Article on ROI of Talent Management

In the current edition of Personalwirtschaft, entitled Personalcontrolling, an article called „Lohnende Rechenspiele” (Profitable Number Games) has been published. It was written by Prof. Dr. Armin Trost, Partner at Promerit AG and Louise von Bothmer, Senior Consultant at Promerit.

HR associates have to answer questions such as “Is it worthwhile to speed up the recruiting process?” or “How useful are investments in building up an employer brand or long term talent management?”

In the article, the authors take a pragmatic approach, which allows personnel managers to make decisions on the topic of Talent Management, whilst taking into account the financial operating figures.

The idea of Human Capital Value Added (HCVA) is applied, so that it is possible for a differentiated measurement of the value contribution of employees. Calculations clearly show the difference in value between functions with strategic relevance and other functions, as well as between high and low performers. This calculation serves as the basis for a benefit calculation for personnel measures.

For further information on the topic  or for a copy of the article please contact Louise von Bothmer (louise.vonbothmer@promerit.com).  

From the chair to the pool - Future compliant succession planning

What would happen if our production manager was to be hit by a bus tomorrow? And what would happen, if nothing happened to him tomorrow, but in five to ten years time, he packs it all in? To find answers to these questions, companies are discreetly working away on their succession planning measures.

The topic is currently gaining momentum – more and more management boards are challenging their Personnel departments to develop a strategic succession planning for critical positions within their companies. It is important for the companies’ success that these key positions are filled with the right people.

No question: Once positions become vacant, there must be talent to fill every key position within a company. Enterprises which do not operate with succession planning are not sustainable. Sören Frickenschmidt and Nicole Gilbert have pointed out that enduring and effective planning is not easy and they have called for a shift away from the conventional ways. 

Feel free to contact the authors for either further information on the article or with questions: Sören Frickenschmidt (soeren.frickenschmidt@promerit.com) or Nicole Gilbert (nicole.gilbert@promerit.com).

In Search of the Future

Haniel and Metro called Workshop Karriere 2.0. Students and HR associates competed against each other with vision for recruiting.

The first workshop and joint event hosted by Haniel and Metro entitled “Recruiting 2.0” was closely followed by the media and recruiting community. Using the format developed by Promerit Ag, students were able to develop ideas about the future of personnel recruitment and discuss these with HR associates from both companies. The results were then evaluated by Haniel and Metro with the support of Promerit AG, in order to set the recruiting up in a target orientated manner for the future. “Some ideas were interesting and practicable at short notice” concluded Prof. Dr. Armin Trost, who presented the workshop.

The Personalmagazin dedicated a detailed article to the event in the 03/10 issue. If you would like to read the article, please send an email to susanne.schulz-sedat@promerit.com.

For further information on the format Recruiting 2.0, please directly contact Kerstin Fritsch (kerstin.fritsch@promerit.com) or Prof. Dr. Armin Trost (armin.trost@promerit.com).

The Challenge of Talent Management: The Key is Differentiation

For several years, Talent Management has been one of the most important personnel topics. Influenced by demographic developments, increasingly more complex markets and the effects of globalization, enterprises have realized that an integrated concept to win, bind and develop employees is critical for long term economical success. However, are still having difficulties getting to grips with the buzz word “Talent Management” and successfully applying it within the organization.

In the current issue of Personal Manager HR International, Kai Anderson and Michael Eger’s article examines a fundamental system for integral Talent Management and identifies which challenges exist for enterprises on international markets.  

For further information on the article, please contact the authors directly at either (kai.anderson@promerit.com or michael.eger@promerit.com).

Both sides of Ad-hoc Solutions - The Role of Self Diagnostics in Talent Management (Dr. Simone Lazarus / Kerstin Frey)

Most companies conduct personnel recruiting and development punctually and with short term perspectives. What is missing is sustainable planning and a strategically funded association with applicants and colleagues.  The article discusses integrated Talent Management from a self diagnostic view. Based on a fictitious ideal business, the two authors describe which basic parameters must exist and which steps are necessary to optimally integrate processes and measurements. In additional, each article names concrete provisions needed and shows how the use of self diagnostic elements can be developed depending upon organizations and corporate culture.

Lazarus and Frey came to the following conclusion: “The necessary extent of the described measures can vary considerably, according to objectives and current parameters. However, in our eyes, progress can be achieved if the possibility of a continuous use of self diagnostic can be identified. Last but not least, this is the best way to stringently follow the development of employees over several years. The good news is that there are a growing number of companies, in particular international companies, which are daring to get involved with this complex theme and are taking the first steps towards a systematic talent validation.”

Feel free to contact Dr. Simone Lazarus (simone.lazarus@promerit.com) for a digital version of the article or with questions about the content.

SAP E-Recruiting at Enercon:
Around the World

Due to worldwide expansion and the international search for specialists, the wind turbine producer, ENERCON decided to implement SAP E-Recruiting across all locations at the beginning of 2008. In the special edition magazine E-Recruiting for HR Management 11/2009, Jörg Höfig, Personnel Officer at ENERCON and Marcus Reidenbach, Senior Consultant at Promerit AG comment upon which steps were important to allow the global launch of the system. They also depict how the “Global Template” was conceived as a comprehensive foundation and explain what has to be considered in the regional set up in the instances of Germany, France and Canada. 

