View
224
Download
0
Tags:
Embed Size (px)
Citation preview
European Association forPersonnel Management
The Future of HR in Europe: Key Challenges through 2015
2European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
17 relevant topics were systematically derived
Note: Business and scientific literature as basis, growth rate of publications quoting specific HR topic as indicator for potential future importanceSource: BCG/EAPM analysis
Mastering HR processes
Managing change and cultural transformation
Becoming a learning organization
Managing globalization
Recruiting and staffing
Managing talent
Enhancing employee commitmentRestructuring the organization
Improving leadership development
Outsourcing HR/providing shared services
Transforming HR into a strategic partner
Measuring HR and employee performance
Improving performance management/rewards
Managing diversity
Managing demographics
Managing corporate social responsibility
Managing work-life balance
Societal developments:
changing environment
Economic developments:
global growth and competition
Company performance
Reform/ improve HR
Most important topicsMost important topics ClusterCluster40 potentially relevant topics
in literature
Scientificassessment
BCG/EAPM-expertassessment
3European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
One of the broadest European HR studies—more than 1,350 responses and over 100 interviews
Note: Other countries: 41Source: BCG/EAPM analysis; Web survey in 27 countries with 1,355 responses
21Germany
12United Kingdom
102Total
3Switzerland
5Spain
12Russia
3Netherlands
11Italy
4Ireland
14France
5Denmark
10Czech Republic
2Belgium
Number of InterviewsCountry
InterviewsInterviewsWeb survey responsesWeb survey responses
Spain121
France113
Ireland125 UK
64
Italy99
Norway53
Portugal64
Swe-den86
Bulgaria28
Cyprus 21
Denmark41
Estonia 36
Russia20
Turkey 24
CZ 47
Slovenia 25
Malta 7
Latvia 4
Poland6
B 9
Greece 11
Finland 19
Hungary 18
NL18
Slovakia 4
= 0< 10< 20< 50
< 100≥ 100
Germany133
CH72
Austria45
4European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
Restructuring themes topped list of business issues in Europe, growth-related issues ranked high as well
Ital
y
Irel
and
Ger
man
y
Fra
nce
Est
on
ia
Den
mar
k
Cze
ch
Rep
.
Cyp
rus
Bu
lgar
ia
Au
stri
a
Other
Business process insourcing
Post-merger integration
Business Process outsourcing
Changing the scopeof activities of your company
Turnaround management
Growth outside yourhome country
Global competition
Growth in your home country
Reorganization
Increasing labor productivity
Cost reduction
2%6%
2%5%
23%24%
22%
26%21%
33%36%
32%45%
57%47%
48%55%
66%61%
17%14%
13%12%
15%
6%4%
4%4%
29%20%
23%27%
23%26%
64%
51%35%
47%35%
47%29%
54%50%
68%58%
71%70%
16%
6%2%9%0%7%9%
0%0%5%2%
5%
29%
24%6%29%
22%24%7%9%
25%44%32%48%44%
25%37%38%29%43%33%
58%68%60%48%54%51%
39%54%55%71%43%53%
72%29%77%86%71%84%
33%39%53%67%50%71%
10%14%
14%15%17%11%13%
11%12%13%19%13%
11%14%14%
17%11%
14%
8%
8%
21%
25%
42%
32%
57%
43%
55%
13%
19%
45%
9%4%7%9%7%4%0%2%
3%0%4%7%4%8%5%8%
28%25%9%4%0%8%
3%33%25%0%
33%24%24%28%13%
33%35%22%34%0%
55%25%31%26%44%35%25%
48%33%36%40%41%32%44%
45%63%28%30%34%40%35%47%
33%67%56%50%52%52%40%55%
33%67%43%43%68%65%67%
44%46%57%57%50%52%55%61%
18%16%
17%17%15%17%
17%15%10%
16%16%16%
17%
10%
19%
UK
Tu
rkey
Sw
itze
r-la
nd
Sw
eden
Sp
ain
Slo
ven
ia
Ru
ssia
Po
rtu
gal
No
rway
Still strong focus on restructuring, little focus ongrowth or global competition
Note: Only countries with sample size equal to or larger 20Source: BCG/EAPM analysis; Web survey in 27 countries with 1,355 responses
Restructuring-related issues Growth-related issues % of respondents: 0–9% 10–19% 20–29% 40–49%30–39% 50–59% 60–69% 70–79% 80–89% 90–100%
5European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
5 future topics require the most immediate need for action to improve capability in Europe
6European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
Capabilities in managing talent and in changemanagement will play critical role in Denmark
Denmark
7European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
Carried out by superior capable companies
Companies with successful talent management used especially two actions
Which of the following aspects of talent management are and will bethe key areas for action of HR in your company?
