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Harvey nash hr survey final 2012 in search of engagement

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A unique in the state of HR

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    Harvey nash hr survey final 2012 in search of engagement Harvey nash hr survey final 2012 in search of engagement Document Transcript

    • R rd YEA 3 N OUR WINO HARVEY NASH HR SURVEY 2012 IN SEARCH OF ENGAGEMENT
    • 3. Regional results Contents 1. Foreword 3 2. Executive summary 5 3. Regional results 7 4. Country and regional profiles 4.1. Ireland 30 4.2. Switzerland 32 4.3. Netherlands 34 4.4. United Kingdom 362 Harvey Nash HR Survey 2012
    • 3. Regional results1. ForewordTaking the pulse of HR leaders across Europe It’s an important question. Whether upturn or downturn, HR has a key role to play; as one HRNow in its third year, the Harvey Nash Human Director said to me “whether it’s good news or badResources Survey provides in-depth insight into news, it’s HR’s job to deliver it.”the rapidly evolving role of HR, as well as the seniorpeople who work in this increasingly important Most of the participants to this Survey prepare forfunction. the upswing of the economy by putting Employee Engagement top of the list of the areas they need toReflecting the views of hundreds of HR directors, work on; they are in fact In Search for Engagement.CHROs and HR executives from across Europe, thesurvey looks in detail at the issues that matter to HR Thank you to everyone who took time to completeleaders: from priorities of the Board, to the tactics the survey. Without you this report would, literally,used to deploy leading HR programmes, to how HR not be possible. We are also indebted to Dirkprofessionals themselves are planning their careers. Jan Verheijen PhD, who assisted us in preparingThis year’s survey, launched in Europe’s fifth year of the questionnaire and who provided an in-deptheconomic turmoil, looks in detail at the role HR is analysis on key sections of the report. In addition weplaying in supporting companies through difficult would like to thank our partner Betula Services fortimes and asks the question Is HR ready for the their ongoing support.economic upswing? I hope you enjoy reading it and find the results valuable in your business operations and career planning. Roland Steenvoorde Managing Director Executive Search Harvey Nash Nederland Harvey Nash HR Survey 2012 3
    • 3. Global results Now in its 3rd year, the Harvey Nash HR Survey is one of the largest and longest established reports of its kind. Representing the views of more than 150 HR leaders across Europe it is a unique insight into the shape of HR. HR Strategy Top 10 Short term Priorities About the participants of the CEO and board Aligned with business strategy: Recruitment 50% report to CEO, Almost Supports the growth of the business Management Development 16% to other c-level. Increases performance of employees Leadership Coaching Keeps costs under control Retention 25% have global responsibility Training & Education They come from (mainly): Involves business continuity Belgium, Ireland, Switzerland, Measuring Effectiveness Capability & Competence Management The Netherlands, and the United Employee Engagement Kingdom Talent Management And are from the following sectors: Connect People Technology (26%) Financial Services (11%) Measure Outcome not activities Manufacturing (10%) Professional Services 9%) Retail 7% Labour Market Workforce Aging H A R V EY Employee Engagement Diversity NASH Communication Education H R S U R V EY 2 0 1 2 Employer Branding Employer Branding KEY Retention Flexibility F I N DI N G S Recruitment Pre-Employment Screening Woman in HR Human Capital HR Careers Management Strategic Workforce planning 32% are less than 3 years with Talent Management current employer; Skill development 40% 6 years or more. Performance Management High Performance Culture 80% is satisfied with remuneration. 88% have no aspiration outside HR. 49% 81% finds interesting and exciting of the respondents are female work important4 Harvey Nash HR Survey 2012
    • 1. Executive summary2. Executive summaryAbout the participants Labour MarketHundreds of HR Leaders took part in this, the third, annualHarvey Nash Human Resources Survey. Almost half of Aging and diversityparticipants (47%) report to the Managing Director or Chief The world’s population has reached seven billion, and itsExecutive, and almost two-thirds (62%) are the top most growth rate is slowing down. At the same time, a stunningdecision maker in HR. The most common job title was demographic revolution, mostly brought about by the fallingDirector, VP of HR or Head of HR. fertility rate and increasing life expectancy, is underway worldwide. It is therefore remarkable that almost halfOne third (34%) have a national remit and a further 51% had of organizations are not prepared yet and the majoritymulti-national or global responsibilities. Participants came of the organizations see no effect of a decision to raisefrom Belgium, Ireland, Switzerland, The Netherlands andthe United Kingdom as well as a smaller number from otherEuropean countries as well as Asia. "Most companies have no plans to significantly reduce the proportionThe CEO and Board see HR as a growth enabler of permanent staff"Despite challenging economic times, HR’s primary roleis still a proactive one. The top three Board priorities the retirement age. Though many organizations have– management development, talent management and implemented diversity management, the majority are still notleadership coaching – all focus on HR’s ability to build value taking a pro-active approach.through developing people. RecruitmentConversely, HR’s more re-active responsibilities, such In the past, to recruit employees, originations wouldas creating policies, providing legal advice or managing simply advertise opportunities in the local press, engage adownsizing projects , are much lower down the table. It recruitment consultant or, more recently, post jobs onlinesuggests that even in difficult times, the CEO and Board are via the company website or popular job boards. This ‘passiveseeing the primary role of HR as helping growth, rather than approach’, many claim, is on the way out. With recruitmentmanaging costs or process. being a short term management board priority many are turning to more pro-active means, such as actively engagingOne particular example of growth is recruitment. And when candidates on social media.looking purely at the short term, recruitment is the Board’snumber one priority, with 56% looking to bring on board Flexibility in the workforcenew talent in the short term. Compared to last year’s survey Flexibility has become a mature item on the HR agenda. Overrecruitment has experienced the biggest jump in importance, 60% of respondents in this survey value flexible labour as areflecting a more positive sentiment towards growth. strategic part of their modus operandi. That said, almost one- third turned to flexible labour not for strategic reasons, butMeasuring the effectiveness of HR strategy because they could not find the skills using permanent hiring.The vast majority – 90% – of companies use metrics ofsome kind to measure the effectiveness of the HR function. Although most companies have embraced a flexibleStaff turnover, employee engagement and retention are the workforce, most – 70% – have no plans to significantlyprimary measures (72%, 62% and 62% of participants cited reduce the proportion of permanent staff.these as important).In just under two-thirds of organizations in this survey some Social Mediaform of remuneration was added to incite HR management With hundreds of millions of users talking, participating,to outperform on strategic goals. sharing, and networking online, social media has become a key concern to HR; 85% of participants believe it is important to employer branding, and 65% of the organizations have implemented guidelines for the use of social networks. Harvey Nash HR Survey 2012 5
    • 1. Executive summary Employee Engagement Communication In a period of economic uncertainty - when both companies The most favourable way for HR to communicate with and employees are collectively hunkered down to get the job employees is to enter into a dialogue (96%). Many other done – staff retention and engagement tends to drop down tools are used, the most traditional ones (personal meetings, the priority list. But as the economy rebounds and choices meetings, presentations, newsletters) are still the most open up for people, many are likely to consider moving to popular ones. another employer. At that point, emotional engagement may be the only thing helping retain those people most critical to Human Capital management & strategic workforce the business. It is therefore no wonder that to prepare for planning the upswing of the economy, 62% of the organizations have Three per cent of the respondents in this survey note put Employee Engagement top of the list of the areas they that there is no gap between the needed workforce and need to work on. the current workforce. However approximately half of the organizations represented in this survey have a talent management program and just under 21% of this group "The top board priorities focus on has a program for high value specialists. In only 67% of the companies a learning and development culture is in place. HR’s ability to build value through Just over 64% has a strong performance appraisal culture. developing people" June 2012, Harvey Nash Betula Services Dirk Jan Verheijen PhD6 Harvey Nash HR Survey 2012
    • 3. Regional resultsHarvey Nash HR Survey 2012 7
