"You seriously want to study HR management and HR analytics? But you’re not the HR type!" This sentence has stuck with me to this day. It was almost ten years ago, and back then, "human resources" in many companies still primarily meant managing personnel files, processing sick leave certificates, and providing administrative support with employment law issues. Much has changed since then. The term People & Culture now better captures what HR truly involves: not merely organizing employees, but creating a workplace environment where people feel comfortable and can grow. Especially in times of skilled labor shortages and an increasing demand for work-life balance, this is not just a nice idea—it’s a core corporate strategy.
HR analytics plays a pivotal role in this transformation. It enables organizations to use data-driven insights to assess how well HR processes are working, identify areas for improvement, and develop targeted HR strategies. This isn’t just about metrics—it also includes organizational structures, communication, and corporate culture. By analyzing key data points such as employee turnover rates, application volumes, and employee feedback, managers can make informed decisions and proactively address risks.
For a long time, HR was viewed purely as a cost center. Many companies measured HR’s capacity in relation to their total workforce—with the assumption that lower numbers meant greater efficiency. However, the realization has taken hold that without strong HR, companies lose out in the war for talent and employee engagement. Today, HR is a value-adding business function and increasingly acts as a strategic business partner. HR teams support organizational development, guide change management processes, assist with conflict resolution, and advise leadership on performance reviews and goal-setting discussions. In many companies, HR has long since become an integral part of the business strategy—which is a positive development.
The expectations placed on HR have shifted dramatically. Employees now expect fast, transparent, and digital access to HR services: submitting vacation requests, payroll inquiries, feedback processes, or contract amendments—all with just a few clicks. Digital tools such as self-service portals, automated workflows, and chatbots are no longer futuristic—they are standard. At the same time, personal contact and HR’s emotional intelligence remain indispensable. The key lies in balancing technology with human touch—combining efficiency with empathy.
Particularly in smaller companies and start-ups, there is often no specialized HR department; the activities that arise are handled by the person who feels most called upon to do so. These one-person shows often accomplish amazing things, sometimes even without in-depth training in HR. As a subset of commercial professions or business degree programs, the content of these training paths often sounds like "a little bit of everything." These factors feed the prejudice that you don't need any special knowledge or talents to work in the People & Culture environment. In this way, we often find people in German companies who keep the most necessary processes around employee recruitment and support running, and the management feels vindicated: HR work goes by the way side. What is overlooked here is how much the HR generalists have often acquired themselves or have set up themselves. However, for HR work that is fit for the future, it can be worthwhile to include expert knowledge: Have we thought of everything that is relevant to our company or may soon become relevant? How robust and efficient are our processes knitted? Do we need more templates for regularly recurring activities? Are we prepared for business growth or changes in the labor market in the way we work?
It may well not be worth it for smaller companies to hire an extra person to do extensive HR analysis to answer these questions. On the other hand, the prospect of having experts look at the existing structures is perhaps quite reassuring?
If we look at HR work in companies with the metaphor of going to school, there are many different subjects on the HR report card: recruiting/staff acquisition, onboarding, personnel administration, employee support, employee retention/retention management, personnel requirements planning/workforce planning, performance management, compensation&benefits, employer attractiveness and personnel marketing, labor law, personnel development, ... Perhaps you have not taken all subjects in your HR area at the same time, and of course, as in school, not everyone is equally good or equally interested in all subjects. Even this list makes it clear that it is not easy to keep track of everything. Depending on the structure and philosophy of the company, some of the activities can be assigned to managers - or perhaps it makes sense to combine some activities in a centralized manner? Which HR subjects should you prioritize, and where is it enough to have the know-how available in case you need it? In which subjects will your company need more expertise or time resources in the future? Unfortunately, there can be no universal answer in 1-2 sentences at this point. Especially if focal points and working methods have evolved on their own over the past years, it is worth taking stock. It may be that the structures that have grown up feel comfortable and familiar, but could be organized more elegantly or stably on closer inspection.
