ADP White Paper - The Role of HR - Executives Expectations

The Role of HR – Executives’ Expectations

2 The Role of HR

3The Role of HR

Contents

Introduction ...........................................4

The value of HR .....................................6

Talent management ..............................8

Employee engagement ..........................11

HR technology .......................................13

Legal responsibilities ............................15

Conclusion: HR in the next decade .......16

4 The Role of HR

IntroductionThirty-five years ago, when the business specialism we now know as

HR was usually referred to as “personnel”, professionals working in

that area had a relatively narrow set of duties. In the main, they were

responsible for ensuring that the paperwork involved in recruiting and

employing staff was completed correctly and proper procedures were

observed.

Some “personnel officers” may have had a role in training and staff

appraisal systems but terms such as “employee engagement” and

“talent management” were not used. HR specialists were primarily

administrators.

In the past few decades, a massive change has taken place both

in terms of the skills that today’s HR professionals need, and the

expectations placed on them by their organisations. Some may still

carry out many of the old personnel functions though, increasingly,

administrative tasks are completed electronically and online. The HR

professional’s role at the beginning of the 21st century now extends to

supporting the organisation in so many more ways.

This fourth and final white paper focuses on how other business

functions view the work that HR professionals do. It examines not only

what employees, line managers and senior managers from specialisms

such as finance, information technology, marketing and manufacturing

think about the value that HR generates for the business, but also the

people management challenges they expect to face over the next few

years. What pressures do they believe will develop by 2022, and what

demands do they expect to place on their HR colleagues?

“Looking back over my time in business, there has been quite a significant shift in what HR people do compared with the old personnel people. I think, though, that some of the training has become a bit of an academic pursuit, which gives them a good knowledge the law and framework, but you can’t replace experience.”

Peter Whittall, Group Chief Scientific Officer at Rentokil Initial, delivering essential services in areas such as hygiene, workwear, pest control, plants, food and facilities, employing 60,000+ people in some 60 countries

5The role of HR

6 The Role of HR

The value of HRWhile the HR function has taken on a much larger portfolio of critical business support duties in recent years, a gap also seems to have emerged between how HR professionals see their work and how it is perceived by colleagues outside the department.

In 2012, the Economist Intelligence Unit conducted research on behalf of KPMG1 to canvass the opinions of 418 executives, a third of whom described themselves as C-suite. Most of the executives were in no doubt about the importance of people management within their organisations – 81 per cent said an effective talent management strategy was key to competitive success, and 59 per cent believed that talent management would become more strategically important in the future. Indeed, talent management often tops the shopping list of tasks that senior executives expect to be carried out by HR departments (see below).

However, just 17 per cent of respondents in the KPMG survey thought HR did a good job at demonstrating its value to business. And only one in four said the HR function at their company excelled at core issues such as sourcing and retaining key talent globally, supporting a virtual and flexible workforce and supporting the greater globalisation of the business.

Robert Bolton, co-head of KPMG’s HR Transformation Global Centre of Excellence, says: “What our survey shows is that there is a big gap between what C-suite executives want from HR and the value that they see it providing to the business.”

An earlier report by the Institute for Employment Studies2 (IES) raised similar concerns. Only 31 per cent of managers and 24 per cent of non-managers said they were satisfied or very satisfied with HR services. The study, which was conducted in 2008 and sought the opinions of about 900 people including senior managers, line managers and employees without management responsibilities, found that 34 per cent of managers felt HR was improving, but a similar proportion (36 per cent) felt it had worsened in their organisation over the past couple of years.

One issue over which the HR and non-HR worlds most frequently collide is the use of shared services.

81% said an effective talent management strategy was key to competitive success.

81%

7The Role of HR

Dr. Wendy Hirsh, an independent consultant on employment issues, principal associate at the IES and co-author of the IES report, says: “Some shared services are really good, but some are almost impossible to get through to, and I have even come across organisations that forbid their employees from contacting HR, so that the service is for managers and not for staff.

“That approach is deeply at odds with the view of the employees and line managers in our study, especially senior managers. They felt that HR did have a role to support all employees as well as managers, whereas some HR people really seemed to think that they were a service to managers only.”

Both the IES and KPMG studies were comprehensive research efforts, collating the opinions of large numbers of staff at all levels and across many and varied organisations. The clear message from both is that while HR is valuable, it still has some way to go to ensure that it meets the needs of the organisation as a whole.

