#11 HR-CONTROLLING IN DER AUTOMOBILINDUSTRIE - Datenbasierte Entscheidungen für den Unternehmenserfolg

00:00:00: In this episode of our podcast

00:00:03: we take you into the world of HR controlling,

00:00:07: where Gosia, an expert with an impressive career at Volkswagen,

00:00:12: shares her deep insights and passionate views.

00:00:16: Gosia reveals the five-point plan on how

00:00:19: you can implement HR controlling in your organisation successfully.

00:00:22:

00:00:24: Have fun listening.

00:00:31: Welcome to Mendel Talks Finance, the

00:00:33: Podcast for the financial world, presented by Viktor Mendel, the

00:00:38: Strategic management consultancy for excellence in finance.

00:00:42: We show you how the financial world

00:00:44: will look like tomorrow and how it will be organised.

00:00:48: Strategy and vision, processes and digitalisation, personnel development and

00:00:54: agile working models, organisation and change management.

00:00:59: Mendel Talks Finance.

00:01:03: Dear Gosia, I am very pleased to welcome you

00:01:05: to our podcast episode today.

00:01:08: You are very welcome.

00:01:10: Hello everyone.

00:01:11: I am also looking forward to the podcast today

00:01:14: to be natural with all of you, and with you Viktor.

00:01:17: Great, thank you.

00:01:19: Yes, before we start with the first question

00:01:21: please feel free to introduce yourself and maybe you can also

00:01:25: name a topic that you are really passionate about.

00:01:30: Good, I'm happy to do that.

00:01:32: My story with Controlling actually began back in 2002

00:01:37: in Berlin, where I started my MBA programme at Europe

00:01:43: Business School in Berlin.

00:01:46: After that, I started my story at Volkswagen POSNA in the

00:01:51: Controlling department as a logistics controller.

00:01:56: In between, I had a maternity break and I am now the happy mother of

00:02:02: almost 19-year-old daughter and a 16-year-old son.

00:02:07: So that was also a challenge for

00:02:09: me and also a nice experience, to be honest.

00:02:14: After my return in 2009, I worked as a

00:02:17: team leader has taken on the task of investment controlling.

00:02:22: At the same time, I also became a member of the

00:02:25: International Association of Controllers (ICV) and I had and still have the

00:02:30: opportunity to learn about controlling from the best.

00:02:33: I particularly appreciate that, because even in the

00:02:36: International Association of Controllers I have the opportunity,

00:02:41: to find lots of inspiration, lots of good input,

00:02:45: which then also support me in my daily and professional work.

00:02:51:

00:02:52: As a result, I was appointed a member of

00:02:55: the ICV Executive Board in 2012, so from the

00:02:58: International Association of Controllers.

00:03:02: Also in 2012, next step and next positive

00:03:06: surprise in my mind, I have taken over the responsibility of the controlling department at Volkswagen in

00:03:10: Poznań and was responsible for plant controlling.

00:03:16: The next step, the next positive surprise.

00:03:18: I think to myself that I might hear later on that

00:03:23: I actually really, really like change, to be honest.

00:03:27: So I really enjoy doing this, because after more than ten years in the

00:03:31: Controlling, I transferred from the division Finance to Procurement as Head of

00:03:36: Process Centre, Centre of Excellence for General Purchasing.

00:03:41: And currently the last one and we are still getting to the point,

00:03:45: as of June last year, I am in

00:03:48: completely new function, but more in the direction of controlling.

00:03:52: I am Head of HR Controlling.

00:03:56: Still in the shorter version.

00:03:58: The story if my professional life.

00:04:03: But the question you also asked me: What am I passionate about?

00:04:09: The thing I enjoy most is working with people.

00:04:15: With whom I can optimise the processes together

00:04:18: and where we can also create new processes and reports together.

00:04:23: So I just like to step out of my comfort zone and create something new.

00:04:29: Actually something new, that is this fire and flame and the

00:04:34: Co-operation with people, that is the second part.

00:04:39: So you actually epitomise the perfect controller.

00:04:43: So you have a very, very diverse

00:04:45: experience in a wide range of controlling areas.

00:04:48: In other words, you obviously love facts and figures and at the same time

00:04:54: your passion, your fire and flame, is to work with people, so

00:05:00: the connection of data and facts with people, then simply better

00:05:05: to make decisions and do better business.

