HR Climate Index Study 2015

Transcription

1 Kienbaum Consultants International HR Climate Index Study Thema

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3 Content 01 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change 4 02 About the HR Climate Index Study Findings of the HR Climate Index Study State of Business Developments within HR Positioning of HR Priorities for HR in Priorities for Optimized HR in Greatest Strategic Challenge for HR in Kienbaum in Brief 22 3 Content

4 01 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change The global context for the economy of HR work in 2015 is one of a global economy still trying to recapture momentum. Many high-income countries continue to struggle with the legacy of the global financial crisis, while emerging economies are less dynamic than in the past. However, the economic outlook for most of the countries participating in this study is rather positive: about half of the surveyed companies anticipate growing sales and higher profitability in Furthermore, about four fifths anticipate growing or constant workforce numbers in Compared to 2014, the outlook in terms of economic data is more optimistic and, at the same time, more cautious. In this context of economic recovery and the search for a new global balance, many companies see improving their efficiency and effectivity as the best way to secure their future and accelerate their growth. These expectations produce a specific set of new priorities for HR work. Accompanying and managing change is one of the most important issues, as the need for organizational agility and the successful management of culture change is ubiquitous in our globalized world. Increasing leadership and management quality is still a top priority for HR work, especially in a context of a changing environment and instability giving management a key role to play. This context of permanent change spreads through all HR priorities for 2015, whether it be the retention of high potential and employer attractiveness, strategic recruitment, workforce planning and the development of competences to support business growth or secure leadership and management pipelines, or the challenge of keeping employees engaged and motivated in this uncertain environment. Continuous change has serious implications for the organization, which HR has to confront. These would seem to be the priorities that true HR business partners who enable business growth and sustainability are made for. In comparison with previous years, HR now sees itself as a strategic partner. HR is recognized as such by nearly 90% of the managers of the participating companies, present on top management level and involved in most of strategic projects and initiatives. Furthermore, it must be emphasized that the development of HR resources budget and headcounts is quite positive in comparison to previous years. The trend towards HR cost reduction seems to be over. Indeed, one third of the respondents expect an increase of their HR budget in This positive trend is even more pronounced in the emerging economies. All of this is a positive sign for HR! 4 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change

5 And what are the main challenges for HR s future development? The answer depends on the regions. In high-income countries, a major challenge is to successfully make the organization recognize the impact of HR work and provide transparency across the HR service portfolio. HR departments in these countries have already implemented new structures and are now undergoing a phase of consolidation, where process optimization and proving HR s contribution to the business are the main focus. In emerging economies, HR is more concerned with implementing new structures and developing HR employees competencies. Surprisingly, many important and much-vaunted topics, such as big data, work-life balance, the implementation of cloud-based solutions, or diversity management, appear to have lost their relevance for HR in Do those issues play no role in the reality of HR? Or is HR missing the boat? We look forward to seeing what will be on the agenda for Berlin, March 2015 Fabian Kienbaum Managing Partner Kienbaum Consultants International GmbH Dr Walter Jochmann Managing Director Kienbaum Consultants International GmbH Hans Ochmann Managing Director Kienbaum Management Consultants GmbH 5 Executive Summary HR Climate Index 2015: Under the Banner of Continuous Change

6 02 About the HR Climate Index Study 2015 Kienbaum has been publishing the HR Climate Index in the first quarter of every year since The primary purpose of the study is to survey the economic expectations for HR and the position of HR within businesses. Additionally, it is committed to detecting and monitoring future HR trends. Since 2006, data for the HR Climate Index has been collected annually in the DACH region, joined by Central and Eastern Europe in In 2015, Kienbaum conducted the study internationally for the first time in order to offer a global overview of important HR issues. Illustration 1: Allocation of the participating companies to country groups Developed Countries Developing Countries 14 % The sample includes 501 companies of different nationalities, sizes, and sectors of industry. Most respondents hold leading positions in HR management. Based on their domestic economic conditions 1, the participating countries are split in two categories: developed countries and developing countries. This classification uses the GDP (Gross Domestic Product), according to which:» Developed countries are Austria, Belgium, Croatia, Czech Republic, France, Germany, Hungary, the Netherlands, Poland, Romania, Switzerland, and the United States;» Developing countries are Brazil, China, Singapore, and Turkey. Regarding the participating industries, the sample is made up as follows: The largest groups in the sample are companies from the manufacturing sector, accounting for 60% of the total, followed by service providers, amounting to 32% of the sample. Retail and trade account for 5%, whereas public sector organizations represent only. In total, the sample covers 17 individual sectors of industry. 86 % 1 Based on the classification used by United Nations in World Economic Situation and Prospects 2015, United Nations, New York, About the HR Climate Index Study 2015

