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April 11, 2019

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Global Human Capital Benchmarking - 2017

- 1 -

Global Human Capital Benchmarking Overview – 2017

Recognized as one of the training industry’s most trusted sources of data on training budgets, staffing, and programs, The Global

Human Capital Benchmarking Overview - 2017 provides key benchmarks and valuable guidance to help Human Capital executives

worldwide make the right investment decisions.

Why Bersin by Deloitte?

This study contains a broad sample of respondents which provides an accurate representation of the global marketplace and

comprises data from 542 international organizations. Additionally, we use stringent quality control procedures in collecting and

analyzing the data – each respondent’s answers have been checked for consistency. In scenarios where data appeared inconsistent or

out of range, the parties were contacted for clarification or the responses were omitted from the final survey analysis. This level of rigor

is crucial to maintaining valid data.

Human Resources Metrics Learning and Development Metrics

2017 Benchmarking Metrics

• L&D Spend per Employee

• Percent of L&D Budget by Business Expense

• L&D Staff per 1,000 Employees

• L&D Course Allocation by Type

• L&D Courses by Delivery Method

• L&D Training Hours per Employee

• HR Spend per Employee

• Percent of HR Budget by Business Expense

• Number of Employees per HR Staff Member

• HR Turnover Rate

• HR Outsourcing by Process

• HR Staff by Service Delivery Role`

Talent Acquisition Metrics Leadership Development Metrics

• Leadership Development Spend per Leader

• Percent of Leadership Budget by Business Expense

• Leadership Development Spend Allocation by Seniority

• Percent Successors Identified by Seniority

• Time to Fill

• Cost per Hire

• TA Staff per 100 New Hires

• Percent of TA Budget by Business Expense

- 2 -

Global Human Capital Benchmarking Overview – 2017

Recognized as one of the training industry’s most trusted sources of data on training budgets, staffing, and programs, The Global

Human Capital Benchmarking Overview - 2017 provides key benchmarks and valuable guidance to help Human Capital executives

worldwide make the right investment decisions.

Why Bersin by Deloitte?

This study contains a broad sample of respondents which provides an accurate representation of the global marketplace and

comprises data from 542 international organizations. Additionally, we use stringent quality control procedures in collecting and

analyzing the data – each respondent’s answers have been checked for consistency. In scenarios where data appeared inconsistent or

out of range, the parties were contacted for clarification or the responses were omitted from the final survey analysis. This level of rigor

is crucial to maintaining valid data.

2017 Benchmarking Metrics

Organization Design Metrics

• Number of CEO Direct Reports

• Number of Reporting Layers

• Percent of Workforce Reporting to the CEO by Function

Total Rewards Metrics

• Total Rewards Staff per 1,000 Employees

• Percent of L&D Budget by Wellness Program

- 3 -

About This Report:

Findings are intended only for participants of the Global Human Capital Benchmarking survey.

This report is for internal use only and may not be replicated or transmitted without written approval from Bersin by Deloitte.

Data is presented at the macro level and does not take into consideration information about organizations’ environment/business

ecosystem.

Findings are not intended to be prescriptive in any way.

Summary information derived from the responses to this study (other than company identifiable information) may be used in the

delivery of our services to our Clients.

Bersin by Deloitte is not responsible for improper use of this report and data.

About Bersin by Deloitte

Bersin by Deloitte delivers research-based people strategies designed to help leaders and their organizations deliver exceptional

business performance. Bersin by Deloitte membership gives FORTUNE 1000 and Forbes Global 2000 HR professionals the

information, action-focused tools, and performance support materials they need to prioritize, design, and implement leading practice

solutions, as well as benchmark against others, develop their staff, and select and implement systems. A piece of Bersin by Deloitte

research is downloaded on average approximately every minute during the business day. More than 5,000 organizations worldwide

use our research and consulting to guide their HR, talent, and learning strategies.

Bersin by Deloitte empowers HR and learning leaders to drive bottom-line impact through our world-class research membership. Want

to learn more about the Bersin by Deloitte membership? Register as a guest for free access to more than 50 research briefs and

reports or contact a representative.

Contact Information

Should you have any questions on this report, please email us:

[email protected]

Copyright © 2017 Deloitte Development LLC. All rights reserved.

Data In, Insights Out

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please sign up at: http://bit.ly/2fXgclY

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- 4 - Source: Bersin by Deloitte, 2017

Country Average / Median presents the country mean / median for any data point or metric.

