2016 HR Survey

2
Foreword 3
Infographic 4
Executive Summary 6
Global Results
About the Respondents 10
Board HR Priorities 12
Perception of HR 14
HR Reporting & Performance 17
Labour Market Trends 18
Recruitment 21
HR Disruption and the Future 22
Employee Engagement 24
Talent Management 25
Diversity 28
Diversity Opinion: HR Versus Technology Leaders 29
HR Career 30
HR Salaries 34
Regional Profiles
Asia-Pacific (APAC) 38
Germany 40
Hong Kong 42
Ireland 44
Netherlands 46
Norway 48
Poland 50
Sweden 52
Switzerland 54
United Kingdom 56
Vietnam 58
PLEASE NOTE: GLOBAL RESULTS include charts that define
trends across regions in addition to global averages. The
‘Europe’ data set includes EU member countries, Switzerland
and Norway. Asia-Pacific (APAC) includes Australia, China,
Japan, Singapore and Vietnam. Some countries or regions
– for example the UK and the Nordics – are also examined
independently of their regional group in some charts,
specifically where evidence of divergent trends exists.
2

3
HARVEY NASH HR SURVEY 2016
3
Becoming the CEO’s best friend
“CEOs consistently rank human capital as a top
challenge, but they typically undervalue their chief
human resources officer.”
Do you agree or disagree with this statement?
If you agree, then you are not alone; the Harvey Nash HR
Survey 2016 found that two-thirds of your peers believe
that the top HR leader is undervalued by the board.
Of course, being the CEO’s ‘best friend’ isn’t the sole
measure of the HR function’s importance.
HR has such an intrinsic value to organisations that
it can easily get on with its day-to-day focus without
troubling the boardroom. Perhaps this is one of the
reasons why two-thirds of HR people are quite happy
with the image and reputation of their HR function as
seen by the wider business, and why job satisfaction
among HR people remains extremely high.
But the CEO perception of HR does have implications
for all HR professionals.
How can long-term investment in HR be tuned to the
right level if the CEO doesn’t see the full value in what
the HR director is doing?
There is no single answer. But this year’s Harvey
Nash HR Survey shows HR professionals becoming
increasingly innovative, growing their responsibility,
and being braver in how they are evolving their
function. From using sophisticated data-based
reporting to uncover and measure the value of HR,
through to fundamentally changing who ‘owns’ HR,
professionals are finding new ways to grow their
influence and add value.
With this as a backdrop, it will be interesting to see just
how many people will consider themselves ‘highly
valued’ by the CEO in our 2017 survey.
FOREWORD
Albert Ellis,
Chief Executive,
Harvey Nash plc
3

ABOUT THE RESPONDENTS
BOARD HR PRIORITIES
Total number
of respondents:
1,250+
HARVEY NASH HR SURV
ARE FEMALE
(up 3% on
last year)
BOARD PRIORITIES: TOP THREE
talent management
recruitment
employee engagement
BOARD PRIORITIES: FASTEST GROWING
recruitment (up 7%)
retention (up 5%)
training (up 4%)
BOARD PRIORITIES: FASTEST FALLING
change management (down 8%)
leadership development (down 5%)
management development (down 4%)
ARE 50+
YEARS OLD
(down 6%)
ARE MEMBERS
OF THE
OPERATIONAL
BOARD (up 4%)
64+36+T65%
22+78+T22%
54+46+T54%
1
1
1
2
2
2
3
3
3
HR
REPORTINGAND
PERFORMANCE
Only 6%believemanagement
information systems are not
important to improving the
perception of HR
PERCEPTION OF HR
think CEO undervalues the top HR leader
… but 65%are happy with the
perception of HR in the wider business
think HR should do more for the business
… while 53%think the business
should do more HR itself
66+34+T66%
47+53+T47%
4

5
49%use online job boards(up 7% on last year)
49%use a corporate website(down 5%)
44%use external recruiters(up 5%)
43%use LinkedIn(up 6%)
VEY 2016 KEY FINDINGS
DIVERSITY AND INCLUSION
of HR professionals have implemented all or
most of their diversity programme
But 67%are happy with diversity progress!
53+47+T53%
LABOUR MARKET TRENDS
report recruitment
challenges in local
economic region
(up 3% on last year)
report tight labour
supply and skill
shortages generally
(up 1%)
report demographic
shift /ageing
workforce
(down 8%)
report growingdemand
by employees for flexible
workoptions
(unchanged)
58+42+T58%
42+58+T42%
44+56+T44%
33+67+T33%
85%
of HR professionals
are now directly
engaged in the
recruitment
process
RECRUITMENT
The only sectors where implementation exceeds satisfaction:
Financial Services(by 10%)
Government(8%)
Technology(3%)
Transport (3%)
5

6
EXECUTIVE SUMMARY
About the respondents
While the majority of respondents continue to have
20–30 years’ HR experience, there is a shift towards
younger respondents this year. Despite reflecting a
younger demographic, a majority of respondents (68
per cent) have a management position within the
HR function. In line with trends seen previously,
almost two-thirds (65 per cent) of the respondents
are female, and four in ten respondents are global or
international in outlook.
Board HR priorities
The top three HR priorities – talent management,
recruitment and employee engagement – represent a
healthy outlook for growth: companies are recruiting
(7 per cent more important this year), and leadership
teams are managing their talent to ensure that
the workforce is engaged and therefore retained.
Employee retention, training and motivation are all
more important this year. In other words, companies
are investing in and protecting their greatest asset:
their people.
Perception of HR
In one of the most significant findings this year, two-
thirds of HR leaders believe that while the people
agenda is valued very highly by the CEO and board,
the HR professionals entrusted to look after that
agenda are often seen quite differently.
Rarely do we see HR directors lined up as the
successor to the CEO. HR leaders are often seen
as the ‘eyes and ears’ or ‘conscience’ of the CEO,
rather than as an organisational leader in waiting.
HR professionals are split as to how to address the
perception of HR in the business. A slight minority
(47 per cent) want to grasp the issue and proactively
engage HR in the business, while 53 per cent believe
their role is to encourage and influence the business
to take more responsibility for elements of HR.
HR reporting and performance
Many HR professionals have previously stated that
to improve relationships with the business HR needs
to do better at gathering and reporting metrics. Only
6 per cent of respondents disagree, and six in ten
believe management information systems (MIS)
are already critically important to improving the
perception of HR. There has been much investment
in HR technology but in many cases additional
progress is needed before the HR function can be
labelled ‘up to date’. By charting meaningful data,
HR can show how it is making improvements to the
bottom line of a business.
Labour market trends
Recruitment challenges remain the most significant
labour market concern for HR professionals. Almost
six in ten (58 per cent) say they will be responding to
local recruitment challenges in 2016, up 3 per cent
from last year. There is also a growing unease among
HR professionals that their education system is not
aligned with their hiring needs; three in ten (31 per
cent) see this as an issue, up 6 per cent on last year.
Employers must think far more creatively about how
they attract talent, what their employee proposition
is, and how their employer brand compares with
their competitors. We can only take this as a
positive indicator of market confidence. However,
the ongoing issues of lack of local talent and the
misalignment between education systems and
hiring needs remain problems with no imminent
solutions.

7
Recruitment
More than 85 per cent of HR professionals are
now directly engaged in the recruitment activity
of their organisation. A wide range of recruitment
techniques have been adopted to deliver competitive
talent acquisition programmes. When it comes to
recruitment, relationships remain key. As the saying
goes, “it’s not what you know, it’s who you know”.
Personal networks of recruiters therefore remain
‘very important’.
Digital platforms are more popular this year with
one notable exception: the use of corporate websites
as a recruiting tool has dropped 5 per cent this year
while the use of online job boards has increased
7 per cent. It is clear that a varied approach to
recruitment remains strong.
Employee engagement
During the height of the recession, employee
engagement was the number one challenge and
a priority for HR professionals. It is therefore
encouraging to see that five years on, HR
professionals feel more optimistic about how
engaged employees are. Half (50 per cent) believe
engagement has improved, compared with only
20 per cent who think employee engagement has
deteriorated since 2010.
Opinion surveys remain, by far, the most used
tool for measuring engagement (82 per cent). A
sizeable proportion still do not measure employee
engagement at all, despite the board making
it a priority for the HR function. Six in ten HR
professionals (61 per cent) have a talent management
programme in place. This is essentially unchanged
from last year (63 per cent).
Diversity
Progress with the implementation of diversity
programmes varies greatly between sectors, and for
a number of sectors satisfaction with their diversity
programme outpaces the actual implementation
progress. In Retail, for example, although only 53
per cent of HR professionals have implemented all
or most of their diversity programme, 67 per cent
are happy with this apparent progress. The only
sectors where implementation exceeds satisfaction
are Financial Services (by 10 per cent), Government
(8 per cent), Technology (3 per cent) and Transport (3
per cent).
HR career
The top career indicators all reflect the proactive,
involved and necessary nature of the modern-day
HR professional. Demand for HR professionals is
buoyant and more HR professionals moved job in
2015 (21 per cent) compared with 16 per cent in 2014
and 17 per cent in 2013.
Job satisfaction has stabilised within the HR
professional community, with approximately eight
in ten reporting to be fulfilled or very fulfilled in
their role. Financial considerations play a bigger role
in job satisfaction this year. Having a financially
secure organisation is important for 18 per cent (up
4 per cent) and a good salary is important for 27 per
cent (up 5 per cent).
Therefore it is interesting to note that, based on the
analysis of HR professionals who provided salary
information, the average remuneration for HR
professionals who responded to the survey is €99,715
per year.