For information on the project, please contact Marcus Reidenbach directly (marcus.reidenbach@promerit.com).
A free of charge PDF version of the article can also be requested from Michael Eger (michael.eger@promerit.com).

Employer Branding Strategy 

An article entitled Weg vom Kostenstellenimage (Moving Away from Cost Center Image) written by Sören Frickenschmidt and Michael Eger, both Senior Consultants at Promerit AG has been published in a special edition of Employer Branding in Human Resources Management. The article explains the steps to an attainable and efficient employer brand, based on three practical overviews. In the article, it is made clear that employer branding is not just an expensive marketing scheme but an important instrument in the process of staff recruitment.

For a digital version of the article or further information on the topic, please contact the authors directly (michael.eger@promerit.com or soeren.frickenschmidt@promerit.com).

[Translate to English:]

Promerit beim Round Table der führenden HR Managementberatungen 

Unter dem Motto „Die Strategie im Blick“ diskutierte Kai Anderson, Partner der Promerit AG, die derzeitigen HR Trends und Themen mit Vertretern der führenden HR Managementberatungen beim Round Table der Personalwirtschaft im Frankfurter Flughafen.

Unter der Moderation von Prof. Dr. Dirk Sliwka von der Universität Köln waren neben Promerit auch Kollegen von Accenture, PwC, IBM, Kienbaum, Towers Perrin, Capgemini, Deloitte und Mercer vertreten. Ein entscheidendes Fazit der Diskussion ist die einheitliche Feststellung, dass HR noch mehr die Nähe zum Kerngeschäft und zur Wirklichkeit der erfolgskritischen Zielgruppen suchen muss, wie Kai Anderson erläutert: „Nicht gleichmachende Konzepte, sondern die zielgenaue Ausrichtung auf Zielgruppen und deren Präferenzen und vor allem die Integration von Personalplanung, -gewinnung und –entwicklung sind die Schlüssel für erfolgreiches Talent Management.“.

Die Zusammenfassung der Round Table Diskussion finden Sie im aktuellen Sonderheft der Personalwirtschaft zum Thema HR Managementberatungen. Ein PDF erhalten Sie auf Anfrage von Kai Anderson (kai.anderson@promerit.com), der Ihnen auch gerne für Fragen und weitere Informationen zur Verfügung steht.

Placing your bet on the winning horse: Not all talents are decisive for the future 

Those companies who are currently  thinking about which abilities and which employees they need for succeeding in tomorrow’s challenges will be come out strong out of this crisis. But only if they align these thoughts with the business strategy.

Kai Anderson, Partner at Promerit AG, comments this thesis in HR Today’s current special edition Talent Management 2009. Additionally, Daniel Vogel, Manor AG, explains how Talent Management is lived at Manor (please also see the case study Manor).  

If you are interested in reading the article, please contact Kai Anderson at: kai.anderson@promerit.com

Overcoming boundaries 

The software market offers standard solutions for every use case in personnel management. This only becomes a problem if the company’s requirements go beyond the standard’s adaptations possibilities and additional funcationalities need to be integrated. Additional modules, so called add-ons, can help.

If you are interested in this article please contact: michael.eger@promerit.com or ralph.dennes@promerit.com

Looking for Marathon Runners  

Talent Relationship Management is a current trend that often can be read about. However, only a small number of companies such as AUDI AG in Ingolstadt consistently implement this trend. 'Personalwirtschaft' talked to Dr. Alfred Quenzler, Head of HR Marketing at AUDI, and Kai Anderson, Partner of the consulting company Promerit AG..

If you are interested in this interview please contact: kai.anderson@promerit.com

Fostering Relationships  

There is more to Talent Relationship Management than just to search for and develop promising talents. It also involves fostering relationships with internal and external target groups. AUDI AG implemented this approach which resulted in a fundamental new understanding of HR Management.

If you are interested in this article please contact: kai.anderson@promerit.com

The Internal Career Market - A Forgotten Personell Development Instrument

Larger organizations often have the possibility to deploy employees across departments. To do so, a well functioning tool is necessary that matches qualifications and open positions. Furthermore, it can be used as bonding tool for employees who have left the company.

If you are interested in the article please contact the authors directly at: kai.anderson@promerit.com or andreas.schultejans@promerit.com

Tailored Strategies in Times of Crisis 

Premium - From Quantity to Quality

Reduce Effort 

"Normstrategies" for a consequent implementation 

Softwareevaluation: Put an End to Confusion

Special Edition: Tailor-Made Employer Branding

Most companies react to the tightened competion for the Best by making the development of an attractive employer image to a strategic goal. But the messages aimed at candidates remain similar and do not differentiate. A way out is to differentiate between target groups.

Inform yourself what companies can do and what best practices Roche, Audi and Severn Consultancy offer! Please contact our authors Markus Frosch (markus.frosch@promerit.com) and Michael Eger (michael.eger@promerit.com) who will also be happy to send you a copy of the article.

On the sense and nonsense of Web 2.0 in personnel marketing