STAFFING AND SERVICES 2009 SURVEY

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1 STAFFING AND SERVICES 2009 SURVEY

2 TABLE OF CONTENTS I. strategy + tactics: the evolvig hr role 2 II. about this report 4 III. Key FIdIgs 6 Iv. workforce overview 8 v. turover 12 vi. hr departmet structure 14 vii. hr departmet resposibilities ad services 23 viii. who hadles payroll? 26 IX. hr techology ad outsourcig 28 X. hr staffig levels 33 XI. demographics 37 XIII. survey Istrumet 39 XIv. about willis 41 Xv. hr techology ad outsourcig 43 XvI. use of maager ad/or employee self-service 45

3 STRATEGY + TACTICS: THE EVOLVING HR ROLE Staffig ad Services 2009 Survey

4 STRATEGY + TACTICS: THE EVOLVING HR ROLE It s bee said may times ad for good reaso: employees are a orgaizatio s greatest asset. Their skills, time ad talets uderpi ad drive orgaizatioal success across all areas, so the ability to attract, motivate ad retai the most qualified ad productive employees is a critical factor i the survival of ay orgaizatio. Successful orgaizatios develop a huma capital strategy aliged to overall busiess objectives, ad may HR departmets have evolved over the past couple of decades to become strategic busiess parters i that effort. At forward-thikig orgaizatios, HR is beig tasked with: Leadership ad orgaizatioal developmet Developig ad deployig a powerful employee value propositio that eables the compay to better attract ad retai the ecessary workforce Providig a clear lie of sight to busiess goals ad objectives by tyig pay to performace Beig ivolved at the start of major orgaizatioal chages, such as mergers ad acquisitios Proactively parterig with lie maagemet At the same time, most HR teams remai resposible for traditioal trasactioal ad operatioal resposibilities, such as recruitmet ad selectio, employee relatios, traiig ad developmet, ad compesatio ad beefits. Icreasigly, much of this trasactioal work is beig outsourced completely, or hadled i-house more effectively through techology ad shared service ceters, allowig huma resource professioals to focus o more strategic iitiatives. But with all this talk of deliverig strategic huma resource maagemet, HR professioals must remember their chief customers may be top maagemet, but HR must be a advocate for the employees as well. HR professioals face a broad challege: effectively playig a strategic role while esurig tactical eeds are met. The HR role has ever bee more cetral to orgaizatioal success. It has also ever bee so complicated. Willis North America 3

5 ABOUT THIS REPORT Staffig ad Services 2009 Survey

6 ABOUT THIS REPORT HR Parter, the HR Cosultig arm of Willis, coducted a survey i late 2009 about HR staffig ad how HR resposibilities ad fuctios are hadled. We cotacted subscribers to Willis HR Focus olie ewsletter. A web-based platform was utilized to collect, measure ad aalyze data. Complete resposes were received from 708 orgaizatios of varyig sizes, idustries ad geographic locatios: 58% of survey respodets represeted compaies with 249 or fewer employees; 26% represeted employers with 250 to 999 employees; ad 16% represeted those employers with 1,000 or more employees. The survey captured a ofte overlooked group small to mid-size orgaizatios as 243 respodets came from compaies with fewer tha 100 employees. The objective of this survey is to provide a better uderstadig of how HR is structured ad how it cotributes to the orgaizatio. We examied four key issues: Orgaizatioal workforce ad turover HR departmet structure HR departmet resposibilities ad service HR techology ad outsourcig We also asked how HR departmets are staffed to hadle these issues. This report aalyzes the survey results. I most cases percetages have bee rouded to whole umbers. The cofidece iterval is 95% +/- 10%. Willis North America 5

7 KEY FINDINGS Staffig ad Services 2009 Survey

8 KEY FINDINGS ORGANIZATIONAL WORKFORCE AND TURNOVER The use of part-time employees was ot prevalet amog survey respodets, with oly 11% of the total workforce beig cosidered part time. Volutary turover (10.9%) remais slightly higher tha ivolutary turover (9.1%), eve though the curret state of the ecoomy would suggest otherwise. HR DEPARTMENT STRUCTURE More orgaizatios appear to uderstad the strategic importace of HR ad iclude HR as part of top maagemet: 76% of all respodets stated that the top HR professioal at their orgaizatio reports ito the C-Suite, with 56% reportig directly to the CEO or presidet. Orgaizatios have shifted to a cetralized HR fuctio, with 77% of all respodets reportig this type of HR structure. The use of HR specialists is prevalet i orgaizatios with 500 or more employees, while smaller orgaizatios are depedet o HR geeralists that ca hadle a multitude of HR resposibilities. The majority of HR specialists work i positios that are admiistrative/clerical or professioal. They mostly specialize i beefits, recruitmet or traiig ad developmet. Geeralists hold the majority of maagerial ad HR executive positios. HR DEPARTMENT RESPONSIBILITIES AND SERVICES HR still seems to play a limited role i strategic plaig, with oly 45% of respodets reportig this as a activity HR performs for the orgaizatio. HR geeralists sped oly 3% of their time o strategic plaig activities. HR TECHNOLOGY AND OUTSOURCING hr staffig ratios the old stadard of oe hr employee for every 100 total employees has log bee outdated. I fact, orgaizatios with 100 or more employees report o average oe hr Fte for every 144 employees. With the exceptio of payroll, HRIS (basic demographic ad employee iformatio), time ad attedace ad HR reportig, may HR activities are still hadled maually i-house. The use of employee ad maager self-service systems cotiues to be limited to larger orgaizatios ad eve amog them is ot widespread. Willis North America 7

9 WORKFORCE OVERVIEW Staffig ad Services 2009 Survey

10 WORKFORCE OVERVIEW HR staffig levels are typically determied by several factors, icludig employee headcout, the propesity for turover at the orgaizatio, uio status ad the umber of locatios. Uderstadig the makeup of the workforce is key to drawig a accurate picture of HR resposibilities ad staffig eeds. Table 1: Workforce Overview < to to to to 999 > 1,000 All Average employee headcout Average umber of FTEs? Aswered Questio Table 1 provides a breakdow of the 708 survey participats by size, icludig average umber of employees ad average umber of full-time equivalets (FTEs). Table 2 shows the average umber of locatios ad states broke out by employer size. Predictably, the larger orgaizatios reported the broader geographic spread. Later i the survey fidigs we will discuss the impact of size ad geography o HR staffig. Table 2: States ad Locatios < to to to to 999 > 1,000 All States Locatios Willis North America 9

