Divisional development
Based on the wish for self-reliable employees, an automobile group company commissions Process One to develop a division for the 650 controllers of the company.
The programme consists of three modules based on one another and begins in the year 2002 with the training series “Acting corporately – developing competences”. This series consists of 46 three-day seminars in which a total of 650 employees from the accounting and controlling divisions participate. Three of the seminars are intended for a total of 45 managers, divisional and departmental directors.
The goal of this series is to create enthusiasm in the participants for continuing education and continuing development to achieve greater social skills and method competence. Additionally, they are supposed to be familiarised with the new EVA and Balanced Scorecard tools. The essential component of the training is an Add Venture Projekt®. The previously presented methods and techniques are directly applied. Thus, EVA is utilised in order to evaluate the project and the evaluation criteria of the Balanced Scorecard offer the background for subsequent reflection.
During the following year, the “Social skills” series starts, which consists of ten respective three-day training sessions as well as an additional follow-up day and is attended by a total of 150 employees. Based on the examples from the everyday working life of the controllers, we address the topics of communication, cooperation, dealing with emotions, authenticity and empathy. The training is very well-received and valued by the participants as direct support for the professional and private day-to-day life.
In 2004, the “Method competence” series ultimately follows. In addition to the training regarding conversational and presentation techniques, it particularly concerns the project management skills of the participants. We have held this three-day seminar six times with a total of 90 employees.
In 2005, one-day refresher courses follow. Employees can clarify any unresolved issues and deepen their knowledge of relevant topics for their everyday working life.
The divisional development shows that sustained effectiveness, social skills and self-reliance on the part of the controllers have been proven to have improved. Our client considers the programme to have been extremely successful.
