Raport Hr Outlook 3rd Quarter 2011 Copy

Romanian Human Resources Outlook

November 2011, Bucharest

Agenda

Methodology 3

Human Resources Strategy 9

Learning and Development 25

Performance Management 32

Recruitment and Selection 36

Sample Characteristics 45

Key Findings 4

Appendix 49

Methodology

Research methodB2B Survey

Target populationHR Department employees and General Managers

Data collection techniqueComputer Assisted Web Interviews

Sample size : 129 respondents

- HR Strategy: 69 respondents- Learning and Development: 82 respondents- Performance Management: 101 respondents- Recruitment and Selection: 96 respondents

Fieldwork2nd of December,2011 - 4th of January, 2012

Back to Agenda

Training

More companies with performance

management activities

Higher orientation towards the development of Soft skills (Communication/ relation/ team work/ leadership skills)

Senior

Coaching and mentoring

Training on the job

Middle

Coaching and mentoring

Training on the job E-learning

Specialists

Training on the job

Entry

Classical trainingsTraining on the job

Higher importance of price when choosing external training programs

Performance management

Focus on the usage of existing resources through:

More companies with learning and

development budget

Higher usage of external funds (European funds)

More companies use promotion as a method

to retain people

Q3/ 2011 vs. Q3/ 2010Overview

HR BUDGETS

Recruitment budgets

Lower budgets due to 2 possible causes:

In house recruitment (use internal sources)

Lower intensity (recruit, but fewer

employees)

Q3/ 2011 vs. Q2/ 2011Overview

Leasing

Part of the companies

renounced to hiring personnel

through leasing

Fewer Entry level positions

occupied in this way

HR logistics activities

Lower budget

Lower collaboration with

external consultants

Slight

decrease

Q3/ 2011Key Findings

HR Strategy

This was a third quarter focused on trainings and performance management programs: more companies with budgets for

learning and development and more companies which make performance management in comparison with the same quarter in

2010.

Recruiting passed in a secondary plan. It is still the activity performed by most of the companies, but it is either made with a

lower intensity (companies still recruit, but less) or they perform this activity internally, as the budget dedicated to this activity

lowered compared to the previous quarter.

The budget for specific HR logistics was lower. Additionally, almost half of the companies did not cooperate with external

consultants for this type of activities, while none of them increased cooperation with external consultants.

Overall, HR budgets are slightly decreasing in Q3/ 2011, in comparison to Q2/ 2011.

Performance Management

As compared to Q3/ 2010, the number of companies which do performance management activities increased.

Fewer companies include formal meetings with the management and other financial benefits (e.g. bonuses) among their

retention techniques than in Q2/ 2011. Compared to last year, however, promotions become more popular, almost half of the

companies using this method.

Learning and Development

More companies had a dedicated budget for trainings in Q3/ 2011 then in Q3/ 2010. Moreover, the usage of external funds for

financing learning and development activities has increased since last year.

For 6 out of 10 companies, the average amount spent for learning and development per employee was less than 200 Euro.

Half of the companies succeeded to spent the entire allocated budget.

Internal and external training remain the most popular methods used for the development of the employees, but this quarter

we see a clearer differentiation between the focus on hard and soft skills. Companies seek to develop the communication and

other soft skills to a higher extent, while fewer focus on the technical skills.

The usage of coaching and mentoring programs for the development of Senior and Middle level employees is increasing in Q3/

2011, compared to the same quarter in 2010. At the same time, companies use to a lower extent training on the job for these

positions. Also fewer companies offer e-learning programs to Middle level employees, in Q3/ 2011 then in Q3/ 2010.

In comparison with last year, companies tend to train Specialists and Entry level employees on the job to a higher extent.

Also, more companies choose to offer classical trainings for Entry level positions, as their number increased since Q3/2010, up to

half of the companies.

In the choice of the external consultants used for learning and development, price is gaining importance.


Recruitment and Selection

There is a significant difference between the number of companies which hired employees in leasing system in Q2/ 2011 and

those which used this alternative for hiring personnel in Q3/ 2011. In Q3 their number decreased from 4 out of 10 companies to

2 out of 10. The drop comes from a lower hiring of Entry level staff through this method.

Specialists recruiting through job fairs increased since Q2/ 2011, more companies using this source for external recruiting.


Human Resources Strategy

Back to Agenda

HR Activities Conducted in 2010-2011

B 3. Which of the following HR activities have been conducted within your organization in the 3rd quarter/2011?

%Scale: 10-95!

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies

84.7

80.6

89.7

85.9

87.7

82.0

75.8

90.9

84.7

81.9

77.4

88.4

83.8

75.570.3

69.4

82.882.8

49.2 50.8

71.8

63.7

67.5

80.8

66.7

70.4

66.7

66.8

22.924.4 25.9

29.0

25.5

23.3

12.7

30.2

23.3

20.1

27.7

31.4

27.9

20.8

10

20

30

40

50

60

70

80

90

Q3/2010 (N*=91) Q4/2010 (N*=87) Q1/2011 (N*=44) Q2/2011 (N*=70) Q3/2011 (N*=69)

Recruiting

Training and professional development (training, coaching etc)

Specific HR logistics (certificate management, work permit etc.)

Remuneration activities (here are included also the bonuses found in the HR budget)


Internal communication

Consultancy for Human Resources process and systems development

Organizational research studies

Litigations/compensation

Significant differences towards corresponding quarter of last year

HR Budget

B 5. Approximately, what was your HR budget in the 3rd quarter/2011? HR budget does not include the employees’ wages.

Scale: 10-60!

