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The Future of HR Preliminary Results
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Preliminary Results

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Preliminary Results

Preliminary Results

Table of Contents
Survey Responses ........................................................................................................................................ 3 Approximately how many full-time-equivalent employees (FTEs, exempt, and non-exempt) are part of the HR function?* ............................................................................................................................... 4 What is the background of the current head of HR?* .......................................................................... 4 To what extent do each of the following describe how your organization operates?.......................... 6 To what extent is each of the following strategic initiatives present in your organization?................ 6 For each of the following HR roles, please estimate the percentage of time your HR function spends performing these roles. .............................................................................................................. 7 Which of the following best describes the relationship between the Human Resource function and the business strategy of your organization? .......................................................................................... 7 With respect to strategy, to what extent does the HR function… ......................................................... 8 To what extent does each of the following describe the way your HR organization currently operates? ................................................................................................................................................. 8 How has the amount of attention to the following HR activities in your organization changed over the past 5-7 years as a proportion of overall Human Resource activity and emphasis? ................... 9 Have any of the activities listed below been partially or completely outsourced? ........................... 10 Do you have a multiple-process HR outsourcing (HRBPO) contract?................................................ 11 Overall how satisfied are you with your HRBPO (Human Resources Business Process Outsourcing) relationship? ......................................................................................................................................... 12 In general, how effective do you think the following approaches to HR outsourcing are? .............. 12 To what extent do you consider your HRIS to… .................................................................................. 13 Does your organization currently… ...................................................................................................... 14 What describes the way you measure the following HR programs and activities? (Select all that apply) ..................................................................................................................................................... 15 How effective are the information, measurement, and analysis systems of your organization when it comes to the following? .................................................................................................................... 16 To what extent are these statements true about your organization? ............................................... 17 To what extent do business leaders understand and use sound principles when making decisions about… .................................................................................................................................................. 18 To what extent does your corporation’s Board call on HR for help with the following? ................... 18 How satisfied are you with the skills and knowledge of your organization’s current HR / managerial staff in each of these areas? ............................................................................................................... 19 What percentage of your company-wide professional / managerial HR staff possesses the necessary skill set for success in today’s business environment? ................................................... 20 On a scale of 1 to 10, how well is the HR organization meeting needs in the following areas? ..... 21

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......................... 26 Generally speaking..... 23 Primary industry*........................... 21 How has the recession affected the following in your organization? ........................................................................................................................................ 28 *Indicates that an answer was required to proceed with the survey........................ Proprietary | Page 2 ............................. 25 Please indicate your organization's performance in the following areas:* ...................................... 26 Organization type ............................................................................................................................................................................... analysis and findings require explicit permission from i4cp.................. 24 Job level* ............................................................................................. how important is it that the HR organization does well in the following areas?......................................................... © 2010 Institute for Corporate Productivity (i4cp)......................... 23 Size of workforce throughout the world* ............................................................... 22 Demographics .. 27 Location of company headquarters............................................................................. 24 Geographic structure* ................................................................................................................................................................ Use of all results..................................................................................................................................... 25 Department/function* ......................The Future of HR On a scale of 1 to 10........................ how would you gauge your organization’s performance? ....................................................................................................................

Preliminary Results Preliminary Results Survey Responses Approximately how many employees are in your organization?* Results 1 .99.000 .999 employees 20.8% 4.4% 21.8% 3.000 employees n=807 All Respondents 11.49 employees 50 .4.com Page 3 | Proprietary .19.999 employees 1.000 .9% 5.8% 6.3% 8.999 employees More than 100.999 employees 50.2% 10.7% 10.49.7% 4.i4cp.9.000 .24 employees 25 .8% 3.4% 8.99 employees 100 .000 .1% www.999 employees 10.999 employees 5.000 .499 employees 500 .249 employees 250 .

8% 10.a.mba Benefits Business Business administration All Respondents 73. .1% 6. and non-exempt) are part of the HR function?* NOTE: The respondents were asked to provide a number that includes both centralized and decentralized staff. exempt. All Respondents 38.The Future of HR Approximately how many full-time-equivalent employees (FTEs.999 employees 1.000 employees What is the background of the current head of HR?* Results Human Resource Management Other (please specify) • • • • • • • • Academic Accountancy Accounting Accounting followed by hr training Accounting. cpa Administaff Administration Administrative • • • • • • • • Administrative assistant Aeronautical engineering Attorney B.499 employees 500 .49 employees 50 .9% 5.e.9% • • • • • • • • • Business administration Business development Business management Business mgt Ceo Chemical engineering Chemistry Clerical College leaver Proprietary | Page 4 .8% n=800 Results Less than 10 employees 10 .8% 22.1% 9. and hr mangement dipoloma B.4.999 employees More than 5.1% 26.0% 1.99 employees 100 .249 employees 250 .000 .6% 5.