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WWW.HARVEYNASH.COM/HRSURVEY

GLOBAL RESULTS
10
More than 1,250 HR professionals
participated in the 2016 Harvey
Nash HR Survey and the audience
is becoming increasingly senior.
Thirteen per cent of respondents are
C-level executives compared with 10
per cent last year. A total of 68 per cent
of respondents have a management
position within the HR function.
Respondents reflect insight on
HR from a wide range of sectors.
Technology remains the most
represented sector (by 16 per cent,
up from 14 per cent last year).
Manufacturing and Retail also
contribute more respondents this
year (up 3 per cent and 1 per cent
respectively). There are marginally
fewer respondents from Financial
Services, Government, Transport and
Healthcare this year.
ABOUT THE RESPONDENTS
Proportion of C-level and Head of HR respondents
growing
Wide range of sectors represented
Chart 1. Which of the following best describes your job title?
Chart 2. In which sector is your organisation primarily engaged?
13+20+15+20+13+19+A
n C-Level
n Head of HR
n VP/Director HR
n (Senior) Manager HR
n Other HR
n Other (non HR)
13%
13%
19%
20%
20% 15%
960=16%
840=14%
50=2015
50=2014
780=13%
600=10%
600=10%
540=9%
540=9%
600=10%
480=8%
480=8%
420=7%
420=7%
300=5%
360=6%
240=4%
300=5%
180=3%
360=6%
120=2%
240=4%
Technology
Manufacturing
Retail
FinancialServices
ProfessionalServices
Construction
Transport
Healthcare
Government
Nonprofit

GLOBAL RESULTS
11
While the majority of respondents
continue to have 20–30 years’ HR
experience, there is a shift towards
younger respondents this year with
each of the categories below 40 years
old generating more responses.
In line with trends seen previously,
almost two-thirds (65 per cent) of the
respondents are female, compared with
63 per cent last year. Approximately
four in ten respondents are global or
international in outlook, again in line
with results from previous years. There
has been a shift from local to national
respondents, probably a result of more
C-level respondents with responsibility
for HR.
Respondents are trending younger, although a
majority still have 20+ years’ experience
More HR respondents have a national outlook,
while four in ten are international in focus
Chart 3. How old are you?
Chart 4. Please indicate the geographical spread of your responsibility.
120=3%
0=0%
360=18%
320=16%
800=40%
880=44%
460=23%
460=23%
340=17%
340=17%
320=8%
160=4%
560=14%
400=10%
760=19%
600=15%
840=21%
920=23%
520=13%
800=20%
480=12%
600=15%
280=7%
360=9%
80=2%
120=3%
40=1%
40=1%
18-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65+
Localregiononly
National
Multi-national(butnotglobal)
Global
50=2015
50=2014
50=2015
50=2014

GLOBAL RESULTS
12
Overall, the top issue that the board is looking for HR to address has changed in the past year. Talent
management is now the most important HR issue for 61 per cent of respondents, while last year’s top
priority – leadership capability – has dropped to number four in the list of HR priorities.
The top six priorities occupy the time and resources of at least half of HR professionals
2015 2014 2013
Annual
change
Talent management 61% 60% 61% 1%
Employee engagement 60% 58% 56% 2%
Recruitment 58% 51% 52% 7%
Leadership capability 56% 61% 64% -5%
Performance management 54% 54% 61% 0%
Employee retention and motivation 50% 45% 45% 5%
HR systems and processes 45% 43% 41% 2%
Culture development 45% 42% 38% 3%
Change management 43% 51% 46% -8%
Succession 42% 43% 45% -1%
Management development 40% 44% 48% -4%
Training and education programme 38% 34% 32% 4%
Organisational growth 38% 36% 31% 2%
Capability and competence
management
34% 36% 37% -2%
Business efficiency 34% 37% 37% -3%
Performance metrics 27% 27% 27% 0%
Diversity 21% 23% 22% -2%
Downsizing 14% 18% 20% -4%
Flexible employment 14% 15% 17% -1%
Industrial relations (trade unions) 13% 14% 15% -1%
Table 1.What are the key business issues that your board is looking for HR to address?
This table reflects the wide variety of priorities that HR professionals are being asked to manage by the
board. At the lower end of the spectrum, a third of HR professionals or less are being asked to prioritise
business efficiency, performance metrics, diversity, flexible employment and industrial relations. All have
been trending downwards during the past three years.
BOARD HR PRIORITIES

GLOBAL RESULTS
13
Board priorities for HR are changing.
As can be seen in the chart opposite,
the board is increasingly asking HR
to focus on recruitment: up 7 per cent
in the past 12 months. Employee
retention, training and motivation
are all more important this year
compared with last year. During the
years of economic turbulence, change
management was a critical HR focus,
but respondents now report it is a
significantly lower priority, alongside
the need to downsize.
A significant shift in HR priorities has occurred in the
past 12 months
Chart 5 2014 vs 2015.What are the key business issues that your board is looking for
HR to address?
-8%800=
-5%500=
-4%400=
-4%400=
-3%300=
-2%200=
-2%200=
-1%100=
-1%100=
-1%100=
0%
0%
100=1%
200=2%
200=2%
200=2%
300=3%
400=4%
500=5%
700=7%
Changemanagement
Leadershipcapability
Managementdevelopment
Downsizing
Businessefficiency
Capability&competencemanagement
Diversity
Succession
Flexibleemployment
Industrialrelations(TradeUnions)
Performancemanagement
Performancemetrics
Talentmanagement
Employeeengagement
HRsystems&processes
Organisationalgrowth
Culturedevelopment
Training&educationprogramme
Employeeretention&motivation
Recruitment

GLOBAL RESULTS
14
PERCEPTION OF HR
Almost two-thirds of HR professionals
(65 per cent) are happy with the
perception of HR in the business.
However, almost the same
proportion (66 per cent) believe that
“CEOs consistently rank human
capital as a top challenge, but they
typically undervalue their chief
human resources officer.”
When asking only the C-level
respondents, a majority (59 per cent)
admitted that the CEO undervalues
their HR leader. Similarly, when
HR professionals are asked how the
most senior HR figure compares
with the top financial person in
their organisation, only 7 per cent
rated HR higher, while 47 per
cent (or seven times as many HR
professionals) believe the board rates
Finance higher than HR.
65+35+A
66+34+A
7+46+47+A
n Yes
n No
n Agree
n Disagree
n More
n Same
n Less
35%
65%
66%
46%
34%
47%
7%
One in three HR professionals not satisfied with image
of HR (as seen by rest of business)
A majority of HR professionals believe the CEO
undervalues their senior HR leader
Far fewer HR professionals believe their function is
respected more than Finance by the board
Chart 6.Are you satisfied with the image of the HR department as seen by the
rest of the business?
Chart 7. Do you agree or disagree with this statement: “CEOs consistently rank
human capital as a top challenge, but they typically undervalue their chief
human resources officer”?
Chart 8. In comparison with the top financial person in your company (e.g. CFO)
how important is the top HR person perceived to be by the board?

GLOBAL RESULTS
15
Taken together these trends beg
the question: Are HR professionals
resigned that their function will sit on
the margins of the business?
The answer is no, or rather not entirely.
HR professionals are equally split as to
how to address the perception of HR in
the business. A slight minority (47 per
cent) want to take direct control and
deliver more for the business, while
53 per cent believe that HR’s focus
should be to influence and advise, but
ultimately that the business should
take more direct control.
Strong relationships will be required
between HR and other business
functions if the perception of HR
within the business is to improve.
Currently HR’s best relationships are
with Operations (rated ‘very strong’
by 54 per cent of respondents) and
Finance (43 per cent). However, the
functions with the most relationship-
building work to do are Sales,
Marketing and IT, where only three in
ten HR professionals rate the existing
relationship ‘very strong’.
The HR priorities rated most important
to the success of the department are
promoting organisational culture and
values (24 per cent) and employee
engagement (23 per cent). One in
ten HR professionals will focus on
talent management (12 per cent),
recruitment (10 per cent) or HR policies
(9 per cent) to promote HR value
within the business. However, no HR
professionals believe inclusion and
diversity to be rated by the business.
65+35+A
n Getting HR to do more for the business
n Getting the business to take more
responsibility for HR
47%
53%
HR professionals split on best approach to improving
perception of their function
Operations and Finance teams best placed to help
improve perception of HR
Most important elements of HR function to the business
– inclusion and diversity not rated
Chart 9. Which of the following is more important?
Table 2.How strong would you rate your department’s relationship with the
following business functions?
Chart 10. In your view, which is the single most important element of the HR
function?
Not strong Quite strong Very strong
Operations 5% 39% 56%
Finance 12% 44% 44%
Legal / Compliance 11% 42% 47%
Sales 18% 45% 37%
Marketing 19% 47% 34%
IT 18% 53% 29%
Culture&values
Employeeengagement
Talentmanagement
Recruitment
HRpolicies
Learning&development
Reward&benefits
Industrialrelations
Internalcommunications
Employerbranding
HRreporting
Inclusion&diversity
720=24%
690=23%
360=12%
300=10%
270=9%
210=7%
120=4%
90=3%
90=3%
90=3%
90=3%
0=0%

