hr climate index 2015
TRANSCRIPT
1 Thema
Kienbaum Consultants International
HR Climate Index Study 2015
3 Content
01 ExecutiveSummary–HRClimateIndex2015: UndertheBannerofContinuousChange 4
02 AbouttheHRClimateIndexStudy2015 6
03 FindingsoftheHRClimateIndexStudy2015 8
3.1StateofBusiness 8
3.2DevelopmentswithinHR 12
3.3PositioningofHR 14
3.4PrioritiesforHRin2015 16
3.5PrioritiesforOptimizedHRin2015 18
3.6GreatestStrategicChallengeforHRin2015 20
04 KienbauminBrief 22
Content
4 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 torecapturemomentum.Manyhigh-incomecountriescontinuetostrugglewiththelegacyoftheglobalfinancialcrisis,whileemergingeconomiesarelessdynamicthaninthepast.
However,theeconomicoutlookformostofthecountriesparticipatinginthisstudyisratherpositive:abouthalfofthesurveyedcompaniesanticipategrowingsalesandhigherprofitabilityin2015.Further-more,aboutfourfifthsanticipategrowingorconstantworkforcenumbersin2015.Comparedto2014,theoutlookintermsofeconomicdataismoreoptimisticand,atthesametime,morecautious.
In this context of economic recovery and the search for a newglobal balance,many companies seeimproving their efficiency and effectivity as the best way to secure their future and accelerate theirgrowth. These expectationsproducea specific set of newpriorities forHRwork.Accompanyingandmanagingchange isoneof themost important issues,astheneedfororganizationalagilityandthesuccessfulmanagementofculturechangeisubiquitous inourglobalizedworld. Increasing leadershipandmanagementqualityisstillatoppriorityforHRwork,especiallyinacontextofachangingenviron-mentandinstabilitygivingmanagementakeyroletoplay.
ThiscontextofpermanentchangespreadsthroughallHRprioritiesfor2015,whetheritbetheretentionofhighpotentialandemployerattractiveness,strategicrecruitment,workforceplanningandthedevelop-mentofcompetencestosupportbusinessgrowthorsecureleadershipandmanagementpipelines,orthechallenge of keeping employees engaged and motivated in this uncertain environment. Continuouschangehasseriousimplicationsfortheorganization,whichHRhastoconfront.
ThesewouldseemtobetheprioritiesthattrueHRbusinesspartnerswhoenablebusinessgrowthandsustainabilityaremadefor.Incomparisonwithpreviousyears,HRnowseesitselfasastrategicpartner.HRisrecognizedassuchbynearly90%ofthemanagersoftheparticipatingcompanies,presentontopmanagementlevelandinvolvedinmostofstrategicprojectsandinitiatives.
Furthermore,itmustbeemphasizedthatthedevelopmentofHRresources–budgetandheadcounts–isquitepositiveincomparisontopreviousyears.ThetrendtowardsHRcostreductionseemstobeover.Indeed,onethirdoftherespondentsexpectanincreaseoftheirHRbudgetin2015.Thispositivetrendisevenmorepronouncedintheemergingeconomies.AllofthisisapositivesignforHR!
01 Executive Summary – HR Climate Index 2015: Under the Banner of Continuous Change
AndwhatarethemainchallengesforHR’sfuturedevelopment?Theanswerdependsontheregions.Inhigh-incomecountries,amajorchallengeistosuccessfullymaketheorganizationrecognizetheimpactofHRworkandprovidetransparencyacrosstheHRserviceportfolio.HRdepartmentsinthesecountrieshave already implemented new structures and are now undergoing a phase of consolidation, whereprocess optimization andprovingHR’s contribution to thebusiness are themain focus. In emergingeconomies, HR is more concerned with implementing new structures and developing HR employees’competencies.
Surprisingly,manyimportantandmuch-vauntedtopics,suchasbigdata,work-lifebalance,theimple-mentationofcloud-basedsolutions,ordiversitymanagement,appeartohavelosttheirrelevanceforHRin2015.DothoseissuesplaynoroleintherealityofHR?OrisHRmissingtheboat?Welookforwardtoseeingwhatwillbeontheagendafor2016.
