Munich human resources consulting
The dla way: shaping your management of tomorrow, today
Do you need capable managers who know what they are doing and will secure your company’s success? We are well acquainted with exactly these talented candidates, because we have been supporting them on their professional journey for many years – on a partnership basis, professionally, and in a spirit of equality.
Expertise
dla – the human resources consulting firm for modern top management
We are consultants, not suppliers. We do not deliver headcount, but match people with cultures. We pay attention not only to expert abilities but also social skills. The top managers who work with us put people at the heart of what they do.
MARCEL RAMIN DERAKHCHAN
1. What do you do better than your colleagues in consulting factories?
I think I can say I am an experienced, forthcoming and also very much critical point of contact for my customers. I get to the point quickly, and don’t make any promises I can’t keep in the search process. The difference from the big companies is of course also our partnership-based collaboration with clients across the board.
2. What is your focus in executive search?
I only fill top-level positions, predominantly in the areas of professional services and industrial services.
3. What lies ahead in terms of your company’s journey?
Together with our partner Krishan Weber, we will in future be investing more heavily in leadership advisory. That means an intensified commitment from us in the area of advising clients on how to better recognise which individuals have what it takes to be a real leader. It will also be about how management methods will change in future and which personalities should be considered in light of that.
MARC-DAVID ROMPF
1. Not at least because of your fantastic understanding of AI expertise, you are known for high-level technological skills. What do you look for in the managers you place in this area?
Essentially when working with management candidates, we assure ourselves that they don’t make use of their high-level professional technology expertise solely for the technological reorganisation of a company. Today more than ever, it is key that managers understand new technologies – such as artificial intelligence – not purely as productivity-driving bringers of rationalisation; instead, beyond making technological changes, they should also be able to extrapolate recommendations for the organisation and culture.
2. You are a psychologist. In your opinion, what experience does a manager need to be able to get people “fired-up for work” again?
These people must intrinsically understand how to win over a majority; lead by example so that others do not doubt the significance of their work; and of course be able to listen well rather than being permanently on broadcast. With all this in hand, the person is in with a good chance.
3. In your view, what are the three most sought-after management skills?
This is mainly about personal skills such as ability to communicate and strong decision-making, although sensitivity and empathy are also in high demand.