GLOBAL RESULTS
16
What one thing do you think you could do to improve HR’s relationship with the CEO?
More
frequent,
proactive
and candid
communication
between the
CEO and HR
Be tougher with
the CEO, who tends
not to understand
the legal framework
or complexity with
people as opposed to
numbers
Coach the
CEO into making
better people-
related, business-
related, future-
related decisions
Talk
more in the
language of
business:
budgets, profit
margin, ROI
Better
understand
the business
– strategy,
challenges,
direction
Spend
more time
together!
Become
more data
orientated
Show
HR results
in numbers to
prove its value
to the
business
When asked about the ‘one thing’ they could do
to improve HR’s relationship with their CEO and
enhance the perception of HR within the business,
there was no shortage of ideas and advice from
respondents.
PERCEPTION OF HR

GLOBAL RESULTS
17
Many HR professionals have
previously stated that to improve
relationships with the business HR
needs to do better at gathering and
reporting metrics. Ninety-four per cent
of respondents believe management
information systems (MIS) and data are
important to improving the perception
of HR.
Perhaps even more importantly, six out
of ten (60 per cent) HR professionals
expect MIS to become even more
significant in future.
Almost six in ten HR professionals recognise MIS as
‘very important’
A large majority of HR professionals see the role of
data and MIS becoming essential
Chart 11. How important are management information systems (MIS) or data in
measuring HR performance/ROI?
Chart 12. How has the importance of using MIS/data changed in the past year?
HR REPORTING AND PERFORMANCE
56+38+6+A
60+39+1+A
n Very important
n Quite important
n Not important
n Increased
n Stayed the same
n Decreased
56%
60%
38%
39%
6%
1%

GLOBAL RESULTS
18
2015 2014 2013
Change
in past
year
Recruitment challenges in local
economic region 58% 55% 52% 3%
Tight labour supply and skill
shortages generally 44% 43% 51% 1%
Demographic shift/ageing
workforce 42% 50% 39% -8%
Growing demand for flexible
contract employment options –
employee
33% 33% 26% 0%
Education system not aligned
with hiring needs 31% 25% 20% 6%
Growing demand for flexible
contract employment options –
employer
23% 28% 26% -5%
Talent immigration 19% 12% 14% 7%
Talent emigration 16% 13% 10% 3%
Widespread unemployment 5% 4% 8% 1%
Recruitment challenges remain
the most significant labour market
concern for HR professionals. Almost
six in ten (58 per cent) say they will
be responding to local recruitment
challenges in 2016, up 3 per cent
from last year. There is also a growing
concern among HR professionals
that their education system is not
aligned with their hiring needs; three
in ten (31 per cent) expect this as an
issue this year, up 6 per cent on last
year. Probably linked to both of these
concerns, the fastest-growing labour
market concern for HR professionals is
talent immigration. Although only one
in five (19 per cent) will be proactively
engaged in this issue, by lobbying
government on visa regulations for
example, this is up 7 per cent compared
with 12 months ago and reflects the
seriousness of local challenges in
recruiting talent.
Concern about ageing workforces
and demographic shifts appears to be
receding, down 8 per cent compared
with last year. However, it is unlikely
that HR professionals have found a
way to reverse the ageing process! It
is more likely that organisations are
adapting to the reality of an ageing
workforce, and therefore responding
to the issue is less of a concern to them.
The UK is the only exception, where
55 per cent of HR professionals are
responding to ageing workforce issues,
up 6 per cent on last year.
LABOUR MARKET TRENDS
HR professionals report concerns linked to talent
acquisition
Fewer HR professionals responding to ageing
workforce issues this year, except in the UK
Table 3. What labour market trends do you anticipate you will be responding to
in the next two years?
Chart 13. What labour market trends do you anticipate you will be responding to
in the next two years? Ageing workforce
550=55%
490=49%
490=49%
530=53%
420=42%
500=50%
410=41%
450=45%
260=26%
450=45%
UK
Europe
GlobalAv.
Nordics
Asia-PAC
50=2015
50=2014

GLOBAL RESULTS
19
With growing concern about the ability
to source local talent, it is no surprise
that a large majority of HR professionals
are sourcing talent from overseas. Only
one-third (36 per cent) of respondents
have no talent sourced from overseas.
For almost half of HR professionals
(45 per cent) up to one in ten of their
workers are internationally sourced.
For 12 per cent of HR professionals up
to a quarter of their workforce is not
recruited locally. And for 8 per cent of
HR professionals more than a quarter of
all staff are sourced from overseas.
HR professionals in Asia-PAC are
more likely to have sourced more
than a quarter of their workforce from
overseas compared with any other
region of the survey audience.
Looking ahead, the importance of
overseas labour is going to grow for
up to a quarter (23 per cent) of HR
professionals, while almost seven in
ten (68 per cent) will maintain current
levels of overseas talent. Only 9 per
cent plan to decrease international
sourcing and expect to find sufficient
talent locally.
HR professionals report significant dependence on
international labour pool to source talent
Asia-PAC HR professionals most dependent on
overseas talent
Over 90 per cent of HR professionals will maintain or
grow dependence on overseas labour
Chart 14. What proportion of your current workforce is sourced from overseas?
Chart 15. What proportion of your current workforce is sourced from overseas?
More than 25%
Chart 16. Over the next year, do you plan to increase or decrease the proportion of
people your company recruits from overseas?
GlobalAv.
Asia-PAC
UK
Europe
Nordics
800=8%
800=8%
700=7%
700=7%
600=6%
720=36%
880=44%
240=12%
100=5%
40=2%
20=1%
23+68+9+A n Increase
n Keep the same
n Decrease
68%
9%
23%
None
1-10%
11-25%
26-40%
41-50%
51%+

GLOBAL RESULTS
20
HR professionals in Asia-PAC are
more intent on sourcing labour
from overseas next year; 27 per cent
anticipate doing this compared with
HR professionals in Europe and the
global average, at 23 per cent.
The trend for flexible work remains
in line with previous years.
Approximately one in ten HR
professionals (12 per cent) offer no
flexible work options; whilst almost
half (49 per cent) provide it to up to 10
per cent of the workforce. Four in ten
offer flexible work to more than 10 per
cent of the workforce.
A quarter (24 per cent) of HR
professionals in Asia-PAC trend above
the global average for offering flexible
work. The Nordics (6 per cent) have the
fewest flexible work options within the
survey community.
UK least likely to increase proportion of people
recruited from overseas
Flexible work embraced most in Asia-PAC (for larger
proportion of workforce)
Four in ten HR professionals offer flexible work to
more than 10 per cent of workforce
Chart 17. Over the next year, do you plan to increase or decrease the proportion of
people your company recruits from overseas? Increase
Chart 19. What proportion of your current workforce is flexible labour? 25+%
Chart 18. What proportion of your current workforce is flexible labour?
Asia-PAC
GlobalAv.
Europe
Nordics
UK
Asia-PAC
GlobalAv.
Europe
UK
Nordics
810=27%
690=23%
690=23%
660=22%
540=18%
720=24%
540=18%
450=15%
420=14%
180=6%
240=12%
380=19%
9500=49%
10000=53%
460=23%
460=23%
160=8%
140=7%
100=5%
60=3%
100=5%
100=5%
None
1-10%
11-25%
26-40%
41-50%
51%+
50=2015
50=2014

GLOBAL RESULTS
21
Table 4.Please rate how important each of the following tools is in your recruitment strategy.
Chart 20 2015 vs 2014. Please rate how important each of the following tools are in
your recruitment strategy?
Chart 21.Approximately, what percentage of your recruitment is directly hired (i.e. direct to
the candidate, without using a recruitment organisation or other third party)?
Recruitment tools rated ‘very important’ to HR
function’s recruitment strategy
More than 85 per cent of HR
professionals are now directly
engaged in the recruitment activity
of their organisation. A wide range
of recruitment techniques have been
adopted to deliver competitive talent
acquisition programmes.
Digital platforms are almost
exclusively more popular this year
with one notable exception: the use
of corporate websites as a recruiting
tool has dropped 5 per cent this year
while the use of online job boards has
increased 7 per cent.
The use of social media platforms
like Facebook and Twitter in the
recruitment process has also increased
strongly this year (up 7 per cent), while
LinkedIn continues its rapid rise in
usage (up 6 per cent this year, and up
13 per cent in the past 24 months).
However, offline tools continue to play
an important role, with 44 per cent of
HR professionals rating the personal
network of the recruiter as ‘very
important’, up 5 per cent on last year.
Employee referral programmes have
also grown in importance during the
past two years.
With an increasingly powerful range
of digital recruitment tools available
to them, HR professionals are able to
take more responsibility for the direct
management of the hiring process.
More than half of HR professionals (52
per cent) use direct recruitment tools
for a majority of their hires, and three
in ten HR professionals will recruit
almost exclusively via direct channels.
Lessthan10%
11–25%
26–50%
51–75%
76–100%
450=15%
450=15%
570=19%
720=24%
840=28%
RECRUITMENT

2015 2014 2013
Annual
change
Online job boards 49% 42% 41% 7%
Corporate website 49% 54% 53% -5%
Personal network of the
recruiter 44% 39% 36% 5%
LinkedIn 43% 37% 30% 6%
Recruitment companies 36% 34% 33% 2%
Employee referral
programme 35% 31% 27% 4%
Social media (Facebook,
Twitter, etc.) 29% 22% 21% 7%
Alumni programme 8% 5% 5% 3%
Printed adverts 7% 5% 9% 2%
Increased use of most recruitment tools this year,
except corporate websites
Approximately half of HR professionals use direct
recruitment tools for majority of hires
-6%600=
200=2%
200=2%
300=3%
400=4%
500=5%
600=6%
700=7%
700=7%
Corporatewebsite
Recruitmentcompanies
Printedadverts
Alumniprogramme
Employeereferralprogramme
Personalnetworkoftherecruiter
LinkedIn
Onlinejobboards
Socialmedia(Facebook,Twitteretc.)