    • 3. Regional results 3. Regional results Priorities of the CEO and board Looking lower down the table it is evident that another We asked participants what the board was expecting of them traditional role of HR – that of policy creator and legal when presented with a list of 27 possible priorities. advisor – is significantly less prominent. Health & welfare, safety, downsizing and works council are all toward the Exhibit 1: Priorities for the board bottom of the table. Priority The priorities change radically when looking purely at the Management development 97% short term, as Exhibit 2 shows. Talent management 96% Leadership coaching 95% Exhibit 2: Short term priorities of the board – top 10 Capability & competence management 94% 60% 56% 52% Employee engagement 91% 50% 49% 48% 45% 44% 44% 43% 40% 40% 40% Organizational development 89% 30% Performance management 89% 20% 10% Employee retention & motivation 88% 0% Training & education programme 87% t t t ple s t g en en en en tie hin ... . iva a.. eo pm em m em ivi r... ac em uit ot tp ct og ag ag elo co Knowledge 83% ta m cr ec pr nc an ng ev ip Re no & nn te n tm ee sh td io n pe Co e, tio er at ye en len om m ad Recruitment 81% uc en plo em co Ta Le tc ed et Em ag ou y& er & an ye re ing lit Measure outcome, not activities 80% M su bi plo ain pa ea Em Tr Ca M Connect people 73% Deployment of social media 70% Job evaluation and reward programme 68% When looking purely at the ‘now’, recruitment is the board’s Mobility 62% number one priority, with 56% looking to bring on board Diversity 56% new talent in the short term. Compared to last year’s survey Labour market communication 56% recruitment experienced the biggest jump in priority, clearly Flexible employment (time and place) 54% reflecting a more positive sentiment towards growth. Executive compensation 51% Interestingly, the top five priorities can loosely be classified Health & welfare policy 51% as ‘investing in people’; a clear indication that companies are Flexible employment (temporary versus increasingly looking for direct, highly visible ways to augment 51% permanent contracts) and improve their workforce. Speak the language of the business 50% Safety 45% Shared service centre 32% Downsizing 31% "Recruitment experienced biggest jump in priority compared to last year" Works council 23% Other 12% As Exhibit 1 shows, the board priorities for the HR team focus very much on HR’s ‘traditional’ strengths of helping shape the development of talent within the organization; the top three – management development, talent management and leadership coaching – highlight this.8 Harvey Nash HR Survey 2012
    • 3. Regional resultsStrategy If one takes a close look at all the main elements that areThe HR Strategy is about building and strengthening part of the responsibility of HR, culture, organization, people,the competitive advantage of the organization on the and the HR systems, some noticeable areas of improvementsmarket. It is about increasing the overall performance of are signalled by our respondents:the organization and utilizing the skills and competenciesof employees. The fact that no less than 96% of the With respect to Culture, the fact that there are not enoughrespondents participate in defining and shaping the appropriate leadership skills (15% yes, 42% mostly and no lesscompany-wide business strategy underpins the importance. than 43% not enough) is worrying as the aim of leadership development is about growing new potential leaders forHowever in order to be ready for the upswing of the the organization and as such a vital part of the HR Strategyeconomy some more needs to be accomplished as there as Human Resources has a shared responsibility in findingis still quite some room for improvement signalled, up to and developing new leaders for the organization which is byno less than 40% of the participants indicate that the part nature a lengthy process.whereby the goal is to increase the performance of theemployees can be improved…. Not Yes Mostly enoughExhibit 3 To what level is the HR strategy alignedwith the business strategy Do people feel part of the 46% 40% 13% organization and its results? Do people have common Yes Room for Not 37% 50% 14% interests? improvement applicableDoes the HR strategy Is there a strong team spirit? 42% 45% 12%support the growth of the 68% 29% 2%business? Is work allocated on the basis of individual 35% 54% 11%Does the HR strategyincrease performance of 58% 40% 2% experience?the employees? Are there sufficient skills/ 23% 59% 18% power bases?Does the HR strategy keep 58% 39% 3% Are there appropriatethe costs under control? 15% 42% 43% leadership skills?Does the HR strategyinvolve business 54% 39% 7% Are people encouraged to 43% 39% 17%continuity? say what they think? Does the organization encourage innovation and 46% 32% 22% creativity? Do people feel a sense of personal responsibility in 54% 37% 9% their work? Is quality emphasized in all 45% 44% 11% aspects? Do people take pride in their 53% 40% 7% work? "96% of the respondents participate in defining and shaping business strategy" Harvey Nash HR Survey 2012 9
    • 3. Regional results With respect to the organization a structure that is not Also in the area of HR Systems there is room for flexible enough in the face of changing demands (such as improvement: 30% finds them not consistent enough, 30% the upswing), too complex (27%) whilst 30% indicates that signals there are no rewards for effective performance whilst the structure does not tend to resolve problems at the point 28% believes their system does not encourage effective where they occur. performance. Methods to manage HR Strategic goals Not Yes Mostly enough Exhibit 7: Which methods are used to manage HR Do people have clear roles strategic goals? 37% 51% 12% and responsibilities? 100% 88% 87% 90% 75% Is the structure flexible in the 80% 33% 37% 30% 70% 63% 60% face of changing demands? 60% 50% 37% 40% Yes 40% No Does the structure encourage 30% 25% 29% 52% 19% 20% 12% 13% effective performance? 10% 0% r d rs als he Is the structure too complex? 27% 30% 43% ar to go . eC Ot r .. ica T fo or ind AR m Sc SM ce ste d Does the structure tend to an ce sy lan rm rd resolve problems at the point 23% 46% 30% fo Ba wa er l re yp where they occur? na Ke rso Do procedures and Pe management practices 20% 57% 23% facilitate the accomplishments of tasks? It is interesting to see that HR uses predominantly SMART With respect to people 32% indicate there is room for goals and KPI’s for strategic goals, when you would normally improvement in spotting and developing the potentials, and find that more on a tactical level. It usually is difficult to 23% a lack of communication on the business strategy. translate strategic goals into practical activities and align their goals so the strategic goal is met. Not Yes Mostly enough Are they encouraged to 48% 39% 12% perform well? Do they have a customer 46% 37% 17% oriented orientation? “You get more of the behaviour you Do they have clear goals 39% 45% 16% reward. You don’t get what you hope and objectives? for, ask for, wish for or beg for. Do they know what their You get what you reward.” expected performance 38% 47% 15% standards are? Michael le Boeuf Are they aware of the 36% 40% 23% business strategy? Are people with potential spotted and 33% 34% 32% developed for the future? Do they have the necessary skills and 29% 64% 7% knowledge?10 Harvey Nash HR Survey 2012
    • 3. Regional results Exhibit 8: What are the categories of HR Metrics in Ulrich’s Roles Model the organization? David Ulrich defined a HR Roles model which is known for contributing to the start of the movement from80% 70%70% 62% 61% the functional HR orientation to the more partnership 58%60% 51% 50% organization in HRM Function. The acclaimed benefit is50% 45%40% 30% a more responsible and flexible organization of Human30%20% Resources, which allows to many HR Professionals to become 7%10% 1% real respected business partners 0% ity er cy e ns ify t n ne en c io No less than 2/3 of the participants are dealing with ov tio ien an tiv ec No ... nt m r rn nd sp uc ica su te ge ficTu Re od ea te se ga un ef this model: 16% of the participants have the model fully at m lea pr en m ng e d m e r, p iti ye e an ye Co ye u operational, 43% are working on it, and another 9% are plo he cr plo m plo Re Ot te Em EmEm ys thinking about it! ss rd wa Re The acclaimed benefits are fully experienced by 18%, while another 75% is experiencing benefits to some extent Important measurements are turnover and employee (already). engagement. Whilst employee productivity scores just under 50% being the 7th highest rated HR KPI. Higher ranking KPI’s score more on the HR function with the clear exception of turnover, almost 70% of all companies rank their HR professionals on turnover, showing a significant alignment with business and HR goals. “60% of the organizations have (partly) implemented Ulrich’s model Only 7% of the respondents use other metrics. This leads to 93% of them are experiencing the conclusion that the strategic goals of most organizations benefits” are based on the described categories. In the previous question almost 90% of the organizations use KPI’s and the categories in this question are the metrics that they use. Most organizations are more concerned about the quantitate aspect of employee management, turnover and retention, then the qualitative aspect, productivity. Whatever is measured, one should consider that: • Organizations measure what they treasure. • What gets measured gets done. • Critical metrics have an owner. • To have value, metrics should have a target to be compared to. “Organizations measure what they treasure” Harvey Nash HR Survey 2012 11