Berlin,March2015
Dr Walter Jochmann Managing DirectorKienbaum Consultants International GmbH
Fabian KienbaumManaging PartnerKienbaum Consultants International GmbH
Hans OchmannManaging DirectorKienbaum Management Consultants GmbH
5 Executive Summary – HR Climate Index 2015: Under the Banner of Continuous Change
6 AbouttheHRClimateIndexStudy2015
KienbaumhasbeenpublishingtheHRClimateIndexinthefirstquarterofeveryyearsince2006.TheprimarypurposeofthestudyistosurveytheeconomicexpectationsforHRandthepositionofHRwithinbusinesses.Additionally,itiscom-mittedtodetectingandmonitoringfutureHRtrends.
Since2006,datafortheHRClimateIndexhasbeencollectedannuallyintheDACHregion,joinedbyCentralandEasternEurope in 2011. In 2015, Kienbaum conducted the studyinternationallyforthefirsttimeinordertoofferaglobalover-viewofimportantHRissues.
Illustration 1: Allocation of the participating companies to country groups
DevelopedCountriesDevelopingCountries
14 %
86 %
Thesampleincludes501companiesofdifferentnationalities,sizes,andsectorsofindustry.MostrespondentsholdleadingpositionsinHRmanagement.
Basedontheirdomesticeconomicconditions1,theparticipatingcountriesaresplitintwocategories:developedcountriesanddevelopingcountries.ThisclassificationusestheGDP(GrossDomesticProduct),accordingtowhich:
» Developed countriesareAustria,Belgium,Croatia,CzechRepublic, France, Germany, Hungary, the Netherlands,Poland,Romania,Switzerland,andtheUnitedStates;
» Developing countriesareBrazil,China,Singapore,andTurkey.
Regarding the participating industries, the sample is madeupasfollows:
The largest groups in the sample are companies from themanufacturingsector,accountingfor60%ofthetotal,followedbyserviceproviders,amountingto32%ofthesample.Retailand tradeaccount for5%,whereaspublic sectororganiza-tionsrepresentonly3%.Intotal,thesamplecovers17indivi-dualsectorsofindustry.
1 Based on the classification used by United Nations in World Economic Situation and Prospects 2015, United Nations, New York, 2015.
02 About the HR Climate Index Study 2015
Smallandmedium-sizedcompaniesrepresentthecoreoftherespondents:65%ofthesearecompanieswithaworkforceofupto1,000employees.Onaverage,theparticipatingcompa-niesemploy4,000people,withthelargestcompanyhavingmorethan300,000employees.
Illustration 2: Representation of participating industries
AutomotiveBankingandfinancesector(Legal)Consulting,auditingandrealestateChemicalandpharmaceuticalRetailEnergy,utilitiesandwasteEngineering,technologyandhigh-techMachinery,equipmentandconstructionTransportandlogistics
11%
10%
7%
12%
7%10%
14%
21%
8%
Illustration 3: Current headcount of the participating companies
Fewerthan100employees101to1,000employees1,001to5,000employees5,001to10,000employeesMorethan10,000employees
5 %6 %
45 %
20 %
24 %
7 AbouttheHRClimateIndexStudy2015
8 FindingsoftheHRClimateIndexStudy2015
03 Findings of the HR Climate Index Study 2015
SalesSalesincreasedonamoderatelevelin2014for53%ofthecompanies.Only20%ofthecompaniesreporteddecreasingsales.Thepositivetrendisexpectedtocontinuein2015,with55%of theparticipating companies expectingan increase
3.1 StateofBusiness
Illustration 4: Sales – global
2014expectationfor2015
14%9%
34 %37%
27%33%
18%19%
3%6%
0% 10% 20% 30% 40%
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
andonly12%adeclineinsales.Thenumberofparticipantsexpectingapproximatelyconstantsalesincreasedfrom27%in2014upto33%for2015.
9 FindingsoftheHRClimateIndexStudy2015
Thecomparisonoftheregionsrevealssignificantlyincreasedsalesindevelopingcountriesin2014(62%ascomparedto51%incompaniesfromdevelopedcountries).Theexpectedsalesfor2015aredistributedsimilarly:Companiesfromde-veloping countries expect increases in sales of up to69%,
whereastheexpectationindevelopedcountriesremainsalmostconstant with 52%. At the same time, sales in developingcountriesaremorevolatilein2014,with25%ofthecompanieshavingreportedadropinsales,comparedto20%indevelopedcountries.For2015,bothregionsareexpectingdropsinsalestobelessseverethanin2014:only12%indevelopedcountriesand11%indevelopingcountries.