7 8 % 11 % Illustration 2: Representation of participating industries Automotive Banking and finance sector (Legal) Consulting, auditing and real estate Chemical and pharmaceutical Retail Energy, utilities and waste Engineering, technology and high-tech Machinery, equipment and construction Transport and logistics 21 % 14 % 10 % 12 % 7 % 10 % 7 % Small and medium-sized companies represent the core of the respondents: 65% of these are companies with a workforce of up to 1,000 employees. On average, the participating companies employ 4,000 people, with the largest company having more than 300,000 employees. Illustration 3: Current headcount of the participating companies 5 % 6 % 20 % Fewer than 100 employees 101 to 1,000 employees 1,001 to 5,000 employees 5,001 to 10,000 employees More than 10,000 employees 24 % 45 % 7 About the HR Climate Index Study 2015

8 03 Findings of the HR Climate Index Study State of Business Sales Sales increased on a moderate level in 2014 for 5 of the companies. Only 20% of the companies reported decreasing sales. The positive trend is expected to continue in 2015, with 55% of the participating companies expecting an increase and only 12% a decline in sales. The number of participants expecting approximately constant sales increased from 27% in 2014 up to 3 for Illustration 4: Sales global strongly decreasing (over 5%) decreasing approx. constant increasing strongly increasing (more than 5%) 9% 19% 18% 27% 3 34 % 37% 2014 expectation for % 10% 20% 30% 40% 8 Findings of the HR Climate Index Study 2015

9 The comparison of the regions reveals significantly increased sales in developing countries in 2014 (62% as compared to 51% in companies from developed countries). The expected sales for 2015 are distributed similarly: Companies from developing countries expect increases in sales of up to 69%, whereas the expectation in developed countries remains almost constant with 52%. At the same time, sales in developing countries are more volatile in 2014, with 25% of the companies having reported a drop in sales, compared to 20% in developed countries. For 2015, both regions are expecting drops in sales to be less severe than in 2014: only 12% in developed countries and in developing countries. Illustration 5: Sales developed/developing countries strongly decreasing (over 5%) Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) decreasing 9% 8% approx. constant 1 20% 29% 3 increasing 24% 29% 35% 39% strongly increasing (more than 5%) % 40% 0% 10% 20% 30% 40% 9 Findings of the HR Climate Index Study 2015

10 Profitability Compared to 2014, profitabilty is on an upward trend: Only 12% of the respondends expect decreased profits in 2015 (compared to 20% in 2014). In 2015, a higher percentage of the companies expect constant (39% in 2015 compared to 3 in 2014) or increasing yields (49% in 2015 compared to 44% in 2014). Given the low economic growth in 2014, the outlook for 2015 is evaluated positively by the market participants. Illustration 6: Profitability global strongly decreasing (over 5%) 2% 2014 expectation for 2015 decreasing 10% approx. constant 3 39% increasing 32% 39% strongly increasing (more than 5%) 12% 10% 0% 10% 20% 30% 40% Profitability growth is particularly strong among participants in developing countries, with an increase from 49% in 2014 to 57% in Mirroring the sales results, the variance is higher for companies from developing countries in % of the participants reported decreased sales. For 2015, however, only 10% expect decreasing sales. In the developed countries only small changes in profitability are expected between 2014 and 2015, with 38% of the participants reporting constant development in 2014 and 40% expecting constant development in Illustration 7: Profitability developed/developing countries strongly decreasing (over 5%) 1% 2% 5% Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) decreasing 8% 1 19% approx. constant 21% 3 38% 40% increasing 29% 3 35% 40% strongly increasing (more than 5%) 8% 20% 22% 0% 10% 20% 30% 40% 10 Findings of the HR Climate Index Study 2015

