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March 17, 2015
SHRM Survey Findings: 2014 Strategic Benefits—
Leveraging Benefits to Recruit Employees
2
Introduction
The 2014 Strategic Benefits Survey, administered annually since 2012 by the Society for
Human Resource Management (SHRM), is used to determine whether various employee
benefits are leveraged to recruit and retain top talent. This research study, split into a six-
part series, features the following topics:
 Part 1: Wellness Initiatives
 Part 2: Flexible Work Arrangements
 Part 3: Health Care
 Part 4: Leveraging Benefits to Retain Employees
 Part 5: Leveraging Benefits to Recruit Employees
 Part 6: Communicating Benefits
Definitions
For the purpose of this survey, a highly skilled employee was defined as any employee
with skills that are critical to the short- and long-term success of his or her operating unit
or organization.
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
Introduction and Definitions
Employees at All Levels of the Organization
• Leveraging benefits to recruit employees at all levels of the organization: More
than one-quarter (29%) of respondents indicated their organization leveraged their
benefits program to recruit employees at all levels of the organization in the past 12
months.
• Benefits leveraged to recruit employees at all levels of the organization: The
majority of respondents reported their organization leveraged health care (85%) and
retirement savings and planning (72%) to recruit employees at all levels of the
organization.
• Change in importance of benefits to recruit employees at all levels of the
organization in the next three to five years: About two-thirds of respondents
thought professional and career development benefits (67%), health care (66%),
retirement savings and planning (63%), preventive health and wellness (63%), and
flexible working benefits (62%) would increase in importance in their organization’s
efforts to recruit employees at all levels of the organization in the next three to five
years.
3
Key Findings
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
Highly Skilled Employees
• Leveraging benefits to recruit highly skilled employees: About one-third (32%) of
respondents indicated their organization leveraged their benefits program to recruit
highly skilled employees in the past 12 months.
• Benefits leveraged to recruit highly skilled employees: More than three-quarters
(77%) of respondents indicated their organization leveraged health care to recruit
highly skilled employees; one-half or more reported their organization leveraged
retirement savings and planning (57%), professional and career development benefits
(51%), and leave benefits (49%).
• Change in importance of benefits to recruit highly skilled employees in the next
three to five years: More than three-fifths of respondents believed professional and
career development benefits (65%), flexible working benefits (63%), and retirement
savings and planning (61%) would increase in importance when recruiting highly skills
employees in the future; more than one-half reported the same for health care (57%)
and preventive health and wellness (52%).
4
Key Findings (Continued)
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
• Benefits offerings may begin to diverge depending on the job type(s) being recruited for.
Although organizations use benefits programs in their recruitment efforts at about the
same rate for employees at all levels of the organization and for highly skilled
employees, some organizations are somewhat more focused on leveraging specific
benefits to recruit employees at all levels of the organization compared with recruiting
highly skilled employees. This difference may reverse in the future, with benefits being
leveraged more often to recruit highly skilled employees if skills shortages create an
especially competitive market for high-skilled talent.
• The range and complexity of benefits could expand for hard-to-recruit job families. In
organizations where benefits budgets are stretched, a wider range of available options
and greater investment in benefits could be reserved for those in the most difficult-to-fill
roles. These job seekers may be best positioned to negotiate much more comprehensive
benefits packages.
5
What Do These Findings Mean for the HR Profession?
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
• Generally, the benefits that HR professionals believe will be valued by employees at all
levels are also those that they believe their highly skilled employees value most. This
suggests that, rather than coming up with new and unique benefits and perks aimed at a
particular kind of worker, building a strong overall benefits package that all employees
can access—emphasizing health care, retirement savings and planning, and
professional development—will remain the main task of HR professionals in the near to
medium term.
• Employers are likely to continue to concentrate on providing the benefits they think are
important in recruiting employees at all levels. Because the benefits valued are so similar
between both highly skilled and general employee populations, emphasis will continue to
be on providing benefits that are most meaningful to employees, such as professional
and career development, health care, retirement savings and planning, preventive health
and wellness, and flexible working benefits.
6
What Do These Findings Mean for the HR Profession?
(Continued)
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
7
Key Findings
Leveraging Benefits to Recruit Employees
8
What do these findings mean for the HR profession?
Comparison of Difficulty Recruiting and Leveraging of Benefits to Recruit
Employees at All Levels of the Organization in the Past 12 Months
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
33%
26%
23%
2014 (n = 306)
2013 (n = 351)
2012 (n = 394)
Note: Response options provided for both items were “yes/no/not sure.” Respondents who indicated they were “not sure” were
excluded from the analyses. Only “yes” responses are shown.
29%
26%
29%
2014 (n = 305)
2013 (n = 341)
2012 (n = 377)
Organizations That Leveraged Their Benefits
Program to Recruit Employees at All Levels of
the Organization in the Past 12 Months
Organizations That Reported Difficulty
Recruiting Employees at All Levels of
the Organization in the Past 12 Months
9
What do these findings mean for the HR profession?
Benefits Positively Leveraged to Recruit Employees at All Levels of the
Organization
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
85%
72%
45%
43%
42%
36%
34%
21%
81%
70%
45%
33%
50%
43%
33%
24%
80%
63%
31%
29%
36%
30%
27%
19%
Health care
Retirement savings and planning
Professional and career development
benefits
Preventive health and wellness
Leave benefits
Flexible working benefits
Family-friendly benefits
Housing and relocation benefits
2014 (n = 86)
2013 (n = 88)
2012 (n = 108)
Note: Respondents whose organizations leveraged their benefits program to recruit employees at all levels of the organization
were asked this question. Respondents who answered “not sure” were excluded from this analysis.
10
What do these findings mean for the HR profession?
Change in Importance of Benefits in the Next Three to Five Years to
Recruit Employees at All Levels of the Organization
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
Note: 2014 n = 58-79; 2013 n = 65-88. Respondents whose organizations leveraged their benefits program to recruit employees at all levels of the
organization were asked this question. Respondents who answered “not sure” were excluded from this analysis. Percentages may not total 100% due to
rounding.
Housing and relocation benefits
Leave benefits
Family-friendly benefits
Professional and career
development benefits
Flexible working benefits
Preventive health and wellness
Health care
Retirement savings and planning
11%
16%
30%
30%
50%
47%
56%
62%
59%
63%
64%
63%
63%
66%
52%
67%
71%
69%
67%
70%
49%
52%
40%
37%
39%
37%
35%
35%
37%
32%
47%
32%
18%
16%
4%
0%
1%
1%
4%
1%
2%
0%
1%
1%
0%
1%
1%
1%
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
Increase in importance Remain the same Decrease in importance
32%
30%
31%
2014 (n = 302)
2013 (n = 343)
2012 (n = 379)
56%
50%
49%
2014 (n = 305)
2013 (n = 353)
2012 (n = 400)
11
What do these findings mean for the HR profession?
Comparison of Difficulty Recruiting and Leveraging of Benefits to Recruit
Highly Skilled Employees in the Past 12 Months
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
Organizations That Leveraged Their Benefits
Program to Recruit Highly Skilled Employees in
the Past 12 Months
Organizations That Reported Difficulty
Recruiting Highly Skilled Employees in
the Past 12 Months
Note: Response options provided for both items were “yes/no/not sure.” Respondents who indicated they were “not sure” were
excluded from the analyses. Only “yes” responses are shown.
12
What do these findings mean for the HR profession?Benefits Positively Leveraged to Recruit Highly Skilled Employees
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
Note: Respondents whose organizations leveraged their benefits program to recruit employees at all levels of the organization
were asked this question. Respondents who answered “not sure” were excluded from this analysis.
77%
57%
51%
49%
36%
32%
26%
25%
70%
61%
41%
46%
55%
25%
33%
35%
75%
58%
41%
34%
33%
24%
23%
28%
Health care
Retirement savings and planning
Professional and career development
benefits
Leave benefits
Flexible working benefits
Preventive health and wellness
Housing and relocation benefits
Family-friendly benefits
2014 (n = 91)
2013 (n = 104)
2012 (n = 116)
Professional and career
development benefits
13
What do these findings mean for the HR profession?
Change in Importance of Benefits in the Next Three to Five Years to Recruit
Highly Skilled Employees
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
Note: 2014 n = 65-88; 2013 n = 77-100. Respondents whose organizations leveraged their benefits program to recruit employees at all levels of the
organization were asked this question. Respondents who answered “not sure” were excluded from this analysis. Percentages may not total 100% due to
rounding.
Housing and relocation benefits
Flexible working benefits
Family-friendly benefits
Leave benefits
Retirement savings and planning
Preventive health and wellness
Health care
12%
20%
38%
38%
55%
47%
47%
52%
66%
57%
70%
61%
65%
63%
56%
65%
75%
66%
61%
60%
45%
52%
51%
48%
33%
41%
30%
37%
33%
37%
43%
34%
13%
14%
1%
2%
0%
1%
2%
0%
1%
2%
0%
2%
2%
0%
1%
1%
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
Increase in importance Remain the same Decrease in importance
2014 Strategic Benefits Survey—Leveraging Benefits to Retain Employees ©SHRM 2015 14
Key Findings
Demographics
15
Note: n = 320. Percentages do not total 100% due to multiple response options.
Percentage
Manufacturing 27%
Professional, scientific and technical services 14%
Health care and social assistance 14%
Finance and insurance 12%
Government agencies 9%
Educational services 7%
Transportation and warehousing 5%
Construction 5%
Real estate and rental and leasing 5%
Retail trade 4%
Utilities 3%
Demographics: Organization Industry
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
16
Key FinDemographics: Organization Industry (Continued)
Note: n = 320. Percentages do not total 100% due to multiple response options.
Percentage
Mining, quarrying, and oil and gas extraction 3%
Arts, entertainment and recreation 3%
Wholesale trade 3%
Repair and maintenance 3%
Accommodation and food services 2%
Administrative and support, and waste management and remediation services 2%
Agriculture, forestry, fishing and hunting 2%
Information 2%
Religious, grant-making, civic, professional and similar organizations 2%
Personal and laundry services 0%
Other industry 8%
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
17
Key FinDemographics: Organization Sector
53%
23%
13%
9%
2%
Privately owned for-profit
Nonprofit
Publicly owned for-profit
Government
Other
n = 317
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
18
Key FinDemographics: Organization Staff Size
n = 304
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
26%
39%
19%
12%
4%
1 to 99 employees
100 to 499 employees
500 to 2,499 employees
2,500 to 24,999 employees
25,000 or more employees
19
Key FinDemographics: Other
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
n = 319
U.S.-based operations only 75%
Multinational operations 25%
Does your organization have U.S.-
based operations (business units) only,
or does it operate multinationally?
n = 320
n = 207
n = 208
Single-unit organization: An organization in
which the location and the organization are
one and the same.
38%
Multi-unit organization: An organization that
has more than one location.
62%
Is your organization a single-unit organization or
a multi-unit organization?
For multi-unit organizations, are HR policies and
practices determined by the multi-unit headquarters,
by each work location or by both?
Multi-unit headquarters determines HR
policies and practices.
58%
Each work location determines HR policies
and practices.
3%
A combination of both the work location and
the multi-unit headquarters determines HR
policies and practices.
39%
Corporate (companywide) 79%
Business unit/division 12%
Facility/location 9%
What is the HR department/function for
which you responded throughout this
survey?
20
SHRM Survey Findings:
Survey Methodology
• Response rate = 10%
• 380 HR professionals from a randomly selected sample of SHRM’s membership participated in this
survey
• Margin of error +/- 5%
• Survey fielded April-May 2014
Survey Methodology
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
21
For more survey/poll findings, visit shrm.org/surveys
For more information about SHRM’s Customized Research Services, visit
shrm.org/customizedresearch
Follow us on Twitter @SHRM_Research
Project lead:
Karen Wessels, researcher, SHRM Research
Project contributors:
Evren Esen, director, SHRM-SCP, Survey Programs, SHRM Research
Alexander Alonso, Ph.D., SHRM-SCP, vice president, SHRM Research
Jennifer Schramm, manager, SHRM-SCP, Workforce Trends and Forecasting, SHRM Research
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
About SHRM Research
22
Founded in 1948, the Society for Human Resource Management (SHRM) is the
world’s largest HR membership organization devoted to human resource management.
Representing more than 275,000 members in over 160 countries, the Society is the
leading provider of resources to serve the needs of HR professionals and advance the
professional practice of human resource management. SHRM has more than 575
affiliated chapters within the United States and subsidiary offices in China, India and
United Arab Emirates. Visit us at shrm.org.
2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
About SHRM

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SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employees

  • 1. March 17, 2015 SHRM Survey Findings: 2014 Strategic Benefits— Leveraging Benefits to Recruit Employees
  • 2. 2 Introduction The 2014 Strategic Benefits Survey, administered annually since 2012 by the Society for Human Resource Management (SHRM), is used to determine whether various employee benefits are leveraged to recruit and retain top talent. This research study, split into a six- part series, features the following topics:  Part 1: Wellness Initiatives  Part 2: Flexible Work Arrangements  Part 3: Health Care  Part 4: Leveraging Benefits to Retain Employees  Part 5: Leveraging Benefits to Recruit Employees  Part 6: Communicating Benefits Definitions For the purpose of this survey, a highly skilled employee was defined as any employee with skills that are critical to the short- and long-term success of his or her operating unit or organization. 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 Introduction and Definitions
  • 3. Employees at All Levels of the Organization • Leveraging benefits to recruit employees at all levels of the organization: More than one-quarter (29%) of respondents indicated their organization leveraged their benefits program to recruit employees at all levels of the organization in the past 12 months. • Benefits leveraged to recruit employees at all levels of the organization: The majority of respondents reported their organization leveraged health care (85%) and retirement savings and planning (72%) to recruit employees at all levels of the organization. • Change in importance of benefits to recruit employees at all levels of the organization in the next three to five years: About two-thirds of respondents thought professional and career development benefits (67%), health care (66%), retirement savings and planning (63%), preventive health and wellness (63%), and flexible working benefits (62%) would increase in importance in their organization’s efforts to recruit employees at all levels of the organization in the next three to five years. 3 Key Findings 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
  • 4. Highly Skilled Employees • Leveraging benefits to recruit highly skilled employees: About one-third (32%) of respondents indicated their organization leveraged their benefits program to recruit highly skilled employees in the past 12 months. • Benefits leveraged to recruit highly skilled employees: More than three-quarters (77%) of respondents indicated their organization leveraged health care to recruit highly skilled employees; one-half or more reported their organization leveraged retirement savings and planning (57%), professional and career development benefits (51%), and leave benefits (49%). • Change in importance of benefits to recruit highly skilled employees in the next three to five years: More than three-fifths of respondents believed professional and career development benefits (65%), flexible working benefits (63%), and retirement savings and planning (61%) would increase in importance when recruiting highly skills employees in the future; more than one-half reported the same for health care (57%) and preventive health and wellness (52%). 4 Key Findings (Continued) 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
  • 5. • Benefits offerings may begin to diverge depending on the job type(s) being recruited for. Although organizations use benefits programs in their recruitment efforts at about the same rate for employees at all levels of the organization and for highly skilled employees, some organizations are somewhat more focused on leveraging specific benefits to recruit employees at all levels of the organization compared with recruiting highly skilled employees. This difference may reverse in the future, with benefits being leveraged more often to recruit highly skilled employees if skills shortages create an especially competitive market for high-skilled talent. • The range and complexity of benefits could expand for hard-to-recruit job families. In organizations where benefits budgets are stretched, a wider range of available options and greater investment in benefits could be reserved for those in the most difficult-to-fill roles. These job seekers may be best positioned to negotiate much more comprehensive benefits packages. 5 What Do These Findings Mean for the HR Profession? 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
  • 6. • Generally, the benefits that HR professionals believe will be valued by employees at all levels are also those that they believe their highly skilled employees value most. This suggests that, rather than coming up with new and unique benefits and perks aimed at a particular kind of worker, building a strong overall benefits package that all employees can access—emphasizing health care, retirement savings and planning, and professional development—will remain the main task of HR professionals in the near to medium term. • Employers are likely to continue to concentrate on providing the benefits they think are important in recruiting employees at all levels. Because the benefits valued are so similar between both highly skilled and general employee populations, emphasis will continue to be on providing benefits that are most meaningful to employees, such as professional and career development, health care, retirement savings and planning, preventive health and wellness, and flexible working benefits. 6 What Do These Findings Mean for the HR Profession? (Continued) 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
  • 7. 7 Key Findings Leveraging Benefits to Recruit Employees
  • 8. 8 What do these findings mean for the HR profession? Comparison of Difficulty Recruiting and Leveraging of Benefits to Recruit Employees at All Levels of the Organization in the Past 12 Months 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 33% 26% 23% 2014 (n = 306) 2013 (n = 351) 2012 (n = 394) Note: Response options provided for both items were “yes/no/not sure.” Respondents who indicated they were “not sure” were excluded from the analyses. Only “yes” responses are shown. 29% 26% 29% 2014 (n = 305) 2013 (n = 341) 2012 (n = 377) Organizations That Leveraged Their Benefits Program to Recruit Employees at All Levels of the Organization in the Past 12 Months Organizations That Reported Difficulty Recruiting Employees at All Levels of the Organization in the Past 12 Months
  • 9. 9 What do these findings mean for the HR profession? Benefits Positively Leveraged to Recruit Employees at All Levels of the Organization 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 85% 72% 45% 43% 42% 36% 34% 21% 81% 70% 45% 33% 50% 43% 33% 24% 80% 63% 31% 29% 36% 30% 27% 19% Health care Retirement savings and planning Professional and career development benefits Preventive health and wellness Leave benefits Flexible working benefits Family-friendly benefits Housing and relocation benefits 2014 (n = 86) 2013 (n = 88) 2012 (n = 108) Note: Respondents whose organizations leveraged their benefits program to recruit employees at all levels of the organization were asked this question. Respondents who answered “not sure” were excluded from this analysis.
  • 10. 10 What do these findings mean for the HR profession? Change in Importance of Benefits in the Next Three to Five Years to Recruit Employees at All Levels of the Organization 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 Note: 2014 n = 58-79; 2013 n = 65-88. Respondents whose organizations leveraged their benefits program to recruit employees at all levels of the organization were asked this question. Respondents who answered “not sure” were excluded from this analysis. Percentages may not total 100% due to rounding. Housing and relocation benefits Leave benefits Family-friendly benefits Professional and career development benefits Flexible working benefits Preventive health and wellness Health care Retirement savings and planning 11% 16% 30% 30% 50% 47% 56% 62% 59% 63% 64% 63% 63% 66% 52% 67% 71% 69% 67% 70% 49% 52% 40% 37% 39% 37% 35% 35% 37% 32% 47% 32% 18% 16% 4% 0% 1% 1% 4% 1% 2% 0% 1% 1% 0% 1% 1% 1% 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 Increase in importance Remain the same Decrease in importance
  • 11. 32% 30% 31% 2014 (n = 302) 2013 (n = 343) 2012 (n = 379) 56% 50% 49% 2014 (n = 305) 2013 (n = 353) 2012 (n = 400) 11 What do these findings mean for the HR profession? Comparison of Difficulty Recruiting and Leveraging of Benefits to Recruit Highly Skilled Employees in the Past 12 Months 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 Organizations That Leveraged Their Benefits Program to Recruit Highly Skilled Employees in the Past 12 Months Organizations That Reported Difficulty Recruiting Highly Skilled Employees in the Past 12 Months Note: Response options provided for both items were “yes/no/not sure.” Respondents who indicated they were “not sure” were excluded from the analyses. Only “yes” responses are shown.