Illustration 5: Sales – developed/developing countries
DevelopedCountries(2014)DevelopedCountries(expectationfor2015)DevelopingCountries(2014)DevelopingCountries(expectationfor2015)
3%6%
3%11%
9%14%
8%14%
36%29%
20%13%
39%35%
29%24%
13%16%
40%38%
0% 10% 20% 30% 40%
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
10
Profitabilitygrowthisparticularlystrongamongparticipantsindevelopingcountries,withanincreasefrom49%in2014to57%in2015.Mirroringthesales results, thevariance ishigher for companies from developing countries in 2014 –30%oftheparticipantsreporteddecreasedsales.For2015,
however,only10%expectdecreasingsales.Inthedevelopedcountriesonlysmallchangesinprofitabilityareexpectedbet-ween2014and2015,with38%oftheparticipantsreportingconstantdevelopmentin2014and40%expectingconstantdevelopmentin2015.
Illustration 6: Profitability – global
2014expectationfor2015strongly decreasing
(over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
14%10%
32%39%
36%39%
10%12%
2%6%
0% 10% 20% 30% 40%
Illustration 7: Profitability – developed/developing countries
DevelopedCountries(2014)DevelopedCountries(expectationfor2015)DevelopingCountries(2014)DevelopingCountries(expectationfor2015)
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
1%5%
2%11%
11%13%
8%19%
40%38%
33%21%
40%33%
35%29%
8%11%
22%20%
0% 10% 20% 30% 40%
ProfitabilityComparedto2014,profitabiltyisonanupwardtrend:Only12% of the respondends expect decreased profits in 2015(comparedto20%in2014).In2015,ahigherpercentageofthecompaniesexpectconstant(39%in2015comparedto
36%in2014)or increasingyields (49%in2015comparedto44%in2014).Given the loweconomicgrowth in2014,the outlook for 2015 is evaluated positively by the marketparticipants.
FindingsoftheHRClimateIndexStudy2015
Whencomparingbothregions,itisapparentthatdevelopedcountries predominantly reported no change in their work-forcesin2014andexpectnomajorchangesfor2015otherthanaslightdecrease(23%in2015comparedto19%in2014).
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
WorkforceLookingattheworkforcenumber,approximately40%ofthecompaniesreportedconstantfiguresin2014andareexpec-tingnochangein2015.Comparing2014and2015,theem-ploymentoutlookisstillpositive(40%oftheparticipantsare
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
Illustration 8: Workforce – global
2014expectationfor2015
14%17%
27%28%
38%39%
12%16%
5%5%
0% 10% 20% 30% 40%
Illustration 9: Workforce – developed/developing countries
DevelopedCountries(2014)DevelopedCountries(expectationfor2015)DevelopingCountries(2014)DevelopingCountries(expectationfor2015)
0% 10% 20% 30% 40%
5%5%
3%6%
18%14%
11%12%
41%41%
27%23%
27%27%
36%26%
9%13%
23%33%
expectinganincreaseintheworkforce),althoughadynamicslowdown can be observed (22% of the respondents areexpectingdeclines in theworkforce for2015, compared to19%in2014).
By contrast, 59% of companies from developing countriesdocumentedincreasesinstaffandexpectthistrendtocontinueatthesamelevelin2015.
11 FindingsoftheHRClimateIndexStudy2015
12
HR BudgetOnlyminorchangesareexpectedintermsoftheHRbudgetsin2015:AbouthalfofthecompaniesreportednochangesintheirHRfundingin2014andexpectthistrendtocontinuein2015;32%registeredgrowingresourcesfortheirHRworkin
3.2 DevelopmentswithinHR
Illustration 10: HR budget – global
In2014,HRbudgetsincreasedmoreindevelopingcountriescomparedtodevelopedcountries.49%oftheparticipantsfromcompanies in developing countries had increased resources,
Illustration 11: HR budget – developed/developing countries
DevelopedCountries(2014)DevelopedCountries(expectationfor2015)DevelopingCountries(2014)DevelopingCountries(expectationfor2015)
2014expectationfor2015
10%10%
23%27%
55%51%
8%9%
4%3%
0% 20% 40% 60% 80%
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
0% 20% 40% 60% 80%
3%3%
5%6%
10%10%
11%11%
53%58%
37%34%
23%
30%
27%27%
7%6%
17%22%
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
2014,whichmightincreaseslightlyin2015(35%);andonly14%oftheparticpantshavetocopewithshrinkingfundingorexpectcutsin2015.
whileonly29%didsointhedevelopedcountries.Thistrendseemstocontinuein2015,withincreasedHRbudgetexpecta-tionsof47%and34%,respectively.