“I think HR has got itself stuck in a rut for about the last 15 years,” says Robert Bolton at KPMG. “The sad thing when you survey HR functions across many organisations is that they look more similar to each other than they are different. That is the terrible Achilles heel that HR has; it doesn’t know how to prove its value so it goes on this fruitless search for generic best practice instead of really getting under the skin of the strategy and the value of the organisation that it is there to help.”

What, then, do managers and staff outside HR believe are the main people priorities for the future, and what problems will they be looking to HR to solve?

“The people agenda in most organisations contains some truly business-critical issues and the need for HR to rise to these challenges has never been more acute,” the KPMG report says, identifying some of the key challenges as the recruitment and retention of top talent, which includes developing career paths and ensuring “people profiles match the value drivers of the business”.

Business leaders also cite employee engagement as an important job for

the future, especially in the context of how rapidly the workforce (see ADP

white paper, Managing the Workforce in 2022) harness technology to

support the business and managing employment legislation.

“Our HR manager is essential and we would struggle without her. One of our HR challenges is the devolved nature of line management. We employ about 160 people but only 50 at head office, so it is much harder to get to see people face to face. We also have quite a lot of churn at lower levels, which is a natural part of the business. Our HR manager is important for keeping on top of that, and making sure we recruit the right people with the right skills and manage them properly.”

Alan Pepper, Chief Executive of Avanta, a business centre group with about 160 staff

8 The Role of HR

Talent management According to surveys conducted in the UK and the rest of the world during the past few years, talent management tends to be the first task that senior managers cite when asked what they need from HR. There is little doubt that many businesses see talent management as the mission-critical function for HR in the coming years.

Ipsos MORI’s Captains of Industry Survey3, for example, highlighted attracting and retaining staff as one of the main issues facing companies. Over the next decade, senior managers will continue to look to HR specialists to show leadership in this area, helping to ensure that the right people are recruited, that their careers are developed effectively and that important positions are quickly filled with proper regard for succession planning.

In fact, talent management has been a key priority for executives for several years. Respondents who took part in a survey by Boston Consulting Group and the European Association for People Management in 20074 placed talent management first on their list of the top five challenges facing HR professionals until 2015. The BCG/EAPM report, which spoke to more than 1,300 executives in 27 European countries, warned: “Talent shortages loom, both in Europe and new markets abroad, and companies must take steps now if they hope to address these shortages – and avert disaster.”

It is a concern reflected in North America, too. In 2010, Canada’s Human Resources Professionals Association and Knightsbridge Human Capital Solutions, a consultancy, conducted one-to-one interviews with chief executives about what they expected from HR in the future5.

“CEOs spoke passionately about the need for HR to play a leadership role in identifying and developing talent,” the HRPA and Knightsbridge said in their report on the research. “CEOs are looking to HR to help the organisation identify the behaviours and skills that will drive the organisation’s productivity and success. They want customised approaches to individual leader development to accelerate personal effectiveness, and several said that individual coaching will become more important than large-scale leadership development efforts.”

“Smaller companies often don’t place quite the same value on HR as larger companies, especially in a recession. HR is seen as a nice to have but, often, individual managers have to take on job of talent management. Saddington Baynes is very committed to ensuring staff are motivated and feel they have a nice place to work. But we have now come to the realisation that we need an HR person.”

Joanna Pocock, Head of Marketing at Saddington Baynes, a London-based creative agency with about 50 staff

9The Role of HR

Meanwhile, a survey of senior company executives, published jointly by the American Institute of Certified Public Accountants and the Chartered Institute of Management Accountants6, found that businesses were “missing out on performance targets and growth opportunities because of inadequate human capital management”.

The report, which was carried out in 2012 by the Economist Intelligence Unit and involved more than 300 chief executives, chief financial officers and HR directors from all over the world, concluded: “A significant number of respondents cite missing financial targets and failing to innovate due to ineffective human capital management, which suggests that many firms worldwide are not fulfilling their growth potential because they are failing to effectively manage and harness the skills and experience of their workforce.

“This is mainly due to the lack of information to support decision-making, strategy development and investment evaluation. Our survey shows that while most companies understand the importance of human capital, they do not appear to have the right systems, processes and information in place to manage talent effectively. Only 41 per cent of firms are confident that their human capital strategy is truly embedded in their organisation’s strategy. A particularly worrying finding from the study reveals that the most senior business leaders – C-level executives – do not just disagree with each other on critical aspects of talent management, but they also are unclear who should bear responsibility for these issues in their organisations.”

