The document outlines the results of Mercer's 2010 EMEA HR Transformation survey. Over 500 organizations across Europe, the Middle East and Africa participated in the survey. The results show that HR functions continue to undergo transformation to better align with business strategies and increase efficiency and effectiveness. Retaining key talent and developing a performance culture were the top human capital challenges identified. While some organizations have completed transformations, over half indicated they are still engaged in ongoing transformation efforts or plan to initiate them in the coming year. The focus on continuous improvement and renewal of the HR function was a consistent theme highlighted in the survey results.
The aim of our research was to seek answers to a number of questions, among them:
-Which business sectors are most likely to use interim management?
-What are the key factors driving the market?
-What daily rates apply in this sector and how do they vary between job functions?
-What do clients (and practitioners) think are the benefits of interim management?
-What roles leave organisations the most
vulnerable if they are left vacant?
-What types of business exposure are created by gaps in a management team?
-To what extent is interim management an
effective alternative to consultancy?
-Can interims be leveraged as an alterative source of candidates for permanent roles?
-What prevents more women from pursuing
interim careers, and is this possible to change?
-What role do interims play in change management?
The aim of our research was to seek answers to a number of questions, among them:
-Which business sectors are most likely to use interim management?
-What are the key factors driving the market?
-What daily rates apply in this sector and how do they vary between job functions?
-What do clients (and practitioners) think are the benefits of interim management?
-What roles leave organisations the most
vulnerable if they are left vacant?
-What types of business exposure are created by gaps in a management team?
-To what extent is interim management an
effective alternative to consultancy?
-Can interims be leveraged as an alterative source of candidates for permanent roles?
-What prevents more women from pursuing
interim careers, and is this possible to change?
-What role do interims play in change management?
Executive Learning And Development Review 2010soa1
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India prison reforms 2020 & State Industry Jail Board Browne & Mohan
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Strategic Human Resource Design & linking it with Corporate Realities - "Bra...Farooq Omar
This is a real time brainstorming exercise for the business managers and Human Resource executives to analyze this artistically to enhance critical and creative skills to get into a 'Today's Future' . I tried it in academics in EMBA programs and workshops and got excellent results, from those who are more inclined to 'unlearn & learn' at the same time.
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The net result is inefficiencies rather than efficiency and productiveness. The selection from using 'keywords' is a stone age practice, still in practice in many organizations. The careful analysis and coming out with value answers will help HR as a part of company's performance indicators, rather than just 'fiddling with papers and judging the applicant with his shinny CV and good looks.
Looks matter, but looks with a competencies person, who may not have a long tail of corporate attachments may very well be the best person for your organization. Such people are usually left out in the initial or first phase of our typical fancy HR rater models.
Annually, billions of dollars are lost in loss of innovation and wrongly applauded ROIs due to lost opportunities which are missed by using wrong 'fishing techniques' and rigid rules of engagement !Interestingly, there are still organizations who even modern times, gives more importance and interested in finding 20 years old 'terminal weakness', and over ride the newer expertise, talent and competencies. For example, some HR people will reject an applicant who had a bad CG PA in high school, but managed excellent outcomes later on in academics and working environment as well...'The poor cap'.!!!
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aspirations and developments needs are been illustrated. More specific details on the general labour market are
been discussed followed by career goals and development needs. The second part is a discussion on the
management challenges that managers are face in order to achieve organizational goals. More specific there is
been a discussion considering the corporate mission and the organizational culture, structure considering also
people management. The third part is about the employee perspective. There is a discussion regarding the
motivation theories, the employee stress and how can a leader or a manager empower the staff. The forth part of
this paper is a discussion about the wider Environmental Factors that affect the development of an Organization
today. Factors such as economy, political and sociological are been discussed evaluating a company’s strategy. At
the last chapter there is a discussion about the HRM department and how important it is for a company,
considered as a chain between the organization and its employees.
IACCM recently asked its members to nominate the companies that they admire most for their negotiation capabilities. This worldwide survey resulted in the nomination of hundreds of companies and today we publish the top 100.
The IACCM Top Companies in Negotiation 2009 Report provides the results of that survey.