    • 3. Regional results Labour Market Employer Branding In an era of dwindling demographics, companies and Aging organizations are trying to attract people and to convince Due to declining populations and a lack of younger workers, EU them to become employees. They tend to use many Human economies and Eastern European economies in transition face Resources Marketing techniques to do so, one of them being a decline in labour supply. Without dramatic and immediate Employer branding. changes in either birth or immigration rates, workforces in Germany, Italy, Spain and many other EU countries could It defines the personality of a company as a preferred decrease significantly over the next couple of decades. employer. This process is similar to managing a brand in product or services marketing. Why should anyone join "Workforces in EU countries could the company (instead of any other company) is the basic decrease significantly over the question addressed. On top of that it is leading in generating strategies for retention and motivation. The fact that next decades" Intranet News ranks No. 1 in the column Very Important and Intranet collaboration No. 3 is proof of the latter. Slightly over 50% of the participants feel that their organization is prepared for the effects of this revolution Exhibit 9: How important are the following in your while as a consequence close to 50% is not prepared yet. Employer Branding efforts Raising the retirement age will have a positive effect on Very Quite Not 20% of the organizations, while 22% indicates it would have important important important a negative effect. The majority of the participants see no Intranet news 50% 38% 12% effect of such a decision. LinkedIn 37% 43% 20% Diversity Intranet collaboration 36% 39% 25% Over 50% of the participants indicate they simply focus Twitter 18% 32% 50% on hiring the best. About 1/6 of the participants indicate Corporate blogs 17% 36% 47% they have diversity management implemented to apply to legislation. Another 1/6 to be more balanced in terms of Facebook 15% 33% 52% customer representation while the remaining 1/6 see other Employee blogs 12% 33% 55% benefits for diversity management. Influencer blogs 11% 27% 63% YouTube 11% 24% 65% "Diversity Management: The majority simply hires the best" Micro blogging 8% 25% 68% Flickr/SlideShare 4% 14% 82% Education Last year over 80% of the respondents ranked their country’s "Main purpose of Employer branding education system with a good degree of confidence. 10% often retention and motivation" ranked their college level education ineffective and 12% thought that about their academic level of education. This year the respondents were less positive. The academic level Another remarkable series of answers are the use of Social were found ineffective by 22% of the respondents, the Media. Except for LinkedIn with 20% Not Important, they all college level even 24%, while other education was ranked rank 50% and up Not important! In fact from the answers ineffective by no less than 34% of the respondents. So in all given one might easily conclude that Employer Branding 3 situations almost twice the number of respondents found is performed on the corporate website or outside the the country’s education in all 3 levels ineffective! internet… "Less confidence in the country’s Education system compared to last year"12 Harvey Nash HR Survey 2012
    • 3. Regional resultsFlexibility Payrolling is increasing, but not as widespread as labourFlexibility of Labour is about permanent, temporary unions fear as almost 60% of the respondents do not offerand knowledge. How do organizations deal with the Payrolling contracts. With increasing flexibility almost alllabour market flexibility and strategic human resource companies still offer permanent contracts to new staff.management? Exhibit 12: Proportion of the current workforce that isThe flexible labour market is seen as vital for the flexibledevelopment of our economy. Independent professionals, 1- 11 - 26 - 41 -with specific knowledge, skills that may be hired for a limited None 51%+ 10% 25% 40% 50%period, have developed into a major player in the labourmarket. Payrolling 62% 25% 6% 1% 1% 5%There is talk of a “quiet revolution” of entrepreneurship. Staff from 23% 53% 14% 6% 2% 3%Companies call for further flexibility to compete with other agenciescountries. What are the current developments in the area of ​​ Temporaryflexibility? What does strategic flexibility mean for staff and 17% 45% 25% 8% 3% 2% contracttalent management? Contractors 14% 59% 18% 4% 4% 1%Exhibit 10: What situations are applicable in case ofusing flexible staff? Permanent 13% 10% 1% 3% 5% 67% contract 70% 61% 58% 60% 50% Contractors have surpassed staff from agencies as the 40% 32% 30% predominant flexible labour in companies. This matches the 20% growing trend for individuals offering their own labour to 6% 10% 1% companies. 0% fle f o t a ra m eo ard ff r he As flexible labour is for almost 90% a strategic choice sta po lis be n o an xib ur rily ple lp h Ot m cia to tio e w na re le le te pe ib er s a the results of this question lead to the conclusion that ce or w lex es int ion or n p ic: ef ed m ith nct rkf tai teg organizations mostly choose to have only a small percentage ne o av ed l: s l w fu wo cer tra t h nly ona lfi e S on fu m (<10%) as flexible labour with the usual maximum at 25%. e o ti to t: so ed ar a er ,w Op ke Only a very small percentage of companies decide on a ne ar MNo predominantly flexible workforce.The crisis has had its impact on HR’s views on flexible labouras more respondents view flexible staff as a strategic choice Almost 90% of the respondents are aware that a flexiblewith hiring specialists a close second. It is remarkable that in workforce requires a different way of working for HR.a time of increasing unemployment 32% still find it difficultto fulfil certain positions with internal staff. Noticeable is that almost 60 % of the organizations deal with specialised labour where small companies are the primaryExhibit 11: Type of employment offered for new hires force in the market, either through the ability to support business or low cost propositions. 1- 11 - 26 - 41 - None 51%+ 10% 25% 40% 50% Payrolling 59% 22% 6% 4% 5% 4% Staff from 19% 59% 14% 6% 1% 1% agencies Contractors 13% 63% 15% 6% 1% 2% Temporary 4% 39% 24% 14% 8% 12% contract Permanent 3% 10% 2% 6% 9% 70% contract Harvey Nash HR Survey 2012 13
    • 3. Regional results Recruitment Pre-employment screening The recruitment process has become the Flagship of an Regardless of the size of a business, pre-employment Employer’s brand. Slow or malfunctioning processes cannot screening has become a necessary hiring practice to avoid only lead to missing new hires but can also damage the costly hiring mistakes. Gone are the days of a simple employer’s image on a long-term basis. Important factors reference check and a few phone calls to screen new to consider are fairness, innovation, difficulty, usability, and employees. Amid security concerns, corporate scandals, transparency. and workplace violence, pre-employment screening has been gaining ground: 49% of the respondents indicate they "Corporate Website No. 1 tool to perform a detailed analysis of work and education history attract active candidates; (up 9% from last year). Printed Adverts on the decline" "Pre-Employment screening is gaining ground" Exhibit 13: The importance of the following tools in your recruitment strategy A Statement of Conduct is asked in 20% of the cases (down 70% 2%), and a financial investigation is performed in 8% (up 1%). 58% Very important 60% Quite important 53% 53% 50% 48% 45% 39% 39% 39% 40% 36% 37% 33% 33% 30% 30% 26% 20% 10% 10% 7% 0% am er ia ds s rts e m nie sit ed uit ra ar ve gr eb og pa bo lm cr ad ro ew om re pr lp cia ob ed he ni ra at tc ej So int um er ft or en lin Pr ef rp ko Al On m er Co or uit ye tw cr plo Re ne Em nal rso Pe In this survey, the corporate website is considered not important by 6% of the respondents only, and thus the most important mean to get new people on board. On the other side of the spectrum we find printed adverts with 60% of the respondents considering this way to find new hires not important (anymore). The 2nd important tool on the list is the personal network of the recruiter explaining the importance to locate passive candidates, this nonetheless of the importance of job boards to find active candidates on the 3rd place of the list. When asked for specific tools to attract millennials, internships are on top of the list with 52%. Campus recruitment is No. 2 and Social Media are No. 3. 29% does not use specific tools to attract millennials.14 Harvey Nash HR Survey 2012
    • 3. Regional resultsSocial MediaSocial Media essentially is a category of online media where Policies and Guidelines for the use of Socialpeople are talking, participating, sharing, networking, and Mediabookmarking online. A Social Media Policy document helps to: • Establish a set of guidelines for all employees when usingExhibit 14: The importance of Social Media in Social Media sitesrelation to the following: • Ensure employees understand their legal responsibilities Not Very when interacting online Important • Ensure employees understand their responsibilities when important important Build and leverage writing about the company, its products or services, on 17% 61% 22% their personal blogs, Facebook pages and Twitter accounts networks Vacancies • Other goals include increasing brand awareness, finding 21% 59% 19% publication new markets, and positioning the company as a thought Source of leader. 23% 56% 21% candidates 65% of the respondents have indicated such a policy is in Employer branding 15% 56% 29% place while another 13% is thinking about it. Research tool 26% 55% 20% "Guidelines for the Use of Social Employer 29% 54% 17% Media are inevitable" transparencyIt is at least remarkable that 17% of the respondents feelSocial Media are not important to build and leveragenetworks. 21% feel they are not important if it comesdown to publication of vacancies while to 23% they arenot important as a source of candidates. The latter is quitea high percentage given the fact that 34m+ Europeans puttheir profile on LinkedIn alone. "Social Media become increasingly important"Social Networks are dominant if it comes down to EmployerBranding: 85% of the respondents believe them to beimportant or very important!When asked for what other purposes Social Media areused a wide variety of purposes are given such as branding,business growth and reach, corporate communications,internal collaboration, public relations, recruitment,sharing knowledge, social enterprise and innovation, tocommunicate, discuss and share thoughts, and many, manymore ……. Harvey Nash HR Survey 2012 15
