European HR Realities 2014 - Bitpipedocs.media.bitpipe.com/io_10x/io_102267/item... · Strategic Business Partner 56% • 56% Strategic Business Partner • 42% Better leadership

Deep insights, pragmatic advice


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European HR Realities 2014HR Tech Europe: Initial Elearnity Survey Results

David Wilson, Managing Director

[email protected] @dwil23

in association with

http://www.elearnity.com/


mailto:[email protected]




Accelerate & De-Risk

9-Grid™

Vendor Perspectives

Research &Best Practices

Accelerated Process & Independent Advice




Research Goal

• To understand the realities of key HR Trends, Drivers and Challenges within the European Market

• Survey of HR & related Professionals across Europe

• Targeted at Corporate Organisations

• Over 200 organisations completed




THE RESPONDENTSA PREDOMINATELY EUROPEAN ENTERPRISE PERSPECTIVE

62% Respondents

from Organisations

> 5000 Employees

95% of respondents

European

Over 200 survey respondents overall






39% primary focus

HR Systems

39% responsible for at least one

aspect of the Talent Cycle

15% respondents

primarily Talent Acquisition

13% primary focus

HR Operations

6% respondentshave a role focused

on IT

12% primary focus

Employee & Exec Development

93% HR FOCUSED ROLE - A DELIBERATELY HR BIASED PERSPECTIVE






have a

role with

Global Responsibility

60%

EUROPEAN - BUT ALSO GLOBAL INFLUENCE






What did they tell us about HR in Europe?

HR Tech Europe Amsterdam 2014

Initial Elearnity Survey Results

HR






EUROPEAN HR – KEY CHALLENGES

Increasing Organisation

Performance & Profitability

95%Reducing

Costs88%

86% ImprovingCustomer

Satisfaction & Service Quality

Currently, what are your organisation's most significant business challenges?

For 66% this is a Major Challenge



€€






A CENTRALISED HR APPROACH – IS NOT THE DOMINANT OPERATING MODEL

67% are using either a

Decentralisedor FederatedHR Operating

Model

33%

55%

12%

This has massive implications for HR Tech choices,approaches to change management and the effort / impact /

opportunities / success of standardisation






European HR’s Top Priority as an HR Organisation is to be a Strategic Business Partner

56%• 56% Strategic Business Partner

• 42% Better leadership & management

• 41% Enhancing the talent pipeline

• 40% Increasing the consistency of HR processes

• 37% Improving HR service quality & provision

HR’S TOP PRIORITIES ARE TO ADDSTRATEGIC AND TRANSACTIONAL VALUE






EUROPEAN HR HAS SOME MAJOR CHALLENGES…

cite workers councils & unions, data privacy, legislation, culture, language, localisation & travel budgets – as

challenges for operating HR in Europe

70%






IN HR TECH WE TRUST…

but.. Outsourcing HR Processes is only

seen as Critically or Very Important for

<20% of respondents

TOP 5 LEVERS for Future Success

of European HR Operations

87% Critically or Very

Important


Important


Important

88% Critically or Very Important


Important






FUTURE SUCCESS = CHANGING HR ?

50% believe

Future HR Success is dependent on Re-organisation to create better business alignment

63% believe

Future HR Success is dependent on New or Enhanced Processes

65% believe

Future HR Success is dependent on Upskilling HR Teams




A STRONG INTERNAL TALENT PIPELINE IS THE LEADING MEASURE OF SUCCESS FOR HR STRATEGY

Top Measures of Successfor HR Strategy

1. Strong Talent Pipeline2. Employee Engagement3. Employer of Choice4. Company Profitability5. Cost of HR Operation

Building a strong internal talent

pipeline is seen as

5x more

important as a measure of

success than having a

HR presence at Board level






HR Systems & Technology

in association with






67% have

Partially Standardised

HR Systems,

less than 20% have

Very StandardisedHR Systems across their

organisationThere is a significant overall market opportunity to consolidate

HR Systems Suites.