As already indicated above: the ideal structure of a human resources department does not exist. In general, the goal of HR work is to ensure that enough employees with the right qualifications are available with commitment and motivation for all tasks in the company. The People&Culture function ensures this by carrying out all necessary processes in a legally secure, speedy and competent manner. This goal is sometimes made more difficult by structures that have grown up over time or processes that have not been updated - for example, if a merger results in different ways of calculating bonuses within a company, the HR department is saddled with a lot of work. The more detailed the bonus agreements, the more error-prone and cumbersome the associated process becomes. If this annual task falls to people who prefer to supervise employees instead of dealing with the Excel spreadsheet of their predecessor, employees' expectations can easily be disappointed. A bonus payment, which is actually intended to recognize performance and increase motivation, thus becomes a tough affair with several phone calls until everything is finally calculated correctly. This example shows that the structure of the company and its compensation and benefit regulations, the structure of the HR team through the distribution of tasks, and the design of the process and the associated documents and process steps all have a significant impact on the performance of HR and thus on the satisfaction of employees and managers.
As part of a comprehensive HR transformation based on an HR analysis, often combined with a digitalization initiative, such "old habits" are usually cut off as well. However, it is not always necessary or appropriate to immediately operate the very large adjusting screws. A modern structure of the HR function as it is written in the book does not necessarily suit companies of any size.
Many challenges in daily HR work stem not from lack of motivation or knowledge, but from unclear structures or outdated processes. For example, if bonuses are calculated differently across teams, this causes confusion and errors. Such inconsistent processes quickly become burdensome—not only for HR but also for managers and employees. A good HR structure doesn’t mean perfection; it means clarity, stability, and efficiency. Those who regularly review task allocation, workflows, and tools are on the right track to building a future-proof HR organization.
Key questions to consider include:
I have supported many HR transformations—and almost always, focusing on processes made the biggest difference. Digitalization is not an end in itself but a means to streamline routine tasks and free up time for what really matters: working with and for people.
Honestly, I have asked myself these questions many times. Day-to-day HR work rarely leaves enough time to pause and reflect: Are our processes still effective? Or do we continue doing things “because that’s how it’s always been done”? Often, the daily grind prevents us from stepping back and critically examining our own methods. But this reflection is essential for long-term success. An HR audit can be extremely helpful—it allows you to objectively review your processes and structures and identify areas for improvement. Such an audit reveals blind spots: inefficient processes or overlooked developments. But it also highlights valuable opportunities. Often, small changes—such as refining an onboarding process or improving interdepartmental communication—can greatly enhance the employee experience.
There is no such thing as an instruction manual for HR - reports on best practices can be inspiring, but sometimes also discouraging. As a first step, it is advisable to take stock of the situation in order to look at the functionality of the current processes and structures and to detect possible "blind spots" in operational or strategic issues. Perhaps there are small things that can already bring about an improvement in HR work as a quick win. Perhaps selectively applied expertise can put HR on a more secure footing. Perhaps there are issues that are not yet acute but will become relevant in the near future. The earlier you uncover your growth areas in HR, the better you can decide how to deal with them. An analysis of your HR structures and processes can give you the impetus to change those things that haven't felt right for a while. If you have a question mark about whether your previous approach is watertight, a positive confirmation can be liberating - and a negative finding clearly shows you where you stand. A HR audit also provides valuable information for securing the future of the company when it comes to personnel.
As part of our HR consulting services, we offer you the opportunity to review the alignment and processes of your HR department in a straightforward manner. Our HR Check-Up package includes answering a customized online questionnaire and the analysis of your HR documents by our experienced HR consultants. In addition, we arrange at least one joint appointment to dive even deeper into your HR world and conduct a comprehensive assessment. Depending on the package you choose, we offer different levels of analysis to meet your company's individual requirements. Our HR Check-Up provides you with valuable insights to identify potential for improvement and make your HR department more efficient and fit for the future.
