A briefing is indispensable to the cooperation between the HR consultant and the client. During this meeting, the client provides the consultant with all the information relevant to a candidate search. This might include details of the competencies required of candidates, information on the hierarchical grading, target income or opportunities for development offered by the position, or information about the enterprise itself (corporate strategies, performance indicators, the competitive situation etc.).

A personal meeting between the HR consultant and the candidate to discuss the candidate’s past and present career, and opportunities for future development, on the basis of a CV. In addition to their professional history and the formal qualifications resulting from this, the candidate’s success in the previous stages of their career, plus individual personality and behavioural factors, are analysed in detail. Pre-selection of suitable candidates for a further interview with the client (candidate presentation) is based on this discussion.

The first contact between the candidate and the client, in which both parties have the opportunity to meet and discuss their expectations regarding the change of position. This interview usually takes place at the client’s premises to give the candidate the chance of becoming acquainted with the corporate environment.

The customer who commissions a search, with the goal of recruiting suitable candidates to ideally enhance the competencies in their enterprise. In most cases, we maintain long-term business relationships with our clients, characterised by trust, discretion and mutual respect. These relationships are based on a contract (mandate), containing those elements most important to the search.

Coaching ist die professionelle Beratung und Begleitung einer Person (Coachee) durch einen Coach bei der Ausübung von komplexen Handlungen mit dem Ziel, den Coachee zu befähigen, optimale Ergebnisse hervorzubringen. Dabei ist zu unterscheiden zwischen externem und internem Coaching, zwischen Einzel-, Team- und Gruppencoaching. Der Coachingprozess kann unterschiedliche Bedarfslagen des Coachees umfassen und ist üblicherweise zeitlich begrenzt.

Proof of formal qualifications is not enough to reliably assess candidates for key positions. The success of a company depends on the competencies of all its employees. It is essential that they are able to handle their tasks optimally in situations that frequently lack transparency, and are complex and dynamic. A qualified judgement on whether a candidate is suitable for a company and will be able to succeed in the new position can only be made after comparison of these components.

The objective of the recruiting process we carry out is to acquire high-ranking executives and specialists offering the competencies needed by an enterprise. This process is based on an individual requirements profile containing the competencies necessary for the position, and the Triple S™ method, which enables the most suitable candidates to be specifically identified and approached as accurately as possible.

A document intended for the client, which summarises the professional career and the competencies profile of a suitable and interested candidate. A confidential report documents the results of the first interview carried out by the HR consultant and, at the same time, is the basis for the candidate’s interview with the client (candidate presentation).

Our recruiting process involves qualified consultants directly contacting experts, potential candidates and other sources. A direct search with Triple S™ is an active form of HR searching in which the top performers are specifically and systematically identified and approached on the basis of a requirements profile. This differs from the passive form where the initiative for a recruiting interview with the client comes from applicants on the lookout for a new position who reply to an advertisement.

“Executive search” refers to directly approaching executives and high-level specialists. The attention of candidates is not drawn to a position by an advertisement, but by being contacted directly by a consultant (an “executive search consultant”) or a researcher.

The domicile of Dr. Kraft Consultants GmbH. An internationally significant example of architecture by the well-known American/Canadian architect Frank O. Gehry. Gehry’s “Rheinhafen Art and Media Centre” is divided into three highly contrasting sections and looks like an enormous sculpture. Asymmetry dominates. The windows, which were specially made for the construction, jut out from the façades, and the contours of the buildings are irregular. As different materials have been selected, each complex has its own identity.

Executives with a “fresh” attitude, usually still young, who are just developing to become top performers in a particular market segment, and are therefore difficult to find by means of a conventional HR search. These new talents can be systematically identified and specifically approached with the aid of the Triple S™ method.

A programme that assists with the integration of a successful candidate into the new enterprise. Within the first 100 days of the new position starting, we are available as an external “sparring partner” for individual discussions to help overcome possible communication barriers, and thus ensure the long-term success of the search.