*Base: Organizations that performed HR activities during the respective quarter

24.4

45.5

21.3 17.8

27.3

31.9

19.0

26.3

40.5

28.8

43.7

35.5

52.4

41.843.9

10

20

30

40

50

60

Q3/2010 (N*=58) Q4/2010 (N*=60) Q1/2011 (N*=31) Q2/2011 (N*=48) Q3/2011 (N*=50)

0 – 5000 Euro

5001 – 20 000 Euro

More than 20 000 Euro

%

25.7

14.7

21.7

17.919.1

43.1

46.9

36.4

53.5

49.5

31.2

38.5

41.9

28.6

31.5

10

20

30

40

50

60

Q3/2010 (N*=64) Q4/2010 (N*=64) Q1/2011 (N*=34) Q2/2011 (N*=60) Q3/2011 (N*=54)

More than the estimated one

Equal with the estimated one

Less than the estimated one

Scale: 10-60!

Page 12

Effectively Used HR Budget

B5a. As compared to the estimated HR budget in the 3rd quarter/2011, the consumed budged was ....

*Base: Organizations that performed HR activities during the respective quarter

%

Dynamics of HR Budget

B 2. For each of the following HR activities, would you say that, comparing to the 2nd quarter/2011, in the 3rd quarter/2011, your allocated budget hasincreased, remained the same or has decreased? HR budget does not include the employees’ wages.

5.0

21.9

12.1

12.7

9.0

5.3

14.8

14.4

5.6

8.6

3.0

13.8

7.5

16.0

15.5

5.3

2.4

6.2

38.5

22.8

22.9

26.4

10.0

16.9

17.1

18.1

29.3

12.9

18.9

17.2

14.7

2.5

27.7

6.0

38.9

14.0

%Δ (%)

2nd quarter/2011

3rd quarter/2011

Δ = %Increase – %DecreaseHas decreased

Has increased

*Base: Organizations that had a HR budget in the respective quarter

Recruiting









33.5

0.9

10.8

13.7

1.0

11.6

2.3

3.7

23.7

4.3

15.9

3.4

7.2

-13.5

12.2

0.7

36.5

7.8

Significant differences towards previous quarter (level of confidence 95%)

N**Q2/2011=46

N**Q3/2011=51

N**Q3/2011=59

N**Q2/2011=57

N**Q2/2011=38

N**Q3/2011=40

N**Q3/2011=16!

N**Q2/2011=21!

N**Q2/2011=25!

N**Q3/2011=23!

N**Q3/2011=48

N**Q2/2011=42

N**Q2/2011=38

N**Q3/2011=36

N**Q3/2011=19!

N**Q2/2011=18!

N**Q2/2011=36

N**Q3/2011=30

! Treat data with caution due to small base size!

Consultancy for Human Resources

process and systems development



Training and professional

development

Recruiting

18.9

26.7

12.6

27.0

17.1

21.3

9.6

11.8

5.1

2.0

42.0

57.6

41.2

40.2

35.3

73.3

74.0

76.3

73.1

68.7

76.8

71.5

63.2

60.6

62.9

56.4

61.6

67.0

49.8

60.4

28.0

49.4

47.8

45.0

49.0

50.8

40.8

44.4

52.8

55.8

22.9

20.7

23.7

23.3

25.9

21.9

25.2

32.1

33.3

33.9

24.7

11.6

20.4

23.1

22.4

50.7

41.0

40.5

49.9

49.0

7.2

1.6

14.4

7.0

8.9

3.8

5.4

3.5

5.3

1.3

3.3

4.7

6.1

3.2

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

HR Budget Distribution »

B 1. How was the HR budget distributed in the 3rd quarter/2011 between each of the following activities? HR budget does not include the employees’ wages.

%

0% 1-20% more than 20% N*Q3/2010=70

N*Q4/2010=62

N*Q1/2011=37

N*Q2/2011=62

N*Q3/2011=56


» HR Budget Distribution

B 1. How was the HR budget distributed in the 3rd quarter/2011 between each of the following activities? HR budget does not include the employees’ wages.

%

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies

0% 1-20% more than 20%



Specific HR logistics

Remuneration

26.9

27.6

31.9

18.2

27.2

33.2

40.3

39.6

35.8

43.7

70.9

69.9

80.7

66.0

74.8

41.1

52.9

43.4

41.7

48.0

37.4

23.6

35.5

45.6

39.7

61.4

53.4

50.6

55.3

54.3

26.7

30.1

19.3

34.0

23.1

57.5

43.0

56.6

56.2

49.8

35.7

48.8

32.6

36.2

33.1

5.4

6.3

9.8

8.8

1.9

2.3

2.1

1.4

4.1

2.1

2.2

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q3/2011

N*Q3/2010=70

N*Q4/2010=62

N*Q1/2011=37

N*Q2/2011=62

N*Q3/2011=56

Q2 N*=62

Q3 N*=59

Q2 N*=65

Q3 N*=58

Q2 N*=46

Q3 N*=48

Q2 N*=20!

Q3 N*=14!

Q2 N*=18!

Q3 N*=20

Q2 N*=56

Q3 N*=56

Q2 N*=60

Q3 N*=57

Q2 N*=18!

Q3 N*=14!

Q2 N*=47

Q3 N*=45

Cooperation with External Consultants in Q3/2011 vs. Q2/2011

B 4. To what extent did you cooperate with external consultants/experts for the following activities in the 3rd quarter/2011 comparing to the 2nd quarter/2011?