Sub-region Average / Median is the mean or median for any data point or metric.

Please note: Metrics are calculated using actual data submitted by participant. A blank value indicates that no data was

submitted.

For the purpose of this report, your organization is compared against the most

relevant Organization Size and Country averages for each metric.

Sample

628

701

854

Your Organization Primary Comparator Secondary Comparator

HR Spend per Employee ($)


Only organizations with 1,000 or more employees were included in this analysis.

49%

17%18%

16%

Mid-Market (1000-4999 employees)

Mid-to-Large (5000-9999 employees)

Large (10,000-24,999employees)

Enterprise (25,000+employees)

42%

21%

16%

5%

7%

2%2%

4% 1%

Percentage of Participants by Subregion*

North America AsiaWestern Europe OceaniaLatin & South America AfricaSouth East Asia Central & Eastern EuropeMiddle East

*Note: Percentages may not total 100% because of rounding

Percentage of Participants by Organization Size*

Human Resources


ABC's Human Resources (HR) spending per employee is 42% greater than the US median.

ABC's HR spend on the following business expenses relative to the US average:

68%

50% 47%

4%

9%8%

5%

11%12%

6%11%

11%

17%13% 16%

6% 6%

ABC US Mean Mid-Size Mean

Percent of HR Budget by Business Expense (%)*

HR Payroll HR Professional Services

HR Technology HR External Services

HR Operational Costs HR Other Costs

1419

1002 1001

ABC US Median Mid-Size Median

HR Spend per Employee ($)


- Payroll: 36% higher- Professional Services: 54% lower- Technology: 56% lower- External Services: 45% lower- Operational Costs: 33% higher

- Other Costs: lower


ABC has 58% more employees per HR staff member than the US median.

106.1

67.0

52.3


Number of Employees per HR Staff

10.0%

7.0%

5.8%5.2%

4.5%

3.7%


HR Turnover Rates

Voluntary Turnover Involuntary Turnover

ABC's Voluntary Turnover Rate is 44% greater than the US average.

ABC's Involuntary Turnover Rate is 14% greater than the US average.



40%

13%

16%

17%

25%

22%

43%

33%

30%

30%

32%

ABC

US Mean

Mid-Size Mean

Percent of HR Staff by Service Delivery Role (%)*

Leadership Staff HRBP Staff COE Staff Shared Services Staff

ABC has more Leadership staff than the US average.

Talent Acquisition


1,644 1,581

1,644


Cost-per-Hire ($)

101.0

47.0 45.0


Time-to-Fill in Calendar Days

ABC's Talent Acquisition (TA) cost-per-hire is similar to the US median.

ABC's time-to-fill is 54 calendar days longer than the US median.


56%47% 46%

2%9% 9%

5% 13% 14%

14% 14%

37%

11% 11%

7% 6%


Percent of TA Budget by Business Expense (%)

TA Payroll TA Professional Services

TA Technology TA External Services

TA Operational Costs TA Other Costs

1.1

2.0

3.0


TA Staff per 100 New Hires

ABC's number of TA staff per 100 new hires is 44% lower than the US median.

ABC's TA spend on the following business expenses relative to the US average:

- Payroll: 20% higher

- Professional Services: 79% lower

- Technology: 60% lower

- External Services: lower

- Operational Costs: 3.5 times higher

- Other Costs: lower

Leadership Development


647

984

833


Leadership Spend Per Leader ($)

ABC's Leadership spend on the following business expenses relative to the US average:

- Payroll: 6% lower- Professional Services: lower- Technology: 83% lower- External Services: 2.6 times higher- Operational Costs: lower- Other Costs: 90% higher

ABC's Leadership Development (LD) spend per Leader is 34% lower than the US median.

37% 39% 39%

11% 12%

2%

12% 14%48%

18% 16%

13% 11%

13%7% 8%


Percent of Leadership Development Budget by Business Expense (%)

Leadership Payroll Leadership Professional Services

Leadership Technology Leadership External Services

Leadership Operational Costs Leadership Other Costs


14% 18%

18% 14%54%

27% 31%

46%26% 21%

12% 15%2%

1%1%

1%


Leadership Development Spend Allocation by Seniority (%)

Executives Senior-Level Mid-Level

First-Level Emerging Leaders Diverse

Specialist Other

4%6% 7%

11%9% 10%

17%13% 13%

15%17% 19%


% of Successors Identified by Seniority (%)

Executives Senior-Level Mid-Level First-Level

ABC's spending on developing the following types of leaders versus the US average:

- Executives: lower

- Senior-Level: lower

- Mid-Level: 2 times higher

- First-Level: 80% higher

- Emerging Leaders: lower

- Diverse: lower

- Specialist: lower

- Other: lower

ABC identified more Successors for Mid-Level.

