RecRuitment   business      contingent    Human        caReeR tRansition   executivepRocess       pRocess       woRkfoRce ...
global                                                  03                                               15RPo RePoRT     ...
global RPo RePoRT 2010 | 301 preface                   Candy lewandoswki, Vice President, global Practice lead – RPo, kell...
global RPo RePoRT 2010 | 402 executive                 ➔        When the Global RPO                             Report was...
global RPo RePoRT 2010 | 5 MoRe Than half of The hiRing ManageRs suRVeyed say They aRe sTill exPeRienCing diffiCulTies in ...
global RPo RePoRT 2010 | 6                                                                          EMEA                  ...
global RPo RePoRt 2010 | 7              More than half of respondents work          The results represent views from      ...
global RPo RePoRT 2010 | 804 the recruiting            ➔        In spite of the prevailing                             eco...
Current recruitment processes                                                     Locationglobal RPo RePoRT 2010 | 9      ...
global RPo RePoRT 2010 | 1004            There is another perspective to the                            TechE ect         ...
global RPo RePoRT 2010 | 1105 global hiring              ➔        A spark of optimism                              emerges...
global RPo RePoRT 2010 | 1205               10       Plan to hire, by region                                              ...
0            20        40            60             80          100                      manufacturingglobal RPo RePoRT 20...
0                 20         40               60          80            100                                               ...
global RPo RePoRT 2010 | 1506 internal                                                   ➔       There is a mixed picture ...
global RPo RePoRT 2010 | 16                     76 to100                                                                  ...
Global RPO Report 2010
Global RPO Report 2010
Global RPO Report 2010
Global RPO Report 2010
Global RPO Report 2010
Global RPO Report 2010
Global RPO Report 2010
Global RPO Report 2010
Global RPO Report 2010
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Global RPO Report 2010

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Now in its third year, this year's survey analyzes the key global trends in Recruitment Process Outsourcing. The survey sample includes more than 500 respondents from across the globe.

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Global RPO Report 2010

  1. 1. RecRuitment business contingent Human caReeR tRansition executivepRocess pRocess woRkfoRce ResouRces & oRganisational seaRcHoutsouRcing outsouRcing outsouRcing consulting effectiveness Think ouTside. global RPo RePoRT 2010  
  2. 2. global 03 15RPo RePoRT Preface internal recruitment functions2010 04 17contents executive summary The decision to outsource 06 22 a profile of respondents estimating the real cost of recruitment 08 24 The recruiting challenge about sponsors 11 global hiring intentionsgraphs 06 07 (g1) Multinational roles (g2) Number of employees 13 (g13) Current use of recruitment firm services 16 (g20) Technology/functionality used to source candidates 19 (g27) Areas of the hiring process outsourced, by region 08 (g3) Hiring challenges, by region 13 (g14) % of vacancies filled by third 17 (g21) Outsourcing part or all of 20 (g28) Hiring process 08 (g4) Hiring challenges, by no. of staff party providers, by region the HR function, by region outsourced, by industry 09 (g5) Reasons for difficulties hiring 14 (g15) % of vacancies filled by third 17 (g22) Outsourcing part or all of 20 (g29) Plans to outsource, by industry 09 (g6) Reasons for difficulties party providers, by no. of staff the HR function, by no. of staff 21 (g30) Provider selection criteria hiring, by region 15 (g16) How recruitment 17 (g23) HR functions currently 21 (g31) Outsourced hiring 10 (g7) Conditions slowing hiring functions are utilised outsourced, by region program expectations 11 (g8) Plan to hire 100+ 15 (g17) Number of internal 18 (g24) Hiring process 21 (g32) Primary reasons why 11 (g9) Plan to hire recruitment staff, by no. of staff outsourced, by region firms don’t outsource 12 (g10) Plan to hire, by region 16 (g18) % of recruitment 18 (g25) Hiring process 22 (g33) Average cost per hire (Euros) 12 (g11) Anticipated hires, by region team solely recruiting outsourced, by no. of staff 13 (g12) Plans to hire permanent 16 (g19) % of recruitment team solely 18 (g26) Areas of the hiring employees, by industry recruiting, by no. of staff process outsourced 