GLOBAL RESULTS
22
HR DISRUPTION AND THE FUTURE
What major trends are likely to significantly change/disrupt the HR function?
Keepingup
withthepaceof
change
The next
generation of
talent is entering the
workplace without
key technical skills
Legislation
will increasingly
restrict – rather
than support –
employees in a
mobilised world
Learning and
development
will be a critical
retention factor
Automation
of HR
processes
Ageing
workforce
and the
resultant skill
gaps
Rising
wages
Agile
working
Delivering
HRinadigital
world
The
role of
social media,
technology and
direct access to
candidates
What will disrupt the HR function in the future?
HR professionals anticipate that a wide range of
trends will disrupt the HR function in the future.
How they manage this expected disruption will have
a significant impact on the perception of HR within
the business.
HR DISRUPTION
AND THE FUTURE

23
GLOBA
HR dis
If you
missio
Despit
an exc
that H
To d
I
To e
feed
Inc
If you
missio
23
GLOBAL RESULTS
HR DISRUPTION AND THE FUTURE
If you could design the perfect HR function, what would be its mission and structure?
HR would be a
true partner at the
highest level, with
a voice central to
the core business
strategy
To embody
the values of the
company but also
feedbackvitalmarket
intelligence to the
CEO on external
talent trends
Focused
on talent
management,
culture and
professional
development
To
facilitate
commercial
performance
through
people
Increased
focus on
leadership,
emotional
intelligence
and company
culture
To
create a
‘high trust’
culture
To be
proactive
Increase
long-termfocus
andorganise
theHRfunction
aroundprofit
To deliver
business
value through
the talent and
flexibility of
its people
If you could design the perfect HR function, what
would be its mission and structure?
Despite the potential for disruption, HR professionals
foresee an exciting future for their function and have
a strong belief that HR can continue to deliver value
to their organisation.
HR DISRUPTION
AND THE FUTURE
Deliveran
outward-looking
HRproces

GLOBAL RESULTS
24
By a wide margin, HR professionals
are more optimistic today about
employee engagement compared
with five years ago. Half (50 per cent)
believe engagement has improved,
compared with only 20 per cent who
think employee engagement has
deteriorated since 2010.
Opinion surveys remain, by far,
the most used tool for measuring
engagement (82 per cent), although
six in ten (59 per cent) track retention
levels as a measure of engagement.
A sizeable proportion still do not
measure employee engagement at
all, despite the board making it a
priority for the HR function. ‘Other’
metrics include: ‘informal feedback’,
‘performance review curve’ and
‘employee development dialogue’.
HR professionals believe that
promoting a positive, open culture
can contribute most to enhancing
employee engagement (83 per cent).
However, staff events (70 per cent)
and offering flexible work (53 per
cent) will be used by a majority of HR
professionals to improve employee
engagement.
Twice as many HR professionals optimistic about
employee engagement compared with past
Majority of HR professionals rely on surveys to
measure employee engagement
Open culture rated higher than staff events and
flexible working to enhance employee engagement
Chart 22.Compared with five years ago,has employee engagement got better or worse?
Chart 23. How do you measure employee engagement?
Chart 24. What methods are you using to engage your employees?
EMPLOYEE ENGAGEMENT
50+30+20+A n Better
n Same
n Worse
30%
20%
50%
Opinionsurveys
Retentionlevels
Other
Promotingapositive,openculture
Staffevents(social,charitableetc.)
Flexibleworkingpractices
Staffforums
Creativerewardstructures
820=82%
590=59%
120=12%
830=83%
700=70%
530=53%
470=47%
450=45%

GLOBAL RESULTS
25
Chart 25.Does your organisation have a talent management programme in place? Yes
(Small = company with <100 employees,Mid-sized = 100 –999,Large = 999+)
Chart 26.What reward initiatives is your company using to engage and attract employees?
Table 5.What reward initiatives is your company using to engage and attract employees?
Healthcare benefits
TALENT MANAGEMENT
Six in ten HR professionals (61 per
cent) have a talent management
programme in place. This is essentially
unchanged from last year (63 per cent).
However, at smaller organisations the
proportion of HR professionals with a
formal talent management programme
in place has dropped by 8 per cent.
There is slightly more investment in
talent management programmes at
mid-sized organisations this year (60
per cent of HR professionals have
one; unchanged from last year). Large
company HR professionals are most
likely to invest in talent management.
A large majority of HR professionals
(71 per cent) indicate that healthcare
benefits are the most popular method
of rewarding employee engagement
and talent retention. Flexible benefits
are also used by over half of HR
professionals (55 per cent).
Across the regions surveyed, the top
reward offered to attract and engage
employees is healthcare benefits. A
large majority of HR professionals
provide rewards, and almost eight in
ten HR professionals in the Nordics
offer healthcare benefits, compared
with 66 per cent in Asia-PAC.
HR professionals at smaller organisations indicating
less investment in talent management
HR professionals use healthcare benefits as primary
reward for talent retention schemes
Healthcare benefits most offered as reward for
employee engagement
Healthcarebenefits
Flexiblebenefits
Discountschemes
Non-monetary
710=71%
550=55%
370=37%
320=32%
610=61%
630=63%
460=46%
540=54%
600=60%
600=60%
710=71%
700=70%
Average
Small
Mid-sized
Large
Region Top reward % Offering
Nordics Healthcare benefits 78%
United Kingdom Healthcare benefits 75%
Global Av. Healthcare benefits 71%
Europe Healthcare benefits 71%
Asia-PAC Healthcare benefits 66%
50=2015
50=2014

GLOBAL RESULTS
26
Far more HR professionals (76 per
cent) focus their talent management
strategy on developing talent
compared with rewarding people
(45 per cent). Seven in ten use talent
management to develop future leaders
and prepare for succession, while six
in ten include a focus on recruitment
(63 per cent) and reinforcing
behaviour and values (60 per cent).
However, less than half of HR
professionals (47 per cent) measure
the effectiveness of leadership
development. Given the importance
placed on talent management and
leadership development by the
board, it is surprising that so few HR
professionals seek to measure results.
The exception is HR professionals in
Asia-Pacific, where a majority (60 per
cent) do track results.
For those HR professionals who
measure leadership development
results, a majority (55 per cent) track
leadership behaviours, while four
in ten (38 per cent) use employee
retention figures to measure success.
Only a quarter (24 per cent) link
company profitability to leadership
development.
Only approximately one in ten HR
professionals rate their leadership
development programme as ‘very
effective’ while three in ten admit it is
‘not effective’.
Internal and management focus for talent
management, over external recruitment value
Fewer HR professionals in Europe track leadership
development metrics compared with ASIA-PAC
Fewer HR professionals link leadership development
results to profitability
Nine in ten leadership development programmes
could be better
Chart 27. What does your talent management strategy include?
Chart 28. Do you measure the effectiveness of your leadership development? Yes
Chart 29. If‘yes’,how do you measure your leadership development?
Chart 30. How effective is your leadership development?
Talentdevelopment
Succession
Recruitment
Behavioursandvalues
Rewardingtalent
760=76%
710=71%
700=70%
630=63%
600=60%
450=45%
ASIA-PAC
GlobalAv.
Nordics
Europe
UK
Companyprofitability
Employeeretentionfigures
Leadershipbehaviours
600=60%
470=47%
440=44%
420=42%
410=41%
240=24%
380=38%
550=55%
10+62+28+A n Very effective
n Quite effective
n Not effective
10%
28%
62%

