Frieda Möcker

As Head of People & Culture, Frieda heads the people function in the scale-up at Sastrify. With extensive experience in building and managing people and cultural strategies in fast-paced environments, she is committed to creating an engaging employee experience while driving change and innovation in people management and people experience (PX) design. At Sastrify, Frieda has built analytics skills in the people team to identify challenges and opportunities across the employee lifecycle. This data-driven approach enables her to:

a) Improving employee experience through targeted measures

b) Securing support from executives and management

Let's take a look at how Frieda set up her Mission Control Center to visualize data and measure metrics across the entire employee lifecycle.

Frieda's Mission Control Centre

Recruiting

Frieda recommends regularly monitoring recruiting speed metrics such as time-to-hire and time-to-fill, especially during periods of strong growth. This helps to manage expectations during headcount planning and to keep hiring managers informed and coordinated.

Monitoring the offer acceptance rate per department and position over time provides valuable insights into how competitive the offers are on the market.

Understanding the performance of recruiting channels is crucial to optimize recruiting efforts and allocate budgets correctly.

To assess the quality of hiring, Frieda advises tracking the turnover rate after the first six months (trial period) and evaluating the performance ratings of new employees after the first year. This data provides important insights into the effectiveness of the hiring process and helps ensure that qualified candidates are hired.

On a strategic level, Frieda's main goal is to align the company's headcount plan with overall goals. By consolidating all relevant data on one platform, she can accurately forecast hiring needs and monitor progress to ensure the company stays on track.

People Experience and Operations

In fast-paced environments, career development plays a crucial role in employee retention. Frieda therefore observes promotion rates across departments to identify patterns and address potential structural problems in teams.

Employee engagement is an effective early indicator of potential migration. To counteract this at an early stage, Frieda regularly conducts organizational surveys to track changes in engagement over time and gain valuable insights for proactive measures.

Combined with this commitment, Frieda recommends looking at absences in the various teams over time.

Evaluating workforce productivity is a challenge. Frieda uses revenue per full-time equivalent (revenue per FTE) as an important productivity indicator, as this directly links individual contributions to the organization's financial performance and thus provides a clear measure of how effectively the workforce drives company growth.

To ensure fair compensation in terms of performance and experience, Frieda underlines the importance of regular salary reviews and a clear compensation philosophy. This approach promotes accountability and compliance with consistent principles in compensation planning and helps to reduce fluctuation through competitive and fair pay.

Frieda focuses on uncovering structural inequalities and gaps — for example in terms of gender, seniority or seniority — through regular reviews of the compensation structure. This ensures fair and equitable pay, which is crucial to strengthen commitment and retain employees.

The analysis of turnover rates in different performance groups provides valuable insights into the health of turnover and changes in talent composition, so that Frieda can better assess organizational effectiveness.

Frieda's Mission Control Centre enables you and your team to identify trends and patterns in organizational health and people experience.