00:05:08: The perfect combination, right? Exactly.

00:05:10: I think you've summarised it perfectly.

00:05:14: That's right.

00:05:15: But as you've seen, that took a while.

00:05:18: So the experience I have gained,

00:05:21: so that I have come to the point that I am now openly and gladly also

00:05:26: can say: "Yes, I enjoy the two elements.

00:05:29: Data, facts and collaboration with people."

00:05:33: As I said, just as you summarised.

00:05:35: Great. Super, thank you very much.

00:05:38: And then comes the first

00:05:40: follow-up question on this topic: You are now responsible for the

00:05:46: HR controlling and that differs in many respects from

00:05:52: plant controlling or perhaps sales controlling.

00:05:54: There is also a lot of data security involved.

00:05:57: And in many companies, the

00:05:59: HR controlling may not be widespread either.

00:06:03: Can you perhaps explain to us how you and your team, how you

00:06:08: promotes and supports data-based decision-making?

00:06:12: How does this work in HR controlling?

00:06:15: The fact is that, first and foremost, it's my job, because I think that's important,

00:06:20: that we emphasise this at the beginning is to emphasise the added value of the

00:06:25: interface between HR and Controlling.

00:06:28: With my team I responsible for

00:06:30: personnel planning, personnel management, reporting and also

00:06:33: performance in the company.

00:06:37: What's more: I am also

00:06:39: responsible for ensuring the single point of truth.

00:06:43: Why?

00:06:45: Because we are actually responsible for supplying data to our

00:06:50: top managers and the important thing is

00:06:52: that, on the basis of this data, the managers

00:06:55: can and want to make the best decisions.

00:07:00: And that's why we in my team are focussing on the

00:07:05: quality of the data, because I think

00:07:08: that's the most important, so that I can continue to

00:07:12: support top management in their decisions.

00:07:15: I have to ensure the quality of the data.

00:07:18: So that's pretty important.

00:07:21: And again, why?

00:07:22: Because it is very important

00:07:25: to recognise the understanding of the correlations of the data. Because

00:07:30: this is the only way we can secure our goal as a data-driven organisation.

00:07:37: And there is another point.

00:07:40: In other words, today in this so-called VUCA world

00:07:44: and in an environment where everything is constantly changing,

00:07:52: we need a good basis, i.e. the data to make decisions.

00:07:58: Is it really difficult these days to follow the old principle of "I decide from

00:08:03: to make decisions based on gut feeling?

00:08:06: Why? Because gut feeling

00:08:08: presupposes that I am essentially based on my

00:08:13: past experiences, i.e. experiences from the past.

00:08:17: What do I need today?

00:08:18: Today I need a bit of testing,

00:08:21: Try out a little, look a little into the future and just try.

00:08:28: I think that's a good word for today's world.

00:08:31: Just try it.

00:08:33: Nobody knows a single right way these days, but that's always okay,

00:08:40: based on data today and now I can make the best decision.

00:08:44: Maybe the world will look different tomorrow.

00:08:47: That's the big challenge, I think.

00:08:51: But let's get back to the point.

00:08:55: Nowadays in this uncertain environment,

00:08:58: What we have in HR controlling is, of

00:09:00: course, on the one hand a major battle for talent.

00:09:04: We also have rising personnel costs and, of course, shortage of skilled labour.

00:09:09: And in this context, we need data-based decisions in the company

00:09:14: that help us to move in the right direction.

00:09:18: So the right direction, I think to myself, that's the essential part.

00:09:24: Why are we doing this? Why do we need this information?

00:09:28: Data, facts, making good decisions?

00:09:32: And now we come to the

00:09:35: reporting, because you also asked, how do we manage this?

00:09:38: How do we secure this?

00:09:42: Reporting for top management and decision-making.

00:09:46: Here on this point we always try, or I always try, when I see the

00:09:50: data, I would first like to briefly and concisely present the current situation.

00:09:55: And the main focus is on the future and concrete measures.

00:10:00: Which must be undertaken to achieve the planned goals.

00:10:04: So it's short and sweet, as I said,

00:10:06: because it's slowly becoming a thing of the past and all that

00:10:10: I think we need to focus on the future-oriented perspective.

00:10:14: What actually needs to be done, as I said, to achieve the goals?

00:10:20: In other words: I devote much, much more time to data analysis and

00:10:28: recommendations for top management in response to the data presentation.