    • 3. Regional results Employee Engagement In today’s business we accept the premise that an engaged "An engaged workforce is essential workforce is essential for the success of the company. for the success of the company" Therefore in this chapter of the survey we are identifying the factors that correlate with high employee engagement levels Key findings and fine-tune strategies for improving scores. Exhibit 15 shows respondents’ “scores” on the core questions of engagement. The emotional factors tie to A truly engaged company is a high-energy environment people’s personal satisfaction and the sense of inspiration in which employees do everything they can to ensure its and affirmation they get from their work and from being business success. Engagement means generating passion part of their organization. In our database we used and pride in the work force, finding the right fit for each questions related to your own reflection on the level of individual to bring out their strengths. But to ensure that your engagement as well as related to the reflection on employees stay engaged and energized, we need to know the overall level of engagement in the company from the what we can do for them, how we can help them to learn perspective of the employees. new skills, grow and meet new challenges. To put it more strongly: ‘We want to know how companies make progress in their efforts to make the organization the inspiring, positive working environment that brings out the best in employees. Exhibit 15: Really believe in the future and values of the company Strongly Strongly Agree Disagree agree disagree I believe in our company values 49% 47% 3% 1% I believe the organization has an outstanding future 37% 51% 10% 2% Employees believe in our company values 26% 64% 9% 1% Employees believe the organization has an outstanding future 21% 60% 17% 2% Exhibit 16: Passionate and proud to work for the company Strongly Strongly Agree Disagree agree disagree I do my job with passion 48% 46% 6% 1% I am proud to work for the organization 45% 49% 4% 2% Employees are proud to work for the organization 34% 57% 8% 1% Employees do their jobs with passion 28% 58% 14% 1% Exhibit 17: The company inspires me to do my best work Strongly Strongly Agree Disagree agree disagree I am inspired by the vision of the organization 37% 52% 10% 1% Employees are inspired by the vision of the organization 19% 55% 25% 1% Employees are proud to work for the organization 34% 57% 8% 1% Employees do their jobs with passion 28% 58% 14% 1%16 Harvey Nash HR Survey 2012
    • 3. Regional resultsExhibit 18: Sense of personal accomplishment from the job Strongly Strongly Agree Disagree agree disagreeI matter, I can make a difference in the organization 47% 47% 5% 1%Employees believe they can make a difference in the organization 18% 57% 24% 1%Exhibit 19: Motivated by management to help my company succeed Strongly Strongly Agree Disagree agree disagreeMy manager engages our team and is a leader 31% 47% 18% 4%I trust our leadership 28% 59% 9% 4%Employees trust our leadership 14% 52% 33% 1%My manager brings the best out in me 25% 47% 24% 4%My manager helps me to develop and grow 23% 46% 25% 5%Employees feel valued 15% 50% 33% 1%Exhibit 20: The Company is a good place to work Strongly Strongly Agree Disagree agree disagreeI am an ambassador for the organization and its products/services 53% 44% 3% 1%They are an ambassador for the organization and its products 21% 68% 10% 0%I enjoy going to work every day 33% 59% 6% 3%Employees enjoy going to work every day 12% 75% 12% 1%I feel the organization offers the perfect conditions for individual and 12% 55% 31% 2%team growthEmployees feel that the organization offers the perfect conditions for 6% 49% 42% 3%individual and team growthThe organization offers the r ight climate to develop my skills 23% 53% 21% 3%Employee morale is very high across processes 12% 50% 35% 2% Harvey Nash HR Survey 2012 17
    • 3. Regional results Exhibit 21 Most alarming is that companies are, in general, still behind 0% 20% 40% 60% 80% 100% where they need to be inspiring people and providing (% may not add to 100 due to rounding) the personal sense of engagement that count heavily in a Really believe in the future and values of the company meaningful work experience. Respondents’ overall ratings for leadership and managerial engagement show some points to 2% 10% 56% 33% consider: Passionate and proud to work for the company 1% 8% 53% 39% "Organizations are, in general, still behind The company inspires me to do my best work where they need to be inspiring people" 1% 14% 56% 30% Sense of personal accomplishment from the job • Management appears still to struggle with key leadership behaviours correlated to engagement. Our findings 1% 15% 52% 33% suggest leader’s motivation can have a greater potential Motivated by management to help my company succeed impact on engagement. Almost 1 in 4 employees tells us not to be motivated by management to help the 3% 23% 50% 23% company succeed, 1 in 3 employees (33%) does not feel Would say our company is a good place to work themselves as valued. 2% 20% 57% 22% • Still, employers have a long way to go. This is affirming Strong disagree Disagree Agree Strong Agree how far managers have to travel to deliver a more inspiring and challenging work experience in their Exhibit 21 provides the evidence that, despite the rough and companies. tumble of the economics recession, more than 90% believe in the future and values of the company. A key item is having Four levels of employee engagement a strong sense of personal accomplishment from one’s job, While organizations are keen to maximize the contribution 85% of respondents indicated that they matter, that they of each employee toward company’s imperatives and can make a difference in the organization. This factor is metrics, individual employees need to find purpose generally related to the relationship between the individual and satisfaction in their work. Therefore consequently and the broader corporation; for instance, the extent to which engagement focuses on individuals: contribution to employees understand their role, is relative to the company the company’s success and personal satisfaction. Full vision and its objectives. It’s a combination of “the will” engagement represents an alignment of maximum job and “the way”. Full engagement demands both. Employees statisfaction (“I do my job with passion”, with maximum need the will: the sense of mission, passion and pride that job contribution (“I matter, I can make a difference in the motivates them to give the important effort. And they need organization”). the way: the support and conditions from the organization to act on their sense of mission and passion. Engaged employees are not just committed. They are not just passionate or proud. They have a line of sight on their In the overall rating 73% has favorable views about own future and on the organization’s mission and goals. supervisory engagement. It suggests companies recognize They are using their talents and efforts to make a difference the importance of the managerial role and helping equip in company’s drive for sustainable business success. managers with the skills and tools to become more effective The index we use to determine engagement levels contains in the key areas. items that reflect the two axes of contribution and satisfaction. "Despite the rough and tumble of the economics recession, more than 90% believe in the future andvalues of the company"18 Harvey Nash HR Survey 2012
    • 3. Regional results Level Description High contribution and high satisfaction: These employees are at the top where Strongly Engaged personal and organizational interests align. They contribute fully to the success of agree the organization and find great satisfaction in their work. Medium to high contribution and satisfaction: These employees are among the Agree Almost engaged high performers and are reasonably satisfied with their job. Medium to high contribution but low satisfaction. These employees are not Disagree Fairly engaged achieving their personal definition of success and satisfaction and often feel themselve disillusioned. Strongly Low to medium contribution and satisfaction. The employees are feeling Disengaged Disagree themselves underutilized, and clearly not getting what they need from work.Engagement: Your reflection Engagement: moving the needle The moderate and lower scores for elements of engagement 1% in the area of leadership (motivated by management) pose some risk for employers: the impact of employees’ 16% dissatisfaction with various aspects of leadership and the lack 29% of developmental opportunities. Engaged Almost engaged In a period of rational endurance - when both companies Fairly engaged and employees are collectively hunkered down to get the job Disengaged done - engagement based largely or only on rational factors 54% may be adequate. But as the economy rebounds and choices open up for people, many are likely to consider moving to another employer. At that point, emotional engagement mayExhibit 22: Fewer than 1 in 3 employees are engaged. Nearly be the only thing helping retain those people most critical to1:5 (17%) are actually poorly engaged or even disengaged. the business.In part, this speaks to the undeniable progress companies Finally, our respondents may be reminding us that the heartmade in recent years in creating more engagement, although of the employee is a tougher battleground than the mind.there is still a lack in motivating employees. Plumbing deeper The heart of the employee is a tougher battleground thaninto the more emotional aspects of engagement we see that the mind.just under 80% of the Region agreed that their company isa good place to work and, even better: almost 90% agreedtheir company inspires them to do their best work. Harvey Nash HR Survey 2012 19