11 Workforce Looking at the workforce number, approximately 40% of the companies reported constant figures in 2014 and are expecting no change in Comparing 2014 and 2015, the employment outlook is still positive (40% of the participants are expecting an increase in the workforce), although a dynamic slowdown can be observed (22% of the respondents are expecting declines in the workforce for 2015, compared to 19% in 2014). Illustration 8: Workforce global strongly decreasing (over 5%) 5% 5% 2014 expectation for 2015 decreasing 17% approx. constant 38% 39% increasing 27% 28% strongly increasing (more than 5%) 12% 1 0% 10% 20% 30% 40% When comparing both regions, it is apparent that developed countries predominantly reported no change in their workforces in 2014 and expect no major changes for 2015 other than a slight decrease (2 in 2015 compared to 19% in 2014). By contrast, 59% of companies from developing countries documented increases in staff and expect this trend to continue at the same level in Illustration 9: Workforce developed/developing countries strongly decreasing (over 5%) 5% 5% Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) decreasing 12% 18% approx. constant 2 27% 41% 41% increasing 27% 27% 2 3 strongly increasing (more than 5%) 9% % 10% 20% 30% 40% 11 Findings of the HR Climate Index Study 2015

12 3.2 Developments within HR HR Budget Only minor changes are expected in terms of the HR budgets in 2015: About half of the companies reported no changes in their HR funding in 2014 and expect this trend to continue in 2015; 32% registered growing resources for their HR work in 2014, which might increase slightly in 2015 (35%); and only of the particpants have to cope with shrinking funding or expect cuts in Illustration 10: HR budget global strongly decreasing (over 5%) decreasing approx. constant 4% 10% 10% 55% 51% 2014 expectation for 2015 increasing strongly increasing (more than 5%) 9% 8% 2 27% 0% 20% 40% 60% 80% In 2014, HR budgets increased more in developing countries compared to developed countries. 49% of the participants from companies in developing countries had increased resources, while only 29% did so in the developed countries. This trend seems to continue in 2015, with increased HR budget expectations of 47% and 34%, respectively. Illustration 11: HR budget developed/developing countries strongly decreasing (over 5%) decreasing 5% 10% 10% Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) approx. constant increasing 2 27% 27% 30% 34% 37% 58% 5 strongly increasing (more than 5%) 7% 22% 17% 0% 20% 40% 60% 80% 12 Findings of the HR Climate Index Study 2015

13 HR Headcount The relative stagnation in HR resources is confirmed by the development of HR headcounts. The majority of the participants reported an unaltered HR pool in For 2015, companies expect even less change: 67% of the participants anticipate their HR headcount to remain constant. Illustration 12: HR headcount global strongly decreasing (over 5%) decreasing approx. constant 4% 1 61% 67% 2014 expectation for 2015 increasing strongly increasing (more than 5%) 17% 15% 0% 20% 40% 60% 80% There are minor differences between regions as far as HR headcount development is concerned. HR headcount in developing countries increased at a slightly higher rate in 2014, with 31% of the participants reporting an increase, whereas only 22% of the participants in developed countries reported more staff. Expectations for 2015 are lower: 25% of the developing countries expect an increase in their HR personnel, joined by 17% of the developed countries. Illustration 13: HR headcount developed/developing countries strongly decreasing (over 5%) decreasing 8% 8% 1 9% Developed Countries (2014) Developed Countries (expectation for 2015) Developing Countries (2014) Developing Countries (expectation for 2015) approx. constant 62% 69% 50% 58% increasing strongly increasing (more than 5%) 5% 2% 17% 15% 20% 0% 20% 40% 60% 80% 13 Findings of the HR Climate Index Study 2015

14 3.3 Positioning of HR Impact of HR About half the respondents predict the impact of HR at their companies to increase in With only of the participants expecting declining and 4 constant importance, HR seems to have established a sound position inside the businesses. Noticeable is a significant growth of HR influence in developing countries about three-quarters of the participants are expecting higher prominence of HR in their organization for Illustration 14: Impact of HR in 2015 decreasing 4% Global Developed Countries Developing Countries approx. constant % increasing 51% 47% 7 0% 20% 40% 60% 80% HR as Business Partner The perception of HR as a business partner by management is overwhelmingly positive, with 87% of the participants ascribing a strong importance to the role of HR. Only 1 of the participants consider the contribution of HR to the business to be low. Noticeably, 31% of the participants from developing countries consider the role of HR to be very strong, while only 1 of the participants from developed countries use this extreme category. Illustration 15: Perception of HR as Business Partner not at all very little little 1% 1% 1% 5% Global Developed Countries Developing Countries not very strong 2 24% 1 strongly 41% 49% 50% very strongly 15% 1 31% 0% 20% 40% 60% 80% 14 Findings of the HR Climate Index Study 2015