The Shifting State of Endpoint Risk: Key Strategies to Implement in 2012Lumension
Review this presentation as we reveal statistics from the 2012 State of the Endpoint survey, sponsored by Lumension® and conducted by Ponemon Institute. Find out about today's growing insecurity, IT's perceived areas of greatest risk for 2012, and the disconnect between risk and planned security strategies. In addition, we will examine the evolving IT risk environment and recommendations to more effectively and cost-efficiently secure your endpoints.
* How organizations are creating a perfect storm for hackers
* The Top 3 new threats to the workplace
* Perceived risks and corresponding strategies to combat today's evolving endpoint environment
Find out about our reliance on productivity tools, but how inadequate collaboration and resource restrictions for security are creating a perfect storm for hackers.
Executive Learning And Development Review 2010soa1
A report outlining the findings of a research on executive learning and development with considerations effective development of executive human capital
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
India prison reforms 2020 & State Industry Jail Board Browne & Mohan
Reformation and rehabilitation of jail inmates is a principle laid down in the UN Standard Minimum Rules, 1955, and is the corner-stone of the correctional policy of the Government of India. Most Jails in India offer skill development, work, entrepreneurship and empowerment programmes to the inmates. Most of these initiatives are targeted at creating small manufacturing or agri-based programs with majority of produce for self consumption. In this paper we analyse current programs and suggest setting up of a state level industry Board. The paper desrcibes the structural arrangements and how scale and sustainability can be achieved.
Strategic Human Resource Design & linking it with Corporate Realities - "Bra...Farooq Omar
This is a real time brainstorming exercise for the business managers and Human Resource executives to analyze this artistically to enhance critical and creative skills to get into a 'Today's Future' . I tried it in academics in EMBA programs and workshops and got excellent results, from those who are more inclined to 'unlearn & learn' at the same time.
If done correctly, they will learn that the CV's at a glance means just gaps and real competencies which an organization demands to feed its functional and operational efficiency to perform par excellence are missed.
The net result is inefficiencies rather than efficiency and productiveness. The selection from using 'keywords' is a stone age practice, still in practice in many organizations. The careful analysis and coming out with value answers will help HR as a part of company's performance indicators, rather than just 'fiddling with papers and judging the applicant with his shinny CV and good looks.
Looks matter, but looks with a competencies person, who may not have a long tail of corporate attachments may very well be the best person for your organization. Such people are usually left out in the initial or first phase of our typical fancy HR rater models.
Annually, billions of dollars are lost in loss of innovation and wrongly applauded ROIs due to lost opportunities which are missed by using wrong 'fishing techniques' and rigid rules of engagement !Interestingly, there are still organizations who even modern times, gives more importance and interested in finding 20 years old 'terminal weakness', and over ride the newer expertise, talent and competencies. For example, some HR people will reject an applicant who had a bad CG PA in high school, but managed excellent outcomes later on in academics and working environment as well...'The poor cap'.!!!
Organizational Management and the role of HRM from different perspectivesAkashSharma618775
The present paper consists of 6 different parts. The first part is a portfolio where reflection on career
aspirations and developments needs are been illustrated. More specific details on the general labour market are
been discussed followed by career goals and development needs. The second part is a discussion on the
management challenges that managers are face in order to achieve organizational goals. More specific there is
been a discussion considering the corporate mission and the organizational culture, structure considering also
people management. The third part is about the employee perspective. There is a discussion regarding the
motivation theories, the employee stress and how can a leader or a manager empower the staff. The forth part of
this paper is a discussion about the wider Environmental Factors that affect the development of an Organization
today. Factors such as economy, political and sociological are been discussed evaluating a company’s strategy. At
the last chapter there is a discussion about the HRM department and how important it is for a company,
considered as a chain between the organization and its employees.
IACCM recently asked its members to nominate the companies that they admire most for their negotiation capabilities. This worldwide survey resulted in the nomination of hundreds of companies and today we publish the top 100.
The IACCM Top Companies in Negotiation 2009 Report provides the results of that survey.
The Shifting State of Endpoint Risk: Key Strategies to Implement in 2012Lumension
Review this presentation as we reveal statistics from the 2012 State of the Endpoint survey, sponsored by Lumension® and conducted by Ponemon Institute. Find out about today's growing insecurity, IT's perceived areas of greatest risk for 2012, and the disconnect between risk and planned security strategies. In addition, we will examine the evolving IT risk environment and recommendations to more effectively and cost-efficiently secure your endpoints.
