THE EVER GROWING INFLUENCE OF HUMAN RESOURCES

Size: px
Start display at page:

Download "THE EVER GROWING INFLUENCE OF HUMAN RESOURCES"

Transcription

1 HR THE EVER GROWING INFLUENCE OF HUMAN RESOURCES

2 CONTENTS Foreword 3 Infographic 4 Executive Summary 6 Global Results About the Respondents 10 Board HR Priorities 14 HR Reporting & Performance 16 Labour Market Trends 18 Recruitment 20 Employee Engagement 22 Talent Management 24 Diversity 28 Diversity Opinion: HR Versus Technology Leaders 29 HR Career 30 Regional Results Asia-Pacific (APAC) 34 Germany 36 Hong Kong 38 Ireland 40 Netherlands 42 Norway 44 Sweden 46 Switzerland 48 United Kingdom 50 Vietnam 52 2

3 FOREWORD Welcome to the 2015 Harvey Nash HR Leadership Survey report. Over 1,000 HR professionals from around the globe participated in the survey this year, offering insight from across the international HR community, providing Harvey Nash with a wealth of data to analyse. What we see this year suggests HR professionals are growing in influence, but that their increasingly strategic role requires them to respond to an intensification of HR priorities. Senior executives are demanding more transparency in the HR function and expect HR professionals to report on a wider range of HR metrics than ever before. A growing concern about the ageing workforce in 2015 is impacting how HR professionals invest in talent and employee engagement. Yet, the response by HR professionals to labour market trends is not equal amongst HR peers from around the world. Despite western European countries being most affected by ageing workforce demographics, it is HR professionals in Asia-Pacific that are most willing to source talent from beyond domestic borders to prepare for a workforce without the babyboomer generation. On a personal note, HR professionals are frustrated with the lack of progress of diversity initiatives and they are less satisfied with their own career progression than they were last year. Growing HR job dissatisfaction should act as a warning sign to senior business executives looking to get the best out of their HR leaders. The material included in the 2015 Harvey Nash HR Leadership Survey can help you develop both your business and career planning for the year ahead. I hope you enjoy reading it! Albert Ellis, Chief Executive, Harvey Nash plc 3

4 THE EVER GROWING INFLU BOARD PRIORITIES As the Board changes its priorities for 2015, so does HR TOP 3 PRIORITIES 1. Develop leadership capability 2. Improve talent 3. Grow employee engagement BIGGEST GROWTH IN PRIORITY* 1. Change 2. Organisational growth 3. Culture development BIGGEST DROP IN PRIORITY* 1. Performance 2. Management development 3. Develop leadership capability *in last 12 months TALENT & DIVERSITY 62% have formal talent programmes in place LinkedIn tool most grown in use RECRUITMENT Top 3 recruitment tools 1. Corporate website 2. Online job boards 3. Personal networks Print adverts tool most declined in use Recruitment agencies used by 34% Big drop in companies with formal diversity initiatives 59% 52%

5 ENCE OF HUMAN RESOURCES LABOUR MARKET TRENDS Top 3 issues 1. Recruitment 2. Ageing workforce 3. Getting the right skills Issues growing the most 1. Ageing workforce 2. Demand for flexible working 3. Education system not meeting skills needs MEASURING HR 58% happy with how HR is perceived But this is down 3% from last year You are more likely to be happy with HR if you: 1. Are more senior 2. Live in Switzerland or the Nordics 3. Are female 38% male 62% female Top things HR people look for in their job 1. Interesting and exciting work 2. HR being valued by the business 3. Being empowered most likely age bracket 44% expect to change jobs in next 2 years THE EVOLVING HR PROFESSIONAL 5

6 EXECUTIVE SUMMARY About the Respondents The majority of respondents have years HR experience and over half of HR professionals (51 per cent) are members of the operational board in their organisation; this is up from 46 per cent last year, suggesting a growing strategic influence for HR professionals amongst the senior executive team. While HR professionals are generally growing in strategic importance, the improvement is not evenly distributed across geographic regions. In the Nordic countries of Sweden, Norway, Finland and Denmark a large proportion (60 per cent) of HR professionals have a seat at the top operational executive table; this compares to 50 per cent of HR professionals in EU member countries, but only 22 per cent in Switzerland. Less than a quarter of HR professionals (24 per cent) in the Asia-Pacific region are members of their senior team. Board HR Priorities With talent scarcity becoming a greater challenge for HR professionals the importance of employee engagement and culture & values in keeping key talent engaged remains clear; both have grown by 3 per cent this year. HR Reporting & Performance There were no HR functions where more than half of HR professionals were confident that they excelled at reporting. This suggests a significant gap exists in the skill set of HR professionals, who know the value of HR data but lack the ability or confidence to gather, analyse and use the information effectively. With the increasing influence of technology in HR, expect information to be more widely used by HR teams in future, but don't expect the HR director to be the one analysing the data. Rather, the growing demand for HR reporting will be accompanied by a growing demand for the hiring of HR analysts to keep up with the mandate for actionable HR information. Labour Market Trends There have been significant shifts in labour market trends during the past 12 months. The level of concern HR professionals have regarding the ageing workforce has leapt 11 per cent and placed it second in labour market challenges, above skills shortages (which has dropped 8 per cent in the last 12 months). HR professionals in Switzerland are most concerned about the ageing workforce demographic; 71 per cent of local HR professionals view this as a significant labour market challenge, compared to 53 per cent of EU HR professionals and 45 per cent of Nordic and APAC HR professionals. In response to these concerns, a majority of HR professionals (54 per cent) are willing to source talent from overseas. HR professionals from APAC are the most open to sourcing talent from overseas (88 per cent would consider doing so), which is twice as many as HR professionals from the Nordics (44 per cent). The world is shrinking, and the growth of technology and the flexibility it offers make acquiring talent from overseas significantly easier. Businesses are also improving in the areas of global talent mobility. 6

7 Recruitment Whether they are sourcing talent locally or from overseas, large numbers of HR professionals are now using a sophisticated range of online recruitment techniques to attract new hires to their business. A 'one size fits all' approach does not apply to recruitment. Most successful in-house recruitment teams use a variety of methods to attract the best talent. The investment in online recruiting techniques by HR professionals has increased by 8 per cent in just 12 months. The use of social media platforms like Facebook and Twitter has also increased (by 6 per cent) in the past year, but it is LinkedIn that appears to be having the greatest impact on how HR professionals recruit talent; adoption increased by 7 per cent in the past year and is rising in popularity at almost double the rate of any other recruitment tool. Employee Engagement An engaged workforce is vital to business success and growth. But how do you engage people? Communication, investment, a values-led culture, reward, inspirational leadership are all key components. Social media can certainly support this, but it is only one element in a far bigger picture. Social media ranks only seventh as a valued tool for employee engagement, well behind the company website (81 per cent) and intranet (79 per cent), as well as a range of offline methods. Talent knits into all areas of HR. How do we attract? How do we retain? How do we reward? How do we develop? What's the succession plan? What are the desired behaviours? Most HR departments look at all of these areas but not everyone calls it talent. So while 38 per cent of HR professionals report not having a formal talent strategy, it may just be that they are delivering talent such as recruitment and learning & development but not formalising their strategy. Diversity & Inclusion HR professionals are less satisfied today with the progress being made by formal diversity initiatives compared to a year ago. While over half (52 per cent) said they were happy with the diversity progress being made in their organisation this is down from 59 per cent last year, a significant drop of 7 per cent. Which leads to an important question for all HR professionals: Has diversity progress stalled? HR Career There is a remarkable degree of stability in the HR job market, with HR professionals tendency to change jobs remaining the same during the last few years. However, despite this, there appears to be disquiet, with falling levels of job satisfaction reported by HR professionals. The proportion of HR professionals who claimed to be very satisfied in their role has dropped from 37 per cent last year to less than a third (32 per cent) today. In what is believed to be a related trend to HR career satisfaction, the past year has witnessed a 7 per cent drop in respondents belief that HR has an important role to play in the organisation. This can infuriate HR professionals who believe the role of HR is central to the success of the business and a vital department to ensure business success. 7