FindingsoftheHRClimateIndexStudy2015
HR Headcount TherelativestagnationinHRresourcesisconfirmedbythedevelopment of HR headcounts. The majority of the parti-cipants reported an unaltered HR pool in 2014. For 2015,
There are minor differences between regions as far as HRheadcount development is concerned. HR headcount indevelopingcountriesincreasedataslightlyhigherratein2014,with31%oftheparticipantsreportinganincrease,whereas
Illustration 12: HR headcount – global
2014expectationfor2015
13%11%
17%15%
61%67%
3%6%
4%3%
0% 20% 40% 60% 80%
Illustration 13: HR headcount – developed/developing countries
DevelopedCountries(2014)DevelopedCountries(expectationfor2015)DevelopingCountries(2014)DevelopingCountries(expectationfor2015)
0% 20% 40% 60% 80%
3%3%
8%8%
11%13%
9%11%
69%62%
58%50%
15%17%
14%20%
2%5%
11%11%
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
strongly decreasing (over 5%)
decreasing (up to 5%)
approx. constant
increasing (up to 5%)
strongly increasing (more than 5%)
only22%oftheparticipantsindevelopedcountriesreportedmore staff. Expectations for 2015 are lower: 25% of thedevelopingcountriesexpectanincreaseintheirHRpersonnel,joinedby17%ofthedevelopedcountries.
companiesexpectevenlesschange:67%oftheparticipantsanticipatetheirHRheadcounttoremainconstant.
13 FindingsoftheHRClimateIndexStudy2015
14
Impact of HRAbouthalftherespondentspredicttheimpactofHRattheircompanies to increase in2015.Withonly3%of theparti-cipantsexpectingdecliningand46%constant importance,HR seems to have established a sound position inside thebusinesses.
HR as Business PartnerTheperceptionofHRasabusinesspartnerbymanagementisoverwhelminglypositive,with87%oftheparticipantsascri-bingastrongimportancetotheroleofHR.Only13%oftheparticipantsconsiderthecontributionofHRtothebusiness
3.3 PositioningofHR
NoticeableisasignificantgrowthofHRinfluenceindevelo-pingcountries–aboutthree-quartersoftheparticipantsareexpectinghigherprominenceofHRintheirorganizationfor2015.
Illustration 14: Impact of HR in 2015
GlobalDevelopedCountriesDevelopingCountriesdecreasing
approx. constant
increasing
0% 20% 40% 60% 80%
3%3%
4%
50%46%
23%
47%51%
73%
tobelow.Noticeably,31%oftheparticipantsfromdevelo-pingcountriesconsidertheroleofHRtobeverystrong,whileonly13%of theparticipants fromdevelopedcountriesusethisextremecategory.
Illustration 15: Perception of HR as Business Partner
GlobalDevelopedCountriesDevelopingCountriesnot at all
very little
little
0% 20% 40% 60% 80%
1%1%
1%
24%23%
16%
50%49%
41%
13%15%
31%
6%6%
5%
6%6%
6%
not very strong
strongly
very strongly
FindingsoftheHRClimateIndexStudy2015
Involvement of HR in Strategic Projects and InitiativesTheimportanceofHRasbusinesspartnerisillustratedbythecurrent involvement of HR in strategic projects and initiati-ves.OnlyveryfewHRdepartmentsarecutofffromrelevantprojects(2%).However,atonly7%ofthecompaniesisHRinvolvedinallstrategicprojectsandinitiatives.
HR Presence on Management LevelGlobally, HR departments are represented on the first twomanagementlevelsatnineoutoftencompanies.Indevelo-pingcountries,however, theheadsofHRarerankedsome-whatlowercomparedtotheirpeersindevelopedcountries.Incompaniesfromdevelopedcountries,41%oftheHRdepart-mentsarepartoftheexecutiveboardand50%areincluded
Surprisingly,HRinvolvementisratedmuchmorepositivelyindevelopingcountries,with46%oftheparticipantsreportingHR involvement in at least 80% of strategic projects andinitiatives(only25%indevelopedcountries).
intier-1management.WhileHRisrepresentedequallywellon the executive board level in developing countries (with45%),itispresentontier-1atonly33%ofcompanies.MoreHR departments from developed countries are representedontier-2(14%comparedto8%indevelopedcountries)orotherlevels(8%comparedto1%indevelopedcountries).
