A Brief Outline of KODE® - ACT SKoM

Prof. Dr. Volker Heyse
A Brief Outline of KODE®
KODE ® - what is it, what can it do, and what is it for?
(1) KODE® is a procedural system with an international trademark (Germany, Austria,
Switzerland). In German, KODE® stands for Kompetenz-Diagnostik and -Entwicklung (The
diagnosis and development of competencies). Its main emphasis is on the development of
competencies. The assessment of the existing 'competencies in terms of certain requirements of
everyday professional life' ('skills for ...') is a means for the purpose of developing and/or
strengthening competencies.
(2) KODE® was developed from 1994 onwards for the purpose of organisational personnel
development in the German speaking world, and has proved itself over 250,000 times since its
first practical application in the year 1998.
Representatives from 19 universities and colleges have taken part / are taking part in the
development of the procedure (from Germany, Austria, Switzerland, Liechtenstein), as well as
representatives from 23 practicing commercial and non-profit companies.
(3) In close cooperation with other procedures and discussions, KODE® focuses on successrelated
coaching, and therefore on enhancing the meaning of life, the enjoyment of a healthy
lifestyle and the enthusiasm to achieve (career, family, voluntarily).
KODE® primarily addresses the following groups of people:
● People who are looking for enhanced or new challenges in their job and/or who want to achieve
new goals in life and enjoyment of life.
● People who are looking for basic professional (or also voluntary / social) orientation.
● People who are looking for a new professional orientation or who either want to or have to enter
new careers or jobs.
● People, who are looking for a (new) start in society.
● People who suffer from low levels of confidence due to physical, cultural or social limitations
and are looking for new openings.
● People who feel 'burnt out', especially people who are in the second half of their lives.
● People who may be unemployed, have a job which is at risk, or who for other personal reasons
are looking for a new activity or a new vocation.
● People who have to take on considerable responsibility in the scope of a company succession
arrangement.
As the centrepiece of CeKom ® , KODE ® is based on the solid combination of RECOGNIZE -
ENCOURAGE and ACCOMPANY, and on the basis of a voluntary sense of responsibility that
extends beyond the mere determination of competencies and their evaluation.
(4) The KODE ® procedural system does not incorporate any personality tests and does not make
use of any psychometric or psycho-therapeutic goal setting. KODE ® is not oriented to situationspanning
personality characteristics or traits, but determines specific capacities to act and provides
suggestions for the competence-based development of people, groups/teams and organisations
(personnel and organisational development). KODE ® is based on the unique nature of every
individual and helps to discover an individual's potential for achievement, to promote the
development of an individual's talents and to develop their strengths 1.
KODE ® incorporates a wide range of tools for competence training, coaching, mentoring and self
training. These are consistently further developed and tested at a practical level.

Prof. Dr. Volker Heyse
The work with KODE ® complies with the German Allgemeines Gleichbehandlungsgesetz AGG
(Equal Treatment Act) and is gender-neutral 2.
(5) Some key theoretical bases of KODE ® include:
- a consistent theoretical model of self organisation that is derived from notions of synergetics
(Hermann Haken/1990 and in the wider context, also Ilya Prigogine, Humberto R. Maturana). In
this context self-organisation does not simply mean 'doing something by oneself', but a process
context which can be clearly outlined and modelled. This means the competence related terms are
prevented from being randomly enumerated and are systematically substantiated. The
'possibilities for intervention' in competence development are just as clear as their limits;
- the fundamental management studies by Peter Drucker, Fredmund Malik and Gilbert J. B.
Probst;
- the strengths-weaknesses paradox by Erich Fromm.
Some authors describe the more recent theories of self organisation, especially synergetics and
autopoiesis (constructivism) as 'cybernetic 2'. In reality, however, they conceal a new approach
which allows a realistic description of biological, neuronal, social and even political systems.
With their help it is possible to understand and describe complexity on an in-depth basis for the
first time 3.