Former head internal promote from other function (real estate) Investor services & operations It It is our executive committee and we all have different backgrounds Labor relations -mill div Labor relations.store administrator Safety and training Sales and marketing Sales management Sales/marketing before hr Sales/strategic planning and hr School of hard knocks Science Scientist Strategy.Preliminary Results Preliminary Results • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Communications Comp/benefits + accounting Compensation Consultant Controlling Cpa Credit management Currently vacant position Customer service Don't know Economics degree Engineering Engineering & operations mgmt Engineering and also doing qc Entrepreneur Estate management Exec mgmt Experience with company Field worker Finance Finance & administsration Finance / audit Finance and administration Finance and hr management Finance/hr Financial Financial operations Financial services Friend of president General administration General administrative General business General business management General management General management and hr management General mgmt Gm takes hr head position Government/military Head of business unit Health care admnistration Higher ed Hr and operations Hr and ops Hr and project management Hr and technology Hr business partner Hr certificate programs Hr is contracted outparttime to a consultant Hr management and chrp Hr management and org development • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Hr. pr.d. accounting. operations.i4cp. od Retail mgmt Rose up the ranks in banking Sa . consulting and hr management Legal and hr Legal and human resources Line executive Long tenured senior executive M/a Ma (sociology) mba-org development Management Management consulting Marketing Marketing / operations Marketing and financial services management Master's industrial relations Mba Mental health Natural science Od Od & hr Operation Operational into hrd • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Operations Operations Operations manager Operations/engineering Operatons. admin I/o psychology I/o psychology Instituational business Insurance Interim . business development Talent development Teacher Technical Technology Training Training & development Union organization Vacant Variety of business line functions. as well as hr experience Years of experience n=795 www.com Page 5 | Proprietary . learning & development. marketing. line manager then hr Leadership & operations Learning & development Learning and oe Legal Legal (erisa and labor law). general management Organization development Organizational development Organizational development/t&d Organizational leadership/accounting Outsourcing Partner from tax Personnel management Ph. od. training. it Hr. attorney Law Law and operations Lawyer Lawyer with hr experience Lawyer. Psychology Product manager and hr Program management/psychology & speech education Psychology Psychology and management Public accountant Public administration Public utilities Retail Retail management.ceo. business owner Hr/sales/operations Human resources director Human resources.

7% 4. focus on cost reduction and controls) High involvement (flat structure.8% 36.4% 4.1% 26.6% 9.3% 18.9% 28.7% 28.9% 13.5% 34.4% 30.4% 29.3% 21.3% 33.0% 4.6% 13.2% 10.3% 21.2% 21.5% 31.2% Great extent 20.0% 41.0% n-values range from 732 .7% 41.0% 11. tight job descriptions.2% 12.2% Very great extent 8.5% 3.5% 28.4% Some extent 24.4% 28.2% 30.1% 20.742 To what extent is each of the following strategic initiatives present in your organization? Results Building a global presence Acquisitions Customer focus Technology leadership Talent management Knowledge/intellectual capital management Sustainability Innovation Little or no extent 38.7% 31.2% 7.9% 27.3% 10.5% 30.7% 6.4% 30.8% Very great extent 11.4% 21.3% 19.0% 1.5% 24. minimum benefits. focus on financial performance and sustainability) Little or no extent 17.9% Moderate extent 23. low commitment to employee development and careers) Sustainable (agile design.5% Some extent 15.5% 8.7% 21.6% 14.1% 12.8% 15.1% 6.0% Moderate extent 15.2% 15.1% 7. participative decisions.1% 22.6% 9. top-down decision making) Low-cost operator (low wages. hire best talent.8% 33.0% 23.6% n-values range from 743 – 748 Proprietary | Page 6 .0% 5.8% 41.5% Great extent 25.The Future of HR To what extent do each of the following describe how your organization operates? Results Bureaucratic (hierarchical structure.2% 14. commitment to employee development and careers) Global competitor (complex interesting work.