  3. 3. global RPo RePoRT 2010 | 301 preface Candy lewandoswki, Vice President, global Practice lead – RPo, kellyoCg Richard J. Crespin, global executive director, hRoa 01 Preface 02 executive summary 03 a profile of ➔ Welcome to the Global of senior hiring managers from small, the HROA, and it explores in respondents RPO Report 2010, prepared by medium and large organizations detail, not only the state of labour 04 The recruiting challenge Kelly Outsourcing and Consulting across North America, Europe, markets and recruitment challenges 05 global hiring Group (KellyOCG) and the Human Middle East and Africa (EMEA), and in the immediate period ahead, intentions Resources Outsourcing Association the Asia Pacific Region. but also the latest developments 06 internal recruitment in the area of recruitment process (HROA). It provides an ongoing functions Even after a year when employment outsourcing (RPO). record of the development of the 07 The decision markets have been shaken like never to outsource recruitment process outsourcing before, it is a significant finding Its insights will be of great value 08 estimating the real cost space, as well as trends in of this years’ survey that great to senior executives and HR of recruitment recruitment and HR as reported by talent – the very core of a company professionals as they prepare their 09 about sponsors organizations across the globe. – remains such a difficult to find talent acquisition strategies for the resource across the globe. year ahead. At a time of profound upheaval in the world economy, the report This is the third annual report ■ ■ ■ presents a glimpse into the thinking conducted by KellyOCG and 
  4. 4. global RPo RePoRT 2010 | 402 executive ➔ When the Global RPO Report was launched in 2007 amid a difficulties. In Asia Pacific, there has been a significant improvement The share of firms outsourcing all or part of their HR function stands 01 Preface 02 executive summary thriving global economy and a skills over the past year, but still 50 percent report difficulties. In at 46 percent, up slightly from the previous year. Recruitment remains summary 03 a profile of shortage, there were real challenges respondents the Americas, the position has the biggest area of outsourcing, being experienced by hiring 04 The recruiting and the largest organisations are far challenge managers – 70 percent reported actually deteriorated. more likely to outsource. 05 global hiring difficulties in recruiting staff. In last intentions The top recruiting challenge is a year’s report, coinciding with global 06 internal Familiarity with recruitment process recruitment shortage of skilled staff, cited by economic turmoil, the situation was outsourcing (RPO) continues to rise functions 58 percent of respondents. Europe is different – only 54 percent reported steadily. Knowledge remains higher 07 The decision the worst affected, while Asia Pacific to outsource recruitment difficulties. in EMEA and in the Americas, and is impacted by what is described as 08 estimating among larger employers. the real cost uncompetitive salaries. The quality of recruitment This latest report, prepared at a time of candidates is the biggest factor More than a quarter of firms are 09 about when national economies are at a sponsors slowing the hiring process. outsourcing their recruitment fragile turning point, reflects the process, with spectacular growth uncertainty that pervades businesses Two thirds of organisations plan in the Asia Pacific region. large and small. There are signs of to use recruiting firms in their stability but still no marked upswing, hiring efforts. The biggest expectation from an and a sense of unease about the RPO partner is improved hiring skill shortages that prevail in spite of The top job categories to be filled times, followed by lower cost, massive job losses. are business operations support, and integration of multiple and mid-level executives. sourcing channels. More than half of the hiring Some 60 percent of HR units are The average cost-per-hire is managers surveyed say they are still reported between 1,801 Euros experiencing difficulties in recruiting operating with five or less staff. and 2,500 Euros (US$2,501 staff, a number that is virtually More than a third spend less than and US$3,500). 10 percent of their time on unchanged from last year. recruitment, and only 20 percent ■ ■ ■ The greatest challenge is in EMEA devote at least 75 percent of time where 65 percent are experiencing to recruitment. 
  5. 5. global RPo RePoRT 2010 | 5 MoRe Than half of The hiRing ManageRs suRVeyed say They aRe sTill exPeRienCing diffiCulTies in ReCRuiTing sTaff, a nuMbeR ThaT is ViRTually unChanged fRoM lasT yeaR. 
  6. 6. global RPo RePoRT 2010 | 6 EMEA APAC03 a profile of ➔ The survey was carried out by KellyOCG and the Human A higher percentage of respondents AMERICAS from EMEA0(40 percent) have For the most part respondents have responsibility for recruiting 01 Preface 02 executive respondents 10 20 30 40 50 summary Resources Outsourcing Association multinational roles than their within their own regions, with 03 a profile of (HROA) between November 2009 only 20 percent of respondents respondents counterparts in the Americas (27 and February 2010, and obtained overall saying they have global 04 The recruiting percent) or Asia Pacific (18 percent). challenge the views of 536 respondents, recruiting responsibilities. American Most respondents (61 percent) are 05 global hiring comprising mainly senior HR respondents are the most likely to intentions managers from small, medium and responsible for one country, and have global recruiting responsibility 06 internal recruitment large organisations, with workforces 28 percent are responsible for 2 to (24 percent), followed by EMEA functions ranging from fewer than 1,000 10 countries, while 11 percent are respondents (21 percent) and then 07 The decision to outsource employees to more than 50,000. responsible for 11 or more countries. Asia Pacific respondents (11 percent). 08 estimating the real cost Respondents came from a broad of recruitment range of industry sectors across 09 about sponsors the Americas (39 percent), Europe, 1 Multinational role Middle East and Africa (EMEA) (39 percent), and Asia Pacific 50% EMEA (22 percent). 40% 20% APAC 18% Slightly more than a quarter of 29% respondents are operating in more AMERICAS 27% than one country. As a result, the 0 10% 20% 30% 40% 50% responses reflect the situation in a 2009 total of 85 countries. 2010 
  7. 7. global RPo RePoRt 2010 | 7 More than half of respondents work The results represent views from 01 Preface in large organisations with more than a broad spectrum of industries, 02 executive summary 1,000 employees while 45 percent including professional services, IT&T, 03 a profile of represent organisations with fewer manufacturing, banking & finance, respondents than 1,000 employees. health, retail/wholesale, education, 04 the recruiting challenge government, bureau/outsourcer, A further 21 percent work in 05 global hiring utilities, construction, insurance, intentions organisations with more than transport, FMCG/consumer products, 06 Internal 10,000 employees. recruitment and hospitality. functions 07 the decision ■ ■ ■ to outsource 08 estimating the real cost of recruitment 09 about 2 Number of employees sponsors 13% 12% 8% 8% Less than 1,000 46% 1,000 – 10,000 45% 10,000 – 50,000 More than 50,000 34% 34% 
  8. 8. global RPo RePoRT 2010 | 804 the recruiting ➔ In spite of the prevailing economic weakness, and the loss 3 More than 50,000 hiring challenges, by region 10,000 –50,000 01 Preface 02 executive challenge of millions of jobs globally, just over half of respondents (55 percent) say 1,000 – 10,000 67% summary 03 a profile of EMEA Less than 1,000 respondents 65% they are experiencing difficulties 0 10 20 30 40 50 60 04 The recruiting 60% APAC challenge in recruiting staff, a number that’s 50% 05 global hiring virtually unchanged over the AMERICAS 43% intentions 46% previous year. 06 internal 0 20% 40% 60% 80% recruitment functions The greatest challenge in finding 2009 2010 07 The decision talent is in Europe where 65 percent to outsource are experiencing difficulties. In Asia 08 estimating the real cost Pacific, there has been a significant 4 hiring challenges, by number of staff of recruitment improvement over the past year, but 09 about sponsors still 50 percent report difficulties. More than 50,000 47% In the Americas, the position has 10,000 – 50,000 58% actually deteriorated with 46 percent 1,000 – 10,000 57% finding recruiting difficult. Less than 1,000 55% The largest companies are 0 20% 40% 60% experiencing the least difficulty in recruiting – that is the only segment where less than half are facing challenges in recruitment. 
