Personnel is becoming less and less of a cost factor, but more and more a bottleneck. What good is it if the finance, product, and sales boards decide to expand the business, and were not asked beforehand whether there was enough qualified personnel available for this expansion? A solid human resources strategy is linked to the strategies of the other divisions; in the best case scenario, personnel-relevant key figures are a central component of business controlling. Then future challenges can be tackled in good time with the help of well-founded personnel requirements planning. Instruments of personnel marketing, personnel development, and personnel deployment planning support the implementation of a personnel strategy.