11 The use of part-time employees amog respodets was omial 11% reported regular part-time positios, while 89% said all staff was cosidered full-time. This was somewhat surprisig, give the fact that creatig flexible work arragemets cotiues to surface as a way for employers to address several social ad ecoomic treds impactig busiess today: Addressig work-life balace has become icreasigly importat ad part-time hours offer optios i that regard. Part-time work appeals to segmets of our multi-geeratioal workforce, especially baby boomers who may be hopig to retire, but because of fiacial difficulties i the ecoomic dowtur must stay i the workforce. The recessio has forced may orgaizatios to take cost-cuttig actios, such as layoffs. Reducig hours would seem to be a way to cut overhead while maitaiig employee skills ad kowledge. I additio, we foud little use of cotiget workers (idepedet cotractors ad seasoal employees) amog survey participats; 176 respodets reported usig seasoal workers ad o average hirig 141 per year. Idepedet cotractors were used by 275 orgaizatios, who hired o average 34 idepedet cotractors per year. The use ad umber of cotiget workers icreased with the size of the orgaizatio. BREAKOUT OF WORKFORCE BY STATUS FULL-TIME: EXEMPT (40%) FULL-TIME: NON-EXEMPT (49%) PART-TIME: NON-EXEMPT (10%) PART-TIME: EXEMPT (1%) Willis North America 10

12 Most of the participatig orgaizatios (85%), as idicated i Table 3, reported they did ot have a uio eviromet, meaig oe less resposibility for the HR Departmet. Table 3: Uio Represetatio < to to to to 999 > 1,000 All No employees are uioized 94% 86% 89% 80% 78% 73% 85% 5% or less 1% 1% 1% 1% 4% 5% 2% 5% to 9% 0% 0% 1% 2% 0% 2% 1% 10% to 24% 0% 2% 3% 4% 4% 6% 3% 25% to 49% 1% 3% 1% 0% 2% 5% 2% 50% to 74% 1% 8% 4% 10% 6% 4% 5% 75% to 100% 3% 0% 2% 3% 6% 5% 3% Aswered Questio Willis North America 11

13 TURNOVER Staffig ad Services 2009 Survey

14 TURNOVER addressig causes of turover turover rates usually decrease durig times of high uemploymet, but hr departmets should be proactive i preparig for a tur i the ecoomic climate. addressig retetio issues ow will help compaies maitai valuable employees later. while it is impossible to cotrol all the factors cotributig to employee turover, hr ca take steps to reduce it. track reasos for turover i order to target strategies for lowerig volutary turover. coduct exit iterviews followig all volutary termiatios to better uderstad why employees are leavig. create a effective ad well commuicated employee value propositio that icludes competitive compesatio ad beefits, as well as recogitio ad rewards, timely performace appraisals ad opportuities for professioal growth. esure two-way commuicatio: maagers should be ecouraged to get to kow their employees, liste to employees ad ecourage upward commuicatio. develop ad deploy a comprehesive o-boardig process to esure employees uderstad the orgaizatio ad the value they brig. Turover refers to employees' permaet separatio from a orgaizatio. Ivolutary separatios or discharges are employeriitiated ad ca occur for reasos ragig from employee miscoduct or performace to ecoomic coditios. Volutary separatios are employee-iitiated ad fall ito two categories: uavoidable or avoidable. Uavoidable separatios occur, for example, whe a employee resigs to retire or take care of family obligatios. Avoidable separatios result from a employee's dissatisfactio with maagemet philosophy, compesatio, the job itself or the work eviromet. Turover ca ever be elimiated. I fact some degree of turover is helpful because it opes up opportuities for ew workers ad iteral promotios. The sheddig of disegaged, poor performers ca be especially beeficial. Turover of course ca be costly, as it may mea a icrease i recruitmet ad traiig costs ad lost productivity ad kowledge. I part, turover reflects ecoomic coditios. Whe the ecoomy is healthy, volutary turover teds to rise, as employees are eticed by a active job market. I tougher times, we see a icrease i ivolutary turover. For example 7.6 millio people have lost their jobs sice the recessio started i December 2007, accordig to the Jauary 8, 2010 BLS Employmet Situatio Summary. Not all respodets aswered our questios about aual turover. Of the 565 that did, 34 compaies reported zero turover ad the remaiig compaies reported a average turover of 20%. Amog the respodets that oted both volutary ad ivolutary turover, 54.5% was attributable to volutary turover (average volutary rate of 10.9%) ad 45.5% to ivolutary (average ivolutary turover rate of 9.1%). We expected to see a higher umber of ivolutary separatios, give the umber of layoffs that have occurred over the last two years. However, the higher percetage of volutary turover could reflect the efforts of orgaizatios takig advatage of the recessio to pursue top talet at a lower cost. Turover caot be elimiated etirely, but it ca be cotrolled ad to that ed, trackig turover is critical to the early discovery of treds. Uderstadig leaver behavior is critical for orgaizatios as they look to make adjustmets i maagemet strategies or total reward offerigs. Oce cotrollable causes are idetified, more cocrete steps ca be take to lower turover ad its resultig costs. Willis North America 13

15 HR DEPARTMENT STRUCTURE Staffig ad Services 2009 Survey

16 HR DEPARTMENT STRUCTURE No two huma resource departmets are structured exactly the same. They rage from sigle persoel admiistrators i small compaies to teams of specialists at larger firms. Fuctios rage from primarily admiistrative work to participatio i all aspects of corporate decisio makig. The reportig structure ad locatio of HR staff is greatly iflueced by the size of the orgaizatio, the umber of locatios ad the compay s overall busiess strategy. Orgaizatios should uderstad that o matter the umber ad locatio of HR staff, their HR resources must be structured i a way that allows HR to deliver o actioable ad measurable HR goals that are aliged to the compay s strategy. WHO DOES HR REPORT TO? At top performig orgaizatios, HR has a seat at the executive table. HR is viewed as a critical fuctio ad reports directly ito the orgaizatio s top executive. However, reportig lies are ot the oly factor ivolved i makig sure that HR has the support eeded to do its job. For HR to be effective i a strategic role, the perso to whom the HR leader reports should: Support ad help to drive HR iitiatives Parter strategically with HR by ivolvig them i critical busiess decisios Esure effective two-way commuicatio See the importace of aligig HR strategies with busiess objectives Uderstad the huma capital practices ecessary to drive superior performace I may cases, the role of the CFO is to cotrol ad cut costs, while the role of the CEO/presidet is to drive iitiatives ad create a visio for the orgaizatio. It appears that HR would be positioed better as a strategic parter uder the CEO/presidet. Accordig to survey respodets the majority (56%) reported that the top executive i their HR departmet reports to the CEO ad/or presidet of the orgaizatio, o matter the size of the orgaizatio. 76% OF ALL RESPONDENTS STATED THAT THE TOP HR PROFESSIONAL AT THEIR ORGANIZATION IS REPORTING TO THE C-SUITE WITH 56% REPORTING DIRECTLY TO THE CEO/PRESIDENT. CEO/PRESIDENT (56%) CFO (16%) COO (5%) SENIOR VICE PRESIDENT OR EQUIVALENT POSITION (5%) VICE PRESIDENT OR EQUIVALENT LEVEL POSITION (5%) DIRECTOR OR EQUIVALENT LEVEL POSITION (3%) OTHER (10%) A umber of respodets (10%) selected other as the perso the top HR executive reports to. These respodets stated that HR reported to the cotroller, legal cousel, ower, area maager or that the orgaizatio simply had o HR departmet. Willis North America 15

