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#82 - Florian Blaschke | Co-Founder & MD @ HRCast
114 Plays4 months ago
Florian Blaschke is CEO and Co-Founder of HRCast. In this episode we talk about the challenges and solutions in headcount planning and HR controlling. Florian highlights the inefficiencies of traditional spreadsheet methods and advocates for specialized software to centralize and secure HR data. He also emphasizes the importance of regular updates to HR plans and integrating various HR functions into a single decision-making platform.
00:00 - Intro & Context
14:48 - Organische Entwicklung der Budgetierung und Personalplanung in Startups
20:42 - Der Prozess der Personalplanung und Budgetierung
25:52 - Software vs. Tabellenkalkulation in der Personalplanung
Thomas Linkedin: https://www.linkedin.com/in/thomas-kohler-pplwise/
Thomas e-mail: [email protected]
pplwise: https://pplwise.com/
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Transcript
Cautious Hiring and Management Issues
00:00:00
Speaker
Today's guest, Florian Blaschke, CEO and co-founder of HRCast. But ideally you you you plan um cautiously and realistic and and you avoid the situation where you hire a lot of people and then have you fire them immediately afterwards. That's that's of course super stupid. ah It happens, but it's it's like, it's it's It's also bad management, actually. now it's ah It's a sign of of of bad management.
Revolutionizing HR with New Tools
00:00:32
Speaker
And what what I would be really curious is now about, um let's compare spread the the spreadsheet approach versus um the ideal HR cast approach. um What are maybe some core problems you solve in the whole HR controlling and head complaining process with your new venture? Yeah.
00:00:53
Speaker
ah so What we definitely serve is we provide like a platform where you can collaborate and you can ah make sure that everyone has access to the data he he or she needs, yeah but ah without avoiding like ah spreading too much information. ah so Basically, as an administrator, you have like the ah the opportunity or the option to to really define who can see what. um We also support you a little bit by applying the hierarchy that we already um import from the HR system. So basically, the system understands who is the superior of whom and who is the team lead and so on. So ah naturally, the the managers would always see only themselves and and their ah direct reports. ah So we avoid like this yeah spread of information. the the
00:01:47
Speaker
I would say like also the storage of of ah sensitive information in spreadsheets, which is anyway, not a good thing. Like a spreadsheet should always be like ah seen as a tool for analytics, but it's not ah a data storage. Yeah.
Automation in HR Processes
00:01:59
Speaker
So, uh, that's. I think like true, you can talk to other BI experts about this. I think like, so everyone would say there will always be a spreadsheets to do a quick analysis or calculation. It's all fine, but you should not, uh, basically hold extensive lists and data, especially sensitive data in lists somewhere on servers. That's that's just not good. um What we also support you with is like ah this topic we just discussed, so this update in the background. so so You have like the situation that you start budgeting um and then a few weeks pass by.
00:02:36
Speaker
And ah normally when you do this in a spreadsheet, you would have to always like keep an eye on what's actually happening in the background and keep like this ah this list of employees that you use as a starting point updated. um This is what we are also providing automatically. So you you always see what's going on in Personio, Hypop, whatever in the background and can then decide if you want to ah update also your scenario with this information that ah that has been changed in the background. um
00:03:08
Speaker
Also, like the whole approach, how you plan,
User-Friendly HR Management
00:03:11
Speaker
how you budget. it I think it's ah also designed to help people that are not so ah yeah comfortable, fit, or also have like some i don't know don't like to work in spreadsheets. there so it's It's definitely designed also for people that are not spreadsheet experts. so You can also um hand this work over to let's say managers,
00:03:39
Speaker
ah normal HR people that are not so, um let's say like, don't know a lot about like formulas and and and stuff like that. You can also not destroy something. That's also ah something that very often happens. You have like a financial analyst that builds like a super nice model. ah And he thought about everything. But as soon as he invites someone to work in this, in this, in this, in this spreadsheet model. ah He cannot be sure that someone is like changing like ah yeah ah formulas or the whole structure of the file and then he in the end anyway has to put in again a lot of manual work.
