MTI Survey 2009
Success in global markets with systematical
personnel and organizational development


       “Best HR Lea...
Table of content


 “Best HR Learning & Development Investments Optimized for
 European and Asian Organizations” ............
1. Introduction
Competency, qualification and further training are gaining more and more
importance for the success of com...
seen as an online diagnostic tool for international companies regarding personnel
and organizational development.


Since ...
2. Review: Results MTI Survey 2008
Before discussing the results of the current MTI Survey 2009 we want to give a
briefly ...
companies) and “stress management” (in Asian companies) are not
       successfully implemented yet
   •   The consistency...
3. Summary: Results MTI Survey 2009
•   Participants 66, 28 from European companies and 38 from Asian companies
•   Almost...
•   European and Asian companies believe that problems exist which their
    current employees can not deal with the expec...
•   Generally the expenses per employee are less than 500 Euro per year (EU
    38.46%, Asia 48.57%). Obviously European c...
MTI survey 2009 success in global markets with systematical personnel and organizational development
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MTI survey 2009 success in global markets with systematical personnel and organizational development

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The target of this survey is to provide comparisons between companies in Europe and Asia with regards to operational qualifications and further education. Results will also be linked back to the previously conducted investigations by Machwürth Team International (MTI) “Best HR Learning and Development Investments optimized for European and Asian Organizations (2008)”.

The second target of the study is to set up a long-term online survey instrument to better understand future qualification and training needs of employees in companies. This enables us to discover trends and changes more easily and create offerings tailored to the respective needs. Therefore the survey can be seen as an online diagnostic tool for international companies regarding personnel and organizational development.

Since this survey intends to clarify the relation between investments in training measures and the training outcome it can also be seen as a tool to help to predict future demands and maybe can give companies some hints how to improve learning and development for their employees.

Since a specific forecast is only possible with the feedback of different companies we want to thank all participants of this year’s survey. We hope our discovered results compensate your effort filling out the online questionnaire. It would be our pleasure if you also interested to join our survey in 2010.

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MTI survey 2009 success in global markets with systematical personnel and organizational development