00:10:33: The presentation itself is not my focus.

00:10:36: This is just one tool to support you,

00:10:39: these, as already mentioned, on the basis of data analysis correct

00:10:44: To prepare, express and make recommendations to top managers.

00:10:51: So you have addressed many, many important aspects.

00:10:55: And I think anyone who has ever had

00:10:57: anything to do with head counts and HR controlling

00:11:01: knows that there is hardly anything more complex than counting heads.

00:11:08: There are many different methods.

00:11:11: And yes, you also said correctly that personnel and personnel costs are in

00:11:17: in many ways the linchpin of a company.

00:11:21: Be that from the availability of skilled labour,

00:11:24: of the shortage of skilled labour, but also of the importance in the P+L.

00:11:30: So personnel costs are

00:11:33: in most companies, the driver of costs to a certain extent.

00:11:38: And that is why modern controlling, i.e. modern in the sense of

00:11:43: correct data, is of course very essential.

00:11:46: And as you rightly said, the realisation behind it: What hides

00:11:51: behind the data, what can be deduced from it?

00:11:55: So not only looking backwards to understand the numbers, but also

00:12:00: Looking forward, what decisions can be derived from this data, from these

00:12:04: knowledge to steer the company.

00:12:08: Exactly.

00:12:09: I think the essentials are currently and will be

00:12:14: also lie in the future, in all these contexts that arise

00:12:18: between the data, i.e. between KPIs, because I think that only then can you

00:12:23: really derive the added value and make decisions accordingly.

00:12:29: because I think that's where the greatest potential lies.

00:12:33: This does not mean that everything will be fine

00:12:36: 100%, but this is the direction.

00:12:39: This is the direction we want to go in.

00:12:41: We are testing a little, but in the future

00:12:43: I think that these correlations between the data, will always be

00:12:47: more important role, so that I can properly understand the not so simple

00:12:52: foreseeable future or can control it to a certain extent.

00:12:58: This actually means that we are still a long way from a project that

00:13:02: some kind of artificial intelligence and super-reporting, super-dashboard,

00:13:07: super KPIs, because these correlations

00:13:11: not only on the basis of past findings, but also try to

00:13:16: to map or predict the future to a certain extent.

00:13:20: That's what it takes

00:13:22: competent people who are then able to deal with these issues.

00:13:26: That in any case.

00:13:28: But as a small example I can

00:13:30: also say that it might be a bit broader now

00:13:33: represented by this artificial intelligence and man himself.

00:13:37: I have been testing for a long time for

00:13:38: different purposes ChatGPT and I have to realise,

00:13:44: I am more and more convinced and I am working more and more with him.

00:13:52: But beware, this does not mean that he replaces me in all activities.

00:13:58: He is a small supporter.

00:14:02: For example, if I have to write an agenda quickly when I need to do something,

00:14:05: or when I sometimes have to rephrase statements in several languages

00:14:10: somehow and I don't have time to prepare it properly. I say

00:14:15: for example in German, he does it for me in English or in another language, but

00:14:19: my brain continues to work constructively, so it works effectively.

00:14:25: This means that in the future, I imagine that artificial intelligence is

00:14:30: quasi my partner, supportive in Doing, but not

00:14:35: - I hope and I am 100% convinced of this at the moment

00:14:39: -that we will not be replaced in all

00:14:41: activities, but will be replaced in a certain part

00:14:45: run this in parallel as our support, as a supporter.

00:14:51: Definitely.

00:14:51: I think it's the same as it was a few years or decades ago,

00:14:56: when we received new ERP systems or even Excel as support.

00:15:03: The topic of AI is therefore also seen as another instrument, another tool

00:15:10: in our suitcase help us to simply do our job better.

00:15:15: So I also don't think that it

00:15:18: will replace us controllers in the near future.

00:15:23: We have said, Gosia, several times now

00:15:25: how important it is to have correct data because, like you

00:15:32: also said correctly, if I have experience with correct data, if

00:15:36: I have correct data at my disposal, then I can also

00:15:41: include your gut feeling in the decision-making process.

00:15:44: I believe this is still important.

00:15:46: My question is again about the accuracy of the data.

00:15:51: How can your work in the

00:15:54: HR controlling, ensure that the data are really correct?

00:15:59: And yes, are they as correct as possible in real time?

00:16:03: So I think two aspects play a major role here.