    • 3. Regional results HR effectiveness on engagement question: which of the following has a positive impact on The respondents ranked the overall job satisfaction in the your skills, shows that the driver behind engagement is being HR department Excellent 18%, Good 60%, Average 15%, stimulated as a human being. Room for improvement 8%. At the same time they feel Very satisfied 7%, Satisfied 52%, Somewhat satisfied 35%, Not "Building engagement is a process satisfied 5% about the general efficiency and productivity in that never ends" the company. 90% 81% 80% This means that our group confirms that there is a significant 70% 65% space for improvement, but it seems that HR and executives 60% aren’t getting the basics of increasing performance right. 50% 43% While our respondents are reasonably positive about their 40% management’s business (with more than half agreeing they 28% 30% believe in the future and being inspired). Considering this is 20% an important driver of engagement, employers should be 10% 3% disturbed by respondents of weak vote of satisfaction here. 0% The HR department has launched new employees programs as from 2010 strongly agree 34% agree 42% disagree 18% strongly disagree 6% Exhibit 23: shows that the traditional monetary rewards have a relatively minor role in driving engagement itself. All employee programs launched by HR have achieved its objectives Management interest in employee’s well-being is the most strongly agree 16% important driver behind engagement. Here are the important agree 50% points to note: considering employees as human beings is disagree 29% considered more important for the impact of engagement strongly disagree 5% levels than managers actions. In today’s situation Managers Are you satisfied with the image of the HR and HR are not necessarily doing the things that matter most. department? Very satisfied 10% This actually garnered the biggest negative score across the Satisfied 50% range of manager behaviours, with 33% rating managers as Somewhat satisfied 31% poor or very poor at taking their views into account. Not satisfied 9% "Management interest in employee’s The value of this study is that it not only tells us what well-being is the most important engagement looks like, but also how to build it, highlighting driver behind engagement" those variables that have the most positive impact on behaviour and performance. Perhaps most important, the study reminds us of a hard truth that’s often forgotten in the Given today’s fast pace and need for rapid decisions having desire for a quick solution: building engagement is a process the time to talk to people about an issue may be more of that never ends. a luxury than a practical reality for many managers. And sometimes, consultation just isn’t possible for business or And it rests on the foundation of a meaningful and other reasons. Still, giving people a chance to provide input emotionally enriching work experience. It is not only about - providing a forum for opinions - is not only part of building making people happy or even paying them more money. As more challenge and stimulation into the work environment, important as pay and benefits are in attracting and retaining but also a part of involving people to enhance engagement people, they play a less important role in engaging people and a sense of accountability. The workplace is no different in their work and developing their skills. The responds to our from other areas in our lives20 Harvey Nash HR Survey 2012
    • 3. Regional resultsWhich of the following employee programs need tobe launchedLeadership programs 61%Employee engagement programs 50%Organizational learning programs 36%None 14%Other 4%Which of the following areas should HR assistCareer orientation 78%Employee motivation 72%Goal and objective setting 72%Conflict management 59%Emotional intelligence 50%Stress management 43%Self-esteem 30%Other 5%Exhibit 24 Career advancement opportunities 5% 7% Strongly agree 40% Agree Disagree 48% Strongly disagreeExhibit 24 responds to the statement: Employees feel thatthe organization offers the perfect conditions for individualand team growth.Respondents gave their companies the lowest scores by faron this engagement driver. Just a third of the respondentsagreed their conditions for individual growth were excellent,while 40% disagreed.Only 55% were positive about this aspect of theirorganization, while 45% were not. Given companies’economic belt-tightening over the last two years, jobadvancement - indeed, job movement at all - has probablybeen limited at best (other than job eliminations). So tosome extent, our respondents’ views may simply be a sign ofthe times - in keeping with their recognition that today, it isharder to find another, and especially better, job than it wastwo years ago. Still, we have a far more mobile workforcethan was true a generation ago. Harvey Nash HR Survey 2012 21
    • 3. Regional results Communication Most respondents feel that entering into a dialogue with employees boost the effectiveness of HR (96%). There are however other means as well: Exhibit 25: Which tools do you use to communicate value and influence perceptions? Dont use Daily Weekly Monthly Quarterly Annually this Micro blogging 84% 3% 7% 4% 2% 0% Influencer blogs 84% 4% 5% 3% 4% 0% Podcasts 79% 1% 2% 9% 7% 2% Employee blogs 77% 5% 8% 7% 3% 0% Corporate blogs 63% 4% 13% 15% 4% 0% Intranet collaboration 47% 13% 21% 14% 5% 0% Social networks 47% 19% 15% 12% 7% 1% News letters 23% 1% 14% 36% 24% 2% Intranet news 15% 25% 34% 18% 9% 0% Email updates 12% 18% 32% 31% 6% 1% Presentations 12% 7% 17% 34% 26% 4% Management meetings/ 6% 9% 23% 28% 30% 5% conferences Personal meetings 4% 42% 27% 22% 4% 1% These exhibits tell a mixed story as far as communication Retention is concerned. The relatively favourable scores for HR As we did for the drivers of engagement, we analysed our communication abilities (96%), is to enter into a dialogue data to isolate the specific elements of the work experience with employees which will boost the effectiveness of HR. most important to recruiting and retaining employees. Exhibit 26 shows the results of the top 10 drivers of Effective employee communication is a perennial challenge retention strategies. What is immediately apparent are for organizations, especially large, complex ones. In our the differences across these areas. While there are some work with clients, we have found that it is a learned skill, overlaps, particularly in retention and engagement. Let’s take and one that traditionally has not been emphasized among a closer look. managers moving up through the ranks. In addition, many organizations confuse communication with information, Exhibit 26: Which of the following retention concentrating on disseminating basic facts rather than strategies are you successfully employing? providing context, commentary and a two-way dialogue. In Placing the right talent in the right job 69% our experience, employees want to know what management Treat each employee with respect and as an individual 64% thinks and believes and how it plans to act. Improve the balance work and personal life 54% "Many organizations confuse Offer a competitive compensation package 54% communication with information" Workplace flexibility 48% Communication by HR and availability of HR 46% And they also want vehicles to give their input. It is part of the environment of mutual trust, accountability and Employee empowerment 46% responsibility that is important in engaging people and Make the workplace fun 34% winning discretionary effort. Equally damaging is a culture Eradicate favouritism 24% characterized by perceived gaps between leadership’s words and its actions. A common example is trumpeting. Other 4%22 Harvey Nash HR Survey 2012
    • 3. Regional resultsThis exhibit takes a closer look at the intent to leave the Exhibit 27: Putting it all together: an HR agenda forcompany - underscoring the fact that a highly engaged the futureworkforce is a more stable workforce. As shown, retention 70% 62% 58% 60%strategies are used for moving employees from a state of 50% 41% 40%moderate to high engagement that makes them almost 40% 37% 27%twice as likely to want to stay with the company and invest 30% 20%discretionary effort, all other things being equal. And while 8% 10% 1%high engagement does not guarantee retention, it does 0%increase the chances of retaining the very people who are s its ify t ng ne n en ed tio .. ef ec ini No pl. m neprobably going to be most attractive in a competitive talent en en sp tra ge em et ob eb se ga e er ej ds ye lea yemarket. Disengagement, for its part, poses two distinctly en ye ar ye plo plo r, p e ow plo plo ye Em Em he ytdifferent retention risks for employers. Em plo Em Ot lit Em bi ta un coBuilding the right foundation AcPay and benefits remain somewhat important in retention, Managing an organization and its people poses uniquebut clearly to a lesser extent. In a sense, what we are seeing challenges today. Consider what has just occurred in thehere is the difference between the needed-to-play and past two years; continued economic uncertainty. However,needed-to-win reward elements. Assuming an employee it is also a function of strong employee engagementperceives that his or her pay and benefits are competitive management programs that help people set clear goals,and adequate in the context of the job and competitive assess progress against those goals, understand gaps inrealities, other things - notably advancement, talented skills and how to close them, and what their longer-termco-workers and the overall work environment - matter far opportunities might be.more in deciding to stay with a company. But if pay or • Give employees education to increase their business. Thisbenefits are seen as inadequate or out of line with effort is among the top drivers of engagement. This elementor competitive reality, that will then become a major speaks to employees’ need and desire to have more of afactor in pushing people to look for other situations. Here, personal connection to, and impact on, the business andtoo, we have seen some shifts in the mix of key elements its customers and contribute materially to results. This isdriving retention over the last two years. What is also more obviously easier in some roles than others, particularly inimportant today is managerial effectiveness, particularly service-based businesses where employees can have ain setting clear goals and inspiring people, both of which great deal of direct customer contact.hark back to people’s need for both “the will” and “the way” • Ultimately, managing people should become as anin giving discretionary effort. Indeed, it is impossible to important objective to an organization as managingunderestimate the importance of the manager’s role overall, operations, inventory or budgets. This is a message thatespecially, as we have seen, in creating a positive work has to flow down from the top and take root in the fabricenvironment and building more challenge into people’s jobs. of the organization. • Seek creative ways to make jobs more challenging "What is important today is setting and improve opportunities for advancement. If clear goals and inspiring people" employers were to focus on just two areas in workforce management, these would arguably provide the mostEssentially, this comes down to an employer’s responsibility return on their investment. At a time when so manyto provide employees with information. To the extent in which people are struggling with excess work - doing the samea company consistently keeps employees fully informed, it or more work with less help - there is a special urgencyprovides the necessary foundation for employees to behave to making work seem more challenging and stimulating.responsibly and accept accountability for making their own Simply put, it can mitigate the negative impact of adecisions. So, along with decision-making, communication and demanding workload.education must also become clear. • One of the interesting findings in our study of the emotional climate of the workplace was that people want to be stimulated as a human being. This stimulation ultimately compensates for the amount of the work, helping dissipate negative feelings about workload itself. Harvey Nash HR Survey 2012 23
