HR Climate Index Study 2015
|
|
- Allison Andrea Lamb
- 8 years ago
- Views:
Transcription
1 Kienbaum Consultants International HR Climate Index Study Thema
2
3 Content 01 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change 4 02 About the HR Climate Index Study Findings of the HR Climate Index Study State of Business Developments within HR Positioning of HR Priorities for HR in Priorities for Optimized HR in Greatest Strategic Challenge for HR in Kienbaum in Brief 22 3 Content
4 01 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change The global context for the economy of HR work in 2015 is one of a global economy still trying to recapture momentum. Many high-income countries continue to struggle with the legacy of the global financial crisis, while emerging economies are less dynamic than in the past. However, the economic outlook for most of the countries participating in this study is rather positive: about half of the surveyed companies anticipate growing sales and higher profitability in Furthermore, about four fifths anticipate growing or constant workforce numbers in Compared to 2014, the outlook in terms of economic data is more optimistic and, at the same time, more cautious. In this context of economic recovery and the search for a new global balance, many companies see improving their efficiency and effectivity as the best way to secure their future and accelerate their growth. These expectations produce a specific set of new priorities for HR work. Accompanying and managing change is one of the most important issues, as the need for organizational agility and the successful management of culture change is ubiquitous in our globalized world. Increasing leadership and management quality is still a top priority for HR work, especially in a context of a changing environment and instability giving management a key role to play. This context of permanent change spreads through all HR priorities for 2015, whether it be the retention of high potential and employer attractiveness, strategic recruitment, workforce planning and the development of competences to support business growth or secure leadership and management pipelines, or the challenge of keeping employees engaged and motivated in this uncertain environment. Continuous change has serious implications for the organization, which HR has to confront. These would seem to be the priorities that true HR business partners who enable business growth and sustainability are made for. In comparison with previous years, HR now sees itself as a strategic partner. HR is recognized as such by nearly 90% of the managers of the participating companies, present on top management level and involved in most of strategic projects and initiatives. Furthermore, it must be emphasized that the development of HR resources budget and headcounts is quite positive in comparison to previous years. The trend towards HR cost reduction seems to be over. Indeed, one third of the respondents expect an increase of their HR budget in This positive trend is even more pronounced in the emerging economies. All of this is a positive sign for HR! 4 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change
5 And what are the main challenges for HR s future development? The answer depends on the regions. In high-income countries, a major challenge is to successfully make the organization recognize the impact of HR work and provide transparency across the HR service portfolio. HR departments in these countries have already implemented new structures and are now undergoing a phase of consolidation, where process optimization and proving HR s contribution to the business are the main focus. In emerging economies, HR is more concerned with implementing new structures and developing HR employees competencies. Surprisingly, many important and much-vaunted topics, such as big data, work-life balance, the implementation of cloud-based solutions, or diversity management, appear to have lost their relevance for HR in Do those issues play no role in the reality of HR? Or is HR missing the boat? We look forward to seeing what will be on the agenda for Berlin, March 2015 Fabian Kienbaum Managing Partner Kienbaum Consultants International GmbH Dr Walter Jochmann Managing Director Kienbaum Consultants International GmbH Hans Ochmann Managing Director Kienbaum Management Consultants GmbH 5 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change
6 02 About the HR Climate Index Study 2015 Kienbaum has been publishing the HR Climate Index in the first quarter of every year since The primary purpose of the study is to survey the economic expectations for HR and the position of HR within businesses. Additionally, it is committed to detecting and monitoring future HR trends. Since 2006, data for the HR Climate Index has been collected annually in the DACH region, joined by Central and Eastern Europe in In 2015, Kienbaum conducted the study internationally for the first time in order to offer a global overview of important HR issues. Illustration 1: Allocation of the participating companies to country groups Developed Countries Developing Countries 14 % The sample includes 501 companies of different nationalities, sizes, and sectors of industry. Most respondents hold leading positions in HR management. Based on their domestic economic conditions 1, the participating countries are split in two categories: developed countries and developing countries. This classification uses the GDP (Gross Domestic Product), according to which:» Developed countries are Austria, Belgium, Croatia, Czech Republic, France, Germany, Hungary, the Netherlands, Poland, Romania, Switzerland, and the United States;» Developing countries are Brazil, China, Singapore, and Turkey. Regarding the participating industries, the sample is made up as follows: The largest groups in the sample are companies from the manufacturing sector, accounting for 60% of the total, followed by service providers, amounting to 32% of the sample. Retail and trade account for 5%, whereas public sector organizations represent only. In total, the sample covers 17 individual sectors of industry. 86 % 1 Based on the classification used by United Nations in World Economic Situation and Prospects 2015, United Nations, New York, About the HR Climate Index Study 2015
7 8 % 11 % Illustration 2: Representation of participating industries Automotive Banking and finance sector (Legal) Consulting, auditing and real estate Chemical and pharmaceutical Retail Energy, utilities and waste Engineering, technology and high-tech Machinery, equipment and construction Transport and logistics 21 % 14 % 10 % 12 % 7 % 10 % 7 % Small and medium-sized companies represent the core of the respondents: 65% of these are companies with a workforce of up to 1,000 employees. On average, the participating companies employ 4,000 people, with the largest company having more than 300,000 employees. Illustration 3: Current headcount of the participating companies 5 % 6 % 20 % Fewer than 100 employees 101 to 1,000 employees 1,001 to 5,000 employees 5,001 to 10,000 employees More than 10,000 employees 24 % 45 % 7 About the HR Climate Index Study 2015
8 03 Findings of the HR Climate Index Study State of Business Sales Sales increased on a moderate level in 2014 for 5 of the companies. Only 20% of the companies reported decreasing sales. The positive trend is expected to continue in 2015, with 55% of the participating companies expecting an increase and only 12% a decline in sales. The number of participants expecting approximately constant sales increased from 27% in 2014 up to 3 for Illustration 4: Sales global strongly decreasing (over 5%) decreasing approx. constant increasing strongly increasing (more than 5%) 9% 19% 18% 27% 3 34 % 37% 2014 expectation for % 10% 20% 30% 40% 8 Findings of the HR Climate Index Study 2015
