the future of hr - preliminary results

8/6/2019 The Future of HR - Preliminary Results

http://slidepdf.com/reader/full/the-future-of-hr-preliminary-results 1/31

Strategy Leadership Talent Culture Market

The Future of HRPreliminary Results

Member-driven benchmarking reports



Preliminary Results

About i4cp

i4cp enables high performance in the world’s top companies.i4cp is the world's largest vendor-free network of corporations focused on building and sustaining

highly productive, high-performance organizations. Through a combination of peer networking,

human capital research, tools and technology, we enable high performance by:

Peers R esearch

Technology

Strategy

Leadership

Culture Talent

i4cp Network

Market

Tools

About this reportThis report provides preliminary results from our recent study. More complete results, including

charts, market performance breakdown and other analysis, are made available exclusively to i4cp

corporate members.

• Revealing what high-performance

organizations are doing differently

• Identifying best and next practices for

all levels of management

• Providing the resources to show how

workforce improvements have

bottom-line impact

Over the last 40 years, i4cp research has

revealed the five key human capital domains

that companies leverage to drive

performance. Our members - many of the

largest and most respected companies in the

world across a wide spectrum of industries -

use this research, i4cp's expertise, tools,

technology and vast network of peers to

improve productivity and drive businessresults.

Visit i4cp.com to learn more.



Preliminary Resultsreliminary Results

Page 1 | Propriet

Table of Contents

urvey Responses ........................................................................................................................................ 3

Approximately how many full-time-equivalent employees (FTEs, exempt, and non-exempt) are partof the HR function?* ............................................................................................................................... 4

What is the background of the current head of HR?* .......................................................................... 4

To what extent do each of the following describe how your organization operates? .......................... 6

To what extent is each of the following strategic initiatives present in your organization? ................ 6

For each of the following HR roles, please estimate the percentage of time your HR function7

ibes the relationship between the Human Resource function and...... 7

. 8

s each of the following describe the way your HR organization currentlyoperates? ................................................................................................................................................. 8

s in your organization changed over the past 5-7 years as a proportion of overall Human Resource activity and emphasis? ................... 9

Have any of the activitie rced? ........................... 10

Do you have a multiple-process HR outsourcing (HRBPO) contract?................................................ 11

Overall how satisfied are you with your HRBPO (Human Resources Business Process Outsourcing)relationship? ......................................................................................................................................... 12

In general, how effective do you think the following approaches to HR outsourcing are? .............. 12To what extent do you consider your HRIS to… .................................................................................. 13

Does your organization currently… ...................................................................................................... 14

What describes the way you measure the following HR programs and activities? (Select all thatapply) ..................................................................................................................................................... 15

How effective are the information, measurement, and analysis systems of your organization whenit comes to the following? .................................................................................................................... 16

To what extent are these statements true about your organization? ............................................... 17

To what extent do business leaders understand and use sound principles when making decisionsabout… .................................................................................................................................................. 18

To what extent does your corporation’s Board call on HR for help with the following? ................... 18

How satisfied are you with the skills and knowledge of your organization’s current HR / managerialstaff in each of these areas? ............................................................................................................... 19

What percentage of your company-wide professional / managerial HR staff possesses thenecessary skill set for success in today’s business environment? ................................................... 20

On a scale of 1 to 10, how well is the HR organization meeting needs in the following areas? ..... 21

S

spends performing these roles. ..............................................................................................................

Which of the following best descr the business strategy of your organization? ....................................................................................

With respect to strategy, to what extent does the HR function… ........................................................

To what extent doe

How has the amount of attention to the following HR activitie

s listed below been partially or completely outsou



The Future of

2

On a scale of 1 to 10, how important

areas?is it that the HR organization does well in the following

....................................................................................................... 21

How has the recession affected the following in your organization? ................................................ 22

.... 25

.............................................

Demographics ........................................................................................................................................... 23

Primary industry* .................................................................................................................................. 23

Size of workforce throughout the world* ............................................................................................ 24

Geographic structure* ......................................................................................................................... 24

Job level* .............................................................................................................................................. 25

Department/function* .....................................................................................................................

Please indicate your organization's performance in the following areas:* ...................................... 26

Generally speaking, how would you gauge your organization’s performance? ................................ 26

Organization type .................................................................................................................................. 27Location of company headquarters ..................................................................................................... 28

© 2010 Institute for Corporate Productivity (i4cp).

Use of all results, analysis and findings require explicit permission from i4cp.

*Indicates that an answer was required to proceed with the survey.




Page 3 | Propriet

S

A

urvey Responses

pproximately how many employees are in yourorganization?*

Results Respondents

All

1 - 24 employees 11.8%



100 - 249 employees 10.3%

250 - 499 employees 8.2%

500 - 999 employees 10.4%

1,000 - 4,999 employees 21.4%

5,000 - 9,999 employees 8.9%

10,000 - 19,999 employees 5.8%

20,000 - 49,999 employees 6.8%

50,000 - 99,999 employees 3.8%

More than 100,000 employees 4.1%

n=807



The Future of

4

Approximately how many full-time-equivalent employeesR

E: The respondents were asked to provide a number that includes both centralized anddecentralized staff.

