Download - Alignment international company and HR strategies 2013

April 2013 1

Survey ResultAlignment International Company and HR Strategies…

April 2013 2

Going Global

April 2013 3

“Love does not consist of gazing at each other, but in looking outward together in the same direction.”

(Antoine de Saint-Exupery)

April 2013 4

Fact-Box

Sample (Randomwise) N = 500

Participants: 69 Managers & Leaders with international Background

Sectors: Manufacturing Industry, IT & Telecommunications Industry, Trade,

Financial Services Sector, Services, Consumer Goods, Real estate &

Construction, Logistics and transport

Time Period: February – March 2013

Functions: 22,9 % HR Directors and Managers

34,3 % CEOs, CFOs, Board Members (All the others)

14,3 % Expats, Country Managers, Sales, Purchasing (All the others)

28,6 % international Project Managers (All the others)

Method: Online-Questionnaire (Survey Monkey)

Countries: Germany, Austria, Spain, Italy, China, Netherlands, Mexico

Russia

April 2013 5

1. Does your human resources department have a written HR strategy which is connected to the international Company Strategy?

Yes

Partly

No

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

37.50%

50.00%

12.50%

50.00%

30.00%

20.00%

48.50%

32.40%

19.10%

Total All the Others Human Resources (HR)

April 2013 6

2. How do you organize your company and consequently the human resources department?

Centralized (Headquarters determine all processes)

Decentralized (Country organization is self-determined)

Both - centralized as well as decentralized in different specifications

0.00% 10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%

0.00%

25.00%

75.00%

46.70%

13.30%

40.00%

45.60%

17.60%

36.80%


April 2013 7

3. Does the HR (human resources) department participate in the development of the corporate strategy?

Yes

Partly

No

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

25.00%

75.00%

0.00%

48.33%

40.00%

11.66%

45.60%

44.10%

10.30%


April 2013 8

4. Does management as well as internal customers (in the country of origin and abroad) know about the HR management services?

Yes

Partly

No

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

25.00%

75.00%

0.00%

41.66%

41.66%

16.66%

39.70%

45.60%

14.70%


April 2013 9

5. Which communication channels are used within the company? Multiple answers possible!

E-mails

Telephone calls

Intranet

Face to face / presence meetings

Events

Employee magazines

Information boards

Posters/Folders

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

100.00%

75.00%

100.00%

87.50%

87.50%

87.50%

50.00%

50.00%

98.28%

82.76%

50.00%

79.31%

44.83%

32.76%

24.14%

24.14%

98.5%

81.8%

56.1%

80.3%

50.0%

39.4%

27.3%

27.3%


April 2013 10

6. How do you manage language differences? Multiple answers possible!

Everyone speaks the corporate language (e.g. German)

All communication channels use both languages (corporate language and English, English and national language)

Everyone speaks English

Interpreters for the most important languages spoken in the Company

Visualized workflows or multilingual machine labelling

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%

12.50%

62.50%

37.50%

50.00%

12.50%

44.23%

59.62%

23.08%

9.62%

3.85%

40.00%

60.00%

25.00%

15.00%

5.00%


April 2013 11

7. How do you handle cultural differences? „Diversity-Management“

Everyone follows the main Corporate culture (values, philosophy, language)

Via Management - Leadership and Employee Programs on intercultural sensitivity

Each culture has its place, is respected and integrated (religion, young & old, gender, different nationalities)

How does Corporate communications and/or the HR department give support?

0.00% 20.00% 40.00% 60.00% 80.00% 100.00%

12.50%

87.50%

75.00%

12.50%

44.90%

48.98%

40.82%

8.16%

40.40%

54.40%

45.60%

8.80%


April 2013 12

8. What do you consider to be the strategic focuses within the International Human Resource Responsibilities for the next two years? Multiple answers possible!

Development of an international communications strategy

Internationalization of the workflows and processes to improve efficiency

Internationalization of the HR-instruments (e. g. employee surveys, Management by Objectives, Appraisal Systems, Retention-Systems...)

Recruiting in different Countries (How to recognize different Qualifications, Academic degrees...)

Outsourcing of company support processes (payroll , accounting procedures...)