9 The comparison of the regions reveals significantly increased sales in developing countries in 2014 (62% as compared to 51% in companies from developed countries). The expected sales for 2015 are distributed similarly: Companies from developing countries expect increases in sales of up to 69%, whereas the expectation in developed countries remains almost constant with 52%. At the same time, sales in developing countries are more volatile in 2014, with 25% of the companies having reported a drop in sales, compared to 20% in developed countries. For 2015, both regions are expecting drops in sales to be less severe than in 2014: only 12% in developed countries and in developing countries. Illustration 5: Sales developed/developing countries strongly decreasing (over 5%) Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) decreasing 9% 8% approx. constant 1 20% 29% 3 increasing 24% 29% 35% 39% strongly increasing (more than 5%) % 40% 0% 10% 20% 30% 40% 9 Findings of the HR Climate Index Study 2015
10 Profitability Compared to 2014, profitabilty is on an upward trend: Only 12% of the respondends expect decreased profits in 2015 (compared to 20% in 2014). In 2015, a higher percentage of the companies expect constant (39% in 2015 compared to 3 in 2014) or increasing yields (49% in 2015 compared to 44% in 2014). Given the low economic growth in 2014, the outlook for 2015 is evaluated positively by the market participants. Illustration 6: Profitability global strongly decreasing (over 5%) 2% 2014 expectation for 2015 decreasing 10% approx. constant 3 39% increasing 32% 39% strongly increasing (more than 5%) 12% 10% 0% 10% 20% 30% 40% Profitability growth is particularly strong among participants in developing countries, with an increase from 49% in 2014 to 57% in Mirroring the sales results, the variance is higher for companies from developing countries in % of the participants reported decreased sales. For 2015, however, only 10% expect decreasing sales. In the developed countries only small changes in profitability are expected between 2014 and 2015, with 38% of the participants reporting constant development in 2014 and 40% expecting constant development in Illustration 7: Profitability developed/developing countries strongly decreasing (over 5%) 1% 2% 5% Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) decreasing 8% 1 19% approx. constant 21% 3 38% 40% increasing 29% 3 35% 40% strongly increasing (more than 5%) 8% 20% 22% 0% 10% 20% 30% 40% 10 Findings of the HR Climate Index Study 2015
11 Workforce Looking at the workforce number, approximately 40% of the companies reported constant figures in 2014 and are expecting no change in Comparing 2014 and 2015, the employment outlook is still positive (40% of the participants are expecting an increase in the workforce), although a dynamic slowdown can be observed (22% of the respondents are expecting declines in the workforce for 2015, compared to 19% in 2014). Illustration 8: Workforce global strongly decreasing (over 5%) 5% 5% 2014 expectation for 2015 decreasing 17% approx. constant 38% 39% increasing 27% 28% strongly increasing (more than 5%) 12% 1 0% 10% 20% 30% 40% When comparing both regions, it is apparent that developed countries predominantly reported no change in their workforces in 2014 and expect no major changes for 2015 other than a slight decrease (2 in 2015 compared to 19% in 2014). By contrast, 59% of companies from developing countries documented increases in staff and expect this trend to continue at the same level in Illustration 9: Workforce developed/developing countries strongly decreasing (over 5%) 5% 5% Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) decreasing 12% 18% approx. constant 2 27% 41% 41% increasing 27% 27% 2 3 strongly increasing (more than 5%) 9% % 10% 20% 30% 40% 11 Findings of the HR Climate Index Study 2015
12 3.2 Developments within HR HR Budget Only minor changes are expected in terms of the HR budgets in 2015: About half of the companies reported no changes in their HR funding in 2014 and expect this trend to continue in 2015; 32% registered growing resources for their HR work in 2014, which might increase slightly in 2015 (35%); and only of the particpants have to cope with shrinking funding or expect cuts in Illustration 10: HR budget global strongly decreasing (over 5%) decreasing approx. constant 4% 10% 10% 55% 51% 2014 expectation for 2015 increasing strongly increasing (more than 5%) 9% 8% 2 27% 0% 20% 40% 60% 80% In 2014, HR budgets increased more in developing countries compared to developed countries. 49% of the participants from companies in developing countries had increased resources, while only 29% did so in the developed countries. This trend seems to continue in 2015, with increased HR budget expectations of 47% and 34%, respectively. Illustration 11: HR budget developed/developing countries strongly decreasing (over 5%) decreasing 5% 10% 10% Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) approx. constant increasing 2 27% 27% 30% 34% 37% 58% 5 strongly increasing (more than 5%) 7% 22% 17% 0% 20% 40% 60% 80% 12 Findings of the HR Climate Index Study 2015
13 HR Headcount The relative stagnation in HR resources is confirmed by the development of HR headcounts. The majority of the participants reported an unaltered HR pool in For 2015, companies expect even less change: 67% of the participants anticipate their HR headcount to remain constant. Illustration 12: HR headcount global strongly decreasing (over 5%) decreasing approx. constant 4% 1 61% 67% 2014 expectation for 2015 increasing strongly increasing (more than 5%) 17% 15% 0% 20% 40% 60% 80% There are minor differences between regions as far as HR headcount development is concerned. HR headcount in developing countries increased at a slightly higher rate in 2014, with 31% of the participants reporting an increase, whereas only 22% of the participants in developed countries reported more staff. Expectations for 2015 are lower: 25% of the developing countries expect an increase in their HR personnel, joined by 17% of the developed countries. Illustration 13: HR headcount developed/developing countries strongly decreasing (over 5%) decreasing 8% 8% 1 9% Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) approx. constant 62% 69% 50% 58% increasing strongly increasing (more than 5%) 5% 2% 17% 15% 20% 0% 20% 40% 60% 80% 13 Findings of the HR Climate Index Study 2015
14 3.3 Positioning of HR Impact of HR About half the respondents predict the impact of HR at their companies to increase in With only of the participants expecting declining and 4 constant importance, HR seems to have established a sound position inside the businesses. Noticeable is a significant growth of HR influence in developing countries about three-quarters of the participants are expecting higher prominence of HR in their organization for Illustration 14: Impact of HR in 2015 decreasing 4% Global Developed Countries Developing Countries approx. constant % increasing 51% 47% 7 0% 20% 40% 60% 80% HR as Business Partner The perception of HR as a business partner by management is overwhelmingly positive, with 87% of the participants ascribing a strong importance to the role of HR. Only 1 of the participants consider the contribution of HR to the business to be low. Noticeably, 31% of the participants from developing countries consider the role of HR to be very strong, while only 1 of the participants from developed countries use this extreme category. Illustration 15: Perception of HR as Business Partner not at all very little little 1% 1% 1% 5% Global Developed Countries Developing Countries not very strong 2 24% 1 strongly 41% 49% 50% very strongly 15% 1 31% 0% 20% 40% 60% 80% 14 Findings of the HR Climate Index Study 2015