Results Respondents

(FTEs, exempt, and non-exempt) are part of the H

function?*

NOT

All

Less than 10 employees 38.8%

10 - 49 employees 22.8%

50 - 99 employees 10.1%

100 - 249 employees 9.1%

250 - 499 employees 6.9%

500 - 999 employees 5.6%

1,000 - 4,999 employees 5.0%


n=800

Results

All

Respondents

What is the background of the current head of HR?*

Human Resource Management 73.1%

Other (please specify) 26.9%

• Academic

• Accountancy

• Accounting

• Accounting followed by hr training

• Accounting, cpa

• Administaff

• Administration

• Administrative

• Administrative assistant

• Aeronautical engineering

• Attorney

• B.a. and hr mangementdipoloma

• B.e. ,mba

• Benefits

• Business

• Business administration

• Business administration

• Business development

• Business management

• Business mgt

• Ceo

• Chemical engineering

• Chemistry

• Clerical

• College leaver




Page 5 | Propriet

• Communications

• Comp/benefits +accounting

• Compensation

• Consultant• Controlling

• Cpa

• Hr, od, training, marketing,pr, it

• Hr, operations, businessowner

• Hr/sales/operations

• Operations

• Operations

• Opera

• Opera

• Operato

• Credit management

• Economics degree

• Engineering

• Engineeri onsmgmt

• Engineering and also doing qc

• Entrepr

• Estate m

• Exec mg

• Experien• Field wo

• Finance

• Finance

• Finance / audit

• Finance

• Financemanage

• Finance

• Financial

• Financi

• Financial services

• Friend o

• General ad

• General administrative

• General business

• General businessmanagement

• General management

• Gm takes hr head position

• Government/military

• Head of business unit

• Health on

• Higher e

• Hr and op

• Hr and

• Hr and project management

• Hr and

• Hr business partner

• Hr certificate programs

• Hr is contracted outpart-nsultant

nt and chrp

ent and org

• Human resources director

• Human resources,accounting, admin

• Instituational business

• Insurance

• Interim - ceo. Former headinternal promote from otherfunction (real estate)

• Investor services &operations

• It

• It is our executivecommittee and we all have

different backgrounds• Labor relations -mill div

• Labor relations, attorney

• Law

• Law and operations

• Lawyer

• Lawyer with hr experience

• Lawyer, line manager thenhr

• Leadership & operations

• Learning & development

• Learning and oe

Legal

Legal (erisa and labor law),consulting and hrman

• Leg • Legal and human resources

• Line executive

• Long tenured senior

development

• Management

• Management consulting

• Marketing

• Marketing / operations

rketing and financialvices management

• Master's industrial relations

• Mba

• Mental health• Natural science

tions manager

tions/engineering

ns, generalmanagement

• Organization development

• Organizational development

development/t&d

• Organizationalleadership/accounting

• • rtner from tax

l management

Ph.d. Psychology

uct manager and hr

ramagement/psychology &ch education

• Psychologyhology and

management

lic accountant

ic administration

lic utilities

il

• tail management,ning & development, od

• Retail mgmt

e up the ranks ining

store administrator

ety and training

• Sales and marketing

• Sales management

• Sales/marketing before hr• Sales/strategic planning

and hr

• School of hard knocks

• Strategy, businessdevelopment

• lent development

• Technology

ing

elopment

n organization

nt

• Variety of business linefunctions, as well as hr

5

• Currently vacant position

• Customer service

• Don't know

• I/o psychology

• I/o psychology• Organizational

ng & operati

eneur

anagement

mt

ce with companyrker

& administsration

and administration

and hrment

/hr

al operations

f president

ministration

• •

• General management andhr management

• General mgmt

executive

• M/a

• Ma (sociology) mba-org

• Science

• Scientist

care admnistrati

d

erations

ops• Ma

ser

technology

time to a co

• Hr manageme

• Hr managemdevelopment

agement

al and hr

• Od

• Od & hr

• Operation

• Operational into hrd

Outsourcing

Pa

• Personne

•

• Prod

• Prog manspee

• Psyc

• Pub

• Publ

• Pub

• Reta Relear

• Rosbank

• Sa -

• Saf

Ta

• Teacher

• Technical

• Train

• Training & dev

• Unio

• Vaca

experience

• Years of experience

n=79



The Future of

6

To what extent do e de uroperates

e

xtent

Moder

ach of the following scribe how yoorganization ?

Results

Little or no Som

extent e

ate

extent extent

Great Very great

ntxte

Bureaucratic (hierarchical structure, top-down decision

8.5% tight job descriptions,making) 17.7% 24.9% 23.3% 25.6%

Low-cost operator (low wages, mefits, focus on

inimumben cost reduction and

1%controls) 41.0% 27.5% 19.4% 9.0% 3.