GLOBAL RESULTS
27
Eight in ten HR professionals confident they provide
an effective environment to develop skills
Asia-Pacific rate themselves highest at creating
positive skills environment
Progress shown in deployment of performance
management programmes
Large majority of HR professionals committed to ‘high
performance strategy’
Chart 31. How strongly do you agree that your organisation provides an effective
environment to develop skills?
Chart 32. How strongly do you agree that your organisation provides an effective
environment to develop skills? Agree or Strongly agree
Chart 33.To what extent has a performance management programme been
implemented at your company?
Chart 34.To what extent is a high performance strategy important to your
company?
A large majority of HR professionals
(83 per cent) agree or strongly agree
that their organisation provides an
effective environment to develop
skills. However, this is not a uniform
view from HR professionals around the
world.
A majority of HR professionals in
the UK and Europe (77 per cent and
78 per cent) believe they offer an
effective environment to develop
skills. HR professionals from Asia-
Pacific are even more optimistic (90
per cent) regarding their environment
to develop skills, above the global
average (83 per cent).
There has been some progress in the
past 12 months in the deployment of
performance management programmes.
While the proportion of HR professionals
who have fully rolled out their
programme remains static at 30 per
cent, there has been a 5 per cent jump
(from 28 per cent to 33 per cent) of HR
professionals who have most initiatives
in place (although there are still gaps).
The proportion of HR professionals
with no performance management
programme in place has fallen from 13
per cent to 10 per cent this year.
The focus by HR professionals on
performance is reinforced clearly
with only 6 per cent reporting that ‘a
high performance strategy’ was not
important to their organisation. Six in
ten HR professionals (57 per cent) rated
‘high performance’ as very important.
ASIA-PAC
GlobalAv.
Nordics
Europe
UK
900=90%
830=83%
820=82%
780=78%
770=77%
19+65+15+1+A
57+37+6+A
n Strongly agree
n Agree
n Disagree
n Strongly disagree
n Strongly agree
n Agree
n Disagree
16%
6%
1%
19%
57%
65%
37%
900=30%
900=30%
990=33%
840=28%
810=27%
840=28%
300=10%
390=13%
Fully
Mostly
Partially
Noextent
50=2015
50=2014

GLOBAL RESULTS
28
The gender split in HR remains
essentially unchanged compared
with last year. Almost two-thirds of
respondents (65 per cent) were female,
compared with 62 per cent last year.
However, at the Chief HR Officer level
the demographic switches to a more
balanced 50 per cent male and 50 per
cent female. This is an improvement
on the senior HR leadership
demographic last year (where 61
per cent were male and 39 per cent
female).
A majority of HR professionals (55
per cent ) have ‘all’ or ‘most’ diversity
programmes in place, up slightly on
last year. However, this suggests there
has been little or no diversity progress
for 45 per cent.
Diversity programmes are being
implemented at different speeds in
various global regions. The Nordics
have the highest implementation rate
(57 per cent) but only 54 per cent are
satisfied with this progress.
More than half of HR professionals believe they have
mostly or fully delivered diversity initiatives
Regional satisfaction with diversity progress often
higher than implementation of programmes
Chart 35.To what extent do you have a formal strategy/policy for promoting
diversity in your organisation?
Chart 36.Are diversity programmes in place and are you satisfied with how diversity is
progressing in your organisation?
DIVERSITY
19
33
28
29
20
15
33
660=22%
570=19%
570=57%
540=54%
990=33%
960=32%
560=56%
630=63%
840=28%
870=29%
550=55%
580=58%
510=17%
600=20%
540=54%
530=53%
530=53%
570=57%
Allrelevant policiesinplace
Mostinitiativesinplace
Someinitiatives,butmajorgaps
Veryfewinitiativesinplace
Nordics
ASIA-PAC
GlobalAv.
UnitedKingdom
Europe
50=
50=
Arediversityprogrammesinplace
inallormostofyourorganisation?
Areyousatisfiedwithhow
diversityisprogressing?
50=2015
50=2014

GLOBAL RESULTS
29
Government HR functions lead the way, delivering
‘all or most’ of their diversity programme
In most sectors satisfaction exceeds actual progress
with diversity programmes
Chart 37.To what extent do you have a formal strategy/policy for promoting
diversity in your organisation? All/Most by sector
Chart 38.Are diversity programmes in place and are you satisfied with how
diversity is progressing in your organisation?
Progress of diversity programme
implementation varies greatly
between sectors.
However, for a number of sectors,
satisfaction with their diversity
programme outpaces the actual
implementation progress. In Retail, for
example, although only 53 per cent of
HR professionals have implemented
all or most of their diversity
programme, 67 per cent are happy
with this apparent progress. The only
sectors where implementation exceeds
satisfaction are Financial Services (by
10 per cent), Government (8 per cent),
Technology (3 per cent) and Transport
(3 per cent).
560=56%
460=46%
880=88%
800=80%
570=57%
610=61%
610=61%
580=58%
470=47%
520=52%
570=57%
540=54%
390=39%
470=47%
660=66%
670=67%
650=65%
660=66%
530=53%
670=67%
FinancialServices
Government
Technology
Transport
Non-profit
Healthcare
Manufacturing
Construction
Retail
Government
Non-profit
Healthcare
Technology
Transport
FinancialServices
Average
Retail
Manufacturing
Construction
880=88%
660=66%
650=65%
610=61%
570=57%
570=57%
560=56%
550=55%
530=53%
470=47%
390=39%
50=Mostorallimplemented
50=Satisfactionwithdiversity

GLOBAL RESULTS
30
Compared with the previous two
years, more HR professionals moved
job in 2015 (21 per cent compared with
16 per cent in 2014 and 17 per cent in
2013). Similarly, the proportion of HR
professionals who have been with
their current employer for six years or
more is falling.
Looking ahead, although 50 per cent of
HR professionals plan to be in a new
job in the next two years this is down
on previous trends (57 per cent in 2014
and 56 per cent in 2013 planned a
job move within a similar timescale).
Given the higher proportion of HR
professionals who moved job in
the past 12 months, a shift towards
medium-term career planning is
understandable.
Job turnover for HR professionals increased in 2015
Fewer HR professionals planning immediate job move
compared with previous years
Chart 39. How long have you worked for your current employer?
Chart 40. How long, from this point onwards, do you expect to stay with your
current employer?
HR CAREER
420=21%
320=16%
340=17%
400=20%
540=27%
460=23%
520=26%
560=28%
520=26%
600=30%
560=30%
520=33%
570=29%
520=26%
520=26%
700=35%
580=28%
620=31%
320=16%
360=18%
360=18%
180=9%
180=9%
160=8%
160=8%
240=12%
260=13%
120=6%
120=6%
100=5%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2013
50=2015
50=2014
50=2013

31
GLOBAL RESULTS
Job satisfaction has stabilised within
the HR professional community with
approximately one-third (32 per cent)
reporting to be ‘very fulfilled’ in their role.
Overall, 82 per cent of HR professionals
are satisfied, almost unchanged from
81 per cent last year, but down from the
high of 85 per cent in 2013.
A number of the indicators that
contribute to the job satisfaction of HR
professionals are falling. An important
role for HR (49 per cent) and the ability
to undertake interesting work (44 per
cent) remain the top factors, but both
are falling. Financial considerations
play a bigger role in job satisfaction
this year. Having a financially secure
organisation is important for 18 per
cent (up 4 per cent) and a good salary
is important for 27 per cent (up 5 per
cent). However, the fastest-growing
contributor is ‘a culture of open
communication’, important for 28 per
cent (up 7 per cent this year).
2015 2014 2013
Annual
change
A sense that HR has an important role to play in the organisation 49% 51% 58% -2%
Interesting and exciting work 44% 53% 55% -9%
A feeling that I am empowered 38% 42% 40% -4%
An opportunity to shape the business strategy 37% 41% 41% -4%
Access to management/contribute to strategy 32% 34% 37% -2%
A culture of open communication 28% 21% 24% 7%
Good salary 27% 22% 26% 5%
Competent management and a vision for the future 23% 28% 27% -5%
A creative/entrepreneurial environment 22% 22% 21% 0%
A reputation for fairness and respect 20% 18% 20% 2%
The opportunity to build a rewarding career 20% 19% 20% 1%
A financially secure organisation 18% 14% 14% 4%
Working for a brand I align with 18% 18% 17% 0%
A large organisation – international career opportunities 12% 11% 13% 1%
HR professionals’ job satisfaction stabilises, remains
lower than peak in 2013
Chart 41. How fulfilling do you find your current role?
Many indicators of HR professional job satisfaction have dropped in the past 12 months
Table 6. Please identify the three factors which contribute most to your sense of fulfilment.
640=32%
640=32%
720=37%
1000=50%
980=49%
960=48%
300=15%
320=16%
240=12%
60=3%
80=4%
60=3%
Veryfulfilling
Quitefulfilling
Notveryfulfilling
Notatallfulfilling
50=2015
50=2014
50=2013