As part of the talent management challenge, the AICPA/CIMA highlighted succession planning as particular issue of concern. “The majority of companies do not seem to be paying adequate attention to succession planning,” the report said.

More than a third of respondents agreed that the ability to effectively attract, retain and deploy the right talent was the main competitive advantage for their organisation. A similar proportion of respondents thought talent management was truly embedded in their company’s business strategy.

But it added: “For those firms that fail to adapt and update, the impact of poor human capital management goes right up the organisational ladder. Over half (51 per cent) of executives said their firms do not have a formal succession planning process for C-level roles such as CEO,

Over 51% of executives said their firms do not have a formal succession planning process for C-level roles such as CEO, CFO and COO.

51%

10 The Role of HR

CFO and COO. This potentially leaves the 49 per cent without one open to market and stakeholder confidence issues.”

And again, the difference of opinion between HR professionals and those outside the speciality was apparent.

“HR directors are most confident about the strength of the talent pipeline at their firms, while senior executives from other functions are somewhat more concerned,” the AICPA/CIMA study said. “Three in four HR directors think their firms have a formal succession planning process in place, compared to only 57 per cent of CEOs and 12 per cent of CFOs.

“Worryingly, 38 per cent of respondents believe it is likely they will need to go externally to recruit for C-level posts in the next 12 months. . . While nearly 36 per cent of HR directors are confident that their firm will not need to go externally to recruit for senior roles, less than 10 per cent of CEOs and CFOs agree.”

The fear is that unless organisations take steps to address senior executives’ concerns over the next few years, talent management and succession planning could create significant pressure points.

A recent report from the UK’s Corporate Research Forum7, highlighted the importance of succession planning to business success. “Organisations agree on two purposes for succession planning. First, it mitigates the short-term business risks of not being able to fill key job roles when they fall vacant. Second, it drives the longer-term development of pipelines of people to meet future business needs.”

Wendy Hirsh who, as well as co-writing the IES report also wrote the CRF report, says: “In good succession processes, HR is right in there, facilitating them, discussing with the line and helping the line do something about the people they have identified.”

She adds: “Since we completed our [IES] research on the HR function in 2008, I think talent management has risen even further up the agenda. Again, it is an area where senior managers and HR do not always seem to agree,” says Hirsh. “HRs often see talent management as a strategic issue, and our research agreed with that. But what senior managers also want is for that strategic approach to be supported by HR in a practical and hands-on way, not just to sit in a back room designing procedures.”

Worryingly, 38% of respondents believe it is likely they will need to go externally to recruit for C-level posts in the next 12 months.

38%

11The Role of HR

Employee engagement Another high priority cited by managers and senior executives is employee engagement. Always a difficult area for organisations to get right, it is becoming even more complex as employees’ expectations and attitudes change, redrawing the lines of their relationship with employers. The traditional “job-for-life” attitude is fast giving way to the portfolio career, and increasing numbers of staff are demanding the option to work remotely and flexibly, as well as more freedom for family commitments and to pursue other interests.

According to a survey carried out on last year on behalf of ADP, 37 per cent of employees see the move towards remote and home working as positive, while almost a quarter of 25-34 year olds expect that in the next decade they will be able to work wherever they want, embracing true remote working practices (see ADP white paper, The Workforce View in 2012).

No wonder that 60 per cent of UK companies cite securing high levels of employee engagement as a leading people priority, the Confederation of British Industry said in its latest Employment Trends Survey8, carried out with recruitment consultancy Harvey Nash. The survey spoke to 319 respondents from all sizes and sectors of UK business, employing 1.9 million people between them.

Matthew Percival, senior policy adviser in the CBI’s employment team, says: “Employee engagement is always a top priority among firms. In a situation where there is a unionised workforce, there is a central point for employee engagement. But as trade union membership declines, there is more need for firms to find ways to engage the workforce. So they are asking, how do we make employees engaged as individuals?”

The executives who took part in the BCG/EAPM survey also highlighted engagement issues related to managing employees’ work-life balance.

“A key issue in our history is that we have found that we get far better business unit managers if we promote internally, so succession planning, training and employee motivation are critical to our long-term success. Part of our HR strategy has been to spot people who will do well and see whether we can find a way to keep them. This programme needs to be managed carefully to ensure that we are offering the right opportunities and getting the best out of people.”