  9. 9. Current recruitment processes Locationglobal RPo RePoRT 2010 | 9 Salary Uncompetitive Salary of skilled sta 0 10 20 30 40 50 60 Current recruitment processes With unemployment at historically percent) blame the shortage of The talent shortage is most acute Pacific face a similar problem. 01 Preface Location high levels in many countries, skilled talent for their recruiting in EMEA with 63 percent of However those in Asia Pacific also 02 executive Salary Uncompetitive summary labor should be plentiful. Yet the problems, well ahead of other respondents indicating it is their have a wage cost issue with a hefty Salary of skilled sta 03 a profile of overwhelming reason cited for the factors such as uncompetitive primary hiring issue. More than 40 percent blaming uncompetitive respondents 70 0 10 20 30 40 50 60 recruiting difficulties is a shortage salaries (25 percent) and location half of those in Americas and Asia salaries for hiring troubles. 04 The recruiting challenge of skilled staff. More than half (58 (24 percent). 05 global hiring intentions 06 internal recruitment 5 Reasons for difficulties hiring 6 Reasons for difficulties hiring, by region functions 07 The decision to outsource Current recruitment processes 14% 12% 08 estimating Current recruitment processes 11% the real cost Location 24% 17% of recruitment Salary Uncompetitive 25% 25% 09 about Location 23% sponsors Salary of skilled staff 58% 22% 0 20% 40% 60% 25% Salary Uncompetitive 40% 14% 63% Salary of skilled staff 51% 56% 0 10% 20% 30% 40% 50% 60% 70% EMEA APAC AMERICAS 
  10. 10. global RPo RePoRT 2010 | 1004 There is another perspective to the TechE ect talent shortage that emerges when cited by slightly more than half of all respondents. All other factors rank 01 Preface 02 executive Poor Process summary firms are asked Quality the question: What significantly lower including time- 03 a profile of Performance is the condition most likely to slow to-hire (36 percent), hiring manager respondents Cost the hiring process? The pervasive satisfaction (29 percent) and cost-to- 04 The recruiting challenge Hiring hire (28 percent). factor that emerges across all 05 global hiring Time regions is the quality of candidates, ■ ■ ■ intentions Quality 06 internal recruitment 0 10 20 30 40 50 60 functions 07 The decision 7 Conditions slowing hiring to outsource 08 estimating the real cost of recruitment Technology effectiveness 7% 09 about Poor processes 12% sponsors Quality of recruiters 17% Performance monitoring 21% Cost to hire 28% Hiring manager satisfaction 29% Time to hire 36% Quality of hires 54% 0 20% 40% 60% 
  11. 11. global RPo RePoRT 2010 | 1105 global hiring ➔ A spark of optimism emerges in the latest data on global 9 Plan to hire 01 Preface 02 executive intentions hiring intentions. While it is clear that there is still some way to go before Graduate 82% summary 03 a profile of Graduate 84% respondents there is a return to pre-recession Temp 79% 04 The recruiting challenge hiring levels, it certainly appears that 86% Temporary 87% 05 global hiring the worst is over. The latest figures Perm 91% intentions show hiring intentions flat but stable. 06 internal 0 10 20 30 40 96% 50 recruitment Permanent 96% functions In the previous 2008 survey, at the 95% 07 The decision height of the global financial crisis, 0 20% 40% 60% 80% 100% to outsource just 36 percent of respondents 2010 08 estimating the real cost 2009 anticipated hiring more than 100 of recruitment 2008 permanent employees, down from 09 about sponsors 43 percent in 2007. 8 Plan to hire 100+ The latest data for 2009 shows the outlook marginally better, with 37 12% Graduate 13% percent intending to hire 100 or 18% more permanent employees. It’s a 20% similar picture for both temporary Temporary 20% 33% and graduate hires, suggesting that the market is still cautious, but at 37% Permanent 36% least not deteriorating. 43% 0 10% 20% 30% 40% 50% Firms plan to hire more permanent 2010 positions than temporary or 2009 2008 graduate staff, and a significant number (over 80% in all cases) intend to hire at least some permanent, temporary, and graduate staff. 