Self-organisation theory represents a central principle of the KODE ® procedure. This principle
enables the procedure to gather and describe the first genuinely human development processes
and therefore also provide a justifiable evaluation for them- which is essential for a modern form
of human resources management. Those who choose to reject objective procedures for the
evaluation of human actions expose human resources in companies and organisations to
individual arbitrariness and subjective misjudgements, thereby welcoming inhuman treatment.
1) Also see: Heyse, V.; Ortmann, S. (2008): TalentManagement in der Praxis. Eine Anleitung mit Arbeitsblättern,
Checklisten, Softwarelösungen (Talent Management in practice. A guide with worksheets, checklists, software solutions).
Waxmann publishing, Münster u.a.O. 2008
2) Kreuser, K.: Tolerieren, Unterscheiden, Verändern! Strategisches Kompetenzmanagement mit KODE ® unter Diversity-
Aspekten am Beispiel von Gender (Tolerate, distinguish, change! Strategic competence management with KODE ® under
diversity aspects with the example of gender). Carl-Auer-Verlag, Heidelberg 2010
3) It isn't a coincidence that the title of a book by Mitchell that was published last year is: 'Komplexitäten. Warum wir erst
anfangen die Welt zu verstehen. (Complexities, why we are first beginning to understand the world).

Prof. Dr. Volker Heyse
KODE ® is based on the most important management theories of the recent past and the clear future
trends of the 21st century.
Changing management theories over the decades
Management-by-Ansätze Management-by-approaches
Teilautonome Gruppenarbeit Partially autonomous group work
Job enrichment/enlargement Job enrichment/enlargement
Motivationstheorien Motivational theories
Entscheidungstheorien Decision-making theories
Strategische Planung Strategic planning
Simultaneous Engineering Simultaneous Engineering
Wertschöpfungskette Value added chain
Erfahrungskurve Experience curve
Management of turbulent times Management of turbulent times
Surprise Management Surprise Management
Früherkennung schwacher Signale Early recognition of weak signals
Krisen/Risikomanagement Crisis/risk management
Zero Based Budgeting Zero Based Budgeting
Situative Führung Situational management
Gruppendynamik Group dynamics
Organisations-Entwicklung Organisational development
Spartenorganisation Divisional organisation
Unternehmenskultur Corporate culture
Geschäftsfeldorganisation Business field organisation
Portfolio-Management Portfolio management
Strategische Erfolgspositionen Strategic success positions
Total Quality Management (TQM) Total Quality Management (TQM)
Qualitätszirkel Quality circle
Just-In-Time (JIT) Just-In-Time (JIT)
Kaizen Kaizen
Management of Change Management of Change
Speed Management Speed Management
Lean Management Lean Management
Target Costing Target Costing
Liberation Management Liberation Management
Chaos Management Chaos Management
Evolutionäres Evolutionary
Systemisches Systematic
Ganzheitliches Holistic
Integriertes Management Integrated management
Wertemanagement Values management
Ethik im Management Ethics in management
Umweltorientiertes Management Environmentally oriented management
Entwicklung: 1997 KODE ® 1999 KODE ® X Development: 1997 KODE ® 1999 KODE ® X
Lernende intelligente Organisation Learning, intelligent organisation
Wissensmanagement Knowledge management
Selbst/Netzwerkorganisation Self- / network-organisation
Strategische Allianzen Strategic alliances
Parallelorganisation Parallel organisation
Unternehmen im Unternehmen Company in company
Fraktale Fabrik Fractal factory
Adhocratie Adhocracy
Entrepreneuership Entrepreneurship
'Organisational slack' und lose Kopplung 'Organisational slack' and loose linkages
Geschäftsprozess-Management Business process management
TQM TQM
Benchmarking Benchmarking
Time Based und visionäres Management Time-based and visionary management

Prof. Dr. Volker Heyse
Sinnvermittlung Communication of meaning
Kompetente Organisation Competent organisation
Kompetenzmanagement Competence management
Talentmanagement Talent management
Work-Life-Balance Work-Life-Balance
Change der Unternehmenskultur Change of corporate culture
Kompetenzentwicklung im Netz Development of competencies in networks
Tacit Knowledge Management Tacit Knowledge Management
(6) KODE ® generally starts on the basis of the existing competencies and strengths. In the scope of
KODE ®, weaknesses are only perceived as shortcomings if competence requirement profiles on
specific activities or functions are available, repairable gaps are clear (benchmark requirements)
and certain key competencies are to be encouraged in their development for a superior conformity
between the target and actual. In the sense of Fromm, KODE ® only talks of weaknesses if these
result from strengths that are overdone ('Every strength contains a weakness if this strength is
overdone'). The reduction of this weakness leads to the restoration of the strength.