14.9

8.4

6.0

8.7

12.9

11.7

7.4

4.2

11.0

2.9

5.3

4.1

5.1

15.4

11.2

24.9

17.0

47.9

32.8

12.0

17.0

21.5

43.0

18.8

39.2

23.1

32.0

31.7

18.1

30.5

20.6

17.2

13.6

5.3

5.2

25.0

28.7

3.6

6.0

34.9

14.0

39.4

15.4

5.8

3.3

6.0

27.3

14.9

5.6

12.2

16.3

22.3

10.2

10.2

23.1

28.8

24.0

14.5

9.7

15.2

22.5

21.6

21.7

28.0

21.3

20.0

30.3

28.3

38.6

47.1

10.9

19.6

48.4

36.5

19.6

21.1

27.8

19.2

45.7

37.7

36.6

48.8

20.9

29

35.7

45.9

We cooperated with external consultants in a lower extentWe cooperated with external consultants in the same extentWe cooperated with external consultants in a higher extentWe did not cooperate with external consultants in the previous quarterWe did not cooperate with external consultants in the current quarter

%

*Base: Organizations that had a HR budget in the respective quarter and conducted HR activities during this period

“Other Activities” category was not included due to insufficient base size


Recruiting









HR Budget Priorities in Q3/2011

B 1. How was the HR budget distributed in the 3rd quarter/2011 between each of the following activities? HR budget does not include the employees’ wages./ B 3. Which ofthe following HR activities have been conducted within your organization in the 3rd quarter/2011? B 2. For each of the following HR activities, would you saythat, comparing to the 2nd quarter/2011, in the 3rd quarter/2011, your allocated budget has increased, remained the same or has decreased?

Decreased/ Increased in Q3/2011 as compared to Q2/2011

LOW POPULARITYHIGH BUDGET

HIGH POPULARITYHIGH BUDGET

LOW POPULARITYLOW BUDGET

HIGH POPULARITYLOW BUDGET

Recruiting

B 3, B 2, B 6, B 1, B 4

1st Rank by Popularity: 87.7%

IT Systems Usage for Recruiting

T2b%

5.0

21.9

38.5

22.8 0.9

Δ (%)

33.5


Has increased

Dynamics of HR budget in Q3/ 2011 vs. Q2/ 2011

Recruiting within the HR Budget Distribution

%

%

%


**Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies

Q2/2011N*=46

Q3/2011N*=51

14.9

8.4

24.9

17.0

5.3

5.2

16.3

22.3

38.6

47.1

We cooperated with external consultants in a lower extent

We cooperated with external consultants in the same extent

We cooperated with external consultants in a higher extent

We did not cooperate with external consultants in the 4th quarter

We did not cooperate with external consultants in the 1st quarter

46.3

55.0

40.7 36.6

32.0

0

20

40

60

80

100

Q3/2010

(N*=78)

Q4/2010

(N*=67)

Q1/2011

(N*=38)

Q2/2011

(N*=62)

Q3/2011

(N*=60)

Recruiting

Q2/2011N*=62

Q3/2011N*=59

18.9

26.7

12.6

27.0

17.1

56.461.6

67.0

49.860.4

24.7

11.6

20.4

23.1

22.4

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%

Cooperation with External Consultants in Q3/ 2011 vs. Q2/ 2011


Training and Professional Development

2nd Rank by Popularity: 84.7%

%

Training within the HR Budget Distribution

%



IT Systems Usage for Training

T2b%

B 3, B 2, B 6, B 1, B 4

12.1

12.7

22.9

26.4 13.7

Δ (%)

10.8


Has increased

%Q2/2011N*=59

Q3/2011N*=57

6.0

8.7

47.9

32.8

25.0

28.7

10.2

10.2

10.9

19.6






29.9

40.834.9

26.7

21.20

20

40

60

80

100

Q3/2010

(N*=74)

Q4/2010

(N*=69)

Q1/2011

(N*=33)

Q2/2011

(N*=64)

Q3/2011

(N*=59)

Training

Q2/2011N*=65

Q3/2011N*=58

21.39.6 11.8

5.12.0

28.0

49.4 47.8

45.0

49.050.7

41.0 40.5

49.9

49.0

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%




Specific HR Logistics

3rd Rank by Popularity: 83.8%

IT Systems Usage for Specific HR Logistics

T2b%

Specific HR Logistics within the HR Budget Distribution

%

%



B 3, B 2, B 6, B 1, B 4

-13.5

Δ (%)

7.2


Has increased

%Q2/2011N*=38

Q3/2011N*=36

4.1

5.1

31.7

18.1

6.0 21.7

28.0

36.6

48.8






54.6

51.7

67.657.0

47.0

0

20

40

60

80

100

Q3/2010

(N*=73)

Q4/2010

(N*=65)

Q1/2011

(N*=30)

Q2/2011

(N*=61)

Q3/2011

(N*=58)

Specific HR Logistics

Q2/2011N*=60

Q3/2011N*=57

33.2 40.3

39.6

35.8 43.7

61.453.4 50.6 55.3 54.3

5.4 6.39.8

8.8 1.9

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%



7.5

16.0

14.7

2.5

26.9

27.6

31.9

18.2

27.2

37.4

23.6

35.5

45.639.7

35.7

48.8

32.636.2

33.1

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%

Remuneration

B 3, B 2, B 1, B 4

4th Rank by Popularity: 82.8%

Remuneration within the HR Budget Distribution



3.4

Δ (%)

15.9


Has increased

%Q2/2011N*=48

Q3/2011N*=42

2.9

5.3

23.1

32.0

5.8

3.3

22.5

21.6

45.7

37.7






Q2/2011N*=56

Q3/2011N*=56

Dynamics of HR Budget in Q3/ 2011 vs. Q2/ 2011


3.0

13.8

18.9

17.2

%


B 3, B 2, B 6, B 1, B 4


IT Systems Usage forPerformance Management

T2b%

Performance Management within the HR Budget Distribution

%


%



9.6

Δ (%)