9% 27. involved with strategic HR planning. NOTE: This question displayed two columns titled “Currently” and “5-7 Years Ago. HR provides input to the business strategy and helps implement it once it has been developed. n=657 All Respondents 10. HR is involved in implementing the business strategy.1% 39.2% www.8% 22. please estimate the percentage of time your HR function spends performing these roles. and strategic change) n-values range from 582 .com Page 7 | Proprietary . regulations. track and maintain data on employees) Median of Responses Currently 15% 10% 25% 15% 20% 5-7 Years Ago 25% 15% 30% 10% 10% Currently 19% 15% 29% 18% 24% 5-7 Years Ago 28% 17% 31% 15% 14% Auditing/Controlling (Ensure compliance with internal operations.” Respondents were instructed that percentages should add to 100% for each column.633 Which of the following best describes the relationship between the Human Resource function and the business strategy of your organization? Results HR plays no role in business strategy. and legal and union requirements) Providing Human Resource Services (Assist with implementation and administration of HR practices) Developing Human Resource Systems and Practices (Develop new HR systems and practices) Strategic Business Partnering (Member of the management team. organization design.Preliminary Results Preliminary Results For each of the following HR roles. HR is a full partner in developing and implementing the business strategy.i4cp. Mean of Responses Results Maintaining Records (Collect.

9% 3.The Future of HR With respect to strategy.4% 13.8% 30.6% 31.9% 7.6% 4.0% 0.0% 27.4% 12.2% 2.5% 8.6% Moderate extent 27.8% 33.9% 14.8% 26.6% 28.1% 6.8% Great extent 22.4% 28.0% 24.4% 32.4% 37.2% 14.0% 6.5% 32.7% 9.7% Some extent 18.2% 3.2% 4.6% 22.0% 20.5% Some extent 33.530 To what extent does each of the following describe the way your HR organization currently operates? Results Administrative processing is centralized in shared services units Transactional HR work is outsourced Centers of excellence provide specialized expertise Decentralized HR generalists support business units People rotate within HR People rotate into HR Little or no extent 13.0% 36.0% Very great extent 5.8% 6.9% 17.4% 7. to what extent does the HR function… NOTE: This question was only shown to respondents who DID NOT indicate in the previous question that HR plays no role in the business strategy.6% 29.0% 7.7% 28.4% 51.5% 8.1% 23.6% 12.7% 16.7% 37.2% 20.6% 19.5% 22.0% 7.0% 6.9% 13.8% 18.5% 17.8% 18.2% 21.4% Moderate extent 22.8% 21.4% 21.0% 8.7% Proprietary | Page 8 .6% 19.2% 31.7% 30.0% Results Help identify or design strategy options Help decide among the best strategy options Help plan the implementation of strategy Help identify new business opportunities Assess the organization’s readiness to implement strategies Help design the organization structure to implement strategy Assess possible merger.9% 27. Little or no extent 11. acquisition or divestiture strategies Work with the corporate board on business strategy Help identify new business opportunities n-values range from 525 .8% 34.2% Great extent 30.0% Very great extent 14.4% 14.2% 66.8% 50.4% 11.1% 23.6% 3.

3% 12.5% 3.0% 33.3% 33.7% 3.9% 19.1% 9.0% 5.5% 24.5% 36.7% 47.2% 17.4% 1.1% 22.5% 33.7% 45.1% 2.9% 7.2% 22.8% 23.2% 44.9% 15.0% 13.3% 22.4% 29.2% 26.0% 2.6% 30.8% 7.8% 23.2% 1.7% 7.8% 20.5% 23.8% 2.2% 6.3% n-values range from 595 .7% Significantly increased 8.3% Decreased 5.5% 6.2% 16.3% 27.7% 9.0% 15.6% 30.5% 4.8% 9.3% 19.7% 9.8% 39.4% 22.7% 5.8% 24.3% 40.9% 39.1% 2.6% Increased 48.8% 25.7% 0.3% 17.2% 8.9% 8.3% 13.7% 32.0% 28.6% Stayed the same 35.1% 1.0% 10.601 How has the amount of attention to the following HR activities in your organization changed over the past 5-7 years as a proportion of overall Human Resource activity and emphasis? Results Human capital forecasting and planning Compensation Benefits Organization development Organization design Training and education Significantly decreased 1.0% 19.3% 37.8% 21.4% 23.0% 38.7% 29.7% 8.7% 10.8% 24.com Page 9 | Proprietary .7% 34.5% 10.7% www.9% 7.Preliminary Results Preliminary Results People rotate out of HR to other functions HR practices vary across business units Some transactional activities that used to be done by HR are done by employees on a selfservice basis HR “advice” is available on-line for managers and employees There is a low HR/employee ratio There is a data-based talent strategy There is a human capital strategy that is integrated with the business strategy Provides analytic support for business decision-making Provides HR data to support change management Drives change management Makes rigorous data-based decisions about human capital management Uses social networks for recruiting 64.8% 27.i4cp.3% 34.5% 5.4% 32.8% 30.5% 21.1% 25.8% 27.5% 12.