12 The Role of HR

“As boundaries between private and work life blur, employees are increasingly selecting – or rejecting – jobs based on how well they can help the individuals achieve work-life balance or advance personal goals and values,” the survey said. “In order to attract and retain highly talented individuals, companies will therefore need to offer flexible working arrangements. They will also need to appeal to employees’ growing desire to derive a sense of greater purpose from their work.”

Trevor Townsend, Product Director at ADP, agrees. “Our recent research into the motivations of the workforce shows that more people want flexible working than actually get it, which suggests that businesses may need to develop programs that enhance their attractiveness to external candidates, continue to improve the retention of existing talent and support general employee engagement.”

Percival adds that HR professionals have a critical role to play more broadly. “HRs put the structures in place to support employee engagement and create the opportunity for senior managers to engage the rest of the workforce,” he says, adding: “Employee engagement is also important for taking employees through periods of change. In a recession, for example, employees need to be kept informed about how the business is doing.”

“One reason we are able to get by on 1½ people looking after HR is our self-service system. It enables us to have fewer HR people but it also gives local managers ownership of things like holiday and absence records, which I think is important for line managers.”


An important issue allied to talent management in the web age is the use of social networking for recruitment. With Facebook signing up its billionth user in 2012, no one can deny the impact that social networks are having on almost every aspect of life in the early 21st century.

It is a truly disruptive technology and, given the break-neck pace of change that web technology has wrought in the past few years, the landscape in 10 years’ time is likely to be substantially different.

In the US, 67 per cent of adult internet users say they now use a social networking site like Facebook or LinkedIn, according to Pew Research Center, the US study group. Among 18-29 year-olds, the figure is 83 per cent, and 77 per cent for 30-49 year olds. Even

among the 50-64 age group, more than half (52 per cent) use social media.

Growing numbers of companies are turning to social networks to recruit the people they need. LinkedIn claims it can help companies “source anyone”, and products such as its Recruiter service allow companies to target individuals for specific roles.

In fact, 92 per cent of US companies use or plan to use social networking for recruitment, according to Jobvite*, a social media-based recruitment company, while seven out of 10 companies have

successfully hired a candidate through social media.

*Social Recruiting Survey, Jobvite (2012) www.jobvite.com

Recruitment in the web age

13The Role of HR

HR technologyThere can be no doubt that many organisations have embraced HR technology as a crucial part of the way they operate. Of the companies that took part in KPMG’s 2012 survey, 69 per cent said it was more common for the HR function to provide web-based and/or mobile HR platforms, such as benefits and payroll systems, than it was three years earlier. Only 3 per cent of respondents had cut back on such technologies.

Some organisations believe self-service systems are more efficient, some may have introduced them primarily as a way of cutting costs. But in an increasingly decentralised working environment, where many more people are working flexibly, remotely and on-the-move, being able to complete tasks online has become essential for many businesses.

The KPMG report points out that the technology enables HR to do its basic administrative work faster and more efficiently, and gives employees more flexible and tailored training opportunities while creating a positive culture of communication.

Nevertheless, KPMG’s Robert Bolton, says that for many companies, “the jury is still out on self-service systems”. “Companies have sunk millions into ERP [enterprise resource planning] systems, and many are still horribly clunky and not at all user friendly,” he says. “I know one company that switched on employee self-services and switched it off again six months later to set up a call centre that actually cost less.”

“In many cases,” he says, “employees do not want to use self-service, but better designed systems could bring about wider acceptance”. “We are now seeing with some of the cloud-based solutions something that is approaching an Amazon and an iTunes experience,” Bolton says. “If that happens, I think we will have an increasing take-up of HR activities online, and that can present some opportunities.”

Data analytics technology is also beginning to provide some important tools for HR specialists.

“What is now popularly called engagement is such an important thing, and how to motivate people is key. . . If you are in a service business [like Rentokil), how to bring in people and develop their careers, how to retain them once you’ve spent a lot of time training them – these are key issues. One of HR’s roles is to get the competence of the workforce to a higher level and, once you’ve got them there, keep them motivated and engaged. This is not a soft approach, it’s about creating structures and policies to ensure that your business continues to thrive.”


14 The Role of HR

“[Data analytics] will lead to the next technological quantum leap for HR,” KPMG said in its report. “Interviewees explain that the application of analytics, if done properly, will enable a more robust understanding of employee-related needs and opportunities. For example, already 57 per cent of respondents say that data analytics is helping to identify future talent gaps.”

A point reflected in another recent report on the future of technology in business from the Economist Intelligence Unit9 talks about big data.