1.0


Has increased

%Q2/2011N*=38

Q3/2011N*=40

12.9

11.7

12.0

17.0

3.6

6.0

23.1

28.8

48.4

36.5






51.8

55.2

33.3

48.7

41.5

0

20

40

60

80

100

Q3/2010

(N*=43)

Q4/2010

(N*=42)

Q1/2011

(N*=31)

Q2/2011

(N*=47)

Q3/2011

(N*=48)


Q2/2011N*=46

Q3/2011N*=48

42.057.6

41.240.2 35.3

50.8

40.8

44.452.8 55.8

7.2 1.614.4

7.0 8.9

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%


9.0

5.3

10.0

16.9

Internal Communication

B 3, B 2, B 1, B 4


Internal Communication within the HR Budget Distribution

%



11.2 17.2

13.6

5.6

12.2

30.3

28.3

35.7

45.9






Q2/2011N*=47

Q3/2011N*=45

41.1

52.9

43.441.7

48.0

57.5

43.0

56.656.2

49.8

1.44.1 2.1 2.2

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%



7.8

Δ (%)

36.5


Has increased

%Q2/2011N*=36

Q3/2011N*=30

2.4

6.2

38.9

14.0

54.6

51.7

67.6

57.0

47.0

51.8

55.2

33.3

48.7

41.5

46.3

55.0

40.7

36.6

32.0

29.9

40.834.9

26.7

21.220

40

60

80

Q3/2010 Q4/2010 Q1/2011 Q2/2011 Q3/2011

Specific HR logistics (certificate

management, work permit etc.)


Recruiting

Learning and development (training, coaching etc)

IT Systems Usage for HR Management Activities Development

B 6. How much did you use IT systems for developing the HR management activities in the 3rd quarter/2011 for ....?

Top 2 boxes* %

*Top 2 boxes= 4. In a high extent + 5. In a very high extent **Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies

Scale: 20-80!

N**Q3/2010=73

N**Q4/2010=65

N**Q1/2011=30

N**Q2/2011=61

N**Q3/2011=58

N**Q3/2010=78

N**Q4/2010=67

N**Q1/2011=38

N**Q2/2011=62

N**Q3/2011=60

N**Q3/2010=43

N**Q4/2010=42

N**Q1/2011=31

N**Q2/2011=47

N**Q3/2011=48

N**Q3/2010=74

N**Q4/2010=69

N**Q1/2011=33

N**Q2/2011=64

N**Q3/2011=59

Learning and Development

Back to Agenda

Learning Budget

C 1. What was the average budget for learning and development per employee in the 3rd quarter/2011? / C 2. As compared to the first allocated budget for learning anddevelopment in the 3rd quarter/2011, the consumed budget per employee was....

%

Average Budget for Learning and Development per Employee

The Actual Budget for Learning and Development per Employee

vs. the Estimated Budget

19.6 19.7

55.3 53.7

25.1 26.7

Q2 Q3

Less than the

allocated one

Equal with the

allocated one

More than the

allocated one

%

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated learning and development in their companies

52.060.5

48.039.5

Q2 Q3

200 Euro or more

Less than 200 Euro

Q2/2011N*=44

Q3/2011N*=43

Q2/2011N*=65

Q3/2011N*=56

78.0

86.0

70.9

84.1

77.1

61.5 63.4 62.0

77.1

69.8

37.237.4

36.1

47.844.2

40.4

35.4 31.6

41.0 42.7

35.5

41.5

23.4

31.3

31.5

21.0

8.713.0

20.7 16.9

19.2 15.63.9

7.52.8 5.9

0

20

40

60

80

100

Q3/2010 (N*=117)

Q4/2010 (N*=110)

Q1/2011 (N*=50)

Q2/2011 (N*=81)

Q3/2011 (N*=82)

Internal trainings (conducted by

colleagues within the organization)

External trainings (conducted by external

consultants/trainers/experts )

Experiential trainings within organization

(job rotation, training on the job)

Internal coaching and mentoring

sessions (conducted by colleagues within

the organization)

E-learning

External coaching and mentoring

sessions (conducted by external

consultants/trainers/experts )

Blended learning (refers to a mixing of

different learning environments)

MBA programs

68.0 68.1 66.468.4

74.4

68.9

66.0

59.0

67.6

54.850

70

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Q3/2011

(N*=82)

Communication/ relation/ team work/ leadership skills (Soft Skills)

Technical skills (Hard Skills )

Learning and Development Methods 1/2

C 3. Which of the following methods of learning and development has been used within your organization in the 3rd quarter/2011? / C 5. Which skills did you want todevelop mostly by training in the 3rd quarter/2011?

%

%

Learning and Development Methods Used in the

Organization

Skills Desired to be Developed by Training


Learning and Development Methods 2/2

C 4. For what type of employees did you organize each of these learning and development programs in the 2nd quarter/2011?

39.7

53.6

33.7

30.732.9

10.3 12.17.5

22.429.3

17.825.4

9.615.5 13.0

7.19.2

35.128.4

5.3 8.02.85.9

0

10

20

30

40

50

60

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Q3/2011

(N*=82)

Classical trainings

Coaching / mentoring

E-learning

Blended learning

(refers to a mixing of

different learning

environments)Training on the job

MBA programs

Senior Level%Scale: 0-60!

Middle Level%Scale: 0-80!

Specialists Level%Scale: 0-80!