00:16:08: Firstly,

00:16:12: It is very, very important that, of course

00:16:16: the data I have in the company are in high quality.

00:16:23: This means that the data in the systems is correct.

00:16:26: But for them to be correct in systems, this is still a prerequisite, because

00:16:31: behind this, in turn, are the people to a certain extent.

00:16:35: And when the people are behind it,

00:16:37: means that I also have to take care of it,

00:16:42: that all the data validation is also fed into the systems accordingly.

00:16:48: So this human factor plays a significant role, because it is always

00:16:53: the beginning, when I hire the people, when I collect the data from the employees,

00:16:59: someone has to play that into the system.

00:17:02: This means that in order to ensure

00:17:03: quality, however, I have to ensure that the entire

00:17:06: processes are really secured along the value chain.

00:17:11: So that, I think, is the first starting point.

00:17:15: The second is that I also have to operate within certain standards.

00:17:21: What have I actually done in this direction?

00:17:23: So that I also have a certain standard?

00:17:26: Because standardisation also ensures

00:17:29: at the same time a certain quality that stands behind it.

00:17:33: In other words, what did I actually do with my team?

00:17:38: We have decided to invest in HR reporting, IBCs, i.e.

00:17:44: international business communication standards.

00:17:48: What are the benefits?

00:17:50: The reports are standardised and also

00:17:53: the whole system improves business communication.

00:17:58: So I think, in the overall picture, that also supports the final effect

00:18:04: the entire decision-making process because quality is assured in systems,

00:18:09: because the reports are standardised.

00:18:13: In the end, this is a good basis for decision-making and also

00:18:18: ensures the concrete quality of the data and reports.

00:18:24: I think you can summarise it like that.

00:18:28: Gosia, can you give us some examples

00:18:30: for continuous improvement in relation to the corporate strategy

00:18:36: and name the company goals that you have already realised in your role?

00:18:40: I'd love to, but first a short introduction.

00:18:44: I am generally a fan of improvements, but in small steps.

00:18:49: And first and foremost, I always try to start with my direct

00:18:54: area of responsibility where I can influence this directly.

00:19:00: Naturally

00:19:01: I don't do it alone, but with my team, because then we can really

00:19:06: prepare something good together, create something good.

00:19:11: Before I start making major improvements

00:19:15: I start with my experiences, I always want to look at my surroundings first:

00:19:20: What can I improve in my environment?

00:19:23: And now some examples from the HR reporting environment.

00:19:27: Because we need more and more quick and good decisions

00:19:31: managers have to make in order to achieve the company's goals. I have

00:19:36: optimised our monthly HR report for the Executive Board with my HR team.

00:19:42: What did we do?

00:19:45: In the report itself, focus is not

00:19:48: more on the past, what happened because the already completed

00:19:53: thing, but almost 90% of the report is focussed on the near future.

00:19:59: Why?

00:20:01: Nowadays it is important for top

00:20:03: management that they can make decisions as quickly as possible on the basis of the data.

00:20:09: We also give our top managers

00:20:13: recommendations, so that they can make these suggestions from diversity

00:20:20: and/or on the basis of scenarios where both the opportunities and risks.

00:20:26: We try to show the best solutions the company can make.

00:20:32: Only in this full spectrum can they, in my experience, really

00:20:37: to make constructive, good decisions.

00:20:42: And perhaps the next example.

00:20:44: This example refers to the

00:20:47: Improving data sources and increasing the processing time of data.

00:20:54: Since the data is the fuel, one can say, for the

00:20:59: data analyses, I have conducted an analysis with my HR team,

00:21:03: You could say that we have taken stock of the data sources to date.

00:21:08: Why did we do that?

00:21:11: We have established that with... We have

00:21:15: already talked a little about the fact that ad hoc reports, in particular

00:21:20: ad hoc analyses, we have to put a lot of effort into them and not always all the

00:21:25: data is immediately available to us in the appropriate structure and quality.

00:21:30: And in this context, in this

00:21:32: context, we have together with HR and IT, so we would need

00:21:38: of course also IT team who had started work,

00:21:43: adapt the existing reports to our requirements.

00:21:47: So we analyse, we also learn, we always draw lessons learned, a bit of

00:21:52: from the past, where we would already have to prepare ad hoc analyses.

