For many, personnel controlling is synonymous with overviews of headcount, FTE, absenteeism and wage costs. But what does this have to do with controlling? Cordially little!
The first important clarification may have to be made in advance. Personnel controlling is not only the controlling for the area of responsibility of HR but also includes controlling instruments for the management of personnel deployment for all areas of responsibility - provided by HR in cooperation with the company controlling!
Controlling should help to implement the strategy and achieve the goals - the same applies to HR controlling. Without the HR strategy, which translates the corporate strategy into the goals, role and measures of the HR area, personnel controlling cannot be imagined.
So how can you imagine this? The relevance and role of HR for the management of demographic change, for the change of the working world and competence models through digitalisation as well as the changed situation on the labour market and the attitudes of people towards work must be defined by each company individually. The well-known support of operative personnel deployment planning and organizational change is also changing rapidly. Here, HR must define its own HR Target Operating Model. This is the basis for strategic personnel planning and personnel controlling.
In the end, it's about providing the right skills in the right capacity at the right time. This process has a long lead time, be it in the application process or via the internal job market to personnel development.
The first step in controlling is always transparency. Personnel controlling must create transparency about existing skills in the company. This is not about a clever competence model, but about the key qualifications - preferably in a language that everyone can understand. Such reporting must be made available to those responsible.
The second step is planning - where does the company want to go? What can be achieved and when? Here, strategic personnel planning must be translated into operational planning and personnel department planning.
The third step is measures that start at the levers. How effective is recruiting? How effective is personnel development and especially training?
The fourth step of personnel controlling remains - the performance of personnel processes. An example is the application process. Personnel controlling must be able to provide information on how quickly applications are managed by the process, how much effort is required at the various process stages, how high the quality of the selection process is, whether the advertisements placed address enough applicants, etc. The personnel controlling must also be able to provide information on the quality of the selection process.
Senior Partner
Master of Economics and Business Administration
For Stephan Grunwald, consulting is an entrepreneurial activity with many variations; in various industries, for companies of different sizes, in different management structures. Yet always with the same sense of entrepreneurship. The prerequisite for all this is a sound and broadly diversified foundation in business administration. For him, however, the consistent realization of a concept is the ultimate entrepreneurial aspect of consulting differentiating 4C GROUP from its competition.
His focus lies in the CFO Advisory covering all aspects of decision making and controlling, reporting & planning, cost management, new role of finance (Industry 4.0), HR digitization and innovation management.
He has extensive experience in various industries and consulting of owner-managed and family led companies.
“People, who really want to move things forward” – are the ones Markus Noçon wants to work with. We are happily quoting Markus, since it expresses a central consulting challenge. Namely, mastering the balancing act between corporate decision-making concepts on the one hand and a pragmatic implementation of methods and instruments on the other. This works best with partners on the client, side who want and actively drive change.
His main focus lies within the CFO Advisory, especially in group accounting and consolidation, controlling & reporting, planning as well as performance management systems and consolidation systems.
Senior Partner
Master of Economics and Business Administration
For Stephan Grunwald, consulting is an entrepreneurial activity with many variations; in various industries, for companies of different sizes, in different management structures. Yet always with the same sense of entrepreneurship. The prerequisite for all this is a sound and broadly diversified foundation in business administration. For him, however, the consistent realization of a concept is the ultimate entrepreneurial aspect of consulting differentiating 4C GROUP from its competition.
His focus lies in the CFO Advisory covering all aspects of decision making and controlling, reporting & planning, cost management, new role of finance (Industry 4.0), HR digitization and innovation management.
He has extensive experience in various industries and consulting of owner-managed and family led companies.
“People, who really want to move things forward” – are the ones Markus Noçon wants to work with. We are happily quoting Markus, since it expresses a central consulting challenge. Namely, mastering the balancing act between corporate decision-making concepts on the one hand and a pragmatic implementation of methods and instruments on the other. This works best with partners on the client, side who want and actively drive change.
His main focus lies within the CFO Advisory, especially in group accounting and consolidation, controlling & reporting, planning as well as performance management systems and consolidation systems.