68.9

68.1

58.263.8 59.7

17.7 13.8

20.6

30.033.6

30.4

34.6

14.0

23.1

14.813.9

11.9

31.3

28.6

13.6

16.4

1.0 1.8 1.10

10

20

30

40

50

60

70

80

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Q3/2011

(N*=82)

Classical trainings


E-learning

Blended learning


different learning


MBA programs

55.958.9

53.0

71.0 67.5

31.025.1

17.4

24.4

17.9

22.726.0

21.0

30.4 29.0

15.99.7

11.616.4

22.2

37.7

27.6

1.3 3.4

0

10

20

30

40

50

60

70

80

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Q3/2011

(N*=82)

Classical trainings


E-learning

Blended learning


different learning


MBA programs

Entry Level%Scale: 0-60!

32.0 32.1 31.6

49.4 48.4

22.620.4

13.212.6

13.4

17.5

15.1

8.8

18.2

18.3

10.3 2.25.7

5.4

24.8

41.0

33.9

2.57.5

0

10

20

30

40

50

60

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Q3/2011

(N*=82)

Classical trainings


E-learning

Blended learning


different learning


MBA programs



43.8 45.7

49.0

43.6

34.938.2

26.3

35.2

43.8

35.5

18.0

28.0

15.9

12.6

29.5

0

10

20

30

40

50

60

Q3/2010

(N*=30)

Q4/2010

(N*=28)

Q1/2011

(N*=12)

Q2/2011

(N*=24)

Q3/2011

(N*=20)

1-2 days

3-5 days

6 days or more

Senior Level%Scale: 0-60!

Middle Level%Scale: 0-70!

Specialists Level%Scale: 0-80!

40.6

47.7 48.7

26.9 39.5

42.8

32.025.5

60.8

42.7

16.620.3

25.9

12.3

17.8

0

10

20

30

40

50

60

70

Q3/2010

(N*=47)

Q4/2010

(N*=47)

Q1/2011

(N*=26)

Q2/2011

(N*=42)

Q3/2011

(N*=43)

1-2 days

3-5 days

6 days or more

39.2

34.7

44.7

33.0

48.1

41.938.6

36.3

50.7

39.2

18.926.7

19.016.3

12.7

0

10

20

30

40

50

60

Q3/2010

(N*=63)

Q4/2010

(N*=50)

Q1/2011

(N*=22)

Q2/2011

(N*=45)

Q3/2011

(N*=46)

1-2 days

3-5 days

6 days or more

Entry Level%Scale: 0-60!


Average Number of Training Days per Employee

C 4a. On average, which was the number of days of training per employee in your organization in the 3rd quarter/2011, for the position of….

40.640.0

26.728.6

48.8

39.9

25.0

37.1 37.2

28.8

19.5

35.036.2 34.2

22.4

0

10

20

30

40

50

60

Q3/2010

(N*=36)

Q4/2010

(N*=45)

Q1/2011

(N*=13)

Q2/2011

(N*=33)

Q3/2011

(N*=35)

1-2 days

3-5 days

6 days or more


! ! ! ! !

! !

97.6 94.3

84.2

94.8

92.991.9

85.0

83.2

92.2 92.6

73.8

78.6

73.5

80.5

84.1

67.4

74.5

85.084.3

77.5

62.9

63.9

58.8

67.3

76.5

53.6

50.8

61.2

51.4

59.5

47.2

56.6

61.2

62.6

58.7

45

55

65

75

85

95

Q3/2010 (N*=71) Q4/2010 (N*=66) Q1/2011 (N*=30) Q2/2011 (N*=65) Q3/2011 (N*=58)

The quality of the programs

Flexibility/Adaptation to the client's needs

The organization's trainers

Experience in the field that your organization operates

The prices for the offered services

The organization's reputation

The long term relationship with the external organization

Outsourcing Criteria

C 6. How much did the following criteria influence you in choosing the external consultant/expert for learning and development activities in the 3rd quarter/2011?

Top 2 boxes** %

**Top 2 boxes= 4. In a high extent + 5. In a very high extent

*Base: Organizations that used external trainings or coaching

Scale: 45-100!

External Funds Percentage fromTotal Financing for Learning and

Development Activities

External Funds Usage

C 7. Did you use any external funds (e.g. European Funds) for financing the learning and development activities in the 3rd quarter/2011? / C 8. Out of the total amount offinancing for the learning and development activities conducted within your organization in the 3rd quarter/2011, what percentage was represented by external funds (e.g.European Funds) ?

%

Usage of External Funds

COUNTQ2/2011N**=15!

Q3/2011N**=8!

0 - 5% 2 0

5 - 20% 5 3

20 - 50% 4 3

50 - 100% 4 2


**Organizations that used external funds

4.6 5.2

16.522.6 17.9

0

20

40

60

80

100

Q3/2010 (N*=113)

Q4/2010 (N*=106)

Q1/2011 (N*=49)

Q2/2011 (N*=78)

Q3/2011 (N*=78)

Yes



Performance Management/ Compensation and Benefits

Back to Agenda

32.1 36.3

50.647.1 43.1

20

40

60

Q3/2010 (N*=128)

Q4/2010 (N*=110)

Q1/2011 (N*=55)

Q2/2011 (N*=96)

Q3/2011 (N*=97)

Yes

74.1

79.1

70.3

75.771.9

52.9

62.4

55.3

67.361.568.8 63.9

57.8

69.5

58.7

29.7

36.8

32.3

42.7

48.446.5 51.5

47.0

58.8

38.634.5

37.2

36.6

34.035.0

25.4

42.0

37.633.4

30.9

40.8

35.3

45.3

25.5

19.117.9

33.6

28.6 25.421.6

22.0 24.2

33.1

24.0

0

20

40

60

80

Q3/2010

(N*=128)

Q4/2010

(N*=112)

Q1/2011 (N*=57) Q2/2011

(N*=100)

Q3/2011 (N*=97)

Ensuring of a pleasant work environment

Training/development activities

Official recognition of their value

Promotions

Formal meetings with the organization's management

Increasing decision-making power

Possibility of a flexible schedule

Offering other financial benefits (e.g. bonuses)

Increasing wages

Offering of non-financial benefits (eg. car, health insurance, etc)

Retention Techniques

D 1. How much did you use the following retention techniques in the 3rd quarter/2011? / D 9. Did you implement any performance management projects in the 3rdquarter/2011?