00:21:56: A good time, of course, was

00:22:00: in the context of Covid, because

00:22:04: the environment has changed permanent and we were always in demand for new ad hoc analyses.

00:22:10: And we have also learnt a lot from this field.

00:22:13: But this work has not been in vain, but

00:22:16: right now, as I said, we are pulling this lessons learned and

00:22:21: we are increasingly trying to adapt the existing reports to our needs.

00:22:29: And for our part, we have analysed this,

00:22:33: which data and in which system we need - as I have said, based on

00:22:37: also a bit on the situations from the past

00:22:44: - to meet the expectations of top management.

00:22:47: And only then we started working on personalised reports.

00:22:53: And then we moved step by step into the implementation phase.

00:22:58: So first an ad balance,

00:23:01: we have formulated the needs for ourselves,

00:23:05: then created these personalised reports together with IT

00:23:10: and now, when the ad hoc analyses come in or when other requests come in,

00:23:16: we feel much, much better and better prepared,

00:23:22: much, much faster, to deliver the analyses.

00:23:26: So that is now the end effect of

00:23:28: of all the work we had undertaken.

00:23:32: But, as I said, this is permanent work.

00:23:34: This is not unique.

00:23:35: We come back again and again

00:23:37: to our data source, our reports and our data sources at certain intervals.

00:23:42: We try to grind them, always improve them.

00:23:45: So you have used the crisis

00:23:48: during Corona to develop quickly

00:23:55: and you also try to maintain this momentum, really also

00:24:01: data quality and reporting quality continue to be

00:24:05: step by step and keep it at a high level.

00:24:09: Exactly, so we also have this time, this perhaps not the best time for all of us,

00:24:14: also used for these business purposes, which is new to

00:24:18: learn to draw conclusions, because as I said, I am also a fan of

00:24:22: This motto "Never stop learning" and it is so important.

00:24:26: Absolutely, yes. It really is like that.

00:24:28: Permanently, you have to adapt,

00:24:29: look, change and then you can do something good

00:24:34: for the future and also for our own team.

00:24:37: Super. Got it.

00:24:38: Yes, exactly. Thank you very much.

00:24:41: So if I understand you correctly

00:24:43: a certain degree of process reliability, a

00:24:47: process standardisation to ensure data quality.

00:24:52: And yes, standardisation cannot be the answer to everything.

00:24:56: Sometimes the business environment requires it

00:24:59: or business situation that an ad hoc analysis is nevertheless carried out.

00:25:05: How do you deal with something like that?

00:25:08: Yes, that's right.

00:25:09: That's what I think, these are the biggest

00:25:11: challenges that we face as an HR team when it comes to ad hoc analyses.

00:25:18: But the fact is, from the other side, that slowly, if I now look at the percentage

00:25:22: should count, they start to dominate because the

00:25:28: environment is changing so quickly because

00:25:32: the expectations of top managers are always

00:25:36: more often, because the whole environment is changing so quickly that they

00:25:41: also expect quick ad-hoc analyses to make the decisions.

00:25:47: And just like you said, standards are great and nice.

00:25:51: We also need them, because the

00:25:53: speeds up our work and ensures the quality of the data.

00:25:56: You can also work in standard,

00:25:59: but these ad hoc analyses are on the increase.

00:26:02: And because they are on the increase.

00:26:05: The fact is that for this reason

00:26:08: do we need, do I need in my team really interactive and dynamic

00:26:14: dashboards in this whole context.

00:26:18: So I need certain databases, for example in business

00:26:24: warehouse or in other tools so that I can access the data quickly.

00:26:29: That is the most important, because the expectation is,

00:26:32: to deliver the specific analyses quickly.

00:26:36: That's why I always start in advance, so that I can make good reports,

00:26:44: for example, as I said, to have a business warehouse where

00:26:48: I can access, because only then can I react quickly.

00:26:56: From the other side, for the

00:26:58: implementation of this dashboard for analysing and controlling the

00:27:02: company, I must also, as I have said, in addition to these

00:27:07: issues relating to design and tools, as well as efficient data management in the

00:27:13: existing or new in the corresponding data structure.

00:27:18: That's why I say, in this business

00:27:20: warehouse, I try to use different reports with different

00:27:24: structurally build up information so that when the question comes to the

00:27:30: Example: "How many women and men do we have in our company?"

00:27:33: Do I go to these reports?

00:27:35: Can I make something?

