Mr Schlichting, Mr Voggeser, thank you very much!

Carsten Schlichting began his career 1977 in an governmental office in Hamburg. In 1980, he continued at the Fraunhofer-Institute for Industrial Engineering (IAO) in Stuttgart, and from 1982-1986 he was responsible for projects in the area of performance management, job evaluation/grading and compensation at the consulting firm Consulectra.
In 1986 he moved to Robert Bosch GmbH, where he worked in HR operations at plant level and at the company's head office. At Bosch he was responsible for group-wide executive development and compensation for a total of ten years until his contract came to an end in 2012. He also worked for several years for Bosch in the United States, and from 2005 coordinated the company's HR activities in Europe.
Carsten Schlichting has extensive experience in HR tools and processes and how they work together in international networks and matrix organizations. He believes that good concepts and valid tools alone do not guarantee successful implementation: corresponding processes and training, plus efforts to ensure acceptance on the part of line managers and HR business partners, are also required.
He is particularly interested in how talent management, grading and compensation models can be interconnected.
Carsten Schlichting began his career 1977 in an governmental office in Hamburg. In 1980, he continued at the Fraunhofer-Institute for Industrial Engineering (IAO) in Stuttgart, and from 1982-1986 he was responsible for projects in the area of performance management, job evaluation/grading and compensation at the consulting firm Consulectra.
In 1986 he moved to Robert Bosch GmbH, where he worked in HR operations at plant level and at the company's head office. At Bosch he was responsible for group-wide executive development and compensation for a total of ten years until his contract came to an end in 2012. He also worked for several years for Bosch in the United States, and from 2005 coordinated the company's HR activities in Europe.
Carsten Schlichting has extensive experience in HR tools and processes and how they work together in international networks and matrix organizations. He believes that good concepts and valid tools alone do not guarantee successful implementation: corresponding processes and training, plus efforts to ensure acceptance on the part of line managers and HR business partners, are also required.
He is particularly interested in how talent management, grading and compensation models can be interconnected.
Since 2011 at hkp/// group the consulting focus of David Voggeser is compensation design and calibration, in particular for companies within the technology and engineering sector as well as companies of the financial sector. Further aspects of his consultancy are top executives, especially concerning variable compensation elements and external compensation benchmarks.
David Voggeser is a specialist in the areas of management and supervisory board compensation, and corporate governance. He studied International Management with a focus on finance and controlling, during which time he also gained experience working as a research assistant and Project Manager on the Supervisory Board Panel of the Augsburg University of Applied Sciences. He wrote his thesis on the assessment of success factors for members of management boards and its impact on compensation. As part of his degree, he spent time working in India.
Since 2011 at hkp/// group the consulting focus of David Voggeser is compensation design and calibration, in particular for companies within the technology and engineering sector as well as companies of the financial sector. Further aspects of his consultancy are top executives, especially concerning variable compensation elements and external compensation benchmarks.
David Voggeser is a specialist in the areas of management and supervisory board compensation, and corporate governance. He studied International Management with a focus on finance and controlling, during which time he also gained experience working as a research assistant and Project Manager on the Supervisory Board Panel of the Augsburg University of Applied Sciences. He wrote his thesis on the assessment of success factors for members of management boards and its impact on compensation. As part of his degree, he spent time working in India.
Company cars are highly desired status symbols for non-tariff employees. However, changing employee preferences, technological advance and greater environmental awareness mean that companies need to take action in this area.
05. January 2017
A lot of preparatory work is needed for a successful IPO. In an interview with hkp.com, hkp// group experts Petra Knab-Hägele and Joachim Kayser explain which measures are important in HR and compensation.
Faktenbasiert entscheiden, menschlich handeln und gemeinsam Zukunft gestalten: Diesem Dreiklang fühlt sich die hkp/// group bei der Bewältigung der „Corona-Krise“ verpflichtet. Drei Phasen sind dafür von besonderer Bedeutung.
The Guidelines for Sustainable Management Board Remuneration, published for the first time in July 2018, are available now in an updated version in line with legal and regulatory changes.