105 search results for "HDWM Continuing Education"

A Chief of Staff (CoS) works largely autonomously in contrast to administrative assistants (Executive Assistant, Personal Assistant, Assistant to the Board of Directors/Management, etc.) and takes on a number of basic tasks with a clear focus on organizing time processes, the flow of information and decision-making processes in the company more effectively. The role is closely linked to that of the CEO. The Chief of

Feelgood management is still ridiculed by many managers today. Too often, this area is not seen as an integral part of management, but purely as a way of entertaining employees. In fact, feelgood management is an essential element of New Work in the world of work 4.0. Satisfied employees have a decisive influence on the success of companies. We show you why

According to studies, top managers in Germany now spend up to 50% of their working time on internal and external projects. As project management has grown in importance, its professionalization has also progressed. Certified project management professionals and international standards are in demand. Not only is more and more time being spent on project work, successful projects are considered crucial for the strategic development of companies. The

The Haufe Akademie has been offering an "Expert Line Process Management" since August 2021. This is aimed attendees who want to systematically build up their expertise and complete it with a certification in process management. In this interview, Janina Riedel, Product Manager at Haufe Akademie, provides insights into the new format. When should attendees opt for the new Expert Line and

Planned success instead of chance hits Companies today are constantly exposed to high pressure to change from the market, customers and the competition. The response of companies to this is usually to set up projects in which the new requirements are to be implemented as quickly and efficiently as possible. This leads to an acute need for qualified and competent

If you want to develop managers, you first need to know what knowledge and skills they actually have. Management diagnostics provide precisely this basis: they reveal potential, identify areas for development, and provide the data on which sound personnel decisions are based. For HR developers , they HR developers not a nice-to-have, but a strategic tool, provided that the methods used are valid, transparent, and

Whether it's IT services, construction projects, or office supplies: in the public sector or when dealing with public clients, you encounter public procurement law on a daily basis. It ensures the economical and transparent use of public funds and protects you from legal risks such as review procedures or liability. Public procurement law can seem complex: EU directives, regulations, thresholds, and different types of procedures can be confusing. With the right basic knowledge, you can gain

Many companies make the same mistake: they promote their best employees today and wonder why key positions remain unfilled tomorrow. The problem rarely lies in a lack of talent, but rather in a lack of systematic approach. If you really want to identify high potentials (HiPos for short), develop them in a targeted manner, and retain them in the long term, you need more than just a good instinct. This article shows how.

Customer complaints are piling up, production is stalling, or the same error keeps occurring. Quick fixes and repairs are made, but the actual problem remains for future projects – diagnosis: cause unclear. This is exactly where the Ishikawa diagram comes in: as a valuable tool, it helps to systematically uncover the core of a problem and tackle sustainable improvements in a targeted manner. In this

A team member is not performing as expected. HR developers employers now employers the challenging task of analyzing the causes and developing appropriate measures. Poor performance is rarely due to a lack of commitment alone. Structural factors within the company, leadership behavior, or psychological stress often play a central role. The modern approach to personnel development follows the principle of "fix it, move it, or

Marketing used to be like a funnel: orderly, predictable, with a clear path from A to B. You knew where to reach your customers and could guide them through a structured, strict marketing process to make a purchase. Today, it's more like a maze in which customers move between countless paths, take detours, and sometimes even

Set goals once a year, evaluate performance, tick them off, and you're done? This understanding of performance management falls short. The world of work has long since evolved: agile teams adjust goals on a quarterly basis. Feedback is not given once a year, but weekly in check-ins. And development does not happen at some point in the future, but precisely when skill gaps become apparent. For personnel development, this means