High involvement (flat structure,participative decisions, commitment

ers) 7.7%

to

11.7% 28.4%employee t and caredevelopmen 28.4% 23.9%Global competitor (complex interestnt, low commitment

ree % 4.5%

ing work, hire best tale to employee development and ca rs) 31.6% 29.3 21.4% 13.2%

Sustainable (agile design, focus ond

sustainafinancial performance an

bility) 9.4% 21.9% 30.5% 30.2% 8.0%

n-values range from 732 - 742

s ea tr

organ

e

extent

Moder

nt

ry great

extent

To what extent i ch of the following s

i at on?

ategic initiatives

present in your z i

R sults

Little or no

extent

Some ate Great Ve

extent exte

Building a global presence 38.0% 15.7% 15.1% 20.2% 11.0%

Acquisitions 41.0% 21.1% 20.2% 12.8% 4.8%

Customer focus 1.2% 6.2% 14.5% 36.5% 41.6%

Technology leadership 10.0% 21.3% 30.8% 24.9% 13.1%

Talent management 5.2% 21.1% 33.3% 28.1% 12.3%Knowledge/intellectual capital22.6% 33.4% 10.2%management 7.4% 26.5%

Sustainability 4.7% 14.3% 30.5% 34.7% 15.8%

Innovation 6.5% 18.0% 31.2% 28.8% 15.6%

n-values range from 743 – 748




Page 7 | Propriet

For each of the following HR roles, please estimate thepercentage of time your HR function spends performing these

oles.E: This question displayed two colu Curr nd “ go.” R dent

s should 100% colum

rNOTwere

mns titled “add to

ently” afor each

5-7 Years An.

espon sinstructed that percentage

Results

Me esponn of R ses Med esponan of R ses

Currently

5-7 Years

Ago Currently

5-7 Years

Ago

Maintaining Records

(Collect, track and maintain data on employees) 19% 28% 15% 25%Auditing/Controlling(Ensure compliance with internal operations,and legal and union requirements)

regulations,15% 17% 10% 15%

Providing Human Resource Servic(Assist with implementation anpractices)

esd administration of HR

29% 31% 25% 30%

D veloping Human Resource Systems and

Practices(Develop new HR systems and practices)

e

18% 15% 15% 10%

S(MH

trategic Business Partneringember of the management team; involved with strategic

R planning, organization design, and strategic change) 24% 14% 20% 10%


ich of the following be scr the onsuman Res fu n an bu s

gy of your organiza

ll

Wh st de ibes relati hipbetween the H ource nctio d the sinesstrate tion?

Results

A

Respondents

HR plays no role in business strategy. 10.8%

HR is involved in implementing the busi trategy .1%ness s . 22

HR provibeen de

des input to the business strate helps implement it once it hasveloped. .9%

gy and39

HR is a full partner in developing and im ng the business strategy.plementi 27.2%

n=657



The Future of

8

With respect to strategy, to what extent does the HRfunction…NOTE: This question was only shown to respondents who DID NOT indicate in the previous question

Results extent extent

ate

extent

Great

extent

Very great

extent

that HR plays no role in the business strategy .

Little or no Some Moder

Help identify or design strategy options 11.9% %33.6% 27.0 22.5% 5.1%

Help decide among the best strategyop 13.2% 27.7% 22.8% tions 29.8%

Help plan the implementation of str 3.4% 21.4% 30.6% 33.0% 11.6%ategy

He 37.5% % 8% % %lp identify new business opportunities 32.6 19. 6.0 4.0As readiness toim % 30.9% 24.2% %

sess the organization’splement strategies 8.8% 28.6 7.6

Help design the organization structure to 6.0% 22.1% 27.8% 31.2% implement strategy

Asdiv 6.4% 18.4% 14.4%

sess possible merger, acquisition orestiture strategies 3 23.7% 7.0%

Wobu 28.7% % 21.6% 14.0% %

rk with the corporate board onsiness strategy 28.5 7.2

He nities 37.5% 32.6% 19.8% 6.0% 4.0%lp identify new business opportu

nge fro - 530

To what extent does each of the following describe the way

Results

o

extent

Some

extent

Moderate

extent

Great

extent

Very great

extent

n-values ra m 525

your HR organization currently operates?

Little or n

Administrative processing is centralized inshared services units 13.8% 18.8% 22.4% 30.4 14.6%%

Transactional HR work is outsourced 50.6% 26.1% 12.8% 7.5% 3.0%

Centersexpertise 31.8% 23.7% 18.9% 17.2% 8.4%

of excellence provide specialized

Decentrabusiness 21.5% 13.2%

lized HR generalists supportunits 34.4% 16.0% 14.9%

People ro 8.9% 2.0% tate within HR 51.2% 20.2% 17.7%

People rotate into HR 66.7% 20.4% 9.2% 3.0% 0.7%




Page 9 | Propriet

People 0.2%rotate out of HR to other functions 64.5% 22.4% 8.9% 4.0%

HR pra business units 36.8% 32.0% 19.5% 10.0% 1.7%ctices vary across

Some tdone bservice basis 24.3% 33.2% 23.5% 15.3% 3.7%

ransactional activities that used to bey HR are done by employees on a self-

HR “advice” is available on-line for managersand employees 33.1% 26.5% 21.8% 13.0% 5.7%