00:04:23
Speaker
Florian and I talked about headcom planning, how it's done right, how it's done wrong, um from a CFO perspective, from a technical age perspective, um what um the pitfalls are of headcom planning and what you can do about it.
Career Transition to Startup
00:04:36
Speaker
Then you can build trust and then you can spend less time communicating and more time just getting shit done. Then I went home and and thought about this sentence. We basically put it on the table. Hiring takes time. People are trained. How to objectively judge certain situations. It's very, very, very, very hard to change things. That was the learning. Entrepreneurs with empathy. To the people's side.
00:04:55
Speaker
Finally, we have a podcast with Florian around headcom planning, HR controlling, and all the perspectives we want to um see and hear about today. and But Florian, first, maybe you can introduce um yourself and give us ah some context. um I remember we know each other, I think, since maybe four or five years, because back then when I did a CFO search, and we just had one call. um It then never went um to to work
Development of HRcast
00:05:21
Speaker
together. but and We stayed in touch and now we are talking about head complaining. I'm really looking forward to it. Yes. ah Thank you, Thomas, for having me today. So a little bit about myself. So my name is Robert and I'm originally like you from Austria and ended up in Berlin around 15 years ago ah directly after university. I started my career as a financial analyst, so to say, at Daimler, so Mercedes-Benz.
00:05:47
Speaker
very corporate, very traditional, but a good school directly after university. And then at some point decided that's not really the right career I want to follow and ah contacted someone that I knew back then and was introduced to Team Europe. Back in the days, this was also like a company builder incubator similar like Rocket Internet. um And I got my first assignment to ah head of finance position in a very small shoe startup. And ah the rest is, I would say, history. So then step by step, I worked my way up the ladder.
00:06:25
Speaker
ah took on more responsible roles in the finance area um and always switched a little bit between ah hired manager, um interim CFO, fractional CFO. ah The last two years I'm working with ah um talk partners, an agency that is providing exactly this interim support for digital younger companies also lately for bigger, even private equity funded ah companies. um And ah the very last last project I started is
Specialized Software for HR Challenges
00:07:01
Speaker
HRcast. So it was basically an idea we had last summer to not only provide services, but also take a step into the direction of ah software, as so that we are also providing a tool
00:07:15
Speaker
um And um I think by nature, it was a tool that was created um from ah from ah from a challenge or ah like ah a problem we we we faced or I faced very often when I was in this in this ah finance managing roles. ah Namely, this headcount planning because ah reality is that still in most of the companies, if they don't have like an excessive ERP system or a specialized software, this whole HR headcount planning is ah more or less always done in in spreadsheets. ah so and so That's basically the solution. and That's also why I now in the last months are much closer to HR as a topic. i mean
00:07:58
Speaker
also in my assignments as as CFO, sometimes I had also the responsibility ah for the HR department.
Budgeting and HR Costs in Startups
00:08:05
Speaker
But so I would say like ah in regards to to like really like this also why we are talking today and and why we are talking about numbers and and and KPIs and analytics in HR, I would say like the the the main reason is because I started like this this software that should now help to make ah analytics and and planning, headcount planning in the HR area much easier. Let's maybe talk a bit about the organic way on how startups usually start with budgeting and then also planning headcount, because I think one of the biggest cost positions are um personal costs. Exactly. I think somewhere between 50% and 70% maybe. What do you think? What is the ah ratio? Yeah, it depends on the industry. But I mean, since I think like so
00:08:51
Speaker
Both of us and I think like let's say i think I would say like so also our audience, so all this digital industry is more or less a people business. yeah so And there is like 70, 80% are HR cost. I mean, we are, so most of the companies and need ah like educated experts and therefore like the largest share of cost is, ah is in in the if it's not a production company, is is HR cost. So that was a good guest with the 70. And then it's not even done accurately or aligned, right? because Absolutely. it's in it's yeah it's it's it's it's It's actually crazy that even though this is such a large ah position in the in the in the P and&L, ah the tools to manage it and analyze it are very, let's say, simpler.