Illustration 16: Involvment of HR in strategic projects and initiatives
GlobalDevelopedCountriesDevelopingCountries0% involved
20% involved
40% involved
0% 20% 40% 60% 80%
2%2%
3%
24%24%
30%
19%21%
31%
6%7%
15%
24%23%
9%
25%23%
12%
60% involved
80% involved
100% involved
Illustration 17: HR presence on management level
Executive Board (Tier 0)Tier-1Tier-2Other levels
Global
Developing Countries
Developed Countries
0% 20% 40% 60% 80% 100%
42%
41%
45%
48%
50%
33%
8%
8%
14%
2%
1%
8%
15 FindingsoftheHRClimateIndexStudy2015
16
Globally, participants report following issues as the topHRprioritiesin2015:» Increase leadership and management quality»Change Management »Recruitement»Employer attractiveness»Training and qualificationA comparison of both regions reveals a stronger need fordiversity management,an increase of staffing quality of top and key positions, talent management, andmotivation and engagement in developing countries. Particular noticeableisthedifferenceinperformance managementbetweenbothregions,withdevelopingcountries reporting twiceasmuchdemandasdevelopedcountriesinthisarea.Conversely,theimprovement of employer attractiveness, recruitment, andworkforce structure (demography) hashigher importance indevelopedcountries.Overall,followingitemsreceivefewestmentions:
»Diversity management»Big data for HR management»Work-life balance
NoparticipantfromdevelopingcountriesratedHR controllingasapriority.
3.4 PrioritiesforHRin2015
FindingsoftheHRClimateIndexStudy2015
Illustration 18: Priorities for HR in 2015
GlobalDevelopedCountriesDevelopingCountriesHR marketing
Employer attractiveness
Recruitment
0% 20% 40% 60%
6%7%
2%
21%23%
11%
4%3%
8%
25%25%
18%
14%13%
20%
15%15%
17%
17%14%
32%
7%7%
2%
17%17%
22%
4%3%3%
21%21%
17%
15%16%
11%
19%18%
26%
13%14%
14%
28%29%
23%
31%31%
35%
15%14%
22%
7%8%
0%
3%3%
2%
9%10%
3%
Diversity management
Increasing the staffing quality of top- and key positions
[Three response options: data in % of all responses]
Compensation and benefits
Performance management/MbO
Workforce structure (demography)
Strategic workforce planning
"Big Data" for HR management
Training and qualification
Competence and skill management
Talent management
Succession planning/management
Change management
Increasing leadership and management quality
Motivation und engagement
HR controlling
Work-life balance
Flexibility of the workforce
17 FindingsoftheHRClimateIndexStudy2015
In order of importance, the most important priorities forimprovingHRin2015are:
»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 priorityin developing countries. It is as important as competency development of HR employees and increasing the added value through HR ratios/KPIs. Generally, there are severaltopics which are of higher priority in developing countries,includingthe former twotopicsaswellas theoptimization of center of expertise/center of competence and increasing internal customer satisfaction. In developed countries, onlytheoptimization of HR processesandproviding transparency of the HR service portfolioareratedassignificantlyhigher.
Followingissuesreceivethelowestpriorities:
»HR outsourcing»Reducing the costs of the HR department
3.5 PrioritiesforOptimizedHRin2015
18 FindingsoftheHRClimateIndexStudy2015
Illustration 19: Priorities for optimized HR in 2015
GlobalDevelopedCountriesDevelopingCountriesOptimization of HR processes
HR outsourcing
Implementation/Optimization Shared-Service-Center
0% 20% 40% 60%
55%58%
39%
4%4%5%
14%13%
20%
12%11%
14%
24%24%
23%
31%
33%
32%
32%
30%
42%
15%16%
6%
24%22%
36%
22%21%
31%
16%17%
13%
17%18%
11%
13%14%
16%
7%7%
6%
4%4%
3%
Optimization Center of Expertise/Center of Competence
Digitalisization of HR processes
Competency development of the HR employees
Internal communication
Providing transparency of the HR service portfolio
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
[Three response options: data in % of all responses]
19 FindingsoftheHRClimateIndexStudy2015
20
The last item of the HR Climate Index Study 2015 wasphrasedasanopenquestion.Theparticipantswerereques-tedtonamethesinglegreateststrategicchallengeforHRintheircompanyfortheyear2015.
