In conversation with the Head of Human Resources

Do you remember your first moment in HR?

Yes, I remember it well – even though it wasn’t a single moment, but more of a process. I originally came from the advertising industry and then moved to a management consultancy. There, I gradually took on more HR-related tasks, mainly administrative ones, partly because there wasn’t a proper HR structure in place yet.

I’ve been with Prognos since 2011. A turning point came when a colleague, who had previously handled HR matters administratively, retired. Suddenly there was scope to redesign and build things from scratch. And I realised just how much that drives me.

Since then, my role has evolved step by step, particularly towards strategic HR work. At some point, it became clear: for me, HR isn’t just a set of tasks, but a genuine opportunity to shape things and make an impact.

What has changed most in your role as a manager?

I used to be very solution-oriented and wanted to get to the bottom of things myself and set the direction. Over time, that has shifted significantly.

Today, I’m more focused on creating space, providing guidance and placing trust in others – even in situations where not everything has been fully thought through yet. For my team, this means, in concrete terms: taking on and delegating responsibility, allowing for discussion and consciously incorporating different perspectives.

For me, leadership today is above all about striking a balance between clarity and trust – in other words, leading through direction and participation, not through strict guidelines.

How exactly do you notice appreciation at Prognos?

Above all in everyday life, often in small moments. For example, in the fact that people really listen to one another and different perspectives are taken seriously. Achievements are recognised and acknowledged, whether it’s a quick “thank you” after a project or being deliberately mentioned in a larger group. Even critical discussions are conducted in a very respectful and constructive manner.

I experience this particularly when dealing with individual situations: if someone needs more flexibility, the response is solution-oriented and based on trust. For me, that’s exactly what makes the difference – appreciation here isn’t a formality, but is evident in our day-to-day interactions.

What should applicants know about Prognos that isn’t on the website?

Prognos is professionally demanding, but very down-to-earth in its approach. Sound arguments often count for more than status.

What surprises many people is how natural it is to take on responsibility and contribute your own ideas – not so much as an expectation, but rather as something that arises naturally in the course of work.

For me, it’s this mix of professional rigour, trust and a very collegial, uncomplicated working atmosphere that makes all the difference.

How can you tell if someone is a good fit at Prognos?

For me, this is most evident in how people interact with one another. I quickly notice when someone is actively contributing – that is, thinking for themselves, asking questions and bringing their own perspective to the table.

This also involves being able to handle complex topics and having the enthusiasm to get to grips with challenging issues where there isn’t always an immediate, clear answer.

Ultimately, it’s mainly a question of attitude: curiosity, a willingness to take on responsibility, and the desire to really get involved.

How does development manifest itself – and what contribution does HR make?

For me, development often becomes apparent in everyday life: in how people take on their new roles – not in a formal way, but in the way they actually work.

I see colleagues driving issues forward more strongly, shaping discussions more actively, or taking on responsibility as a matter of course. Development is then less about the next career step and more about having greater scope to shape things.

For me, HR’s contribution lies in creating the right framework: spaces where development is possible – through clear feedback structures, targeted initiatives, but also through the design of roles, projects and responsibilities.

Not just as a function, but as an important part of the organisation as a whole.

Melanie with her most important tool: her smartphone – for communication, organisation and also consciously switching off.

What developments will transform HR – and how is Prognos preparing for them?

In future, HR will need to be viewed in a much more integrated way – as an active part of the business. The main drivers are, above all, skills shortages, new forms of collaboration, AI, hybrid working models and dynamic role models, as well as a changing understanding of leadership and employers.

For us at Prognos, this means closely integrating HR with the business units and developing our structures in a targeted manner – for example, through clearer development frameworks, stronger feedback mechanisms and a new understanding of leadership.

At the same time, it’s important to us not to get bogged down in programmes, but to stay close to the actual work. Ultimately, it’s about positioning HR in such a way that it actively helps shape change.

When does your work feel particularly fulfilling?

My work feels particularly fulfilling when I realise that things are really changing for people.

These are often small moments – for example, when someone leaves a meeting with greater clarity or feels more confident in their abilities. I also experience this in discussions with my team or with managers, when someone grows into a role that previously seemed a bit too big for them.

That’s exactly what makes the difference for me: seeing that my work doesn’t just create structures, but actually brings about change.

Thank you for your conversation and insights into your daily work!

Melanie Nogossek’s profile

This might also interest you:

The day-to-day work of Jannis Lambert, project manager at Prognos

Dr Stefan Moog, data analyst at Prognos

Valentin Würth’s insights into the traineeship at Prognos