15 Involvement of HR in Strategic Projects and Initiatives The importance of HR as business partner is illustrated by the current involvement of HR in strategic projects and initiatives. Only very few HR departments are cut off from relevant projects (2%). However, at only 7% of the companies is HR involved in all strategic projects and initiatives. Surprisingly, HR involvement is rated much more positively in developing countries, with 4 of the participants reporting HR involvement in at least 80% of strategic projects and initiatives (only 25% in developed countries). Illustration 16: Involvment of HR in strategic projects and initiatives 0% involved 2% 2% Global Developed Countries Developing Countries 20% involved 40% involved 60% involved 9% 12% 2 24% 2 25% 24% 24% 30% 80% involved 21% 19% 31% 100% involved 7% 15% 0% 20% 40% 60% 80% HR Presence on Management Level Globally, HR departments are represented on the first two management levels at nine out of ten companies. In developing countries, however, the heads of HR are ranked somewhat lower compared to their peers in developed countries. In companies from developed countries, 41% of the HR departments are part of the executive board and 50% are included in tier-1 management. While HR is represented equally well on the executive board level in developing countries (with 45%), it is present on tier-1 at only 3 of companies. More HR departments from developed countries are represented on tier -2 ( compared to 8% in developed countries) or other levels (8% compared to 1% in developed countries). Illustration 17: HR presence on management level Global Developed Countries 42% 41% 48% 50% 8% 2% 8% 1% Executive Board (Tier 0) Tier-1 Tier-2 Other levels 45% 3 8% Developing Countries 0% 20% 40% 60% 80% 100% 15 Findings of the HR Climate Index Study 2015

16 3.4 Priorities for HR in 2015 Globally, participants report following issues as the top HR priorities in 2015:» Increase leadership and management quality» Change Management» Recruitement» Employer attractiveness» Training and qualification A comparison of both regions reveals a stronger need for diversity management, an increase of staffing quality of top and key positions, talent management, and motivation and engagement in developing countries. Particular noticeable is the difference in performance management between both regions, with developing countries reporting twice as much demand as developed countries in this area. Conversely, the improvement of employer attractiveness, recruitment, and workforce structure (demography) has higher importance in developed countries. Overall, following items receive fewest mentions:» Diversity management» Big data for HR management» Work-life balance No participant from developing countries rated HR controlling as a priority. 16 Findings of the HR Climate Index Study 2015

17 Illustration 18: Priorities for HR in 2015 HR marketing 7% 2% Global Developed Countries Developing Countries Employer attractiveness Recruitment Diversity management 4% 8% 18% 21% 2 25% 25% Increasing the staffing quality of top- and key positions Compensation and benefits Performance management/mbo 1 20% 15% 15% 17% 17% 32% Workforce structure (demography) 7% 7% 2% Strategic workforce planning 17% 17% 22% "Big Data" for HR management 4% Training and qualification Competence and skill management 21% 21% 17% 15% 1 Talent management Succession planning/management 1 19% 18% 2 Change management Increasing leadership and management quality Motivation und engagement 15% 28% 29% 2 22% 31% 31% 35% HR controlling 0% 7% 8% Work-life balance Flexibility of the workforce 2% 9% 10% 0% 20% 40% 60% 17 Findings of the HR Climate Index Study 2015 [Three response options: data in % of all responses]

18 3.5 Priorities for Optimized HR in 2015 In order of importance, the most important priorities for improving HR in 2015 are:» Optimization of HR processes» Competency development of HR employees» Internal communication Comparing both regions, the optimization of HR processes does not stand out as the single most important priority in developing countries. It is as important as competency development of HR employees and increasing the added value through HR ratios/kpis. Generally, there are several topics which are of higher priority in developing countries, including the former two topics as well as the optimization of center of expertise/center of competence and increasing internal customer satisfaction. In developed countries, only the optimization of HR processes and providing transparency of the HR service portfolio are rated as significantly higher. Following issues receive the lowest priorities:» HR outsourcing» Reducing the costs of the HR department 18 Findings of the HR Climate Index Study 2015