* How organizations are creating a perfect storm for hackers
* The Top 3 new threats to the workplace
* Perceived risks and corresponding strategies to combat today's evolving endpoint environment
Find out about our reliance on productivity tools, but how inadequate collaboration and resource restrictions for security are creating a perfect storm for hackers.
Role of Finance and Accounting Outsourcing in achieving the CFO’s Agenda for ...WNS Global Services
The demand for finance and accounting outsourcing (FAO) services is strong and will continue to grow in 2010, according to the findings of The WNS Annual CFO Survey 2010.
The study consisted of an online survey of 100 senior finance executives in organizations with revenues of over $3 billion. The survey was designed to identify and analyze key items on the CFO's agenda and assess how alternative service delivery models such as business process outsourcing are used to address these agendas.
Some of the key findings include:
- Over 75 percent of the finance executives plan to expand their outsourcing programs in 2010
- Driving corporate cost cutting efforts and improving internal controls are the two most crucial issues in 2010
- Forty-four percent of the finance executives believe growing the business will be an organizational imperative in 2010
- Over 85 percent of the finance executives are satisfied with the benefits from FAO
"The survey clearly suggests that FAO has become a mainstream tool as 85 percent of respondents say they are satisfied with the benefits. While FAO has been commonly used to reduce cost of operations, it is increasingly becoming more strategic, focusing on transforming F&A operations," said Sulakshana Patankar, Business Unit Leader, WNS Finance and Accounting Solutions. "It is extremely encouraging to note that respondents who outsource plan to increase the scale of their programs in 2010, expanding both processes in scope and adding business units and geographies."
The survey was commissioned by WNS (Holdings) Limited (NYSE: WNS) and conducted by EquaSiis, an EquaTerra company.
For the findings and additional details about The WNS Annual CFO Survey 2010, please visit www.wns.com/financeandaccounting.
May 3, 2012-
dmaDetroit hosted Christine Lemyze, Vice President of Marketing Global Technology Services as the luncheon speaker.
Christine’s discussed the findings of 1,700 CMO study conducted by IBM. Please visit www.dmad.org for more direct marketing related events.
IBM staff member and marketer Kevin M. Scully presented the highlights of IBM's Global CMO Study to the Indy AMA Marketer Luncheon (Sept 2012).
The study, subtitled From Stretched to Strengthend, encompasses 19 different industries and feedback from over 1,700 CMOs. IBM conducted face-to-face interviews with 1,734 CMOs across 64 countries to look at how they are addressing the transformational changes in our business landscape and the world in which we work.
The presentation includes:
The changing role of marketing and new expectations
The value of becoming a social business
Challenges of delivering a consistent customer experience
Financial Times -2010 Fund Image Summary Of FindingsDaniel Rothman
Measuring the standing and profile of 24 leading asset management companies among US financial intermediaries.
Conducted by the FT Global Research team.
What’s on the minds of senior business leaders as they
begin 2013? Despite ongoing global economic uncertainty, and increasing competitive pressures, how will organisations approach the key issues of innovation and business viability in the short and medium term?
ExEcutivE OutlOOk SurvEy 2013
Leading for innovation & growth
To answer these questions, we decided to focus our annual survey of CEOs, Directors, Chairpersons and VPs across Asia-Pacific, the Americas and Europe on innovation and business viability. We asked 179 people in senior leadership positions to tell us about their company’s direction over the
year ahead, and how they’re balancing the need to be profitable with the pressures of continuous change on a global scale.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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2. Contents
About the survey
HR transformation in EMEA
HR as a strategic partner
Measuring HR effectiveness
HR performance and initiatives
Appendix
Mercer 1
4. HR Transformation in EMEA
Mercer has been researching HR’s transformation for some time and in 2010 conducted the third
version of its HR Transformation survey, thus tracking the evolution of the trends identified in
2003 & 2006.
Mercer’s 2010 EMEA HR Transformation survey results once again illustrates the HR function’s
continuous process of transformation, now for nearly 20 years.