17 shared services although we did ot address shared services i this survey, icreasig umbers of orgaizatios are establishig hr service ceters. primarily used i larger orgaizatios or those orgaizatios with multiple locatios, these ceters cosolidate trasactioal fuctios such as beefits admiistratio, payroll processig ad leave admiistratio at a cetralized locatio. orgaizatios that have set up hr service ceters report several beefits: lower trasactioal cost Improved operatig efficiecy hr professioals have more time to provide more strategic support higher comfort level tha if the services were outsourced better customer service with a team of professioals that are experts i employee matters Field hr may be resistat to the cetralizatio of these fuctios, but i may cases these chages ope opportuities for hr professioals to take o a more proactive role as strategic busiess parters. by elimiatig the trasactioal work, the hr professioal is better positioed to work o strategic iitiatives ad focus o talet maagemet. CENTRALIZATION VS. DECENTRALIZATION I a typical cetralized HR structure, corporate headquarters sets the HR strategic directio, establishes policies ad procedures, ad uses the collective group for purchasig power. I a decetralized operatio, HR reports ito the local/regioal maagemet ad may or may ot have a dotted lie to a corporate HR departmet. Some compaies combie the two i a hybrid or matrix orgaizatio, where HR has a dual rather tha sigle chai of commad, reportig ito both the local/regioal operatios ad to corporate HR. Some large orgaizatios use a shared-services uit located i the corporate headquarters or other cetralized locatio. Historically we have see orgaizatios shift back ad forth betwee cetralizatio ad decetralizatio i regard to may fuctios, icludig HR. A cetralized approach offers cost savigs by reducig headcout ad duplicatio of effort i the field. However, some HR leaders fid they lose touch with employees whe HR staff is ot i the field, ad HR caot work as strategically with lie maagers whe they are ot i the mix every day. I today s ecoomy, we see a expected shift toward cetralizatio, as orgaizatios look for ways to cut headcout. I additio, with advacemets i collaborative techology, such as istat messagig, video coferecig ad applicatio sharig, may feel that HR s physical locatio matters less. Locatio is less of a cosideratio i hirig i geeral, as orgaizatios seek out top talet regardless of address. Willis North America 16

18 Table 4 provides a breakout of the results based o structure ad compay size. Accordig to survey respodets, regardless of size, most orgaizatios (77%) use a cetralized structure while oly 4% use a decetralized structure. Hybrid structures were more prevalet i larger orgaizatios: 25% of orgaizatios with 1,000 or more employees reported a mix of corporate HR ad field HR staff. Orgaizatios with less tha 100 employees averaged two or fewer HR staff members, so either approach was applicable to their orgaizatio. Table 4: HR Reportig Structure < to to to to 999 > 1,000 All Cetralized: All report/roll-up ito corporate HR Decetralized: All report ito various busiess uits/divisios ad there is ot Corporate HR fuctio Mix: We have a mix of corporate HR ad Field HR staff that report ito busiess uits/divisios 71% 68% 86% 82% 80% 71% 77% 4% 5% 4% 4% 2% 2% 4% 4% 5% 4% 12% 13% 25% 10% Other 21% 22% 7% 2% 5% 2% 10% Aswered Questio Willis North America 17

19 HR GENERALIST AND SPECIALIST As orgaizatios ask more of their HR staff, they eed to make sure their HR team has the right competecies ad capabilities to deliver o their strategy. This begs the questio: HR geeralist vs. HR specialist? A HR specialist typically focuses o oe or two key fuctioal HR resposibilities, such as recruitmet, beefits, compesatio or labor. A geeralist may focus o the bigger picture or juggles all HR fuctios. With so may orgaizatios movig to cetralizig ad outsourcig certai HR fuctios, we have see a reductio i the umber of HR specialists ad a rise i the umber of geeralists. The recessio has also pushed HR departmets i that directio. Whe HR teams are thied i cost-cuttig moves, orgaizatios ted to retai HR employees who ca hadle diverse HR resposibilities. Whe specialized eeds arise, they may be more likely to hire cosultats rather tha add HR specialists to the payroll. The size of the orgaizatio also plays a role i determiig the umber of geeralists ad specialists. Smaller compaies rely o smaller HR staffs, creatig a greater eed for geeralized kowledge of various HR fuctios. Not surprisigly, i orgaizatios with 250 employees or less, HR geeralists prevail. Amog orgaizatios with 500 or more employees, 74% report a mix of geeralists ad specialist. See Table 5. hr geeralist or specialist: who has the greatest Impact ad opportuity? the aswer lies i whether you would rather avigate the battleship or build ad maitai the egie turbies. both are vital ad crucial tasks for smooth sailig. my experiece has revealed that hr geeralists typically prefer to see the big picture throughout a orgaizatio, with a variety of touch poits ledig to the persoalizatio of hr. I today s workforce, where everyoe is pressured to do more with less, geeralists possess greater employability due to their iterpersoal coectios ad prowess to touch areas outside of hr such as labor, policy ad public relatios. hr specialists, where I have spet most of my career, are thought to be more siloed i their approach ad focused o the itersectig pieces. they are valued by larger employers, especially i a shared services eviromet. their career opportuities are much more limited as compaies streamlie or eve outsource their hr processes. however, specializatio ca also be part of a atural progressio i career advacemet to the geeralist/maager level, as specializatio leads to attaimet of subject matter expertise. Greg Loham Director of Beefits ad Compesatio Stei Mart Willis North America 18