GLOBAL RESULTS
32
The top reason why HR professionals
move job remains ‘a fresh challenge’
(for 64 per cent). However, this has
dropped 3 per cent since 2014, and
is the only indicator to fall. Greater
involvement in business strategy is an
important reason for moving job for
almost half (48 per cent), up 3 per cent
this year.
Yet the fastest-growing reason for HR
professionals to move job is ‘more
money’: up 9 per cent since last year,
and important to 42 per cent. The
importance of work/life balance is also
growing, but it is not increasing as fast
as the financial incentive to move.
2015 2014
Annual
change
A fresh challenge 64% 67% -3%
Greater involvement in
business strategy
48% 45% 3%
More money 42% 33% 9%
Better work/life balance 42% 36% 6%
Major change programme 24% 21% 3%
Seat on the board 21% 18% 3%
Greater budget responsibility 14% 9% 5%
Greater financial stability of
employer
14% 9% 5%
The challenge of a new job remains most important
factor in decision to move, but it is falling
Fastest-growing reason to move job is ‘more money’
Table 7. If you were to move to a new role/organisation, which of the following
factors would most affect your decision making?
Chart 42. If you were to move to a new role/organisation, which of the following
factors would most affect your decision making?
Afreshchallenge
Greaterinvolvementinbusinessstrategy
Majorchangeprogramme
Seatontheboard
Greaterbudgetresponsibility
Greaterfinancialstabilityofemployer
Betterwork/lifebalance
Moremoney
-3%300=
300=3%
300=3%
300=3%
500=5%
500=5%
600=6%
900=9%

GLOBAL RESULTS
33
More HR professionals advancing their career to the
executive management level
HR professionals set their sights on the C-suite during
their career
Chart 43.Are you a member of the operational board/executive management
team of your organisation? Yes
Chart 44. What role do you ultimately aspire to?
A higher proportion of HR
professionals are being appointed to
their executive management team
or operational board. This year 54 per
cent of respondents report their career
milestone, compared with 50 per cent
last year.
The career aspirations of HR
professionals appear to be rising. More
respondents are aiming to join the
C-suite and represent the HR function
during their career (23 per cent),
compared with 21 per cent last year.
A growing number also aspire to run
their organisation as CEO; 12 per cent
hold this as an ambition, up from 8 per
cent last year.
1000=54%
880=50%
50=2015
50=2014
50=2015
50=2014
920=23%
840=21%
840=21%
920=23%
640=16%
760=19%
480=12%
320=8%
240=6%
200=5%
240=6%
160=4%
240=6%
320=8%
120=3%
80=2%
ChiefHROfficer
VP/DirectorHR
HeadofHR
ChiefExecutive
HRBusinessPartner
ChiefOperatingOfficer
(Senior)ManagerHR
OtherC-Level

GLOBAL RESULTS
34
HR SALARIES
Based on the analysis of 526 HR
professionals who provided salary
information, we have calculated that
the average salary for HR professionals
who responded to the survey is €99,715
per year.
Across the main regions of the survey
audience, a Chief HR Officer can earn,
on average, almost €150,000 per year,
while their VP/Director can command
almost €135,000. Salary inflation is
steady throughout the leadership
ranks of the HR function.
Chief HR Officers at larger
organisations (1,000+ people) can
command the highest salaries in HR.
Many small firms (fewer than 100
employees) do not have a VP of HR
or Chief HR Officer; in fact senior HR
Managers are paid – on average – more
highly than Head of HR job titles at
smaller organisations. This may be due
to the smaller size of the HR function
and the use of job titles in smaller
organisations.
Average annual HR salary by region
Average salary by HR job description
Average salary by HR job description and size of
organisation
Table 8. What is your base salary? Average by region
Table 9. What is your base salary? Average by job title
Table 10. What is your base salary? Average by job title and size of organisation
UK €111,413
Europe €103,846
Global Average €99,715
Nordics €98,582
ASIA-PAC €77,123
Chief HR Officer €149,057
VP/Director HR €134,184
Head of HR €93,750
(Senior) HR Manager €77,950
HR Exec (non-manager) €73,454
Small Mid Large
Chief HR Officer N/A €132,143 €169,231
VP/Director HR €125,000 €117,442 €148,558
Head of HR €68,750 €89,423 €113,971
HR Manager €77,381 €74,242 €89,286
HR Exec (non-manager) €70,000 €72,159 €77,500

GLOBAL RESULTS
35
Three-quarters of HR professionals are
eligible for a performance bonus in
addition to their annual salary.
A majority of HR professionals – seven
in ten – are satisfied or extremely
satisfied with their remuneration.
More than one in ten (12 per cent) are
extremely satisfied and believe they
are well rewarded for what they do.
The largest proportion are happy and
see their remuneration package as fair,
while 28 per cent feel they are paid less
than they are worth.
75+25+A
n Yes
n No
75%
25%
Large majority of HR professionals qualify for bonus
Chart 45.Are you eligible for a performance bonus?
Most HR professionals satisfied with remuneration
Chart 46. Overall,how satisfied are you with your current remuneration package?
60
+28+12+An Extremely satisfied
n Satisfied
n Dissatisfied
12%
28%
60%

OUR PORTFOLIO OF
SURVEYS FOR 2016...
CIO SURVEY / TECHNOLOGY SURVEY
HUMAN RESOURCES SURVEY / THE BOARD REPORT
WWW.HARVEYNASH.COM

REGIONAL PROFILES
38
ASIA-PACIFIC (APAC) REGION
Compared with the global average, an HR professional from APAC is…
Less likely to be
global in outlook
12 per cent have a global spread
of responsibility, 5 per cent lower
than the global average (17 per
cent)
More satisfied
with HR image
69 per cent are satisfied with
the image of HR, 4 per cent
higher than the global average
(65 per cent)
Less focused
on employee
engagement
14 per cent identify employee
engagement as their top HR
priority, 9 per cent less than the
global average (23 per cent)
More likely to
value metrics and
HR reporting
64 per cent rate the use of
metrics and HR reporting very
important, 7 per cent more than
the global average (57 per cent)
More troubled
by recruitment
challenges
65 per cent expect recruitment
challenges in the next two
years, 8 per cent more than the
Less likely to offer
flexible working
16 per cent do NOT offer any type
of flexible work options, 5 per cent
higher than the global average (11
per cent)
More dependent
on overseas
workers
27 per cent will increase their use
of talent sourced from overseas,
4 per cent higher than the global
average (23 per cent)
Equally likely to
invest in talent
management
60 per cent have implemented
a talent management
programme, the same
percentage as the global
More satisfied
with diversity
progress
progress of diversity programme,
Asia-PAC includes Australia, China, Japan, Singapore and Vietnam.

REGIONAL PROFILES
39
HR professionals from APAC are
less focused on talent management
this year, although it remains the
top HR priority for more than six in
ten (62 per cent), a drop from 76 per
cent last year. Less focus is also being
given to employee engagement
and leadership capability this year
(both down 13 per cent). However,
recruitment has become a top
priority for 62 per cent of APAC HR
professionals (up 7 per cent), and
employee retention is growing in
importance (up 13 per cent). Almost
twice as many HR professionals in
APAC are focused on training and
education, up from 26 per cent last
year to 53 per cent today.
When it comes to their own career
development, HR professionals
from APAC are less likely to move
job in the immediate future. Eleven
per cent plan to move job in the
next year, compared with 13 per
cent in 2014. In fact, possibly as a
result of economic instability in
the region, more than a quarter of
HR professionals in APAC (26 per
cent) would prefer to stay with their
current employer for six years or
more, up from 17 per cent when
asked last year.
Top HR priorities in APAC
APAC HR professionals planning to move job
620=62%
760=76%
620=62%
550=55%
600=60%
470=47%
580=58%
400=40%
570=57%
370=37%
550=55%
680=68%
530=53%
260=26%
480=48%
610=61%
480=48%
470=47%
420=42%
450=45%
Talentmanagement
Recruitment
Employeeretention
HRSystems&Processes
Employeeengagement
Training&education
Culturedevelopment
110=11%
130=13%
270=27%
270=27%
370=37%
430=43%
140=14%
100=10%
120=12%
70=7%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014
Key priorities the Board wants to address
How long from this point onwards do you expect to stay with
your current employer?

REGIONAL PROFILES
40
GERMANY
Compared with the global average, an HR professional from Germany is…
More likely to be
global in outlook
of responsibility, 25 per cent
(17 per cent)
Equally satisfied
with HR image
the image of HR, the same
percentage as the global average
(65 per cent)
Less focused
on employee
engagement
More likely to
value metrics and
HR reporting
important, 13 per cent more
cent)
Less troubled
by recruitment
challenges
challenges in the next two years,
37 per cent less than the global
Equally likely
to offer flexible
working
10 per cent do NOT offer any
type of flexible work options,
the same percentage as the
More dependent
on overseas
workers
30 per cent will increase their
use of talent sourced from
overseas, 7 per cent higher than
More likely to
invest in talent
management
69 per cent have implemented a
talent management programme,
Less satisfied
with diversity
progress
50 per cent are satisfied
with progress of diversity
programme, 8 per cent lower
cent)

REGIONAL PROFILES
41
Top HR priorities in Germany
German HR professionals planning to move job
9
8
7
20
13
10
13
46
47
Change management (up 13 per
cent) has replaced employee
retention (down 4 per cent) as
the top priority for most HR
professionals in Germany.
Leadership capability is also a
rising priority (for 73 per cent) of
HR professionals, up 4 per cent.
Also more important this year
are HR systems and processes (up
9 per cent), while recruitment
(down 16 per cent), employee
engagement (down 33 per cent)
and performance metrics (down
10 per cent) are all less of a priority
this year.
HR professionals in Germany are
more likely to be planning a career
move in the next year (25 per cent)
compared with last year (9 per
cent). Fewer HR professionals in
Germany plan to move job in the
next 2–5 years compared with last
year, and 37 per cent plan to stay
in their current roles for more than
six years, compared with 18 per
cent who had the same intention
last year.
820=82%
690=69%
730=73%
770=77%
730=73%
690=69%
640=64%
770=77%
550=55%
460=46%
460=46%
620=62%
360=36%
690=69%
360=36%
460=46%
Changemanagement
Employeeretention
Talentmanagement
HRSystems&Processes
Recruitment
Employeeengagement
Performancemetrics
250=25%
90=9%
130=13%
270=27%
250=25%
460=46%
120=12%
80=8%
250=25%
100=10%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014