While some differences emerge over time, it is interesting to note that HR has renewed its focus
on both the business and workforce alignment, and the enhancement of its own efficiency,
effectiveness and strategic measures.
This document outlines the results of the 2010 EMEA HR Transformation survey. In addition to
this release, the survey results will be presented in:
A EMEA HR Transformation webcast on the 25th of January 2011
An in-depth narrative report including Mercer’s point of view on the new generation of HR
Dedicated HR technology article and webcast later in Q1
Mercer 3
5. Over 500 organisations took the survey from across EMEA. The high survey
participation rate in itself indicates a continued interest in HR transformation
from across EMEA. Significantly increased attention has been noted from the
emerging markets of EMEA (almost 40%).
16%
23%
Survey data represents more than 500
Eastern Europe
Companies from Europe,
Western Europe
Middle East & Africa Middle East & Africa
(breakout provided in appendix)
61%
Participants profile by type of company:
Global headquarters: 20%
EMEA headquarters: 14%
Country subsidiary of foreign multinational: 31%
Domestic private company (country operations): 27 %
Domestic public sector/government organisation (country operations): 9%
Mercer 4
6. The survey engaged HR professionals across a breadth and depth of
industries
Manufacturing - Durable / Nondurable 17%
Services - For-profit 16%
High-tech/Telecommunications 12%
Finance/Banking/Insurance 8%
Retail/Wholesale 7%
Transportation 7%
Chemicals 6% Organisation Headcount
Energy 5%
Healthcare 5% 47%
5,000 +
33%
Holding Company 3%
Government/Public sector 3%
20%
Entertainment/Hospitality 3% 1,000 - 4,999
27%
Construction/Real estate 2%
Services - Not-for-profit 1% 33%
Less than 1000
Agriculture/Forestry/Fishing 1% 41%
EMEA Global
Mercer 5
8. Human Capital challenges for the future indicate a similar and continued focus
on management of key talent and embedding a culture of performance across
the organisation
Top human capital challenges 2011 onwards
Retaining key talent 51%
Acquiring key talent/lack of available talent 39%
Developing an environment that drives and supports a culture of
33%
performance
Increasing workforce productivity 31%
Identifying and building leadership capability 30%
2006 HC Challenges (% of Respondents)
Driving cultural and behavioural change in the organisation 30% Acquiring and retaining key talent 60%
Aligning HR Strategy and Program design with the organisation /
Driving cultural and behavioral
30% 44%
business strategy, operating model and customer requirements change in the organisation
Increasing line manager capability to handle people management
25%
Building leadership capability 30%
responsibilities
Increasing workforce productivity 24%
Aligning workforce plan/requirements with organisation and business
24%
needs Increasing line manager capability 21%
Increase workforce profile to align with organisational performance to handle people-management
22%
requirements responsibilities
Mercer 7
9. Prevalence of HR Transformation initiatives (EMEA)
2006 2010
10%
11%
10%
12%
42%
Currently in the midst of a transformation process
47%
Completed an HR transformation in the past 12 months
No current plans to transform HR 16%
Completed an HR transformation more than 12 months ago
19%
Plan to begin a transformation within the next year
11% 22%
Focus of HR is on continuous improvement and renewal to improve its performance
Emerging from the recession, over the last year, completion of transformation efforts has doubled
Nevertheless more than half of the survey participants indicated they continue to engage in
transformation efforts or are planning to commence efforts in the year ahead
Mercer 8
10. Transformation across geographies show fairly consistent plans
13%
We have no current plans to 15%
transform HR
17%
We plan to begin transformation 10%
transformation within the next 9%
year 10%
44%
We are currently in the midst of 40%
a transformation process
42%
We completed some HR 11%
transformation more than 12 15%
months ago 9%
We have completed some HR 22%
transformation in the past 12 20%
months 22%
Western Europe Eastern Europe Middle East & Africa
Mercer 9
11. Top planned initiatives in 2006 and 2010 confirm continued transformation
focus HR strategy, processes and talent. In addition, there is now a greater
focus on HR effectiveness.