Which of the following aspects of talent management are and will bethe key areas for action of HR in your company?
Managing talent
Note: Participants could make multiple selections. The positive influences are identified through regression analysis with 10 percent confidence levelSource: Web survey; BCG/EAPM analysis
Developing tailored career tracks
Sourcing talent locally
Developing specific compensation schemesfor talented people
Enhancing the number of visible talents for thecorporate center
Sourcing talent globally
Hiring talent from competitors
Moving businesses to new locations to accesstalented people
Establishing alumni networks
Launching initiatives targeting specific communities
Respondents (%) 0 10 20 30 40 50 60 70 80 90 100
Today (2007) In future (2010–2015) Europe
+40%
+60%
-33%
+300%
+700%
+38%
-41%
+50%
+12%
8European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
Ensuring visible leadership
Except for ensuring visible leadership all actions with a positive influence will be less important than in Europe
In which of the following change levers does and will HR play a role in your company?In which of the following change levers does and will HR play a role in your company?
Respondents (%)
Today (2007) In future (2010–2015)
0 10 20 30 40 50 60 70 80 90 100
Europe
Managing change and cultural transformation
Communicating a vision for action
Closing gaps in capabilities (assessment,training, staffing)
Ensuring alignment of the HR system with the desiredculture and/or the expected reorganization
Managing social relations (unions, workers' council)
Maintaining rigorous program management(project, milestones, financial follow-up)
Mobilizing stakeholder support
Installing a head of change management who is asimportant as, e.g., the head of finance
+33%
+23%
+15%
+33%
+22%
+50%
+25%
+400%
Note: Participants could make multiple selections. The positive influences are identified through regression analysis with 10 percent confidence levelSource: Web survey; BCG/EAPM analysis
Carried out by superior capable companies
9European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
Carried out by superior capable companies
All actions with positive influence will become more important in future than in the rest of Europe
Which are and will be the key aspects of work-life balance your company offers?Which are and will be the key aspects of work-life balance your company offers?
Respondents (%)
Today (2007) In future (2010–2015)
0 10 20 30 40 50 60 70 80 90 100
+100%
+0%
+88%
Europe
Managing work-life balance
+67%
+0%
+167%
+133%
+0%
Flexible working hours
Teleworking
Part-time working
Sabbaticals
Job sharing
Compensatory time
Parent's sabbatical
Career couple programs
Increase headcount (and decrease productivity)
-6%
Note: Participants could make multiple selections. The positive influences are identified through regression analysis with 10 percent confidence levelSource: Web survey; BCG/EAPM analysis
10European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
Danish respondents believe managing talent is #1 challenge and priority, in line with rest of Europe
• Need for identifying “top 10%” in an organization early – the future leaders• Offer additional opportunities in terms of development, responsibility and compensation
Danish respondents view “managing cultural transformation” critical• Reflecting a more global footprint of most companies today and higher knowledge content
Danish respondents, however, do not view demographic risk management a priority • Despite aging work force, also in Denmark• Despite record low unemployment – bottlenecks in all functions and at most levels already
Some observations
Get basic HR processes right and focus on top future topics
11European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
Non-HR executives want HR to get the basics (basic processes, recruiting/staffing, and strategic partnership) right
• However, this is where HR overestimates its own capabilities most
HR capability assessed to be 65% stronger if HR receives top management support
• However, only 35% of HR professionals feel that they receive top management support
Clear focus for the future: need for action in topics with high future importance and low current capability
• Only 30% of the respondents have already started to tackle the top future topics
HR departments face major challenges
Get basic HR processes right and focus on top future topics
12European Association for Personnel ManagementThe Future of HR in Europe_EAPM prez_4Oct07.ppt
Conclusion
4. Initiate projectswith dedicated
teams
5. Secure supportfrom top
management
3. Select the most critical
HR topics andprioritize projects
and initiatives
2. Understand theinternal environment
• HR audit
1. Understand theexternal environment
• Business strategy• HR trends
17 HR topics
You can order the complete study at [email protected] (please provide your full postal address)