The respondents consider accompanying and managingchangeas their top issue.Whether itbemanagingchangeinagrowingcontextor indifficulteconomicsituations (forexample restructuring, cost reductions, recruitment freezes,orstaffreduction),HRplaysakeyroleforthesustainabilityofthecompanyandcontributestoitscommercialgrowth.
In the context of uncertainty and a fast-changing environ-ment, the following strategic challenges are expected for
3.6 GreatestStrategicChallengeforHRin2015
HR in2015:keepingor increasing leadershipandmanage-mentquality,managingcultural change, retaining thebestperformersandhighpotentials,strategicdevelopmentoftheemployees’competenceinordertofitwiththebusinessstra-tegy andneeds of the future, securing leadership andma-nagement pipelines, and keeping employees engaged andmotivatedinordertomaintaingoodperformance,eveninachallengingcontext.
Makingtheorganizationappreciatethe impactofHRworkandbeing recognizedas strategicbusinesspartnersby topmanagementandlinemanagementalikeisalsonamedasakeychallengebymanyrespondents.
FindingsoftheHRClimateIndexStudy2015
21 Thema
ThegreateststrategicchallengeforHRin2015is…
… “to contribute to management in sucha 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 develop the talent pipeline based on the new business strategy.” (HR Director, 4,600 employees,
retail sector, Turkey)
… “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 maintain employees' high performanceunder difficult circumstances.” (HR Director, 630 employees,
consumer goods sector, Hungary)
… “to ensure that the global HR initiatives are fully understood
and practiced.” (Head of HR, 700 employees, chemical and pharmaceutical,
Singapore)
… “to facilitate a new leadershipculture within the company.” (VP HR Expertise Functions,
14,000 employees, engineering, technology, and high-tech, Netherlands)
04 Kienbaum in Brief
KienbaumisoneofEurope’sleadingprovidersofconsultancyservices.Ourdecisiontoconcentrateonleadershipandtrans-formationisuniqueintheconsultancymarket.Itrecognizeshumanbeingsasthecorefactorforsuccessoforganizationsandcompanieseverywhere.Kienbaumispresentinallmajorcenters of Germany’s economy and operates 38 offices in21countriesaroundtheworld.Asaholisticconsultancyfirm,Kienbaumcombinesexecutivesearch services with traditional management consulting,human resource consulting, and communication consultingunderone roof.Our integratedKienbaumprojectapproachallowsustoofferourclientsasinglesourceforalltheadviceand assistance they need – without complex interfaces orneedforcoordination.
Kienbaumhasbeenhelpingcompaniesmastertheirchangeprojects for 70 years. We believe in holistic transformationprocessesthatcoverpeople,processes,andsystemsaliketosafeguardthesuccessofourclients.
Kienbaum’s Human Resource Management team has beenadvisingcompaniesonallstrategicandoperationalaspectsof HR management for over a quarter of a century and isoneoftheleadingHRproviders inEurope.WeimprovetheeffectivenessandefficiencyofHRunitsandtheirprocesses,design HR strategies on the basis of careful analyses andexternalbenchmarks, executeassessmentandqualificationmeasures,andsupportholisticchangeprocesses.
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22 KienbauminBrief
23 KienbauminBrief
HRmanagementoffersmanyessentialleversforthesuccessfuldevelopmentofanybusiness.Theyworkbyprovidingthene-cessaryhumanresources,byshapinganexternallyandinter-nally attractive corporate culture, or by improving people’sreadinessforandabilitytochange.Inviewofademographicbottleneckthatpromisestolimitthesupplyofqualifiedper-sonnel for the long term, the changes that are required intermsofdiversity,andthechangingself-perceptionsandmo-tivationsofnewgenerationsofemployees,theHRfunctionoccupiesapositionofsubstantialimportancewiththeconcepts,processes,andtoolsitcanprovide.
Anumberofprocess-orientedterms,suchastalentmanage-mentorsuccessionplanningforkeyfunctions,strategicwork-force management, competence management, and changemanagement,areoccupyingmoreandmoreoftheagendaoftopmanagers.Theyhavefinallygainedthebusinessrelevance
Kienbaumisthepartnerofchoiceforthedesignofstructuresand processes, models and instruments in human resourcemanagement–onthedomesticandtheinternationallevel.Wehaveoverthreedecadesofappliedexperienceinhumanresource management. We can access a wealth of soundbest-practicesolutionsaswellasinnovativedevelopmentsinhigh-profilebusinessesormedium-sizedhiddenchampions.
