Counsulting in Human Resources – HR

The Most Important Managerial Problem


Long ago we learned that long-term success in business for an organization is not a matter of successfully managing resources such as facilities, equipment and capital, where the potential of these resources is defined and limited. The long-term success of an organization lies in the successful management of its employees – its human resources – and activation of their potential.
People with their emotions, attitudes, ambitions are much more complicated to manage than machines, which have clearly defined technical and technological characteristics. Hence the people we work with are both the most important key to our success and a potential cause of failure.
The main task of human resources is, first and foremost, to choose a stable and balanced individual for the organization, who is committed to lifelong learning as a fundamental process.
This is followed by coordination of the introduction of new employees to their job and organizing training with the goal of ensuring they perform their basic tasks effectively.
By providing the necessary knowledge and skills, human resources help employees in their personal development as experts or managers, fulfilling their potential and satisfying their personal affinities, thereby ensuring the success of the organization in the long run.

Candidate Selection

Finding a candidate who will quickly fit in with the team and who will produce satisfactory results is not an easy task by any means. The aforementioned integration of potential candidates into the demands of the workplace and organizational culture is the starting point for ASEE candidate selection. The instruments with which we can measure a candidate’s deviation from these two factors, together with an interview and a simulation of team work, complete the selection process, and provide us with a very high likelihood of finding the right candidate.

Phases of consulting in the candidate selection 

  • Defining the job position on the basis of an analysis of its internal and external clients, “suppliers,” and the processes which take place in that position
  • Creating a job description with the most important daily, weekly, monthly, quarterly, and annual activities, together with specific requirements
  • Analyzing the critical demands of the job from the perspective of expertise, responsibility, working conditions, etc.
  • Determining the PAEI BD (Brain Dominance) and EI (Emotional Intelligence) profile of the job
  • Determining the dominant value system of the organizational unit that the position belongs to
  • Describing the ideal candidate
  • Determining the target group of candidates, choosing the right location and media for advertising the vacancy, and creating an ad
  • Preparing questions for a telephone interview
  • Preparing questions for a guided interview
  • Preparing of a task for a teamwork simulation
  • Collecting biographical information and eliminating candidates who do not meet the conditions and requirements of the advertised post
  • Conducting brief telephone interviews
  • Determining the PAEI and BD (Brain Dominance) profile of all candidates and comparing them to the required profiles for the jobs
  • Completing a structured biography questionnaire
  • Conducting guided interviews
  • Simulating teamwork with likely candidates
  • Testing the candidates’ professional knowledge
  • Determining the dominant value system of the candidate and comparing it with the dominant value system of the organizational unit that the candidate would work in
  • Testing the candidate’s emotional intelligence and comparing it with the emotional demands of the job
  • Conducting final interviews with the goal of testing the candidate’s maturity and balance
  • Determining the final ranking of candidates from the short-list
  • Creating a description of characteristics of candidates from the short-list

Internal Staff Assessment – the Right Person in the Right Place

Internal staff assessments usually take place when planning an employee’s career, for internal selections for vacancies or new jobs, reorganization, mergers, downsizing, assembling project teams, or the transfer or rotation of employees to different jobs. Depending on the organization’s needs, we use various ASEE instruments for assessing employees. We try to help ensure that employees are placed in positions where they can do what they do best.

Stages of Internal Staff Assessment

  • The client selects employees for the evaluation process
  • ASEE organizes online testing

An online account is created for taking tests using various instruments
Employees are informed and instructed on how to fill out the questionnaires.

  • Employees fill out the appropriate ASEE questionnaires online
  • ASEE collects and processes the questionnairese
  • We coordinate with the client regarding the completed questionnaires
The results of the testing and an in-person interview will confirm the candidate’s unique profile with all of its characteristics and potential.
ASEE will send the client a written report with the profiles of the evaluated employees.

ASEE instruments are not psychodiagnostic tools or instruments which measure employees’ level of intelligence. The focus of the results is the employee’s profile outlining their predispositions and potential,

Candidate Selection Program

The Candidate Selection Program is software we use in multiple applications. Its main use is internal or external selection or internal assessment of employees, regardless of the size of the organization. By creating a model of competence we can conclude  that it is first and foremost intended for larger organizations with many employees.

Examples of practices

 Internom procenom zaposlenih procenjuje se (ne)uklapanje zaposlenog sa pozicijom na kojoj trenutno radi. U slučaju neadekvatnog uklapanja predlažu se pozicije na kojima bi oni postizali bolje rezultate.



If you are interested in consulting in human resources, we will be happy to answer your questions and advise you in more detail in this area.