T2B*%

%

Retention TechniquesUsage

Performance Management Projects

*Top 2 boxes= 4. In a high extent + 5. In a very high extent

Scale: 0-85!

**Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies

Scale: 20-65!



1.9

17.9

8.7

3.5

8.5

31.4

24.0

D2, D3, D4, D5, D6

Working from Home

%

Percentage of Employees Having the Possibility of Working from Home

Dynamics of Working from Home People in Q3/ 2011 vs. Q2/ 2011

Q3/2011N**=25! 15.5

Δ (%)

27.9

Δ = %Increase –%Decrease

%

Flexible SchedulePercentage of Employees Having the

Possibility of Flexible ScheduleDynamics of People with Flexible Schedule

in Q3/ 2011 vs. Q2/ 2011

%

Q3/2011N***=55 6.8

Δ (%)

17.9

Δ = %Increase –%DecreaseHas

decreasedHas increased

%

Working from Home and Flexible Time Schedule

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies**Base: Organizations with employees that have the possibility to work from home***Base: Organizations with employees that have the possibility of a flexible schedule

Has decreased

Has increased

59.2 60.669.3

47.8 49.9

39.8 39.430.7

52.2 48.3

0

20

40

60

80

100

Q3/2010

(N*=81)

Q4/2010

(N*=62)

Q1/2011

(N*=31)

Q2/2011

(N*=54)

Q3/2011

(N*=54)

1-30% 31 - 100%


34.339.3 42.4 40.2

27.1

0

20

40

60

80

100

Q3/2010

(N*=132)

Q4/2010

(N*=115)

Q1/2011

(N*=55)

Q2/2011

(N*=93)

Q3/2011

(N*=97)

Yes

71.0 66.7 69.666.2

61.2

0

20

40

60

80

100

Q3/2010

(N*=134)

Q4/2010

(N*=115)

Q1/2011

(N*=55)

Q2/2011

(N*=96)

Q3/2011

(N*=99)

Yes

Q2/2011N**=32

Q2/2011N***=56

60.5 62.3 66.372.8

66.2

37.6 37.727.2 24.2

29.9

0

20

40

60

80

100

Q3/2010

(N*=43)

Q4/2010

(N*=32)

Q1/2011

(N*=19)

Q2/2011

(N*=30)

Q3/2011

(N*=24)

1-30% 31 - 100%

! ! !

13.2

21.4

31.3

21.4

30.4

19.5

24.327.8

22.7

51.759.7

52.0

45.8

54.0

17.9

20.8

23.7 26.423.2

0

20

40

60

80

100

Q3/2010

(N*=112)

Q4/2010

(N*=93)

Q1/2011

(N*=53)

Q2/2011

(N*=86)

Q3/2011

(N*=84)

0%

1 - 5%

6% or more

D 7. What percentage of your employees got a promotion within your organization in the 3rd quarter/2011? / D 8. How did the rate of internal promotions change in the3rd quarter/2011, comparing to the 4th quarter/2010?

Employees' Promotion

Percentage of Employees that were Promoted

Change of Internal Promotions Rate

Q3/2011N**=90 0

Δ (%)

17.9

Δ = %Increase –%Decrease

Has decreased

Has increased

%

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies (DK/NA were excluded)

**Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies

Q2/2011N**=96

Recruitment and Selection

Back to Agenda

62.364.9 64.3

76.871.0

0

20

40

60

80

100

Q3/10 (N*=119) Q4/10 (N*=108) Q1/11 (N*=48) Q2/11 (N*=90) Q3/11 (N*=95)

Yes

E 1. Did you have a recruiting plan in the 3rd quarter/2011 ? / E 2. As compared to the 2nd quarter/2011, your recruiting plan for the 3rd quarter/2011.... / E 3. Which ofthe following levels did you recruit in the 3rd quarter/2011 ?

Recruitment Plan (1/2)

%

Levels of Recruitment

Change of Recruitment Plan in Q3/ 2011 vs. Q2/ 2011 Q3/2011

N**=67

%

48.9

46.2

34.2

26.4

16.9

27.4

Includes more employees

Includes the same number of employees

Includes less employees

Δ(%)

32.5

Δ =% Includes more employees – %Includes less employees

18.8

Recruiting Plan

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated recruiting and selection in their companies

**Base: Organizations that have recruiting plans

48.3

61.6

45.5

18.3 15.3

54.3

77.5

45.2

17.98.7

54.365.5

37.2

15.3 12.6

Entry Level Specialists Middle Level Senior/ Top Level None

Q2/2011N**=68

2nd quarter/2011(N=91)

3rd quarter/2011 (N=96)

%

1st quarter/2011(N=50)

78.2 77.8

84.3

60.6

80.6

21.8 22.215.7

39.4

19.4

0

20

40

60

80

100

Q3/2010 (N*=95)

Q4/2010 (N*=89)

Q1/2011 (N*=41)

Q2/2011 (N*=81)

Q3/2011 (N*=85)

0%

1% or more

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated recruiting and selection in their companies

E 11. How did the number of your organization’s employees change in the 3rd quarter/2011, comparing to the 4th quarter /2010? / E 13. Out of the total number ofemployees, what percentage were hired in leasing system in the 3rd quarter/2011?