8 JOIN THE CONVERSATION...

9 1. GLOBAL RESULTS

10 GLOBAL RESULTS ABOUT THE RESPONDENTS More than 1,100 HR professionals from around the globe contributed to the 2015 Harvey Nash HR Survey an increase of 19 per cent on last year making it one of the most extensive surveys in the profession. Senior HR professionals dominate survey audience 10% 10% Despite a strong increase in the number of participants overall, the audience continues to be dominated by senior HR decision makers. One in ten respondents were C-level executives, with 6 per cent of the overall respondent population being chief HR officers. 26% 17% 18% 19% C-Level Head of HR VP/Director HR (Senior) Manager HR Other HR Other (non) HR Chart 1. Which of the following best describes your job title? Similar to last year, HR professionals who participated in the survey represent a wide range of sectors, with technology (14 per cent), manufacturing (10 per cent) and financial services (10 per cent) most well represented. Wide range of sectors represented Technology 14% Manufacturing 10% Financial Services 10% Retail / Leisure 9% Business Services 8% Construction 7% Transport 6% Public Sector 6% Healthcare 5% Non-profit 4% Education 3% Energy 3% Pharmaceuticals 3% Broadcast / Media 2% Utilities 1% Chart 2. In which sector is your organisation primarily engaged? 10

11 GLOBAL RESULTS The majority of respondents have years HR experience; almost half (43 per cent) are in their 40s, a further 24 per cent are in their 50s and 4 per cent are in their 60s. More than two decades HR experience average for respondent population % % % % % % % % % 65+ 1% Chart 3. How old are you? This year almost two-thirds (62 per cent) of the respondents are female, similar to last year (63 per cent), reflecting a continued dominance of women HR professionals in the sector. HR is an overwhelmingly female profession 38% 62% Male Female Chart 4. Respondents by gender 11

12 GLOBAL RESULTS A majority of HR professionals report to senior C-level executives, ensuring the HR function has access to senior decision makers. HR professionals report mainly to senior executives 8% 27% 45% 20% Other C-Level Chief HR Officer VP/Director/Senior Manager HR Other Chart 5. Who do you report to? A significant proportion of respondents (17 per cent) have a global outlook and another quarter (23 per cent) have a multi-national responsibility for HR in their organisation, indicating that HR strategy is centrally important to international organisational growth, and HR consistency is important across regions. Over half of HR professionals (51 per cent) are members of the operational board in their organisation; this is up from 46 per cent last year, suggesting a growing strategic influence for HR professionals amongst the senior executive team. 17% 16% Local region only National 23% Multi-national (but not global) Global 44% Chart 6. What is the geographical spread of your responsibility? 12

13 GLOBAL RESULTS While HR professionals are generally growing in strategic importance, the improvement is not evenly distributed across geographic regions. In the Nordic countries of Sweden, Norway, Finland and Denmark a large proportion (60 per cent) of HR professionals have a seat at the top operational executive table; this compares to 50 per cent of HR professionals in EU member countries, but only 22 per cent in Switzerland. Less than a quarter of HR professionals (24 per cent) in the Asia-Pacific region are members of their senior team. HR professional membership of operational board varies significantly by region Nordic 60% Global Av. 51% EU 50% APAC 24% Switzerland 22% Chart 7. Are you a member of the operational board/executive team of your organisation? HR professionals are ambitious. Over one-third of respondents (34 per cent) plan to occupy a C-level job during their career, while one in five respondents (19 per cent) aim to head the HR department. It s not all work for all HR professionals, however; more than one in ten (11 per cent) have other objectives including retirement and fun planned in their future. HR professionals aim for C-level and head of department roles to exert strategic influence 13% 11% 21% 13% 23% 19% Chief HR Officer Other C-Level Head of HR VP/Director HR (Senior) Manager HR Other Chart 8. What role do you ultimately aspire to? 13

14 GLOBAL RESULTS BOARD HR PRIORITIES Leadership capability and talent remain the top HR issue boards want addressed, albeit that both are slightly down on last year. Employee engagement and change are the only priorities in the top five that are more important this year than last year. A wide range of HR priorities occupy time of HR professionals Annual Change Leadership capability 61% 64% -3% Talent 60% 61% -1% Employee engagement 58% 56% 2% Performance 54% 61% -8% Change 51% 46% 5% Recruitment 51% 52% -1% Employee retention & motivation 45% 45% 0% Management development 44% 48% -4% Succession 43% 45% -2% HR systems & processes 43% 41% 2% Culture development 42% 38% 4% Business efficiency 37% 37% 0% Capability & competence 36% 37% -1% Organisational growth 36% 31% 5% Training & education programme 34% 32% 2% Performance metrics 27% 27% 0% Diversity 23% 22% 1% Downsizing 18% 20% -2% Flexible employment 15% 17% -2% Industrial relations (Trade Unions) 14% 15% -1% Table 1. What are the key business issues that your board is looking for HR to address? The priorities that have increased most this year are change (up 5 per cent to 51 per cent) and organisational growth (also up 5 per cent this year to 36 per cent). Performance is the biggest HR priority to fall, with 8 per cent fewer HR professionals prioritising it this year compared to last year. To continue to drive business performance, organisations need capable and skilled leaders, strong talent and an enthused/engaged workforce who take pride in their work. During the height of the recession and following years there was a real drive in performance. The drop in this area suggests that there is more control in this area now and it is therefore less of a priority than it was. Change goes hand in hand with growth: new teams, recruitment, culture development and acquisitions. Almost all HR professionals (92 per cent) will continue to rely on outsourced partners to deliver at least one HR service in future; 52 per cent will outsource pension administration in the next 12 months, while 49 per cent will outsource occupational healthcare services and 40 per cent will have an external party manage payroll. 14

15 GLOBAL RESULTS We asked participants the single most important function HR teams perform. With talent scarcity becoming a greater challenge for HR professionals (more on this later) the importance of employee engagement and culture & values in keeping key talent engaged remains clear; both have grown by 3 per cent this year. More than one in ten HR professionals (12 per cent) rank talent acquisition and recruitment as the most important HR priority they will face in the year ahead. It is likely that the ongoing importance of recruitment is specific to certain regions and industries where a talent shortage is greater; this will be explored in more detail later in this report. The role of metrics, HR information reporting and performance remains at the lower end of the scale for HR priorities, however, as we will see in the next section the value of information reporting can have a significant positive impact on the image of HR within the organisation. Growing recognition that employee engagement is most important priority for HR professionals Annual Change Employee Engagement 24% 21% 3% Culture & Values 18% 15% 3% Talent Management 15% 17% -2% Talent Acquisition / Recruitment 12% 14% -2% Employee / Industrial Relations 8% 8% 0% Learning & Development 7% 7% 0% HR Policies 7% 8% -1% Reward & Benefits 3% 3% 0% Employer Branding 2% 2% 0% Management Information HR 2% Reporting 2% 0% Internal Communications 1% 2% -1% Inclusion & Diversity 0% 1% -1% Table 2. In your view, what is the single most important function the HR team performs? These board HR priorities show investment in people (including recruitment and training), which are often the first areas to be restricted when purse strings are tightened during economic downturns. As such, these results are positive news. Also, the top six priorities outlined in the table above are highly proactive, rather than reactive, which helps show the true value of HR a function that is essential to business success, rather than simply a reactive administrative function. 15

16 GLOBAL RESULTS HR REPORTING & PERFORMANCE Many HR professionals recognise the benefit of reporting HR metrics across a range of functions, but few are confident that they excel at using the data they gather. While 87 per cent of HR professionals report on reward and benefit information, only 30 per cent are confident they are reporting metrics effectively. This suggests a significant gap exists in the skill set of senior HR professionals who know the value of HR data but possibly lack the ability or confidence to gather, analyse and use the information effectively. They fully understand the benefits of information (MI) but often rely heavily on good systems and a strong member of their team, e.g. an HR MI analyst to crunch the numbers. Proportion of HR professionals reporting on HR metrics in relation to those who excel at reporting 74 Culture & Values Industrial Relations Employer Branding 43 HR Policies Talent Management Recruiting Employee Engagement Learning & Development Internal Communications Inclusion & Diversity Reward & Benefits Report on Excel at Chart 9. Which areas of the following people metrics do you measure / report on, and which would you say you excel at? Just over half of HR professionals (55 per cent) are happy with the way their HR team is perceived by the rest of the business, however, this has fallen from 58 per cent last year. Majority of HR professionals happy with image of their department, but satisfaction falling 45% 55% Yes No Chart 10. Are you satisfied with the image of the HR department as seen by the rest of the business? 16