15 Involvement of HR in Strategic Projects and Initiatives The importance of HR as business partner is illustrated by the current involvement of HR in strategic projects and initiatives. Only very few HR departments are cut off from relevant projects (2%). However, at only 7% of the companies is HR involved in all strategic projects and initiatives. Surprisingly, HR involvement is rated much more positively in developing countries, with 4 of the participants reporting HR involvement in at least 80% of strategic projects and initiatives (only 25% in developed countries). Illustration 16: Involvment of HR in strategic projects and initiatives 0% involved 2% 2% Global Developed Countries Developing Countries 20% involved 40% involved 60% involved 9% 12% 2 24% 2 25% 24% 24% 30% 80% involved 21% 19% 31% 100% involved 7% 15% 0% 20% 40% 60% 80% HR Presence on Management Level Globally, HR departments are represented on the first two management levels at nine out of ten companies. In developing countries, however, the heads of HR are ranked somewhat lower compared to their peers in developed countries. In companies from developed countries, 41% of the HR departments are part of the executive board and 50% are included in tier-1 management. While HR is represented equally well on the executive board level in developing countries (with 45%), it is present on tier-1 at only 3 of companies. More HR departments from developed countries are represented on tier -2 ( compared to 8% in developed countries) or other levels (8% compared to 1% in developed countries). Illustration 17: HR presence on management level Global Developed Countries 42% 41% 48% 50% 8% 2% 8% 1% Executive Board (Tier 0) Tier-1 Tier-2 Other levels 45% 3 8% Developing Countries 0% 20% 40% 60% 80% 100% 15 Findings of the HR Climate Index Study 2015
16 3.4 Priorities for HR in 2015 Globally, participants report following issues as the top HR priorities in 2015:» Increase leadership and management quality» Change Management» Recruitement» Employer attractiveness» Training and qualification A comparison of both regions reveals a stronger need for diversity management, an increase of staffing quality of top and key positions, talent management, and motivation and engagement in developing countries. Particular noticeable is the difference in performance management between both regions, with developing countries reporting twice as much demand as developed countries in this area. Conversely, the improvement of employer attractiveness, recruitment, and workforce structure (demography) has higher importance in developed countries. Overall, following items receive fewest mentions:» Diversity management» Big data for HR management» Work-life balance No participant from developing countries rated HR controlling as a priority. 16 Findings of the HR Climate Index Study 2015
17 Illustration 18: Priorities for HR in 2015 HR marketing 7% 2% Global Developed Countries Developing Countries Employer attractiveness Recruitment Diversity management 4% 8% 18% 21% 2 25% 25% Increasing the staffing quality of top- and key positions Compensation and benefits Performance management/mbo 1 20% 15% 15% 17% 17% 32% Workforce structure (demography) 7% 7% 2% Strategic workforce planning 17% 17% 22% "Big Data" for HR management 4% Training and qualification Competence and skill management 21% 21% 17% 15% 1 Talent management Succession planning/management 1 19% 18% 2 Change management Increasing leadership and management quality Motivation und engagement 15% 28% 29% 2 22% 31% 31% 35% HR controlling 0% 7% 8% Work-life balance Flexibility of the workforce 2% 9% 10% 0% 20% 40% 60% 17 Findings of the HR Climate Index Study 2015 [Three response options: data in % of all responses]
18 3.5 Priorities for Optimized HR in 2015 In order of importance, the most important priorities for improving HR in 2015 are:» Optimization of HR processes» Competency development of HR employees» Internal communication Comparing both regions, the optimization of HR processes does not stand out as the single most important priority in developing countries. It is as important as competency development of HR employees and increasing the added value through HR ratios/kpis. Generally, there are several topics which are of higher priority in developing countries, including the former two topics as well as the optimization of center of expertise/center of competence and increasing internal customer satisfaction. In developed countries, only the optimization of HR processes and providing transparency of the HR service portfolio are rated as significantly higher. Following issues receive the lowest priorities:» HR outsourcing» Reducing the costs of the HR department 18 Findings of the HR Climate Index Study 2015
19 Illustration 19: Priorities for optimized HR in 2015 Optimization of HR processes 39% 55% 58% Global Developed Countries Developing Countries HR outsourcing 4% 4% 5% Implementation/Optimization Shared-Service-Center Optimization Center of Expertise/Center of Competence Digitalisization of HR processes 12% 1 20% 24% 24% 2 Competency development of the HR employees Internal communication 3 32% 31% 32% 30% 42% Providing transparency of the HR service portfolio 15% 1 Increasing the added value through HR ratios/kpis Increasing internal customer satisfaction HR organization Internationalization of HR management Reducing the costs of the HR department HR analytics Implementation of cloud-based solutions 7% 7% 4% 4% 1 17% 1 24% 22% 22% 21% 17% 18% % 3 0% 20% 40% 60% [Three response options: data in % of all responses] 19 Findings of the HR Climate Index Study 2015
20 3.6 Greatest Strategic Challenge for HR in 2015 The last item of the HR Climate Index Study 2015 was phrased as an open question. The participants were requested to name the single greatest strategic challenge for HR in their company for the year The respondents consider accompanying and managing change as their top issue. Whether it be managing change in a growing context or in difficult economic situations (for example restructuring, cost reductions, recruitment freezes, or staff reduction), HR plays a key role for the sustainability of the company and contributes to its commercial growth. In the context of uncertainty and a fast-changing environment, the following strategic challenges are expected for HR in 2015: keeping or increasing leadership and management quality, managing cultural change, retaining the best performers and high potentials, strategic development of the employees competence in order to fit with the business strategy and needs of the future, securing leadership and management pipelines, and keeping employees engaged and motivated in order to maintain good performance, even in a challenging context. Making the organization appreciate the impact of HR work and being recognized as strategic business partners by top management and line management alike is also named as a key challenge by many respondents. 20 Findings of the HR Climate Index Study 2015
21 The greatest strategic challenge for HR in 2015 is to contribute to management in such a way that employees do not get lost in the dynamicsof the company and can cope with the pace of changes. (HR Director, 980 employees, machinery, equipment, and construction sector, Netherlands) to maintain employees' high performance under difficult circumstances. (HR Director, 630 employees, consumer goods sector, Hungary) to develop the talent pipeline based on the new business strategy. (HR Director, 4,600 employees, retail sector, Turkey) to facilitate a new leadership culture within the company. (VP HR Expertise Functions, 14,000 employees, engineering, technology, and high-tech, Netherlands) to execute the global recruiting and talent management strategy and, at the same time, lead through the change process from a family owned company to a global enterprise-driven company. (HR Director, 1,000 employees, machinery, equipment, and construction, Germany) to ensure that the global HR initiatives are fully understood and practiced. (Head of HR, 700 employees, chemical and pharmaceutical, Singapore) 21 Thema