International leadership/talent development

International job rotation

Employer branding

0.00% 50.00% 100.00% 150.00%

37.50%

37.50%

62.50%

75.00%

25.00%

100.00%

37.50%

87.50%

42.31%

50.00%

48.08%

51.92%

19.23%

53.85%

42.31%

36.54%

41.7%

48.3%

50.0%

55.0%

20.0%

60.0%

41.7%

43.3%


April 2013 13

9. In what area does your HR Department give the utmost performance for foreign markets?

Expatriation

Recruiting

Human resources management systems

Consulting within legal affairs

Contact to local Personnel Consultants

Presence within the respective/different countries

0.00% 20.00% 40.00% 60.00% 80.00% 100.00%

87.50%

62.50%

25.00%

50.00%

62.50%

62.50%

50.00%

52.27%

27.27%

47.73%

31.82%

34.09%

55.80%

53.80%

26.90%

48.10%

36.50%

38.50%


April 2013 14

10. How important are the international HR KPIs (Key Performance Indicators) for corporate management? (fluctuation, employee surveys, absenteeism rates, diversity mix, etc.)

Are not reviewed at all

Are reviewed and evaluated periodically in an international context

Are reviewed and applied for strategic decisions

Are reviewed, applied for strategic decisions and translated into action plans

No comments possible

0.00% 10.00% 20.00% 30.00% 40.00%

37.50%

37.50%

25.00%

37.50%

0.00%

22.45%

30.61%

28.57%

24.49%

18.37%

24.60%

31.60%

28.10%

26.30%

15.80%


April 2013 15

11. How important do you consider an International Human Resource Management System to be and how do you put this in practice? Multiple answers possible!

Harmonised and centralised approach (guidelines are specified worldwide for the local HR work)

Adjustments to regional conditions (high degree of autonomy)

Each region has its own system (possibly there are recently purchased corporate units)

Strategic HR processes, e.g. talent management, that are defined worldwide

Development of a uniform pool of young management talents and top management for international assignments

0.00% 20.00% 40.00% 60.00% 80.00% 100.00%

25.00%

87.50%

25.00%

87.50%

37.50%

40.82%

55.10%

10.20%

59.18%

38.78%

38.60%

59.60%

12.30%

63.20%

38.60%


April 2013 16

12a. International HR portfolio/Cluster (multiple answers possible) in worldwide deployment

Strategy and principle

International projects including control systems

HR controlling

Recruitment and selection of personnel

Employee development incl. talent management

Education (apprentices, lateral entrants or career break returners)

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%

62.50%

62.50%

50.00%

50.00%

50.00%

25.00%

41.67%

39.58%

37.50%

41.67%

50.00%

18.75%

44.60%

42.90%

39.30%

42.90%

50.00%

19.60%


April 2013 17

12b. International HR portfolio/Cluster (multiple answers possible) in worldwide deployment

Compensations & benefits

Consultancy and development of the employees and managers (personnel evaluation, trainings, coachings, integrations & welcome

culture, etc.)

Employment abroad – selecting and supporting

Support of the expatriates as well as return programmes

Labour law

Personnel administration

0.00% 20.00% 40.00% 60.00% 80.00%

50.00%

50.00%

50.00%

62.50%

12.50%

0.00%

37.50%

33.33%

47.92%

27.08%

25.00%

27.08%

39.30%

35.70%

48.20%

32.10%

23.20%

23.20%


April 2013 18

12c. International HR portfolio/Cluster (multiple answers possible) in worldwide deployment

Salary statement

Occupational pension schemes

Time Management, Time Keeping etc.

HR-IT (talent programs, qualifications, fluctuation)

Internal communication (employee magazines, intranet, corporate social responsibility)

Employer branding

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

12.50%

0.00%

12.50%

37.50%

75.00%

62.50%

20.83%

14.58%

8.33%

25.00%

35.42%

27.08%

19.60%

12.50%

8.90%

26.80%

41.10%

32.10%


April 2013 19

13. HR role models: How is the international HR work percieved by internal customers?(executives, managers, expatriate managers, etc.)

