Reference Lufthansa

Assessment specialist cut-e won the ‘best use of technology’ category of the European Excellence Awards in HR, for its work on a ground-breaking, mobile, pre-application assessment for Siemens in Germany.

The problem: designing a common online application process

The challenge to those responsible for selection at Dusseldorf City was to create a streamlined and efficient process that not only managed the applications, but provided them with the information about the candidates when they need it.

Applicants to Dusseldorf City now apply directly via its application platform before being invited to take part in an online assessment. These initial test processes are carried out by the applicants at home or wherever they choose to access the online assessment. However, with such an approach there are two issues which may be of concern.

For the long-term motivation of promising employees and in order to commit them to the enterprise, Open Grid Europe not only identifies talent, but notably provides orientation and development possibilities. Their aim is to provide promising employees with the tools to manage their personal development process independently.

PUMA needed to identify highly qualified and motivated candidates for their international Finance Trainee Programme and chose cut-e to assess the relevant competencies prior final stage assessment.

To supplement its established assessment centre information, Ocè appointed cut-e develop a tailored and role specific assessment.

Internals First - An approach to cultivate the internal labor market

The Dortmund Municipal Works AG (DSW21) in Germany is responsible for local public transport in Dortmund and the surrounding areas and is used by 143 million passengers every year.

Each year, the City of Frankfurt trains around 300 apprentices for administration and commercial roles and 150 apprentices in other departments. This means the team need to be able to understand the qualities of applicants and their suitability for the apprentice programme. Inline with being an attractive city, City of Frankfurt also wanted to be an attractive employer.

The challenge: widespread use of assessment and needing to ensure quality, and speed of process

The challenge: to ensure quality and speed up application times with online assessments.

The challenge: designing an online assessment process which meets Olympus requirements

HARTMANN has always looked internally to grow its talent and to provide careers for its current employees. By increasing the number of apprentices HARTMANN takes on, the company not only secures future talent but also creates employment opportunities in the region. The challenge was to optomising the selection process and to secure the best.

An innovative way to support employability skills in student recruitment

PwC in Germany, Austria and Switzerland carries out a 360-degree feedback process every two years in which all of the 1,200 managers based in that area participate. As part of this, there are two key challenges PwC faces: who provides the feedback – and how to make it relevant?

The Rochus and Beatrice Mummert Foundation, set up by the Robert Bosch
Foundation. Its aim is to support and develop Eastern European managers as they complete their Masters degree. It looks to develop ‘excellent’ managers who can then play a key role in making their organisations forward-thinking and competitive. This, in turn, contributes to the economic health and stability of their home countries and supports the political security of Eastern Europe.

The challenge: ‘going mobile’ to keep pace with the changes in applicants’ technology behaviour

Integration partners and systems

In line with corporate development aims, the company decided to launch a 360
degree feedback process for its managerial staff. During this project, Sparkasse
Nuremberg made use of both the content and technical expertise of cut-e and the
management consulting experience of von Rundstedt & Partners. The first 360 degree feedback process was to establish a base line for the systematic, personal
development of each manager, both on the management board and on the first level of management.

The VDI sought to deploy a management assessment not only to ensure that the
management guidelines of the organisation are applied and that a two-way feedback culture is reinforced, but also to further develop the organisation itself. The VDI alsosaw that such assessment also provides managers self-insight which in turn supports their own development.

Volksfürsorge has 300 regional offices across Germany and they serve as regional contact points for clients and sales personnel. With such a decentralised organisation, consistency in the professional selection of sales staff was difficult maintain and so Volksfürsorge decided to standardise this process. This meant that any instrument used, would have to be implemented locally but in an efficient and user-friendly manner.

Volkswagen needed to recruite a large number of new car sales people - and to find a way to do this across its operations in different countries in a standardised and consistent way.

Zwick/Roell sought to align its recruiting processes across the 56 countries
in which it operates, with those of its headquarters in Ulm, Germany. Due in part to
the wide range of assessment languages offered by cut-e, Zwick appointed cut-e to
help it develop a series of selection assessments.

The challenge: selecting sales staff from a large pool of applicants

After a fundamental restructuring of its top management tier, the HR director of Azelis Group recognised the need for a comprehensive Management Audit of the entire management team. With almost 30 locations across the world, Azelis ranks among the top distributors within the chemical industry.

After reviewing and standardising its corporate values and competencies throughout its operations, Belden needed to restructure its existing international recruitment to align. This comprised of the recruitment process itself as well as online assessments.

Human resources within Commerzbank has become increasingly important with high professionalism and supreme customer orientation as key distinguishing features.

As many players in the telecommunications market, the German Telekom has to cope with constant change processes that create many new challenges for the client’s employees, as well as a lot of uncertainty and concern regarding their personal and professional development.

HSH Nordbank positions itself as a ‘bank for entrepreneurs’ and targets its services at the owner-run businesses in Germany. Across the banking industry, department heads are exposed to a range of ever-increasing demands.

The challenge: feedback process to define management profiles and integrate values and an open feedback culture

Swiss Bank Credit Suisse receives many applications for the range of vacancies it promotes – from trainees to senior managers, and utilises a number of cut-e’s online assessment procedures to identify the very best applicants efficiently, and reliably.

R+V upgrades the selection process for apprentices and trainees from traditional paper and pencil tests to pure online assessment.

Letter of Reference in Czech

Decentralized recruitment process to hire successful insurance agents at Volksfuersorge Generali

Know thyself: Leadership feedback as a development tool

Integrated talent management at Commerzbank: tailored online solution for systematic succession planning

The role of Online Assessment in attracting and selecting young potential

The STILL 360 story: personal leadership feedback as an key-element in modern leadership processes

The use of online assessment in selection at Credit Suisse

Integrating online assessment in the selection process at Deutsche Telekom

cut-e Group signs €200,000 Contract for Online Selection Assessment Systems with EADS Group - Makers of Airbus and Eurocopter

The challenge: improving the selection process to meet business requirements

The United Nations recruits staff on a global basis. Applicants have various nationalities, ethnical backgrounds, and professions. To ensure speed and fairness in selection, the hiring assessment needs to take place on location in various countries worldwide, and each year has to cover about 1.500 candidates within one day.

Faced with the challenge of selecting the best candidates from a large number of graduate applicants, and knowing that they needed the experience of external providers, EADS looked to cut-e and the consultancy company Mannaz to support their recruitment process.