Personální controlling a řízení personálních procesů

The article deals with personnel controlling and its introduction within individual personnel processes. The first part focuses on controlling management. It mentions the considerable disunity of the terminology resulting in frequent misunderstandings in practice. To avoid this, we should consistently separate reporting and controlling and clarify the position of controller and manager. We define the basic principles to be complied with when specifying indices and the criteria to introduce personnel controlling into practice. All personnel processes to be provided with the controlling management must at first be based on a methodology, i.e. a simple and well developed methodology with controlling mechanisms shall be prepared. When introducing the methodology into practice, it is necessary to validate its correctness in the long term. The article shows an example of a controlling mechanism for an employee assessment process. Controlling management preferentially focuses on each personnel process independently. In practice, specific processes are linked together, they do not exist separately. It is therefore necessary to provide controlling management to related processes. The article focuses on the connections between the process of employee assessment and the remuneration system (fixed and floating parts of the salary), and employee development and promotion. We describe a procedure of how the usual quality figures can be quantified and then assessed using indices and criteria. Personnel controlling is quite commonly used in practice. It can be used within knowledge management, for example, where one of the obstacles to introducing controlling management to employee knowledge assessment.