Stage 2: Controlling HR Development

  • Robert Girbig
  • Peter Härzke
Part of the Management for Professionals book series (MANAGPROF)


What does strategically sound controlling of HR development look like in practice? What makes it succeed? These are the questions that this chapter will try to answer. In many HR units, controlling systems mean the mere reporting of a few selected indicators. A set of such figures is chosen to match the general practices in the industry. Their relevance is never tested, only taken for granted. However, HR development indicators are not an end in themselves. They are methods of turning the development strategy into reality, tracking progress towards targets, and pinpointing the gaps and shortfalls along the way.


Human Capital Intangible Asset Balance Scorecard Capitalisation Rate Market Salary 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Further Reading

  1. Deutscher Wirtschaftsdienst. (1999). Human resource management. Neue Formen betrieblicher Arbeitsorganisation und Mitarbeiterführung.Google Scholar
  2. Fitz-Enz, J. (2010). The new HR analytics: Predicting the economic value of your company’s human capital investments. New York: Amacom.Google Scholar
  3. Girbig, R., & Kötter, P. (2005). Kienbaum-HR-Strategie-Studie 2005. Berlin: Kienbaum Management Consultants GmbH.Google Scholar
  4. Gmür, M., & Peterhoff, D. (2005). Überblick über das Personalcontrolling. In U. Schäffer, & J. Weber (Eds.), Bereichscontrolling: Funktionsspezifische Anwendungsfelder. Methoden und Instrumente (pp. 235–258). Stuttgart: Schäffer-Poeschel.Google Scholar
  5. Hölzle, P. (2005). Die Praxis des Personalcontrollings aus Consultant-Sicht. In U. Schäffner, & J. Weber (Eds.), Bereichscontrolling: Funktionsspezifische Anwendungsfelder. Methoden und Instrumente (pp. 259–270). Stuttgart: Schäffer-Poeschel.Google Scholar
  6. Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard. Translating strategy into action. Harvard: Harvard Business School Press.Google Scholar
  7. Kirkpatrick, D. L. (1998). Evaluating training programs. San Francisco: Berrett-Koehler.Google Scholar
  8. Phillips, J. J., & Phillips, P. P. (2012). Proving the value of HR: How and why to measure ROI. Alexandria: Society for Human Resource Management.Google Scholar
  9. Scholz, S., & Bechtel, R. (2004). Human capital management. Wege aus der Unverbindlichkeit. Munich: Luchterhand.Google Scholar
  10. Siemen, C., Werthschütz, R., & Kötter, P. (2009). Kienbaum-HR-Strategie-Studie 2009. Berlin: Kienbaum Management Consultants GmbH.Google Scholar
  11. Wunderer, R., & Jaritz, A. (1999). Unternehmerisches Personalcontrolling: Evaluation der Wertschöpfung im Personalmanagement. Neuwied: Luchterhand.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  1. 1.HamburgGermany
  2. 2.Kienbaum Management ConsultantsGummersbachGermany

Personalised recommendations