Are KPIs being used to manage personnel and HR activities according to strategic objectives? Or to operationally control HR processes? Are target ranges for KPIs tied to internal and external benchmarks? In many companies, the degree of maturity of HR analytics still leaves room for improvement.

Some organizations are undoubtedly several steps ahead and use “big data” in order to identify correlations and generate valuable knowledge. These companies narrow down future developments (“predictive analytics”) or derive targeted interventions (“prescriptive analytics”).

  • How can we find reliable, data-based arguments for our investment recommendations?
  • Is our staff in a healthy condition with regard to capacities and costs?
  • Which are the few really important KPIs for effective personnel controlling?
  • Are we achieving our “equal pay” goals?
  • How can we measure the success of our talent management?
  • Did the higher sick rate during the last quarter occur due to a wave of influenza or due to leadership deficits?

hkp/// group experts provide competent advice for the development and implementation of systems of indicators that are relevant to controlling (“HR dashboards”) and for quantitative and qualitative benchmarking of HR processes.

Furthermore, the hkp/// group offers the infrastructure and intelligence for “comparative HR analytics.” We competently analyze your personnel data, use scientific methods to identify correlations and provide you with, for example, factors that influence undesirable turnover or sick leave. With hkp/// you also receive a market comparison – the core of our comparative approach – which allows us to differentiate according to factors that may only concern your company or that affect the whole industry. We ensure compliance with highest standards concerning data security and data protection.

Author Johannes Brinkkötter

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