates are tested through additional intensive interviews with the assistance of our experienced psychologists and graphologists. At this stage the most modern and meaningful selection tools are used, and their results are recorded in writing.
Together with the client, the initial ranking is checked and, if necessary, updated by means of these completed assessment criteria. References are then followed up by MAS in personal interviews, with the emphasis on questions which are still open or assessment criteria, integration characteristics, or proofs of success which require confirming. The information is recorded in writing.
The client can now make his decision. If desired, MAS participates in the final and contractual negotiations.
Assessment and decision process
In this phase, the key criteria for the technical and personal suitability of the short-listed candidates are tested through additional intensive interviews with the assistance of our experienced psychologists and graphologists. At this stage the most modern and meaningful selection tools are used, and their results are recorded in writing.
Together with the client, the initial ranking is checked and, if necessary, updated by means of these completed assessment criteria. References are then followed up by MAS in personal interviews, with the emphasis on questions which are still open or assessment criteria, integration characteristics, or proofs of success which require confirming. The information is recorded in writing.
The client can now make his decision. If desired, MAS participates in the final and contractual negotiations.
Step 7
Integration coaching
MAS is also available to help the client prepare, and to assist in the rapid and smooth incorporation of the new staff member into the company.
In this case, MAS designs the content and conduct of induction programmes in cooperation with line and human resources management, takes over the interviews for periodical interim reports, the formulation of requirements for additional training, as well as the personal support of the new technical or managerial staff member in his functional area.
For this, the following are in the foreground:
Integration coaching
MAS is also available to help the client prepare, and to assist in the rapid and smooth incorporation of the new staff member into the company.
In this case, MAS designs the content and conduct of induction programmes in cooperation with line and human resources management, takes over the interviews for periodical interim reports, the formulation of requirements for additional training, as well as the personal support of the new technical or managerial staff member in his functional area.
For this, the following are in the foreground:
- Rapid familiarisation with the most important channels of communication
- Acceptance of his own responsibility for functions assigned
- Smooth integration