For those who can master it, big data will become a business of its own, the EIU said. “Firms already collect vastly more data than they did a decade ago, and new sources – from smart meters to smartphones – will add much more data to this flow. New or more advanced business models based on specialist analytics services are likely to emerge as a result.”

Clearly, there is enormous potential for all this data to provide important new insights for HR professionals and their organisations.

For example, technology could reform the organisation chart of old, with one victim being the middle manager role, the EIU predicted. “Technology itself has become the great general manager, not least by enabling teams to become increasingly self-managed. This will be part of a general flattening of hierarchies within business. Individuals will be increasingly empowered to make decisions thanks to mobile technology and advanced analytics, within a framework set by upper management.”

ADP’s Trevor Townsend observes that: “We are seeing a number of key technologies converging: cloud computing, big data, mobile and social. Individually and collectively they will have a big impact on the services that can be offered to an organisation, and how the organisation interacts with and enables its talent. The cloud has the potential [using data analytics tools] to provide HR professionals with more insight into how their operations are performing and the ability of benchmarking performance against their peers. Mobile will see capability being put into the hands of employees, line managers and HR professionals wherever they are and whenever they want it. Social is changing the way we are marketing the company to candidates and accessing talent pools directly; we are also witnessing social concepts emerging in the areas of performance management and learning and development. The key will be to harness these technologies in a way that supports the organisation’s talent management strategies.

“We are seeing a number of key technologies converging: cloud computing, big data, mobile and social. Individually and collectively they will have a big impact on the services that can be offered to an organisation, and how the organisation interacts with and enables its talent.”

Trevor Townsend, Product Director at ADP

15The Role of HR

Legal responsibilities“There has been an increase in the volume and complexity of employment legislation in the last two decades, and this is something that firms continually mention as a burden on business,” says Matthew Percival of the CBI.

It is a familiar complaint from the UK’s business community and one that is unlikely to go away any time soon. Many businesses highlight European Union legislation as a problem, and smaller companies in particular often bemoan the business impact of workplace equality legislation aimed at guaranteeing better conditions for parents and equality for older workers.

In the CBI/Harvey Nash Employment Trends Survey, 67 per cent of businesses cited the burden of employment regulation as a threat to UK labour market competitiveness, though they were hopeful this could be reduced over the next five years. Companies are also facing increasing numbers of weak and vexatious claims, the survey revealed, with 34 per cent of claims withdrawn by applicants.

The message is clear – there is a vital role for HR to advise and protect companies.

“Employment legislation is another area for which companies rely heavily on HR professionals for advice,” says Percival. “If you look at the firms that have the most difficulty with employment legislation, they tend to be the smaller firms who are unable to dedicate a person full time to the HR function. Larger firms that have an HR function find it a lot easier to keep on top of it.”

He adds: “Whether it will get worse is difficult to say. Steps have been taken by this government to reduce the burden of employment law, but there is only so much that can be done as the government does not have complete control over areas such as EU legislation. But we don’t see the burden getting any lighter in the future, so HRs will continue to be important in this area.”

“The most important jobs of the HR function creating the right culture, making people feel rewarded, and setting of values and guiding principles for individual team members. Also training development programmes that enable managers to assess people’s strengths and weaknesses. These are all important functions that need to be carried out. Recruitment is an important part of talent management, and managing people properly so that we can retain talent.”

Joanna Pocock, Head of Marketing at Saddington Baynes, a London-based creative agency with about 50 staff

16 The Role of HR

Conclusion: HR in the next decadeThe role of the HR professional is likely to remain essential within most organisations. The priorities of senior executives and the needs of managers and employees mean that HR professionals will have plenty to occupy them over the next decade and beyond. Where HR professionals seem to be at odds with their colleagues is over how best to get the job done.

Talk to an HR professional and the chances are they will use the term “strategy” (see ADP white paper, What’s next for HRD’s?). However, those outside the HR team talk less about HR’s strategic role and more about the need to complete specific tasks.

Yet Dr Wendy Hirsh says it would be wrong to assume that HR specialists are more interested in strategic visions while their colleagues want them to concentrate on “pay and rations”.

“There is a distinction between solving problems that are strategically important and producing separate HR strategies,” she says. “In the IES study, managers both at senior and line level did want HR to help them think about the strategic implications and the future of what was happening. But they wanted that done in a partnership and problem-solving sort of way.