All KODE ® evaluations and suggestions only take place in agreement with the client. Agreement
forms are available for this task.
(7) In addition to the primary area of use in 'Personnel and organisational development in
commercial and non-profit companies', KODE® is now successfully used by the following target
groups and for the following objectives:
- Young people (gauged to the 13-17 years old age group), especially in the areas of career
guidance, preparation for study, the fostering and marketing of unemployed young people and the
social reintegration of former young offenders.
- Supporting and determining the competencies of people with serious physical disabilities (young
people and adults)
- The integration of migrants
- Recognising and supporting the competencies of blind persons, migrants with limited written
language skills and illiterate persons (a special KODE ® speaking/listening format is used for this).
(8) Questionnaires with wide-ranging international quality certification (objectivity, reliability,
validity, social acceptance) are available in self and external assessment formats for:
- the determination of personal competencies
- the determination of team competencies
- the determination of organisational competencies
- the determination of competencies in young people and target groups with specific barriers to
integration
- the determination of competencies in business owning families
These can also be combined with other procedures. The requirements in this context are a
contractual philosophy and a high level of methodological and theoretical backing.
The adult questionnaires for self and external assessment are available in the following languages:
German, English, French, Spanish, Italian, Russian, Turkish, Portuguese and Croat.
The foreign language questionnaires are adapted to the corresponding cultures.
The software-supported overall evaluation is available in German, English and French.
(9) The company ACT SKoM GmbH (Audit Coaching Training Systematic Competence
Management System) aligns the KODE ® findings accordingly on the basis of a hybrid approach,
and especially in connection with qualitative procedures: CHQ surveys, European competence
biography, narrative interviews …
The use of KODE ® is exacting and advanced requirements are made of the applicants for licensed
training as well as the training itself.

Prof. Dr. Volker Heyse
(10) Since the year 2001, 3-5 dissertation students, masters students and thesis students have been
supported and managed by ACT SKoM each year. This forms a key part of a comprehensive
quality assurance system which is the subject of regular public reports.
Wide-ranging surveys every 2-3 years on the levels of:
- the client, the person who is being advised and supported
- the KODE® users/customers (organisations)
- the KODE® advisors
confirm our approach or are the starting point for further improvements.
Neutral third party reports confirm that KODE ® offers clear advantages compared with other
procedures, since the KODE ® procedural system
● clearly positions the determination and development of competencies in the centre of the
application in the context of which it makes use of a sophisticated theoretical model; the
competencies are structured and sufficiently empirically secured (competencies atlas)
● does not stand still with fixed typologies but takes a wide range of combinations of
competencies under different behavioural conditions into account, and these combinations are also
subject to adequate self training offerings
● is oriented to organisational specific activity and functional profiles and does not bind
statements of competence to situational psychological norms (or standard values) but those that
are specifically stated. Statements regarding competencies can be mirrored to specific
organisational target requirements for competencies.