FRAGMENTED HR SYSTEMS APPROACH?






Only 1 in 10are Extremely Satisfiedwith their HR Systems

HR TECH FAILS TO IMPRESS…

Overall, what is your level of satisfaction with your organisation's HR technologies?






1/3rd Not Satisfied with either Recruitment, Learning and Development, Workforce Planning, Analytics, Succession Planningor Onboarding solutions

The highest levels of dissatisfaction:

- Workforce Planning & Organisational Design

- Succession Planning

43%40%

HR TECH FAILS TO IMPRESS…






SIGNIFICANT OPPORTUNITY AND RISKS FOR VENDORS OVER THE NEXT 3 YEARS…

Nearly 60% envisage changing their

Talent Acquisition or Analytics

platform within the next 2 years

Close to 50% envisage changing their Succession Planning, Performance

Management, Reward & Recognition, Onboarding, Learning &

Development or Core HR solutions within the next 3 years






THE SUPPLIER WAKE UP CALL!

1. Solutions Business Agility and Flexibility2. Quality of End User Experience3. Lack of Analytics4. Reducing Total Cost of Ownership5. Deficiencies in Functionality

Over a 1/3rdidentified User Experience

or Lack of Business Agility & Flexibilityas a CRITICAL DRIVER behind changing HR systems!

THE TOP 5 DRIVERS TO CHANGE HR SYSTEMS

1

2

3

4

5






CLOUD ADOPTION & CHALLENGES






HR Outsourcing?

in association with






KEY AREAS OF HR ALREADY OUTSOURCED

54% Payroll

42% IT Systems Support

41% Leadership Development & Coaching

35% Training, Strategic Consultancy, Systems Implementation, Assessment, Recruitment or Industry Benchmarking




TOP 3 AREAS WHERE ORGANISATIONS ARE PLANNING TO USE OUTSOURCING

1. Training & Learning2. Assessment3. Administration & Transaction Management

1

2

3




THE DRIVERS FOR HR OUTSOURCING

78%

€

77%Reduce

Operating CostsGain Access to Expertise

Increasing Governance was the least Critical driver <5%

75%Increase Flexibility

to Fluctuating Demands






QUALITY OF SERVICE, COST & CONTRACTING SEEN AS THE BIGGEST BARRIERS TO OUTSOURCING

See cost as a challenge to HR

outsourcing

70%See complexity of contracting

as a challenge to HR outsourcing

66%

For 1 in 3 this as a major challenge

75%See Quality of Service as

a challenge to HR outsourcing

For 1 in 4 this as a major challenge

For nearly 1 in 3 this as a major challenge






… and Overall?

in association with






OVERALL VIEW OF HR EFFECTIVENESS

Overall, how satisfied do you believe your business executive / board are with your HR services?

0% were Extremely Satisfied with

Talent Succession or Talent Acquisition

No HR Services were able to

score an Extremely Satisfied rating >10%




HR EFFECTIVENESS – SPECIFIC AREAS

Overall, how satisfied do you believe your business executive / board are with your HR services?

Just over 40% were Satisfied with

Employee Engagement, Compensation & Benefits or Leadership Development

Analytics is a key weakness in perceived

HR Effectiveness

< 1 in 5 Extremely Satisfied

or Very Satisfied

Only 2% are Extremely Satisfied




INFOGRAPHIC & VIEWPOINT




Thank You

Any Questions?

Elearnity 9-Grid™www.elearnity.com/9-grid.html

Elearnity Perspectiveswww.elearnity.com/perspectives.html

[email protected]

@dwil23

http://www.elearnity.com/9-gridintro.html

http://www.elearnity.com/perspectives.html

mailto:[email protected]

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European HR Realities 2014 - Bitpipedocs.media.bitpipe.com/io_10x/io_102267/item... · Strategic Business Partner 56% • 56% Strategic Business Partner • 42% Better leadership