“It’s not true to say that line managers are not interested in strategy, although they tend not to use that word. Some senior managers said quite explicitly that they felt that, left to their own devices, line managers often did seem to get very short-term. And it is one of the jobs of HR to make them think longer-term, but not in an abstract way.”

Hirsh adds: “If there is a problem, it is that too often senior people in HR may see being strategic as sitting in their offices writing strategy papers or designing processes, not being out there with the business helping them grapple with their issues.”

A point echoed by Robert Bolton at KPMG.

“I have a great HR director who has a lot of experience. He understands motivation and is extremely good on stuff like non-verbal communication. . . I think that is where a good HR guy can add loads of value.”


17The Role of HR

“Differentiation is the key,” he says. “Really getting to the source of competitive advantage for your business and looking at ways of driving that. If a business competes through innovation, what the HR function needs to do is think about how it can drive innovation. Whereas a business that competes through customer service has different sources of value creation for the HR function. Or, if it’s operational excellence and lean manufacturing, then HR should drive that capability.

“What HRs must do is prove their value to their organisation, which they can do by differentiating themselves rather than aiming for some sort of best practice. Don’t try and copy the latest fad.”

The HR function is essentially two different roles, believes Matthew Percvial at the CBI. “One is to make sure that the right people are in place at the right time, and help firms retain employees by ensuring that they feel they are valued. The other is compliance – helping to manage employment law so that the business does not end up on the wrong side of the law.

“But the rise of jobs with titles such as “talent manager” or “director of engagement” show that the most important part of the HRs job is increasingly about engagement rather than ticking boxes.”

The message for HR professionals, says Hirsh, is that the future holds massive opportunities to further develop their roles and enhance their value to their organisations. “What people want is a combination of three things: they want HR to be responsive, proactive and professional.”

But she adds: “Most importantly, HR people need to listen to their customers – the line managers, senior managers and employees. When we did the [IES] research, we found that people valued HR a lot more than the HR people thought they would. . . but they also wanted to say things about what they needed from HR, and HR wasn’t asking them.

“HR is a support function and I think some HR directors forget that. But it is a very important support function – along with finance, probably one of the most important.”

The HR function’s role in motivation can only become more important. ADP’s survey of employees last year found that a quarter of employees do not feel they can be motivated by anything, rising to 29 per cent of 45-54 year-olds and 43 per cent of unskilled, manual workers (see ADP white paper, The Workforce View in 2012).

“If there is a problem, it is that too often senior people in HR may see being strategic as sitting in their offices writing strategy papers or designing processes, not being out there with the business helping them grapple with their issues.”

Dr. Wendy Hirsh

18 The Role of HR

If organisations are to address such challenges, a strong, innovative HR team will be crucial.

Hazel Privett, ADP HR Director, concludes: “In the last decade HR has firmly established its strategic importance to the rest of the organisation, but all too often the crucial day to day tasks it performs can obscure its true value. HR must show that it can respond to an organisation’s needs and help all areas of the business face the future with confidence – by offering the best advice, the right technology, useful data and clear strategic thinking. Many HR teams will relish this challenge but it won’t be easy, as tides change and expectations increase.”

“HR must show that it can respond to an organisation’s needs and help all areas of the business face the future with confidence.”

Hazel Privett, HR Director at ADP

19The Role of HR

References1 Rethinking Human Resources in a Changing World, KPMG (2012)

www.kpmg.com

2 What Customers Want from HR, Institute for Employment Studies, report no. 453 (2008) www.employment-studies.co.uk

3 Captains of Industry Survey, Ipsos MORI (2012) www.ipsos-mori.com

4 The Future of HR in Europe: Key Challenges through 2015, Boston Consulting Group/European Association for People Management (2007) www.bcg.com

5 The Role and Future of HR: the CEO’s Perspective, Human Resources Professionals Association and Knightsbridge Human Capital Solutions (2010) www.hrpa.ca

6 Talent Pipeline Draining Growth: Connecting Human Capital to the Growth Agenda, American Institute of Certified Public Accountants/Chartered Institute of Management Accountants (2012) www.cgma.org

7 Planning for Succession in Changing Times, Corporate Research Forum (2012) www.crforum.co.uk

8 Facing the Future: Employment Trends Survey 2012, Confederation of British Industry/Harvey Nash www.cbi.org.uk

9 Agent of Change: The future of technology disruption in business, Economist Intelligence Unit, 2012 www.eiu.com

www.adp-es.co.uk/the-role-of-HR

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ADP White Paper - The Role of HR - Executives Expectations