17 GLOBAL RESULTS VP/Director HR 58% Head of Dept 57% How HR is perceived can be influenced by many factors, such as visibility of the function, HR presence on the board, people metrics, HR team capability and stakeholder engagement skills. Where HR is reactive, nonvisible, transactional and with no HR representation on the board, the perception is generally lower. Satisfaction with the image of HR varies significantly by geography. HR professionals in Switzerland and the Nordics hold higher levels of satisfaction compared to the global average, while those in the EU and APAC are less satisfied with the image of HR in their organisation. Regional split in satisfaction with Global how Av. 55% HR team is perceived is significant C-level 52% Switzerland 70% Nordics 60% Report to CEO 66% Global Av. 55% Global Av. 55% EU 50% Report to other 47% APAC 43% Chart 11. Are you satisfied with the image of the HR department as seen by the VP/Director HR 58% rest of the business? Sit on Exec Board 60% Head of Dept 57% Global Av. 55% Global Av. 55% Don't Sit on Exec Board 48% C-level 52% C-level HR professionals are less satisfied with the image of HR in their organisation than more junior HR colleagues, and women are marginally more satisfied than men. If you are an HR professional that is a member of the senior team or reports directly to the CEO, you will be significantly happier with the image of HR in your organisation possibly because you will have better access to senior opinion formers that can help shape the image of HR in the organisation. VP/Director HR 58% Report to CEO 66% Head of Dept 57% Global Av. 55% Global Av. 55% Report to other 47% C-level 52% Job title Sit on Exec Board 60% Report to CEO 66% Global Av. 55% Global Av. 55% Don't Sit on Exec Board 48% Report to other 47% Operational Board position VP/Director HR 58% Female 56% Head of Dept 57% Global Av. 55% Global Av. 55% Male 54% C-level 52% Report to CEO 66% Global Av. 55% Report to other 47% Gender Director reports to CEO Chart Female % Are you satisfied with the image of the HR Sit department on Exec Boardas 60% seen by the rest of the Sit on business? Exec Board (cross 60% tabulated against various factors) Global Av. 55% Global Av. 55% Male 54% Don't Sit on Exec Board 48% Global Av. 55% Don't Sit on Exec Board 48% Female 56% 17

18 GLOBAL RESULTS LABOUR MARKET TRENDS There have been significant shifts in labour market trends during the past 12 months. Although 55 per cent of HR professionals remain most concerned about recruitment challenges in the local area, this is up only 3 per cent since last year. In comparison, the concern HR professionals have regarding the ageing workforce has leapt 11 per cent and placed it second in labour market challenges faced by HR professionals, above skills shortages (which has dropped 8 per cent in the last 12 months). In the UK, the default retirement age (formerly 65) has been phased out; most people can now work for as long as they want to. Most businesses don t set a compulsory retirement age for their employees. If an employee chooses to work longer, they can t be discriminated against. For many HR professionals this causes a challenge as they cannot bring in new talent if people aren t retiring. HR professionals report growing concern around ageing workforce as skills shortage eases Annual Change Recruitment challenges in local economic region 55% 52% 3% Demographic shift / ageing workforce 50% 39% 11% Tight labour supply and skill shortages generally 43% 51% -8% Growing demand for flexible employment options employee 33% 26% 7% Growing demand for flexible employment options employer 28% 26% 2% Education system not aligned 25% with hiring needs 20% 5% Talent emigration 13% 10% 3% Talent immigration 12% 14% -2% Widespread unemployment 4% 8% -4% Table 3. What labour market trends do you anticipate you will be responding to in the next two years? 18 HR professionals in Switzerland are most concerned about the ageing workforce demographic; 71 per cent of local HR professionals view this as a significant labour market challenge, compared to 53 per cent of HR professionals in the EU and 45 per cent of Nordic and APAC HR professionals. With PEW research suggesting that up to 10,000 workers in the U.S. economy alone turn 65 years old EVERY DAY there is understandable thought being given to the changing demographics of the workforce, not least the role talent will play in replacing a retiring generation 1. However, while 62 per cent of HR professionals have a talent programme in place, those most concerned with the demographic shift of an ageing workforce are only marginally more likely to invest in talent (63 per cent). Switzerland HR professionals most concerned (by far) regarding ageing working trends Switzerland 71% EU 53% Global Av. 50% Nordics 45% APAC 45% Chart 13. Will an ageing workforce require action from you over the next two years, by country? 1. Source:

19 GLOBAL RESULTS HR professionals anticipate growing demand for flexible working in the year ahead. A third (33 per cent) predict they will respond to employee requests for flexible working in the year ahead (up 7 per cent from last year), while 28 per cent of HR professionals expect employers to initiate the demand for flexible working (up 2 per cent from last year). Less than one in ten (9 per cent) of HR professionals work in organisations that offer no flexible work options, down from 11 per cent last year. The majority of respondents (53 per cent) only have flexible working options for up to 10 per cent of staff. Only in 3 per cent of organisations are more than half the workforce able to work flexibly. Flexible work contracts still on offer to a small proportion of the workforce 23% 7% 3% 5% 9% None 1-10% 11-25% 26-40% 41-50% 51%+ 53% Chart 14. What proportion of your current workforce is flexible labour? With concern about widespread unemployment and talent immigration falling (see Table 1), a majority of HR professionals (54 per cent) are willing to source talent from abroad. HR professionals from APAC are the most open to sourcing talent from abroad (88 per cent would consider doing so), which is twice as many as HR professionals from the Nordics (44 per cent). Despite their great concern about the local ageing workforce, only 53 per cent of HR professionals from Switzerland would source talent from outside the country s borders. Despite concern about ageing workforce, Europeans are less willing to source talent abroad APAC 88% EU 58% Global Av. 54% Switzerland 53% Nordics 44% Chart 15. Proportion of companies that source talent from outside their country 19

20 GLOBAL RESULTS RECRUITMENT The Direct Hiring model continues to grow in popularity. Consequently, HR and in-house recruitment professionals are finding new and existing technologies to help them with their direct hiring strategies. This is supported by the likes of LinkedIn which has increased its marketing to this audience of willing buyers. Talent attraction and acquisition is big business and companies are really utilising their employer brand to attract potential employees. However, there is a time and place for other tried and tested methods such as printed adverts, recruitment agencies etc. It all depends on the complexity of the role and strength of the employer brand as well as the resources available to manage direct hiring. The use of social media platforms like Facebook and Twitter in the recruitment process has increased (by 6 per cent) in the past year. The availability of more reliable online recruitment applications and tools, as well as more seamless platform integrators, has likely contributed to the popularity of online as part of the recruitment strategy. Over half of all HR professionals (54 per cent) rate their corporate website as very important to their recruitment strategy; it remains the most valuable recruitment tool, but LinkedIn is the fastest growing recruitment tool deemed very important. Technology improvements drive online recruiting strategies, but agencies remain valued Table 4. Does your recruitment strategy include the following resources? Recruitment tools rated very important to recruitment strategy Annual Change Posting vacancies to classic jobsites (e.g. Monster) 70% 70% 0% External recruitment agencies (permanent roles) 68% 66% 2% Careers page of organisation website 66% 58% 8% Social media (Facebook, Twitter etc.) 55% 49% 6% Existing talent pool 54% 52% 2% Contract recruitment agencies 53% 48% 5% Internal recruitment team 52% 56% -4% Internal referrals programmes 50% 45% 5% Recruitment portals / Applicant tracking systems 50% N/A N/A LinkedIn paid advertising 45% 38% 7% Campus recruiting (e.g. direct from education establishment) 39% N/A N/A Interim providers / agencies 33% 27% 6% Managed service provider (MSP) 8% 9% -1% Annual Change Corporate website 54% 53% 1% Online job boards 42% 41% 1% Personal network of the recruiter 39% 36% 3% LinkedIn 37% 30% 7% Recruitment companies 34% 33% 1% Employee referral programme 31% 27% 4% Social media (Facebook, Twitter etc.) 22% 21% 1% Alumni programme 5% 5% 0% Printed adverts 5% 9% -4% Table 5. How important are these tools in your recruitment strategy? 20

21 GLOBAL RESULTS The increasingly important role that LinkedIn plays in the recruitment strategy of HR professionals around the globe is clear. While only 37 per cent of HR professionals rate LinkedIn as very important to their current recruitment strategy, this figure has increased by 7 per cent in one year and is rising in popularity at almost double the rate of any other recruitment tool, including employee referral programmes 40% (up 4 per cent) and highly networked external recruiters (up 3 per cent). 40% Recruitment tool preference varies significantly by size of organisation. Smaller companies (with 100 or less employees) have a far greater dependence on LinkedIn than larger organisations, who rely more on their own corporate website. This is likely a result of larger businesses having the resources to invest in their own online recruiting infrastructure. LinkedIn 'very important' Small 41% Small 41% Med 36% Small 41% Med 36% Large 38% Med 36% Large 38% Large 38% 40% Smaller businesses are warier of online job boards. Only 35 per cent rate them as very important to their recruitment strategy compared to 42 per cent of mid-sized businesses ( employees) and 43 per cent of large businesses (500+ employees). The ability to invest in large-scale online job advertising may contribute to this trend. Online jobs boards 'very important' Small 35% Small 35% Med 42% Small 35% Med 42% Large 43% Med 42% Large 43% Large 43% However, smaller businesses are more likely to realise the value of external recruitment companies compared to larger businesses. Although a third of HR professionals in large organisations (500+ employees) rate recruitment companies as very important to their talent sourcing strategy, this rises to 34 per cent for medium-sized businesses and 35 per cent for smaller businesses. Small 35% Recruitment companies 'very important' Small 35% Med 34% Small 35% Med 34% Large 33% Med 34% Large 33% Large 33% Chart 16. The importance of different recruitment methods, by company size 21

