The document presents key findings from a global survey involving over 5,400 executives and employees, highlighting the evolving workforce dynamics for 2020, including the rise of contingent and flexible employment. It emphasizes the need for HR to adapt to these changes by improving leadership capabilities, bridging the skills gap, and leveraging technology for talent management. Additionally, the survey reveals a mismatch between employee expectations, particularly among millennials, and the offerings of employers, indicating a need for HR to develop more responsive strategies.

1. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 1
Nelly Boustany
HR Director SAP MENA
Driving Talent and Strategic Transformation through HR
technology

2. The 2020 Workforce
Building a strategic workforce for
the future
Key themes and analysis overview
August 2014

3. A global, cross-functional, multi-generational program
Over 5,400 executives and employees surveyed across 27 countries

4. Key themes
The New Face of Work
The Millennial Misunderstanding
What Matters Most at Work
The Leadership Cliff
Bridging the Skills Gap: The Learning Mandate

5. The New Face of Work

6. The 2020 Workforce will be increasingly flexible
46%46%
Employee technology
44%44%
38%38%
Compensation
Increased investment
in training
Investments in
HR technology41%41%
83%
of executives
say their firm is increasingly
using contingent,
intermittent, or consultant
employees.
Executives say these changes are
needed…

7. HR works with the C-suite, but does not drive strategy
Workforce
issues are an
afterthought in
business
planning.
Workforce
issues drive
strategy at the
board level.
HR is not
consulted at
all about
business
planning.
52%52% 26%26% 24%24%28%28% 31%31%
HR advises C-
suite
executives,
but does not
have a voice
in decision-
making.
HR works with
C-suite
executives to
make strategic
decisions
about the
business.
Executives say…

8. A lack of metrics and tools holds HR back
they have ample data
about the workforce.
they use quantifiable
metrics and
benchmarking as part
of workforce
development strategy.
39% 38%
they know how to
extract meaningful
insights from the data
available to them.
42%
Executives say…

9. Country Facts: Saudi Arabia

10. Country Facts: UAE

11. A Millennial Misunderstanding

12. Concern about Millennials entering the workforce, yet few plans for
them
46%
48%
43%
43%
43%
56%
64%
41%
42%
42%
43%
45%
55%
68%
0% 15% 30% 45% 60% 75%
Flexible work location
Retirement plans
Benefit plans for employees’ families
Vacation time
Supplemental training programs to develop new
skills
Bonuses and merit-based rewards
Competitive compensation
Millenials Non-Millenials
What is most
important to
your job
satisfaction?
What is most
important to
your job
satisfaction?

13. Millennials do need to be managed differently in terms of feedback and
development
Millennials expect
feedback 50% more
often than their peers

14. Country Facts: Saudi Arabia

15. Country Facts: UAE

16. What Matters Most at Work

17. When it comes to satisfied employees, compensation matters – a lot
23%
31%
49%
26%
34%
55%
26%
63%
39%
42%
42%
43%
43%
44%
44%
45%
55%
66%
0% 15% 30% 45% 60% 75%
Education
Flexible schedule
Benefit plans for employees’ families
Vacation time
Flexible working location
Supplemental training programs for individuals…
Retirement plans
Bonuses and merit-based rewards
Competitive compensation
What employees value What employers say they offer

18. Country Facts: Saudi Arabia

19. Country Facts: UAE

20. The Leadership Cliff

21. Gaps in leadership capabilities spell trouble for future growth
Executives say…
34%
44%
47%
51%
52%
0% 15% 30% 45% 60%
Our leaders are prepared to lead a diverse
workforce.
Our leaders are able to drive and effectively
manage change.
Our leaders are prepared to lead a global
workforce.
Our leaders know how to inspire and empower
employees.
Our leadership has the skills to effectively manage
talent.