  • 12. 12 What do these findings mean for the HR profession?Benefits Positively Leveraged to Recruit Highly Skilled Employees 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 Note: Respondents whose organizations leveraged their benefits program to recruit employees at all levels of the organization were asked this question. Respondents who answered “not sure” were excluded from this analysis. 77% 57% 51% 49% 36% 32% 26% 25% 70% 61% 41% 46% 55% 25% 33% 35% 75% 58% 41% 34% 33% 24% 23% 28% Health care Retirement savings and planning Professional and career development benefits Leave benefits Flexible working benefits Preventive health and wellness Housing and relocation benefits Family-friendly benefits 2014 (n = 91) 2013 (n = 104) 2012 (n = 116)
  • 13. Professional and career development benefits 13 What do these findings mean for the HR profession? Change in Importance of Benefits in the Next Three to Five Years to Recruit Highly Skilled Employees 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 Note: 2014 n = 65-88; 2013 n = 77-100. Respondents whose organizations leveraged their benefits program to recruit employees at all levels of the organization were asked this question. Respondents who answered “not sure” were excluded from this analysis. Percentages may not total 100% due to rounding. Housing and relocation benefits Flexible working benefits Family-friendly benefits Leave benefits Retirement savings and planning Preventive health and wellness Health care 12% 20% 38% 38% 55% 47% 47% 52% 66% 57% 70% 61% 65% 63% 56% 65% 75% 66% 61% 60% 45% 52% 51% 48% 33% 41% 30% 37% 33% 37% 43% 34% 13% 14% 1% 2% 0% 1% 2% 0% 1% 2% 0% 2% 2% 0% 1% 1% 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 Increase in importance Remain the same Decrease in importance
  • 14. 2014 Strategic Benefits Survey—Leveraging Benefits to Retain Employees ©SHRM 2015 14 Key Findings Demographics
  • 15. 15 Note: n = 320. Percentages do not total 100% due to multiple response options. Percentage Manufacturing 27% Professional, scientific and technical services 14% Health care and social assistance 14% Finance and insurance 12% Government agencies 9% Educational services 7% Transportation and warehousing 5% Construction 5% Real estate and rental and leasing 5% Retail trade 4% Utilities 3% Demographics: Organization Industry 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
  • 16. 16 Key FinDemographics: Organization Industry (Continued) Note: n = 320. Percentages do not total 100% due to multiple response options. Percentage Mining, quarrying, and oil and gas extraction 3% Arts, entertainment and recreation 3% Wholesale trade 3% Repair and maintenance 3% Accommodation and food services 2% Administrative and support, and waste management and remediation services 2% Agriculture, forestry, fishing and hunting 2% Information 2% Religious, grant-making, civic, professional and similar organizations 2% Personal and laundry services 0% Other industry 8% 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
  • 17. 17 Key FinDemographics: Organization Sector 53% 23% 13% 9% 2% Privately owned for-profit Nonprofit Publicly owned for-profit Government Other n = 317 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
  • 18. 18 Key FinDemographics: Organization Staff Size n = 304 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 26% 39% 19% 12% 4% 1 to 99 employees 100 to 499 employees 500 to 2,499 employees 2,500 to 24,999 employees 25,000 or more employees
  • 19. 19 Key FinDemographics: Other 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 n = 319 U.S.-based operations only 75% Multinational operations 25% Does your organization have U.S.- based operations (business units) only, or does it operate multinationally? n = 320 n = 207 n = 208 Single-unit organization: An organization in which the location and the organization are one and the same. 38% Multi-unit organization: An organization that has more than one location. 62% Is your organization a single-unit organization or a multi-unit organization? For multi-unit organizations, are HR policies and practices determined by the multi-unit headquarters, by each work location or by both? Multi-unit headquarters determines HR policies and practices. 58% Each work location determines HR policies and practices. 3% A combination of both the work location and the multi-unit headquarters determines HR policies and practices. 39% Corporate (companywide) 79% Business unit/division 12% Facility/location 9% What is the HR department/function for which you responded throughout this survey?
  • 20. 20 SHRM Survey Findings: Survey Methodology • Response rate = 10% • 380 HR professionals from a randomly selected sample of SHRM’s membership participated in this survey • Margin of error +/- 5% • Survey fielded April-May 2014 Survey Methodology 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015
  • 21. 21 For more survey/poll findings, visit shrm.org/surveys For more information about SHRM’s Customized Research Services, visit shrm.org/customizedresearch Follow us on Twitter @SHRM_Research Project lead: Karen Wessels, researcher, SHRM Research Project contributors: Evren Esen, director, SHRM-SCP, Survey Programs, SHRM Research Alexander Alonso, Ph.D., SHRM-SCP, vice president, SHRM Research Jennifer Schramm, manager, SHRM-SCP, Workforce Trends and Forecasting, SHRM Research 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 About SHRM Research
  • 22. 22 Founded in 1948, the Society for Human Resource Management (SHRM) is the world’s largest HR membership organization devoted to human resource management. Representing more than 275,000 members in over 160 countries, the Society is the leading provider of resources to serve the needs of HR professionals and advance the professional practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China, India and United Arab Emirates. Visit us at shrm.org. 2014 Strategic Benefits Survey—Leveraging Benefits to Recruit Employees ©SHRM 2015 About SHRM