There is a low HR/employee ratio 22.3% 24.6% 24.3% 19.8% 9.0%

There is a data-based talent strategy 34.8% 30.8% 22.4% 9.2% 2.8%

Th at isin y %

ere is a human capital strategy th tegrated with the business strateg 25.2 27.7% 23.8% 16.3% 7.0%

Provides analytic support for business

de %cision-making 17.0% 32.1% 27.6% 17.8 5.5%Prm %

ovides HR data to support changeanagement 13.8 25.8% 30.3% 23.8% 6.2%

Dr %ives change management 21.7 23.4% 27.4% 20.9% 6.5%

M uthu

akes rigorous data-based decisions aboman capital management 29.0% 29.7% 22.3% 15.5% 3.5%

Us 28.2% 34.2% 19.5% 12.7% 5.3%es social networks for recruiting

valu e from 601

How has the amount of attention to the following HR

Significan

creased Decreased

Staye

same Increased

Sig ly

increased

n- es rang 595 -

activities in your organization changed over the past 5-7years as a proportion of overall Human Resource activity andemphasis?

Results de

tly d the nificant

Human capital forecasting andplanning 1.4% 5.7% 35.3% 48.7% 8.9%

Compensation 1.1% 7.9% 37.0% 45.2% 8.9%

Benefits 1.8% 7.1 38 4% .8% 4.7% 7.7%

Organization development 2.1% 9.5 30 4% .9% 7.8% 9.7%

Organization design 2.1% 10.3 39 39% .5% .3% 8.7%

Training and education 2.3% 12.6 33.6 40 1% % .7% 0.7%



The Future of

10

Management development 2.9% 9.9 32.3 43 1% % .5% 1.5%

Union relations 16.8% 8.3 58 1% .0% 3.1% 3.7%

HR Information Systems 2.5% 6.1% 33.3% 47.2% 10.9%

Performance appraisals 1.6% 6.1 37 4 1% .8% 4.2% 0.3%

Recruitment 2.3% 9.3 37 3 1% .4% 9.4% 1.6%

Selection 2.3% 8.2 41 3% .6% 9.5% 8.4%

Career planning 3.9% 10.9 51 29% .0% .9% 4.3%

Legal affairs 3.0% 9.5 56 2% .4% 5.4% 5.7%

Employee assistance 3.4% 10.0 57 2% .6% 5.0% 4.1%

Competency / talent assessment 3.2% 7.1% 39.5% 41.3% 8.9%

HR metrics and analysis 2.0% 7.0 38 4 1% .5% 2.4% 0.2%

Executive compensation 2.8% 6.8% 47.3% 32.6% 10.5%

ng 41 - 562

Have any of the activities listed below been partially or

n-values ra e from 5

completely outsourced?Results Not at all Partially Completely

Human capital forecasting and planning 95.2% 4.3% 0.5%

Compensation 79.8% 18.4% 1.8%

Benefits 47.5% 6.9%45.6%

Organization development 86.1% 12.9% 1.1%

Organization design %90.9 8.4% 0.7%

Training and education %52.0 46.3% 1.8%

Management development %66.2 32.4% 1.4%

Union relations %90.7 7.8% 1.5%

HR Information Systems 64.5% 30.8% 4.6%

Performance appraisals 89.4% 9.5% 1.1%




Page 11 | Propriet

Results Not at all Coartially mpletely

Recruitment 63.7% 35.1% 1.2%

Selection 84.1% 15.4% 0.5%

Career planning %93.4 6.3% 0.4%

Legal affairs %54.5 37.9% 7.7%

Employee assistance %43.8 31.7% 24.6%

Competency/talent assessment 83.0% 16.1% 0.9%

HR metrics and analysis %88.8 10.3% 0.9%

Executive compensation 79.6% 18.4% 2.0%


o you have a m ltip -pro g (HRBPO)ontract?

Respondents

D u le cess HR outsourcinc

Results

All

Yes

No, but seriously considering 4.6%

No, seriously considering 65.5%not

Unknown 22.8%

n=565



The Future of

12

Overall, how satisfied are you with your HRBPO (HumanResources Business Process Outsourcing) relationship?NOTE: This question was only shown if the respondent d the e of a multiple-processHR outso BPO) contract.

All

ponden

indicate presencurcing (HR

Results Res ts

Very dissatisfied 2.9%

Dissatisfied 8.8%

Somewhat dissatisfied 14.7%

Neither satisfied or dissatisfied 23.5%

Somewhat satisfied 32.4%

Satisfied 14.7%

Very satisfied 2.9%

n=34

In general, how effective do you think the following approaches to HR outsourcing are?

