ISPA consult is one of the pioneering companies in Germany, which was one of the first consultations to offer support in the introduction and further development of personnel strategy development, then also in implementation with the help of a balanced scorecard concept. Today, the ISPA advisory support in this field comprises six main areas:

In addition to the clarification of the ambiguously used strategy concept, the elaboration of relevant justification and justification arguments in the application of the strategy project, based on current surveys, as well as proposals for project organization and milestone planning, etc .. Central questioning in preparatory phase: Why HR strategy and what benefit for whom?

Process HR strategy development (simplified presentation)

Fig.: Process HR Strategy Development (simplified presentation)


Ad 1 a:
HR strategy is to be derived from the overall corporate strategy. The prerequisite for a well-developed, carefully planned corporate strategy often has to be created.

Ad 1 b:
ISPA consult provides assistance and assistance with the necessary SWOT analysis personnel. This is idealtypically made up of two parts:

  • Strength-Weaknesses-Analysis (Strengths & Weaknesses) of the previous personnel work from the employee survey (result of the employee survey), from the personnel expert's view (management audits) and, if necessary, from the customer's view (customer survey on the perceived quality of the personnel work).
  • Opportunity & Threats (Opportunities & Threats) with regard to future HR challenges, which should be addressed with the appropriate HR strategy. This analysis can be based on empirical trend research, which is specifically evaluated by ISPA consult.

Ad 1 c:
Other inputs of HR strategy development are e.g. Term conditions of employment which can not or can not be easily changed.

Ad 2:
The traditional core element of HR strategy development is a planning process, expediently in the form of a one-day or multi-day moderated expert workshop on the basis of the input. Brainstorming and other creative methods have proved their worth.

The current ISPA concept of HR strategy development provides for an important enlargement by adding the strategic areas of human resources, Personal marketing, personnel development and other important personnel functions, in line with the company-wide HR strategy. In this way, the HR strategy developed is made more concrete and made comprehensible for executives and employees. To this end ISPA consult has developed an effective project control system for customers.

ISPA consult offers moderator support (process consulting) and / or operates by order as a content provider.

Ad 3:
The result of the planning process is recorded in the form of an HR strategy document. This applies to the company as a whole during internal discussion and approval by the management. It does not only include the HR strategy. But also information on the subordinate strategic areas of action.

ISPA consult has a sample collection of HR strategies from various sectors.

In the HR Balanced Scorecard, the four perspectives (see figure) are aligned to the personnel area. The employee perspective refers exclusively to the employees of the personnel department, the customer perspective to their internal and external customers, the process perspective to the internal personnel processes and the financial perspective on personnel-related financial aspects.

Balanced Scorecard Personnel

Fig.: Balanced Scorecard Personnel

ISPA consult supports in all four mentioned perspectives of the HR Balanced Scorecard:

  • The target selection
  • The definition of key performance indicators
  • The determination of the desired values
  • The planning of actions and measures

The HR Balanced Scorecard can be set up for the central personnel departments or for the entire Executive Board personnel of a company. It can be flexibly applied to various development stages of human resources, to a traditional personnel referencing system, and to a new three-pillar model of human resources (see Transformation Management).

Whether and to what extent the chosen HR strategy has been successful or not with its concrete formulations in the strategic fields of human resources work requires a longer-term measurement of the target achievement. ISPA consult recommends the establishment of an HR cockpit, in which important key figures for strategic personnel management are evaluated and recorded in a transparent and sustainable manner. These include, for example:

  • Satisfaction figures of the employees with the working conditions and with the achieved work-life balance
  • The degree of commitment of the employees to the company and the fluctuation rate
  • The extent to which the employees work for the company's interests
  • he extent of the perceived burden on the employees by the current working conditions, the occurrence frequency of burnout syndromes, illness-related absenteeism, etc .
  • The employer's employer branding on relevant labor markets
  • Quality criteria of the personnel services from the perspective of the "Personaler" (self-image) and the internal customers (external image)

Other important key figures refer to e.g. to the proof of the contribution of the personnel work to the company's value added (cf. establishment of success potentials).
It is also conceivable to enrich the HR cockpit by means of personnel structure data as well as by key figures of personnel costs.
In many companies, strategic personnel control is still under construction. ISPA consult can help speed up this process and reveal existing relationships between different key figures.

ISPA consult has focused on a specific segment of the ongoing HCM discussion: on the development and application of the PCI ("Personal Management Champion Index"), a revised and modified version of the HPI (Human Potential Index). Both indices, the older HPI and the newer PCI, are indicators of the contribution of personnel to the financial success (see figure).

Fig.: Presumed Connections between HCM and Business Value Added

It is intended to identify those personnel-relevant individual measures which have the relatively strongest influence on the financial success of the company and are therefore particularly suitable as starting points for personnel management in order to improve the financial success of the company.

In order to determine its company-specific HPI value, a company only needs to complete a completed online questionnaire. The evaluation and calculation of the HPI value took place externally according to predetermined transparent rules, either as an absolute value (score) and / or as a percentage of the achieved peak value.


The fierce criticism of the HPI (read in the extensive literature on this) has led ISPA consult to adapt the procedure without abandoning the guiding principle. The result is designated as PCI to distinguish it from HPI.

The following procedural changes are the following:

  • Adaptation questionnaire by deleting and supplementing individual questions;
  • Compulsory quality assurance of the self-collected data by external auditing;
  • Instead of orientation at the actually reached peak value (= 100%), orientation at the maximum possible peak value (= 100%); 
  • Complement the management view expressed in the completed online questionnaire, through 
    the employee's view;
  • Other procedural changes (e.g., reporting).

Each company can have its PCI value determined within a very short time, regardless of industry affiliation and operating size at the chosen date. At the same time, it provides important information on how the calculated PCI value could be improved in the future.

Within the context of the transformation consultancy, ISPA consult deals with the question of how the personnel department can be sustainably empowered for strategic personnel work. The main focus is on:

  • The roll transformation of the "Administrative Expert" from personnel administration to the personnel design („Employee Champion“, „Change Agent“) and finally to the "Strategic Partner", also referred to collectively as "business partner role"
  • The organizational transformation, manifested by the so-called "three-pillar model" (shared service center - center of excellence as a connecting partner)
  • The technological transformation by advanced digitization of the personnel work in different areas

(For more information see HR Tansformation | Change Management).