22 GLOBAL RESULTS EMPLOYEE ENGAGEMENT Given the increasing prominence of social media within the HR function, we delved deeper into exactly what HR activities it is most useful in. Employer branding was by far the activity which social media contributed to most significantly, with the majority of respondents (56 per cent) using it for that purpose. Social media is used most successfully in employer branding Employer branding 56% Vacancies publication 41% Sourcing candidates 40% Build and leverage networks 36% Employee engagement 33% Employer transparency 30% Internal communications 30% Research tool 24% Chart 17. How important are social networks in relation to the following HR issues? However, despite the increasing prominence of social media, when compared to other channels of communication it ranks only seventh as a tool for HR communication. Websites, intranets and good old fashioned meetings and presentations still remain key. Employee engagement techniques rely most on tried and tested communication channels Website 81% Intranet 79% Presentations 68% Meetings 67% Newsletters 53% updates 50% Social networks 43% Corporate literature 41% Notice boards 34% Corporate blogs 28% Employee blogs 17% Chart 18. Which tools do you use to communicate employer brand values? 22

23 GLOBAL RESULTS Hundreds of HR professionals from around the globe provided insight into their favourite employer brands and why they were perceived in such a positive way. See both charts below. Top employer brands as voted for by HR professionals Chart 19. Which employer brands do you most admire? Attributes most often given by HR professionals for recognising top employer brands Chart 20. Which employer attributes do you most admire? 23

24 GLOBAL RESULTS 23% TALENT MANAGEMENT 53% Most HR professionals (90 per cent) believe creating a positive work environment is the most effective way to retain employees, while a similar proportion (86 per cent) recognise the importance of developing a successful style. Despite the admiration that many HR professionals hold for the values of some of the world s most effective employer brands, actively promoting these traits (14 per cent) is seen as less valuable than proactively engaging with employees to improve their work experience, for example by providing flexible working (43 per cent) or training (54 per cent). None 1-10% 11-25% 26-40% 41-50% 51%+ Work environment and style more important than monetary rewards to retain talent Positive work environment 90% Management style 86% 3% Improving work-life balance 60% 7% Clear succession planning 59% Non-monetary rewards 58% Training 54% Compensation system 47% 23% Flexible working 43% Promoting employer brand 14% 5% 9% Chart 21. What factors do 0you believe are important to successfully % retain 70 your 80 employees? Rewarding good performance through effective compensation is a priority for 59 per cent of HR professionals, ahead of attracting or retaining top talent (47 per cent) or ensuring fairness (46 per cent). For 35 per cent of HR professionals, compensation can aid transparency in the organisation, and during times of increasing investor activism, 27 per cent of HR professionals use the compensation system to align shareholder and employee objectives. Small 35% Compensation Med 42% systems targeted at rewarding performance rather than attracting talent Large 43% None 1-10% 11-25% 26-40% 41-50% 51%+ 0 Reward good performance 10 59% Attract and retain top talent 47% Small 35% Ensure fairness 46% Med 34% Create strong work ethic 36% Large 33% Support transparency 35% 0 Standardise 5 compensation 10 31% Align shareholders and employees 27% Chart 22. What are the objectives for your organisation s compensation system? 60 Small 35% 50 Med 42% Large 43% 20

25 23% GLOBAL RESULTS 53% Almost two thirds (62 per cent) of HR professionals report that their organisation has a formal talent programme in place, however, that does mean that almost four in every ten HR professionals have either chosen not to implement a talent plan or have yet to implement one! None 1-10% 5% 11-25% 26-40% 41-50% 9% 51%+ 3% Nordic HR professionals less likely to invest in talent 7% planning than HR peers APAC 80% Switzerland 65% 23% EU 63% Global Av. 62% Nordics 57% 53% None 1-10% 11-25% 26-40% 41-50% 51%+ HR professionals in the financial services (79 per cent), manufacturing (73 per cent) and technology (66 per cent) sectors are more likely to invest in formal talent planning than their HR peers in retail/leisure (58 per cent), business services (52 per cent) or the public sector (44 per cent). 80 5% Talent planning 9% by industry sector 70 7% Financial 60 Services 79% 50 Manufacturing 73% 40 Technology 66% 23% 30 Global Av. 62% 3% It is perhaps understandable that large organisations (500+ employees) are more likely to have a formal talent plan due to a greater supply of resources that can be brought to bear. However, it is interesting to note that 55 per cent of HR professionals in smaller businesses (less than 100 employees) will invest in formal talent planning, 1 per cent more than their HR peers in mediumsized businesses ( employees). 20 Retail/Leisure 58% Business 10 Services 52% 53% 0 Culture Public & Sector Industrial 44% Employer HR Talent RecruitinEmployeeLearning Internal Inclusion Reward Values RelationsBranding Policies Managem Engagem & Communi & & Report on Excel at Develop Diversity Benefits Talent planning by size of organisation Large 70% 70 Global Av. 62% 60 Small 55% 50 Medium 54% None 1-10% 11-25% 26-40% 41-50% 51%+ Create infographics Chart 23. Does your organisation have a talent programme in place? 20 (By 90 location) Culture & IndustrialEmployer HR Talent RecruitinEmployeeLearning Internal Inclusion Reward Values RelationsBranding Policies Managem Engagem & Communi & & Report on Excel at Develop Diversity Benefits

26 GLOBAL RESULTS 53% The objectives sought by HR professionals from investing in talent programmes are concentrated around a small group of future leaders (76 per cent) and highpotential employees (73 per cent), as well as general employee retention (72 per cent). None 1-10% 11-25% 26-40% 41-50% 51%+ High-potential employees benefit most from talent programmes Grow future leaders 76% 5% 3% Develop high-potential employees 73% 7% Retain key employees 72% 9% Meet future requirements 63% Develop clear succession plans 53% Attract & recruit key staff 50% 23% Support change 42% Address skills shortages 38% Enable achievement of goals 36% Define behaviours 33% 53% Companies with a more skilled or academic employee base are more likely to have a structured talent strategy to attract, retain and motivate their people. Where there is a lower-skilled workforce, talent will more likely be in place for the tier only. While a third (33 per cent) of HR professionals confirm that their talent programme is available to all staff, for a majority of HR professionals it is high-potential employees (57 per cent) and senior managers (36 per cent) who benefit from this type of development opportunity Chart 24. What are the organisational objectives for talent? Only a third of HR professionals provide access to talent for all 70 None 1-10% 11-25% 26-40% 41-50% 51%+ 60 High potentials 57% 50 Senior managers 36% 40 All 33% 30 Other managers 22% 20 Specialists 22% 10 0 Graduates 16% Culture & IndustrialEmployer HR Talent RecruitinEmployeeLearning Internal Inclusion Reward Values RelationsBranding Policies Managem Engagem & Communi & & Report on Excel at Develop Diversity Benefits Chart 25. Which groups of employees are included in your talent programme? 90 Create infographics

27 23% GLOBAL RESULTS 53% A blended approach to Learning & Development is becoming increasingly popular, e.g. coaching, mentoring, classroom-style training, e-learning, as well as more formal qualificationsled training. Investment in training is increasing, with companies recruiting for attitude, behaviours and potential, and training the rest. On-the-job training (81 per cent) and in-house development (78 per cent) are the most favoured, however, seven out of every ten (71 per cent) HR professionals also offer attendance at external training events, and 61 per cent provide e-learning. None 1-10% 11-25% 26-40% 41-50% 51%+ A mix of internal and external training offered by most; more than half provide e-learning On-the-job training 81% In-house development 78% External courses 71% Coaching: line managers 71% E-learning 61% Mentoring: external 56% Secondment 40% Action learning 21% Chart 26. What type of learning and development activities are currently active in 90 your organisation? A majority of HR professionals (57 per cent) have either Fully or Mostly established an effective environment for employees to develop skills. Given the range of learning and development opportunities offered by a majority of HR professionals in the previous chart it is easy to see why. However, more than four in ten HR professionals (43 per cent) don t believe that enough has been done in their organisation to ensure employee engagement and development. 70 Most HR professionals agree that sufficient opportunities 60 to develop skills exist % 14% 30% Culture & IndustrialEmployer HR Talent RecruitinEmployee 27% Learning Internal Inclusion Reward Values RelationsBranding Policies Managem Engagem & Communi & & Report on Excel at Develop Diversity Benefits Fully Mostly Partially No extent Create infographics Chart 27. To what extent has a performance programme been implemented in your company? 27

