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Assessment & development of communication

Communications managers scrutinise the processes and structures in their area for a variety of reasons – because they have taken on a new management role, because their company is being transformed or because they want to know whether their team is still working in line with the times. They do not always have an eye on whether their key employees can bring the project to life. PRCC helps them to find out and ensure that this is the case.

The right people for the right roles

Most communication managers have a solid idea of what their CEO expects of them during change phases. They usually have concrete plans for how processes and structures need to be adapted, and it is not uncommon for them to bring in specialist organisational consultants.

However, in our experience, even the best plan, the most effective structures on paper, the most efficient processes and the most sensible roles are useless if they are not brought to life by people. For the change project to succeed, key members of the team must be behind it and have the necessary skills.

Key questions for communications managers

Decision-makers in change situations should therefore ask themselves the following questions:

Are all the necessary competences available in my area, detached from individuals, to implement the agenda and meet the CEO’s expectations?
Can my key team members do what they need to do to achieve the objectives? Do their mindset and skillset match the existing/planned roles?
How do my direct reports and their teams want to work (with each other) in the future – and is this also the way they should work in the future? If not, what should I change – and how?

Four steps to a high-performance department

To obtain answers to these questions, we at PRCC rely on a pragmatic four-stage process:

1. We challenge the definition of goals and roles

As a sparring partner for communications management, we analyse their objectives – and take a closer look at the design of the roles that make sense for them. In doing so, we take existing or planned structures and processes into account.

2. We carry out assessment and benchmarking

We compare existing/planned roles with the mindsets and skillsets of the key employees in the team. In doing so, we link up with standards in HR development within the company. We benchmark managers with each other and with the market: What is the level in their own area compared with other companies and the candidate market?

3. We provide individualised recommendations for action

Depending on the results of the analysis, the recommendations may be to close gaps in the department’s skills portfolio, to cover the qualification needs of individual employees or to support them in coping with change. It may make sense to adjust individual roles, adapt the organisation chart or assign people to other roles, and sometimes there is no alternative but to part ways with individuals – as respectfully as possible.

4. If desired, we can provide support during the realisation

in the form of further training, coaching, executive search, onboarding, interim bridging and outplacement.

Philip Müller

Managing Partner

Are you interested in our assessment & development? Please contact Philip Müller for further information.

Contact

Feel free to call me personally at +49 211 176070-66, or fill out the form.

Benefit from thousands of interviews

You benefit from our experience at the interface of communication, marketing, sustainability, HR and C-level: we conduct over 4,000 interviews with candidates every year and are in intensive dialogue with a wide variety of companies daily. We also exchange ideas with our recruitment consultancy partners in other countries.

As a result, we are constantly learning about new challenges and individual solutions, while at the same time we have identified common features and universal patterns. With this expertise, we are at your side in the following situations: