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2015 Global Survery Report
2015 Global Survery Report
SENIOR MANAGEMENT
GLOBAL SURVEY REPORT
43%
33%
34%
39%
48%
50%
2015
2014
32%
30%
34%
2013
66%
60%
51%
THE DATA
BUSINESS EXPECTATIONS
Growth
Nothing like the bite of reality to temper forecasts, evidently. Respondents sharply modified the 2015
expectations that they gave a year ago, in keeping with a generally poorer view now of their immediate market
outlook (see Economic Recession)
However, when they looked forward to 2016, the optimism returned. Thats the great thing about tomorrows.
In the table below, the data in 2015-1 shows expectations one year ago; the data in 2015-2 shows expectations
in May of this year.
24%
<8%
8%-14%
18%
18%
17%
Revenue decline
1%
2%
28%
31%
25%
2016
38%
2015-2 (revised)
2015-1 (original)
29%
6%
Workforce
For the third straight year, the number of respondents intending to hire has declined. Not long ago, this would
be associated strongly with economic forecasting, but the duration of the downturn has given birth to new
management strategies. These plan on increased per capita productivity enabled by technology, training and
more inclusive employee management.
NO/UNSURE
2015
39%
61%
2014
48%
52%
2013
50%
50%
2012
44%
56%
2011
63%
37%
2010
66%
34%
2009
2008
YES
66%
28%
34%
72%
Economic Recession
This years survey presents a remarkable change in attitude regarding local and global market conditions.
Historically, we have seen much greater faith in local conditions countering a general scepticism over the global
economic picture. This year we have the opposite.
Although slightly more participants feel the global recession is over, almost twice as many as last year feel their
local recession is not.
47%
48%
31%
21%
2011
46%
41%
39%
30%
36%
34%
25%
25%
2012
2013
32%
IS OVER
IS NOT OVER
23%
22%
2014
2015
UNSURE
63%
50%
48%
34%
27%
25%
12%
2012
45%
30%
IS OVER
IS NOT OVER
UNSURE
16%
25%
25%
2013
2014
2015
TALENT DEVELOPMENT
Development
Over two-thirds feel employees at their firm are engaged and motivated, which is supported by the emergence
of more inclusive human capital strategies.
Firms with people management goals embedded in the corporate strategy grew from 50% a year ago to 63%.
Likewise, more firms offer opportunities for advancement as well as feel their leadership pipelines are being
well managed.
63%
50%
2015
52%
39%
2014
42%
33%
Performance Measurement
Although the 2015 survey report shows a decline in the numbers claiming a sound talent review and
measurement, those who do are recognizing the importance of fully integrating such a program across
the organization.
The number with review programs restricted to departments has fallen significantly while the integrated
programs increase. This may be recognition of the need to have universal human capital strategies that
offer a leadership path regardless of skillset.
55%
47%
32%
10%
62%
54%
2015
2014
43%
25%
Coaching
More participating firms who employ coaching are recognizing its value on an ongoing basis. The popular use of
coaching to date has been subject or situation specific.
Applying coaching to resolve issues and weaknesses remains the biggest single reason for coaching but ongoing
development, or continuous career coaching, now is implemented by one third of respondents, up from 24%.
33%
35%
New position
23%
40%
48%
50%
Resolve issues/weakness
Ongoing development
No program
24%
2015
2014
33%
34%
40%
5%
18%
33%
44%
Negative influence,
2%
No discernable
influence, 38%
Strong influence
upon candidates,
59%
GOVERNANCE
Management Diversity
One of the more interesting progressions revealed by these surveys has been the increasing involvement of
women and ethnic minorities in the management and guidance of companies.
Boards of Directors have been slower to accept either group but we have reached 50% of respondents having
women directors while ethnic minority directors are on only 20% of Boards. These figures are lower than the
previous year, suggesting a different mix of companies in the responses.
Women occupy C-Level management positions in 80% of the firms surveyed, compared with 51% for minorities.
80%
Minorities
51%
Manager/director Women
83%
Minorities
43%
32%
38%
69%
70%
72%
2015
2014
50%
55%
44%
2013
20%
23%
32%
EMEA
13%
20%
Latin America
49%
18%
43%
9%
14%
18%
Other
18%
31%
$50-$500 million
$500 million to $1 billion
over $1 billion
33%
8%
28%
To Know More
To find out more, we invite you to visit www.cornerstone-group.com.