28 GLOBAL RESULTS DIVERSITY HR professionals are less satisfied today with the progress being made by formal diversity initiatives compared to a year ago. While over half (52 per cent) said they were happy with the diversity progress being made in their organisation this is down from 59 per cent last year, a significant drop of 7 per cent. Significant drop in satisfaction with diversity progress 60% 50% Whilst diversity is clearly important, other HR tasks can often be prioritised as they have more impact on a wider audience. For example, employee engagement or talent will affect a majority of employees rather than the minority. So in some larger organisations diversity and inclusion managers are hired to focus purely on this area. 40% 30% Chart 28. Are you satisfied with how diversity is progressing in your organisation? When evaluating how advanced their formal diversity programmes are, the proportion of HR professionals who believe they have all/almost all the relevant policies in place has dropped from 22 per cent last year to 19 per cent today. Those HR decision makers who admit their organisation has no or very few formal diversity initiatives in place has jumped from 15 per cent last year to one in five (20 per cent) today. Growing number of HR professionals admit no formal diversity programme in place 30% 20% 10% Fully Mostly Partially No extent Chart 29. To what extent do you have a formal strategy / policy for promoting diversity in your organisation? 28

29 GLOBAL RESULTS DIVERSITY OPINION: HR VERSUS TECHNOLOGY LEADERS HR professionals and technology professionals have quite divergent perspectives when it comes to the business values of formal diversity programmes. Comparing technology leaders answers to an identical question in the 2014 Harvey Nash Technology Survey with the opinion of HR professionals unearthed some stark differences. Whereas two thirds (66 per cent) of HR professionals see the primary benefit of diversity initiatives as a better-engaged workforce, only 52 per cent of technology leaders agree. Both sets of leadership are in harmony that diversity programmes promote equality: 64 per cent of HR professionals and 62 per cent of technology professionals agree. However, far fewer HR professionals (49 per cent) believe diversity initiatives provide an expanded qualified employee pool, compared to 66 per cent of technology executives. Similarly, 62 per cent of technology professionals believe formal diversity programmes offer new perspectives on product solutions while only 48 per cent of HR professionals agree. HR and technology leaders disagree on the core values of formal diversity programmes 66 Engaged workforce Promotes equality 62 Expanded employee pool New solution perspectives Enhanced innovation Higher productivity Lower employee turnover Client engagement Improved communication Improved profitability r HR Survey Tech Survey Chart 30. What business value do you think gender diversity initiatives can directly contribute to? This could be a result of HR professionals looking across all employment functions, while technology executives are reflecting a particular challenge with diversity in technology roles, a highly specific but well publicised HR issue. 29

30 GLOBAL RESULTS HR CAREER Job changing preferences for HR professionals remain remarkably similar to the previous year. Sixteen per cent of HR professionals moved job in the past 12 months, compared to 17 per cent the year before. HR professionals show high uniformity in timing career 30% moves 25% 20% 15% 10% 5% Less than 1 year 1-2 years 3-5 years 6-10 years More than 10 years Chart 31. How long have you worked for your current employer? HR professionals are becoming more bullish about their plans for a future career move, with 27 per cent planning to move job within the next 12 months, up 4 per cent on the 23 per cent who planned a move last year (when ultimately only 16 per cent actually did move job). 30% 20% 10% Less than 1 year 1-2 years 3-5 years 6-10 years More than 10 years Chart 32. How long, from this point onwards, do you expect to stay with your current employer? 30

31 GLOBAL RESULTS Job satisfaction amongst HR professionals is falling. The proportion of HR professionals who claimed to be very satisfied in their role has dropped from 37 per cent last year to less than a third (32 per cent) today. At the same time there has been a 4 per cent increase in respondents claiming to be not very satisfied, while there is a concerning 1 per cent rise of HR professionals claiming to be not at all satisfied. HR professionals, especially senior ones, are generally not satisfied unless they are driving change, having an impact and seeing improvements. They are not good at maintaining the status quo and so can be quite restless if HR is seen as not core business and a support function. One of the most significant indicators in job satisfaction results this year is the 7 per cent drop in HR professionals believing their function has an important role to play in the organisation. HR professionals job satisfaction falls markedly in a year 50% 40% 30% 20% 10% Very satisfied Quite satisfied Not very satisfied Not at all satisfied Chart 33. How fulfilling do you find your current role? 4 3 Many indicators of HR professional job satisfaction have dropped in the past 12 months Annual Change Interesting and exciting work 53% 55% -2% A sense that HR / talent has an important role to play in the organisation 51% 58% -7% A feeling that I am empowered 42% 40% 2% An opportunity to shape the business strategy 41% 41% 0% Access to / contribute to strategy 34% 37% -3% Competent and a vision for the future 28% 27% 1% An opportunity to challenge the status quo 26% 28% -2% A creative / entrepreneurial environment 22% 21% 2% Good salary 22% 26% -4% A culture of open communication 21% 24% -3% The opportunity to build a rewarding career 19% 20% -1% Working for a brand I align with 18% 17% 1% A reputation for fairness and respect 18% 20% -2% A financially secure organisation 14% 14% 0% A large organisation international career opportunities 11% 13% -2% Table 6. Please identify the three factors which contribute most to your sense of fulfillment. 31

32 OUR PORTFOLIO OF SURVEYS FOR CIO SURVEY / TECH SURVEY / CYBER SECURITY SURVEY HR SURVEY / MANUFACTURING SURVEY / BOARD SURVEY

33 2. REGIONAL RESULTS 33

34 REGIONAL PROFILES ASIA-PACIFIC (APAC) REGION Compared to the global average, an HR professional from APAC is More likely to be global in outlook 18 per cent have a global spread of responsibility, 2 per cent higher than the global average (16 per cent) Less satisfied with HR image 43 per cent are satisfied with the image of HR, 12 per cent lower than the global average (55 per cent) Less focused on engagement 22 per cent identify employee engagement as their top HR priority, 2 per cent less than the global average (24 per cent) More willing to outsource HR 37 per cent plan greater investment in outsourced HR, 11 per cent more than the global average (26 per cent) Less likely to invest in overseas talent 19 per cent will increase their use of talent sourced from overseas, 3 per cent lower than the global average (22 per cent) More troubled by recruitment 66 per cent expect recruitment challenges in the next two years, 11 per cent more than the global average (55 per cent) More likely to invest in talent 81 per cent have implemented a talent programme, 19 per cent more than the global average (62 per cent) More likely to offer flexible working 3 per cent do NOT offer any type of flexible work options, 6 per cent lower than the global average (9 per cent) Less satisfied with diversity progress 50 per cent are satisfied with the progress of their diversity programme, 2 per cent lower than the global average (52 per cent) 34

35 REGIONAL PROFILES 80% 70% 60% 50% 40% 30% 20% 10% Top HR priorities in APAC Talent Employee engagement Leadership capability Recruitment Employee retention Succession Culture development Organisational growth Performance Change HR professionals from APAC are more focused on talent this year; over threequarters (76 per cent) make it a top HR priority compared to 69 per cent last year. They are also more focused on employee engagement (68 per cent compared to 61 per cent last year). However, they are marginally less focused on leadership capability than they were last year (61 per cent compared to 63 per cent 12 months ago), and significantly less concerned by employee retention only 47 per cent make it a priority this year compared to 63 per cent last year. 40% 30% 20% 10% APAC HR professionals planning to move job Less than 1 year 1-2 years 3-5 years 6-10 years More than 10 years When it comes to their own career development, HR professionals from APAC plan to stay in their current role for longer than they did last year. Only 13 per cent plan to move job this year compared to 24 per cent who planned to move last year, and 43 per cent expect to be in the same role for up to five more years, compared to only 28 per cent who had a similar objective last year. 35

SHINY HAPPY PEOPLE. Salary survey ANALYSIS

SHINY HAPPY PEOPLE. Salary survey ANALYSIS SHINY HAPPY PEOPLE 9 This year s RICS and Macdonald & Company salary and benefits survey finds respondents fizzing with optimism. Felicity Francis reports Economic Activity Change In your chosen professional

More information

Spring 2014. in partnership with. Employee Outlook

Spring 2014. in partnership with. Employee Outlook Spring 2014 in partnership with Employee Outlook WORK WORKFORCE WORKPLACE Championing better work and working lives The CIPD s purpose is to champion better work and working lives by improving practices

More information

Global Talent Management and Rewards Study

Global Talent Management and Rewards Study Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

European Consumer Salary Survey 2013. What are you worth?

