From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage. We can help you build your intercultural challenges visit www.kamelionworld.com

1. Creating People
Advantage
How to Address HR Challenges Worldwide Through 2015
Executive Summary

2. The Boston Consulting Group (BCG) is a The World Federation of Personnel Man-
global management consulting firm and agement Associations (WFPMA) is a
the world’s leading advisor on business global network of professionals in people
strategy. We partner with clients in all sec- management. It was founded in 1976 to
tors and regions to identify their highest- aid the development and improve the
value opportunities, address their most effectiveness of professional people man-
critical challenges, and transform their agement all over the world. Its members
businesses. Our customized approach are predominantly the continental federa-
combines deep insight into the dynamics tions which are made up of more than 70
of companies and markets with close col- national personnel associations represent-
laboration at all levels of the client or- ing over 400,000 people management pro-
ganization. This ensures that our clients fessionals. For more information, please
achieve sustainable competitive advan- visit www.wfpma.com.
tage, build more capable organizations,
and secure lasting results. Founded in
1963, BCG is a private company with 66
offices in 38 countries. For more informa-
tion, please visit www.bcg.com.
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3. Executive Summary
T
hroughout the sweep of history, talented in- ◊ Talent and leadership are becoming even scarcer resources
dividuals have always risen above the than ever before. This scarcity results from dramatic
known limits of their time: Where would changes in the complexities of business and the expec-
the world be today without the contribu- tations of employees. Increasingly, people are the most
tions of great minds like Albert Einstein, important asset at many companies, and the fortunes
Adam Smith, and Leonardo da Vinci? of these so-called people businesses are closely tied to
their leadership and the talent they employ.
At the same time, many world-shaking accomplishments
have demanded individual genius and the dedication of ◊ The work force, on average, is growing older, and people
a cast of thousands. The cathedrals in Europe, the are having fewer children. Just a few years ago, compa-
mosques in Asia and Africa, the Panama Canal, and the nies were restructuring and reducing their work forces,
U.S. transcontinental railroad, for example, all emerged but many will soon find it difficult to fill key positions
through the hard work and collective efforts of countless and replace the valuable knowledge held by retiring
craspeople and workers. These great structures all stand employees.
as testimony to human achievement.
◊ Companies are becoming global organizations. As busi-
People can make a difference when they dare to believe nesses expand into new markets, they will face an
in creating advantage for themselves, their communities, increasingly complex HR environment, particularly as
and their future. they try to recruit and retain foreign talent and inte-
grate diverse cultures.
Creating People Advantage
◊ The emotional well-being of employees is more important
The pace of change has accelerated dramatically in recent than ever before. While many employees once expected
decades, producing seismic changes in business and soci- to stay at one company—or at least in one industry—
ety. One consequence of these shis, which we outline until retirement, they no longer have that expectation.
below, is that people are more important than ever to Indeed, employees increasingly will make job choices
success. Their importance will only grow in the future. and sacrifices on the basis of family considerations
and a desire for a life outside of work.
Companies are complex social systems that require clar-
ity of purpose, guidance, and direction. Companies that While the HR challenges are greater than ever before, so
fine-tune these systems by creating what we call people too are the opportunities for companies to excel through
advantage—the ability to gain competitive advantage people strategies. On the following pages, we arm execu-
through people strategies—will race ahead of their com- tives with an overall approach for creating a people
petitors. advantage and with facts about the HR and competitive
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4. environment of the future. This process and knowledge Exhibit 1. HR Needs to Be Connected
will help executives understand how best to tackle talent, to Strategy While Relying on Metrics
leadership, and demographic challenges.
Strategy
We believe very strongly that the HR function must be
able to measure, count, and calculate the effectiveness of ?
both its internal operations and the company’s overall
people strategies. One of the reasons that HR ranks lower
on the corporate totem pole today than the finance
department is that HR managers oen cannot quantify
their successes. Our hope is that this report will help rec-
tify that shortcoming, raise the profile of HR to its proper
place in the corporate hierarchy, and enable companies
to start to create a sustainable people advantage.
Understanding the Connections That Metrics HR
Link HR to Metrics and Strategy
Source: BCG analysis.
If we view strategy, metrics, and HR as three points on a
triangle, we find that, at most companies, the links
between HR and strategy and those between HR and and branding, and diversity efforts should precisely
metrics are broken or nonexistent. (See Exhibit 1.) Senior target its work force needs as determined by the com-
executives need to make sure that HR and people strat- pany’s analysis of the future supply of potential
egy is the cornerstone of their corporate strategy. One of employees in the labor market and its own future
the most effective ways to integrate HR and strategy is demand for workers.
through the creation of a strategic work force plan.
◊ Performance Strategy. The company’s approach to indi-
To formulate and execute such a plan, executives should vidual performance management, human capital met-
take two major steps. First, they should understand how rics, and incentive systems should support overall cor-
their company’s overall strategy drives the demand for porate goals.
people. Without this foundation of fundamental knowl-
edge, the HR department lacks long-term guidance. Even ◊ Development Strategy. A company’s efforts at develop-
so, few companies systematically analyze the future sup- ing its people and leaders must reinforce the corporate
ply of and demand for employees under different growth strategy.
scenarios and on a job-by-job basis. Such an approach
enables companies to determine how many employees ◊ Affiliation Strategy. The company should establish sys-
they are likely to need, which qualifications those employ- tems to track compensation and retention, work-life
ees should have, and when the companies will need them balance, engagement and motivation among employ-
over the next 5, 10, or even 15 years. ees, and corporate social responsibility in order to
make ongoing adjustments to these critical tools for
Second, companies should also understand the four building relationships with employees.
“bridges” that connect strategy and HR: sourcing strategy,
performance strategy, development strategy, and affilia- Companies need to be able to measure each of these four
tion strategy. These linkages must be in place. linkages so that top executives understand the quantita-
tive dimensions of people issues in the same way that
◊ Sourcing Strategy. The activities a company undertakes they grasp the financial impact of their strategic deci-
in recruiting, hiring, internal staffing, HR marketing sions.
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5. By following the structured approach of the strategic ◊ Staffing the organization with high performers who
work force plan, many companies discover that their HR possess a deep understanding of business issues
and people strategy is not a cornerstone of the overall
strategy. Still, the reality is clear: People drive strategy. ◊ Establishing the HR function as a step on the career
Companies need to rely on metrics to make sure they path of high-potential employees
know where their people are headed.
◊ Building the people management skills of line
Many executives today have “dashboards” on their com- managers
puter desktops that provide a quick picture of their com-
pany’s traditional financial and business performance Accountability and Efficiency
metrics. These dashboards should also highlight quantita- In addition to advising business executives on their peo-
tive and qualitative HR metrics. Quantitative metrics ple needs, top HR managers are also line managers of
could include employee attrition, recruiting success, or their own department. They need to ensure that their
the value added per person—a new measure of produc- internal operations are effective and that they are opti-
tivity. Qualitative measures might include scores from mizing the HR delivery model in three ways.
employee surveys assessing leadership and employee
engagement. ◊ They should automate processes, including the use of
Web-based applications, in order to boost productivity
Until top executives have a fuller and more accurate view and improve access to HR services for staff and manag-
of HR activities, the HR function will not achieve its ers. This step will also improve the consistency of their
proper role within the corporation. HR processes across their operations.
Deploying Operational Excellence to ◊ They should use shared services and outsourcing
Bring the HR Function up to Speed arrangements whenever advantageous to handle the
operational aspects of HR activities so that the HR
HR departments alone cannot execute a people strategy. function can concentrate as much as possible on value-
Rather, a truly effective people strategy requires insight adding activities.
from line executives, supporting metric systems, and the
demonstration of business impact. Another prerequisite ◊ They should clearly distinguish among the various
is an effective and trusting partnership between line roles in HR: generalist, specialist, business partner, and
managers and the HR function. Furthermore, if the HR administrator. Dividing the roles in this way will help
department does not have its own house in order, it will HR employees develop deep competencies and sim-
lack the time and the credibility required to play a strate- plify the career development tracks within and outside
gic role. of the function. In other words, efficiency does not
require that all HR managers be jacks-of-all-trades.
The senior HR executive can build his or her reputation
and credibility by focusing on three key areas: capabili- Cooperation
ties; accountability and efficiency; and cooperation. Large organizations depend on cooperation in order to
achieve their goals efficiently. Yet employees and depart-
Capabilities ments oen do not cooperate because they do not pay
Excellence starts at the top. The most senior HR execu- the price for failing to do so. The HR function is well
tive therefore must have credibility with the company’s suited to address this issue and has the following duties:
chief executive and the executive team. Ideally, he or she
should have the same status and power as the chief finan- ◊ Designing key HR processes such as people reviews,
cial officer. Initially, the top HR executive can gain credi- career and mobility management, and compensation
bility by pursuing the following approaches, which have reviews so that corporate, departmental, and individ-
proven track records: ual goals are achieved. This step requires an active and
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6. courageous contribution from the HR department to 2010 through 2015—and in which they reported that
overcome the natural tendency of individual manag- their companies were currently weakest.
ers to act as if their employees and resources “belong”
to them and not to the corporation. ◊ On average, only 40 percent of all executives who per-
ceived at least one of the eight globally critical topics
◊ Serving as experts on organizational issues to ensure as important for the future told us that their compa-
that the proper accountabilities and metrics are in nies have begun tackling it today.
place to facilitate cooperation. This duty can encom-
pass several dimensions, such as analyzing the num- We believe that by understanding the quantitative results
ber of layers in the organization and the spans of con- of this survey, executives will be able to lay the founda-
trol; measuring and improving employee engagement; tion to create strategic HR processes. We highlight the
and establishing individual and collective account- major themes of our analysis here.
abilities when defining roles and key performance
indicators. Top HR executives also should possess the In the near future, companies will face eight particu-
skills needed to coach managers and should provide larly critical HR challenges that fall into three strate-
them with insightful ideas on organization and people gic categories. (See Exhibit 2.)
management.
◊ Developing and Retaining the Best Employees. The first
Facing the Future category consists of the challenges of managing talent,
improving leadership development, and managing work-
One of the difficulties that HR executives face is the chal- life balance.
lenge of comparing their company’s practices with those
of competitors. Chief financial officers can scan their ◊ Anticipating Change. The second category encompasses
Bloomberg terminals to discover the financing vehicles of managing demographics, managing change and cultural
their competitors. Likewise, chief information officers gen- transformation, and managing globalization.
erally know what systems their peers are installing, oen
learning of them through word of mouth, vendors, or trade ◊ Enabling the Organization. The third category consists
publications. By contrast, HR executives have not had of becoming a learning organization and transforming
many places to make similar comparisons—until now. HR into a strategic partner.
This report provides a comprehensive view of HR Corporations that can meet these challenges head on
practices in the world today. will build and sustain competitive advantage. In feed-
back gleaned from the Web survey and the follow-up
◊ HR and other executives throughout the world iden- interviews, we identified several possible actions for
tified the top future challenges in a Web survey that enhancing capabilities in each of the topics.
BCG and WFPMA conducted in 83 different coun-
tries and markets. The survey captured the views of Developing and Retaining the
more than 4,700 executives on 17 topics in human Best Employees
resources management and a total of 194 specific ◊ Managing Talent. This is the topic at or very near the
action steps associated with those topics. To deepen top of the agenda in every region and every industry.
our understanding of the current and future HR It involves attracting, developing, and retaining all
landscape, we also conducted follow-up interviews individuals with high potential—regardless of whether
with more than 200 senior executives globally. they are managers, specialists, or individual contribu-
tors—across all levels of the organization. Companies
◊ The top eight future challenges in HR identified by the may soon find talent scarcer than funding, as individu-
survey are the capabilities that executives expect to be als gain more employment options. To tackle this chal-
the most important in managing human capital from lenge, companies should consistently and deliberately
 T B C G • W F  P M A

7. communicate their HR value proposition and market- ers will need to understand this quest in order to
ing messages and identify new talent pools. In talent attract and retain talent. Some workers have multiple
planning, they also need to take into account the future employment options and can pick a job on the basis of
geographic footprint and future activities of the firm, flexible work hours and other nonfinancial features.
and they should implement programs that will enable Other workers are willing to work beyond retirement
talent affiliation and development. age provided that they can take longer vacations than
their career-track colleagues. Many younger employ-
◊ Improving Leadership Development. Leadership develop- ees simply have new and nontraditional expectations
ment is closely linked to talent management. Further- about work. Company responses to employees’ needs
more, the value added by management and manage- may range from providing flexible work arrangements
rial engagement contribute critically to outstanding to addressing employees’ growing desire to derive a
business performance in today’s increasingly complex sense of greater purpose from their work. Increasingly,
organizations—and leadership plays an essential role companies will find it beneficial to offer “motivational
in generating both. Leaders convey the mission and management,” under which some elements of com-
sense of purpose of the organization. They serve as pensation will consist of nontraditional and noneco-
role models, are the primary developers of people, and nomic features. Even when companies offer such ini-
engage the staff in highly visible ways. Corporations tiatives today, however, employees oen perceive that
should invest considerable resources in defining spe- these options may hinder their careers and their stand-
cific leadership models, assessing their leaders, and ing within the company.
designing development programs.
Anticipating Change
◊ Managing Work-Life Balance. Many employees are look- ◊ Managing Demographics. With the work force in devel-
ing for more than just a paycheck these days. Employ- oped economies graying, companies need to manage
Exhibit 2. Globally, Eight Topics Demand the Most Immediate Action
and the Greatest Attention
High Improving leadership Managing
development talent
Managing Managing
Transforming HR work-life
into a strategic partner change and
cultural balance
transformation
Managing
Delivering on demographics
recruiting and Becoming
staffing a learning
Enhancing organization
Future employee Managing
importance commitment globalization
Improving Managing
performance diversity
Restructuring management
the organization and rewards
Managing Sample size: 4,741
corporate social
responsibility
Mastering HR Measuring HR and
processes employee performance Relevance Strong
today need
to act
Providing shared
services and
outsourcing HR Low Medium
Low High need need
Low to act to act
High Low
Current capabilities
Sources: Proprietary Web survey with responses from 83 countries and markets; BCG/WFPMA analysis.
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8. two risks: the loss of capacity and knowledge as Enabling the Organization
employees retire and the loss of productivity as the ◊ Becoming a Learning Organization. In a world driven by
work force ages. Companies can minimize their expo- innovation and rapid change, becoming a learning or-
sure to such demographic risk by creating a systematic ganization—from top to bottom—provides a clear
approach to analyzing the future supply of and competitive advantage. Creating this advantage
demand for employees under different growth scenar- requires careful planning to ensure that the right peo-
ios. This approach will allow companies to determine ple are being trained in the right ways. Few companies
how many employees they are likely to need, which told us that they have found the ideal way to prepare
qualifications those employees should possess, and their employees to cope with the complexities and
when the organizations will need them. At the same accelerated speed in an increasingly global economy.
time, companies across all industries need to analyze This topic is particularly important since many
and understand the effects of an aging work force and national education systems are failing to arm potential
then take dedicated and focused actions to address or employees with the skills that they will require to keep
mitigate those effects. For example, companies can pace in the future. Corporate investments in learning
add or enhance career tracks, shi work schedules, or and training activities are likely to increase signifi-
adjust health-management programs so that an aging cantly, and companies will need to monitor more sys-
work force can maintain the highest levels of produc- tematically their return on these investments.
tivity.
◊ Transforming HR into a Strategic Partner. While many
◊ Managing Change and Cultural Transformation. This HR executives told us that their companies are profi-
topic is not, as executives sometimes contend, merely cient in this topic, they nonetheless recognized its
a “so” issue; all change should be hard-wired into an future importance. Executives who work outside the
organization in a tangible and measurable way. As the HR department, meanwhile, cited a big need for HR
pace of change quickens, managing corporate and cul- to improve its ability to become a strategic partner. As
tural change becomes a critical capability, especially we mentioned earlier, one of the keys for success will
for companies in the consumer goods and technology be ensuring that HR professionals have the operating
industries as well as the public sector. Yet change is the experience and business acumen required to add value
toughest challenge that companies face, especially to the business itself. Another key to success will be
complex, high-stakes, breakthrough change. Compa- the ability of the HR department to optimize its deliv-
nies need to develop an integrated approach that ery model through both appropriate organization and
addresses both operational and organizational governance and the use of automation and shared ser-
changes, focuses on the behaviors of employees, and vices or outsourcing arrangements whenever relevant.
uses rigorous tracking and reporting to stay on sched- Most of the topics presented in this report will require
ule and on budget. The HR function—together with HR to assume the role of a strategic partner.
the change-management leadership team—has a crit-
ical role to play. Executives in different regions tended to have differ-
ent priorities. These differences reflect the cultural,
◊ Managing Globalization. All large companies face glob- economic, and demographic characteristics of the
alization, as they either move into new global markets regions.
or face competition from them. Rapidly developing
economies like Brazil, China, India, and Russia, will be ◊ In North America, participants perceive managing tal-
critical to the success or failure of many companies. ent, managing demographics, improving leadership devel-
One of the main HR challenges that these companies opment, managing work-life balance, and transforming
will face in managing globalization is making sure that HR into a strategic partner as critical challenges.
the right people are in place in the right locations and
that there is effective and efficient cross-country and ◊ The two top future HR challenges in Latin America are
cross-cultural collaboration. managing work-life balance and managing talent.
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9. ◊ In Europe, managing talent and managing demographics delivering on recruiting and staffing—such as newspa-
emerge as key challenges. per advertisements and Web pages—lose effective-
ness, HR departments should renovate their current
◊ In Africa, executives identified managing talent, manag- recruiting and staffing processes. In particular, they
ing work-life balance, managing globalization, and man- should pay close attention to HR branding and mar-
aging diversity as major future challenges. keting activities. HR will also need to work closely with
line managers on this topic, paying special attention to
◊ The key HR challenges in Emerging Asia—a region of internal staffing. The time it takes a company to fill a
developing economies such as China and India—are: new position is oen a key performance indicator that
managing talent, improving leadership development, is analyzed by corporate leaders.
becoming a learning organization, and managing work-
life balance. ◊ Mastering HR Processes. To be perceived favorably by
senior management, HR functions should systemati-
◊ Executives in Established Asia—a region of mature cally assess and improve all basic HR processes. One
economies such as Japan, Singapore, and South of the first steps toward achieving this goal is separat-
Korea—are primarily concerned with managing talent, ing administrative services from strategic tasks in order
improving leadership development, and managing global- to increase efficiency and effectiveness. HR operations
ization. should then be treated with the same systematic and
total-quality approach that is typically applied to
◊ In the Pacific Region, executives named managing tal- industrial processes.
ent, improving leadership development, managing demo-
graphics, and managing change and cultural transforma- In addition to boosting their capabilities in the 11
tion as critical future HR challenges. topics described above—the top eight HR challenges
and the three fundamental HR capabilities—compa-
Meeting the eight critical challenges looming on the nies will also want to determine which of the remain-
horizon will be a Herculean task for HR executives— ing six HR topics will warrant their investment: man-
but these are not the only challenges they face. If aging diversity, enhancing employee commitment,
they hope to gain the trust of senior executives, HR improving performance management and rewards, man-
executives must also excel at the fundamentals of aging corporate social responsibility, measuring HR and
the HR function: restructuring the organization, employee performance, and providing shared services
delivering on recruiting and staffing, and mastering and outsourcing HR.
HR processes.
The best way for a company to start making decisions
◊ Restructuring the Organization. While restructuring is about its future focus and activities is by taking five
commonly viewed as a cost-reduction exercise, the topic major steps. By following this approach, companies
also applies to growth scenarios. As they restructure, will have a powerful tool to create their people
companies need to ensure that employees and groups advantage.
of employees are cooperating and that they remain
engaged in the organization. The ability of HR to ◊ Understand the External Environment. This analysis
smoothly and effectively manage restructuring proc- should include general trends, business challenges,
esses, such as labor relations and redeployment, is a key and the corporate strategy.
asset in all regions, not only the highly regulated ones,
as it creates both agility and long-term affiliation. ◊ Understand the Internal Environment. HR needs are
unique to every business. Companies should conduct
◊ Delivering on Recruiting and Staffing. As skilled labor an HR audit that uses both quantitative and qualita-
becomes harder to obtain, as employees’ loyalty to a tive indicators and that seeks to understand HR as an
single company decreases, and as traditional means of investment rather than merely as a cost.
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10. ◊ Select the Most Critical of the 17 HR Topics and Set Pri- ◊ Secure Support from Top Management. Certainly, most
orities. Companies should then examine which of the corporate activities are more successful when those at
17 HR topics are and will be most relevant for them— the top care about the outcome. When respondents
and analyze thoroughly their current capability in reported having the support of top management, they
each topic. rated their HR capabilities 20 percent higher than did
executives who said they lacked such support. Unfor-
◊ Initiate Projects with Dedicated Teams. For some topics, tunately, only 40 percent of HR professionals reported
dedicated teams help to boost dramatically senior that they received sufficient support from top manage-
executives’ perception of HR capabilities. On average, ment.
executives rated the performance of their company’s
HR function 18 percent higher when dedicated teams
oversaw particular HR topics. Generally, teams are
more successful if they consist of employees from both
within and outside HR.
Authors
Rainer Strack Florent Francoeur
Senior Partner and Managing Director President and CEO
European Leader, Organization Practice WFPMA, Canada
BCG Düsseldorf +1 514 879 1636
+49 211 3011 3236 wfpma@orhri.org
strack.rainer@bcg.com
David Ang
Andrew Dyer Secretary General
Senior Partner and Managing Director WFPMA, Singapore
Global Leader, Organization Practice +65 6438 0012
BCG Sydney david@shri.org.sg
+61 2 9323 5663
dyer.andrew@bcg.com Hans Böhm
Former Secretary General
Jean-Michel Caye EAPM/DGFP, Germany
Partner and Managing Director +49 211 5978 100
Global Topic Leader, Human Resources boehm@dgfp.de
BCG Paris
+33 1 40 17 14 50 Michael McDonnell
caye.jean-michel@bcg.com Former President, EAPM
President, CIPD, Ireland
Anna Minto +353 1 676 6655
Partner and Managing Director michael.mcdonnell@cipd.ie
BCG Dallas
+1 214 849 1529
minto.anna@bcg.com
Michael Leicht
Project Leader
BCG Düsseldorf
+49 211 3011 3479
leicht.michael@bcg.com
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11. Appendix
Supporting Organizations
The following member organizations of WFPMA helped Asociación de Gerentes de Recursos Humanos de
with or were responsible for the preparation, distribution, Guatemala (AGRH), Guatemala
and collection of the Web survey. Without their assistance,
Asociación Nacional de Profesionales de Recursos
this report would not have been nearly so comprehensive
Humanos de Panama (ANREH), Panama
and insightful.
