Our Approach

From talent needs to digitalization, the pressures to transform the entire HR function are escalating. Organizations must formulate a new view of HR and forge a deeper partnership between HR and the overall business. And they must ensure that each employee is working at the right spot in order to maximize the benefit for the company and the employee. Doing so often requires a fundamental change in HR strategy and operations. Many companies face urgent HR challenges but have low capabilities in handling them.

Our Approach to gain expertize in our top priorities as listed below in order of importance

  • Leadership Talent management
  • Behavior and culture
  • HR and people strategy
  • Employee engagement
  • Strategic workforce planning
  • Career models and competencies
  • HR communication
  • Performance management
  • Training and learning
  • Employer branding
  • Social media
  • Rewards and recognition
  • HR and workforce analytics
  • HR staff capabilities
  • Onboarding
  • Generation management
  • HR services and systems
  • Recruiting processes
  • Recruiting strategy
  • HR organization and governance
  • HR processes
  • Labor costs and restructuring
  • Diversity management
  • Assignment management
  • HR internationalization
  • Work councils and union management

HR capabilities correlate with economic performance

Companies that have strong capabilities in HR topics such as talent and leadership engagement, behavior and culture management and HR strategy, planning and analytics show significantly better financial performance than companies that are weaker in those areas.

Analytics and key performance indicators (kpis) give hr a seat at the table

HR leaders who want a role in strategic discussions with the business must be able to quantify workforce performance. This goes beyond “input” metrics, such as cost and head count, toward more sophisticated “output” indicators, such as productivity.

KPIS should link to strategic actions

Even many high-performing organizations, which are generally more data driven, don’t use their KPIs systematically to formulate strategic actions. A clear prioritization and selection of KPIs and tools is needed to achieve the best results.

HR departments need to be more consistent in their investment decisions

Many organizations need to invest in HR more strategically to build capabilities. Among the HR topics rated as most important, companies showed only average capabilities and they weren’t specifically targeting their investments to improve those areas.

HR needs to listen more to internal clients

Non-HR respondents reported a strong need for action with regard to approximately 36% of HR topics, particularly in core HR capabilities, such as staff capabilities and communication.