2006 2010
Design of a new strategy for delivering HR Redesign of HR processes (42%)
services (80%)
Design of a new strategy for delivering HR
Redesign of HR processes (61%) services (39%)
Talent development strategy for improving Talent development strategy for improving
skills in HR (60%) skills in HR (39%)
Assessment of HR effectiveness(37%)
Possible scenarios being considered for further analysis:
Organisations are maintaining focus on key activities while transforming
Organisations are on a path of continuous improvement and renewal
Organisations are taking a breather, pausing to look at its transformational activities
Mercer 10
12. There are fewer planned HR transformation activities compared to 2006,
however assessment of HRs effectiveness remains consistent implying
on-going performance monitoring or a post recession re-evaluation of HR
Outsource any part of the HR function 15% 9% 76%
Decentralisation of selected programmes in the business 18% 14% 68%
Review of external vendors or sourcing strategy 19% 9% 72%
Changes in reward strategy for HR staff 22% 9% 69%
Identifying environment, market, business & organisational implications on HR 22% 22% 56%
Audit of current HRIS technology 24% 23% 54%
Strategy for attraction/retention of the HR staff 24% 11% 65%
Assessment of HR customers' needs/requirements 29% 25% 46%
Evaluation/implementation of new HRIS technology 32% 16% 52%
Implementation of a new HR organisational structure 32% 29% 39%
Implementation of new HR roles, responsibilities & competencies 35% 27% 38%
Assessment of HR function effectiveness 37% 19% 44%
Talent development strategy for improving skills within HR 39% 13% 48%
Design of a new strategy for delivering HR services 39% 27% 34%
Redesign of HR work processess 42% 21% 36%
Planning to complete (short-/medium-term) Completed No actions planned
Mercer 11
13. HR awareness to transform itself while responding to business changes has
emerged as key driver of the HR transformation landscape, while financial
management & constraints have increased substantially
2010 2006
38%
Part of a broader organisation-wide transformation process
27%
27%
Response to changes in the organisation 19%
13%
Leadership changes in the HR function 10%
8%
Company-wide cost reduction mandate 14%
6%
HR not adding value in its existing role 4%
CEO/business leader mandate for change in the HR and/or other 5%
staff functions 5%
1%
Change in domestic market environment or regulation 2%
HR awareness to transform itself, to subsequently drive change
across the organisation 14%
0% 5% 10% 15% 20% 25% 30% 35% 40%
HR Transformation Drivers
Mercer 12
15. More than 65% of respondents view their HR function as a strategic partner to
the organisation
HR is perceived as a strategic % of
partner because… participants
Yes, HR is a
strategic HR is an active participant when
partner - HR discussing significant business- 73%
fully wide issues
participates in
strategy
Yes, HR is a HR is expected to translate
decisions, 38%
strategic business strategy into a human 68%
partner - HR capital strategy for the business
fully
participates in HR drives or develops
strategy
methodologies to drive change in 63%
discussions
No, HR is not but not in( the organisation
seen as decision
strategic making), 28% HR is part of business operations
57%
partner, 8% planning
HR is brought in early to significant
Not yet, but HR 55%
is increasing its
business issues/opportunities
influence as a
strategic
HR is expected to help improve
54%
partner, 26% labour productivity
HR builds and/or links data sets to
provide enhanced decision 45%
support
Mercer 14
16. Top roles for HR in the post-recession economy
HR leading organisation change initiatives 54%
Strategic focus on retaining key talent as w ell as
opportunistic talent acquisition
47%
Understand market conditions to react quickly and
help organisation differentiate its capabilities to 42%
influence the bottom-line
HR ow ner of leadership development 31%
Aligning talent to roles and driving productivity via
w orkforce planning
26%
Establishing transparency in employee communication 23%
A key differentiator from previous surveys is HRs perception or desire to lead organisation-wide
change initiatives
Continued strong focus retaining and acquiring key talent in a post-recession economy
Mercer 15
17. How HR spends its time
Current Desired
12% 10%
23%
27%
11%
Delivering HR services
14% 10%
Transacting/recordkeeping
11%
23%
Strategic partnering
20%
11%
Designing HR programs or systems
25%
Internal Management 11%
14% Compliance/auditing 20%
18%
15%
25%
Inclusion of Internal Management in the survey sheds light on HRs committed & emerging role in
managing & developing its own staff
Results indicate a dramatic shift in allocation of overall time for transactional and record keeping
services
Although HR perceives itself as a strategic partner as seen earlier, only 14% of its time is allocated to
related activities
Mercer 16
18. Trends indicate a continued adoption of the three pillar model…
HR centres of expertise 60%
Appointment of an HR
controller (40%) or
HR Program Aligned HR
specialist
Functions 56% transformation
implementation teams
(51%) emerged across
HR service centre/shared
service operations 52% all regions
Equal number of
HR business partners participants indicated
reporting to the business 52%
unit leader business vs. HR driven
decision making
protocols
HR Business Partners
(reporting to corporate HR) 51%
46% 48% 50% 52% 54% 56% 58% 60% 62%
Mercer “Next Generation HR” perspective further outlines why today’s HR service delivery model is
failing to deliver on its promise to the business.