Asociación de Dirigentes de Personal del Uruguay (ADPU),
North America Uruguay
North American Human Resource Management Asociación Venezolana de Gestión Humana (ANRI),
Association (NAHRMA) Venezuela
Canadian Council of Human Resources Associations
(CCHRA), Canada
Europe
European Association for Personnel Management
Asociación Mexicana en Dirección de Recursos Humanos
(EAPM)
(AMEDIRH), Mexico
Österreichisches Produktivitäts- und Wirtschalichkeits-
Society for Human Resource Management (SHRM), United
Zentrum (ÖPWZ), Austria
States
Bulgarian Human Resources Management and
Central and South America Development Association (BHRMDA), Bulgaria
Interamerican Federation of Human Resource Cyprus Human Resource Management Association
Management Associations (FIDAGH) (CyHRMA), Cyprus
Asociación de Recursos Humanos de la Argentina Czech Association for Human Resources Development
(ADRHA), Argentina (CSRLZ), Czech Republic
Asociación Boliviana de Gestión Humana (ASOBOGH), Personnel Managers in Denmark (PID), Denmark
Bolivia
Estonian Association for Personnel Development (PARE),
Associação Brasileira de Recursos Humanos (ABRH), Brazil Estonia
Asociación Colombiana de Gestión Humana (ACRIP), Finnish Association for Human Resource Management
Colombia (HENRY), Finland
Asociación Costarricense de Gestores de Recursos Association Nationale des Directeurs des Resources
Humanos (ACGRH), Costa Rica Humaines (ANDRH), France
Asociación Dominicana de Administradores de Gestión Deutsche Gesellscha für Personalführung e.V. (DGFP),
Humana (ADOARH), Dominican Republic Germany
Asociación de Directores de Personal del Ecuador (ADPE), Hungarian Association for Human Resources Management
Ecuador (OHE), Hungary
C P A 

12. Chartered Institute of Personnel and Development (CIPD Talents Plus Conseils, Benin
Ireland), Ireland
Association Nationale des directeurs et cadres du
Associazione Italiana per la Direzione del Personale personnel du Sénégal (ANDCPS), Senegal
(AIDP), Italy
Association des Responsables de Formation et de Gestion
Foundation for Human Resources Development (FHRD), Humaine dans les Entreprises (ARFORGHE), Tunisia
Malta
Dutch Association for Personnel Management &
Asia Pacific
Organization Development (NVP), Netherlands Asia Pacific Federation of Human Resource
Management (APFHRM)
HR Norge, Norway
Australian Human Resources Institute (AHRI), Australia
Polish Human Resources Management Association
(PHRMA), Poland China International Intellectech Corporation (CIIC), China1
Associação Portuguesa dos Gestorese Técnicos dos European Union Chamber of Commerce in China
Recursos Humanos (APG), Portugal (EUCCC), China1
National Personnel Managers’ Union (ARMC), Russia Human Resource Association for Chinese and Foreign
Enterprises (HRA), China1
Slovak Association for Human Resources Management
(ZRRLZ), Slovak Republic Hong Kong Institute of Human Resource Management
(HKIHRM), Hong Kong
Slovenian Association for Human Resource Manage-ment
and Industrial Relations (ZDKDS), Slovenia Confederation of Indian Industry (CII), India1
Asociación Española de Dirección y Desarrollo de Personas Japan Society for Human Resource Management ( JSHRM),
(AEDIPE), Spain Japan
Centrum för Personal och Utveckling, Sweden Recruit Management Solutions (RMS), Japan1
HR Swiss—Schweizerische Gesellscha für Human Malaysian Institute of Human Resource Management
Resources Management; Société suisse de gestion des (MIHRM), Malaysia
ressources humaines, Switzerland
Human Resources Institute of New Zealand (HRINZ), New
Personel Yonetimi Dernegi (PERYÖN), Turkey Zealand
Chartered Institute of Personnel and Development (CIPD), People Management Association of the Philippines
United Kingdom (PMAP), Philippines
Singapore Human Resources Institute (SHRI), Singapore
Africa
HR MAX, South Korea1
African Federation of Human Resource Management
Associations (AFHRMA) Institute of Personnel Management (IPM), Sri Lanka
Institute of HRM, Botswana Chinese Human Resource Management Association
(CHRMA), Taiwan
Institute of People Management (IPM–South Africa), South
Africa Personnel Management Association of Thailand (PMAT),
Thailand
Human Resource Managers’ Association of Uganda
(HRMAU), Uganda
Institute of Personnel Management of Zimbabwe (IPMZ),
Zimbabwe
Association Africaine des formateurs du personnel
(AFDIP)
Association Algérienne des Ressources Humaines
(ALGRH), Algeria 1. This organization is not a member of WFPMA.
 T B C G • W F  P M A

13. For a complete list of WFPMA publications and information about how to obtain copies, please visit our Web site at
www.wfpma.com.
For a complete list of BCG publications and information about how to obtain copies, please visit our Web site at
www.bcg.com/publications.
To receive future BCG publications in electronic form about this topic or others, please visit our subscription Web site at
www.bcg.com/subscribe.
4/08

14. bcg.com
wfpma.com