20 Table 5: Use of geeralist, specialist or a mix < to to to to 999 > 1,000 All HR Geeralist ONLY 80% 79% 67% 46% 24% 19% 56% HR Specialist ONLY 2% 6% 0% 4% 2% 7% 3% A mix of Geeralist ad Specialist 18% 15% 33% 51% 74% 74% 41% Aswered Questio JOB LEVELS I additio, to lookig at the overall use of geeralists ad specialists, we also asked where i the orgaizatio geeralists ad specialists could be foud. Specialists ted to work i the professioal (18%) ad admiistrative/clerical (13%) positios, with very few (10% i total) workig i maagemet positios. I cotrast, geeralists seem to be spread evely at each level. PERCENT OF TOTAL HR FTEs THAT ARE GENERALIST vs. SPECIALIST PER JOB LEVEL ADMINISTRATIVE/ CLERICAL 13% 16% 29% PROFESSIONAL 14% 18% 32% MANAGER 7% 14% 21% DIRECTOR OR ABOVE 18% 3% 15% 0% 5% 10% 15% 20% 25% 30% 35% HR TOTAL HR SPECIALIST HR GENERALIST Willis North America 19

21 WHAT DO THE SPECIALISTS SPECIALIZE IN? The most commo specialists focus o beefits, recruitmet or traiig ad developmet. Orgaizatios rarely hire labor relatios, EEO/diversity or welless specialists. Give the small umber of uioized workplaces, the low eed for labor relatios expertise is o surprise. With the icreasig attetio paid to welless programs, we expect the demad for welless specialists to rise. PERCENT OF HR FTEs WORKING IN EACH SPECIALIST ROLE BENEFITS RECRUITMENT 18% 18% TRAINING AND DEVELOPMENT 15% PAYROLL EMPLOYEE RELATIONS (NON-UNION) COMPENSATION BENEFITS AND COMPENSATION (IF COMBINED) HRIS SAFETY WELLNESS 3% 4% 6% 6% 6% EQUAL EMPLOYMENT/ 2% DIVERSITY 2% LABOR RELATIONS 0% 5% 10% 15% 20% 8% 11% Willis North America 20

22 HOW DO THE HR GENERALISTS SPEND THEIR TIME? hr as a strategic parter For hr professioals lookig to offer more as a strategic parter, the key challege may be makig others aware of the value hr brigs to the orgaizatio. they ca start by rememberig how hr ca affect profits, earigs ad growth by ifluecig employee performace. strategic hr professioals should be able to: Accordig to Table 6, regardless of compay size, HR geeralists focus mostly o beefits admiistratio, employee relatios ad recruitmet. Not surprisigly, for smaller orgaizatios, those with less tha 100 employees, HR geeralists sped the largest amout of their time o trasactioal activities, such as payroll, beefits admiistratio ad recordkeepig. This is ot surprisig, give that i small orgaizatios, there is ofte oly oe HR professioal hadlig both HR ad payroll. I large orgaizatios, where trasactioal work is ofte outsourced, hadled by specialists or by a payroll staff, geeralists ted to focus more o employee relatios ad o recruitmet ad selectio. uderstad ad commuicate their persoal ad departmetal value propositio uderstad the health of the compay (reveues, expeses, et icome, earigs per share, etc.) uderstad the perceptios of their costituets defie what success will look like ad how it will be measured desig a hr busiess pla ad obtai buy-i from seior maagemet execute the busiess pla ad measure results by reportig o key hr metrics express passio, eergy ad excitemet be passioate about sales, profits ad fiacial results act as the voice of the compay to their costituets Geeralists sped little time o strategic plaig activities oly 3% of HR geeralist time is spet o this essetial task. Why? The likely aswers are lack of time i the day, isufficiet support from seior maagemet ad iexperiece o the part of the HR staff. I some cases, HR geeralists may eed simply to explai the importace of brigig HR ito strategic discussios. Willis North America 21

23 Table 6: HR Geeralist Activities < to to to to 999 > 1,000 All Beefits Admiistratio 16% 18% 15% 16% 12% 13% 15% Employee Relatios (o-uio) 8% 7% 13% 14% 20% 22% 13% Recruitmet ad Selectio 7% 7% 13% 13% 15% 14% 11% Recordkeepig 16% 11% 9% 9% 7% 6% 10% Payroll Admiistratio ad Processig 17% 13% 10% 7% 5% 5% 10% Employmet Law/Compliace 6% 6% 7% 7% 7% 7% 7% Performace Maagemet 4% 6% 6% 7% 6% 7% 6% Compesatio Admiistratio 5% 5% 5% 4% 4% 4% 5% Leave Admiistratio 4% 4% 4% 5% 5% 5% 4% Health ad Welless 5% 5% 3% 4% 3% 2% 4% Traiig ad Developmet 3% 4% 5% 4% 5% 5% 4% Strategic Plaig 2% 4% 3% 3% 4% 5% 3% Safety 3% 5% 4% 3% 2% 2% 3% Labor Relatios 1% 2% 2% 2% 4% 4% 2% Facilities Maagemet 5% 2% 1% 1% 0% 0% 2% Aswered Questio CAREER ADVICE: SPECIALIZE OR GENERALIZE? Which path offers better opportuities to the HR professioal? As geeralists become more prevalet, the specialized skills ca be hard to fid. Geeralists with specific eeds will ofte tur to specialists to solve problems. However, the geeralists ted to rise to the top HR posts. Those with the highest career goals should cosider the geeralist path but keep track of their specialist frieds so whe they ru a HR team, they ca fid the expertise they may eed. Willis North America 22