    • 3. Regional results "Ultimately, managing people should Organizations have always struggled with the temptation become as an important objective to an to address people management issues with money. “What organization as managing operations, is on the engagement list are the things that take time and inventory or budgets" commitment such as strong leadership, accountability, autonomy, a sense of control over one’s environment, a sense of shared destiny, and opportunities for development • What does it take to create more stimulation and and advancement. In the end, this study reminds us there challenge in a job? As we have seen, that can, and often are no substitutes for these fundamentals. The remainder has to, go beyond the boundaries of an individual job. It of this report explores the elements of engagement in more rests on shaping a culture that gives people a reasonable detail, and compares them to the somewhat different mix amount of autonomy, allows them to take some risks and of elements that attract and retain employees. Individuals, is open to new ideas. who can become role models for their peers, help building • In part, companies need to redefine advancement, the kind of environment and work experience that does focusing less on traditional spans of control and engage greater numbers of people. Human beings are ends reporting, but rather empower employees to make their in themselves and not means, so the intrinsic value of every own, on-the-spot decisions about how best to address human being is important. customer needs. • But there are other ways to help people feel they are The challenge, by contrast, lies with the large number of part of and contributing to the business. Our study moderately or fairly engaged. Left to their own devices, reaffirms the importance of engagement. Now, we need these employees could easily slide toward the wrong end to recommit to using it and staying the course over time. of the engagement scale, with serious consequences on What employees seek - indeed, what we all seek in our productivity and morale. Indeed, the sheer size of this group work experience - is a blend of tangible and intangible - probably the single largest group in any organization - elements that together create an environment of means it will have a disproportionate impact on the mood stimulation, contribution, and recognition. and morale of the workforce overall. Strengthening this group’s level of engagement may be the most critical task "Human beings are ends in themselves virtually every employer faces today. and not means, so the intrinsic value of every human being is important."24 Harvey Nash HR Survey 2012
    • 3. Regional resultsHuman Capital Management In most organizations (85%) development of staff is a joint effort between line management and HR.Strategic Workforce planning Talent ManagementExhibit 28: How will the gap between the current and Talent management here defined as a business strategythe needed workforce be closed (if at all)? that will help you retain exceptional employees. The goal of talent management is a superior workforce. 57% of the 80% 72% 68% organizations have a talent management programme in 70% 60% 56% place. The underlying objectives are: 48% 50% 37% 40% Exhibit 30: Objectives for Talent Management 30% 25% 20% 16% 100% 6% 5% 3% 87%89% 10% 90% 0% 80% 70% 60%60% 60% 50% 45%43% 40% 34% 30% 18% 20% 10% 1% 0% "Learning and development and Recruitment are most popular to close the Gap"There is no single strategy for getting the workforce theorganizations need. Both internal actions are required liketraining and education, but equally important is an outwardfocus to bring in knowledge and skills that are lacking. This isdone through hiring both permanent and temporary staff.Exhibit 29: What types of learning and development Exhibit 31: Which groups of employees are covered?activities are currently active? High potentials 54% In-house development programs 90% All 46% On-the-job training 87% Senior managers 36% External conferences, workshops and events 79% Other managers 21% Coaching by line managers 72% Graduates 21% Coaching by external practitioners 63% Specialists 21% Job rotation, secondment and shadowing 39% Other, please specify 0% Action learning sets 22% None 1% Other, please specify 2% "57% have a Talent Management Programme in Place"Organizations like to keep their training and developmentactivities in house. Depending on the objectives of the programme, in many organizations only a minority of the employees are covered. Harvey Nash HR Survey 2012 25
    • 3. Regional results Exhibit 32: What activities are most effective? Skill Development In-house development programs 69% Exhibit 33: What skills are most needed to meet Coaching 60% (future) objective and is a training programme in Mentoring 50% place? 360-degree feedback 48% Leadership 75% High-potential development scheme 42% People management 65% Cross-functional project assignments 39% Business skills/Commercial acumen 55% Internal secondments 32% Communication/interpersonal 55% External courses 30% Project and programme management 49% Job rotation 24% General management 39% Courses leading to an official Innovation and creativity 32% 19% qualification Assessment centres 12% Customer service 31% Other, please specify 2% Team working 31% Specialist skills 28% The most effective activities are clearly those handled Technical skills 24% in-house. Problem solving 22% IT skills 20% Political and cultural awareness 17% Budgeting 14% Exhibit 34: Which means does your organization deploy for skill development? 100% 90% 86% 80% 70% 65% 58% 60% 54% 51% 49% 50% 45% 40% 30% 20% 10% 2% 1% 0% When asked, 86% of the respondents believe their organization provides the right climate to develop skills.26 Harvey Nash HR Survey 2012
    • 3. Regional resultsPerformance ManagementExhibit 35: To what level has theorganization implemented performancemanagement? The organization has a documented policy in 37% place agreed by management Personal objectives are aligned with business 27% objectives Contributions against business objectives and 21% demonstrated values are evaluated Required competencies and values are 9% assessed Not at all 5% Opportunities for people development are 1% defined Total 100%Though almost all organizations have implementedperformance management to some extent, only 37% havea full implementation inclusive a documented policy that is "Still a long way from a trueagreed by management. High Performance Culture"Exhibit 36: To what level is this creating a highperformance culture? 60% 50% 48% 50% 42% 40% 29% 29% 29% 30% 27% 20% 20% 10% 0%This exhibit shows many organizations are on their waycreating a high performance culture, but a lot still needs tobe done to achieve the ultimate goal of having one. Harvey Nash HR Survey 2012 27
    • 3. Regional results You and Your Career The 3 most important things mentioned are Interesting Previous Role and exciting work (81%) followed at quite a distance by An 86% of the respondents indicated their previous role was organization that treats people fairly and respectfully (36%), also in HR. The remaining 14% came from Sales & Marketing, and competent management and a vision for the future General Management, Consultancy or another line (31%). management position. Remuneration How long have you worked for your current employer? Exhibit 38: What is your base salary? 40% (up 8% compared to last year) of the respondents 35% 30% 30% have worked for their current employer 6 years or more. 30% 24% On the other side of this table 32% (up 2%) work for their 25% 20% current employer less than 3 years. This number is slightly 12% 15% higher than the number of CIO’s who work for their current 10% employer less than 3 years (29%). 5% 2% 2% 0% How long from this point onwards, do you expect to stay with your current employer? 22% believe they will leave within a year, another 29% within 1-2 years. Only 19% would not consider a new role, not even if presented. 15% is actively seeking & applying for jobs. All these in spite of the fact that 90% of the respondents find their current job quite to very fulfilling and 80% indicated their current job to offer intellectual stimulation. 80% of the respondents are satisfied with their remuneration package. 81% have a bonus possibility; 57% actually received A fresh challenge (54%) is the single most important factor 10% or more from their base income while 17% actually to move to a new organization (up 21% from last year!). This received over 30% of their base income last year. percentage is also high compared to the CIO’s who were asked the same question earlier this year; from them 34% indicated that a fresh challenge is the top reason. "Little aspiration to continue a career outside HR" "Interesting work by far the most important issue about employer" A pension is also high on the list of benefits: 69% have a contributory pension, and 19% a non-contributory pension. Exhibit 37: What do you find important about your Over 50% receive a company car or a car allowance, while employer 28% have share options or another form of equity. 90% 81% 80% 70% What role do you ultimately realistically aspire? 60% Almost all respondents have no aspiration outside HR (88%). 50% 36% 6% aspire to become a Chief Exec or an MD, 4% have COO 40% 31% 28% 30% 25% 22% 21% on top of their list and another 2% another C-level position. 20% 13% 10% 0%28 Harvey Nash HR Survey 2012
    • 3. Regional resultsHarvey Nash HR Survey 2012 29
