W&H strengthens the field of personnel development

W&H and Dr. Wächtler con­clu­de a coope­ra­ti­on agree­ment in January 2020, which re­gu­la­tes in­ten­si­ve coope­ra­ti­on espe­cial­ly in the field of per­son­nel de­ve­lo­p­ment. This en­ab­les W&H to sup­port its cli­ents in per­son­nel mat­ters even mo­re pro­fes­sio­nal­ly and fas­ter than be­fo­re.

Our part­ner Dr. Doreén Wächtler sup­ports her and our cli­ents with her wi­de ex­per­ti­se  in per­son­nel ma­nage­ment. Factors li­ke con­fi­den­tia­li­ty, in­te­gri­ty and prag­ma­tism are the ba­sis of an ef­fi­ci­ent and pro­fes­si­nal coope­ra­ti­on.

Photo: Dr. Doreén Wächtler / chair­lines me­di­en­agen­tur

She dis­ti­guis­hes  herself with:

  • mo­re than 20 ye­ars of prac­ti­cal and ma­nage­ment ex­pe­ri­ence as hu­man re­sour­ces ma­na­ger, aut­ho­ri­sed of­fi­cer and ma­na­ging di­rec­tor in na­tio­nal and in­ter­na­tio­nal com­pa­nies
  • Experience in the sec­tors lo­gistics, in­dus­try, he­alth ca­re, ad­ver­ti­se­ment, ser­vice and tra­de
  • Qualification as trai­ner and busi­ness coach with con­tin­ous fur­ther trai­ning

The fol­lowing to­pics are co­ve­r­ed by us and Dr. Doreén Wächtler:


  • Recruitment & Onboarding
    e.g: du­ring re­sett­le­ment or ex­pan­si­on of busi­ness  fiel­ds: sup­port with ela­bo­ra­ti­on of staff ap­point­ment sche­me, pu­blic re­la­ti­ons, re­crui­t­ing, draf­ting of con­tracts and on­boar­ding.


  • Employer Branding
    It will be com­mon in the fu­ture that em­ploy­ers have to ap­p­ly to the can­did­tes. Dr. Wächtler sup­ports in streng­t­he­ning your em­ploy­er brand, in or­der to be per­cei­ved as an at­trac­ti­ve em­ploy­er in the job mar­ket.
  • Personnel plan­ning
    Support in in­tro­du­cing and im­ple­men­ting stra­te­gic suc­ces­si­on plans, espe­cial­ly for key po­si­ti­ons in your com­pa­ny.
  • Potential ana­ly­ses
    Potential ana­ly­ses de­ter­mi­ne ob­jec­tively, which pre­fe­ren­ces, am­bi­ti­ons, strengths and weak­nes­ses are shown by your can­di­da­tes or managers/staff mem­bers. The com­pa­ri­son with the re­qui­re­ment pro­fi­le of the job shows the fit, to bet­ter uti­li­se strengths, if pos­si­ble. It is then up to you to de­ci­de which steps could co­me next: car­re­er plan­ning, coa­ching, per­son­nel de­ve­lo­p­ment, … but al­so, if the can­di­da­te should be hi­red.


  • Leadership de­ve­lo­p­ment
    Training of ma­na­gers on to­pics li­ke e.g.: re­crui­t­ing, la­bour law, in­clu­ding feed­back and app­rai­sal in­ter­views,  team de­ve­lo­p­ment.
  • Individual coa­chings
    Following the re­spec­ti­ve po­si­tio­ning the are­as to be coa­ched are co­ve­r­ed joint­ly, which could be mul­ti­fa­ce­ted.
  • Support in la­bour law
    During coa­ching of ma­na­gers of­ten re­la­ted to­pics ap­pe­ar: e.g. ne­cessa­ry re­or­ga­ni­sa­ti­on of the re­spec­ti­ve area of re­spon­si­bi­li­ty. Here Dr. Wächtler is ab­le to sup­port with prag­ma­tic and le­gal ex­pe­ri­ence and re­com­men­da­ti­ons.
Photo: Dr. Doreén Wächtler / chair­lines me­di­en­agen­tur
W&H streng­t­hens the field of per­son­nel de­ve­lo­p­ment
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