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Global Human Capital Survey 2003 – Summary

Global Human Capital Survey 2003 – Summary. Background & scope of the survey. Background of the Human Capital Survey. The first survey was conducted in 1992 within the Coopers & Lybrand Management Consultants organisation, together with Berenschot International scope since 1994

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Global Human Capital Survey 2003 – Summary

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  1. Global Human Capital Survey 2003 – Summary

  2. Background & scope of the survey

  3. Background of the Human Capital Survey • The first survey was conducted in 1992 within the Coopers & Lybrand Management Consultants organisation, together with Berenschot • International scope since 1994 • Bi-annual survey, with in each of the editions the full spectrum of HRM was surveyed: • Business and HR strategy • HR Ratio and time usage of the HR function • Use of (modern) HR technology • HR service delivery • HR processes, like recruitment, education and training, performance management 12/3/03

  4. Scope of the Human Capital Survey • The survey was predominately completed by HR professionals • International survey: • 1056 organizations from over 40 countries worldwide; • 648 organizations in Europe, Middle East and Africa (EMEA) • Survey represents over 6 million employees; • A mix of private companies and governmental organizations. 12/3/03

  5. Responses by region and industry. The size of participating organisations ranges from less than 200 employees (12%) to more than 50,000 (2%). The average number of employees per organisation is just over 6,000. 12/3/03

  6. Belgian sample • 13 Valid responses • Belgian sample represents almost 70 000 employees • <200 employees: 1 • 200-1200 employees: 4 • 1200-5000 employees: 4 • >5000 employees: 4 12/3/03

  7. Business strategy/Values HR Strategy Operational HR strategy People strategies and policy • HR Function • Process • Technology • Organisation • People • HR Outcomes • Improved human capital • Cost and efficiency • Business Performance • Cost • Revenues / Profits • Brand value • Capital For each of these components, we have gathered information The Survey model of the Human Capital Survey 12/3/03

  8. Most important business issues Global Belgian respondents 12/3/03

  9. Business issues – how do we compare globally? % 12/3/03

  10. Exhibit 17 Most important business issues for 2001 and 2002 per industry. 12/3/03

  11. Exhibit 18 Most important HR issues for 2001 and 2002. 12/3/03

  12. Most important HR issues for 2001 and 2002 per industry. 12/3/03

  13. HR priorities – how do we compare globally? % 12/3/03

  14. Areas where HR has improved business performance • 6 out of 13 respondents • Improvements to employee satisfaction • 5 out of 13 respondents • Development of internal brand • 4 out of 13 respondents • Cost control • Continuity of service during acquisitions or disposals • 3 out of 13 respondents • Quality improvement • Regulatory compliance • Implementation of new organisational model • Provision of timely and pertinent management information • 2 out of 13 respondents • Business process re-engineering • Ability to handle growth 12/3/03

  15. HR FTE ratio: number of employees in the organisation serviced by 1 HR FTE. 12/3/03

  16. Percentage of HR FTE staff by staff category 12/3/03

  17. Average percentage of HR FTE’s by HR process 12/3/03

  18. The chief of HR primarily reports to… (per industry). 12/3/03

  19. Satisfaction with the influence of HR on the business strategy. 12/3/03

  20. Categories covered by the HR management report. 12/3/03

  21. HR budget and spend per employee per industry. 12/3/03

  22. Percentage of companies that use Employee Self Service (ESS) and Manager Self Service (MSS) per industry 12/3/03

  23. Percentage of employees with access to the HR Self Service System per industry (if HR Self Service System present) 12/3/03

  24. Features of HR Self Service System (if present). 12/3/03

  25. Goals of implementing an HR Self Service System (if present). 12/3/03

  26. Recruitment & Selection Most important recruitment methods per staff category. 12/3/03

  27. Most important selection methods per staff category. 12/3/03

  28. Performance management Completion of performance review per staff category per industry. 12/3/03

  29. Employee aspects reviewed during performance appraisal. 12/3/03

  30. Components of performance based pay. 12/3/03

  31. Compensation & Reward Applied salary systems. We asked the direction participants expected their reward system to take. 58% of participants indicated that the variable proportion of compensation will increase. 12/3/03

  32. Performance related pay as a percentage of total salary per industry. 12/3/03

  33. Percentage of employees who attend Management Development programmes, per industry. 12/3/03

  34. Training Average number of training days per employee per year by industry. 12/3/03

  35. Methods for delivering training. 12/3/03

  36. Levels of evaluation of training. 12/3/03

  37. Programmes to support work/life balance Work/Life balance programmes are mostly evaluated by employee surveys (71%) and anecdotal evidence (48%). 12/3/03

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