00:09:44
Speaker
i mean I would say like so in general, i mean that there's a saying that the economy runs on gas and Microsoft Excel. That's for sure true in in in in many areas. But I mean i would say like for a lot of things, ah you can see that lately there's more specialized software yeah and also like in the HR tech area, there's a lot going on. yeah Uh, but it's very
Strategic HR and Financial Planning
00:10:13
Speaker
fragmented, I would say. And, uh, so, uh, and now it's getting more professional and, and also like more connected. So you have a lot more options to connect different systems with each other so that they are like, uh, well integrated and communicate with each other so that it feels like a real, like, uh, efficient, uh, and comfortable to use tech stack. So I think that's, that's definitely something.
00:10:36
Speaker
that's happening right now. But ah HR as ah as an area is definitely one of the later areas where this is happening. I mean, you had ah much more going on for, let's say, marketing. um Yeah, also, like yeah I don't know, what even finance. And I think like so HR was a little bit of a late starter, but I think like ah now there's there's a lot ah coming up. so that also like ah people in hi area have like super cool tools actually and and also like not very costly like so you get a good value for money um and and have like nice tools where you can manage your area and do your daily work and get a little bit away from this ah pure list and a spreadsheet ah type of work
00:11:21
Speaker
And Florian, over the past 10 years, you saw a lot of um financial plans, a lot of financial planning processes, and also a lot of personal cost planning and HR controlling. What do you see as a pattern? how How do most companies start with, which then ultimately later on, um maybe is not ah a beneficial way of doing it and why? Can you maybe talk us through a process where you see this is a naturally organic process that just is is being done when the first timer is doing it versus how it should be when you have a lot of experience doing it. Yeah. who Well, I think there's different approaches. So so you do ah the HR headcount planning ah for different reasons. So one is certainly that you want to understand ah the cost. yeah so So sometimes the driver is that you have a complete financial plan for the company. And let's say the CFO also wants to understand what does the HR
00:12:18
Speaker
part cost me and that can be like a let's say like a a starting point but of course the other and other approach would be to understand what actually ah what what what you need in terms of resources they also more like a strategic approach and also like let's say a plan for the HR department ah themselves so that they know and understand how the let's say the future the next month next year will look like what they need in terms of resources recruiting resources what's actually the task what what are the what are the targets that they have to meet in terms of recruiting and hiring um so that they can also derive their own ah capacity as so i mean we we already had a little bit of a chat before this podcast that let's say like a very often
00:13:04
Speaker
you you You can quickly write the plan and you say like ah okay next year we need to hire 100 more people but ah it's not that easy yes so so so so you need the resources to do so. ah You need need people to do it. You need money to do it. You need maybe external help to do it. and This is something that that needs to take needs to be taken into consideration when when you want to to make a good ah HR headcount plan. What
Collaborative HR Planning
00:13:34
Speaker
is the guidance in which it should be planned and updated?
00:13:38
Speaker
kula ah so like i think like um and that's That's something I think that has just developed over the years. Businesses think in in business years, and I think a good approach is like to do this once a year, very thoroughly. I really like ah make it ah a bigger process where like a lot of people are involved and where you you take a little bit of time to think it through. But then you should ah for sure like have ah regular updates, maybe not monthly, but I would say at least quarterly. yeah Because things change, especially when you are in a dynamic ah environment.