8% 30.3% 58.9% 3.8% 32.0% 3.3% 43.4% Partially 4.2% 39.1% 6.5% 10.4% 39.8% 47.5% 3.8% 9.9% 9.3% 11.4% 7.7% 4.3% 3.8% 9.5% 4.9% 25.9% 10.2% 44.5% n-values range from 541 .3% 2.8% 2.9% 1.562 Have any of the activities listed below been partially or completely outsourced? Results Human capital forecasting and planning Compensation Benefits Organization development Organization design Training and education Management development Union relations HR Information Systems Performance appraisals Not at all 95.4% 46.9% 8.5% 1.4% 45.2% 90.6% 11.1% 7.7% 1.9% 8.0% 41.6% 2.4% 41.5% 47.5% 29.1% 90.4% 32.2% 2.3% 6.1% 47.1% 8.1% 9.0% 6.5% 86.0% 56.2% 10.0% 33.4% 25.9% 16.1% Proprietary | Page 10 .8% 6.0% 2.0% 66.3% 42.6% 1.4% 1.5% 89.6% 12.5% Completely 0.8% 37.5% 13.2% 79.9% 52.3% 18.4% 57.6% 39.3% 8.5% 1.7% 10.6% 8.1% 0.3% 5.4% 3.7% 64.6% 51.3% 32.3% 37.0% 7.8% 1.The Future of HR Management development Union relations HR Information Systems Performance appraisals Recruitment Selection Career planning Legal affairs Employee assistance Competency / talent assessment HR metrics and analysis Executive compensation 2.5% 38.4% 4.2% 10.9% 10.

not seriously considering Unknown n=565 All Respondents 7.1% 93.5% 0.0% 88.4% 6.6% n-values range from 539 .4% 54.i4cp.0% Do you have a multiple-process HR outsourcing (HRBPO) contract? Results Yes No.1% 4.3% 18.1% 15.5% 43.7% 84.Preliminary Results Preliminary Results Results Recruitment Selection Career planning Legal affairs Employee assistance Competency/talent assessment HR metrics and analysis Executive compensation Not at all 63.9% 0.7% 16.6% 65. but seriously considering No.1% 10.4% Completely 1.7% 24.4% 7.9% 31.3% 37.8% 79.com Page 11 | Proprietary .8% www.2% 0.5% 22.9% 2.6% 0.8% 83.564 Partially 35.

2% 13.9% 34.7% n-values range from 536 .4% 17.4% 24.1% 7.2% 46.8% 2.2% 23.5% Ineffective 29.3% 5.5% 32.2% 5.9% 36. payroll) Moderate outsourcing to a single vendor Moderate outsourcing to multiple vendors Substantial outsourcing to a single vendor Substantial outsourcing to multiple vendors Very ineffective 19.The Future of HR Overall.1% 3.4% 14.2% 15.545 Proprietary | Page 12 .8% 14.9% Effective 11.2% 1.9% 8.8% Very effective 3.2% 35.8% 7.2% 16.8% 36.2% 21.8% 7.2% 16.8% 18.9% n=34 Results Very dissatisfied Dissatisfied Somewhat dissatisfied Neither satisfied or dissatisfied Somewhat satisfied Satisfied Very satisfied In general.7% 23.5% 32.7% 2. how satisfied are you with your HRBPO (Human Resources Business Process Outsourcing) relationship? NOTE: This question was only shown if the respondent indicated the presence of a multiple-process HR outsourcing (HRBPO) contract.5% 27. how effective do you think the following approaches to HR outsourcing are? Results No outsourcing Very limited: only a few transactional services (e.6% 41.g.2% Neither 37. All Respondents 2.