What is the competence level of HR business partners? (self or external assessments)

Very competent

Competent

Partly

Less competent

Not competent

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%

37.50%

62.50%

0.00%

0.00%

0.00%

4.88%

53.66%

34.15%

7.32%

0.00%

10.2%

55.1%

28.6%

6.1%

0.0%


April 2013 20

14. Do the HR business partners regularly attend management meetings?

Very often

Often

Sometimes

Seldom

Never

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

50.00%

50.00%

0.00%

0.00%

0.00%

17.50%

27.50%

27.50%

20.00%

7.50%

22.9%

31.3%

22.9%

16.7%

6.3%


April 2013 21

15. Are there mandatory trainings for HR business partners, referring to the company's business?

Very often

Often

Sometimes

Seldom

Never

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

12.50%

0.00%

50.00%

25.00%

12.50%

5.41%

13.51%

43.24%

10.81%

27.03%

6.7%

11.1%

44.4%

13.3%

24.4%


April 2013 22

16. What is the satisfaction level of national management with the HR business partner?

Very satisfied

Satisfied

Partly

Less satisfied

Not satisfied

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%

12.50%

75.00%

12.50%

0.00%

0.00%

4.88%

56.10%

29.27%

4.88%

4.88%

6.1%

59.2%

26.5%

4.1%

4.1%


April 2013 23

17. What is the satisfaction level of the international organizations with the HR business partner?

Very satisfied

Satisfied

Partly

Less satisfied

Not satisfied

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%

25.00%

62.50%

12.50%

0.00%

0.00%

5.00%

45.00%

35.00%

10.00%

5.00%

8.3%

47.9%

31.3%

8.3%

4.2%


April 2013 24

18. One final question: Suppose you had all the money in the world for HR, no limits on the corporate or on the HR budget. What would you still need as CEO, HR or personnel manager in International HR Management. Imagine, if you had 3 free wishes:

Please list all of the HR tools, processes, IT systems, methods that can help you become an even better international business partner in your company:

April 2013 25

Best Practice: Companyies‘ Strategies vs. HR-Strategies

Strategic Internationale

HR-PlanningGlobale Employer Branding

OutsourcingRetention Programs

Health-Management Stra

tegi

es

Proce

sses

Guidelines, Manuals, Code of Conduct

Aligned IT-Processes Controlling – Reporting

Outsourcing – Processes Purchasing Recruiting

People-Integration and PerformanceEvaluation-Systems, Career-Planning,

Global Competence Guidelines, Balanced Score Card

Defining and Controlling of global KPIs (Key Performing Indicators) Organize Training-Academies, Trainings, Coaching

Contracting, Administration, Organization global applicable Instruments

Assessment-Tools (i.e. Tests DISC, Intercultural Readiness Check®…)

Gra

vity

Inst

rum

ents

-

Tool

s

April 2013 26

HR-Statements: Imagine you had 3 free wishes…

Global Employer Brandingincl. systematic

Social Media Performance, corresponding and Marketing

Resources Shared Service Center(Facility)

Inst

rum

ents

-

Tool

s

Strate

gies

Proce

sses

Standardized Procedures for Potential Assessments for all local languages, HR Administration & People Development,

IT Tools (2), e-learning Modules, standardized Payment & Settlement-Systems, Global and unified HR-Systems, HR-IS

Mandatory Appraisals within all national and international Business Units

International, transparent HR Instruments (2) , Clear Cost-Benefit Balancing and Definition, International operating success oriented HR

TeamGlobal HR-Management (implementation and starting business

successfully) Centralized and committed communication processes, In house

communication department, organized and handled information flow In-house Experts Department for Expatriation, One Trainings center per Region (countries)

Language Schools/Academies for trainings to get closer to the people Global Trainings-Database

Fair and sufficient Budgets for global Leadership-Programs regarding intercultural Values/Programming

Awareness Training for different Regions (i.e. China)

Gra

vity

April 2013 27

StrategiesTalent Management (4), Building Trainee pools (1 - 3 years program); global HR Policies, Global and remarkable Employer Branding (5), global Competence Program, Global Strategy/Vision/Key Performing Indicators, global in house Job pool, create Company Commitment to Training & Development Institution, Think global & act decentralized, communicate different Business Concepts in a Global Market.

Processes Standardized Shared Service Center (Pay-Roll, Recruiting, etc.), worldwide or region-wide HR Software (5) (SAP), improved unified procedure transparency (2), reduce external service partner – improve in house information, compatible payroll system and processes (4), international labor legislation consulting, international people development programs, unified global salary packages, global Intranet, experienced & skilled HR Business Partner (3), integrated HR Data System, regular employee surveys, global qualification incl. financial resources, Global Brand Management Asset Tools; Evaluation & Controlling of HR Processes (IT 3), efficient networking, improved flexibility, application of state-of-the-art science, trends and IT techniques within HR-Management (2), People oriented selection procedure, highlight regional and local characteristics, more and regular expatriations incl. families (2), transparent job-assignments, more practice orientated tools, international Project Groups, Recruiting Support, Goal Management, improved and valuable Performance Management (2), Retention Programs, Develop an unified Data-System for all HR KPIs, internal Qualification/Job Rotation, Mentoring and Diversity Programs (4), international Talent Database, sustainable communication concept, influence in international studies and qualification, expatriation system for bachelors/trainees.