22. Country Facts: Saudi Arabia

23. Country Facts: UAE

24. Bridging the Skills Gap:
The Learning Mandate

25. For employees, obsolescence is a bigger concern than layoffs
50%50%
say the skills they have now
will be what’s needed in 3
years.
say their company is
able to give them the
training they need.
34%34%
Employees say they are concerned with…
9%
18%
19%
19%
27%
31%
35%
40%
0% 10% 20% 30% 40% 50%
Educational and training opportunities
Layoffs
Economic uncertainty
Technological change
Wage stagnation
Inadequate staffing levels
Not enough opportunities for advancement
Position changing or becoming obsolete

26. Technology skills development will continue to lag…
Firms do not invest enough in identifying and developing
talent within their organizations…
…and struggle to develop a learning culture within their
organization

27. Country Facts: Saudi Arabia

28. Country Facts: UAE

29. Technology skills development will continue to lag…
Firms do not invest enough in identifying and developing
talent within their organizations…
…and struggle to develop a learning culture within their
organization
Companies need to provide employees with a path and help
them develop the key skills that will take the company
forward

30. So what does this mean for HR?

31. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 31
Change is in the air for HR
Five
generations
and impact of millennials
create new workforce
dynamic
Simplify and
standardize
to increase HR flexibility
Talent
management
still a top 3 CEO priority
Just-in-time
workforce
pools of talent with
>33% contingents

32. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 32
To execute successfully at today’s rapid
business pace, rethinking HR strategies is a must
Accurate and global workforce data:
How to plan and measure
Ever-changing legal requirements:
How to stay compliant
Expansion into new markets:
How to find the right talent
Multi-generational, globally diverse workforce:
How to engage them

33. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 33
Technology plays a key role
But must change also
Business
Strategies
Business
Outcomes
HR
Systems/Technology
From Process Automation to
Employee Engagement

34. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 34
Driving Business Execution through Integrated Talent Management
Unique combination of 5 key HR enablers to help maximize employee engagement
Business
Strategies
Business
Outcomes
Compelling &
Modern User
Experience
Talent &
Core HR
Applications
State of
the Art
Technology
Content
Workforce
Analytics

35. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 35
Integrated Talent Management
Maximizing engagement across all HR stakeholders
Business
Strategies
Business
Outcomes
Human Resources
We have high quality and global
employee data to help managers
and executives
Employees
I have access
to information to
manage my team
and my career
Executives
I have metrics /
KPI’s to plan,
measure, and
predict

36. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 36
SAP Growth in MENA
Succession &
Development
CompensationPerformance & Goals
Learning
Recruiting and
Onboarding
Talent Mix & Diversity
Sourcing Strategy &
Channels
Employer Branding
Structured On-
boarding
Social learning
Collaboration platform
Push/Pull training
Skills Gap
Alignment to Strategy
Driving company
culture
Performance
/Potential Calibration
Employee
Engagement
Feedback culture
Competitive
compensation
structure
Pay for performance
Budget control and
governance
Talent Management
Review and
Succession
Leadership DNA
People Development
Triple Career path
HR Policies, HR Analytics, HR Technology

37. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 37
Technology plays a key role
Transforming business strategies into business outcomes
Business
Outcomes
Top line growth
Revenue per employee
Profit
Shareholder value
Customer loyalty
HR Execution
Retention
Efficiency
Compliance
Insight
Alignment
Compensation and Rewards
Diversity
Leadership Development
Talent Pipeline
Business
Strategies
Organic Growth
M&A
Customer Intimacy
Global Expansion
Renewal

38. © 2014 SAP AG or an SAP affiliate company. All rights reserved. 38
SuccessFactors
https://www.youtube.com/watch?v=BVrqCbYn
GvY&index=7&list=PL519684D7FAAFE8EF

39. © 2014 SAP AG or an SAP affiliate company. All rights reserved.
Thank you
Contact information:
Nelly Boustany Elios Chahla Sohiyb Sakaji
HR Director HCM Presales HCM Solution Sales
SAP MENA SAP MENA SAP MENA
Nelly.boustany@sap.com elios.Chahla@sap.com Sojiyb.sakaji@sap.com