24 HR DEPARTMENT RESPONSIBILITIES AND SERVICES Staffig ad Services 2009 Survey

25 HR DEPARTMENT RESPONSIBILITIES AND SERVICES HR departmets hadle a exceptioally broad rage of duties. To keep track of it all, ad to better alig their services ad delivery to the eeds of their orgaizatio, HR leaders should ask the followig questios ot oly of themselves but of the iteral cliets they serve: What activities does HR perform? How much time is devoted to each activity? How importat is each activity to the overall success of the orgaizatio? How well is HR performig i each activity? What percetage of time should HR sped o each activity? What activities should be performed that are curretly ot beig performed? The ability to measure ad commuicate the busiess impact of both strategic ad tactical HR activities is critical. Proper aligmet ad service delivery caot be doe i a vacuum, ad all activities should be evaluated from priority ad performace stadpoits. As see i Table 7, of the 14 HR services listed i the survey, the majority of respodets perform the first 10, uderscorig the breadth of HR resposibility. The most commoly provided services iclude beefits admiistratio ad leave admiistratio, both of which are mostly trasactioal i ature. Iterestigly, strategic plaig was o the lower ed, with oly 45% of all respodets providig this HR service to their orgaizatio. Yet strategic iput is viewed by may as oe of the most importat activities that HR performs. This disparity shows the eed for HR to be more itegrated i the developmet of HR ad busiess strategy. Table 7: HR Services < to to to to 999 > 1,000 All Beefits Admiistratio 93% 95% 97% 98% 94% 96% 96% Employmet Law/Compliace 76% 94% 93% 92% 92% 89% 89% Leave Admiistratio 78% 89% 91% 96% 86% 93% 88% Recordkeepig 92% 92% 88% 91% 89% 78% 88% Employee Relatios (o-uio) 67% 79% 92% 94% 93% 91% 85% Compesatio Admiistratio 72% 77% 82% 88% 84% 89% 81% Health ad Welless 65% 79% 80% 89% 81% 88% 80% Recruitmet ad Selectio 51% 67% 82% 88% 80% 91% 76% Performace Maagemet 40% 65% 75% 84% 81% 85% 70% Traiig ad Developmet 35% 66% 70% 74% 75% 69% 63% Safety 40% 60% 58% 53% 39% 31% 47% Strategic Plaig 25% 42% 51% 49% 52% 59% 45% Labor Relatios 18% 31% 25% 35% 36% 39% 30% Facilities/Office Maagemet 56% 36% 26% 22% 10% 12% 29% Aswered Questio Willis North America 24

26 WHO HANDLES PAYROLL Staffig ad Services 2009 Survey

27 WHO HANDLES PAYROLL? Should payroll report ito HR or Fiace/Accoutig? The aswer to this age-old HR questio is still a blur. It is also still crucial. Payroll is usually a orgaizatio's largest expese ad it directly impacts the orgaizatio's most valuable asset, its employees. HR professioals will argue that because HR facilitates activities such as ew hires, salary icreases, termiatios, leaves of absece, ad beefits deductios, payroll should fall uder HR. Beig o the frot lies, HR has the data eeded to ru payroll, ad keepig it uder HR s umbrella ca elimiate duplicatio of work. Fiace ad accoutig professioals may couter that due to the fiacial impact of payroll o the compay's books, auditig ad tax situatios, the payroll fuctio should reside with them. May orgaizatios i fact employ a hybrid approach, which reflects the eed for regulatory compliace (from Sarbaes-Oxley, for example), the icreased sophisticatio of HRIS/HRMS systems, ad the outsourcig of payroll processig. I hybrid approaches, HR takes resposibility for the frot-ed iput of employee data ito the HRMS system, with processig/admiistratio of payroll goig through either a i-house system or vedor outsourcig. Oce processig is complete, the resposibility is haded off to Fiace so that joural etries ca be made, taxes ca be paid, payroll data ca be audited ad iformatio ca be uploaded ad populated i the compay s fiacial systems for moth-ed reportig. Which approach is more commo? Fiace/accoutig wis, but ot by much. The majority (55%) of respodets stated that payroll typically reports ito their fiace or accoutig departmet. For those orgaizatios that selected other (9%), the HR departmet ad payroll fuctios were combied or the orgaizatios used a matrix approach. WHO HANDLES PAYROLL ACCOUNTING/FINANCE (55%) HR DEPARTMENT (37%) OTHER (9%) Willis North America 26

28 HR TECHNOLOGY AND OUTSOURCING Staffig ad Services 2009 Survey

29 HR TECHNOLOGY AND OUTSOURCING HR TECHNOLOGY USE AND OUTSOURCING As HR techology has become more affordable, it has become a more essetial part of HR admiistratio. Iitially desiged for payroll ad recordkeepig, HR techology has expaded ito every aspect of huma capital maagemet, icludig recruitmet ad selectio, beefits admiistratio, performace maagemet, employee commuicatio ad much more. I additio, orgaizatios have ot oly looked to HR techology i order to icrease efficiecy ad lower costs, but they have sought to completely outsource umerous trasactioal activities. Table 8: Use of HR Techology ad Outsourcig Hadled I-House Maually Hadled I-House with Automatio /Software Largely or Mostly Outsourced Not Applicable Respose Cout Payroll 8% 67% 22% 3% 648 HRIS: Basic employee demographics ad employmet iformatio 27% 65% 2% 7% 658 Time ad Attedace 31% 62% 4% 3% 669 HR Reportig (e.g., EEO-1 reports, metrics reports) 32% 56% 5% 8% 660 Beefits Admiistratio 41% 48% 10% 0% 664 Employee Commuicatios (i.e., postig iformatio for employees to access, such as policies, procedures, etc.) 68% 31% 0% 1% 672 Recruitmet/Applicat Trackig 62% 31% 2% 5% 664 Performace Maagemet 69% 27% 0% 4% 660 Compesatio Plaig/Maagemet 66% 27% 2% 5% 667 Traiig ad Developmet (e.g. Cotet, LMS,) 58% 25% 7% 9% 648 Leave of Absece Admiistratio 70% 24% 3% 3% 670 O-Boardig 58% 13% 0% 29% 640 COBRA 28% 12% 56% 3% 670 Successio Plaig 58% 9% 1% 33% 640 Willis North America 28

30 We asked participats to idicate how HR fuctios are hadled i their orgaizatio. The results, as see i Table 8, showed that techology or outsourcig is used for payroll processig by most (89%) orgaizatios. Followig closely behid were HRIS, time ad attedace ad HR reportig. A surprisigly small percetage of orgaizatios use talet maagemet software, which ca be used for applicat trackig, performace maagemet, traiig ad developmet, compesatio admiistratio ad successio plaig. With so much talk about talet maagemet, ad so may applicatios available, we expected more usage of software desiged to help esure effective aligmet of huma capital to orgaizatioal goals ad objectives. I a similar surprise, admiistratio of leaves of abseces, which is oe of the more trasactioal HR activities, is hadled maually by the majority (70%) of respodets. Federal ad i some cases state ad local requiremets for admiisterig leave ca be timecosumig ad challegig. Agai, we were surprised we did ot fid more orgaizatios outsourcig or usig techology to support this activity. I regard to total outsourcig, the most likely fuctio to be outsourced is COBRA admiistratio. Next was payroll admiistratio. The majority of the orgaizatios that outsource their payroll fuctio are o the small side with fewer tha 250 employees. Willis North America 29