European Consumer Salary Survey 2013. What are you worth? European Consumer Salary Survey 2013 What are you worth? Introduction Welcome to Nigel Wright Recruitment s European Consumer sector Salary Survey 2013, which is specifically designed to provide you with

More information

How social technologies drive business success EUROPEAN SURVEY RESULTS 15 TH MAY 2012

How social technologies drive business success EUROPEAN SURVEY RESULTS 15 TH MAY 2012 How social technologies drive business success EUROPEAN SURVEY RESULTS 15 TH MAY 2012 Contents Foreword... 1 Executive summary... 2 How are social tools being used today?... 4 How will social tools be

More information

CONTRACTOR ATTITUDE SURVEY

CONTRACTOR ATTITUDE SURVEY CONTRACTOR ATTITUDE SURVEY www.sjdaccountancy.com JANUARY TO JUNE 2015 Contractor Attitude Survey Our latest Contractor Attitude Survey covers the views and opinions of contractors between January and

More information

white paper true value: getting salary and benefits right managing your employee expectations

white paper true value: getting salary and benefits right managing your employee expectations white paper true value: getting salary and benefits right managing your employee expectations Commentary Companies entered 2010 in a cautious mood. After a challenging 18 months, most commentators predicted

More information

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019 A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,

More information

Acquisition and retention in the war for talent kelly Global workforce index. c o u nt

Acquisition and retention in the war for talent kelly Global workforce index. c o u nt Acquisition and retention in the war for talent 168, 0 kelly Global workforce index people 00 30 ie s 2012 l i r p se: a a e l re c o u nt r the modern workforce acquisition and retention in the war for

More information

2014 MCQUAIG GLOBAL TALENT RECRUITMENT SURVEY

2014 MCQUAIG GLOBAL TALENT RECRUITMENT SURVEY SHARE THIS 2014 MCQUAIG GLOBAL TALENT RECRUITMENT SURVEY METHODOLOGY Finding, hiring and retaining the right people is a challenge faced by all organizations, and a key to any organization s success. The

More information

Helping our clients win in the changing world of work:

Helping our clients win in the changing world of work: Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.

More information

2009 Talent Management Factbook

2009 Talent Management Factbook 2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &

More information

Strategic Insights Survey An IT Leadership Perspective

Strategic Insights Survey An IT Leadership Perspective NOW IN OUR 11 th YEAR Strategic Insights Survey An IT Leadership Perspective sponsored by Contents 3.1 Respondents profile 8 3.1.1 Job roles 8 3.1.2 Industry sector 8 3.1.3 Reporting lines 9 3.1.4 Board

More information

2014 Salary Guide & Survey. Sponsored By

2014 Salary Guide & Survey. Sponsored By 2014 Salary Guide & Survey Sponsored By Introduction Welcome to the 2014 Creativepool Salary Guide In partnership with our sponsors; Moo (our favorite printers) Little Black Book Agency and Cogs Agency

More information

Strategic Sourcing Outlook: Emerging Techniques and Media

Strategic Sourcing Outlook: Emerging Techniques and Media Strategic Sourcing Outlook: Emerging Techniques and Media www.chandlermacleod.com Social Media The Future of Strategic Sourcing? It s often tempting to stick with the tried and true and focus simply on

More information

HR Trends & Priorities for 2012. McLean & Company 1

HR Trends & Priorities for 2012. McLean & Company 1 HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Skills & Demand in Industry

Skills & Demand in Industry Engineering and Technology Skills & Demand in Industry Annual Survey www.theiet.org The Institution of Engineering and Technology As engineering and technology become increasingly interdisciplinary, global

More information

THE HUDSON REPORT HONG KONG EMPLOYMENT AND HR TRENDS OCTOBER - DECEMBER 2011 FROM GREAT PEOPLE TO GREAT PERFORMANCE

THE 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 information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

The Glass Ceiling for Women in Logistics

The Glass Ceiling for Women in Logistics The Glass Ceiling for Women in Logistics A Survey Report on the Opportunities and Challenges Faced by Women in the Logistics Industry LOGISTICS AND SUPPLY CHAIN EXECUTIVE SEARCH TRAINING CONSULTANCY OUTPLACEMENT

More information

Will regional talent management practices keep up with the global pace?

Will regional talent management practices keep up with the global pace? Will regional talent management practices keep up with the global pace? A STUDY BY It s through employees that the organisation learns fast to turn around challenges and unpredictability into opportunities

More information

NOW IN OUR 3 rd YEAR HARVEY NASH HR SURVEY 2012 IN SEARCH OF ENGAGEMENT

NOW IN OUR 3 rd YEAR HARVEY NASH HR SURVEY 2012 IN SEARCH OF ENGAGEMENT NOW IN OUR 3 rd YEAR HARVEY NASH HR SURVEY 2012 IN SEARCH OF ENGAGEMENT Contents 1. Foreword 3 2. Executive summary 5 3. Regional results 7 4. Country and regional profiles 4.1. Ireland 30 4.2. Switzerland

More information

How To Be A Successful Employee

How To Be A Successful Employee Talent Trends 2014 What s on the minds of the professional workforce Introduction For career-minded people everywhere, these are interesting times. Economies continue to falter in several regions of the

More information

Contractor. Attitude Survey July to December 2012 1.0 0.8 0.6 0.4 0.2 0.0. www.sjdaccountancy.com

Contractor. Attitude Survey July to December 2012 1.0 0.8 0.6 0.4 0.2 0.0. www.sjdaccountancy.com Contractor Attitude Survey July to December 212 1..8.6.4.2. www.sjdaccountancy.com Contractor Attitude Survey July to December 212 In July 212 we carried out our first ever research programme to SJD Accountancy

More information

HCPC 2015 Employee Exit Interview Report

HCPC 2015 Employee Exit Interview Report HCPC 2015 Employee Exit Interview Report Section Page 1. Introduction 3 2. Scope 3 3. Employee turnover rates 3 4. Summary of findings 3 5. Analysis of data 4 6. Conclusions and actions 11 2 1. Introduction

More information

The Recruitment Quotient:

The Recruitment Quotient: ADP Research Institute The Recruitment Quotient: Raising Your Talent IQ Contents 3 Introduction 4 Candidates Expectations: Higher Than You Might Expect 5 Employment Brands, Social Media, and the Consumerization

More information

The Recruiting Industry in Australia for 2015

The Recruiting Industry in Australia for 2015 Three must-know talent acquisition trends for 2015 4 th annual report Introduction To win out against the competition in 2015, talent acquisition and business leaders need to stay ahead of the latest recruiting

More information

2.9.7 Other... 37 3.0 Summary... 38 4.0 About CCP... 39

2.9.7 Other... 37 3.0 Summary... 38 4.0 About CCP... 39 Table of Contents 1.0 Executive Summary... 1 2.0 Survey Results... 3 2.1 Respondents... 3 2.2 Social Media and Recruitment... 6 2.2.1 Role of Social Media... 8 2.2.2 Brand Awareness... 8 2.2.3 Benefits

More information

A9. What is the total number of employees worldwide including Denmark by headcount?

A9. What is the total number of employees worldwide including Denmark by headcount? SURVEY OF EMPLOYMENT PRACTICES OF MULTINATIONAL COMPANIES OPERATING IN DENMARK Home-based English version Please select a language: SECTION A: INTRODUCTION English... 1 Danish... 2 First page: EMPLOYMENT

More information

LexisNexis State of the Legal Industry Survey Complete Survey Findings

LexisNexis State of the Legal Industry Survey Complete Survey Findings LexisNexis State of the Legal Industry Survey Complete Survey Findings 1 Table of Contents Research Objectives Methodology Executive Summary Detailed Findings Appendix Sample Disposition TNS Global Company

More information

to selection. If you have any questions about these results or In the second half of 2014 we carried out an international

to selection. If you have any questions about these results or In the second half of 2014 we carried out an international Candidate Experience Survey RESULTS INTRODUCTION As an HR consultancy, we spend a lot of time talking We ve set out this report to focus on the findings of to our clients about how they can make their

More information

Women in the UK construction industry in 2016

Women in the UK construction industry in 2016 Women in the UK construction industry in 2016 #womeninwork April 2016 Introduction Owen Goodhead MD of Randstad Construction, Property and Engineering Construction is booming and has enjoyed a significant

More information

North East Salary Survey 2015. What are you worth?

