business consulting services © copyright ibm corporation 2003 global human capital survey 2003 –...

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© Copyright IBM Corporation 2003

Global Human Capital Survey 2003 – Summary



Background & scope of the survey

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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

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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.

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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.

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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

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The Survey model of the Human Capital Survey

Business strategy/Values

HR Strategy

Operational HR strategy People strategies and policy

HR Function

ProcessTechnologyOrganisationPeople

HR Outcomes

Improved human capitalCost and efficiency

Business Performance

CostRevenues / ProfitsBrand valueCapital

For each of these components, we have gathered information

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Most important business issues

0 10 20 30 40 50 60 70 80

Leadership development

Quality improvement

Revenue grow th

Customer satisfaction

Cost reduction

%

2002

2001

0 10 20 30 40 50 60 70 80


Cultural change


Revenue grow th

Cost reduction

%

2002

2001

Global

Belgian respondents

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Business issues – how do we compare globally?

54

31

62

38

77

35

39

60

61

62

0 10 20 30 40 50 60 70 80 90

Leadershipdevelopment

Quality improvement

Revenue growth


Cost reduction

GloballyBelgium

%

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Exhibit 17

Most important business issues for 2001 and 2002 per industry.

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Exhibit 18

Most important HR issues for 2001 and 2002.

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© Copyright IBM Corporation 2003Most important HR issues for 2001 and 2002 per industry.

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HR priorities – how do we compare globally?

62

54

38

38

31

8

38

46

28

29

30

33

35

38

44

47

0 10 20 30 40 50 60 70

HR technology change

Reducing labour cost

Compensation & benefits packages

Competency management

Training & learning programmes

Increasing work productivity

Organisational & cultural change


GloballyBelgium

%

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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

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© Copyright IBM Corporation 2003HR FTE ratio:

number of employees in the organisation serviced by 1 HR FTE.

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Percentage of HR FTE staff by staff category

14%

18%

68%Strategic HR FTE Staff

Consulting HR FTE Staff

Administrative HR FTE Staff

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Average percentage of HR FTE’s by HR process

4,50%

5%

5,50%

9%

9%

9,50%

11%

14%

32%

0,00% 5,00% 10,00% 15,00% 20,00% 25,00% 30,00% 35,00%

Performance Management

Reward Planning

HR IS

HR Strategy

Training

Recruitement & Selection

Reward Admin

Other

Admin

HR

pro

cess

es

% HR FTEs

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The chief of HR primarily reports to…

(per industry).

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Satisfaction with the influence of HR on the business strategy.

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Categories covered by the HR management report.

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HR budget and spend per employee per industry.

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Percentage of companies that use Employee Self Service (ESS)

and Manager Self Service (MSS) per industry

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Percentage of employees with access to the HR Self Service System per industry

(if HR Self Service System present)

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Features of HR Self Service System (if present).

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Goals of implementing an HR Self Service System (if present).

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Recruitment & Selection

Most important recruitment methods per staff category.

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Most important selection methods per staff category.

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Performance management

Completion of performance review per staff category per industry.

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Employee aspects reviewed during performance appraisal.

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Components of performance based pay.

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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.

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Performance related pay as a percentage of total salary per industry.

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Percentage of employees who attend Management Development programmes,

per industry.

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Training

Average number of training days per employee per year by industry.

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Methods for delivering training.

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Levels of evaluation of training.

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Programmes to support work/life balance

Work/Life balance programmes are mostly evaluated by employee surveys (71%)

and anecdotal evidence (48%).

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