5% 28.1% 3.4% To what extent do you consider your HRIS to… NOTE: This question was only shown to respondents who DID NOT indicate in the previous question that there is no information technology present within his/her organization.4% 22.1% 32.7% 6.0% 3.3% 39.9% 26.5% 16.9% 23.1% Great extent 22.5% 22.g.9% 21. There is no information technology present.i4cp.0% 27.5% 5.1% 35. compensation) Measure HR’s impact on the business Improve on human capital decisions of managers outside HR Create knowledge networks www.2% 20.0% 24.1% 52.2% 4.7% 23.2% 22.1% 20.5% 26.7% 38. Most processes are information technology based but not fully integrated.0% 13.9% 16. Little or no extent 10.5% 14.7% 12.0% Results Be effective Satisfy your employees Improve HR services Reduce HR transaction costs Provide new strategic information Speed up HR processes Reduce the number of employees in HR Integrate HR processes (e.3% 2.0% 17.8% 11.5% 2.Preliminary Results Preliminary Results What is the one statement that best describes the current state of your HR Information System (HRIS)? Results We have a completely integrated HR Information Technology System.6% 2.2% 34.3% Some extent 27.4% 14. training. There is little information technology present in the HR function.6% 26.6% Very great extent 3.0% 28.1% 16.3% 26.9% 26.2% 18.0% 27. Some HR processes are information technology based.0% 3.8% 13.2% 3.com Page 13 | Proprietary .4% 27.7% 40.6% 12. n=556 All Respondents 11.0% 26.0% Moderate extent 37.8% 8.9% 3.2% 32.9% 38.1% 21.

1% 27.3% Very great extent 1.8% 18.2% Not currently being considered 31.8% 24.1% Planning for 33.7% 21.6% 18.g.8% 14.6% 14. motivation from rewards.9% 30.7% 17. Mercer.532 Proprietary | Page 14 .9% 43.)? Benchmark analytics/measures against data from outside organizations (e.9% 22.0% 27.7% Moderate extent 14.1% 10.511 Does your organization currently… Yes.1% 50. validity of tests.1% 24.7% 35.7% 26.9% n-values range from 527 .The Future of HR Results Build social networks that help work get done Little or no extent 61. have now 18.4% n-values range from 507 .8% 29. Hewitt.5% 10.7% 30.1% 18.)? Measure the quality of the talent decisions made by non-HR leaders? Measure the business impact of high versus low performance in jobs? Being built 17.7% 11.5% 11.7% 39.3% 19.2% 32.1% 15. etc.6% 17. Saratoga. etc.1% Some extent 17. cost-per-hire. training costs)? Measure the specific effects of HR programs (such as.8% Results Measure the business impact of HR programs and processes? Collect metrics that measure the cost of HR programs and processes? Have the capability to conduct cost-benefit analyses (also called utility analyses) of HR programs? Use HR dashboards or scorecards? Measure the financial efficiency of HR operations (e. time-to-fill.6% 37.g.7% 34.5% Great extent 5.1% 28. learning from training.8% 32.

2% 36.0% 21.Preliminary Results Preliminary Results What describes the way you measure the following HR programs and activities? (Select all that apply) Efficiency (The resources used by the program.4% 39.0% 35. such as cost per hire) Effectiveness (The changes produced by the program.6% 39.4% 22.8% 28.6% www.2% 49.5% 31.0% 41.9% 34.1% 44.5% 32.3% 29.5% 32.5% 25.8% 19.6% 51.0% 32.8% 34.6% 47.8% 20.i4cp.2% 20.3% 41.6% 27.3% 26. such as learning from training) Impact (The business or strategic value produced by the program) Results Compensation Benefits Organization development Organization design Training/education Leader development and succession HR information systems Performance management Career planning Diversity Employee assistance Staffing Social and knowledge networks 41.0% 39.7% 53.6% 22.5% 32.6% n=490 35.6% 35.1% 41.4% 19.4% 27.9% 36.0% 29.com Page 15 | Proprietary .0% 50.

7% 20.8% 40. measurement.4% 33.8% 43.5% 22.8% 1.8% 29.7% 9.4% 2.6% 20.5% 10.6% 36.4% 34.1% 11.4% 26.4% 14.1% 1.7% 13.4% 25.5% 1.5% n-values range from 437 .7% 16.The Future of HR How effective are the information.7% 13.3% 17.7% 20.9% 6.3% 27.8% 40.6% 43.7% 25.6% 3.2% 17.5% 12. and analysis systems of your organization when it comes to the following? Results Connecting human capital practices to organizational performance Identifying where talent has the greatest potential for strategic impact Predicting the effects of HR programs before implementation Pinpointing HR programs that should be discontinued Supporting organizational change efforts Assessing and improving the HR department operations Contributing to decisions about business strategy and human capital management Using logical principles that clearly connect talent to organizational success Using advanced data analysis and statistics Providing high-quality (complete.8% 2.7% 37.3% 12.7% 4.5% 14.4% 22.6% Very effective 1.4% 42. accessible) talent measurements Motivating users to take appropriate action Very ineffective 14.444 Proprietary | Page 16 .9% Somewhat effective 45.2% 10. timely.1% 0.4% 15.1% 43.4% 2.8% 13.1% Ineffective 27.2% 38.6% 27.9% 23.9% Effective 10.2% 15.8% 26.