1. Flawed implementation 4. Limited satisfaction in self-service by employees
and managers
2. Insufficient HR skill set
5. Lack of support for line managers
3. Failure to provide top-notch transactional
services 6. Insufficient geographic focus
Mercer 17
20. New HR effectiveness measures were introduced to the survey and provide
an interesting perspective on the changing focus on external impact of HR
% of participants
Cost management and HR Effectiveness Measure
2006 2010
program effectiveness
Employee satisfaction -- 76%
remain consistent with a
Line manager feedback on effectiveness of HR
changing focus on programs and service delivery -- 69%
employee satisfaction and HR cost management 62% 55%
engaging with line
HR program effectiveness 46% 55%
management
Meeting stakeholder requirements -- 42%
Less focus is on HR operational measures 30% 42%
benchmarking as evidenced
Line manager effectiveness as people managers 36% 39%
with the decline of HR
staff/employee ratio and Impact on business operations/outcomes 34% 38%
more on measuring the HR staff/employee ratio 53% 36%
effectiveness of the function
Workforce productivity 23% 35%
Whilst HR is aligning itself Meeting shareholder requirements -- 34%
with the business to help
Processes in place to lead/facilitate organisational 31% 34%
impact productivity and change
influence the bottom-line, Customer satisfaction 65% 34%
usage of Customer Increased usage of HR staff for more strategic
interventions 29% 32%
Satisfaction as an
effectiveness measure has Communication workforce expectations -- 30%
reduced substantially Shift in staff time spent to higher value added activities 21% 20%
No specific measures 11% 5%
Mercer 19
21. Measures of effectiveness showcase similar usage across strategic and non-
strategic HR functions
Top 5 measures of HR effectiveness where HR is seen Top 5 measures of effectiveness where HR is not seen
as a strategic partner as a strategic partner
Employee satisfaction Employee satisfaction
Line manager feedback on effectiveness of HR programs Line manager feedback on effectiveness of HR programs
and service delivery and service delivery
HR cost management HR cost management
HR program effectiveness Meeting stakeholder requirements
HR operational measures HR program effectiveness
Least prevalent measures of HR effectiveness where Least prevalent measures of effectiveness where HR is
HR is seen as a strategic partner not seen as a strategic partner
Meeting shareholder requirements Impact on business operations/outcomes
Customer satisfaction Processes in place to lead/facilitate organisational change
Increased customer usage of HR staff for more strategic
Communication workforce expectations
interventions
Shift in staff time spent to higher value added activities Shift in staff time spent to higher value added activities
Mercer 20
23. Barriers and opportunities to enhance HR’s performance
Barriers Opportunities
Capability of line managers in management of their
Skills/competencies of HR staff
people
Skills/competencies of HR staff Business perception of value which HR can bring
Cost constraints Technology
Business perception of value which HR can bring HR functional leadership
Attitudes of line management Business leadership
The business perception of the value which HR can bring to the organisation is both a barrier and
opportunity
While capability of line managers is seen as a barrier, HRs service delivery:
is reliant on managers influencing their employees &
is measured by “Employee satisfaction” which in turn relies on HR contribution & line
management people capabilities
Organisation wide financial constraints (increasing driver of HR transformation) is directly impacting
internal HR performance management
Mercer 22
24. While enhancement of skills/competencies of HR staff are seen as a key
opportunity most organisations believe they currently only have sufficient
level of HR capabilities
Strong Sufficient Weak
Partnering (e.g. consulting, labour relations) 21% 66% 13%
Work-enabling competencies (e.g. adaptability, communication) 14% 68% 19%