North East Salary Survey 2015. What are you worth? North East Salary Survey 215 What are you worth? Introduction Welcome to the 215 edition of the Nigel Wright Recruitment North East Salary Survey. As a company that is at the core of recruitment in the

More information

Employee Benefits Report 2014

Employee Benefits Report 2014 Employee Benefits Report 2014 Foreword Attraction, Retention, Motivation: from listening to our clients these are the three most common words used when discussing employees. And given that the war for

More information

HONG KONG October December 2004. The Hudson Report EMPLOYMENT & HR TRENDS

HONG KONG October December 2004. The Hudson Report EMPLOYMENT & HR TRENDS HONG KONG October December 2004 The Hudson Report EMPLOYMENT & HR TRENDS Introduction The Hudson Report has established a reputation as a key socioeconomic indicator in today s marketplace. It has been

More information

Profile of the Contact Centre Sector Workforce

Profile of the Contact Centre Sector Workforce Profile of the Contact Centre Sector Workforce Content Profile of the UK workforce Status of the workforce Gender Age Ethnicity Disability Salary Level About Us Introduction In December 2012 there were

More information

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

Email Marketing Insight 2011

Email Marketing Insight 2011 Email Marketing Insight 2011 A research project into Irish marketers use of email Produced by in conjunction with Contents Introduction 1 Foreword by Tom Trainor 1 Introduction by Andrew O Shaughnessy

More information

Email Marketing Insight 2012 A research project into Irish marketers use of email

Email Marketing Insight 2012 A research project into Irish marketers use of email Email Marketing Insight 2012 A research project into Irish marketers use of email Contents Introduction 1 Foreword by Tom Trainor 2 Introduction by Andrew O Shaughnessy 3 Executive summary 4 About the

More information

The Developer Hiring Landscape 2015 - US Insight

The Developer Hiring Landscape 2015 - US Insight The Developer Hiring Landscape 2015 - Insight 2 Introduction Our goal with Stack Overflow Careers is to build a system where developers can get jobs that really match their hearts a Joel Spolsky CEO &

More information

Talent Management Framework

Talent Management Framework Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

More information

2015 Global Recruiting Trends

2015 Global Recruiting Trends 4 th Annual Report 2015 Win the war for talent by staying ahead of these industry changes 02 Introduction Introduction To win in 2015, talent acquisition and business leaders need to stay ahead of the

More information

GLOBAL TREND REPORT HUMAN RESOURCES 2015 OUTLOOK

GLOBAL 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 information

Recruitment Process Outsourcing Methodology Statement

Recruitment Process Outsourcing Methodology Statement Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About

More information

THE AUTONOMOUS AND EMPOWERED WORKFORCE

THE AUTONOMOUS AND EMPOWERED WORKFORCE kelly Global workforce index THE AUTONOMOUS AND EMPOWERED WORKFORCE 168,000 people release: SEPT 2012 30 countries The new breed of aspirational and dynamic employees 70 % think multiple employers are

More information

How To Set Up A Successful Women In Engineering Program

How To Set Up A Successful Women In Engineering Program Women in Engineering Industry Blueprint of Successful in-house Professional Women s Programs Introduction Engineers Australia s Women in Engineering National and Division Committees have been approached

More information

People. 100 Roche Business Report 2008 Corporate Responsibility. Employees (full-time equivalent, FTE) by regions 2008

People. 100 Roche Business Report 2008 Corporate Responsibility. Employees (full-time equivalent, FTE) by regions 2008 100 Roche Business Report 2008 Corporate Responsibility People People are a core factor in our business success we need people who are enthusiastic about their job and about their employer. This enthusiasm

More information

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals 50 HR and Recruiting Stats That Make You Think Introduction Employer branding, employee engagement, social recruiting, transparency and Millennials are among the most important trends and topics impacting

More information

Career Capital 2014 Global Research Results

Career Capital 2014 Global Research Results Career Capital 2014 Global Research Results International Women s Day 2014 1 Research Objectives Accenture conducted its global research study, Career Capital for release on International Women s Day to

More information

UK Consumer Sector Salary Survey 2015. What are you worth?

UK Consumer Sector Salary Survey 2015. What are you worth? UK Consumer Sector Salary Survey 2015 What are you worth? Introduction Welcome to Nigel Wright Group s UK Consumer Sector Salary Survey 2015, which is specifically designed to provide you with an insight

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

The Borderless Workforce 2011. Australia and New Zealand Research Results

The Borderless Workforce 2011. Australia and New Zealand Research Results The Borderless Workforce 2011 Australia and New Zealand Research Results Introduction Given the fact that neither Australia or New Zealand are facing problems, like high unemployment rates during the labour

More information

Report 015 Retention. Life Working Series 2015

Report 015 Retention. Life Working Series 2015 Report 015 Retention Life Working Series 2015 1 1. Introduction Understanding the length of time employees remain with a company and the drivers of retention. The latest report in our Life Working series

More information

SEEK INTELLIGENCE 2006 EMPLOYEE SATISFACTION & MOTIVATION

SEEK INTELLIGENCE 2006 EMPLOYEE SATISFACTION & MOTIVATION SEEK INTELLIGENCE 2006 EMPLOYEE SATISFACTION & MOTIVATION SEEK INTELLIGENCE: 2006 SURVEY OF EMPLOYEE SATISFACTION AND MOTIVATION IN New Zealand Have you ever wondered what New Zealand employees really

More information

How To Use Social Media For A Job

How To Use Social Media For A Job kelly Global workforce index 120,000 people Social media and technology release: NOV 2013 31 countries Socialising recruitment Social media in recruitment has altered the way people search for and communicate

More information

The relatively recent combination of

The relatively recent combination of Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have

More information

How To Manage Social Media In The Workplace

How To Manage Social Media In The Workplace SHRM Foundation Executive Briefing Social Media in the Workplace: Issues and Strategic Questions By Robert E. Ployhart, Ph.D. sponsored by Spherion Social media is revolutionizing the way people connect

More information

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful

More information

THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE

THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE September 2013-0 - Contents 1. Introduction 2. Business Strategy and its Execution 3. Organisational Culture - Employee Behaviour 4. The Challenges

More information

Contents Foreword 1 Introduction by Patrick Reeve Executive summary 1. Business confidence and growth ambitions 2. Availability of finance

Contents Foreword 1 Introduction by Patrick Reeve Executive summary 1. Business confidence and growth ambitions 2. Availability of finance 2014 Contents Foreword 1 Introduction by Patrick Reeve 3 Executive summary 4 1. Business confidence and growth ambitions 4 2. Availability of finance 6 3. Management skills 8 4. Apprenticeships 9 5. Optimists

More information

The Multiplier Effect: Insights into How Senior Leaders Drive Employee Engagement Higher

The Multiplier Effect: Insights into How Senior Leaders Drive Employee Engagement Higher The Multiplier Effect: Insights into How Senior Leaders Drive Employee Engagement Higher It s not getting any easier! The majority of organisations are still fighting for resources, reputation and market

More information

GENDER DIVERSITY STRATEGY

GENDER DIVERSITY STRATEGY GENDER DIVERSITY STRATEGY Purpose TMB s Gender Diversity Strategy acknowledges the value of a gender diverse workforce and details our commitment to ensuring that all workplace policies support and enable

More information

Partnering with a Total Rewards Provider

Partnering with a Total Rewards Provider CHAPTER 8 Partnering with a Total Rewards Provider changing market expectations place businesses under constant pressure to raise performance. So all eyes often turn to human resources (HR) to increase

More information

Global Investment Trends Survey May 2015. A study into global investment trends and saver intentions in 2015

Global Investment Trends Survey May 2015. A study into global investment trends and saver intentions in 2015 May 2015 A study into global investment trends and saver intentions in 2015 Global highlights Schroders at a glance Schroders at a glance At Schroders, asset management is our only business and our goals

More information

Our Framework Summary

Our Framework Summary Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a

More information

The Deloitte Millennial Survey

The Deloitte Millennial Survey Big demands and high expectations The Deloitte Millennial Survey January 2014 Executive summary Big demands and high expectations: What Generation Y wants from business, government, and the future workplace