WiththespecialistconsultantsofKienbaum,wesupporttheHRtransformationsofourclientswitheffectivesolutions.Wedesign bespoke HR and people strategies and governancestructuresincooperationwithourclientsthatallowanefficientandeffectiveresponsetothestrategicchallengesofHR.WealsosupportthesuccessfulestablishmentandqualificationofHRprofessionals,especiallyforHRbusinesspartners.OurclientsachievegreaterefficiencyinHRbyoptimizingtheircostland-scapeandincreasingtheirvaluecontributions.
HumanResourceManagement
Kienbaum–YourExperiencedPartner
theydeserve.Theselectionofhigh-qualitycandidatesforkeyfunctions,themanagementofstrategicandorganizationallyrelevantchangesinlearningprocesses,theearlyidentificationand retention of high potentials, and the adjustments andimplementationof sustainable leadershipprinciplesare themainstaysofanyHRteamthatwantstoproducearealcon-tributiontocommercialsuccess.ChangemustnotstopatthedoorsoftheHRdepartmentseither.HRprofessionalsneedtoliveuptotherequirementsoftheirclientsandtheconstantdrive for effectiveness and efficiency that thismeans.Usingsuitable IT solutions topave theway togreat efficiency inoperationalcoreprocessesispartofthis,asistheapplicationof talent management programmes and processes designedspecificallywiththeinternalclientinmind.
We supply them with the methods, instruments, and bestpracticestheyneedandworkwiththemtodesigntherightimplementation strategies – from our HR audits as quickchecksof the statusquo, via support for thedesignofHRstrategies,toourHRoptimizer,ouruniquetoolkitforafull-scaleHRtransformationwithatransparentbusinesscase.
In addition to aspects of HR transformation, we apply theexceptionalknowhowandspecialistresourcesofourconsul-tants in thefieldsof talentandworkforcemanagementaswellas learninganddevelopment.Wecansupportall rele-vantissuesfromfirstdesignstofinalimplementationandcanprovidesuitablecoachinginterventionstoensurelastingsuccess.Weworkwithourclientstoimprovetheleadershipandmanage-mentqualityofthenextgenerationofbusinessleaders.
Wearecommitted tobringing togetherpeoplewithaverydiversesetofqualifications,skills,andexceptionalpracticalexperienceinourconsultancyteams.AspartoftheKienbaumGroup,wehaveaccesstosubstantialexpertiseinallareasofmanagement consulting.On thesedurable foundations,weproduce transparent and durable consulting concepts. Our
For the further development of our knowledge base andthoughtleadership,weconductourHRClimateIndexstudiesaswellasmanyotherdedicatedstudiesonaregularbasis.Wehaveaccess toour comprehensiveproprietarybest-practicebenchmarksandfurtherexternalsourcesforexploringinter-nationalquantitativeandqualitativetopics.Ourinternalexpertteamsarealwaysworkingonnewapproachesandmethodsand designing top solutions with real added value for ourcustomers.
OurIntegratedConsultancyVision
Weare committed toabsolute integrity in the cooperationbetweenourclientsandthesubjectmatterandindustryexpertsinourteams.Ourambition isthesuccessofyourcompany.Wearealwaysawareofyourneedsandhelpyouachieveeventhemostdemandingstrategicandoperationalgoalsofyourbusiness.
HR Strategies/Structures
»WorkforceandHRStrategyDesign»HRUnitOrganization/ProcessOptimization»Benchmarking/ControllingModels»SharedServiceCentres»HRITStrategy
Staffing/Demographics
»StrategicWorkforcePlanning»ManagementAudits/
DevelopmentCentres»Talent/SuccessionManagement»Recruitment/ExecutiveSearch»DesignofCareerModels
Leadership/Corporate Culture
»Engagement/CultureSurvey»CorporateVisions,Values,and LeadershipPrinciples»DiversityManagement»EvolutionofLeadershipModels
andProcesses»ChangeManagement
Competences/Performance
»CompensationSystems»StrategicCompetenceManagement»HRDevelopmentProgramme, LeadershipTrainingandCoaching»LearningManagement/
AcademyModels»Performance-PotentialAppraisal
ambition is to develop bespoke solutions with our clients,achievemeasureableandsustainablesuccesses,andsupportthelastingdevelopmentofourclients.