22 04 Kienbaum in Brief Kienbaum Group Kienbaum is one of Europe s leading providers of consultancy services. Our decision to concentrate on leadership and transformation is unique in the consultancy market. It recognizes human beings as the core factor for success of organizations and companies everywhere. Kienbaum is present in all major centers of Germany s economy and operates 38 offices in 21 countries around the world. Executive Consultants (KEC) Management Consultants (KMC) Communications (KC) As a holistic consultancy firm, Kienbaum combines executive search services with traditional management consulting, human resource consulting, and communication consulting under one roof. Our integrated Kienbaum project approach allows us to offer our clients a single source for all the advice and assistance they need without complex interfaces or need for coordination. Kienbaum has been helping companies master their change projects for 70 years. We believe in holistic transformation processes that cover people, processes, and systems alike to safeguard the success of our clients. Kienbaum s Human Resource Management team has been advising companies on all strategic and operational aspects of HR management for over a quarter of a century and is one of the leading HR providers in Europe. We improve the effectiveness and efficiency of HR units and their processes, design HR strategies on the basis of careful analyses and external benchmarks, execute assessment and qualification measures, and support holistic change processes.» Selection of» Supervisory boards» Advisory boards» Management boards» C-level positions» Executive positions» Specialist positions» Interim Management» Career Advice» Management Audits» NewPlacement» Board Services» Efficiency Checks» Compensation» Requirements Profiles» Communication» Appointments» Industries» Automotive» Chemical/Pharmaceutical» Consumer Goods» Energy & Utilities» Business Technology Management» Change Management» Compensation» Management Audit» Operational Excellence» Organizational Effectiveness» Performance Management» Strategic Workforce Planning» Strategy Development» Supply Chain Management» Talent Management» Financial Services & Real Estate» Health Care» Industry/Mechanical & Plant Engineering» Professional Services» Public/Non-Profit Sector» Communication & PR» Employer Branding & HR Marketing» Online & Interactive» Media & Print Advertising Management» Board Communications» Retail» Technology» Transport/Logistics» Domestic Offices» Berlin» Cologne» Dresden» Dusseldorf» Frankfurt» Freiburg» Gummersbach» Hamburg» Hanover» Karlsruhe» Munich» Rostock» Stuttgart» International Offices» Austria» Brazil» China» Croatia» Czech Republic» Finland» France» Great Britain» Hungary» Japan» Netherlands» Poland» Romania» Russia» Singapore» Sweden» Switzerland» Thailand» Turkey» USA 22 Kienbaum in Brief
23 Human Resource Management HR management offers many essential levers for the successful development of any business. They work by providing the necessary human resources, by shaping an externally and internally attractive corporate culture, or by improving people s readiness for and ability to change. In view of a demographic bottleneck that promises to limit the supply of qualified personnel for the long term, the changes that are required in terms of diversity, and the changing self-perceptions and motivations of new generations of employees, the HR function occupies a position of substantial importance with the concepts, processes, and tools it can provide. A number of process-oriented terms, such as talent management or succession planning for key functions, strategic workforce management, competence management, and change management, are occupying more and more of the agenda of top managers. They have finally gained the business relevance they deserve. The selection of high-quality candidates for key functions, the management of strategic and organizationally relevant changes in learning processes, the early identification and retention of high potentials, and the adjustments and implementation of sustainable leadership principles are the mainstays of any HR team that wants to produce a real contribution to commercial success. Change must not stop at the doors of the HR departments either. HR professionals need to live up to the requirements of their clients and the constant drive for effectiveness and efficiency that this means. Using suitable IT solutions to pave the way to great efficiency in operational core processes is part of this, as is the application of talent management programmes and processes designed specifically with the internal client in mind. Kienbaum Your Experienced Partner Kienbaum is the partner of choice for the design of structures and processes, models and instruments in human resource management on the domestic and the international level. We have over three decades of applied experience in human resource management. We can access a wealth of sound best-practice solutions as well as innovative developments in high-profile businesses or medium-sized hidden champions. With the specialist consultants of Kienbaum, we support the HR transformations of our clients with effective solutions. We design bespoke HR and people strategies and governance structures in cooperation with our clients that allow an efficient and effective response to the strategic challenges of HR. We also support the successful establishment and qualification of HR professionals, especially for HR business partners. Our clients achieve greater efficiency in HR by optimizing their cost landscape and increasing their value contributions. We supply them with the methods, instruments, and best practices they need and work with them to design the right implementation strategies from our HR audits as quick checks of the status quo, via support for the design of HR strategies, to our HR optimizer, our unique toolkit for a fullscale HR transformation with a transparent business case. In addition to aspects of HR transformation, we apply the exceptional knowhow and specialist resources of our consultants in the fields of talent and workforce management as well as learning and development. We can support all relevant issues from first designs to final implementation and can provide suitable coaching interventions to ensure lasting success. We work with our clients to improve the leadership and management quality of the next generation of business leaders. 23 Kienbaum in Brief
Kienbaum Management Consultants. » Excellence in. Human Resource Management. Excellence in Human Resource Management
Kienbaum Management Consultants» Excellence in Human Resource Management Excellence in Human Resource Management 1 » Human Resource Management 2 Excellence in Human Resource Management We invite you to
More informationKienbaum Executive Consultants.» Human Values for Business
Kienbaum Executive Consultants» Human Values for Business Kienbaum Executive Consultants The increasing speed at which changes in technology, to markets and customers expectations are taking place has
More informationOur Scope of Services in Russia & CIS and South & Eastern Europe
Kienbaum Management Consultants GmbH 2015 Our Scope of Services in Russia & CIS and South & Eastern Europe Kienbaum Management Consultants Kienbaum Management Consultants Who we are and what we do Kienbaum
More informationHow To Use The Kienbaum Compensation Portal
» Compensation Portal Compensation Portal 1 » Kienbaum: Leading in Market Data The Compensation Portal provides you with exclusive access to the Kienbaum Online Compensation Database 24/7. Competitive,
More informationKienbaum Consultants International Kienbaum Executive Consultants Russia & CIS
Kienbaum Consultants International Kienbaum Executive Consultants Russia & CIS Our Products and Services 1. The Kienbaum Group Facts The Kienbaum Group Foundation» Since our foundation in 1945, we have
More informationCommunications.» Employer Branding. Becoming an Employer of Choice
Communications» Employer Branding Becoming an Employer of Choice » Recruitment and retention Managers and candidates have different perspectives on the same topic What recruiters think: We are a family-owned
More informationEXECUTIVE SEARCH, INTERIM MANAGEMENT, NON-EXECUTIVE DIRECTORS & CONSULTING
EXECUTIVE SEARCH, INTERIM MANAGEMENT, NON-EXECUTIVE DIRECTORS & CONSULTING division one FACTS & FIGURES With offices in Stuttgart, Munich and Dusseldorf along with our 43 ENEX partner offices all over
More informationOffice Rents map EUROPE, MIDDLE EAST AND AFRICA. Accelerating success.
