Abstract
What does strategically sound controlling of HR development look like in practice? What makes it succeed? These are the questions that this chapter will try to answer. In many HR units, controlling systems mean the mere reporting of a few selected indicators. A set of such figures is chosen to match the general practices in the industry. Their relevance is never tested, only taken for granted. However, HR development indicators are not an end in themselves. They are methods of turning the development strategy into reality, tracking progress towards targets, and pinpointing the gaps and shortfalls along the way.
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Girbig, R., Härzke, P. (2013). Stage 2: Controlling HR Development . In: Meifert, M. (eds) Strategic Human Resource Development. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-31473-5_6
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DOI: https://doi.org/10.1007/978-3-642-31473-5_6
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