Schmidt Management ApS with roots in Danish and international businesses
Schmidt Management ApS is owned by Kyösti Schmidt, who was born in 1959 in Copenhagen.
In 1984 he was a qualified school teacher but chose a new career and was in 1991 HD in Organisation and Strategic Planning from Copenhagen Business School (CBS).
Since 1991 Kyösti Schmidt has worked with competence and organisational development. He started out as personnel development consultant at LEO Pharmaceuticals from 1991, and from 1994 he worked as educational consultant with Kuwait Petroleum (Denmark) A/S. From 1995 Kyösti Schmidt was HR manager at DHL Worldwide Express A/S, until he was employed as HR manager at Danisco Pack Denmark A/S in 1999 – which later became SCA Packaging Denmark A/S.
From 2000 until 2006 he was senior partner and co-owner of the headhunting company SAM International A/S.
In January 2007 Kyösti Schmidt founded the consultancy Schmidt Management ApS.
Today he assists companies in developing and optimizing their organisations in order for them to match their customers'' needs. Kyösti Schmidt is visiting professor at Vilnius University in Lithuania and is often used as lecturer.
He has written numerous articles on various HR subjects. Together with Per Krogager he wrote the book "Measuring the HR function" in 2002. The book has been published by The Confederation of Danish Industry.
In 2009 Kyösti Schmidt published – again together with Per Krogager – the book "Value of organisational key figures published by The Confederation of Danish Industry. Both writers are convinced that companies, who are inspiring and offer a decent working environment for ordinary people, will be the winners in the coming decades.
Measuring the HR function
The book gives managers in and around the HR function suggestions for some concrete tools which make it possible to measure the HR function's influence, productivity and profitability.
Decisions on whether to invest in HR functions are often based on intuition due to the lack of measuring tools. It is very difficult to document the proceeds of the investments in an HR function. For this very reason it often hits hard when the company has to reduce the costs level. This is naturally quite unsatisfactory. Decisions whether to invest or reduce the HR function should be based on the business in the same way as in other areas of the company.