5% 21.i4cp.457 www.Preliminary Results Preliminary Results To what extent are these statements true about your organization? Results We excel at competing for and with talent where it matters most to our strategic success Business leaders’ decisions that depend upon or affect human capital (e.) are as rigorous.7% 27.5% 33.0% 14.1% 10.1% 31.8% 32.2% 14.3% 10.3% 26.4% 2.4% 12.2% 8.6% 24. and customers HR leaders have a good understanding about where and why human capital makes the biggest difference in their business Business leaders have a good understanding about where and why human capital makes the biggest difference in their business HR systems educate business leaders about their talent decisions HR adds value by insuring compliance with rules.8% 27.7% 7.com Page 17 | Proprietary . etc.4% 28.9% 21.7% 11.2% 24. laws.4% 28.g.1% 34.6% 5.3% 21. logical and strategically relevant as their decisions about resources such as money.8% 9.2% 6.7% 13.3% 30. technology.0% 31. rewards.0% 8.9% 27. and guidelines HR adds value by delivering high-quality professional practices and services HR adds value by improving talent decisions inside and outside the HR function Little or no extent Some extent Moderate extent Great extent Very great extent 13. layoffs.5% 37.7% 5.3% 31.8% 8.2% 34.9% 18.3% n-values range from 451 .0% 29.3% 14.

9% Moderate extent 35.0% 29.9% 3.3% 14.9% Some extent 32.5% 14.9% 14.4% 9.8% n-values range from 441 .3% 15.8% 30.2% 38.1% Moderate extent 16.1% 28.4% 4.4% 30.3% Some extent 15.8% 24.2% 12.7% 28.0% 32.7% 48.8% 20.5% 16.9% 18.3% 21.2% Great extent 17.3% 5.7% 28.3% 44.3% 25.0% 36.9% 4.2% 26.9% 21.4% 37.454 To what extent does your corporation’s Board call on HR for help with the following? Results Executive compensation Addressing strategic readiness Executive succession Change consulting Developing Board effectiveness/corporate governance Risk assessment Information about the condition or capability of the workforce Board compensation Little or no extent 23.4% 14.8% 6.3% 26.1% Very great extent 20.6% 14.1% 9.9% 20.5% 29.3% 20.7% 9.3% 6.3% 2.8% 3.6% 14.1% 10.7% Great extent 24.4% 34.The Future of HR To what extent do business leaders understand and use sound principles when making decisions about… Results Motivation Development and learning Culture Organization design Business strategy Finance Marketing Little or no extent 11.7% 30.8% 7.3% 19.2% 8.3% 15.0% 25.7% 27.5% 21.5% 8.5% 22.3% 24.6% 3.2% 24.6% 24.4% 11.0% 17.4% 24.0% 30.449 Proprietary | Page 18 .6% Very great extent 2.4% 18.4% n-values range from 451 .6% 25.

0% 19.2% 34.com Page 19 | Proprietary .5% 19.5% 4.4% 12.5% 33.1% 11.2% 6.3% 32.1% Neutral 27.5% 41.4% 22.2% 30.0% 49.i4cp.3% 7.2% 4.6% 4.9% 6.9% 28.5% 23.6% 15.9% 10.0% 5.8% 23.8% 27.7% 50.0% 23.6% 10.5% 11.1% 31.3% 33.2% 22.2% 10.5% 20.3% 31.5% 2.4% 3.1% 32.3% 5.6% 43.6% 18.2% 37.2% 5.8% 9.4% Very satisfied 10.5% 13.1% 24.6% n-values range from 442 .8% 20.1% 30.9% 18.0% 20.9% 38.1% 31.5% 8.7% 34.5% 31.449 www.5% 7.4% 25.4% 5.6% 6.Preliminary Results Preliminary Results How satisfied are you with the skills and knowledge of your organization’s current HR/managerial staff in each of these areas? Results Team skills HR technical skills Business understanding Interpersonal skills Cross-functional experience Consultation skills Leadership/management Global understanding Organization design Strategic planning Information technology Change management Metrics development Data analysis and mining Process execution and analysis Very dissatisfied Dissatisfied 3.3% 17.6% 30.5% 27.1% 6.4% 4.7% 5.4% 4.3% 7.3% 15.9% 34.6% 11.2% 11.4% Satisfied 47.9% 41.