19 Illustration 19: Priorities for optimized HR in 2015 Optimization of HR processes 39% 55% 58% Global Developed Countries Developing Countries HR outsourcing 4% 4% 5% Implementation/Optimization Shared-Service-Center Optimization Center of Expertise/Center of Competence Digitalisization of HR processes 12% 1 20% 24% 24% 2 Competency development of the HR employees Internal communication 3 32% 31% 32% 30% 42% Providing transparency of the HR service portfolio 15% 1 Increasing the added value through HR ratios/kpis Increasing internal customer satisfaction HR organization Internationalization of HR management Reducing the costs of the HR department HR analytics Implementation of cloud-based solutions 7% 7% 4% 4% 1 17% 1 24% 22% 22% 21% 17% 18% % 3 0% 20% 40% 60% [Three response options: data in % of all responses] 19 Findings of the HR Climate Index Study 2015

20 3.6 Greatest Strategic Challenge for HR in 2015 The last item of the HR Climate Index Study 2015 was phrased as an open question. The participants were requested to name the single greatest strategic challenge for HR in their company for the year The respondents consider accompanying and managing change as their top issue. Whether it be managing change in a growing context or in difficult economic situations (for example restructuring, cost reductions, recruitment freezes, or staff reduction), HR plays a key role for the sustainability of the company and contributes to its commercial growth. In the context of uncertainty and a fast-changing environment, the following strategic challenges are expected for HR in 2015: keeping or increasing leadership and management quality, managing cultural change, retaining the best performers and high potentials, strategic development of the employees competence in order to fit with the business strategy and needs of the future, securing leadership and management pipelines, and keeping employees engaged and motivated in order to maintain good performance, even in a challenging context. Making the organization appreciate the impact of HR work and being recognized as strategic business partners by top management and line management alike is also named as a key challenge by many respondents. 20 Findings of the HR Climate Index Study 2015

21 The greatest strategic challenge for HR in 2015 is to contribute to management in such a way that employees do not get lost in the dynamicsof the company and can cope with the pace of changes. (HR Director, 980 employees, machinery, equipment, and construction sector, Netherlands) to maintain employees' high performance under difficult circumstances. (HR Director, 630 employees, consumer goods sector, Hungary) to develop the talent pipeline based on the new business strategy. (HR Director, 4,600 employees, retail sector, Turkey) to facilitate a new leadership culture within the company. (VP HR Expertise Functions, 14,000 employees, engineering, technology, and high-tech, Netherlands) to execute the global recruiting and talent management strategy and, at the same time, lead through the change process from a family owned company to a global enterprise-driven company. (HR Director, 1,000 employees, machinery, equipment, and construction, Germany) to ensure that the global HR initiatives are fully understood and practiced. (Head of HR, 700 employees, chemical and pharmaceutical, Singapore) 21 Thema

22 04 Kienbaum in Brief Kienbaum Group Kienbaum is one of Europe s leading providers of consultancy services. Our decision to concentrate on leadership and transformation is unique in the consultancy market. It recognizes human beings as the core factor for success of organizations and companies everywhere. Kienbaum is present in all major centers of Germany s economy and operates 38 offices in 21 countries around the world. Executive Consultants (KEC) Management Consultants (KMC) Communications (KC) As a holistic consultancy firm, Kienbaum combines executive search services with traditional management consulting, human resource consulting, and communication consulting under one roof. Our integrated Kienbaum project approach allows us to offer our clients a single source for all the advice and assistance they need without complex interfaces or need for coordination. Kienbaum has been helping companies master their change projects for 70 years. We believe in holistic transformation processes that cover people, processes, and systems alike to safeguard the success of our clients. Kienbaum s Human Resource Management team has been advising companies on all strategic and operational aspects of HR management for over a quarter of a century and is one of the leading HR providers in Europe. We improve the effectiveness and efficiency of HR units and their processes, design HR strategies on the basis of careful analyses and external benchmarks, execute assessment and qualification measures, and support holistic change processes.» Selection of» Supervisory boards» Advisory boards» Management boards» C-level positions» Executive positions» Specialist positions» Interim Management» Career Advice» Management Audits» NewPlacement» Board Services» Efficiency Checks» Compensation» Requirements Profiles» Communication» Appointments» Industries» Automotive» Chemical/Pharmaceutical» Consumer Goods» Energy & Utilities» Business Technology Management» Change Management» Compensation» Management Audit» Operational Excellence» Organizational Effectiveness» Performance Management» Strategic Workforce Planning» Strategy Development» Supply Chain Management» Talent Management» Financial Services & Real Estate» Health Care» Industry/Mechanical & Plant Engineering» Professional Services» Public/Non-Profit Sector» Communication & PR» Employer Branding & HR Marketing» Online & Interactive» Media & Print Advertising Management» Board Communications» Retail» Technology» Transport/Logistics» Domestic Offices» Berlin» Cologne» Dresden» Dusseldorf» Frankfurt» Freiburg» Gummersbach» Hamburg» Hanover» Karlsruhe» Munich» Rostock» Stuttgart» International Offices» Austria» Brazil» China» Croatia» Czech Republic» Finland» France» Great Britain» Hungary» Japan» Netherlands» Poland» Romania» Russia» Singapore» Sweden» Switzerland» Thailand» Turkey» USA 22 Kienbaum in Brief