31 IN HR AUTOMATION AND OUTSOURCING, SIZE MATTERS Table 9: By Compay Size < to to to to 999 > 1,000 Payroll 42% 58% 73% 78% 81% 80% HRIS: Basic employee demographics ad employmet iformatio 33% 49% 67% 81% 80% 88% Time ad Attedace 41% 57% 62% 78% 71% 74% HR reportig (e.g., EEO-1 reports, metrics reports) 25% 40% 61% 63% 68% 84% Beefits Admiistratio 27% 39% 50% 59% 58% 66% Employee Commuicatios 15% 26% 33% 35% 40% 46% Recruitmet/Applicat Trackig 9% 17% 25% 36% 44% 65% Performace Maagemet 12% 20% 25% 35% 35% 39% Compesatio Plaig/ Maagemet Traiig ad Developmet (e.g. Cotet, LMS) 17% 20% 27% 28% 32% 41% 12% 18% 20% 34% 32% 44% Leave of Absece Admiistratio 17% 24% 24% 23% 31% 27% O-Boardig 5% 13% 8% 11% 13% 30% COBRA 10% 13% 13% 15% 9% 15% Successio Plaig 6% 13% 5% 11% 11% 13% Aswered Questio Table 9 shows that correlatio betwee the size of the orgaizatio ad the use of techology or outsourcig. Firms with 100 or fewer employees reported much less use of techology ad outsourcig services tha larger compaies. Of course much of this is to be expected, give the ecoomies of scale. The gap was especially wide i the use of talet maagemet (recruitmet/applicat trackig) software, with 65% of compaies with more tha 1,000 employees usig such systems. Willis North America 30

32 I outsourcig, as idicated i Table 10, small compaies frequetly use vedors to hadle COBRA admiistratio but large compaies do so more tha two-thirds of the time. I payroll admiistratio, small compaies outpace large compaies by more tha three to oe i the use of outsourced vedors. Iterestigly, i beefits admiistratio outsourcig, the highest uptake is with the smallest ad the largest compaies. Table 10: By Compay Size, which fuctios are largely or mostly outsourced < to to to to 999 > 1,000 COBRA 35% 53% 60% 55% 70% 71% Payroll 38% 30% 21% 15% 14% 10% Beefits Admiistratio 11% 11% 11% 6% 6% 13% Aswered Questio MANAGER AND EMPLOYEE SELF-SERVICE HR departmets are costatly challeged to icrease efficiecy ad provide better employee services. Oe respose is a employee self-service (ESS) system. Employee self-service requires a combiatio of techology ad orgaizatioal chage that eables employees to view their HR data, such as W-2 forms, ad i some cases to eact HR trasactios i the workplace, such as requestig time off, erollig i beefits, or makig chages to their cotact details. No matter the type of self-service used, ESS takes work off the HR professioal s desk ad gives employees faster turaroud. Accordig to our survey results, as see i Table 11, few orgaizatios report usig ESS techology. As with the geeral use of HR techology ad outsourcig, the use icreased with the total umber of employees. For a more detailed view of these umbers, please see the Appedix sectio of this report. Of course, eve the best techology is oly as good as the traiig give to the ed-users. I order to maximize the efficiecy of these systems, their use must be part of a cultural chage across the orgaizatio. Willis North America 31

33 Table 11: Use of Maager ad Employee Self-Service Hadled I-House Maually Hadled I-House with Automatio /Software Largely or Mostly Outsourced Not Applicable Respose Cout Reportig 44% 52% 2% 2% 658 Time reportig/approvals (hourly ad exceptio) 47% 50% 2% 2% 660 Pay statemets (paperless pay) 13% 49% 21% 17% 662 W-2 viewig 35% 46% 15% 5% 661 Persoal iformatio chages, icludig address, marriage status 54% 44% 1% 1% 667 Direct deposit chages 51% 38% 7% 5% 667 W-4 chages (e.g., tax withholdigs) 57% 36% 6% 1% 668 Beefits o pe erollmet 59% 31% 9% 1% 669 Beefits ew hires erollmet 66% 30% 3% 1% 663 Beefits life evets erollmet 63% 28% 6% 3% 667 Time-off requests/approvals (e.g., vacatio) 70% 28% 1% 2% 671 Performace maagemet 70% 24% 0% 6% 654 Salary plaig 69% 23% 0% 8% 652 Traiig registratio ad approvals 66% 22% 1% 10% 654 Iitiatig compesatio actios 74% 21% 1% 4% 656 Recruitmet (screeig applicats, schedulig iterviews, etc.) 75% 21% 1% 2% 664 Termiatig employees 79% 20% 0% 1% 666 Willis North America 32

34 HR STAFFING LEVELS Staffig ad Services 2009 Survey

35 HR STAFFING LEVELS Oe idicator of HR service capacity or orgaizatioal efficiecy is the HR ratio, or the ratio of HR employees to all employees. The old stadard of oe HR employee for every 100 total employees has log bee outdated. Whether this is due to the ecoomy, chages i HR staff capabilities, techology or outsourcig is uclear. But this shortfall cofirms for some the impressio that HR is ofte a uderstaffed ad udervalued departmet. Yet the HR ratio remais a importat metric i uderstadig the relatioship betwee the HR departmet ad the rest of the orgaizatio, ad ca be a useful idicator of overall efficiecy of HR services. ORGANIZATIONS WITH FEWER THAN 100 EMPLOYEES Orgaizatios with fewer tha 100 employees will ofte see a better HR staff-to-employee ratio because there is a certai baselie of HR support eeded for ay orgaizatio. I these orgaizatios, HR will typically wear more tha oe hat, coverig payroll, office maagemet, safety ad, i smaller orgaizatios, admiistrative support. I some cases the perso takig o the HR role may eve be the CEO/presidet or CFO. This was the case for a hadful of survey respodets. Of the 246 respodets with less tha 100 employees, 24 reported that they have o HR FTEs for their employee populatios, which averaged 36. Aother 14 participats oly had a part-time HR perso. The larger ed of this small compay segmet, with a average of 54 total employees, reported a average of 1.29 HR FTEs. ImpactIg the size of the hr departmet the size of hr departmets depeds o a umber of factors, such as: HR STAFFING FOR ORGANIZATIONS WITH 100 OR MORE EMPLOYEES Oce orgaizatios reach 100 or more employees, we start to see them establishig a HR departmet, or at least desigatig a idividual who will be solely dedicated to HR fuctios. Table 12 shows that orgaizatios with 100 to 249 employees reported a average of two FTEs dedicated to HR. Oce the employee populatio passed 250 employees the target ratio of oe to 100 became more elusive. I larger, high-performig orgaizatios, we ted to fid HR hadlig a higher umber of employees per HR FTE, because these orgaizatios typically have the techology ad or outsourcig ifrastructure to hadle more of the time-cosumig trasactioal activities. The larger the orgaizatio, the higher the umber of employees per HR FTE. competecies of hr staff members resposibilities/ services delivered techology outsourcig cetralized/ decetralized hr fuctio umber of locatios uio presece workforce size maagemet priorities employee profiles Willis North America 34