REGIONAL PROFILES
42
HONG KONG
Compared with the global average, an HR professional from Hong Kong is…
Less likely to be
global in outlook
lower than the global average
(17 per cent)
Less satisfied with
HR image
58 per cent are satisfied with the
image of HR, 7 per cent lower
cent)
Less focused
on employee
engagement
Equally likely to
value metrics and
HR reporting
important, the same percentage
as the global average (57 per
cent)
More troubled
by recruitment
challenges
11 per cent more than the global
More likely to
offer flexible
working
Equally
dependent on
overseas workers
overseas, the same percentage
cent)
Less likely to
invest in talent
management
13 per cent lower than the global
Less satisfied
with diversity
progress
than the global average (58
per cent)

REGIONAL PROFILES
43
Top HR priorities in Hong Kong
Hong Kong HR professionals planning to move job
Employee engagement has replaced
talent management as the top
priority for HR professionals in Hong
Kong this year. Eight per cent more
HR professionals in Hong Kong are
focused on employee retention this
year compared with last year, while
both performance management and
organisational growth planning
are up 17 per cent this year. Local
HR professionals are also spending
more time on organisational culture
(up 11 per cent) and management
development (up 15 per cent),
although succession planning is 10
per cent lower this year.
Significantly more HR professionals
from Hong Kong are planning to
move job in the next 12 months.
Almost a quarter (24 per cent) hope
to change role compared with only
6 per cent who had the same plans
last year. Another quarter (24 per
cent) will move in the next two
years, while a larger proportion
(38 per cent) will wait 3–5 years
before planning their next career
more. Fewer than one in five HR
professionals in Hong Kong (14
per cent) are planning a long-term
career with their current employer
(down from 19 per cent last year).
580=58%
670=67%
580=58%
500=50%
560=56%
390=39%
560=56%
390=39%
540=57%
780=37%
540=54%
500=50%
500=50%
390=39%
480=48%
330=33%
460=46%
560=56%
Employeeengagement
Employeeretention
Talentmanagement
Culturedevelopment
Succession
240=24%
60=6%
240=24%
380=38%
380=38%
380=38%
90=9%
130=13%
50=5%
60=6%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014

REGIONAL PROFILES
44
Compared with the global average, an HR professional from Ireland is…
More likely to be
global in outlook
21 per cent have a global
spread of responsibility, 4 per
cent higher than the global
Less satisfied
with HR image
(65 per cent)
More focused
on employee
engagement
priority, 15 per cent higher than
Less likely to
value metrics and
HR reporting
important, 5 per cent less than
More troubled
by recruitment
challenges
years, 10 per cent more than
the global average (57 per
cent)
Equally likely
to offer flexible
working
type of flexible work options, the
same percentage as the global
More dependent
on overseas
workers
overseas, 12 per cent higher
cent)
Equally likely to
invest in talent
management
a talent management
programme, the same
More satisfied with
diversity progress
21 per cent higher than the
IRELAND

REGIONAL PROFILES
45
There has been a major shift in the
priorities of HR professionals in
Ireland. Last year the top priorities
were employee engagement (down
26 per cent this year) and leadership
capability (down 39 per cent this
year). This year, recruitment (up 16
per cent) has leapt into the priority
most concerning HR professionals
in Ireland. Employee retention (up
5 per cent) is one of the few other
HR priorities to increase this year,
alongside HR systems and processes
(up 3 per cent).
Fewer HR professionals in Ireland
are planning to move job this year
(14 per cent) compared with 25 per
cent last year. However, a third of
local HR professionals (32 per cent)
expect to be in a new job within the
next two years. The largest proportion
(40 per cent) will move role in the
next 3–5 years, while 14 per cent are
committing to their current employer
for more than six years, down from 16
per cent last year.
Top HR priorities in Ireland
Ireland HR professionals planning to move job
50=2015
50=2014
630=63%
470=47%
590=59%
670=67%
540=54%
800=80%
500=50%
670=67%
430=43%
530=53%
450=45%
400=40%
430=43%
600=60%
360=36%
400=40%
360=36%
330=33%
340=34%
730=73%
Recruitment
Talentmanagement
Employeeengagement
Employeeretention
Training&education
HRSystems&Processes
50=2015
50=2014
140=14%
250=25%
320=32%
250=25%
400=40%
330=33%
80=8%
80=8%
60=6%
80=8%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years

REGIONAL PROFILES
46
Compared with the global average, an HR professional from the Netherlands is…
Less likely to be
global in outlook
cent lower than the global
Less satisfied with
HR image
cent)
Equally focused
on employee
engagement
priority, the same percentage
cent)
More likely to
value metrics and
HR reporting
cent)
Less troubled
by recruitment
challenges
More likely to
offer flexible
working
Equally
dependent on
overseas workers
overseas, the same percentage
cent)
More likely to
invest in talent
management
Less satisfied
with diversity
progress
than the global average (58
per cent)
THE NETHERLANDS

REGIONAL PROFILES
47
HR professionals in the Netherlands
are placing more emphasis on
employee engagement (63 per cent)
compared with 55 per cent who
made it an HR priority last year.
Also more important to local HR
professionals this year are training
(up 8 per cent), employee retention
(up 13 per cent) and recruitment (up
15 per cent). However, fewer HR
professionals from the Netherlands
will focus on talent management
(down 15 per cent), which was their
top priority last year. Leadership
capability (down 10 per cent) and
change management (down 9 per
cent) also receive less attention.
Fewer HR professionals from the
Netherlands are planning to move
job this year (11 per cent) compared
with 28 per cent last year. However,
far more HR professionals (50 per
cent) plan to change role within the
next 24 months, more than double
the 21 per cent who planned a
similar move last year.
Top HR priorities in the Netherlands
The Netherlands HR professionals planning to move job
630=63%
550=55%
550=55%
470=47%
540=54%
410=41%
540=54%
390=39%
520=52%
670=67%
500=50%
600=60%
500=50%
390=39%
420=42%
510=51%
410=41%
340=34%
Employeeengagement
Training
Employeeretention
Recruitment
Talentmanagement
HRSystems&Processes
Changemanagement
Culturedevelopment
110=11%
280=28%
500=50%
210=21%
220=22%
260=26%
110=11%
140=14%
60=6%
110=11%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014

REGIONAL PROFILES
48
Compared with the global average, an HR professional from Norway is…
Less likely to be
global in outlook
(17 per cent)
More satisfied
with HR image
image of HR, 10 per cent higher
cent)
More focused
on employee
engagement
priority, 4 per cent more than
Less likely to
value metrics and
HR reporting
Less troubled
by recruitment
challenges
years, 18 per cent less than the
Equally likely
to offer flexible
working
Less dependent
on overseas
workers
overseas, 7 per cent lower than
Less likely to
invest in talent
management
a talent management
cent)
More satisfied
with diversity
progress
programme, 14 per cent higher
cent)
NORWAY

REGIONAL PROFILES
49
Compared with other regions there
is more stability when comparing
the priorities for HR professionals in
Norway between last year and this
year. Recruitment and HR systems
and processes (68 per cent) remain
the top two priorities, both up 4 per
cent since last year. There are also
more HR professionals in Norway
focused on talent management (up 5
per cent), employee engagement (up
4 per cent) and culture development
(up 12 per cent). The only HR priority
to receive the attention of fewer HR
professionals in Norway this year is
training and education (down 2 per
cent).
Fewer HR professionals in Norway
are planning to move role next year.
Only 8 per cent expect to change
job compared with 11 per cent last
year. However, three in ten HR
professionals in Norway would
like to be in a new role within the
next 24 months. The majority of
HR professionals in Norway (61
per cent) expect to stay with their
current employer for at least the next
three years.
Top HR priorities in Norway
Norway HR professionals planning to move job
680=68%
640=64%
680=68%
640=64%
640=64%
590=59%
590=59%
540=54%
560=56%
440=44%
540=54%
460=46%
540=54%
440=44%
520=52%
510=51%
510=51%
530=53%
Recruitment
HRSystems&Processes
Talentmanagement
Employeeengagement
Culturedevelopment
Changemanagement
Employeeretention
Training
80=8%
110=11%
310=31%
260=26%
410=41%
470=47%
160=16%
130=13%
40=4%
40=4%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014

REGIONAL PROFILES
50
POLAND
Compared with the global average, an HR professional from Poland is…
Less likely to be
global in outlook
(17 per cent)
Less satisfied with
HR image
(65 per cent)
Less focused
on employee
engagement
Less likely to
value metrics and
HR reporting
important, 24 per cent less
cent)
Equally troubled
by recruitment
challenges
years, the same percentage as
Equally likely
to offer flexible
working
type of flexible work options, the
same percentage as the global
More dependent
on overseas
workers
cent)
Less likely to
invest in talent
management
a talent management
cent)
More satisfied
with diversity
progress