Results

Very

Ineffective Neither ffective

Very

effectiveneffective E

No outsourcing 29.2% 37.2% 11.2% 3.1%19.3%

Very limited: only a few transactioservices (e.g. payroll) 5.8% 16.2% 23.5% 46.6% 7.8%

nal

Moderate outsourcing to a single vendor 7.8% .2% 32.9% 41.8% 2.2%15

Modera e outsourcing to multiple vendor 7.2% 16.5% 34.9% 36.2% 5.2%

ts

Substantial outsourcing to a single vendor 13.4% 27.4% 36.2% 21.8% 1.1%

Substantial outsourcing to multiple vendors 17.5% 24.2% 35.9% 18.8% 3.7%





Page 13 | Propriet

What is the one statement that best describes the currenstate of your HR Information System (HRIS)?

t

Results

All

Respondents

We have a completely integrated HR Information TechnologySystem. 11.7%

Most processes are information technology based but notful %ly integrated. 38.1

So ses are information technology based. %me HR proces 35.8

There is li nology present in the HRfun %

ttle information techction. 11.0

Th present.ere is no information technology 3.4%

n=556

E: This question was only shown to respond ho DID NOT

To what extent do you consider your HRIS to…NOT ents w indicate in the previous question that there is no information technology present within his/her organization.

Resu extent extent

Very great

extentlts

Little or no

extent

Some

extent

Moderate Great

Be effective 10.2% 27.0% 37.2% 22.1% 3.5%

Satisfy your employees 20.0% 27.4% 34.2% 16.2% 2.2%

Improve HR services 2% 413. 27.9% 32.0% 22.4% .5%

Reduce HR transaction costs 18.0% 26.6% 27.0% 22.5% 5.9%

Provide new strategic information 28.5% 26.3% 26.5% 14.9% 3.7%

Speed up HR processes 16.9% 26.7% 26.5% 23.8% 6.1%

Reduce the number of employees in HR .1% 338 23.5% 22.1% 13.4% .0%

Integrate HR processes (e.g. training,7% 3compensation) 32. 28.0% 21.1% 14.6% .6%

Measure HR’s impact on the business 3% 240. 24.9% 20.0% 12.7% .2%

Improve on human capital decisions of managers outside HR 17.9% 12.8% 3.3%39.1% 26.9%

Crea knowledge networks 52.3% 21.0% 16.1% 8.6% 2.0% te



The Future of

14

Resu

ery great

extentts

Little or no

extent

Some

extent

Moderate

extent

Great

extent

V

Build

done 17.7% 14.5% 5.3% 1.4%

social networks that help work get

61.1%


Does your organization currently…

Results built

Yes, have

now Being Planning for

Not

currently

being

considered

Measure the business impact of HR programs andprocesses? 18.8% 17.1% .0% 31.1%33

Colle t metrics that measure the cost of HR programand processes? 18.6% 27.1% 24.7%

c s29.6%

Have the capability to conduct cost-benefit analyses(also 27.3% 39.1%called utility analyses) of HR programs? 18.8% 14.8%

Use 8%HR dashboards or scorecards? 32.7% 18.6% 19.9% 28.

Measure the financial efficiency of HR operations (e.g.cost-per-hire, time-to-fill, training costs)? 35.7% 17.1% 22.9% 24.2%

Measurelearning fro

the specific effects of HR programm training, motivation from rewards, ts, etc.)?

s (such as,

validity of tes 21.7% 15.1% 30.7% 32.6%

Benchmark analytics/measures against data fromg. Saratoga, Mercer, Hewitt,

17.7% 37.1%outside organizations (e.etc.)? 34.7% 10.5%

Measure the quality of the talent decisions made bynon-HR leaders? 11.8% 10.5% 26.7% 50.9%

Measure the business impact of hig performance in jobs?

h versus low14.2% 11.1% 30.9% 43.8%





Page 15 | Propriet

What describes the way you measure the following HRs? (Select all that apply)

Results

ctiveness Impact

programs and activitie

Efficiency Effe

(The resources uby the program, s

seduch

as cost per hire)

(The changesproduced by the

program, such aslearning from

training)

(The business orstrategic value

produced by theprogram)

Compensation 41.6 35.9% 39.0%%

Benefits 51.4% %34.1% 32.2

Organization development 22.5% 41.6% 36.5%

Organization design 25.5% 35.7% 32.9%

Training/education 31.6% 53.1% 36.3%

Leader development and succession 22.0% 1.8%44.5% 4

HR information systems 50.6% 0.8%32.2% 2

Performance management 27.8% 49.0% 34.3%

Career planning 19.0% 41.0% 26.3%

Diversity 21.4% 35.5% 29.2%

Employee assistance 39.6% 32.0% 20.0%

Staffing 47.8% 39.4% 29.4%

Social and knowledge networks 28.6% 9.6%27.6% 1

n=490



The Future of

16

How effective are the information, measurement, andanalysis systems of your organization when it comes to the

ollowing?