8% 13.0% 7.7% 22.The Future of HR What percentage of your company-wide professional/managerial HR staff possesses the necessary skill set for success in today’s business environment? Results 0% 1-20% 21-40% 41-60% 61-80% 81-99% 100% n=455 All Respondents 1.0% 26.0% 16.4% 13.3% Proprietary | Page 20 .

43 8. how important is it that the HR organization does well in the following areas? NOTE: Respondents were asked to rate the following activities from 1 to 10 where 1 = Not at all important and 10 = Very important/critical.48 5.00 9.com Page 21 | Proprietary .88 8.71 6.00 7.59 8.00 8.72 5.83 6.00 6.00 9. On a scale of 1 to 10.00 8.56 Median of Responses How How well important HR org is it is that meeting HR org needs does well 8.19 7.33 5.00 8.55 6.43 6.00 8.81 5.00 9.01 8.00 7. Mean of Responses How How well important HR org is it is that meeting HR org needs does well 7.00 8.00 6.91 6.66 7. On a scale of 1 to 10.00 7.00 6.43 7.00 6. how well is the HR organization meeting needs in the following areas? NOTE: Respondents were asked to rate the following activities from 1 to 10 where 1 = Not meeting needs and 10 = All needs are met.Preliminary Results Preliminary Results NOTE: The responses for the next two questions are displayed in a single table below.00 6.66 5.00 7.00 9.00 6.67 5.00 9.04 8.00 6.i4cp.00 9.00 Results Providing HR services Providing change consulting services Being a business partner Improving decisions about human capital Managing outsourcing Operating HR centers of excellence Operating HR shared service units Helping to develop business strategies Being an employee advocate Analyzing HR and business metrics Working with the corporate Board Overall performance www.66 7.76 8.07 7.87 5.00 7.

6% Decreased 12.4% 47.8% 13.1% 11.4% 3.8% 63.6% 11.4% 17.8% 2.3% 63.1% 8.9% 34.4% 18.7% 4.6% 4.4% 6.1% 57.2% 25.6% 3.6% 1.8% 9.5% 3.0% 3.1% 40.1% n-values range from 427 .2% 5.1% 38.1% 2.7% 25.7% 8.431 Proprietary | Page 22 .2% 6.4% 19.0% 4.1% 2.3% 4.7% 32.2% 59.8% 26.2% 47.4% 16.3% 17.9% 25.6% 23.8% 5.2% 31.0% 2.1% Increased 23.3% 5.4% 3.0% 52.8% 61.2% 4.9% 5.7% 17.6% 2.7% 12.9% 1.3% 2.8% 1.9% 1.9% 11.9% 45.0% Significantly increased 3.3% 2.1% 33.8% 2.2% 42.The Future of HR How has the recession affected the following in your organization? Results Power and status of HR function Strategic role of HR function Commitment to talent development Focus on performance management Quality of talent management decisions Use of contract employees Use of temporary employees Use of HR analytics and metrics Quality of employees in HR function Attractiveness of your company’s brand as an employer Effectiveness of HR function Willingness to try innovative HR practices Use of short term HR system fixes Commitment to treating people right Percent of its time HR spends on administration Focus on HR practices that have shown tangible results Significantly decreased 2.0% 47.2% Stayed the same 58.2% 1.9% 32.1% 32.3% 1.5% 59.6% 8.8% 54.9% 30.6% 7.0% 6.2% 48.

1% 7.6% 0.1% www.Preliminary Results Preliminary Results Demographics Primary industry* Results Aerospace & Defense Agriculture Automotive & Transport Banking Beverages Business Services Charitable Organizations Chemicals Computer Hardware Computer Services Computer Software Construction Consumer Products Manufacturers Consumer Services Cultural Institutions Education Electronics Energy & Utilities Environmental Services & Equipment Financial Services Food Government Health Care Industrial Manufacturing Insurance Leisure Media Membership Organizations Metals & Mining Pharmaceuticals Real Estate Retail Security Products & Services Telecommunications Equipment All Respondents 2.5% 0.2% 0.8% 5.6% 1.0% 3.0% 0.6% 2.0% 1.3% 4.7% 3.2% 1.1% 3.1% 0.5% 1.5% 2.5% 3.1% 0.3% 1.0% 1.6% 0.1% 0.4% 0.6% 0.0% 2.1% 10.7% 2.4% 5.6% 0.com Page 23 | Proprietary .6% 7.8% 0.6% 7.i4cp.