23 Human Resource Management HR management offers many essential levers for the successful development of any business. They work by providing the necessary human resources, by shaping an externally and internally attractive corporate culture, or by improving people s readiness for and ability to change. In view of a demographic bottleneck that promises to limit the supply of qualified personnel for the long term, the changes that are required in terms of diversity, and the changing self-perceptions and motivations of new generations of employees, the HR function occupies a position of substantial importance with the concepts, processes, and tools it can provide. A number of process-oriented terms, such as talent management or succession planning for key functions, strategic workforce management, competence management, and change management, are occupying more and more of the agenda of top managers. They have finally gained the business relevance they deserve. The selection of high-quality candidates for key functions, the management of strategic and organizationally relevant changes in learning processes, the early identification and retention of high potentials, and the adjustments and implementation of sustainable leadership principles are the mainstays of any HR team that wants to produce a real contribution to commercial success. Change must not stop at the doors of the HR departments either. HR professionals need to live up to the requirements of their clients and the constant drive for effectiveness and efficiency that this means. Using suitable IT solutions to pave the way to great efficiency in operational core processes is part of this, as is the application of talent management programmes and processes designed specifically with the internal client in mind. Kienbaum Your Experienced Partner Kienbaum is the partner of choice for the design of structures and processes, models and instruments in human resource management on the domestic and the international level. We have over three decades of applied experience in human resource management. We can access a wealth of sound best-practice solutions as well as innovative developments in high-profile businesses or medium-sized hidden champions. With the specialist consultants of Kienbaum, we support the HR transformations of our clients with effective solutions. We design bespoke HR and people strategies and governance structures in cooperation with our clients that allow an efficient and effective response to the strategic challenges of HR. We also support the successful establishment and qualification of HR professionals, especially for HR business partners. Our clients achieve greater efficiency in HR by optimizing their cost landscape and increasing their value contributions. We supply them with the methods, instruments, and best practices they need and work with them to design the right implementation strategies from our HR audits as quick checks of the status quo, via support for the design of HR strategies, to our HR optimizer, our unique toolkit for a fullscale HR transformation with a transparent business case. In addition to aspects of HR transformation, we apply the exceptional knowhow and specialist resources of our consultants in the fields of talent and workforce management as well as learning and development. We can support all relevant issues from first designs to final implementation and can provide suitable coaching interventions to ensure lasting success. We work with our clients to improve the leadership and management quality of the next generation of business leaders. 23 Kienbaum in Brief

24 Our Integrated Consultancy Vision We are committed to bringing together people with a very diverse set of qualifications, skills, and exceptional practical experience in our consultancy teams. As part of the Kienbaum Group, we have access to substantial expertise in all areas of management consulting. On these durable foundations, we produce transparent and durable consulting concepts. Our ambition is to develop bespoke solutions with our clients, achieve measureable and sustainable successes, and support the lasting development of our clients. Our competences and consultancy services: HR Strategies/Structures» Workforce and HR Strategy Design» HR Unit Organization/Process Optimization» Benchmarking/Controlling Models» Shared Service Centres» HR IT Strategy HR Strategies/Structures Staffing/Demographics Staffing/Demographics» Strategic Workforce Planning» Management Audits/ Development Centres» Talent/Succession Management» Recruitment/Executive Search» Design of Career Models Leadership/Corporate Culture» Engagement/Culture Survey» Corporate Visions, Values, and Leadership Principles» Diversity Management» Evolution of Leadership Models and Processes» Change Management Leadership/Corporate Culture Competences/Performance Competences/Performance» Compensation Systems» Strategic Competence Management» HR Development Programme, Leadership Training and Coaching» Learning Management/ Academy Models» Performance-Potential Appraisal For the further development of our knowledge base and thought leadership, we conduct our HR Climate Index studies as well as many other dedicated studies on a regular basis. We have access to our comprehensive proprietary best-practice benchmarks and further external sources for exploring international quantitative and qualitative topics. Our internal expert teams are always working on new approaches and methods and designing top solutions with real added value for our customers. We are committed to absolute integrity in the cooperation between our clients and the subject matter and industry experts in our teams. Our ambition is the success of your company. We are always aware of your needs and help you achieve even the most demanding strategic and operational goals of your business. 24 Kienbaum in Brief