Leadership 12% 56% 32%
Technical - Learning & Development 14% 66% 19%
Technical - Talent Management 11% 63% 26%
Technical - Compensation & Benefits 11% 67% 22%
Technical - Organisation Development/Organisation Effectiveness 8% 68% 24%
Top three weak areas are:
Leadership
Technical - Talent Management
Technical – Organisation Development/Effectiveness
Mercer 23
25. As HR looks in to the future and considers changing business perception of
HRs value and its ability to influence the workforce, it forecasts a dramatic
increase in capabilities required to achieve this goal
Advanced Basic Not Required
Partnering (e.g. consulting, labour relations) 66% 31% 3%
Work-enabling competencies (e.g. adaptability, communication) 58% 38% 4%
Leadership 63% 31% 6%
Technical - Learning & Development 59% 37% 4%
Technical - Talent Management 68% 28% 4%
Technical - Compensation & Benefits 50% 40% 10%
Technical - Organisation Development/Organisation Effectiveness 57% 38% 5%
Mercer 24
26. HRs capability development plans depict an internal focused desire to train
existing HR staff
Replace or augment current staff with new hires 12% 32% 56%
Rotate line staff to HR roles 13% 33% 54%
Rotate HR staff to line roles 13% 38% 50%
Use outsourcing / external suppliers to supplement internal capability 18% 34% 48%
Computer-based training for existing staff 18% 38% 44%
Face-to-face training for existing staff 34% 52% 14%
Assess current HR staff skills to identify improvement opportunities 36% 45% 19%
On-the-Job structured training for existing staff 40% 43% 18%
Major Intent Moderate Intent Little or No Intent
Three top plans to deal with HR capabilities are:
On-the-Job structured training for existing staff
Assess current HR staff skills to identify improvement opportunities
Face-to-face training for existing staff
Mercer 25
27. HR Technology initiatives in the last 3 years
% of participants
HR Technology Initiatives
2006 2010
Use of intranet for HR policies and processes 69% 51%
Extension of HR system in terms of increased coverage/functionality 49% --
Implementation of HR system 46% 46%
Deployment to specific functional tools (e.g. recruitment), which are separate
42% 46%
from but integrated with the core HR system
HR Portals for communications -- 36%
Use of employee self-service 37% 35%
Use of intranet for HR transactions 34% 21%
Use of manager self-service 33% 28%
Deployment of interim non-automated solutions -- 16%
Knowledge management system -- 13%
Use of case management technologies 8% 6%
Mercer 26
28. More than ¾ of survey participants indicated that HR technology
implementations did not entirely meet expectations, while the context of
insufficient planning related to initial strategy, process or blueprinting was
cited as the key grounds for not meeting expectations
Success of HR technology implementation
Main reasons cited for lack of success of
technology implementation
Unsuccessful;
10% Extremely
Insufficient planning at the front-end
successful; 22%
Functionality did not meet expectations
Limited collaboration between IT & HR
Moderate Poor implementation
success (or
Neutral); 68% HR managers continue to be involved in
transactional work
Mercer 27
29. Thank you for your participation
Thanks to your participation, Mercer has a wealth of data to mine and continues to
analyse the data from various angles
We will further present our points of view in the webcast scheduled on 25 January 2011.
Please join us on the webcast by registering at
www.mercer.com/HRTransformationEMEA
We will also publish a narrative report shortly and conduct a dedicated HR technology
webcast later in Q1
Mercer 28
31. EMEA Country Segmentation
Western Europe Eastern Europe Middle East & Africa
Portugal Czech Republic United Arab Emirates
Spain Poland Saudi Arabia
France Russia Bahrain
United Kingdom Hungary Oman
Ireland Romania Qatar
Denmark Slovakia Egypt
Netherlands Bulgaria Kuwait
Italy Greece Jordan
Belgium Turkey Morocco
Finland South Africa
Monaco Tunisia
Norway
Sweden
Andorra
Germany
Luxembourg
Austria
Switzerland
Liechtenstein
Mercer 30