36 Table 12: HR Staffig Ratios 100 to to to 999 > 1,000 All orgaizatios with 100 Plus Employees 1 HR FTE for every XXX Employees Aswered Questio FACTORS INFLUENCING HR STAFFING Whe aalyzig HR staffig eeds, may look solely at employee headcout. We wated to examie other factors, icludig, uioizatio, payroll, umber of locatios ad HR techology. UNION VS. NON-UNION What if the workforce is uioized? Does that impact the overall umber of HR staff eeded for the employee populatio? As show i Table 13, we foud o real differece i the ratio of HR staff members if the workforce was uioized. HR FTEs i a uioized eviromet hadled oly three fewer employees tha FTEs i o-uioized eviromets. PAYROLL ADMINISTRATION Surprisigly, HR takig resposibility for payroll did ot icrease HR staffig. Logic would seem to dictate that more staff would be eeded to hadle this large task. It is uclear what impact payroll resposibility has o overall HR service, but it does require a substatial commitmet of resources. NUMBER OF LOCATIONS The FTE-to-employee ratio icreases for orgaizatios with a small umber of locatios. Compaies with two to five locatios early approach the magic umber of 100. As the umber of locatio rises, the ratio slips to the poit where orgaizatios with 50+ locatios reported a ratio of oe FTE for every 315 employees. Orgaizatios with may locatios ad few employees at each of those locatios, typically rely o the local operatios maager to hadle HR resposibilities. Table 13: Impact of Various Factors o HR Staffig All locatios with 100 or more employees All locatios with 100 or more employees 144 Impact of Uioizatio HR FTE per XXX EE Uio (=87) 142 No-Uio (=371) 145 Impact of Payroll Resposibility HR FTE per XXX EE Payroll Reportig ito HR (=178) 140 Payroll Reportig ito Accoutig ad Fiace (=250) 143 Payroll Reportig ito Other (=30) 175 HR FTE per Impact of Number of Locatios XXX EE 1 Locatio (=95) to 5 Locatios (=140) to 10 Locatios (=73) to 50 Locatios (=104) plus Locatios (=46) 315 * Represets compaies with a 100 or more employees Willis North America 35

37 THE IMPACT OF HR TECHNOLOGY ON HR STAFFING RATIOS The impact of HR techology ad outsourcig o HR staffig ratios proved to be surprisigly ambiguous. 14 hr activities list 1. payroll 2. hris: basic employee demographics ad employmet Iformatio 3. hr reportig (e.g., eeo-1 reports, metrics reports) 4. time ad attedace 5. beefits admiistratio 6. employee commuicatios (i.e., postig iformatio for employees to access, such as policies, procedures, etc.) 7. recruitmet/applicat trackig 8. performace maagemet 9. compesatio plaig/maagemet 10. traiig ad developmet (e.g. cotet, lms,) 11. leave of absece admiistratio 12. o-boardig 13. cobra 14. successio plaig To assess the impact of HR techology ad outsourcig o HR staffig, we examied the 14 activities listed i questio 25 of the survey. We assiged a value of oe poit for aythig that the orgaizatio hadled through techology/automatio or outscorig ad a zero for aythig the compay hadled maually or did ot hadle at all. A compay usig software or outsourcig to hadle all of the listed HR activities would receive a score of 14. Table 14: Impact of HR Staffig as a result of Techology ad Outsourcig HR FTE per XXX Employee 3 or Fewer Applicatios (=64) or Fewer Applicatios (=64) or Fewer Applicatios (=64) Plus Applicatios (=87) 138 Table 15: Impact of HR Staffig as a result of the Use of Employee ad Maager Self-Service HR FTE per XXX Employee 4 or Fewer Applicatios (=159) to 8 Applicatios (=131) to 12 Applicatios (=83) Plus Applicatios (=66) 131 We expected to fid that high scorig orgaizatios would also have a higher umber of employees per HR FTEs, because HR would eed fewer people to hadle the admiistrative trasactios. However, the umbers did ot bear this assumptio. The results, as show i Table 14, seemed to follow o clear patter. Orgaizatios with low to middle scores of four to six had the strogest staff-to-employee ratios. I attemptig to measure the impact of self-service applicatios, we did see what we expected: a small declie i HR FTEs per employee whe compaies used more employee ad maager self-service applicatios. Willis North America 36

38 DEMOGRAPHICS Staffig ad Services 2009 Survey

39 DEMOGRAPHICS Orgaizatio by Number of Employees Less tha to to to to More tha (=708) HR Departmet Size Less tha 1 HR FTE 42 1 to 4 HR FTEs to 10 HR FTEs HR FTEs ad above 83 (=707) Orgaizatio Sector Privately owed for-profit orgaizatio Publicly owed for-profit orgaizatio Number of Locatios 66% 11% Noprofit 18% Govermet agecy 5% (=708) 1 Locatio 36% 2 to 5 Locatios 30% 6 to 10 Locatios 12% 11 to 50 Locatios 15% 50 Plus Locatios 7% Idustry Aerospace 1.1% Agriculture 1.1% Automotive 1.0% Bakig/Fiace 4.7% Busiess Services/Cosultig 4.4% Costructio 9.2% Cosumer Products 1.1% Educatio 3.7% Food Service or Food Related 1.1% Govermet 3.1% Healthcare 9.9% Hospitality 0.6% Isurace 2.5% Legal 2.0% Maufacturig Durable 13.0% Maufacturig No-Durable 4.8% Media/Etertaimet 1.7% Medical Equipmet or Products 0.4% Noprofit 8.5% Oil ad Gas/Miig/Eergy 1.6% Pharmaceuticals 0.4% Retail 3.7% Techology (computers, software, ISP, etc.) 3.4% Telecommuicatios 1.6% Trasportatio 2.3% Utilities 0.6% Other (please specify) 12.3% (=708) (=708) Willis North America 38