Office Rents map EUROPE, MIDDLE EAST AND AFRICA Accelerating success. FINLAND EMEA Office Rents H2 212 NORWAY Oslo 38.3 5.4% 7.% 295, SWEDEN Stockholm 44.7 4.5% 3.% 5, Tallinn 13.4 44,2 21. 5.25% 1.% 12,
More informationLARGE OFFICE SPACE Where to find 5,000 sq m in Europe
EMEA Office July 2015 LARGE OFFICE SPACE Where to find 5,000 sq m in Europe HIGHLIGHTS The availability of large office premises has reduced by 12% year-on-year Choice is limited - only 19% of options
More information» HR 4 HR. Kienbaum Management Consultants. Professionalizing HR functions through competence development and more attractive career prospects
Kienbaum Management Consultants» HR 4 HR Professionalizing HR functions through competence development and more attractive career prospects Kienbaum Study 2014 1 This study was produced in cooperation
More informationIndustry Service Line 9 ABeam Consulting has developed a proprietary network utilizing the strengths of being Asia based. We provide service that fits the local conditions to clients in every region and
More informationGlobal Real Estate Outlook
Global Real Estate Outlook August 2014 The Hierarchy of Economic Performance, 2014-2015 China Indonesia India Poland South Korea Turkey Australia Mexico United Kingdom Sweden United States Canada South
More informationCargo Sales & Service Presentation
Cargo Sales & Service Presentation Who is Air Logistics Group? Established in 1994 One of the world s leading cargo sales and service companies 55 offices spanning 32 countries and over 200 employees worldwide
More information» Kienbaum Japan Executive Search
» Kienbaum Japan Executive Search 1 Executive Search People. Performance. Profit. 2 Executive Search » Kienbaum Executive Search: Human Values for Business Kienbaum stands for a holistic approach to HR
More informationHuman Resources Specialty Practice. www.stantonchase.com
Human Resources Specialty Practice www.stantonchase.com Established in 1990, Stanton Chase has grown to be ranked among the leading global executive search firms as rated by all major industry market research
More informationRoland Berger Strategy Consultants and Tata Strategic Management Group: Your partners for business in India and Europe
Roland Berger Strategy Consultants and Tata Strategic Management Group: Your partners for business in India and Europe "Change, it is said, is the only constant in life; and business, it seems, is no exception
More informationMAKING YOUR PROJECTS REAL SOCIETE GENERALE EQUIPMENT FINANCE AT A GLANCE
2013 MAKING YOUR PROJECTS REAL SOCIETE GENERALE EQUIPMENT FINANCE AT A GLANCE Our profile We, Societe Generale Equipment Finance, are part of the French banking group Societe Generale and are a leading
More informationAutomotive Suppliers Survey
The outlook for 2014 remains optimistic. The key to success will be innovation and R&D, the key to survive will be skilled labour. Automotive Suppliers Survey Slovakia, 2014 Consultancy firm PwC in cooperation
More informationManaging the IT cost challenge
1 Competence Center InfoCom 2 I. Entering the next round of IT cost reduction The economic downturn has forced companies to dramatically reduce their production capacity and to lay off staff in both operational
More informationTHINK Global: Risk and return
Changing context of real estate returns in a globalised world Data generating art This document is solely for the use of professionals and is not for general public distribution. Using data from Fig.1
More informationInternational Health Solutions. Worldwide Healthcare Plan
Worldwide Healthcare Plan 37 subsidiaries Argentina, Austria, Bahamas, Belgium, Brazil, Canada, Chad, Chile, China, Congo, Czech Republic, France, French Polynesia, Germany, Greece, Hungary, India, Ireland,
More informationGlobal Pricing Study 2011: "Weak pricing cuts profits by 25%" Short summary
Global Pricing Study 2011: "Weak pricing cuts profits by 25%" Short summary August 2011 Bonn Office Haydnstr. 36, 53115 Bonn, Germany Tel.: +49 228 9843-351, fax: +49 228 9843-380 e-mail: bonn@simon-kucher.com
More informationConsumer Credit Worldwide at year end 2012
Consumer Credit Worldwide at year end 2012 Introduction For the fifth consecutive year, Crédit Agricole Consumer Finance has published the Consumer Credit Overview, its yearly report on the international
More informationCEE Insurance Services
CMS_LawTax_CMYK_28-100.eps CEE Insurance Services Supporting your business in Central and Eastern Europe 2010 Focus on the Insurance sector The insurance market across CEE is ever-evolving, which means
More informationOffshore outsourcing of business services Threat or Opportunity
Siemens Business Services Offshore outsourcing of business services Threat or Opportunity Presentation by Elie Cohen Chief Executive Officer Siemens Business Services France Agenda for the next 20 minutes
More informationATOSS Software AG Excellence in Workforce Management Presentation January 30, 2015. 1 Christof Leiber, Member of the Board, ATOSS Software AG
ATOSS Software AG Excellence in Workforce Management Presentation January 30, 2015 1 Christof Leiber, Member of the Board, ATOSS Software AG 01 Business model and developments 2006 2014 02 ATOSS growth
More informationATOSS Software AG Excellence in Workforce Management. 1 Christof Leiber, Member of the Board, ATOSS Software AG
ATOSS Software AG Excellence in Workforce Management 1 Christof Leiber, Member of the Board, ATOSS Software AG 01 Business model and developments 2006 2014 and first half of 2015 02 ATOSS growth strategy
More informationInformation Technology
Information Technology www.cms-hs.com Our expertise in the IT sector Experience and industry knowledge you can rely on The information and communications age is witnessing the rapid emergence of new content
More informationFleet Logistics and TÜV SÜD in strategic partnership
Press release Fleet Logistics and TÜV SÜD in strategic partnership to create major international fleet business Leading pan European fleet management specialist, Fleet Logistics, has announced a strategic
More informationINVITATION EXCLUSIVE INTRODUCTION
INVITATION EXCLUSIVE INTRODUCTION eurobrandforum 21 January 2014, Bucharest Austrian Embassy Romania Commercial Section Speaker KommR DI Dr. Gerhard Hrebicek, MBA President European Brand Institute Mag.