Recruitment Plan (2/2)

47.5

37.8

36.6

42.2

15.9

20.0

It has increased It remained the same It has decreased

%

Change of Employees Number in Q3/ 2011 vs. Q2/ 2010

Percentage of Employees Hiredin Leasing System

Q3/2011N*=95

%

Q2/2011N*=89

Significant differences towards previous quarter(level of confidence 95%)

E 5. In order to fill in the available entry level positions, in what percentage were the internal recruiting used and in what percentage were the external recruiting used inthe 3rd quarter/2011? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for an interview/shortlist) foreach category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 3rd quarter/2011?

Entry Level Recruitment (1/2)

Internal vs. External Recruitment % Percentage of Eligible Candidates out of Total Received CVs %

Average Recruitment Costs

*Base: Organizations that used external recruitment for - Entry Level

41.2

56.5

8.8

1.9

49.6

41.4

47.5

37.4

9.1

2.1

43.7

60.7

0% 1 - 99 % 100%

Internal Recruiting

External Recruiting


3.1

5.0

86.2

65.8

10.8

29.3

0% 1 - 30 % 31 - 100 %

NQ2/2011*=44

CountQ2/2011N*=26!

Q3/2011N*=30

0 Euro 0 0

0 – 49Euro 4 8

50 Euro or more 22 22

NQ3/2011*=48

NQ2/2011*=47

NQ3/2011*=45

NQ2/2011*=49

NQ3/2011*=50

Candidate's attitude

Candidate's matching with the organization culture

Candidate's communication skills

Candidate's technical skills

The results gained on the test

Previous experience

Highest level of education

Internal recommendations

Other specialized courses

Something else

59.5

51.1

32.9

31.9

36.8

23.6

36.5

11.2

7.0

3.3

51.4

48.5

47.2

33.4

28.3

27.4

26.7

16.2

9.4

E 4. Which were the external recruiting sources for the following levels in the 3rd quarter/2011?/E 10. Which are the main criteria that you considered when you selectedcandidates for each of the following categories of open/available positions in the 3rd quarter/2011?

Entry Level Recruitment (2/2)

External Recruitment Sources Used

%

*Base: Organizations that used external recruitment for - Entry Level

82.2

76.4

72.2

41.3

32.8

20.9

26.9

7.6

20.5

15.5

21.7

21.8

75.0

72.9

70.9

36.5

30.1

29.8

24.5

20.2

19.5

13.5

10.3

2.0

Main Criteria considered when Selecting Candidates

%





Significant differences between Q3/2011 and Q2/2011 (level of confidence 95%)

Direct/ spontaneous applications

Candidates found via employment ads/ recruiting sites

Employees' references /internal recommendation

Previous candidates

Internship

Job Fairs

Hiring former employees

Employment office

Educational institutes/ Student NGOs

Head hunting

Recruiting agencies

Workforce agencies (leasing)

E 7. In order to fill in the available specialist positions, in what percentage were the internal recruiting/ promotions used and in what percentage were the externalrecruiting used in the 3rd quarter/2011? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for aninterview/shortlist) for each category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 3rdquarter/2011?

Specialists Recruitment (1/2)

Internal vs. External Recruitment Percentage of Eligible Candidates out of total Received CVs %


*Base: Organizations that used external recruitment for - Specialists

2.0

15.6

9.9

87.0

84.4

78.6

81.6

11.0

11.5

18.4

0% 1 - 99 % 100%

Internal Recruiting

External Recruiting

2.3 89.1

81.4

8.6

18.6

0% 1 - 30 % 31 - 100 %

NQ2/2011*=56

NQ3/2011*=55

NQ2/2011*=39

NQ3/2011*=33

NQ2/2011*=42

NQ3/2011*=34

14.7

23.0

85.3

77.0

0 Euro 0 - 49 Euro 50 Euro or More

NQ2/2011*=39

NQ3/2011*=39

Specialists Recruitment (2/2)

*Base: Organizations that used external recruitment for - Specialists

External Recruitment Sources Used %

75.9

72.6

62.8

43.7

32.0

28.6

2.0

9.9

8.6

4.8

1.3

4.4

81.7

68.8

57.2

31.7

28.6

22.4

18.0

14.7

13.0

7.0

5.5

4.1



Significant differences between Q3/2011 and Q2/2011 (level of confidence 95%)

Main Criteria Considered when Selecting Candidates

%

68.3

57.4

58.7

43.1

21.9

22.4

5.4

7.8

6.0

3.1

79.3

56.6

39.9

37.2

30.9

15.4

12.9

12.5

6.6


Previous experience









Something else






Previous candidates

Head hunting

Recruiting agencies

Job Fairs


Internship



Employment office

E 6. In order to fill in the available middle level positions, in what percentage were the internal recruiting/ promotions used and in what percentage were the externalrecruiting used in the 3rd quarter/2011? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for aninterview/shortlist) for each category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 3rdquarter/2011?

Middle Level Recruitment (1/2)

Percentage of Eligible Candidates out of Total Received CVs %


*Base: Organizations that used external recruitment for - Middle Level

Internal vs. External Recruitment %


30.8

30.3

3.9

6.3

64.8

62.9

59.2

58.3

4.3

6.8

36.9

35.4

0% 1 - 99 % 100%

Internal Recruiting

External Recruiting

7.5 85.2

84.1

7.3

15.9

0% 1 - 30 % 31 - 100 %

NQ2/2011*=36

CountQ2/2011N*=28!

Q3/2011N*=23!