The latter is also highlighted in a report by Vienna University of Economic Sciences (2007). In
April 2007, the Austrian Chamber of Commerce (WKO) commissioned an independent report on
six procedures by Vienna University of Economic Sciences which could be of interest for an
internal competence management of all Austrian chambers of commerce. The following
procedures were critically scrutinised: KODE ® / KODE ® X, ASSESS / INSIGHTS ®, DISG ®, the
North competency wheel, the Kassler competency grid, potential analyses of the Austrian WIFIs
(Institutes for Economic Promotion).
The KODE ® - KODE ® X system was the only to receive reviews that were consistently either
'very good' or 'good'.
KODE ® /KODE ® X evaluations from Vienna University of Economic Sciences
Key success factor
1. Strategic relevance
2. Usability
3. Quantification
4. Qualification
5. Marketability
6. Scope (circle of users)
7. Cannot be manipulated
8. IT / costs
9. Scientific foundation
10. Compatibility (PE tools)
Total
Very good
Average.
Unsatisfactory

Prof. Dr. Volker Heyse
In addition to others, the following attributes of the KODE ®- KODE ® X system gained special
mention:
● 'The only instrument with a clear integration of the company strategy in terms of strategic and
operational competencies'
● 'Coverage of the central requirements in one competence management system'
● 'A clear scientific basis'
● 'A clear practical benefit'.
Since 2004, both ACT SKoM GmbH (as the owners of KODE ®) in Regensburg as well as the
longstanding software partner ISB GmbH & Co.KG in Büren have reinvested over 50% of their
earnings in the innovative further development of KODE ® with the corresponding software.
11) There is a network of over 700 licensed KODE ® advisors in Germany, Austria, Switzerland,
Liechtenstein and in other European countries. These are primarily psychologists (social and
adult) educationalists, theologians, business economists with a specialisation in personnel, care
professionals and more- people who have many years of experience in personnel management and
organisational development.
All further developments and new developments are tested at a practical level prior to application.
(12) Becoming part of the circle of licence advisors is dependent upon:
- Recommendation / good reputation among third parties regarding personal and professional
requirements
- Intensive training with subsequent supervision lasting several months
- Participation in KODE ® further education courses and optional cooperation in thematic working
groups
- In addition to thorough basic training and after care, the KODE ® licensing (as well as the
KODE ® X licensing) requires the written confirmation on the part of the trainee that they are
neither part of nor support the Scientology movement.
If KODE ® is not used during a two year time frame then the license may be revoked. This is to
both protect the client as well as the advisor themselves as KODE ® is developed further on a
continuous basis.
(13) ACT SKoM GmbH works together with a wide range of non profit and charitable
foundations and organisations in Germany, Austria, Switzerland/Liechtenstein.
(14) More and more universities and colleges are moving across to use the development of key
competencies in addition to professional expert training in their courses of study. This competence
based study is now already successfully being used in 12 academic training organisations in
Germany and uses KODE ® and KODE® X .
(15) Examples of users and advisory organisations:
- Banks
- Chemicals / pharmaceuticals
- A wide range of service providers
- Entrepreneurship training
- Trade and retail

Prof. Dr. Volker Heyse