    • 4. Regional results 3. Country profiles Ireland About You and Your Current Role If one takes a close look at all the main elements that are A relatively high percentage of the Irish respondents (67%) part of the responsibility of HR, the culture, the organization, were senior HR Executives. No less than 37% carried a global the people, and the HR systems some noticeable differences responsibility, whilst 19% was responsible for more than with the total group are: 1,000 employees. • With respect to Culture, a high emphasis on Quality (78% versus 45%); People take pride in their work (70% versus The split between male and female was rather different from 53%) and the Irish people do feel a sense of personal the other countries (15% Male, 85% Female). responsibility (69% versus 54%). • With respect to Organization, a high emphasis on Most respondents came from the Technology / Telecoms flexibility in face of changing demands (56% versus Sector (44%), followed by Financial Services (11%) and 33%); only 4% not enough on the fact if the structure Government (7%). encourages effective performance (versus 19% of the total group). • With respect to people the Irish signal a high emphasis "85% of the Irish respondents are female" on Customer oriented orientation (69% versus 46%) and a strong encouragement to perform well (65% versus 48%). • In HR Systems there are less clear rewards for effective Priorities of the CEO and board performance (38% versus 30%). The Management Boards short term priority for HR to address is Recruitment (60%). If short term priority and long Recruitment term priority are combined, the list of priorities is headed Corporate Websites are considered important by all Talent Management, Employee Retention & Motivation, respondents from Ireland! Recruitment Companies in the Capability & Competence Management, and Management high Nineties, versus 80% for the group; Online Job Boards Development, each a priority for 96% of the Management also in the high Nineties versus 86% of the group. boards, whilst Employee Engagement scores a strong 92%. "Corporate Website No. 1 tool to "Recruitment Top Short term Priority for attract active candidates; Recruitment 60% of the Irish Management Boards" Companies No. 1 to attract passive candidates!" Strategy Exhibit 39: Putting it all together: the Irish HR agenda Despite the fact that 74% of the Irish respondents is involved for the future in defining and shaping the company wide business strategy, a lot of room for improvement in all the areas touched by 80% 73% the HR Strategy is signaled. 70% 60% 53% 50% 40% 40% 40% 33% 30% "High emphasis on Quality and flexibility 20% 10% in face of changing demands" 0% its t ng n s en tio e ef ini ye em en en ra plo g et et eb ga em er ye ye en ye plo ds plo e plo ar ye Em Em ow Em plo yt Em ilit ab nt u co Ac30 Harvey Nash HR Survey 2012
    • 4. Country profiles 3. Regional resultsHuman Capital Management You and Your CareerClose the gap between current and needed Previous Roleworkforce 86% of the respondents indicated their previous role wasLearning and development and Recruitment are highest on also in HR. The remaining 1% came from Sales & Marketing,the list, with 75% higher than in the region (72% and 68% General Management, Consultancy or another linerespectively). The percentages may differ from the region; management position.the order of importance does hardly. How long have you worked for your currentTalent Management employer and how long from this point onwards, doA Talent Management program is in place with 41% of you expect to stay with your current employer?the respondents which is below average (57%). The most 57% (compared to 40% of the Group) of the Irishimportant objective for Talent Management is growing respondents have worked for their current employer 6future leaders. All employees are covered in 60% of the years or more, and only 21% less than 3 years. The numberorganizations (compared to 46%). who expect to leave within 3 years is also a bit lower than the group (31% expects to leave versus 51% of the group).Performance Management Only 7% is actively looking for a new job (versus 15% of theAll organizations in Ireland have implemented performance group).management or are working on it. The Iirsh are a little aheadof the others with 43% having a fully implemented system What do you find important about your employer?(documented policy in place agreed by the management). The 2 most important things mentioned are Interesting and exciting work (69%) followed at quite a distance by An organization that treats people fairly and respectfully (46%), for the Irish a Good salary ranks No. 3. Remuneration 69% (compared to 80% of group) of the respondents are satisfied with their remuneration package. 25% (compared to 46% of the group) make 100,000€ or more. Bonus is in line with the group. Harvey Nash HR Survey 2012 31
    • 4. Regional results 3. Country profiles Switzerland About You and Your Current Role Labour Market 41% of the Swiss respondents are senior HR Executives and managers. No less than 29% carries a global responsibility, Education whilst 12% was responsible for more than 1,000 employees, The Swiss are positive about their countries education: No 26% is a member of the management board versus 55%of not effectives for college education (compared to 24% the group. of the group), 16% ineffective for academic education (compared to 22%) and 23% not effective for other The split between male and female is 33% male and 67% female. education (compared to 34%). The financial services sector counts for 42% of the respondents, signaling the importance of this market to "The country’s Education Switzerland. system is effective" Recruitment "2/3 of the Swiss respondents are female" The corporate website is considered important by all Swiss respondents, Online job boards are important to 93%. The same percentage of the Swiss rank Recruitment companies important for their strategy, compared to 80% of the group. Priorities of the CEO and board The most important key business issues to address in the When asked for specific tools to attract millennials, Campus short term are Connect people, Recruitment (each 50%) recruitment is top of the list with 67% (compared to 41%). followed by knowledge and talent management (each 38%). The use of Social Media is 40% (compared t 39%). Exhibit 40: Putting it all together: The Swiss HR "Connect people top short term agenda for the future priority for the Swiss" 80% 71% 70% 60% 50% 43% 43% 43% 43% 40% 29% 30% 20% 10% 0% es its s t n ng en ed io ye ef ini t em ne en en plo ra ag et ob et eb em er ng ej ye ye ye ee ds ye plo plo plo ar plo ye Em Em ow Em plo Em yt Em lit bi ta un co Ac A high emphasis is on retention (almost double the group), relatively low on training (43% versus 58%), whilst Engagement is also lower on the priority list than with the group (43% versus 62%).32 Harvey Nash HR Survey 2012
    • 4. Country profiles 3. Regional resultsHuman Capital Management You and Your CareerClose the gap between current and needed How long have you worked for your currentworkforce employer?Recruitment is highest on the list, with 77% even higher than 17% (compared to 40% of the group) of the respondentsin the region (68%). The percentages may differ from the have worked for their current employer 6 years or more, inregion; the order of importance does hardly. fact none 10 years or more (compared to 18% of the group).Talent Management How long from this point onwards, do you expect to stay with your current employer?A Talent Management program is in place with 60% of 17% believe they will leave within a year, another 33% withinthe respondents (compared to 57% in the region). The 1-2 years. Only 8% (half of the 19% of the group) wouldorganizational objectives have put attracting and recruiting not consider a role presented to them. A fresh challengekey staff high on the list by 78% compared to 43% in the (64%) is the single most important factor to move to a newregion. organization.Skill Development What do you find important about your employer?The top 5 hardly differs from the region. In the lower The 3 most important things mentioned are Interestingregions of the list it is remarkable that Political and Cultural and exciting work (81%) followed the opportunity to buildAwareness is ranked higher than in the region (25% versus a career (58% versus 25% of the group) at quite a distance17%) and Innovation and creativity lower (22% versus 32%). by An organization that treats people fairly and respectfullyThe means deployed hardly differ from the ones deployed in (33%)the region. RemunerationPerformance Management 89% of the respondents are satisfied with their remunerationAll organizations in Switzerland have implemented package. All (versus 76% of the group) have a base incomeperformance management to a certain degree; 54% have of 75,000€ or more, 42% between 100,000€ and 150,000€.reached the highest level (compared to 37% in the region). All respondents have a bonus possibility; 33% actually received 10% or more from their base income. Only 8% of the Swiss respondents receive a company car or a car allowance, compared to 53% of the group). Harvey Nash HR Survey 2012 33
    • 4. Regional results 3. Country profiles The Netherlands About You and Your Current Role Labour Market 17% of the Dutch respondents (compared to 25% of the total) carry a global responsibility and likewise the total % Aging who are responsible for more than 1,000 employees 27% of Slightly over 45% of the Dutch participants feel that their the Dutch are too. organization is prepared for the effects of this revolution while as a consequence close to 55% is not prepared yet. 12% (compared to 10%) of the participants are C-level and Raising the retirement age will have a positive effect on 15% another 62% (compared to 52%) of the participants reports (20%) of the organizations and while 36% (22%) indicates it to C-level, signaling the importance of Human Capital in The would have a negative effect. Netherlands. Diversity The split between male and female is 65% male and 35% female Over 60% (50%) of the participants indicate they simply and differs thus quite from the total split (51% and 49%.) focus on hiring the best. Less than 10% of the participants indicate they have diversity management implemented to The Dutch top 5 of markets appears to be the same, apply to legislation. Another 12% to be more balanced in although the order is different: Technology/Telecoms 10%, terms of customer representation. followed by Financial Services (7%), Manufacturing (10%), Business Services (11%), and Retail/Leisure 8%. Education The academic level were found ineffective by 11% (22%) of the respondents, the college level even 23% (24%), while "Females on Senior HR positions are a other education was ranked ineffective by 23% (34%) of the respondents. minority in The Netherlands" Recruitment Printed adverts are not important to 65% of the Dutch Priorities of the CEO and board respondents. For the Dutch Management Boards, the most important key business issues to address in the short term are Leadership When asked for specific tools to attract millennials, Coaching (62%), Management Development (59%), internships are on top of the list with 49%. Campus immediately followed by Performance Management (57%). recruitment is No. 4 and Social Media are No. 2. 40% does Employee retention and motivation (53%) and Recruitment not use specific tools to attract millennials. (52%), close the top 5 short term priorities. So the same list as overall, but in a different order. If one however Pre-employment screening combines short term and long term priorities a total different Pre-employment screening has been gaining ground: 49% of list becomes visible. Now headed by Talent Management the respondents indicate they perform a detailed analysis of work and education history (up 9% from last year). (a priority for no less than 96% of the participants to address), followed by Management Development (93%), Job Satisfaction Factors Capability & Competence Management (92%), Leadership Coaching (92%). In the Dutch chart, Employee retention and Exhibit 41 motivation (86%) replaces Employee Engagement (85%). 100% 88% 90% 80% 70% 57% 60% 50% 40% 35% 30% 20% 20% 10% 0% gs s ing n se tio nin be es iza ar oc an an ee pr um rg nu of eo ah ve n th io re as ns of n d pa ei te h Ex t as ula ow re m Gr c sti In Be34 Harvey Nash HR Survey 2012