00:14:16
Speaker
Like ah a yearly plan ah can quickly be obsolete ah if there's like a significant change to your business. So you also need to update the ah the HR plan regularly. um But I think like, so coming back to the original question, how should you do it? I think like, so ah it should be done together yeah because like ah HR is not something that is just planned by the HR department. So they need input. They need to include- They're also not by the CFO, right? Because sometimes- Exactly. Absolutely. Absolutely. That's also the other wrong approach, I would say. Just there's the finance department calculating something. This makes it actually also a challenge because several people in the company, several stakeholders have to come together and find a good agreement. This is where I would say the traditional way, doing it in Excel, in spreadsheets,
00:15:15
Speaker
uh, in lists is a little bit challenging because, uh, you are working with highly confidential data. You are working with, uh, personal data. You're working with salary data. Also this type of, uh, information, who is coming, who might need to go is something you want to, uh, uh, keep disclosed. Um, and, um, And um therefore, it ah you you really have to think of a good way how you design this process so that ah you get all the information you need yeah to get to a good result. But the same way, you also make sure that everyone in this process only gets the information that is necessary. so And this is, I think, where professional software can definitely be a good help compared to like standard that
00:16:09
Speaker
Excel or cheat sheet that is somewhere on the Google Drive and everyone has access to it or you don't actually know who's who with whom it has been shared and so on. So that that's that's that's the thing. In case you like my show, please subscribe. I would really appreciate it. And is it the updated version or not? Exactly. Also versioning is it still the actual option absolutely correct. um And what what I wondered is why? why there is no tool for more early stage companies out there already,
Enhancing HR Efficiency with Software
00:16:39
Speaker
right? Because I also faced the same problem, the same situation also from talent acquisition perspective, because if you're there on the receiving end of a, let's say, misaligned um or a head complaint that is maybe unrealistic because it was not done aligned, that the pressure and it signed off and communicated already to managers, yeah, you will get the resources um by January and in December you sign it off. And then everybody's on Christmas break. And then um the hiring managers come back and say, okay, we are my hires there in my budget. And Telenex vision doesn't even know that they need to hire. Yeah. I think like, so the reason is because in a lot of companies, it's really like a yearly process. So they are not doing it that often. And then you just accept the fact that it's just a shitty process and that it's painful. It takes some time, but in the end, you get to a result. Yeah. So I mean, like, so.
00:17:31
Speaker
Excel can be good enough. yeah So I mean, it has been it worked for the last 50 years. yeah So so and there is like an existing approach, an existing process to it. um And I think that's ah so so so so that's why that's why it's um that's why there's not yet so much, ah let's say, um offer in terms of specialized software for this. I also see that some HR or HRIS companies are having this as an extra feature sometimes, yeah but you have to pay for it. um And then it's very often also yeah another tool, another software, it's extra cost. Is it really worth the money? I think the people that sometimes ah decide on on software um software
00:18:27
Speaker
acquisition, they don't understand the real process that they are trying to to fix yeah and how costly it actually is. I mean you have to i would say like with tools like that, um it's not something that brings you additional revenue or additional customers. It's not something that's for growth of the business. it's more We are saving money. We are we are um more improving the efficiency of of processes. And ah for these, you really have to look a little bit deeper into the the actual ah cost of a process. yeah So but I can tell you, it's ah very costly, because if you have like the management involved, if you have the HR department involved, you have the finance department involved, different other stakeholders, if you have certain cycles, you have maybe a top down bottom up process where things are going back and forth.
00:19:20
Speaker
You have all the risks that you have to value in, the risks of wrong data, lost data, shared data. And if you if you calculate all of this, then I would say like a professional so software that is solving you this issue and making it.
Data-Driven HR Decision-Making
00:19:36
Speaker
way more easy and comfortable for the whole involved team is definitely a good purchase. yeah yeah And I think ultimately it should um make decision making more accurate and easy and maybe also even convenient because I think what is also true, the bigger a company gets, the more you pay for a wrong decision. Absolutely. ah that's That's the risk of mistakes.
00:20:01
Speaker
ah Also, I would say like one approach is that you say, okay, ah we only do this once in a while because it's so complex. yeah But ah you miss out on insights that you would have if you do it more regularly and more frequently. ah so But it's it's like with reporting with BI, of course, if it takes you like ah two weeks to run a report, you will only do this report um once in a while. If it's just pressing a button, you can do it every day and you have more insights, more accurate, more actual recent data. And hopefully you can make better decisions based on the on the latest data. ah So that's the that's the that's the thing about it. But I mean, I would say planning analytics BI, it costs you a little bit of money, but ah the value that it brings, and I think we are,
00:20:53
Speaker
developing into a more and more data-driven environment, society, business environment, ah less and less should be done based on feelings, on emotions, on gut feeling. um I think even if you have gut feeling, you need to like ah support it somehow with data, and I think all tools that provide these are definitely helpful and and a good and and ah valuable addition ah for you for your everyday ah business. Absolutely. I would have a question um for a practical question. so Let's say you are now an HR person, maybe at a company, 100 to 150 employees doing a serious A, expanding or serious B, and um then suddenly had come planning
00:21:50
Speaker
And budgeting is getting way more serious after the first bigger funding maybe, then the CFO comes in and says, okay, now we need to really plan more accurate and um we start budgeting now.