40 SURVEY INSTRUMENT Staffig ad Services 2009 Survey

41 SURVEY INSTRUMENT 1. Which of the followig most closely represets your idustry? 2. Which of the followig most closely represets your sector? 3. Please provide the estimated total aual reveue for your orgaizatio. 4. Please provide the estimated total expeses for your orgaizatio. 5. How may states does your orgaizatio operate i? 6. How may total locatios does your orgaizatio have? 7. What is your orgaizatio's (Please do ot cout Cotractors or Seasoal Workers i these umbers) Total employee headcout? Total umber of FTEs (Full Time Equivalet)? 8. Based o your total headcout above, please tell us what percetage is full time or part time based o each employee group. (Roudig to the earest whole umber the sum of all boxes should equal 100%, but do ot iclude the % sig i your respose.) 9. If used, o average per year how may of the followig positios does the orgaizatio have: Seasoal Workers Idepedet Cotractors 10. What percetage of total employees is represeted by a uio? (Check Oe) 11. For the last rollig 12 moths how may total ew hires has the orgaizatio made? 12. What is the aual turover percetage rate for the follow categories? (Please use whole umbers without % sig) 13. If kow, please provide the followig iformatio about the orgaizatio's total aual sped for salaries ad beefits. 14. To whom does the top executive i your HR departmet directly report? 15. Which best describes the HR Staff members for your orgaizatio? 16. Which of the followig fuctios are primarily hadled by the HR Departmet at your orgaizatio. (Check all that apply) 17. Which departmet is resposible for payroll admiistratio ad processig? 18. What is your total compesatio ad beefits sped for ALL HR Staff? 19. How may FTEs i TOTAL, does the orgaizatio have workig i a HR capacity? 20. Of the people workig i a HR Capacity, how may FTEs are a: 21. Of the people workig i a HR Capacity, how may FTEs work at the Corporate Level Divisio, Regio, Group or Uit Level Local, Facility, or Plat Level 22. Does your orgaizatio have HR Geeralist Oly HR Specialist Oly A mix of Geeralist ad Specialist 23. Of the people workig i a HR Capacity, how may work i ay of the followig Specialist roles, please provide the total FTEs per specialty. 24. I total, what percet of time do you HR Geeralist sped i each of the followig activities. 25. For each of the followig areas of HR techology/outsourcig, please idicate which approach BEST describes how this fuctio is hadled. 26. For each of the followig areas of maager/employee self-service, please idicate which approach BEST describes how this fuctio is hadled. 27. If you would like to receive a copy of this survey results, please provide your cotact iformatio below. Your resposes will remai completely aoymous ad your ame will ot be give to ay exteral parties. 28. Is there ay feedback or commets you would like to provide us o this survey? We appreciate your iput. Willis North America 40

42 ABOUT WILLIS Staffig ad Services 2009 Survey

43 ABOUT WILLIS The Willis Huma Capital Practice offers a comprehesive suite of brokerage ad cosultig services to proactively work with your orgaizatio to desig ad deploy huma resources iitiatives. We have decades of experiece workig with compaies of every type ad size, customizig solutios for each orgaizatio s uique challeges. Below are areas where we offer especially strog expertise: Employee commuicatios Compliace Employee egagemet Maagig the risig cost of health care Egagig employees i healthy behavior Recruitmet ad retetio Vedor maagemet Beefits admiistratio Reducig abseteeism/preseteeism Icreasig productivity Adjustig to chagig workforce demographics Our approach is uique: Willis combies the best qualities of a true broker with the tools ad resources of a pure cosultig firm to offer a full array of services at competitive prices. Willis North America 42

44 HR TECHNOLOGY AND OUTSOURCING Staffig ad Services 2009 Survey

45 HR TECHNOLOGY AND OUTSOURCING By Compay Size 50 Recruitmet / Applicat Trackig HRIS: Basic employee demographics ad employmet iformatio 50 to 99 Hadled I-House maually Hadled I-House with Automatio/Software Largely or Mostly Outsourced Not Applicable 100 to to to 999 > to to to to 999 > to to to to 999 > % 74% 69% 63% 49% 33% 9% 17% 25% 36% 44% 65% 5% 0% 2% 1% 1% 1% 10% 9% 4% 0% 5% 1% 53% 40% 25% 16% 14% 9% 33% 49% 67% 81% 80% 88% 0% 2% 1% 2% 1% 3% 14% 9% 6% 1% 5% 1% Payroll 18% 11% 5% 3% 4% 3% 42% 58% 73% 78% 81% 80% 38% 30% 21% 15% 14% 10% 2% 0% 1% 4% 1% 7% 50 to to to to 999 > 1000 HR reportig (e.g., EEO-1 reports, metrics reports) 40% 44% 35% 31% 27% 12% 25% 40% 61% 63% 68% 84% 9% 5% 3% 4% 5% 2% 26% 11% 1% 2% 0% 2% Beefits admiistratio 61% 49% 39% 35% 36% 20% 27% 39% 50% 59% 58% 66% 11% 11% 11% 6% 6% 13% 1% 1% 0% 0% 0% 0% COBRA 42% 34% 26% 30% 21% 13% 10% 13% 13% 15% 9% 15% 35% 53% 60% 55% 70% 71% 14% 0% 1% 0% 0% 0% Employee commuicatios Compesatio plaig/maagemet 83% 73% 66% 64% 60% 54% 15% 26% 33% 35% 40% 46% 1% 0% 1% 1% 0% 0% 1% 1% 1% 0% 0% 0% 73% 75% 66% 67% 63% 50% 17% 20% 27% 28% 32% 41% 3% 0% 2% 2% 1% 3% 7% 5% 4% 3% 4% 6% Performace maagemet 83% 76% 71% 63% 58% 55% 12% 20% 25% 35% 35% 39% 1% 0% 0% 0% 0% 0% 4% 3% 4% 2% 6% 6% Time ad Attedace 54% 39% 30% 18% 18% 15% 41% 57% 62% 78% 71% 74% 1% 3% 6% 2% 6% 5% 3% 1% 2% 2% 4% 6% Leave of Absece Admiistratio 70% 75% 73% 76% 66% 60% 17% 24% 24% 23% 31% 27% 1% 1% 1% 1% 1% 12% 12% 0% 2% 0% 1% 0% O-Boardig 49% 54% 63% 65% 61% 59% 5% 13% 8% 11% 13% 30% 0% 0% 1% 1% 0% 0% 45% 33% 28% 23% 25% 11% Successio Plaig 54% 47% 55% 71% 61% 63% 6% 13% 5% 11% 11% 13% 1% 2% 0% 0% 0% 1% 39% 37% 41% 18% 29% 23% Traiig ad Developmet (e.g. Cotet, LMS,) 64% 68% 58% 52% 58% 48% 12% 18% 20% 34% 32% 44% 11% 5% 10% 9% 3% 3% 14% 9% 12% 5% 8% 5% Aswered Questio Willis North America 44

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