straightforward …

Joachim Kayser is one of the foremost experts in top management and board compensation in the German, Austrian and Swiss markets. He draws on more than 35 years of experience in international HR management, gained in both industry and consulting.
He began his professional career in the HR division of a major bank, where he was ultimately in charge of training and professional development. In 1991 he moved to the world's largest logistics company, where he held global responsibility in HR Top Executive Management. In 2009 he became Partner in a consulting firm, and in 2010, together with other senior experts, he founded the independent performance management and compensation consulting specialist hkp/// group. End of 2019 he retired from the hkp/// group managing board.
Joachim Kayser's consulting work focuses on compensation systems and compensation levels for executive and supervisory board members, supporting family-run companies in their HR activities, helping companies set up HR and compensation systems in line with the requirements of the capital market prior to IPO and advising on modern pension systems as well as sloping sales incentive schemes to improve performance.
Joachim Kayser is one of the foremost experts in top management and board compensation in the German, Austrian and Swiss markets. He draws on more than 35 years of experience in international HR management, gained in both industry and consulting.
He began his professional career in the HR division of a major bank, where he was ultimately in charge of training and professional development. In 1991 he moved to the world's largest logistics company, where he held global responsibility in HR Top Executive Management. In 2009 he became Partner in a consulting firm, and in 2010, together with other senior experts, he founded the independent performance management and compensation consulting specialist hkp/// group. End of 2019 he retired from the hkp/// group managing board.
Joachim Kayser's consulting work focuses on compensation systems and compensation levels for executive and supervisory board members, supporting family-run companies in their HR activities, helping companies set up HR and compensation systems in line with the requirements of the capital market prior to IPO and advising on modern pension systems as well as sloping sales incentive schemes to improve performance.
Petra Knab-Hägele (born 1969), with more than 17 years of consulting experience, is among the leading experts in questions of the implementation of corporate strategies in suitable management and control systems for top management and executive personnel in the German-speaking area.
After starting her profession in strategy consulting, Petra Knab-Hägele joined a large international HR management consulting company in 1995 in which she was a partner from 2003 on, acting in the most varied fields of responsibility, among others as a member of the German management and in the leadership of the executive compensation & rewards business division.
She has had many years of experience, in particular in the fields of executive compensation, value-oriented company control and incentivisation, performance management as well as sustainable (also stock-based) variable remuneration. In addition to that, she has headed large international post-merger projects focussing on HR management.
Petra Knab-Hägele (born 1969), with more than 17 years of consulting experience, is among the leading experts in questions of the implementation of corporate strategies in suitable management and control systems for top management and executive personnel in the German-speaking area.
After starting her profession in strategy consulting, Petra Knab-Hägele joined a large international HR management consulting company in 1995 in which she was a partner from 2003 on, acting in the most varied fields of responsibility, among others as a member of the German management and in the leadership of the executive compensation & rewards business division.
She has had many years of experience, in particular in the fields of executive compensation, value-oriented company control and incentivisation, performance management as well as sustainable (also stock-based) variable remuneration. In addition to that, she has headed large international post-merger projects focussing on HR management.
Initially somewhat overlooked, the January 2014 amendments to the German Banking Act (KWG) tightened up the requirements for evaluating supervisory committees at financial institutions. hkp.com spoke to Petra Knab-Hägele and Joachim Kayser.
08. July 2015
Wie lassen sich Vergleiche objektivieren? hkp/// group Senior Partner Carsten Schlichting erklärt im personalmagazin die Vor- und Nachteile analytischer und summerischer Grading-Ansätze – und plädiert für das Beste aus beiden Welten.
Sales and sales compensation were subject to strong trends even before COVID-19. hkp/// group expert John Pfeiffer explains what has changed due to the corona crisis and how sales compensation can be part of the solution.
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