000 .49 employees 50 .The Future of HR Telecommunications Services Transportation Services Other n=807 1.999 employees 5.7% Geographic structure* Results Global (high level of global integration) Multinational (national / regional operations act independently) National (operations in one country only) n=807 All Respondents 27.999 employees 20.9.9% 21.1% 10.7% 50.0% 6.2% 7.4% 9.8% 8.999 employees 1.2% 9.999 employees More than 100.8% 7.499 employees 500 .5% 3.249 employees 250 .000 employees n=807 All Respondents 9.6% Proprietary | Page 24 .24 employees 25 .999 employees 50.999 employees 10.19.000 .000 .99 employees 100 .7% 7.000 .3% 5.4.5% Size of workforce throughout the world* Results 1 .8% 21.49.9% 2.5% 3.000 .99.

2% 5.4% 3.6% 1.1% 0.1% 0.8% 4.1% 0.3% 0.com Page 25 | Proprietary .0% 4.4% 0.7% 4.6% 7.1% 28.2% 0.1% 3.6% Department/function* Results Accounting / Finance Administrative Consulting / Advisory Customer Service / Account Management Engineering Executive / Owner Facilities Management General Management Human Resources Information Technology Legal Market Research Marketing / Advertising Operations / Production Planning Product Development / Design Public Relations / Communications All Respondents 1.8% 14.8% 64.4% 0.1% 22.9% 2.2% www.2% 0.2% 2.6% 4.6% 0.3% 6.Preliminary Results Preliminary Results Job level* Results Board Member / Chairperson CEO / President Partner / Owner C-level executive EVP / SVP VP Director Manager Supervisor Individual Contributor Other n=807 All Respondents 0.4% 2.i4cp.

.4% 3.7% 5. your market share is.4% n=807 19.3% 9.8% 53.5% 37.3% 6.6% 6.1% 37.8% Generally speaking.9% 4.5% Please indicate your organization's performance in the following areas:* Results Compared with the past five years..2% 0.4% 32.3% 3.7% 16. Compared with the past five years.2% Results We're in bad shape We perform at below-average levels We're about average for our industry We're better than average We're in great shape n=65 Proprietary | Page 26 .0% 27.0% 7..The Future of HR Results Quality Control Research & Development (Product related) Sales / Business Development Training Other n=807 All Respondents 0.3% 33.2% 4.8% 1. Compared with the past five years.9% 2.3% 44. your customer satisfaction is.7% 27.6% 3...4% 2.3% 10.1% 0. your revenue growth is… Compared with the past five years.1% 31.. Not applicable At an alltime low Significantly worse About the same Significantly better At an alltime high 6.” All Respondents 1.4% 47.3% 3.8% 5.5% 15. how would you gauge your organization’s performance? Note: This question only shown if the previous question was answered with at least two (2) “Not applicable. your profitability is.

8% 56.3% 7.Preliminary Results Preliminary Results Organization type Results Conglomerate Government Private Public n=410 All Respondents 2.$4.99 million $50 .7% 8.5% 6.99 million $2 .6% 5.$0.$99.$1.5% n=335 Results $0 .99 billion $10+ billion www.99 million $1 .99 million $500 .6% 1.$999.99 million $1 . All Respondents 11.$9.i4cp.99 million $5 .99 billion $5 .6% 31.1% 10.1% 11.99 million $100 .2% 7.$1.7% Total revenue for the entire organization worldwide (in US Dollars) Note: This question was not required.9% 8.99 billion $2 .9% 8.$4.com Page 27 | Proprietary .99 million $10 .$499.1% 9.$9.5% 12.$49.

8% 0.5% 0.0% 0. Cantons of Trinidad and Tobago United Arab Emirates United Kingdom All Respondents 0.2% 11.3% 0.5% 1. Republic of Kuwait Malaysia Mauritius Mexico New Zealand Nigeria Norway Palestinian State Poland Portugal Qatar.3% 0.3% 0. State of Romania Russian Federation Saudi Arabia Singapore South Africa Sweden Switzerland.0% 0. People's Republic of Denmark Egypt Finland France Germany Ghana Greece Hong Kong India Indonesia Ireland Israel Italy Japan Jordan All Respondents 64.5% 0.5% 0.5% 0.3% 0.3% n=391 Proprietary | Page 28 .3% 0.5% 0.The Future of HR Location of company headquarters Results United States Canada Argentina Australia Belgium Brazil Bulgaria China.5% 0.5% Results Korea.3% 0.3% 1.6% 0.3% 0.8% 0.3% 0.5% 1.8% 1.5% 0.3% 0.8% 0.8% 0.5% 0.3% 0.3% 2.3% 0.3% 0.3% 0.3% 0.3% 0.5% 0.3% 0.3% 0.3% 0.8% 0.5% 0.3% 1.5% 0.

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