    • 4. Country profiles 3. Regional resultsThe rates on Job satisfaction show that the traditional You and Your Careermonetary rewards have a relatively minor role in drivingengagement itself. Money to the Dutch is even less How long have you worked for your currentimportant than to the Region (20% versus 28%). employer? 44% (compared to 40%) of the total number of the respondents have worked for their current employer 6 years "Money is less important than or more. On the other side of this table 36% (32%) work for their current employer less than 3 years. elsewhere in the region" How long from this point onwards, do you expect toExhibit 42: Putting it all together: The Dutch HR stay with your current employer?agenda for the future 22% believe they will leave within a year, another 22% (29%) within 1-2 years. 24% (19%) would not consider a new70% 62% 58% role, not even if presented. 86% of the Dutch respondents60%50% find their current job quite to very fulfilling and 68% (80%) 37%40% 31% 29% indicated their current job to offer intellectual stimulation.30% 23%20% Greater involvement in business strategy (50%) is for the10% Dutch the single most important factor to move to a new 0% organization. es its s t n ng en ed tio ye ef ini em ne en en plo ra ag et ob et eb em er ng ej ye ye What do you find important about your employer? ye ee ds ye plo plo plo ar plo ye Em Em ow Em plo Em yt The 3 most important things mentioned are Interesting Em lit bi ta and exciting work (82%) followed at quite a distance by an un co Ac organization that treats people fairly and respectfully 55%Human Capital Management (36%), and competent management and a vision for the future 43% (31%).Close the gap between current and neededworkforce RemunerationLearning and development is highest on the list, with 67% 86% (80%) of the respondents are satisfied with theirsomewhat lower than in the region (72%). Recruitment being remuneration package. 79% (76%) have a base income ofa solid number 2 tool to close the gap. 75,000€ or more, 54% (46%) 100,000€ or more and 19% (16%) 150,000€ or more. The top 4% have an income ofTalent Management 200,000€ or more.A Talent Management program is in place with only 45% ofthe respondents (compared to 57% in the region). 72% (81%) have a bonus possibility; 57% actually received 10% or more from their base income while 16% actually received over 30% of their base income last year. "Talent Management less A pension is also high on the list of benefits: 78% (69%) have popular in The Netherlands" a contributory pension, and 16% (19%) a non-contributory pension. Over 72% receive a company car (stressing the fiscal situation with respect to allowances), while 24% (28%) havePerformance Management share options or another form of equity.Almost all organizations in the region have implementedperformance management or are working on it (5% are not).The Netherlands is a little behind the others with 31% havinga fully implemented system (documented policy in placeagreed by the management) compared to 37% in the region. Harvey Nash HR Survey 2012 35
    • 4. Regional results 3. Country profiles United Kingdom About You and Your Current Role 71% of the respondents from the United Kingdom are senior "UK ahead of the game with Ulrich’s HR Executives. 24% carry a global responsibility, another roles model Labour Market" 23% multi-national. 37% is responsible for more than 1,000 employees and 51% has a seat on the board. Aging 10% of the participants are C-level and another 61% of the 60% of the participants feel that their organization is prepared participants reports to C-level, signaling the importance of for the effects of this revolution while as a consequence close Human Capital in the United Kingdom. to 40% is not prepared yet. Raising the retirement age will have a positive effect on 24% of the organizations, while 16% The split between male and female is 52% versus 48%. indicates it would have a negative effect. Manufacturing heads the list of sectors. Followed by Diversity Professional Services and Retail/Leisure. Also with respect to diversity the United Kingdom is ahead of the region: 28% indicates that they apply to legislation Priorities of the CEO and board with respect to age diversity (compared to 16% in the Employee engagement and Leadership Coaching are region) while one also sees benefits for diversity. All in all less considered the most important issues to address (99%). than 50% indicates one simply hires the best. Education "Employee Engagement and Leadership A high percentage of the respondents from the United Kingdom find the Countries Education system ineffective. Coaching most important priorities" Academic 32%, College 30%, and other education even 39%. These are about 10% higher than in the region. Strategy Methods to manage HR Strategic goals "Education found less effective Almost all respondents indicated that Key Performance in The United Kingdom" Indicators are used to manage Strategic Goals (97% compared to 88% of the region). SMART goals are in place with 91% (compared to 88%) and a balanced score card with Recruitment 53% (compared to 40%). Also personal rewards systems are Recruitment companies are in 4th place, just before Social slightly more in use in the United Kingdom (68% versus 63%). Media. Employee Referral is in 3rd place in the region with 39% saying it is very important, but comes in at 6th with 34% HR Metrics in the UK. 99% of the respondents indicate HR Metrics are in place. In over 50% 6 or more. It is noticeable that the top 5 metrics in Exhibit 43: Which of the following retention use score about 10% higher than in the region. strategies are you successfully employing? Improve the balance work and personal life 58% Ulrich’s Roles Model Offer a competitive compensation package 44% Ulrich’s roles model is a bit more popular in the United Treat each employee with respect and as an 63% Kingdom than in the region, or the United Kingdom is a bit individual ahead of the game: 21% full implementations versus 16%; Eradicate favouritism 21% 41% working on it versus 43% in the region. One is a bit more Communication by HR and availability of HR 33% cautious about whether or not the model’s objectives are Employee empowerment 38% achieved: 13% versus 18% to a great extent, 83% versus 75% Placing the right talent in the right job 58% to some extent. Make the workplace fun 33% Workplace flexibility 42%36 Harvey Nash HR Survey 2012
    • 4. Country profiles 3. Regional resultsOffer a competitive compensation package is No. 2 with 65% You and Your Career(versus No. 4 with 44% for the region). How long have you worked for your currentRetention employer? 33% of the respondents have worked for their currentExhibit 44: Putting it all together: The UK HR agenda employer 6 years or more. On the other side of this tablefor the future 36% work for their current employer less than 3 years. Employee benefits 23% How long from this point onwards, do you expect to Employee retention 31% stay with your current employer? Employee training 62% 28% believe they will leave within a year, another 30% within Employee job needs 29% 1-2 years. Only 15% would not consider a new role, not even Accountability towards employees 37% if presented. 19% is actively seeking & applying for jobs. All Employee engagement 58% these in spite of the fact that 93% of the respondents find their current job quite to very fulfilling and 92% indicatedHuman Capital Management their current job to offer intellectual stimulation.Talent Management Why? A fresh challenge (61%) is the single most importantA Talent Management program is in place with 74% of the factor to move to a new organization. Greater involvementrespondents (compared to 57% in the region). in business strategy comes in 2nd and more Money 3rd.Performance Management What do you find important about your employer?Almost all organizations in the region have implemented The 3 most important things mentioned are interesting andperformance management or are working on it (5% are not). exciting work (81%) followed at quite a distance by goodThe United Kingdom is a little ahead of the others with 39% salary and a financially healthy organization. This UK top 3having a fully implemented system (documented policy in differs quite somewhat from the regional top 3.place agreed by the management). Remuneration 78% of the respondents are satisfied with their remuneration package. 69% have a base income of 75,000€ or more, 45% of 100,000€ or more and 17% of 150,000€ or more. The top 2% have an income of 200,000€ or more. 85% have a bonus possibility; 80% actually received a bonus last year. A pension is also high on the list of benefits: 77% have a contributory pension, and 12% a non-contributory pension. 50% receive a company car or a car allowance, while 33% have share options or another form of equity. Harvey Nash HR Survey 2012 37
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