More informationNewsletter International
Executive Search Newsletter International Brazil» Greeting» Team, Competencies» Selected Recent Placements» News» Kienbaum in the Press» Announcements» Contacts Kienbaum Executive Search Newsletter International
More informationDiscover our combined power
Discover our combined power YOUR PREFERRED PARTNER IN MOVING AND LOGISTICS Gosselin Moving, constantly caring. Whether moving your home across the street or relocating a factory around the world, we take
More informationSUPPLY, DEMAND, ENERGY AND LOCATION: THE FOUR PILLARS TO SUCCESS
SUPPLY, DEMAND, ENERGY AND LOCATION: THE FOUR PILLARS TO SUCCESS DC RADAR The second edition of the Arcadis European Data Centre Radar, produced in conjunction with ixconsulting, is based upon extensive
More informationOpportunities for Action. Achieving Success in Business Process Outsourcing and Offshoring
Opportunities for Action Achieving Success in Business Process Outsourcing and Offshoring Achieving Success in Business Process Outsourcing and Offshoring The list of companies that have launched efforts
More informationManpower Employment Outlook Survey Singapore Q3 2014. A Manpower Research Report
Manpower Employment Outlook Survey Singapore Q3 14 A Manpower Research Report Contents Q3/14 Singapore Employment Outlook 2 Sector Comparisons Global Employment Outlook 6 International Comparisons - Asia
More informationTop Executive Search & Strategic HR Consulting
Top Executive Search & Strategic HR Consulting 2013 2012 Agenda 1. Introduction 2. Executive Search and Board Services 3. Value Introduction History and Philosophy Founded in 2000 by Norbert Markut (Master
More informationImproved Outlook? French Manufacturing Competitiveness Radar 2014/2015. Paris, March 2015
Improved Outlook? French Manufacturing Competitiveness Radar /2015 Paris, March 2015 Roland Berger's manufacturing Competitiveness Radar We are proud to present you the third edition of our survey on French
More informationOpportunities for Action in Financial Services. Growing Profits Under Pressure: Integrating Corporate and Investment Banking
Opportunities for Action in Financial Services Growing Profits Under Pressure: Integrating Corporate and Investment Banking Growing Profits Under Pressure: Integrating Corporate and Investment Banking
More informationEuropean SME Export Report - FRANCE Export / import trends and behaviours of SMEs in France
SOUS EMBARGO JUSQU AU 8 JUILLET A 8H00 European SME Export Report - FRANCE Export / import trends and behaviours of SMEs in France July 2015 European SME Export Report Small and medium-sized enterprises
More informationTHE HUDSON REPORT HONG KONG EMPLOYMENT AND HR TRENDS OCTOBER - DECEMBER 2011 FROM GREAT PEOPLE TO GREAT PERFORMANCE
THE HUDSON REPORT EMPLOYMENT AND HR TRENDS OCTOBER - DECEMBER 2011 HONG KONG FROM GREAT PEOPLE TO GREAT PERFORMANCE INTRODUCTION The Hudson Report is an established and highly respected publication, based
More informationSUPPLY, DEMAND, ENERGY AND LOCATION: THE FOUR PILLARS TO SUCCESS
SUPPLY, DEMAND, ENERGY AND LOCATION: THE FOUR PILLARS TO SUCCESS DC RADAR The second edition of the Arcadis European Data Centre Radar, produced in conjunction with ixconsulting, is based upon extensive
More informationOutlook for European Real Estate in 2013. Mark Charlton, Head of Research & Forecasting
Outlook for European Real Estate in 2013 Mark Charlton, Head of Research & Forecasting Tuesday 20 th November 2012 Europe - uncertainty continues to buffet sentiment Oct 06 Oct 07 Oct 08 Oct 09 Oct 10
More informationSecuring the best real estate professionals for your business
Securing the best real estate professionals for your business The power of people Offices globally About Cobalt Recruitment Cobalt Recruitment was set up in London over a decade ago to provide specialist
More informationEMEA Office MarketView
EMEA Office MarketView 2014 CBRE Global Research and Consulting EMEA PRIME YIELD 7.9 BPS EU-28 VACANCY RATE 0.02 PP EMEA PRIME RENT 0.3% EMEA CAPITAL VALUE 1.8% TAKE-UP 17% TAKE-UP STILL SUBDUED BUT SOME
More informationKey contacts. EMEA Investor Intentions Survey 2015. www.cbre.eu. CBRE Research
Key contacts For more information about this regional special report, please contact: Michael Haddock Senior Director, EMEA Research t: +44 7 182 3274 e: michael.haddock@cbre.com For more information regarding
More informationThe CPO (Chief Procurement Officer) Agenda 2014. Summary of study results. January 2014
The CPO (Chief Procurement Officer) Agenda 2014 Summary of study results January 2014 Management summary (1/3) Study background and objectives > Companies are acting in an increasingly VUCA world (volatile,
More informationThe Future of HR in Europe Key Challenges Through 2015
The Future of HR in Europe Key Challenges Through 2015 The Future of HR in Europe 1 Executive Summary Companies in Europe will face five particularly critical HR challenges in the near future: managing
More informationTHE TALENT SHORTAGE CONTINUES HOW THE EVER CHANGING ROLE OF HR CAN BRIDGE THE GAP
THE TALENT SHORTAGE CONTINUES HOW THE EVER CHANGING ROLE OF HR CAN BRIDGE THE GAP EXECUTIVE SUMMARY ManpowerGroup s ninth annual Talent Shortage Survey found 36% of employers globally report talent shortages
More informationSteinbach & Partner Executive Consultants
Steinbach & Partner Executive Consultants Driven by Vision www.steinbach-partner.com Steinbach & Partner The wider view We...... are working in Executive Search and Management Consulting since 1984...
More informationIAB Adex Benchmark 2012 Daniel Knapp, IHS Electronics & Media
IAB Adex Benchmark 2012 Daniel Knapp, IHS Electronics & Media ABOUT THE STUDY 2 3 A meta-analysis of online ad spend in Europe GROSS NET RATECARD Revenue Billed Revenue Billed No Agency commissions Campaigns
More informationEMEA Rents map RETAIL 2012. Accelerating success.
EMEA Rents map RETAIL 2012 Accelerating success. EMEA Retail Rents Q1 2012 NORWAY Oslo 154 q 110 q SWEDEN Stockholm 151 tu 146 tu 170 N/A 5.40% tu 140 N/A Helsinki Tallinn 29 p 44 tu FINLAND ESTONIA Saint
More informationEMEA Investor Intentions Survey 2015
EMEA Investor Intentions Survey 1 CBRE Research B INVESTOR INTENTIONS SURVEY 1 EMEA INVESTOR INTENTIONS SURVEY 1 EMEA 1 Executive summary Real Estate investors intentions in 1 Western Europe is the region
More informationIndian E-Retail Congress 2013
The Retail Track The Omni Channel Retail Supply Chain Indian E-Retail Congress 2013 Subhendu Roy Principal Consumer Industries and Retail Practice 15 February, 2013 Disclaimer This document is exclusively
More informationEuropean Service Provider Performance & Satisfaction (SPPS) Study 2009-2010
A Research Report by EquaTerra European Service Provider Performance & Satisfaction (SPPS) Study 2009-2010 Management Summary Get to what matters. Introduction Each year, EquaTerra undertakes an investigation
More informationMeeting- & EventBarometer Germany 2013/14
Meeting- & EventBarometer Germany 2013/14 The Germany-based study of the congress and events market Press conference 20 May 2014 IMEX Frankfurt Introduction Method Online survey in March/April 2014 ca.