Organization Design


ABC's number of reporting layers is 20% greater than the US median.

7.0

5.0

4.0


Functions Reporting to CEO

6.0

5.0 5.0


Number of Reporting Layers

ABC's number of functions reporting to the CEO is 40% greater than the US median.


ABC's Functions Reporting Directly to the CEO.

Note: ‘Yes’ / ‘No’ corresponds directly to whether or not these functions, within your organization, report directly to the CEO.

20%

15%

11%

16%

19%

22%20%

17%

31%

18%

14%

18%

24%

34%

26%

17%

No No No Yes Yes No No Yes

Compliance CorporateCommunications

Digital Finance HR Internal Audit IT Legal

Percent of Organizations with Functions Reporting Directly to the CEO

US Mean Mid-Size Mean


Note: ‘Yes’ / ‘No’ corresponds directly to whether or not these functions, within your organization, report directly to the CEO.

13%

17%

32%

13%15%

17%

12%

20%

15%

21%

35%

14%

18%

22%

14%

30%

Yes Yes No No Yes No No Yes

Marketing Operations Research &Development

Risk Sales Strategy Supply Chain Other

Percent of Organizations with Functions Reporting Directly to the CEO

US Mean Mid-Size Mean

ABC's Functions Reporting Directly to the CEO (cntd.)

Total Rewards


ABC's wellbeing / wellness staff per 1,000 FTEs is 67% lower than the US median.

0.2

0.7

1.0


Wellbeing / Wellness Staff per 1,000 FTEs

47% 44%

22%23%

16% 19%

15% 14%


Wellbeing / Wellness Budget Allocation by Wellness Program

Physical Wellbeing Emotional Wellbeing

Financial Wellbeing Social Wellbeing

ABC did not report wellbeing / wellness spend allocation:

- Physical Wellbeing: N/A

- Emotional Wellbeing: N/A

- Financial Wellbeing: N/A

- Social Wellbeing: N/A

N/A

Appendix

- 23 -

HR/ L&D Spend per Employee. Median total expenditures inclusive of

all applicable business expense assigned to the HR/ L&D function,

divided by the number of employees in the Organization.

Percentage of HR/ TA/ L&D/ Leadership Budget by Business

Expense

• Fully-loaded labor cost for Non-contingent employees as

percent of HR/ TA/ L&D/ Leadership Budget. Average annual fully

loaded payroll (base salaries, bonuses, taxes, benefits and any other

perks/ incentives) for non-contingent employees assigned to the HR/

TA/ L&D/ Leadership function divided by the total HR/ TA/ L&D/

Leadership budget. Does not include contingent worker costs.

• Professional Services Cost for Contingent Workers as Percent

of HR/ TA/ L&D/ Leadership Budget. Average profession services

cost (includes the cost for contractors, independent, temporary,

seasonal workers) assigned to the HR/ TA/ L&D/ Leadership function

divided by the total HR/ TA/ L&D/ Leadership budget.

• Technology as Percent of HR/ TA/ L&D/ Leadership Budget.

Average technology cost includes licenses, hosting fees,

maintenance, support, customizations, and upgrades for all HR/ TA/

L&D/ Leadership systems divided by the total HR/ TA/ L&D/

Leadership budget.

• Outsourcing Cost/External Spend as Percent of HR/ TA/ L&D/

Leadership Budget. Average of costs incurred through the deliver of

an HR/ TA/ L&D/ Leadership process by external vendor divided by

the total HR/ TA/ L&D/ Leadership budget.

• Operation Cost/Overhead as Percent of HR/ TA/ L&D/

Leadership Budget. Average of facilities, travel, training, supplies

and subscriptions costs divided by the total HR/ TA/ L&D/ Leadership

budget.

Definitions

• Other Costs as Percent of HR/ TA/ L&D/ Leadership Budget.

Average of any other HR/ TA/ L&D cost that does not fall into the

above categories divided by the total HR/ TA/ L&D/ Leadership

budget.

HR Turnover Rate. Average number of separations across the

organization.