Ourcompetencesandconsultancyservices:
HR
Stra
tegi
es
/Structures Staffing/Dem
ographicsC
ompetences/PerformanceLeadership/Corp
orat
eCu
lture
24 KienbauminBrief
25 Kienbaum–YourCompetentPartner
BudapestAndrássyút1001062BudapestPhone:[email protected]
WarsawPl.Pilsudskiego100-078WarsawPhone:[email protected]
Porto AlegreRuaPadreChagas,185,cj80790570-080PortoAlegre/RSPhone:[email protected]
Paris47,avenueGeorgeV75008ParisPhone:[email protected]
BucharestGheorgheMoceanuStreet2-4Sector1,Floor5,App.14011925BucharestPhone:[email protected]
ViennaTuchlauben81010ViennaPhone:[email protected]
Shanghai88ShiJiAvenue31/FJinMaoTowerPudong,Shanghai200120Phone:[email protected]
Jaragua do Sul R.Exp.CaboHarryHadlich,35789251-380JaraguádoSul/SCPhone:[email protected]
ZurichHöschgasse458008ZurichPhone:[email protected]
London83BakerStreetLondonW1U6AGPhone:[email protected]
Kienbaum Japan K.J.ConsultantsK.K.4-6Shin-Yokohama2-chomeMasuni1stBldg.Kouhoku-ku222-0033Phone:[email protected]
HelsinkiMannerheimintie12B5thfloor00100HelsinkiPhone:[email protected]
PragueLazarská511000Prague1Phone:[email protected]
São PauloAv.MagalhãesdeCastro,4.800,cj52,TorreI05676-120SãoPaulo/SPPhone:[email protected]
ZagrebA.Hebranga2810000ZagrebPhone:[email protected]
IstanbulBüyükdereCadNo193Kat234394LeventIstanbulPhone:[email protected]
Amsterdam TeleportTowersKingsfordweg1511043GRAmsterdamPhone:[email protected]
Singapore350OrchardRoad#13-07ShawHouseSingapore238868Phone:[email protected]
Los Angeles21700OxnardSt,[email protected]
MoscowRegusLesnayaPlazaLesnoyper.,4,floor4125047MoscowPhone:[email protected]
Bangkok 14thFloorAbdulrahimPlace990RamaIVRoadBangkok10500Phone:[email protected]
StockholmHornsbruksgatan28,11thfloor11734StockholmPhone:[email protected]
Kienbaum – Your Competent Partner
Locations–Global
Locations–Germany
FrankfurtBeethovenstraße12-1660325Frankfurta.M.Phone:[email protected]
KarlsruheKarl-Friedrich-Straße14-1876133KarlsruhePhone:[email protected]
FreiburgRehlingstraße16a79100FreiburgPhone:[email protected]
MunichArnulfstraße5880335MunichPhone:[email protected]
BerlinPotsdamerPlatz810117BerlinPhone:[email protected]
StuttgartKronprinzstraße870173StuttgartPhone:[email protected]
HamburgHoheBleichen1920354HamburgPhone:[email protected]
DresdenAnderFrauenkirche1201067DresdenPhone:[email protected]
HanoverLuisenstraße930159HanoverPhone:[email protected]
DusseldorfSpeditionstraße2140221DusseldorfPhone:[email protected]
HeadquartersGummersbachAhlefelderStraße4751645GummersbachPhone:[email protected]
RostockWarnowufer6018057RostockPhone:[email protected]
CologneKapamSüdkaiAgrippinawerft3050678ColognePhone:[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–YourCompetentPartner
27
Overall Responsibility
Study Team
Sarah DelahayeConsultantHR Strategy & Organisation
KienbaumManagementConsultantsGmbHPhone:[email protected]
Paul KötterDirector & PartnerHR Strategy & Organisation
KienbaumManagementConsultantsGmbHPhone:[email protected]
Simone KurzSenior ConsultantHR Strategy & Organisation
KienbaumManagementConsultantsGmbHPhone:[email protected]
Fabian KienbaumManagingPartnerKienbaumConsultantsInternationalGmbH
Our special thanks go to Carsten-Hendrik Rasche, trainee at Kienbaum, for his highly appreciated support in the preparation of the study.
28 Thema
Kienbaum Consultants International