  12. 12. global RPo RePoRT 2010 | 1205 10 Plan to hire, by region Arguably the most optimistic outlook is for North American The industry sectors that will be most active in hiring over the 01 Preface 02 executive summary where nearly half of all respondents coming year are Health, Bureau/ EMEA 4% 65% 31% 03 a profile of (49 percent) say they plan to hire Outsourcer, Banking & Finance, respondents APAC 10% 67% 24% more than 100 employees in 2010, Retail & Wholesale, IT&T, and 04 The recruiting challenge AMERICAS 1% 50% 49% compared with just 31 percent in Government. In each of these 05 global hiring 0 20% 40% 60% 80% 100% EMEA and 24 percent in Asia Pacific. sectors, more than half of all intentions respondents plan to hire 50 or more 06 internal None recruitment 1 to 100 As in last year’s survey, planned permanent employees. functions More than 100 hires in 2010 are more likely to be 07 The decision The weakest hiring plans are in to outsource replacing existing positions than 11 anticipated hires, by region Manufacturing, Education and 08 estimating filling new roles, unlike the pre- the real cost recession situation where more Utilities. of recruitment 15% 09 about respondents anticipated expanding sponsors Trades 12% The vast majority of organisations 13% their staff. (66 percent) plan to use recruiting 14% The top job categories that firms in their hiring efforts. Those Other 17% 19% in EMEA are more likely to use organisations plan to fill in 2010 are 24% recruiters than their counterparts business operations support, and Contact centre 17% in the Americas or the Asia Pacific 26% mid-level executives. While these region. Larger organisations 49% have been the top categories across Senior executive or professional 41% are more likely to use recruiting all years of research, they are slowly 38% companies than their smaller declining. Senior executive hiring 58% counterparts; just over half of Administrative 57% has experienced the biggest fall, 53% the smallest firms use recruiting down from a high of 49 percent in 77% 2008 to 38 percent in 2010. Mid-level executive or professional 74% 70% 78% Business operations support 74% 71% 0 10% 20% 30% 40% 50% 60% 70% 2008 2009 2010 
  13. 13. 0 20 40 60 80 100 manufacturingglobal RPo RePoRT 2010 | 13 Education Utilities Prof Services Gvot companies, compared with almost quarter for applicant and recruitment 13 Current use of recruitment firm services 01 Preface IT&T 90 percent of the largest employers. performance tracking. 02 executive summary Retail/Wholesale Respondents in Asia Pacific and On-boarding 9% 03 a profile of Bank & Fin Of those organisations that use Americas are more likely than Vendor management 11% respondents 04 The recruiting Bur/Out recruiting firms, nearly all make their counterparts in EMEA to Applicant and recruitment EMEA challenge 27% Health use of sourcing, screening and make use of recruiting firms for performance tracking 05 global hiring intentions 0 20 reference 40 60 80 100 testing services; half use them for Reference checking APAC 52% checking 06 internal reference checking and another Sourcing, screening, testing AMERICAS 93% recruitment functions 00 20% 20 40% 4060% 80% 60 100%80 100 07 The decision to outsource 08 estimating 14 % of vacancies filled by third party providers, by region the real cost 12 Plans to hire permanent employees, by industry of recruitment 09 about sponsors Manufacturing 21% 79% EMEA 22% 37% 26% 11% 5% Education 21% 79% APAC 40% 35% 10% 10% 5% Utilities 25% 75% AMERICAS 49% 32% 8% 10% 1% Professional Services 46% 54% 0 20% 40% 60% 80% 100% Government 56% 44% Less than 10% 51% to 75% 10% to 25% 76% to 100% IT&T 57% 43% 26% to 50% Retail/Wholesale 59% 41% Banking & Finance 62% 38% Bureau/Outsourcer 81% 19% Health 83% 17% 0 20% 40% 60% 80% 100% >50 employees <50 employees 
  14. 14. 0 20 40 60 80 100 10 to 50 1 to 10global RPo RePoRT 2010 | 14 Less 0 20 Some 70 percent of respondents needs, with 55 percent of these 01 Preface 15 % of vacancies filled by third party providers, by number of staff use recruitment firms to fill a quarter firms using outside recruitment for 02 executive summary or less of their vacancies. Those between 10 and 25 percent of their More than 50,000 22% 55% 23% 03 a profile of in EMEA use them to fill a higher total recruitment. Smaller firms are respondents 10,000 to 50,000 35% 19% 35% 10% proportion of vacancies than their more diverse in their requirements 04 The recruiting challenge 1,000 to 10,000 39% 33% 13% 10% 6% counterparts in APAC and Americas. and will utilize outside providers 05 global hiring across a wider spectrum, ranging Less than 1,000 39% 31% 11% 19% intentions The largest firms (with more than 06 internal from less than 10 percent, up to 100 0 20% 40% 60% 80% 100% recruitment 50,000 employees) consistently percent of their workforce needs. Less than 10% 51% to 75% functions use outside firms for a smaller 10% to 25% 76% to 100% 07 The decision 26% to 50% to outsource percentage of their total recruitment ■ ■ ■ 08 estimating the real cost of recruitment 09 about sponsors 