Results

Ve

ineff e Effe

ry

tive

f

ry

ective Ineffectiv

Somewhat

effective ctive

Ve

effec

Connecting human capital practices toorga performance 14.3% 27.9% 10.7 1.4%nizational 45.8% %

Identifying where talent has the greatestpote c impact 12.4% .6% 20.7% 2.5%ntial for strategi 23 40.8%

Pred effects of HR programsbefore implementation 15.2% 27.3% 43.2% 13.2% 1.1%

icting the

Pinp ould bedisc 15.5% .5% 17.7% 0.9%

ointing HR programs that shontinued 27 38.4%

Supporting organizational changeeffo 10.7% .7% 25.4% 6.6%rts 14 42.6%

Assedepartment operations 9.2% 16.7% 43.7% 26.8% 3.7%

ssing and improving the HR

Cont tbusiness strategy and human capitalman 10.5% .4% 26.5% 4.8%

ributing to decisions abou

agement 20 37.8%

Usin s that clearlyconnect talent to organizational success 12.6% 22.8% 40.6% 22.1% 1.8%

g logical principle

Using advanced data analysis andstati 20.3% .4% 11.8% 2.1%stics 29 36.4%

Providing high-quality (complete, timely,acce lent measurements 17.4% .4% 13.7% 1.4%ssible) ta 33 34.1%

Motiaction 14.1% 25.9% 43.9% 13.6% 2.5%

vating users to take appropriate





Page 17 | Propriet

To what extent are these statements true about yourorganization?

Results

Little or

xtento e

Some

extent

Moderate Great

extent

Very great

exxtent tent

We excel at competing for and with talewhere it matters most to our strategic s

ntucces .5% %s 13.3% 26 33.5 21.7% 5.0%

Business leaders’ decisions that depend upords,

nd strategicallyrces

ogy, and customers .4% %

nor affect human capital (e.g. layoffs, rewaetc.) are as rigorous, logical arelevant as their decisions about resousuch as money, technol 14.9% 27 28.9 21.7% 7.0%

HR leaders have a good understanding awhere and wh

bouty human capital makes the

8.3% 21.2% 24.5% 37.2% 8.8%biggest difference in their business

Business leaders have a good understanding ital makes the

business 9.6% .8% %about where and why human capbiggest difference in their 24 32.7 27.6% 5.3%

HR systems educate business leaders their talent de

aboutcisions 29.1% 10.4%30.4% 28.0% 2.2%

HR adds value by insuring compliance with 6.2% 14.1% 31.2% 34.7% 13.8%rules, laws, and guidelines

HR adds value by delivering high-qualityprofessional practices and services 8.3% .0% 31.1% 34.4%14 12.3%

HR adds value by improving talent decisionsinside and outside the HR function 27.3% 31.7% 11.3%10.9% 18.8%




The Future of

18

To what extent do business leaders understand and usound principle

ses when making decisions about…

Little or

exten

ome

ten

Mo

ext

G

e

Results

no

t

S

ex

t

derate

ent

reat

xtent

Very great

extent

Motivation 11.5% 32.5% 35.2% 17.9% 2.9%

Development and learning 8.2% 9.0 38. 22 % 7% 0.4% 3.8%

Culture 12.4% 25.4% 30.0% 24.9% 7.3%

Organization design 11.3% 30.6% 36.8% 18.4% 2.9%

Business strategy 6.4% 4.1 30. 3 11 % 7% 4.4% 4.3%

Finance 4.4% 10.8% 28.0% 37.7% 19.2%

Marketing 9.9% 20.9 32. 2% 2% 8.6% 8.4%


To what extent does your corporation’s Board call on HR for

ittle or no

extent

Some

exten

Moderate

ext

Great

e

Very great

help with the following?

Results

L

t ent xtent extent

Executive compensation 23.2% 15.6% 16.0% 24.3% 20.9%

Addressing strategic readiness 26.6% 24.3 29. 1% 3% 5.3% 4.5%

Executive succession 25.1% 14.8% 21.5% 24.4% 14.3%

Change consulting 28.3% 4.9 22. 12 % 5% 8.7% 5.6%

Deeffec iveness/corporate governance .2% 9.3% 3.8%

veloping Board t 44.7% 21.0% 21

Risk ssessment 27.0% 30.3% 24.3% 15.3% 3.1%a

Informaticapa 26.4% 25.5% 9.8%

on about the condition orbility of the workforce 17.7% 20.6%

Board compensation 48.3% 14.1% 14.7% 16.1% 6.8%





Page 19 | Propriet

How satisfied are you with the skills and knowledge of you

organization’s current HR/managerial staff in eac

r

h of theseareas?

dissa

Results

Very

tisfied Dissatisfied Ne satral Satisfied

Very

tisfied

Team skills 3.4% 11.9% 27.5% 47.0% 10.3%

HR technical skills 15.2%4.2% 10.5% 20.5% 49.6%

Business understanding 10.5%4.5% 13.8% 27.6% 43.7%

Interpersonal skills 2.5% 9.4% 18.3% 50.1% 19.7%

Cross-functional experience 4.0% 25.3% 33.9% 31.2% 5.6%

Consultation skills 11.4%5.4% 17.6% 28.1% 37.5%

Leadership/management .9% 41.4% 12.2%5.6% 15.8% 24

Glob .4%al understanding 10.6% 20.0% 41.9% 22.1% 5

Orga 6.3% 19.0% 38.1% 32.3% 4.3%nization design

Stra nning 7.2% 23.2% 31.5% 32.2% 5.9% tegic pla

Information technology 6.5% 22.9% 33.6% 30.7% 6.3%

Change management 8.1% 18.8% 30.9% 34.8% 7.4%

Metrics development 11.2% 27.1% 34.5% 23.5% 3.6%

Data analysis and mining 11.5% 30.0% 31.3% 23.2% 4.1%

Process execution and analysis 7.5% 20.1% 31.4% 34.4% 6.6%

n range 2 - 44

-values from 44 9



The Future of

20

What percentage of your company-wideprofessional/managerial HR staff possesses the necessary

skill set for success in today’s business environment?