More information

business and education

business and education Final Report Carried out by Sponsored by Contents 1 Introduction 2 Our approach 1 3 Executive summary 3 4 Involvement in corporate citizenship 5 5 Involvement in volunteering 11 6 Impact of volunteering

More information

CHINA S FINANCE INDUSTRY SALARY TRENDS AND TALENT RETENTION. A report by Hays and Zhaopin. hays.cn

CHINA S FINANCE INDUSTRY SALARY TRENDS AND TALENT RETENTION. A report by Hays and Zhaopin. hays.cn CHINA S FINANCE INDUSTRY SALARY TRENDS AND TALENT RETENTION A report by Hays and Zhaopin. hays.cn Introduction While economic growth slows in China s traditional business areas, financial institutions

More information

Insight paper. Succession Management: Assessment report

Insight paper. Succession Management: Assessment report Insight paper Succession Management: Assessment report Understanding the business impact of career and succession management To support your career and succession planning, this concise report presents

More information

RVA Workforce Issues

RVA Workforce Issues Community College RVA Workforce Study Report August 2015 Southeastern Institute of Research, Inc. 1 Table of Contents Background, Objectives, and Methodology Respondent and Organization Profile Seven Key

More information

Australia s gender equality scorecard

Australia s gender equality scorecard Australia s gender equality scorecard Key findings from the Workplace Gender Equality Agency s 2014-15 reporting data November 2015 WGEA dataset 4 million employees 4,670 reports 12,000+ employers Introduction

More information

The State of Human Resources Outsourcing: 2004 2005

The State of Human Resources Outsourcing: 2004 2005 The State of Human Resources Outsourcing: 2004 2005 Survey Results February 2005 Introduction Increasingly, leading companies in the United States see the value in building a strong working partnership

More information

Tapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by

Tapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing Power Employees Tapping into the Recruiting of Existing Employees a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing

More information

The Global State of Employee Engagement: A 2014 Study

The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study The Global State of Employee Engagement: A 2014 Study In May of 2014, BPI group partnered with research firm BVA to survey the state of employee engagement

More information

How 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 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 information

Trends in Global Employee Engagement

Trends in Global Employee Engagement Consulting Talent & Organization Trends in Global Employee Engagement Trends in Global Employee Engagement Contents 3 4 5 6 7 8 9 10 14 15 Executive Summary Trends in Global Employee Engagement Employee

More information

Human, Social and Network Capital and its role in the Boardroom

Human, Social and Network Capital and its role in the Boardroom University of Bath Human, Social and Network Capital and its role in the Boardroom MBA Thesis Paula Haines paula.haines@virgin.net This research was carried out for a MBA thesis at the University of Bath

More information

UK Oil and Gas Salary Survey 2014. What are you worth?

UK Oil and Gas Salary Survey 2014. What are you worth? UK Oil and Gas Salary Survey 2014 What are you worth? Introduction Welcome to the 2014 edition of the Nigel Wright Energy UK Oil and Gas Salary Survey. As a company that is at the core of recruitment

More information

1. Key findings 3 2. Background 3 3. Diversity 4 4. Women in the IT profession 5 5. A career in IT 10 6. Profile of participants 13

1. Key findings 3 2. Background 3 3. Diversity 4 4. Women in the IT profession 5 5. A career in IT 10 6. Profile of participants 13 Survey Contents 1. Key findings 3 2. Background 3 3. Diversity 4 4. Women in the IT profession 5 5. A career in IT 10 6. Profile of participants 13 List of figures Figure 1 - Does your organisation / company

More information

ROBERT WALTERS WHITEPAPER USING SOCIAL MEDIA IN THE RECRUITMENT PROCESS

ROBERT WALTERS WHITEPAPER USING SOCIAL MEDIA IN THE RECRUITMENT PROCESS ROBERT WALTERS WHITEPAPER USING SOCIAL MEDIA IN THE RECRUITMENT PROCESS INTRODUCTION The social media phenomenon has opened up new paths of engagement and revolutionised the exchange of information. With

More information

kelly Global workforce index release: JUNE 2012 when worlds collide the rise of social media for professional & personal use

kelly Global workforce index release: JUNE 2012 when worlds collide the rise of social media for professional & personal use kelly Global workforce index 168,000 people release: JUNE 2012 30 countries when worlds collide the rise of social media for professional & personal use business or pleasure? social media in the workplace

More information

The Developer Hiring Landscape 2015

The Developer Hiring Landscape 2015 The Developer Hiring Landscape 2015 2 Introduction Our goal with Stack Overflow Careers is to build a system where developers can get jobs that really match their hearts a Joel Spolsky CEO & Co-founder

More information

Succession Planning Policy and Procedure

Succession Planning Policy and Procedure Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy

More information

People Director Job description

People Director Job description People Director Job description About Teaching Leaders Teaching Leaders is an innovative not-for-profit organisation whose mission is to address educational disadvantage by growing a movement of outstanding

More information

Employee Monitoring Report

Employee Monitoring Report Annex A to Mainstreaming Report Scottish Natural Heritage Employee Monitoring Report Published: April 2013 Scottish Natural Heritage Great Glen House, Leachkin Road, Inverness IV3 8NW www.snh.gov.uk Table

More information

Unlocking the potential of Europe s ipros

Unlocking the potential of Europe s ipros Unlocking the potential of Europe s ipros Foreword from EFIP Patron, John Niland EFIP believes that the next European Parliament has a great opportunity to take bold steps to enhance independent working

More information

A report from the Economist Intelligence Unit. Views from the C-suite Who s big on BIG DATA? Sponsored by

A report from the Economist Intelligence Unit. Views from the C-suite Who s big on BIG DATA? Sponsored by A report from the Economist Intelligence Unit Views from the C-suite Who s big on BIG DATA? Sponsored by Executive summary The way that big data pervades most organisations today creates a dynamic environment

More information

EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls

EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls WHO IS KELLY? Since 1946, Kelly has grown to be a global leader in delivering workforce solutions. Revenue exceeds US$5.6 b EMEA AMERICAS

More information

The Future of Stakeholder Engagement

The Future of Stakeholder Engagement The Future of Stakeholder Engagement Views of Senior European Communicators on Current and Future Best Practice February 2013 Table of contents 3 4 6 11 18 25 28 29 Introduction Key findings The current

More information

Global Trends in RPO & Talent Recruitment 2014. pam berklich

Global Trends in RPO & Talent Recruitment 2014. pam berklich Global Trends in RPO & Talent Recruitment 2014 pam berklich The Recruiting Challenge Map Far from simply filling existing gaps as quickly and economically as possible, recruiting has become a high-stakes

More information

ANU Human Resource Directions to 2010

ANU Human Resource Directions to 2010 ANU Human Resource Directions to 2010 November 2007 ANU Human Resource Directions to 2010 Supporting our staff to achieve excellence This paper identifies HR priorities to maintain ANU s excellence in

More information

Prepared by Ipsos MRBI for the Health Service Executive

Prepared by Ipsos MRBI for the Health Service Executive Prepared by Ipsos MRBI for the Health Service Executive Table of Contents Introduction 1 Background & Objectives... 4 2 Research Methodology... 5 Findings 3 Key Employee Engagement Metrics... 9 4 My Role...

More information

2014 HIMSS Workforce Survey AUGUST 2014

2014 HIMSS Workforce Survey AUGUST 2014 2014 HIMSS Workforce Survey AUGUST 2014 www.himss.org Introduction Information technology (IT) professionals (such as help desk, project management or implementation specialists) are without a doubt critical

More information

Future-proofing employee engagement 5 areas of focus for 2015

Future-proofing employee engagement 5 areas of focus for 2015 Future-proofing employee engagement 5 areas of focus for 2015 Employer Branding Experience 5 th November 2014 1 By way of introduction Thanks for having me Employee engagement is for life 4 An important

More information

Extract of article published in International HR Adviser magazine 2013. The role of HR in global mobility

Extract of article published in International HR Adviser magazine 2013. The role of HR in global mobility Extract of article published in International HR Adviser magazine 2013 The role of HR in global mobility Increasingly the regional HR director for Asia Pacific for many large multinationals will be based

More information

From Capability To Profitability Talent management a priority for the C-Suite. London, 3 rd November 2015

From Capability To Profitability Talent management a priority for the C-Suite. London, 3 rd November 2015 From Capability To Profitability Talent management a priority for the C-Suite London, 3 rd November 2015 Contents 1 The challenge of talent management 2 Select Top-of-the-Agenda talent trends 3 Example:

More information