00:27:36: When the question comes up: "And how long have we kept the employees in our

00:27:41: companies older than 30"? By default, I can sort this out,

00:27:46: because sometimes these are the questions that don't come by default every month.

00:27:51: They come on an ad hoc basis because the

00:27:54: enquiry is running in the company, for example.

00:27:57: And from my experience, always before I

00:28:00: generally do these ad hoc analyses,

00:28:07: I start to ask myself the question: "Do I have,

00:28:12: do I even have this data in my company?"

00:28:16: That's my most important question.

00:28:18: And then: "What needs to be done so that

00:28:20: I have structured this data accordingly in the Business Warehouse, for example?"

00:28:25: That's why I'm constantly coming up with

00:28:28: this question and take stock: "What do I need for my company?"

00:28:35: "Which data structures do I need?"

00:28:37: So that I can react quickly.

00:28:40: And only then do I consider whether I should

00:28:44: use HR dashboard with Power BI, Tableau or SAP Fiori.

00:28:49: The first question is always: What data is available to me?

00:28:53: When can I do this?

00:28:55: And then, of course, I think about which tool to use.

00:28:58: I also need these

00:29:01: HR dashboard to support top managers in their decision-making,

00:29:07: because, as I said, they expect these ad hoc analyses.

00:29:10: And also secondly: I have

00:29:13: to ensure in this complex environment that I also create certain clarity for them.

00:29:19: So we have large amounts of data.

00:29:22: You are now expecting ad hoc analyses, but

00:29:24: I also have to ensure that there is a certain clarity.

00:29:26: In this whole system for the natural.

00:29:30: And a certain quality with it.

00:29:32: And a certain quality, exactly.

00:29:33: And a certain quality.

00:29:35: And you also asked: "How do you support

00:29:39: me organisation through ad hoc analyses in controlling?

00:29:42: So with all these processes, specifically with the control system.

00:29:48: As I said, the ad hoc analyses

00:29:50: The control system, which is always a certain challenge for my team, is

00:29:55: clear, because that's not standard, where I can only reach, where I can

00:30:00: can prepare pretty quickly, but sometimes I also have to think about it: How

00:30:05: I now provide the data so that they have clarity, so that they have a good basis

00:30:09: for decision-making and so that they can be sure "Yes, it fits.

00:30:15: We can decide and move on."

00:30:19: And of course it is

00:30:22: also significantly important - you also mentioned this a few seconds ago -,

00:30:27: exactly, the data source and the data quality.

00:30:30: And with all this support from the existing BI tools that we use to

00:30:36: are available, also in my company or in others,

00:30:39: I can respond to such requests at short notice.

00:30:43: That is the advantage.

00:30:45: So databases,

00:30:47: to have the data properly structured, then I can, as I said,

00:30:51: respond to such requests at short notice and of course I can

00:30:56: also offer a solid basis for decision-making.

00:31:00: Yes, there's no other way.

00:31:02: So you have to pay attention in the company

00:31:07: and don't forget that ad hoc analysis means I have to analyse quickly

00:31:11: prepare anything, but permanently in the

00:31:18: cycles, what data do I have at my disposal, what is available to me at all?

00:31:24: Available, and somehow take a step in front of it.

00:31:28: This means that when the ad hoc analyses come in, I am able to analyse the data

00:31:34: somehow and prepare the analyses.

00:31:37: So not just pretty slides and not just

00:31:40: beautiful dashboards play an important role, but nowadays, from my

00:31:44: experience and view the quality of the data.

00:31:47: That is also the case.

00:31:49: In other words, these ad hoc enquiries often don't catch you at all

00:31:56: so ice-cold, because you have already prepared yourselves by simply

00:32:01: you have set up clean database structures by simply using many

00:32:05: thought ahead and mapped out the questions? Exactly. And as I said, this is the

00:32:12: permanent process when it comes to these data sources.

00:32:17: In other words, we keep coming back and learning from every ad hoc analysis, which

00:32:23: can we still improve in our business warehouse?

00:32:25: How we can structure the data even better so that at some point I can also

00:32:30: to data excellence.

00:32:33: So that's my goal.

00:32:35: So this is, as I said, the permanent

00:32:37: process in the background.

00:32:41: In other words, a permanently learning

00:32:43: system that with every new question

00:32:47: the data base and the portfolio can be increased.

00:32:52: Exactly. That is the direction we are trying to take

00:32:56: and to pursue it consistently in some way.

