Key Account Management Master Programm (KAM)

Stephanie Strini

• Secondary school education with economic background
• Work experience in the field of office and/or training organization is an advantage
• Fluency in German and English
• Organizational talent, accuracy and initiative
• High customer orientation as well as good communicational skills (oral and written)

• Training organization (organization of participants and trainers, organization of rooms for the trainings, billing)
• Support of our trainers and development consultants (customer care)
• Back office agendas

• Work environment in a prestigious, internationally growing company
• Interesting work with personal responsibility

Lydia Stock

Tsvetelina Ivanova-Khalil

Our homepage has a new face!

• Current news regularly on the first page
• Easy overview:
  - key topics: open trainings and in-house company trainings
  - MDI branches
  - International projects, services and approaches
• New design, and easier handling
• Every subsidiary has its own country homepage
• Integration of Facebook
• RSS-feeds

• Is the goal clear and worded in an understandable manner?
• How can the achievement of objectives be controlled and made measurable?
• Is the planned goal reconcilable with the employee goal? With their job description? With the department’s tasks? With the company’s goal?
• Is the goal really important? What are the consequences if it is not met?
• Is the goal realistic?
• Is the agreement of objectives a challenge (Is it set too low, too easy? Does it reflect an improvement?)

• The employee appraisal (twice a year or annually) is of private nature – between the manager and every individual employee
• The meeting request is sent out on time and the meeting takes place in a room without any interruptions (no calls, Blackberries and I-phones are turned off)
• The manager as well as the employee are well prepared for the meeting.
• Important topics are the manager’s feedback, work environment and the opportunities for development for the employee.
• The employee evaluates his performance, work environment and defines his own potential opportunities for development.
• Career development meetings are not inevitably about climbing up the hierarchical ladder. They can also play a role regarding future allocation of responsibilities and optimization of the work flow.
• Salary negotiation should be handled as separately as possible from this meeting (Exception: performance-based payment)
• The employee appraisals should not be viewed as a feedback session for managers. The focus is on the employee.
• A question such as “How are you doing privately?” is only suitable if there is also a climate of trust during the work year. The employee can respond with a brief “thanks, all is well.”. He does not need to answer any other private questions. The manager should also not ask them. Especially not if the intention is to explain lack of performance due to private matters.
• Attention, Managers! The employee appraisal does not serve as a meeting to dump all criticism that was not expressed during the year. The employee should exit the meeting as a strengthened person – not frustrated and demotivated.  There are other suitable instruments for dealing with conflict and criticism.

• Michael Armstrong: How To Be an Even Better Manager / Kogan Page, London (1994)
• Michael Armstrong: Armstrong's Handbook of Performance Management - An Evidence-
• Based Guide to Delivering High Performance / Kogan Page, London (2009)
• Andreas F. Philipp: Die Kunst ganzheitlichen Führens / Literatur-VSM, Wien (2010)
• Wilfried Braig, Roland Wille: Souverän führen / Orell Füssli Verlag, Zürich (2008)
• Fredmund Malik: Führen, Leisten, Leben / Campus Verlag (2006)