Results

All

spe ondents

0% 1.8%

1-20% 13.0%

21-40% 16.7%

41-60% 22.0%

61-80% 26.4%

81-99% 13.0%

100% 7.3%

n=

455




Page 21 | Propriet

NOTE: The responses for the next two questions are displa

On a scale of 1 to 10, how well is the HR organizationmeeting needs in the following areas?

yed in a single table below.

OTE: Respondents were asked to rate the following activities from 1 to 10 where 1 = Not meeting needs and 10 = All needs are met.

On a scale of 1 to 10, how important is it that the HRorganization does well in the following areas?NOTE: Respondents we to rate the following activities from 0 where 1 = Not at allimportant and 10 = Ver nt/critical.

Results

N

re askedy importa

1 to 1

Mean of Responses Median of Responses

How wellHR org is meeting needs

Howimportant

it is thatHR org

does well

How wellHR org is meeting needs

Howimportant

it is thatHR org

does well

Providing HR services 7.48 8.66 8.00 9.00

Providing change consulting services 5.91 7.76 6.00 8.00

Being a business partner 6.55 8.43 7.00 9.00

Improving decisions about human capital 6.33 8.43 7.00 9.00

Managing outsourcing 5.66 6.66 6.00 7.00

Operating HR centers of excellence 5.67 7.43 6.00 8.00

Operating HR shared service units 5.72 7.07 6.00 8.00

Helping to develop business strategies 5.83 7.88 6.00 8.00

Being an employee advocate 6.87 8.01 7.00 9.00

Analyzing HR and business metrics 5.81 8.19 6.00 9.00

Working with the corporate Board 5.71 7.04 6.00 8.00

Overall performance 6.59 8.56 7.00 9.00



The Future of

22

How

Resu decreased Decreased

has the recession affected the following in yourorganization?

lts

Significantly Stayed the Significa

same Increased

ntly

increased

Power and status of HR function 2.8% 12.1% 58.2% 23.7% 3.2%

Stra 6.0% tegic role of HR function 2.6% 11.4% 47.1% 32.9%

Com 32.2% 6.8%mitment to talent development 4.9% 16.1% 40.1%

Focu 9.3%s on performance management 1.6% 8.6% 38.4% 42.1%

Quality of talent management

decisions 2.3% 11.7% 47.0% 33.6% 5.4%

Use of contract employees 4.2% %17.4% 52.2 23.2% 3.0%

Use of temporary employees 5.1% 17.6% 48.5% 25.8% 3.0%

Use of HR analytics and metrics 2.1% %7.2% 59.3 26.7% 4.7%

Quality of employees in HR function 2.6% 4.9% 63.0% 25.1% 4.4%

Att pany’sbrand as an employer 1.9% 11.7% 47.8% 32.2% 6.5%

ractiveness of your com

Effectiveness of HR function 1.4% 8.8% 54.9% 31.9% 3.0%

Wi Rpra 3.3% % % % %llingness to try innovative Hctices 13.7 45.8 34.4 2.8

Us m fixes 2.6% % % % %e of short term HR syste 12.6 63.1 19.9 1.9

Co 3.3% % % % %mmitment to treating people right 8.4 57.2 25.3 5.8

Perad 1.2% % % % %

cent of its time HR spends onministration 18.8 59.8 17.9 2.3

Focus on HR practices that havesh 1.6% % % % %own tangible results 5.2 61.1 30.0 2.1