Aligning HR and Financial Goals
00:22:03
Speaker
And then the HR or talent acquisition team, um they are not really involved. um What do you think should be done from an HR perspective or from a technical perspective? Or what can a CFO also do to make sure that it's a cohesive process that at least even if you don't have the best technology or a tool that is also guiding the process in a way that you just use poor spreadsheets, what can you do from different perspectives and stakeholders perspectives in the company to make it a smooth process and how would this look like?
00:22:38
Speaker
Yeah. Well, I would, uh, so, so I think like, so a good approach is that you definitely, uh, you, you need to prepare it. Yeah. So, uh, so you can do it with spreadsheets spreadsheets spreadsheets. You can, uh, you can, um, but you need to, you need to involve a certain group of people. Yeah. So, so you need to be open for feedback, uh, from HR. Yeah. And ideally, you do it in ah in a top-down, bottom-up approach so that basically there's an exchange of thoughts. So it's fair that, for instance, the finance department starts with a version where they say, this is what we derive from the past, or this is what we derive from the expectations of our investors, how it should look like. But then there should also be like, ah they should listen to the other side, um ah especially like the
00:23:33
Speaker
the the the team leads or the the head of departments for all the areas, if like this ah top ah down approach is realistic. And also if there might be some feedback in regards to the timeline and the resources that um that stand behind it. So especially like ah time to hire, if it's like fast growth, yeah also certain KPIs in terms of can a certain size of business be done by a certain amount of people, given certain resources, tools, whatever else. If you're talking about like larger organizations with a bigger operation, I don't know, call centers, sales teams, et cetera. This is something that needs to be ah
00:24:22
Speaker
ah played a little bit back and forth to really get to like ah a good process. How we'll do it is that you basically really start with like ah ah like this top down, then you ah you you you basically send it back to the to to the team. The team has a certain time to give feedback, make their own assumptions, and then you come together and and compare. And then you do this in maximum, I would say like three cycles. Yeah. So to get to an agreement, uh, and then a final version, uh, when you're using a certain, uh, set up, it can be a tool. It can also be spreadsheets. What's also very important is that you also educate the people a little bit, uh, how to work in this. yeah So it's it's not enough to just send out a list and say, write me a list. Um, you also need like a little bit of explanation.
00:25:09
Speaker
You can also not always like expect that everyone is super fit in in working in spreadsheets, that he has understood the logic, the structure of such a file. um So I think like also there should be a little bit of training and and introduction involved to make this like a smooth process as that the people that are contributing to this headcount planning really understand what's what's the request and how they should do it. ah from from from the technique. yeah so Also, assumptions is a super important topic. as or so There needs the need to be an alignment. What's the actual goal? there so I think it's also, for instance, if you say we want to make now a super fancy, good-looking headcount plan for the investors because we want to get around the financing round close. We know it's unrealistic.
00:26:03
Speaker
But then everyone involved should know so that you avoid the conflict. And you have like the situation that only one side knows what this is good for, or what it is this used for. And the other side is like, so yeah this is super unrealistic. so so it that The things should be treated as they are.
Optimal HR Planning Cycles
00:26:19
Speaker
And I think like, so ah it's it's important that ah all the people involved in such a process understand what this is good for. us so And ah so that's super important, because I have seen this a lot. that actually like the the major assumptions are completely ah unaligned. yeah and Therefore, like so you you don't get like this together, this top down and bottom up because people have not understood what it is good for. us so How long should this cycle be with the three iterations? yeah I think this can be done within six six weeks. yeah so ah so's so I would not also ah suggest to take too much time because ah
00:26:59
Speaker
time is passing, things change. And you want to avoid the situation where you do like a ah certain version of your headcount plan. And in the meantime, like the whole base information has completely changed. as so things have like so Things have completely changed. People have left, other people have joined, and you have to basically ah spend a lot of time ah updating with the current ah situation. ah so so so but That's not only true for the head complaint, it's true for any budgeting cycle that there needs to be a certain speed to get this done so that it's out.