25 Kienbaum Your Competent Partner Locations Global Amsterdam Teleport Towers Kingsfordweg GR Amsterdam Phone: Los Angeles Oxnard St, 7th Floor Woodland Hills CA Singapore 350 Orchard Road #13-07 Shaw House Singapore Phone: Bangkok 14th Floor Abdulrahim Place 990 Rama IV Road Bangkok Phone: [email protected] Moscow Regus Lesnaya Plaza Lesnoy per., 4, floor Moscow Phone: [email protected] Stockholm Hornsbruksgatan 28, 11th floor Stockholm Phone: [email protected] Bucharest Gheorghe Moceanu Street 2-4 Sector 1, Floor 5, App Bucharest Phone: [email protected] Paris 47, avenue George V Paris Phone: [email protected] Vienna Tuchlauben Vienna Phone: [email protected] Budapest Andrássy út Budapest Phone: [email protected] Porto Alegre Rua Padre Chagas, 185, cj Porto Alegre/RS Phone: [email protected] Warsaw Pl. Pilsudskiego Warsaw Phone: [email protected] Helsinki Mannerheimintie 12 B 5th floor Helsinki Phone: [email protected] Prague Lazarská Prague 1 Phone: [email protected] Kienbaum Japan K.J. Consultants K.K. 4-6 Shin-Yokohama 2-chome Masuni 1st Bldg. Kouhoku-ku Phone: [email protected] Istanbul Büyükdere Cad No 193 Kat Levent Istanbul Phone: [email protected] São Paulo Av. Magalhães de Castro, 4.800, cj 52, Torre I São Paulo/SP Phone: [email protected] Zagreb A. Hebranga Zagreb Phone: [email protected] Jaragua do Sul R. Exp. Cabo Harry Hadlich, Jaraguá do Sul/SC Phone: [email protected] Shanghai 88 Shi Ji Avenue 31/F Jin Mao Tower Pudong, Shanghai Phone: [email protected] Zurich Höschgasse Zurich Phone: [email protected] London 83 Baker Street London W1U 6AG Phone: [email protected] 25 Kienbaum Your Competent Partner

26 Locations Germany Berlin Potsdamer Platz Berlin Phone: [email protected] Freiburg Rehlingstraße 16a Freiburg Phone: [email protected] Munich Arnulfstraße Munich Phone: [email protected] Cologne Kap am Südkai Agrippinawerft Cologne Phone: [email protected] Headquarters Gummersbach Ahlefelder Straße Gummersbach Phone: [email protected] Rostock Warnowufer Rostock Phone: [email protected] Dresden An der Frauenkirche Dresden Phone: [email protected] Hamburg Hohe Bleichen Hamburg Phone: [email protected] Stuttgart Kronprinzstraße Stuttgart Phone: [email protected] Dusseldorf Speditionstraße Dusseldorf Phone: [email protected] Hanover Luisenstraße Hanover Phone: [email protected] Frankfurt Beethovenstraße Frankfurt a. M. Phone: [email protected] Karlsruhe Karl-Friedrich-Straße Karlsruhe Phone: [email protected] Picture credits Cover photo: istock/peopleimages; Page 2: istock/greenpimp; Page 6: istock/squaredpixels; Page 8: istock/pixdeluxe; Page 16: istock/skynesher; Page 20: istock/mediaphotos 26 Kienbaum Your Competent Partner

27 Overall Responsibility Fabian Kienbaum Managing Partner Kienbaum Consultants International GmbH Study Team Paul Kötter Director & Partner HR Strategy & Organisation Kienbaum Management Consultants GmbH Phone: Simone Kurz Senior Consultant HR Strategy & Organisation Kienbaum Management Consultants GmbH Phone: Sarah Delahaye Consultant HR Strategy & Organisation Kienbaum Management Consultants GmbH Phone: Our special thanks go to Carsten-Hendrik Rasche, trainee at Kienbaum, for his highly appreciated support in the preparation of the study. 27

28 Kienbaum Consultants International 28 Thema