n-values range fr 7 - 431om 42




Page 23 | Propriet

Demographics

Primary industry*

Results

Al

Respondents

l

Aerospace & Defense 2.6%

Agriculture 0.5%

Automotive & Transport 1.5%

Banking 2.1%

Beverages 0.1%

Business Services 10.0%

Charitable Organizations 1.2%

Chemicals 1.4%

Computer Hardware 0.6%

Computer Services 0.7%

Computer Software 3.0%

Construction 2.0%

Consumer Products Manufacturers 3.0%

Consumer Services 0.6%

Cultural Institutions 0.1%

Education 7.3%

Electronics 1.1%Energy & Utilities 3.1%

Environmental Services & Equipment 0.6%

Financial Services 7.7%

Food 2.4%

Government 5.6%

Health Care 7.8%

Industrial Manufacturing 5.3%

Insurance 4.8%

Leisure 0.6%

Media 1.0%Membership Organizations 1.6%

Metals & Mining 0.6%

Pharmaceuticals 2.1%

Real Estate 0.5%

Retail 3.2%

Security Products & Services 0.5%

Telecommunications Equipment 0.1%



The Future of

24

Telecommunications Services 1.9%

Transportation Services 2.1%

Other 10.5%

n=807

Size of workforce throughout the world*

Respondentsesults

All


25 - 49 employees 3.5%50 - 99 employees 3.8%

100 - 249 employees 8.7%

250 - 499 employees 7.8%

500 - 999 employees 7.9%

1,000 - 4,999 employees 21.4%

5,000 - 9,999 employees 9.2%

10,000 - 19,999 employees 7.2%

20,000 - 49,999 employees 9.3%

50,000 - 99,999 employees 5.0%


n=807

Geographic structure*

Resul

All

pondentss Res

Globa of global integration)l (high level 27.8%

Multin ational / regional operations act independently)ational (n 21.7%

Nation rations in one country only) 0.6%al (ope 5

n=807




Page 25 | Propriet

Job leve

Results

All

Respondents

l*

Board Member / Chairperson 0.2%

CEO / President 5.7%

Partner / Owner 4.8%

C-level executive 4.3%

EVP / SVP 6.8%

VP 14.1%

Director 28.1%

Manager 22.2%

Supervisor 2.6%Individual Contributor 7.4%

Other 3.6%

n=807

Departm

Respondents

ent/function*

Results

All

Accounting / Finance 1.4%

Administrative 2.0%

Consulting / Advisory 4.1%

Customer Service / Account Management 0.4%

Engineering 0.6%

Executive / Owner 4.3%

Facilities Management 0.1%

General Management 3.8%

Human Resources 64.6%

Information Technology 1.1%

Legal 0.4%

Market Research 0.1%

Marketing / Advertising 0.9%

Operations / Production 2.2%

Planning 0.6%

Product Development / Design 0.2%

Public Relations / Communications 0.2%



The Future of

26

Results

All

Respondents

Quality Control 0.1%Research & Development (Product related) 0.4%

Sales / Business Development 2.0%

Training 7.9%

Other 2.5%

n=807

Please indicate your organization's performance in thefollowing areas:*

Results applicable

At an all-

time low

Significantly

worse

Abou

sam

Significantly

better

At an all-

time high

Not t the

e

Compared with the past five years,your reve owthnue gr is… 6.3% 3 19.3% 37.4% 27.1% 5.9%.8%

Compared with the past five years,your market share is... 9.3% 1.4% 6.7% 47.5% 31.0% 4.2%

Compareyour prof ability

d with the past five years,it is... 10.3% 3.2% 16.6% 37.8% 27.3% 4.8%

Compared with the past five years,your customer satisfaction is... 3.3% 0.4% 3.1% 33.7% 5.8%53.7%

n=807

Generally speaking, how would you gauge your organization’sperformNote: This qu the previous question was answered with a two (2) “Notapplicable.”

Respondents

ance?estion only shown if t least

Results

All

We're in bad shape 1.5%

We perform at below-average levels 15.4%

We're about average for our industry 32.3%

We're better than average 44.6%

We're in great shape 6.2%

65n=




Page 27 | Propriet

Organization type

All

Respondentsesults

Conglomerate 2.9%

Government 8.8%

Private 56.6%

Public 31.7%

n=410

Total revenue for th ntire niz oDollars)

ion was not req

Respondents

e e orga ation w rldwide (in US

Note: This quest uired.

Results

All

$0 - $0.99 11million .6%

$1 - $1.99 million 1.5%

$2 - $4.99 6million .6%

$5 - $9.99 million 5.1%

$10 - $49.99 million 11.9%

$50 - $99.99 million 8.1%

$100 - $499.99 million 10.7%

$500 - $999.99 million 8.1%

$1 - $1.99 billion 9.3%

$2 - $4.99 billion 7.2%

$5 - $9.99 billion 7.5%

$10+ billion 12.5%

n=335



The Future of

28

Location of company headquarters

Results

All

Respondents

Results

All

Respondents

United States 64.2% Korea, Republ 0.3%ic of

Canada 11.5% Kuwait 0.3%

Argentina 0.5% Malaysia 0.5%

Australia 1.0% Mauritius 0.3%

Belgium 0.8% Mexico 0.3%

Brazil 0.3% New Zealand 0.8%

Bulgaria 0.3% Nigeria 0.5%

China, People's Republic of 0.5% Norway 0.8%

Denmark 0.5% Palestinian State 0.3%Egypt 0.8% Poland 0.3%

Finland 0.5% Portugal 0.3%

France 0.5% Qatar, State of 0.3%

Germany 0.5% Romania 0.3%

Ghana 0.3% Russian Federation 0.3%

Greece 0.3% Saudi Arabia 0.8%

Hong Kong 0.3% Singapore 1.0%

India 2.6% South Africa 0.5%

Indonesia 0.8% Sweden 0.3%

Ireland 0.3% Switzerland, Canto 1.3%ns of Israel 0.3% Trinidad and Toba 0.3%go

Italy 0.3% United Arab Emir 0.5%ates

Japan 1.5% United Kingdom 1.5%

Jordan 0.5% 0.3%

n=391



i4cp enables high performance the world’s top organization

Contact us a1-866-375-i4cp (442

or at www.i4cp.co

Peers. Research. Tools. Technology

the future of hr - preliminary results

Documents