  1. 1. MTI Survey 2009 Success in global markets with systematical personnel and organizational development “Best HR Learning & Development Investments Optimized for European and Asian Organizations” This second version of our Asia survey displays latest trends and predicts future demands
  2. 2. Table of content “Best HR Learning & Development Investments Optimized for European and Asian Organizations” ....................................................1 1. Introduction......................................................................................3 1.1. Aims.................................................................................................................................3 1.2. General conditions ...........................................................................................................4 2. Review: Results MTI Survey 2008...................................................5 3. Summary: Results MTI Survey 2009 ...............................................7 4. Evaluation ....................................... Error! Bookmark not defined. 4.1 Background .....................................................................Error! Bookmark not defined. 4.2 Part 1: Facts and Figures.................................................Error! Bookmark not defined. 4.3 Part 2: Economic Situation .............................................Error! Bookmark not defined. 4.4 Part 3: General Competency Assessment .......................Error! Bookmark not defined. 4.5 Part 4: Respective qualification requirements ................Error! Bookmark not defined. 4.6 Part 5: Implementation of qualification areas .................Error! Bookmark not defined. 4.7 Part 6: HR Investment decisions.....................................Error! Bookmark not defined. 4.8 Part 7: Collaboration with external experts ....................Error! Bookmark not defined. 4.9 Part 8: Return of investment (Opinions).........................Error! Bookmark not defined. 5. Conclusion....................................... Error! Bookmark not defined.
  3. 3. 1. Introduction Competency, qualification and further training are gaining more and more importance for the success of companies. Social change, technological development, innovations and ultimately globalization are responsible for the changes in work processes as well as the changes in companies’ organizational structures. Mastering all these new operational challenges require new and additional qualifications. Employees can acquire these in their daily work, but will mainly acquire the newly required skills in class room based or other forms of trainings. Together with the industrialized nations of Europe and North America, companies in the emerging markets in Asia, South America and Africa are increasingly facing the challenge of offering and implementing employees’ qualification measures and therefore enabling them in the future to reach and maintain a strong position in regional and global markets. 1.1. Aims The target of this survey is to provide comparisons between companies in Europe and Asia with regards to operational qualifications and further education. Results will also be linked back to the previously conducted investigations by Machwürth Team International (MTI) “Best HR Learning and Development Investments optimized for European and Asian Organizations (2008)”. The second target of the study is to set up a long-term online survey instrument to better understand future qualification and training needs of employees in companies. This enables us to discover trends and changes more easily and create offerings tailored to the respective needs. Therefore the survey can be
  4. 4. seen as an online diagnostic tool for international companies regarding personnel and organizational development. Since this survey intends to clarify the relation between investments in training measures and the training outcome it can also be seen as a tool to help to predict future demands and maybe can give companies some hints how to improve learning and development for their employees. Since a specific forecast is only possible with the feedback of different companies we want to thank all participants of this year’s survey. We hope our discovered results compensate your effort filling out the online questionnaire. It would be our pleasure if you also interested to join our survey in 2010. 1.2. General conditions As companies highly value learning contents and methodology to be specifically adapted to their needs, it is of great importance that training providers are informed about such needs and specific wishes each company might have. By providing the results of such survey, Machwürth Team International aims at contributing to the optimization of further training offerings. Therefore we developed a detailed online questionnaire of 49 questions with was available in German and English. In spite of the long questionnaire we were able to collect responses from 66 participants. We could analyze all of them. The 66 participants can be divided in 28 European and 38 Asian companies. The survey period lasted from September to November 2009.
  5. 5. 2. Review: Results MTI Survey 2008 Before discussing the results of the current MTI Survey 2009 we want to give a briefly review of the results of the MTI survey in 2008. Following the summarization of the most important facts and our conclusion: • Participants: 54, 35 from European companies, 19 from Asian companies • About one-third of our participants work for companies with more than 1000 employees; the higher percentage of small companies who participated in the survey was located in Asia • 79% are active at their headquarters for more than 8 years (Europe: 91%, Asia: 57%); generally the participants from companies in Asia are younger • The headcount is increasing in European as well as in Asian companies • The personnel learning and development tends to be decentralized (particularly in Asia) as well as the training budget • In European companies there is a focus on team development trainings, in Asian companies on IT-trainings • European trainings are seminar-oriented, in Asian companies qualification is done by training-on-the-job • European companies consider that their trainers are able to deal with current and future training demands, Asian companies see this differently • Big challenges for the future in both regions are: motivating the employees, increasing companies’ competitiveness and increasing the work performance to achieve companies’ goals • There are high qualification requirements for managers in both regions • Generally the training requirements in Asian companies are higher than in European companies • Training topics like “integrated and target oriented organizational development” (in both regions), “change management” (in European
  6. 6. companies) and “stress management” (in Asian companies) are not successfully implemented yet • The consistency of working with the same external training facilitator is much more prevelant in European companies • “transfer successes” and “recommendations of a third party” are the reasons for working together with external training vendors Conclusion: There is a need for consulting services concerning “organizational development” in Europe and “strategic personnel development” in Asia. Please contact the author Ines Majewski from MTI ASIA for the complete survey: ines.majewski@mwteam.com +65 6562 8992 THANK YOU!
  7. 7. 3. Summary: Results MTI Survey 2009 • Participants 66, 28 from European companies and 38 from Asian companies • Almost one-third of our participants from Europe are working for companies with more than 1000 employees. In Asia most of our participants work for small and medium sized companies. • The majority of our participants is working in big companies with more than 1000 employees worldwide • 76% of the participants companies are active at their headquarters for more than 8 years • The participants belong to different industries. Most of the participants are active in the automotive and service industry • Especially companies in Asia consider their current business development as good. Almost half of the European companies are satisfied with their current business development • The estimated percentage of an increasing headcount is about 5-10% within the next 12 month. If the participants forecast a decreasing headcount, they consider a decrease of around 5% • The big challenges for European companies are developing new products and services, cost savings and restructuring the organization. Asian companies see a big problem in opening up new markets, cost savings and recruiting qualified staff
  8. 8. • European and Asian companies believe that problems exist which their current employees can not deal with the expected challenges in the near future • The organization of the personnel development in European countries (35.6 %) as in Asian countries (41.67 %) is done by the HR department • In Europe and in Asia the manager and the HR department together decide who takes part in training measures. It is not yet common in Asian companies that the superior and the employee talk about further qualification measures which can be helpful for the further development of the employee • In Europe and Asia functional trainings are most common. Frequently implemented in European companies are also methods and skill trainings and IT trainings. In Asian companies especially method and skill trainings as well as sales trainings are covered by internal trainers • In European and in Asian companies employees mainly achieve their qualifications through training-on-the-job measures (EU 15.08, Asia 19.21%) and in seminars or training courses (EU 17.46%, Asia 13.56%) • Employees in European and Asian companies take part in training on average once a year. At an average the annual training day per year for one employee is 3.425. Generally the trainings are arranged during working hours • Two-thirds of the European companies consider that their current internal trainers are able to handle the training requirements of the company’s staff. In Asian companies the opinions are divided over this issue: 51.52% consider the current trainers can cover the training needs, 48.48% consider they can’t. • European companies have some doubts that their own trainers can handle the training requirements in the future. Companies in Asia consider that there will be a big lack of trainers • For companies in Europe and in Asia increasing the work performance and staff motivation are the big challenges in the near future • A trend is seen that high positions need a high level of competency in all expertise, methodical competency and social competency
  9. 9. • Generally the expenses per employee are less than 500 Euro per year (EU 38.46%, Asia 48.57%). Obviously European companies have a bigger training budget, this is linked to the position and the size of the company • Regarding the size of the training budget most of the participants consider that it is enough to cover the requirements for qualification measures at their company location. Especially in Europe the training budget increased in the last five years • In both regions companies work together with external facilitators (EU 92%, Asia 83.78%). Main reasons are: dealing with specific topics and extending know-how • The consistency of consulting externals is higher in Europe. While European companies prefer to consult already known vendors (83.33%), Asian companies often change their facilitators. • Budget issues: Because of the economic crisis, European and Asian companies consider functional trainings as very important that should not be reduced in terms of budget funding. Also investments in sales trainings, methods and skill trainings and IT trainings should not be changed. Conclusion: European and Asian companies consider personnel development for their employees as important and as necessary for the further business development. Companies in both regions know that the captivity and capability of their internal trainers is limited and therefore they are working together with external training providers. Staff motivation and increasing work load are big challenges for companies in both regions. External training providers should take action in these areas of qualifications. The problems for the Asian HR development are much bigger than for European companies, but Asian companies are already aware of these problems and started working on them.

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