00:27:34
Speaker
ah so that you can continue ah working and that you don't end up in a never-ending budget cycle with more updates. You're
Impact of Rapid Hiring on Culture
00:27:44
Speaker
never right. Do you think that it's it's it's good to also then freeze offers during the process of headcount planning? o No, i't i don't think I don't think so. so So freeze offers in terms of like, did you say, so I don't even hire someone in this, in this, uh, in this period. Exactly. So, so I think Telenik could continue to build pipeline, but offers will not be accepted until the plan is signed off because what I saw is, for instance, let's say later stage, maybe not at that stage yet, 150 people, but you're suddenly thousand.
00:28:17
Speaker
And then you have a recruiting machine that is maybe delivering thirty fifty hires a month and um suddenly um the process doesn't take six weeks but three months and then you made in the in the planning process. um yeah maybe 90 or 100 hires, so you added 5% to 15% of headcount. And besides, you have to do a riff. Yeah, for instance. Yeah, yeah so it can happen, but ah so i what i mean in general, ah like ah but that's more like a ah personal view and approach.
00:28:56
Speaker
um it's super sad that this happens. yeah so But it's not about like so so the answer to the question in regards to the process and the technique of headcount planning. so ah I would say that's not ah that's not it's not important to ah to stop the the recruiting, but I think like it's important to ah to avoid the situation that you're planning like for I don't know, hypergrowth. Then along the way, you decide it's not hypergrowth anymore. It's more like ah ah consolidation. and Then you have to lay off the last 100 people you just
00:29:34
Speaker
higher. there so that's that's ah But that's more from a i mean ah from ah from ah from a human perspective, something that that one like the ah companies, the HR department, the management of companies should avoid because it's super bad for culture. ah so like and i mean We both have seen this a lot. um it's It's a little bit nature of the business that you get like funded and you have a lot of money and you need to grow and you also need to show this growth and then half a year later, one year later, everything is different and people need to go again.
Comparing HRcast to Traditional Methods
00:30:07
Speaker
But ideally, you you you plan um cautiously and realistic and and you avoid the situation where you hire a lot of people and then have you fire them immediately afterwards. That's, that's of course, super stupid. It happens, but it's it's like it's it's
00:30:26
Speaker
It's also bad management, actually. now it's ah It's a sign of ah of bad management. in case you have any feedback or anything you want to share with me please send me an email on thomas at peoplevis dot com or hit me up on linkedin and in case you really enjoyed the show please subscribe i would really appreciate it And what what I would be really curious now about, um let's compare spread the the spreadsheet approach versus um the ideal HR cast approach. um What are maybe some core problems you solve in the whole HR controlling and head complaining process with your new venture? Yeah.
00:31:08
Speaker
ah so What we definitely serve is we provide like a platform where you can collaborate and you can make sure that everyone has access to the data he he or she needs, yeah but ah without avoiding like ah spreading too much information. ah so Basically, as an administrator, you have like the ah the opportunity or the option to to really define who can see what. um We also support you a little bit by um applying the hierarchy that we already um import from the HR system. So basically, the system understands who is the superior of whom and who is the team lead and so on. So ah naturally, the the managers would always see only themselves and and their ah direct reports. ah So we avoid like this yeah spread of information. that
00:32:02
Speaker
I would say like also the storage of of ah sensitive information in spreadsheets, which is anyway, not a good thing. Like a spreadsheet should always be like a seen as a tool for analytics, but it's not a data storage. Yeah. So, uh, that's. I think like true, you can talk to other BI experts about this. I think like, so everyone would say there will always be a spreadsheets to do a quick analysis or calculation. That's all fine, but you should not, uh, basically hold extensive lists and data, especially sensitive data in lists somewhere on servers. That's that's just not good. um What we also support you with is like ah this topic we just discussed, so this update in the background. so so You have like the situation that you start budgeting um and then a few weeks pass by.