  15. 15. global RPo RePoRT 2010 | 1506 internal ➔ There is a mixed picture that emerges when it comes to or outsourced recruitment functions. Asia Pacific organisations are with five or less staff. The size of internal recruitment staff correlates 01 Preface 02 executive recruitment the prevailing model adopted by organisations in managing their more likely to have centralised closely to overall organisational size: 84 percent of the smallest summary 03 a profile of functions, and EMEA leans toward respondents functions Outsourced HR needs. For approximately a hybrid model. respondents employ 1– 5 internal 04 The recruiting Hybrid challenge 90 percent of firms, there is roughly recruiters; 77 percent of the Centralised 05 global hiring an even split between a centralised It is not surprising that the smallest largest firms employ more than intentions De-centralised and a de-centralised recruitment organisations are the ones 20 internal recruiters. 06 internal 0 10 20 30 40 50 recruitment function. Just 5 percent adopt a most likely to have centralised functions hybrid model, and the remaining recruitment, while the largest are Not only are internal HR teams 07 The decision relatively lean, they are generally not to outsource 4 percent are outsourced. more likely to outsource. spending a large amount of time 08 estimating More the real cost American organisations are more Staff numbers attached to 10 to 50 on recruiting duties. More than a of recruitment likely than their counterparts in recruitment departments are fairly third (37 percent) spend less than 10 09 about 1 to 10 sponsors other regions to have de-centralised modest, with 60 percent operating percent of their time on recruitment. Less 0 20 40 60 80 100 16 how recruitment functions are utilised 17 number of internal recruitment staff, by number of staff More than 50,000 4% 7% 11% 77% Outsourced 4% 10,000 to 50,000 42% 37% 14% 7% Hybrid 5% 1,000 to 10,000 56% 16% 9% 19% Centralised 43% Less than 1,000 84% 8% 4% 4% De-centralised 48% 0 20% 40% 60% 80% 100% 0 10% 20% 30% 40% 50% 1 to 5 6 to 10 11 to 20 More than 20 
  16. 16. global RPo RePoRT 2010 | 16 76 to100 JOb 51 to 75 In all, 70 percent of respondents specialise – focusing HR/recruiting Respondents employ a variety of Organisations in all regions and of Automated 01 Preface 26 to 50 spend less than 50 percent of their staff on recruitment duties. The technologies to source and track all sizes follow the general pattern 02 executive Electronic summary time on recruitment. There are only candidates, most often online outlined above, although the relatively scant resources directly CV Search 10 to 25 applications and assessment (73 03 a profile of 20 percent of organizations where at largest firms are significantly more respondents allocated to recruitment tasks in CV management Less than 10 least 75 percent of time is devoted percent) and applicant tracking (66 likely to be using applicant tracking 04 The recruiting many firms raises the question as Applicant challenge percent) programs, both of which 0 to recruitment. 5 10 15 20 25 30 35 40 (91 percent) than are their smaller to whether this, in part, explains Online are used much more frequently than 05 global hiring counterparts (58 percent). intentions the reported problems being 0 10 20 30 40 50 60 70 80 Generally, the larger the the next most common process, CV 06 internal recruitment organization, the more likely it is to encountered in the hiring process. management (40 percent).] ■ ■ ■ functions 07 The decision to outsource 08 estimating 18 % of recruitment team solely recruiting 20 Technology/functionality used to source candidates the real cost of recruitment 09 about 76% to 100% Job order tracking 4% sponsors 20% More Automated reporting 15% 51% to 75% 9% 10 to 50 Electronic scheduling 15% 26% to 50% 18% 1 to 10 CV search capability 27% 10% to 25% 15% Less Less than 10% 0 20 40 60 80 37% 100 CV management 40% 0 10% 20% 30% 40% Applicant tracking 66% Online applications and assessment 73% 0 20% 40% 60% 80% 19 % of recruitment team solely recruiting, by number of staff More than 50,000 29% 7% 24% 9% 31% 10,000 to 50,000 33% 33% 14% 21% 1,000 to 10,000 23% 22% 17% 12% 26% Less than 1,000 50% 10% 18% 9% 13% 0 20% 40% 60% 80% 100% Less than 10% 51% to 75% 10% to 25% 76% to 100% 26% to 50% 

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