A list which, as a result of expert-scouting, candidate-sourcing and research-based searching, systematically classifies the most competent candidates for a vacant position – regardless of their interest in changing jobs.

A critical analysis and assessment of the competencies of individual executives or complete managerial areas. It is used to reveal existing potential in a company and, sometimes, to achieve a new distribution of tasks and areas of responsibility so as to increase efficiency.

Our working relationships with clients are based on a contract (mandate), containing those elements most important to a search, and guaranteeing the exclusiveness of our consultancy services.

Our working relationships with clients are based on a contract (mandate), containing those elements most important to a search, and guaranteeing the exclusiveness of our consultancy services.

The area of Düsseldorf that has been given the most attention with regard to architecture and urban development. Dr. Kraft Consultants GmbH has its headquarters here: at the south-western edge of the city, right next to the Rhine and fewer than 1000 metres away from the old part of the city and the Königsallee. Internationally renowned masters from the world of architecture, such as Frank O. Gehry (the “Gehry buildings”), have as much presence here as the leading architects of the region. These, together with insightful monument protection, and development appropriate to the location, have made for a convincing synthesis of the past and the present in this district.

The targeted use of the Triple S™ method – intelligent Scouting, and Sourcing of candidates, in particular – has multiplier effects resulting in a growing number of qualified candidates during the course of the recruiting process. This is an important difference to the classic searching method in which the number of qualified candidates tends to drop during the search process.

The requirements profile for a vacant position is developed in conjunction with the client prior to a search. The profile is based on the competencies that the ideal candidate should bring with them, and describes the specific requirements of the enterprise and the future challenges offered by the position. The requirements profile also summarises the individual abilities and know-how, as well as personality and behavioural factors (values, attitudes, emotions, motivations and experience), potential candidates should have.

A person the HR consultant employs or externally commissions, who, on the basis of target company lists, makes initial contact with potential candidates. Approaching candidates via a researcher is the usual method deployed in classic searching. Within the context of the Triple S™ method, highly qualified researchers are deployed to complement the recruiting process.

Similar to a reference in the form of a preliminary check, scouts – insiders from a branch of industry, opinion leaders and other experts – are able to give highly qualified information on the top performers suitable for a specific position. Scouts are usually executives, such as CEOs, managing directors, technical managers and HR managers.

A key element of the Triple S™ method. A technique for targeted identification of potential candidates by selected experts (scouts).

A classic method for identifying and approaching executives and specialists. This is also one of the basic elements of the Triple S™ method, but is only deployed as a supplement to expert-scouting and candidate-sourcing in order to speed up the search process. In comparison to classic searching, which places emphasis on contacting candidates who are actively looking for another position, the philosophy here is different. The candidates identified by the classic search are first and foremost sources for further tips and recommendations which we use for intelligent Scouting and Sourcing.

In contrast to the longlist, a shortlist is an evaluated list of the candidates contacted who have already signalled concrete interest in an initial interview with our client.

Sources are top-level executives who have directly emerged from targeted expert-scouting. They provide tips on other potential candidates but, in many cases, may also be candidates interested in the vacant position themselves.

One of the three basic elements of the Triple S™ method. An innovative technique for identifying and approaching acknowledged top performers (top executives) – the potential candidates – in a specific branch of industry.

Top performers are the best players in a branch of industry or market segment, who can be systematically identified, very accurately, with the aid of the Triple S™ method. They are high-ranking executives and specialists with competencies that are ideally suited to the client’s organisation.

A new search method that improves the procedure for externally recruiting highly qualified executives and specialists over the long term. Unlike the classic search approach, the Triple S™ method is concerned with systematically identifying the most successful executives in a branch of industry or market segment (top performers) in the shortest time possible and as accurately as possible. This means that throughout the entire search process, it is not the candidates who are most willing to change positions that are identified and approached, but those who are the most competent in a comparable function. Results are achieved through the interaction of the three individual procedures, Scouting, Sourcing and Searching, which complement each other in various ways.