More informationTHE CONNECTION TO THE FUTURE
THE CONNECTION TO THE FUTURE CSC is a world leader in next generation IT business solutions and services. As a leading IT corporation, we and our experienced industry experts understand the individual
More informationEmployer Perspectives on Social Networking: Global Key Findings
Employer Perspectives on Social Networking: Global Key Findings people technology A Manpower Survey Social Networking: Managing the Next Workplace Transformation A new generation, steeped in the rules
More informationEurope s Most Dynamic Cities. City Momentum Index March 2015
Europe s Most Dynamic Cities City Momentum Index March 2015 Europe s most dynamic cities The combined forces of urbanisation, globalisation and technology are recasting the commercial geography of real
More informationCHINA SALARY GUIDE 2015 1
CHINA SALARY GUIDE 2015 1 morganmckinley.com.cn 2 MANAGING DIRECTOR S LETTER The majority (82%) of Mainland China s professionals have seen their annual salaries increase. However, these increases vary
More informationBridgestone Europe HR Transformation. Martha C. White, Vice President, Human Resouces & CSR Bridgestone EMEA 9 September, 2015
Bridgestone Europe HR Transformation Martha C. White, Vice President, Human Resouces & CSR Bridgestone EMEA 9 September, 2015 Agenda Introductions Personal Introduction Bridgstone Europe: Who we are and
More informationThe 2013 Supply Chain Agenda
The 2013 Supply Chain Agenda Time to go beyond the traditional supply chain optimization projects 5 th Edition Prepared and edited by: Erik Koperdraat Kris Dieteren Capgemini Consulting The Netherlands
More information2012 HAYS SALARY GUIDE SHARING OUR EXPERTISE. Salary and recruiting trends across Asia
2012 HAYS SALARY GUIDE SHARING OUR EXPERTISE Salary and recruiting trends across Asia SECTOR OVERVIEW CHINA Given the continued success of a variety of industries in China, and the overwhelming prosperity
More informationSunGard Best Practice Guide
SunGard Best Practice Guide What Number Should I Use? www.intercalleurope.com Information Hotline 0871 7000 170 +44 (0)1452 546742 conferencing@intercalleurope.com Reservations 0870 043 4167 +44 (0)1452
More informationGreater than the Sum of its Parts: Professionalizing the Supervisory Board
Greater than the Sum of its Parts: Professionalizing the Supervisory Board Jörg Thierfelder and Michael Ensser In the current business environment, supervisory boards are responding to significantly higher
More informationEuropean office market recovery continues but at varying speeds
The Jones Lang LaSalle Office Property Clock Q2 2013 European office market recovery continues but at varying speeds European Prime Office Rental Index continues upward trend Aggregate European leasing
More informationQuestions and Answers concerning innovative Human Resources Management
Questions and Answers concerning innovative Human Resources Management Shortage of Skilled Professionals and Managers, Demographic Changes, Social Media Within the context of my business objectives, what
More informationTOWARDS PUBLIC PROCUREMENT KEY PERFORMANCE INDICATORS. Paulo Magina Public Sector Integrity Division
TOWARDS PUBLIC PROCUREMENT KEY PERFORMANCE INDICATORS Paulo Magina Public Sector Integrity Division 10 th Public Procurement Knowledge Exchange Platform Istanbul, May 2014 The Organization for Economic
More informationLuxeMbOurG Trading CenT re LisT Annex 1 to the special terms and conditions for securities transactions Valid as from 1 september 2011
Luxembourg Annex 1 to the Special terms and conditions for securities transactions Valid as from 1 September 2011 In order to achieve the best possible result in executing security orders, the bank has
More informationSalary Guide 2012 Czech 2012 Republic
Executive recruitment speciaists Salary Guide 2012 Czech 2012 Republic reedglobal.cz reedglobal.com.cz Market Overview The new year saw the agenda for many companies in the Czech Republic revolve around
More informationRetirement Readiness. OECD/IOPS GLOBAL FORUM ON PRIVATE PENSIONS - Sydney Nov 2-3
Retirement Readiness OECD/IOPS GLOBAL FORUM ON PRIVATE PENSIONS - Sydney Nov 2-3 Brigitte Miksa, Head of International Pensions, Allianz Global Investors AG November 2010 New funded pension schemes shape
More informationOpportunities for Action in Financial Services. Transforming Retail Banking Processes
Opportunities for Action in Financial Services Transforming Retail Banking Processes Transforming Retail Banking Processes The retail banking environment is undergoing major change. Retail banking customers
More informationFleet Logistics partners with AlertDriving to offer online driver training and risk assessment
Fleet Logistics partners with AlertDriving to offer online driver training and risk assessment Europe s largest independent fleet management provider, Fleet Logistics, has entered into a strategic partnership
More informationRPO ASIA RECRUITMENT PROCESS OUTSOURCING. Baker s Dozen. Customer Satisfaction Ratings RPO PROVIDERS 2010 Winner
RPO ASIA RECRUITMENT PROCESS OUTSOURCING Baker s Dozen Customer Satisfaction Ratings RPO PROVIDERS 2010 Winner Hudson RPO Asia is proud to be the winner of a number of industry rated awards including:
More informationPöyry Point of View: Shaping the next future. How will Lancashire shale gas impact the GB energy market?