00:33:01: Yes, very, very exciting.

00:33:02: I think you have shown very impressively how

00:33:07: HR controlling is important in a company, especially on a

00:33:11: certain order of magnitude, because it

00:33:14: simply requires personnel, skilled labour and also

00:33:17: Personnel costs are essential for the company in many respects and there

00:33:23: having the right transparency, making the right decisions, simple,

00:33:27: sometimes even be able to survive.

00:33:30: What advice could you give to a

00:33:35: CFO or perhaps even a CEO who is in the process of addressing the issue of

00:33:41: reorganising or improving the HR Controlling?

00:33:44: What would you advise him to do?

00:33:49: That really is a very exciting

00:33:52: question, but I think I would focus on five points.

00:33:58: So we have five points in the plan.

00:34:01: Firstly: Set clear goals for HR controlling,

00:34:06: so that it demonstrates the added value for the organisation.

00:34:11: That, I think to myself, is the start and the first piece of advice.

00:34:15: Secondly, sensitise your

00:34:19: business partner that the data-based organisation improves the quality of

00:34:24: of the decisions made is improved.

00:34:27: Point number three: Carry out a balance sheet: Which KPIs

00:34:33: you really need for your organisation to manage efficiently,

00:34:38: and specify which data you need for this.

00:34:41: It's not about having lots of KPIs, but about managing the right KPIs.

00:34:48: Point number four: Develop the data competences of

00:34:52: your HR controllers through appropriate training.

00:34:57: Why?

00:34:57: Because then you can ensure that they have the required competences.

00:35:03: And the last point, but I think quite important: Do you just have the

00:35:09: Do you have the courage to implement this consistently in your organisation?

00:35:14: So I would start with these five

00:35:17: points if you really want to be successful.

00:35:23: In other words, don't just rush in without a plan, because

00:35:29: you may have heard somewhere that HR controlling is important,

00:35:33: but, as you have therefore enumerated the point

00:35:38: simply think about the WHY: Why do I need this?

00:35:42: HOW do I want to use this?

00:35:43: How do I want to manage my company better as a result?

00:35:46: And the important point that you also

00:35:49: you mentioned: Do I have a) the right people

00:35:53: or the people I have have the right skills,

00:35:57: to realise this topic in the way that I ultimately need in

00:36:01: my company to make the right decisions effectively and quickly?

00:36:06: Just like that.

00:36:07: I think to myself that it's a bit similar to where I was before

00:36:12: had addressed this whole HR dashboard.

00:36:16: To have good dashboard, it does not go

00:36:19: only visualisation, but in the first step this input.

00:36:26: So I'm putting the

00:36:27: most energy or first the energy in preparation of the data, data sources,

00:36:34: so that I can really be that single point of truth for the organisation.

00:36:40: And the next step, of course

00:36:42: the nicest step is visualisation, because visualisation is fun.

00:36:46: We love that.

00:36:48: You know, to be as colourful as possible, but that's not our goal.

00:36:52: The aim is to use the right data,

00:36:55: get our top managers to make the right decisions.

00:37:00: So if I could use the Pareto-Model, I would put 80% into data sources,

00:37:07: in data structure and 20% in the most beautiful,

00:37:13: 20% in the visualisation.

00:37:18: Exactly. The eye eats with you -

00:37:20: that's very, very important, as you say - but if afterwards the

00:37:24: the right ingredients in the right quantity at the right time.

00:37:28: This can be visually great, but unfortunately worthless.

00:37:33: Just like that.

00:37:35: Super.

00:37:36: Yes, Gosia, very, very exciting.

00:37:39: You have given us really, really many

00:37:41: insights into what HR Controlling are used for,

00:37:45: how it can be used effectively and of course very valuable

00:37:50: finally, the five steps on how it can be implemented.

00:37:56: Thank you very, very much.

00:37:58: I think you have a very

00:38:00: exciting subject area, and I am convinced that many people, many listeners

00:38:05: found a taste for HR controlling

00:38:10: and hopefully take the whole topic very seriously within the company.

00:38:15: Thank you very much.

00:38:16: I would also like to thank you very much.

00:38:18: It was really a great pleasure for me to be with you.

00:38:22: So many thanks to you too and have fun.

00:38:27: Thank you very much.

00:38:30: And that was Mendel Talks Finance.

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