Personnel controlling

Personnel controlling
See also
Organizational progress Models of strategic personnel management Personnel strategy Knowledge gap strategy Capability mapping Benefits of strategic management Strategic information system Organization of administrative and office work Management functions

This controlling subsystem is defined as the organization's management system for coordinating, planning and reporting. We can distinguish two types of controlling: strategic and operational. The first is associated with strategic management and deals with main objectives and their implementation, and the second deals with action plans that are created based on the objectives.

Tasks of personnel controlling

Personnel controlling is used to achieve best possible use of employees and their development to get the maximum benefit for the company. Information collection and processing of personal information is its main role, as well as monitoring of the coordination and control system. The basic features of personnel controlling are:

• Treatment of staff as a vital business asset,
• Treatment of workers as a source of competitiveness for the organization,
• Shift from the perception of staff regarded only as a source of costs,
• Merging of HR strategy with overall business strategy,
• Active inclusion of line managers in the personnel management.

Particular areas of interest of personnel controlling are:

• The relationship between HR strategy and other strategies of organization
• Analysis of human potential of organizations
• Analysis of competences and qualifications of employees
• The impact of company's development plans on change of the requirements for professional qualifications,
• Capacity of human resources and usefulness of used motivation techniques.
• Decisions concerning personnel policies
• Matching staff to the needs of the company,
• Response of workers to changes in the system,
• Organizational culture

Application of personnel controlling

So widely accepted range of interest means that the elements of personnel controlling will be present not only in the human resource planning and staff assessment, but also in selection, professional development, health and safety. It can also affect labour relations and measures of performance and productivity.

Depending on the management objectives for the personnel controlling subsystem, it's function could be delegated to specific employee ("controller"). He could have advisory functions that allows to collect, analyse, report and prepare of a decision.He could also have management powers, which gives him a much better decision-making capabilities, and allows closer cooperation with other organizational units. The third form is the creation of the controlling committee in company's headquarters.

See also:

• Knowledge gap strategy

Advantages of Personnel controlling

Personnel controlling is an important tool for effective management of human resources. It helps to ensure that the organization is utilizing its staff to the best of their abilities, as well as achieving its goals. The following are some of the advantages of personnel controlling:

• Improved efficiency: Personnel controlling helps to identify any areas of inefficiency in the workforce and helps to target these areas for improvement. This ensures that resources are being used more effectively.
• Reduced costs: By improving efficiency, personnel controlling can help to reduce costs associated with labour, such as employee salaries, overtime, and benefits.
• Improved performance management: Personnel controlling helps to identify areas in which employees are performing well and areas in which they are failing to meet expectations. This allows management to provide additional training or support as needed.
• Increased employee morale: By monitoring performance and providing feedback and recognition, personnel controlling helps to increase employee morale and engagement.
• Improved decision making: Personnel controlling helps to provide data and insights which can be used to inform decisions about staffing, recruitment, and other areas of HR.

Limitations of Personnel controlling

• Personnel controlling is a key component of an organization's management system, however, it has several limitations. Firstly, it is difficult to measure the performance of employees accurately, as it is often subjective and depends on the individual’s opinion. Secondly, it can be expensive to implement and difficult to maintain, as it requires a significant amount of resources. Thirdly, it can be time consuming and complex, as it requires detailed analysis of data to determine the effectiveness of personnel. Finally, it can be difficult to maintain morale, as employees may become frustrated with the lack of feedback regarding their performance.

Other approaches related to Personnel controlling

The following are other approaches related to personnel controlling:

• Performance Management: This approach focuses on setting objectives, measuring outcomes, and providing feedback to employees in order to enhance their performance.
• Knowledge Management: This approach focuses on the collection, organization, and dissemination of knowledge and information within an organization.
• Employee Engagement: This approach focuses on creating a work environment that encourages employees to be productive, innovative, and successful.
• Change Management: This approach focuses on managing the process of change within an organization, such as introducing new technology or reorganizing operations.

In summary, personnel controlling is a system of management that focuses on setting goals, measuring performance, and providing feedback to employees in order to enhance their productivity and engagement. Other approaches related to personnel controlling include performance management, knowledge management, employee engagement, and change management.

References

• Merchant, K. A. (1985). Control in business organization. Financial Times/Prentice Hall.
• Nic, M., & Drabek, J. (2010). Personnel controlling application in field of employees' remuneration. Intercathedra, (26).
• Bohlander, G., & Snell, S. (2006). Managing human resources. Cengage Learning.