REGIONAL PROFILES
51
Top HR priorities in Poland
Poland HR professionals planning to move job
910=91%
580=58%
550=55%
600=60%
550=55%
380=38%
460=46%
500=50%
270=27%
540=54%
180=18%
450=45%
90=9%
210=21%
Recruitment
Employeeengagement
Employeeretention
Culturedevelopment
Diversity
220=22%
200=20%
440=44%
300=30%
220=22%
350=35%
120=12%
150=15%
Lessthan1year
1-2years
3-5years
6-10+years
Significantly more HR professionals
in Poland (91 per cent) are making
recruitment a top priority compared
with their global peers (58 per cent).
Local HR professionals are also
more likely to invest their time and
resources in organisational growth;
55 per cent will make it a priority
next year compared with only 38
per cent of global HR professionals.
However, compared with their
global peers, HR professionals
in Poland are less likely to make
employee engagement and
employee retention a priority,
and they are far less likely to
make performance management,
culture development and diversity
initiatives a priority.
HR professionals in Poland are
slightly more likely to want to move
job this year compared with their
global peers; 22 per cent plan to
move compared with 20 per cent of
global HR professionals. They are
significantly more likely to move
role within the next 24 months,
with more than four in ten (44 per
cent) expecting to change employer
in this timescale compared with
only three in ten HR professionals
globally (30 per cent).
50=2015
50=2014
50=2015
50=2014

REGIONAL PROFILES
52
SWEDEN
Compared with the global average, an HR professional from Sweden is…
More likely to be
global in outlook
Equally satisfied
with HR image
the image of HR, the same
Less focused
on employee
engagement
Less likely to
value metrics and
HR reporting
Equally troubled
by recruitment
challenges
years, the same percentage as
More likely to
offer flexible
working
More dependent
on overseas
workers
cent)
Less likely to
invest in talent
management
a talent management
cent)
Less satisfied with
diversity progress
cent)

REGIONAL PROFILES
53
The priority that most HR
professionals in Sweden continue
to focus on is leadership capability
(61 per cent), almost unchanged
from last year (62 per cent).
There are 9 per cent more HR
professionals in Sweden who
will invest time and resources
in employee engagement this
year compared with last year.
Two priorities that are receiving
less attention this year are talent
management (down 6 per cent)
and performance management
(down 7 per cent).
Fewer HR professionals in
Sweden plan to move job in the
next 12 months. One in five (21
per cent) will look to change role
this year, down from 26 per cent
last year. Fewer are planning to
move within the next two years
also, down 4 per cent compared
with the previous year. Most HR
professionals in Sweden (39 per
cent) intend to stay with their
current employer for the next 3–5
years, a higher proportion than
last year.
Top HR priorities in Sweden
Sweden HR professionals planning to move job
610=61%
620=62%
570=57%
480=48%
530=53%
590=59%
510=51%
500=50%
480=48%
550=55%
470=47%
410=41%
460=46%
480=48%
400=40%
400=40%
Employeeengagement
Talentmanagement
Changemanagement
Culturedevelopment
Recruitment
HRSystems&Processes
210=21%
260=26%
280=28%
320=32%
390=39%
310=31%
90=9%
80=8%
20=2%
30=3%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014

REGIONAL PROFILES
54
SWITZERLAND
Compared with the global average, an HR professional from Switzerland is…
More likely to be
global in outlook
(17 per cent)
More satisfied with
HR image
cent)
More focused
on employee
engagement
36 per cent identify
employee engagement as
their top HR priority, 13 per
cent more than the global
Less likely to
value metrics and
HR reporting
Less troubled
by recruitment
challenges
Equally likely
to offer flexible
working
Less dependent on
overseas workers
More likely to
invest in talent
management
Equally satisfied
with diversity
progress
programme, the same

REGIONAL PROFILES
55
HR professionals in Switzerland
have shifted their focus this year.
Fewer are focused on recruitment
(down 17 per cent), while more are
focused on change management (up
11 per cent) and talent management
(up 13 per cent). In addition,
there are significantly fewer
HR professionals in Switzerland
investing their time and resources in
management development activity
(down 13 per cent) and HR systems
and processes (down 28 per cent) this
year.
Slightly more HR professionals in
Switzerland plan to move job this
year (12 per cent) compared with 10
per cent last year. However, there
are also more HR professionals in
Switzerland planning to commit to
their current employer for longer.
There has been a 5 per cent increase
in those expecting to stay for 6–10
years, and a 4 per cent increase in
those planning to stay for more than
ten years.
Top HR priorities in Switzerland
Switzerland HR professionals planning to move job
690=69%
580=58%
690=69%
560=56%
610=61%
660=66%
580=58%
750=75%
580=58%
600=60%
530=53%
510=51%
420=42%
550=55%
360=36%
640=64%
Changemanagement
Talentmanagement
Recruitment
Employeeengagement
HRSystems&Processes
120=12%
100=10%
340=34%
370=37%
330=33%
420=42%
120=12%
70=7%
90=9%
50=5%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014

REGIONAL PROFILES
56
UNITED KINGDOM
Compared with the global average, an HR professional from the UK is…
More likely to be
global in outlook
Less satisfied with
HR image
cent)
More focused
on employee
engagement
priority, 6 per cent more than
More likely to
value metrics and
HR reporting
cent)
Equally troubled
by recruitment
challenges
Equally likely
to offer flexible
working
Less dependent
on overseas
workers
More likely to
invest in talent
management
Less satisfied
with diversity
progress
cent)

REGIONAL PROFILES
57
Marginally more HR professionals
in the UK prioritise employee
engagement as their top focus
(70 per cent) compared with last
year (69 per cent). The focus on
leadership capability has also
marginally increased (by 2 per
cent), while the proportion of HR
professionals in the UK focused
on talent management has
increased more substantially (by
9 per cent) in the past 12 months.
It appears that each of the top HR
priorities is requiring the focus
of more HR professionals in the
UK. Recruitment will be a focus
for 4 per cent more, succession
planning for 3 per cent more, and
employee retention for 1 per cent
more.
Fewer HR professionals in the UK
are planning to move job this year
(32 per cent) compared with 36
per cent who had plans to move
role in the last 12 months. A larger
proportion HR professionals in
the UK (28 per cent) plan to stay
with their current employer for
3–5 years, an increase of 8 per cent
compared with last year.
Top HR priorities in the UK
UK HR professionals planning to move job
700=70%
790=79%
670=67%
650=65%
640=64%
550=55%
570=57%
560=56%
570=57%
530=53%
540=54%
510=51%
510=51%
500=50%
Employeeengagement
Talentmanagement
Recruitment
Succession
Employeeretention
320=32%
360=36%
320=32%
320=32%
280=28%
200=20%
60=6%
70=7%
20=2%
50=5%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014

REGIONAL PROFILES
58
VIETNAM
Compared with the global average, an HR professional from the Vietnam is…
Less likely to be
global in outlook
cent lower than the global
More satisfied
with HR image
cent)
Less focused
on employee
engagement
priority, 9 per cent less than
More likely to
value metrics and
HR reporting
cent)
More troubled
by recruitment
challenges
Less likely to offer
flexible working
More dependent
on overseas
workers
cent)
Equally likely to
invest in talent
management
More satisfied
with diversity
progress
programme, 10 per cent higher
cent)

REGIONAL PROFILES
59
Compared with their global peers,
HR professionals in Vietnam are
more focused on recruitment
(8 per cent higher) but equally
focused on talent management
(62 per cent) compared with 61
per cent globally. However, HR
professionals in Vietnam are
significantly more invested in
HR systems and processes than
their global peers (16 per cent
higher), employee retention (10
per cent higher) and training and
education (20 per cent higher). HR
professionals in Vietnam are less
focused on employee engagement
(4 per cent lower) and leadership
capability (11 per cent lower).
HR professionals in Vietnam are
significantly less likely to move
job in the next year (8 per cent)
compared with the global average
(20 per cent). They are more
likely to commit to their current
employer for longer than the
global average. Almost three in
ten (27 per cent) would like to stay
in their current role for six years
or more, compared with 16 per
cent of HR professionals generally
around the globe.
Top HR priorities in Vietnam
Vietnam professionals planning to move job
10% 25% 36% 16% 14%
660=66%
580=58%
620=62%
610=61%
610=61%
450=45%
600=60%
500=50%
580=58%
380=38%
580=58%
540=54%
560=56%
600=60%
480=48%
450=45%
450=45%
560=56%
Recruitment
Talentmanagement
HRSystems&Processes
Employeeretention
Training&educationprogramme
Employeeengagement
Culturedevelopment
80=8%
200=20%
280=28%
300=30%
370=37%
350=35%
150=15%
100=10%
120=12%
60=6%
Lessthan1year
1-2years
3-5years
6-10years
Morethan10years
50=2015
50=2014
50=2015
50=2014

Harvey Nash Group plc
www.harveynash.com

2016 HR Survey

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