00:32:51
Speaker
And ah normally when you do this in the spreadsheet, you would have to always like keep an eye on what's actually happening in the background and keep like this ah this list of employees that you use as a starting point updated. um This is what we are also providing automatically. So you you always see what's going on in Personio, Hypop, whatever in the background and can then decide if you want to ah update also your scenario with this information that ah that has been changed in the background. um
00:33:23
Speaker
Also, like the whole approach, how you plan, how you budget. I think it's ah also designed to help people that are not so ah yeah comfortable, fit, or also have like some i don't know don't like to work in spreadsheets. there so it's It's definitely designed also for people that are not spreadsheet experts. so You can also um hand this work over to let's say managers,
00:33:54
Speaker
ah normal HR people that are not so, um let's say like ah don't know a lot about like formulas and and and stuff like that. You can also not destroy something. That's also ah something that very often happens. You have like a financial analyst that builds like a super nice model. ah And he thought about everything, but as soon as he invites someone to work in this in this in this in this spreadsheet model, ah He cannot be sure that someone is like changing like ah yeah ah formulas or the whole structure of the file and then he in the end anyway has to put in again a lot of manual work because he cannot be sure that the data is right ah just because of this ah this collaboration. This is also also something that is definitely covered with with our solution um and also the the comparison and the analytics. ah so so you can You can then later on
00:34:51
Speaker
connected with your payroll, you can import ah the real cost. So also like this type of HR cost report or also FTE headcount reports, they come out ah automatically and you don't have to like ah yeah set up something new, like another spreadsheet where you basically build this report.
Future of HRcast
00:35:12
Speaker
as so So the idea is really like to create like ah an HR analytics and planning suit where you can ah fix or or all these these topics that normally come up
00:35:27
Speaker
ah in HI in regards to numbers, KPIs, ah planning, comparison, forecasting, and so on in a way more comfortable ah and yeah easy to use way than it is currently done in in in ah in ah in ah in a spreadsheet. Thanks, Lorene. What is your plan for the future um in a very short, maybe, vision or goal statement of HR custom? Well, ah what we ah want to achieve is we want to become like a decision-making platform. So ah in the end, like now the features are like ah planning, reporting, but we also also want to extend it to ah workflows. yeah So ah when you have all this information already in a system, it absolutely makes sense to also ah
00:36:14
Speaker
document and manage the decision making process. so Meaning if you have like planned positions, you can push out the request, get the official approver from the CEO, the CFO. You can then also like ah manage your ah recruiting and and ah hiring lists, also promotion processes can be managed in there. ah you can um you can You can ideally at some point also push back all this information into the other systems in your HR tech stack.
00:36:47
Speaker
ah let's say, Personio, Hipop whatsoever, once you have like a planned position, ideally this planned position can be pushed into your ATS, but as soon as someone, for instance, has ah has a promotion, you can also push this back into Personio, and you're not forced to ah maintain data into different systems. ah It will will definitely also ah pay into the ah the comfort of of working with with your HR tech stack. um That's something yeah that's I would say like where we want to go. and um and yeah Also, be open for ah additional data sources. and so Right now, today we were talking a lot about like headcount cost, but that's not all of it. ah so Ideally, you also get ah performance data into our system, recruiting data into our system, ah absence data,
00:37:40
Speaker
You get benchmark data, for instance, if you are if youre if you if you want to do promotions that you can ideally also directly benchmark this in our system, maybe also connected with ah figures HR and see what ah what what what similar roles ah cost in in other companies in your industry so that you really only have one environment where you, in the end, ah plan and ah execute ah HR
Conclusion and Farewell
00:38:10
Speaker
decisions. yeah So that's that's the vision for HRcast. That's cool. um yeah Thanks for talking us through and and the nice insights. um That was it for the podcast and and thank you so much. Thank you very much for having me and have a good day. You too.