Instruments/ToolsIntercultural Training, Coaching, Mentoring Programs, regular international HR Meetings, global Trainings incl. international Networking, internal communication incl. international guidelines „how to communicate crossing boarders“, intercultural conflict management, Tips regarding international behavior during Trainings, Coaching, Meetings, improved understanding from HR Team/Specialists, Educational Trips, international cross over face-to-face trainings, visits on-site, Leading in appraisals and goal settings (how to communicate in an international environment) Leadership Trainings Middle Management and Team leaders in an international context), intense language trainings for all employees, improve international skills, Training and Development for all employees (2 weeks a year external trainings, languages (speaking and understanding), understanding and knowing about different cultural value systems, train strategic thinking, behavior and entrepreneurship.

All the Others‘-Statements: Imagine you had 3 free wishes…

April 2013 28

In what industry is your company mainly active?

Financial services sector

Public administration

Energy / oil / gas

IT and telecommunications industry

Trade

Services

Healthcare

Manufacturing industry

Consumer goods industry

Real estate and construction

Logistics and transport

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

14.30%

0.00%

0.00%

0.00%

42.90%

0.00%

0.00%

57.10%

0.00%

0.00%

14.30%

10.53%

2.63%

2.63%

21.05%

10.53%

13.16%

5.26%

23.68%

10.53%

7.89%

2.63%

11.1%

2.2%

2.2%

17.8%

15.6%

11.1%

4.4%

28.9%

8.9%

6.7%

4.4%


April 2013 29

How many employees work at your company? Approx.

1-10

11-50

51-200

201-500

501-1000

1001-5000

5001-10000

10001 or more

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

0.00%

12.50%

0.00%

12.50%

0.00%

25.00%

0.00%

50.00%

5.00%

7.50%

12.50%

2.50%

10.00%

12.50%

5.00%

45.00%

4.2%

8.3%

10.4%

4.2%

8.3%

14.6%

4.2%

45.8%


April 2013 30

How many overseas locations or locations in different countries does your company have?

1 - 5

6 - 10

11 - 50

51 - 100

More than 100

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

0.00%

12.50%

50.00%

12.50%

25.00%

27.50%

7.50%

20.00%

12.50%

32.50%

22.9%

8.3%

25.0%

12.5%

31.3%


April 2013 31

Which foreign policies does your company have? Multiple answers are possible!

Export

Sales offices

Production

Outsourcing

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00%

14.30%

71.40%

85.70%

0.00%

29.73%

48.65%

81.08%

21.62%

27.3%

52.3%

81.8%

18.2%


April 2013 32

In what capacity do you work at your company?

Board / Management

Head of Personnel / Human Resources (HR)

International Team-/Project Leader

Foreign Managers

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

0.00%

100.00%

0.00%

0.00%

44.44%

0.00%

37.04%

18.52%

34.3%

22.9%

28.6%

14.3%


April 2013 33

Your Business-Partner: Barbara Wietasch

Barbara Wietasch is Managing Director of W&D Consulting Ltd. and Wietasch & Partner

Experiences with International Dynamics: Studies in Spain, America, Austria and GermanyLeadership-Responsibilities: Spain, Germany, AustriaInternational Trading: all over the world, Trainings: in most European countries

Education:Master of Arts in Spanish and English literature (Spain and America) Master in Sales and Marketing (Icade in Madrid)Organizational Development (MAS Master of Advanced Studies ARGE in Vienna), Coach, Trainer and Consultant (NLP-University Santa Cruz)

Career development:Over 15 years of experience in international Groups (Spain, Germany, Austria) in Marketing and Sales departments with up to 1.000 employees under her responsibility

For more than 15 years she is working with international leaders and decision makers from HR, communication, sales and marketing within international top-organizations. She is working with the board of director, CEOs and leaders on efficiency, international management and leadership.

April 2013 34

Associates:A 1030 Vienna Barbara WietaschUntere Weissgerberstrasse 17/9 and her Experts TeamPhone/Fax: +43 1 714.74.79Mobile: +43 664.325.53.60

www.internationaldynamics.de

Download - Alignment international company and HR strategies 2013

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