• Voluntary Separations

• Involuntary Separations

Percentage of Outsourcing by Process. Average percent of

activities outsourced by process:

• Benefits

• Career Development & Succession Planning

• Compensation Management

• Digital Transformation

• Diversity & Inclusion

• Employee Data Administration

• Employee Engagement & Satisfaction

• Employee Health & Safety

• Employee Relations

• Global Mobility

• HR Information Technology

• HR Strategy & Design

• Labor Relations

• Learning & Development

• Mergers & Acquisitions

• Org. Design / Org. Effectiveness / Change Mgmt.

• Payroll

• People Analytics

• Performance Management

• Project Management Office

• Talent Acquisition / Recruiting

• Time Administration

• Workforce Planning

- 24 -

Definitions (contd..)

L&D Staff per 1,000 Employees. Median number of L&D staff

assigned for every 1,000 employees.

L&D Course Allocation by Delivery Method. Median number

of courses made available to the employees in the Organization

across the following delivery methods:

• Instructor-led Classrooms

• Virtual Classroom / Webcast

• E-learning, On-demand

• Simulations - Live or Online

• Other methods

L&D Training Hours per Employee. Median number of hours

completed divided by number of employees of the organization.

Leadership Development Spend per Leader. Median of total

expenditures inclusive of all applicable business expense

assigned to the Leadership Development function, divided by

the number of leaders in the Organization.

Leadership spend allocation by seniority. Average

percentage distribution of the total Leadership development

budget allotted to the development of each of the following

leader types:

• Emerging Leader

• First-Level Leader

• Mid-Level Leader

• Senior-Level Leader

• Executive

Employees per HR Staff. Median number of employees per

HR staff member, calculated by taking the total number of

employees (contingent employee + non-contingent workers)

divided by the number of HR staff.

Percentage of HR Staff by Service Delivery Role. Average

number of HR staff functioning in each of the service delivery

roles as a percent of all HR staff:

• Leadership

• HR Business Partner (HRBP)

• Centers of Excellence (CoE)

• HR Shared Services-Organization (SSO)

L&D Course Allocation by Type. Average percentage

distribution of the total courses made available to the employees

in the Organization across the following course types:

• Technical courses

• Professional courses

• Leadership courses

• Regulatory or compliance courses

• Other courses

Time to Fill. The number of calendar days from when the job

requisition was opened to when the offer was accepted by the

candidate. Median used.

Cost per Hire. Median total TA expenditure divided by the

number of new hires brought into the organization for the year.

TA Staff per 100 new hires. Median number of TA non-

contingent staff assigned for every 100 new hires.

- 25 -

Definitions (contd..)

Percent Successors Identified by Seniority. Average percent

of successors identified:

• Executives

• Senior-Level

• Mid-Level

• First-Level

Function Reporting to CEO. Median number of organization

wide functions/ departments reporting to the CEO/ President.

Number of Reporting Layers. Median number of layers

reporting to the CEO/ President.

Organization with functions reporting to CEO. Median

percentage of Organization that have the specified function/

department reporting to the CEO/ President.

Total Rewards Staff per 1,000 Employees. Median number of

Total Rewards staff assigned for every 1,000 non-contingent

employees.

Wellbeing / Wellness Budget Allocation by Wellness

Program.

• Physical Wellbeing - physical activities, positive habits, good

nutrition

• Emotional Wellbeing - stress management, relationships,

deaths

• Financial Wellbeing - management, savings & retirement,

contingency planning

• Social Wellbeing - safe working environment, teambuilding,

hobbies

- 26 -

Respondent Countries by Region and Subregion

Region Subregion Countries

Americas

North America Canada, USA

Latin & South AmericaArgentina, Brazil, Colombia, Costa Rica, Ecuador, Mexico, Trinidad and

Tobago, Uruguay, Venezuela, U.S. Virgin Islands

APAC

Asia China, Hong Kong, India, Korea, Mongolia

Oceania Australia, New Zealand

South East Asia Indonesia, Malaysia, Philippines, Singapore, Thailand, Vietnam

EMEA

Africa Ethiopia, Kenya, Mauritius, South Africa

Central & Eastern Europe Bulgaria, Poland, Romania, Russian Federation, Slovakia

Middle East Egypt, Qatar, Saudi Arabia, Turkey, United Arab Emirates

Western EuropeBelgium, France, Germany, Ireland, Italy, Netherlands, Portugal, Spain,

Switzerland, United Kingdom, Finland, Norway, Sweden

About DeloitteAs used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.

Copyright © 2017 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited

http://www.deloitte.com/us/about

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