- Industrial companies (large and medium sized)
- Foods industry
- Public sector organisations (local, state level, national level, international)
- Rehabilitation organisations
- Universities / polytechnics / colleges
- Management consultancies, further training institutes, training organisations
- Insurance firms
- …a diverse range of others…
(16) In addition to many specialist articles at home and abroad, the following books are a useful
source of information about the basic scientific conditions and practical experiences of acclaimed
users:
�
● �Heyse, V.; Metzler, H.: Die Veränderung managen, das Management verändern. PE/OE im Übergang zu
neuen betrieblichen Strukturen – Trainingskonzepte zur Erhöhung von Kompetenzen. WAXMANN, Münster
1995
● Erpenbeck, J.; Heyse, V.: Berufliche Weiterbildung und Kompetenzentwicklung. In: Kompetenzentwicklung
´96. WAXMANN, Münster 1996
● Heyse, V; Erpenbeck, J.: Der Sprung über die Kompetenzbarriere. W. Bertelsmann Verlag, Bielefeld, 1997
● Heyse, V.; Erpenbeck, J.; Michel, L.: Kompetenzprofiling. WAXMANN, Münster 2002
● Corssen, J.: Der Selbst-Entwickler. Beust, München 2004
● Kruse, P.: next practice. Erfolgreiches Management von Instabilität. GABAL Management, Offenbach 2004
● Hasebrook, J.; Zawacki-Richter, O.; Erpenbeck, J. (Hg.): Kompetenzkapital. Verbindungen zwischen
Kompetenzbilanzen und Humankapital. Bankakademie, Frankfurt am Main 2004
● Heyse, V.; Erpenbeck, J.; Max, H. (Hrsg.): Kompetenzen erkennen, bilanzieren und entwickeln. WAXMANN,
Münster 2004
● Erpenbeck, J.; Heyse, V.: Die Kompetenzbiographie. Wege der Kompetenzentwicklung. WAXMANN,
Münster/New York/München/Berlin 2007 (2. Auflage)
● Erpenbeck, J.; v. Rosenstiel, L.(Hrsg.): Handbuch Kompetenzmessung. Schäffer-Poeschel, Stuttgart 2007 (2.
Auflage)
● Erpenbeck, J: KODE ® Kompetenz-Diagnostik und -Entwicklung. In: Erpenbeck, J.; v. Rosenstiel, L.(Hrsg.):
Handbuch Kompetenzmessung. Schäffer-Poeschel, Stuttgart 2007 (2. Auflage)
● Erpenbeck, J.; Sauter, W.: Kompetenzentwicklung im Netz. Luchterhand, Köln 2007
● Heyse, V.; Mair, M.; Pejrimovsky, G.: Kompetenzprofile und Kompetenzentwicklung im Tourismus.
facultas.wuv, Wien 2008
● Heyse, V.; Erpenbeck, J.: Kompetenztraining. 80 Informations- und Trainingsprogramme. Schäffer-Poeschel,
Stuttgart 2009
● Feix, G. W.: Kompetenz. Steinbeis University Berlin, Berlin 2012 (Band 4)
Since 2007 the WAXMANN publishing house has published a series called 'KompetenzManagement in der
Praxis', (publishers: Volker Heyse and John Erpenbeck). So far the following books have been published:
● Heyse, V.; Erpenbeck, J. (Hrsg.): KompetenzManagement. Methoden, Vorgehen, KODE ® und KODE ® X im
Praxistest. WAXMANN, Münster/New York/München/Berlin 2007 (Lehrbuch KODE ® X)
● Heyse, V.; Ortmann, S.: TalentManagement in der Praxis. WAXMANN, Münster 2008
● Wucknitz, U. D.; Heyse, V.: RetentionManagement. Schlüsselkräfte entwickeln und binden. WAXMANN,
Münster 2008
● �Schäffner, L.; Bahrenburg, I.. Kompetenzorientierte Teamentwicklung. WAXMANN, Münster 2009
● Heyse, V.; Erpenbeck, J.; Ortmann, S.: Kompetenzstrukturen. Erkennen und Entwickeln menschlicher
Kompetenzen. WAXMANN, Münster 2010

Prof. Dr. Volker Heyse
● Erpenbeck, J. (Hrsg.): Der Königsweg zur Kompetenz. Grundlagen qualitativ-quantitativer
Kompetenzerfassung. WAXMANN, Münster 2011
● Kreuser, K.; Heyse, V.; Robrecht, T. (Hrsg.): Mediationskompetenz. Mediation als Profession etablieren.
Theoretischer Ansatz und zahlreiche Praxisbeispiele. WAXMANN, Münster 2012
● Heyse, V.; Schircks, A. D.: Kompetenzprofile in der Humanmedizin. Konzepte und Instrumente für die
Ausrichtung von Aus- und Weiterbildung auf Schlüsselkompetenzen. WAXMANN, Münster 2012