Pöyry Point of View: Shaping the next future How will Lancashire shale gas impact the GB energy market? Why are people interested in shale gas? Shale gas production in the US is massive, exceeding 2bcm
More informationNo. 1 Choice for Europe s Leading Brands e-recruitment
Recognised as a leader in e-recruitment software by: No. 1 Choice for Europe s Leading Brands e-recruitment StepStone is the world s leading provider of Total Talent Management solutions. Every day StepStone
More informationFuture of HR: implications for Russia
www.pwc.ru/en/hr-consulting January 2014 Future of HR: implications for Russia How are global trends changing HR in Russia and CIS countries? Document Overview Introduction Future of HR 4 Methodology
More informationManpower Employment Outlook Survey Ireland
Manpower Employment Outlook Survey Ireland Q1 215 Country Name Employment Outlook The Manpower Employment Outlook Survey for the first quarter 215 was conducted by interviewing a representative sample
More informationHR - A STRATEGIC PARTNER Evolution in the adoption of Human Capital Management systems
www.wipro.com HR - A STRATEGIC PARTNER Evolution in the adoption of Human Capital Management systems FUTURE READY SYSTEM FOR AN INSPIRED WORKFORCE Anand Gupta, Director, Oracle Cloud Services, Wipro Table
More informationFinancial Crisis. How Firms in Eastern and Central Europe Fared through the Global Financial Crisis: Evidence from 2008 2010
Enterprise Surveys Enterprise Note Series Financial Crisis World Bank Group Enterprise Note No. 2 21 How Firms in Eastern and Central Europe Fared through the Global Financial Crisis: Evidence from 28
More informationGoodbye Spokesperson, Hello Steward
Goodbye Spokesperson, Hello Steward The Transformation of Corporate Communications Once heralded as the seat held by the best storyteller in the company, corporate communications is no longer about amplifying
More informationinterim report 2004June 30, 2004
interim report 2004June 30, 2004 Macroeconomic trends In the first quarter of 2004, the euro-area economy grew 0.6% sequentially. This represented a faster pace of growth than in the previous quarters.
More informationHow international expansion is a driver of performance for insurers in uncertain times
How international expansion is a driver of performance for insurers in uncertain times Accenture Global Multi-Country Operating Model Survey May 2009 Copyright 2009 Accenture. All rights reserved. Accenture,
More informationGLOBAL TREND REPORT IT PROJECT MANAGEMENT OFFICE 2015 OUTLOOK
GLOBAL TREND REPORT IT PROJECT MANAGEMENT OFFICE 015 2015 OUTLOOK A FAST-CHANGING GLOBAL RECRUITMENT MARKET REQUIRING TOUGH CHOICES In line with our commitment to keep professionals working in the IT Project
More informationBRAZIL. 2013 was a slow year in Brazil with just over 2% GDP growth.
BRAZIL 2013 was a slow year in Brazil with just over 2% GDP growth. Compared to 2012, however, Brazilian businesses were better able to anticipate market conditions and respond accordingly. As a result,
More informationTO ASSET AFTER FISCAL
PUBLIC SERVICE: FROM COST TO ASSET AFTER FISCAL CONSOLIDATION Mario Marcel, Deputy Director Public Governance and Territorial Development, OECD Lisbon 24 January 2014 Contents Changes in the fiscal environment
More informationOpportunities for Action in Consumer Markets. To Spend or Not to Spend: A New Approach to Advertising and Promotions
Opportunities for Action in Consumer Markets To Spend or Not to Spend: A New Approach to Advertising and Promotions To Spend or Not to Spend: A New Approach to Advertising and Promotions Trying to outshout
More informationInstitutional Investors and Hungarian Stocks in 2014
Institutional Investors and Hungarian Stocks in 2014 Institutional Investors and Hungarian Stocks in 2014 Capital markets were generally on a roller-coaster ride in 2014, with increased volatility and
More informationSuccessful OWN BRAND MANAGEMENT
1 Successful OWN BRAND MANAGEMENT Roland Berger Strategy Consultants Munich, April 2010 2 Amsterdam Bahrain Barcelona Beijing Berlin Brussels Bucharest Budapest Casablanca Chicago Detroit Düsseldorf Frankfurt
More informationHR Structure and Staff Headcount
HR Structure and Staff Headcount November 2014 kpmg.ru 2 HR Structure and Staff Headcount Introduction Alevtina Borisova Partner, Head of People Services Group, Tax and Legal KPMG Russia and the CIS 2014
More informationExecutive MBA Incoming Students 2013
Executive MBA Incoming Students 2013 Talent and Diversity Snapshot Nationalities Students of 59 different nationalities Cameroon China Mexico Norway Switzerland France Georgia Mali Finland Australia U.S.
More informationTHE ANALYSIS OF PRIVATE HEALTH INSURANCE PENETRATION DEGREE AND DENSITY IN EUROPE
THE ANALYSIS OF PRIVATE HEALTH INSURANCE PENETRATION DEGREE AND DENSITY IN EUROPE Gheorghe Matei, Professor Ph.D University of Craiova Faculty of Economics and Business Administration Craiova, Romania
More informationDTZ Foresight Europe Fair Value Q1 2012 Germany and UK holding firm
Germany and UK holding firm 29 May 2012 Contents Fair value highlights 2 Economic context 3 Market classifications 4 Office market forecasts 5 Retail market forecasts 6 Industrial market forecasts 7 Authors
More informationIE Business School s. www.ie.edu/mbas
IE Business School s s www.ie.edu/mbas WHY AN MBA AT IE BUSINESS SCHOOL? Recognized as one of the world s top business schools by international rankings, IE Business School offers a number of renowned
More informationMADE TO TRADE. Media-Saturn Group Online Strategy
MADE TO TRADE. Media-Saturn Group Online Strategy Aschaffenburg 26 July 2011 METRO AG 2011 Disclaimer and Notes To the extent that statements in this presentation do not relate to historical or current
More informationGLOBAL TREND REPORT HUMAN RESOURCES 2015 OUTLOOK
GLOBAL TREND REPORT HUMAN RESOURCES 015 2015 OUTLOOK ECONOMIC GROWTH & ORGANISATIONAL CHANGE CREATING NEW OPPORTUNITIES By and large the market for human resources professionals has improved with the economic
More informationBEST EXECUTION POLICY
BEST EXECUTION POLICY In Prague on 9 th December 2015 TABLE OF CONTENT 1. Introductory provisions 2. Markets where the Company executes customer's instructions 3. Instructions 4. Strategy for executing
More informationGlobal business needs a global partner
Global business needs a global partner Bespoke business banking on an international scale Corporate Banking The global business experts Riga Saint Petersburg Moscow London Amsterdam Minsk Warsaw Brussels
More informationThe Legal Protection Insurance Market in Europe. October 2013
The Legal Protection Insurance Market in Europe October 2013 The Legal Protection Insurance Market in Europe October 2013 In its latest publication RIAD, the International Association of Legal Protection
More informationSuccessful Performance Management in Financial Industries
Questionnaire Digital Transformation and Regulatory Requirements Successful Performance Management in Financial Industries March 2015 Competence Center Financial Industries Introduction Need for Transformation
More informationEUROPE S MOST DESIRABLE LOGISTICS LOCATIONS
EUROPE S MOST DESIRABLE LOGISTICS LOCATIONS Logistics Facility User Survey 2013 Introduction Europe has a larger population and a higher combined Gross Domestic Product (GDP) than the U.S., yet it has
More information