HR process

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A personnel process is a process that is geared towards corporate human resources . Personnel processes are also referred to as personnel management processes and differ from operational material processes, production processes , marketing processes , financial processes, information processes and accounting processes. A personnel process is either a business process or a management process .

Process considerations are also gaining increasing importance in human resource management in operational practice today. Business reengineering is also becoming an indispensable topic in human resources. The HR managers and personnel officers rethinking is required in terms of process thinking. There is no question that the requirements for process-related thinking among HR employees will continue to increase in the future. A personnel process can be structured very differently. So this process can from the functions human resource planning , recruitment , staffing and lay-off , but also from human resource planning , recruitment, there are staffing / personnel -betreuung and release. So there are different HR processes to be distinguished.

Level-related personnel processes

The level-related personnel processes relate to the operational hierarchy levels. There are the following types of processes:

The design of such personnel processes is to be assigned to internal or external experts, e.g. B. Process organizers, information managers, IT experts and personnel managers .

Area-related personnel processes

An area-related personnel process consists of the phases of personnel planning (with personnel management goals), personnel procurement, personnel deployment and personnel management control. A distinction must be made here:

  • The personnel planning processes that show the process of anticipating future personnel events in the company, e.g. B. individual (including career planning processes) or collective personnel planning processes (including staffing / personnel requirements planning processes).
  • The recruitment processes , which include comprehensive provisioning measures or processes for the workforce required for the company, e.g. B. Processes of personnel request, application processing, pre-selection or personnel selection.
  • The personnel deployment processes that begin with the phase of personnel entry (e.g. in the probationary period), are continued through the significant phase of the main personnel deployment and end with the phase of personnel departure.
  • The human resources control processes , which concern the monitoring and investigation of the operational human resources, z. B. target-performance comparisons of labor costs , the absenteeism and turnover of staff .

Accompanying personnel processes

The processes presented above and related to the personnel area are e.g. B. accompanied by various HR processes. The personnel deployment process is z. B. supported by personnel administration processes , personnel appraisal processes , personnel development processes , personnel compensation processes and personnel support processes.

Overarching HR processes

The HR manager is responsible for the effective running of the HR department process.

He is supported by personnel controlling with regard to personnel planning, personnel control, personnel management and information supply. The efficient process of personnel controlling is parallel or superimposed on the personnel management process and is geared towards success.

Optimization of personnel processes

The main objective of the activity of a personnel department is no longer to be seen in the fulfillment of the pure administrative function, but in an intelligently managed, active and innovative area that is significantly involved in the success of the company. The optimization of personnel processes represents a very special step on this path. The following HR objectives are involved:

  • The costs of the personnel processes are to be reduced
  • The process quality must be increased
  • The throughput times are to be shortened in the personnel area
  • The process-related innovations must be increased
  • Timely HR work is to be aimed for.

Overall, the organizational process activities must also be economically justifiable in the personnel area, i. H. the ratio of the value output to the value input should be in an appropriate relation.

The operational staff concerned must be prepared for process thinking and trained accordingly. Only on this basis does it make sense to introduce HR software from leading providers, such as B. SAP / R3 HR or PeopleSoft HRM . This software supports the new human resource management approach and can thus contribute to the company's business success.

Individual evidence

  1. ^ Töpfer, A .: Business Administration, 2nd edition, Berlin / Heidelberg a. a. 2007, p. 924
  2. ^ Kolb, M .: Personalmanagement, Wiesbaden 2008, p. 553
  3. ^ Rahn, HJ: Design of personnel management processes, Frankfurt / Main 2005, p. 25


  • G. Anger, I. Kiel: Designing HR processes. Troisdorf 2004.
  • F. Geiselmann: Process optimization in human resources - Shared Service Center Human Resources. Düsseldorf 2011.
  • P. Gorges, H. Korte, Scholz: Design and optimize personnel processes. With CD-ROM, Freiburg 2004.
  • W. Jäger, UC Fellberg: Optimization of HR processes. In: Personal. 51 vol., H 2 (1999), pp. 58-63.
  • HJ Rahn: Design of HR processes. Frankfurt am Main 2005.
  • HJ Rahn: process-oriented human resources. Hamburg 2012