Stage 2: Controlling HR Development HR development controlling

Robert Girbig () and Peter Härzke ()
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Peter Härzke: Kienbaum Management Consultants

A chapter in Strategic Human Resource Development, 2013, pp 81-108 from Springer

Abstract: Abstract 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.

Keywords: Human Capital; Intangible Asset; Balance Scorecard; Capitalisation Rate; Market Salary (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-642-31473-5_6

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DOI: 10.1007/978-3-642-31473-5_6

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