Human Resources

  • Do you have the right structures and processes to attract, recruit, develop and retain highly skilled employees?
  • Are your HR Business Partners real partners of the business functions?
  • Do you already use external support for selection and assessment of employees and executives and are now looking for somebody with a fresh view?
  • What do you think about the skills and expertise of your employees: Are they ready and sufficiently qualified?
  • How does your talent management process work?
  • How do you manage external service providers when implementing new HR software?


  • HR Interim Management
  • Implementing talent management
  • Staffing open positions, incl. attracting and selecting new recruits
  • Assessing associates of all levels
  • Identifying future leaders
  • Human resources development, esp. analyzing the needs and planning the development
  • Executive development
  • Developing HR employees to HR business partners
  • Post-merger integration in Human Resources


As in any other function, tasks and processes in Human Resources are constantly changing.

While in former times, Human Resources often meant “administering employees”, today excellent HR work is an essential strategic building block of the economic success of a company.

Critical HR tasks are:

  • Talent management, including
    • Recruitment and staffing
    • Performance management
    • Human resources development
  • HR as business partner

In my understanding, talent management encompasses attracting highly skilled employees, professionally integrating new employees, and developing and retaining current employees to meet current and future business objectives. From my perspective it is important to realize that the HR function is not any longer the main driver, but the responsibility for talent management is (or should be) shifted to all managers throughout the organization.

When staffing professionally, you are able to identify the candidate best suited for an open position in the company by reviewing and assessing personality, performance on the job, leadership skills and social behavior. This relates to internal as well as external candidates. Especially on managerial and executive level, many companies conduct dedicated audits as part of hiring and career development (often called management diagnostics).

In my experience, performance management is another important aspect of talent management. It describes the cycle of performance planning, performance coaching, and performance appraisal. Managers are responsible for regularly giving constructive performance feedback. Based on the performance results, human resources development supports the continual improvement and growth of the individual employee.

The role of HR as business partner usually is defined as being a competent, more strategic partner of the other functions, able to understand and support not only the HR view but also the personnel and organizational needs of the respective business function.

UNCC Consulting
Ute Niepmann
Business Coach and Change Consultant
Phone: +49 173 2860032
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