0 Euro 0 0

0 – 49Euro 6 2

50 Euro or more 22 21

NQ3/2011*=31

NQ2/2011*=59

NQ3/2011*=55

NQ2/2011*=64

NQ3/2011*=59


Middle Level Recruitment (2/2)


*Base: Organizations that used external recruitment for - Middle Level


%

81.2

53.3

50.3

35.0

30.9

13.6

14.7

10.7

4.3

3.7

80.2

50.9

49.1

42.2

19.7

18.4

11.3

8.2

5.5

59.2

64.8

49.5

40.8

33.1

38.3

13.6

17.6

13.0

4.7

5.0

7.6

79.0

63.9

52.7

47.1

26.0

24.2

17.1

8.7

8.4

8.4

6.0








Head hunting

Previous candidates

Recruiting agencies

Job Fairs


Internship



Employment office

Previous experience









Something else

Sample Characteristics

Back to Agenda

G 1. What is the county in which your organization operates ? / G 9. Please tick your gender: / G 10. Approximately how many years of experience do you have in the HRfield?

Demographics (1/3)

Bucharest72.5%

Other27.5%

Female76.8%

Male23.2%

Region

Gender

Experience in HR Field

2.014.6

40.6

38.4

4.4

More than 15

years

8-15 years

4-7 years

1-3 years

Less than 1

year

N=129

%

*Base: Respondent who don't have the position of general management

N*=112

N=129

G 3. Which of the following forms of organizations best defines your company ? / G 4. What percentage of the social capital of your organization is public and whatpercentage is private ? / G 5. Which of the following statements best describes your organization?

Demographics (2/3)

100% Romanian

capital39.4%

100% Foreign

capital40.6%

Joint capital

20.0%

Form of Organization

Public/ Private Capital

Type of Company

%

%

5.1 90.24.7

Entirely Public

Entirely Private

Mix of capital(Public + Private)

N=129

N=120

3.2

53.0

21.6

16.7

3.12.3

Non-Governmental Organization/ civil society

Public institution

Large Romanian company

Small and Medium Enterprise

Multinational organization

Others

N=129

SOHO

13.7%

SME

39.6%

Corporations

46.7%

9.5

3.8

14.2

7.1

14.4

6.5

44.6

More than 5 000 000 Euro

3 000 000 – 5 000 000 Euro

1 000 000 - 2 999 000 Euro

500 000 – 999 000 Euro

100 000 – 499 000 Euro

50 000 – 99 000 Euro

Less than 50 000 Euro

G 6. Which field does your organization activate in ? / G 7. Approximately how many permanent employees does your organization have? Please tick in the appropriateinterval. / G 8. Please include your organization’s turnover for last year in one of the following categories:

Demographics (3/3)

29.0

11.8

8.3

7.7

6.1

4.7

4.1

3.0

2.3

0.7

22.3

N=129Field of Activity Company Turnover

Permanent Employees

% %

Professional services/ Media

Financial / Banking

IT

Auto industry

Distribution / retail

Pharmacy / Medicine

Construction / Building Materials

Food/ Beverages industry

Telecom

Cosmetics industry / detergents / care products home

Other

Appendix

Consultancy for Human Resources Process and Systems Development

B 3, B 2, B 1, B 4


Consultancy for HR Process within the HR Budget Distribution


76.8

71.5

63.260.6 62.9

21.925.2

32.1 33.3 33.9

1.3 3.3 4.7 6.13.2

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%



! Small base for Consultancy for HR

process to allow detailed analysis !

! Small base for Consultancy for HR

process to allow detailed analysis !

Organizational Research Studies

B 3, B 2, B 1, B 4


Organizational Research Studieswithin the HR budget distribution


70.9

69.9

80.7

66.0 74.8

26.730.1

19.3

34.0

23.1

2.32.1

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%



! Small base for Organizational

Research Studies to allow detailed

analysis !

! Small base for Organizational

Research Studies to allow detailed

analysis !

Litigations/ Compensation

B 3, B 2, B 1, B 4


Litigations/ Compensation within the HR Budget Distribution


73.374.0

76.3

73.1

68.7

22.9 20.723.7 23.3 25.9

3.85.4 3.5 5.3

0

20

40

60

80

100

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

Q3/2011

(N*=56)

0% 1% - 20% More than 20%



! Small base for Litigations/Compensation to allow detailed analysis !

! Small base for Litigations/Compensation to allow detailed analysis !


Senior Level Recruitment (2/2)

*Base: Organizations that used external recruitment for – Senior Level ! Treat data with caution due to small base size!



%

2nd quarter/2011(N*=13!)

3rd quarter/2011 (N*=14!)

2nd quarter/2011(N=17!)

3rd quarter/2011 (N=15!)


COUNTQ2/2011

N*=17!

Q3/2011

N*=15!

Previous experience 13 12

Candidate's attitude 1 0


0 3

Candidate's communication skills 1 3

The results gained on the test 3 3

Other specialized courses 7 4

Internal recommendations 1 3

Candidate's technical skills 7 9

Highest level of education 13 7

Something else 1 1

COUNTQ2/2011

N*=13!

Q3/2011

N*=14!

Internship 0 0

Educational institutes/ Student NGOs 0 0

Direct/ spontaneous applications 3 3

Previous candidates 4 1

Hiring former employees 0 1


6 8

Head hunting 7 8


2 4

Job Fairs 1 0

Workforce agencies (leasing) 0 1

Recruiting agencies 5 2

Employment office 0 0

Other method 2 1

Thank You!

Raport Hr Outlook 3rd Quarter 2011 Copy

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Transcript of Raport Hr Outlook 3rd Quarter 2011 Copy