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HR BAROMETER 2015 HRM TRENDS AND CHALLENGES IN BELGIAN ORGANISATIONS JUNE 2015

Dear HR professional,

In January 2015, Vlerick Business School and Hudson have launched an HR barometer on the trends and challenges in HRM in Belgian organisations. The barometer explores the HR priorities of leading companies operating in Belgium and shifts in these HR priorities over time.

The HR barometer will be a yearly initiative and each version will involve two parts. The first part focuses on the strategic importance of different HR practices and policies, and, over time, the shifts in these priorities will be explored. The second part will examine a hot topic in HR. For this edition of the HR barometer, we look into the effects of the implementation of the Unity Status on HR practices and policies

This report provides you with an overview of the most important findings of the study in 2015, based on a quantitative analysis of the HR priorities of leading Belgian organisations.

We hope this report provides you with interesting and useful insights,

Ellen Volckaert Dirk Buyens Manager Research & Development Head HRM Centre & Director Open Exec Ed Celine De Vliegher Ine Willemse Consultant Research & Development Senior Research Associate

1 METHODOLOGY

METHODOLOGY

Research design Investigate the trends and challenges in HRM in leading organisations operating in Belgium

Among the largest profit organisations in Belgium (Bel 20+ 200 largest profit organisations in terms of number of employees)

Through an online survey among HR Directors and Managers

Broad spectrum of industries

Timing

January 2015 to March 2015

Sample

58 organisations

4

SAMPLE CHARACTERISTICS

5

3,4%

22,4%

20,7%

17,2%

36,2%

< 500 employees

501-1000 employees

1001-1500 employees

1501-2000 employees

>2000 employees

A. NUMBER OF EMPLOYEES IN BELGIUM


6

32,6%

23,9%

10,9%

10,9%

4,3%

17,4%

<5000 employees

5001-25000 employees




> 100000 employees

B. NUMBER OF EMPLOYEES INTERNATIONAL (INCLUDING BELGIUM)


7

C. NUMBER OF BLUE & WHITE COLLAR EMPLOYEES

29%

17% 17%

15%

21%

No employees

1-200 employees

201-500 employees

501-1000 employees

> 1000 employees

5% 18%

27%

50%

Blue collar White collar


8

1,7% 1,7% 1,7%

5,2% 5,2% 5,2% 5,2%

6,9% 6,9%

8,6% 8,6%

10,4% 12,1%

15,5% 20,7%

Aerospace & Defence

Legal & Professional Services

Property & Real Estate

Fast Moving Consumer Goods

Retail

Media & Internet

Public Sector

Transport

Automotive

Energy & Utilities

Construction & Engineering

Telecommunications & IT

Chemical, Pharmaceutical & Healthcare

Financial Services & Insurance

Industry & Manufacturing

0% 10% 20%

D. COMPANY SECTOR


9

E. RATIO OF HR STAFF TO EMPLOYEES

5% 6%

13%

28%

33%

15% 1/201 employees or more

1/151-1/200 employees



1/51-1/75 employees

1/50 employees or less

2 GENERAL RESULTS

I. PRIORITIES 2014

PRIORITIES 2014

Respondents were asked to look back at the priorities of their HR department in 2014 and to indicate the priority level of different HR practices:

On a scale from 0% (no priority) to 100% (top priority)

Priority = of strategic importance

12

Selection & recruitment

Employer branding

Prepare organisation for growth

Learning & development

Talent management

Competency management

Performance management

Leadership development

Teamwork

The new ways of working

Well-being

Engagement

Compensation & benefits

Diversity

Retention

Prepare organisation for stagnation/downsizing

HR Analytics

HR Operational excellence

Industrial relationships

PRIORITIES 2014

13

* Word size reflects average priority level across respondents

PRIORITIES 2014

14

50 50

25 49

61

30

50

53

72 60 60

50

25

25 69

68

50

50

50

0

10

20

30

40

50

60

70

80Compensation & benefits


Diversity

Employer branding

Engagement

HR analytics

HR operational excellence



Learning & developmentPerformance management

Prepare organisation forgrowth

Prepare organisation forstagnation/ downsizing

Retention


Talent management

Teamwork


Well-being

PRIORITIES 2014: CONCLUSION

15

II. MASTERY 2014

© Vlerick Business School

MASTERY 2014

Respondents were asked how well they master these HR practices and policies in comparison to companies they consider to be role model:

On a scale from 0% (low mastery) to 100% (role model)

Role model = an organisation that you consider an expert in this domain in Belgium

17


Employer branding



Talent management




Teamwork


Well-being

Engagement


Diversity

Retention


HR Analytics



MASTERY 2014

18

65

50

60

50

60

42

65

69 50

61 60

48

50

53

65

50

57 41

52

0

10

20

30

40

50

60

70

80Compensation & benefits


Diversity

Employer branding

Engagement

HR analytics




Learning & developmentPerformance management


Prepare organisation forstagnation/ downsizing

Retention


Talent management

Teamwork


Well-being

HR PRIORITY VERSUS HR MASTERY

19



Diversity

Employer branding

Engagement

HR analytics







Prepare organisation for stagnation/ downsizing

Retention


Talent management

Teamwork


Well-being

Mas

tery

20

14

Priority 2014

High

High Low

Low Area for improvement

Strength Good job

No priority

MASTERY 2014: CONCLUSION

Most HR practices score high in terms of priority Successful HR = juggling several balls at the same time

Areas for improvement

Basic HR functions (industrial relationships, compensation and benefits, learning and development, performance management, engagement, selection and recruitment, HR operational excellence) are mastered well, but remain very important

20

Most important • Leadership development • Talent management

Second in a row • The new ways of working • Prepare organisation for

growth • Employer branding • Competency management • Well-being

MASTERY 2014: CONCLUSION

Retention versus talent management Similar score in terms of mastery

Very different score in terms of priority

Focus on developing key talents rather than a focus on retention in itself

Diversity Despite the high societal relevance: not among the top priorities of organisations + high perceived mastery

HR Analytics Rather low score in terms of mastery

But is not perceived as a priority at the moment

Rather favourable economic situation in 2014

21


Prepare organisation for stagnation/downsizing >

III. PRIORITIES 2015

PRIORITIES 2015

Respondents were asked to look ahead to the priorities of their HR department in 2015 and to indicate their top 5 priorities of the following list of HR practices:

23


Employer branding



Talent management




Teamwork


Well-being

Engagement


Diversity

Retention


HR Analytics



PRIORITIES 2015

24

* Word size reflects average priority level across respondents

PRIORITIES 2015: CONCLUSION

25

Top 5 priorities 2014

1. Leadership development

2. Selection & recruitment

3. Talent Management

4. Engagement

5. Learning & Development

+ Performance Management

Top 5 priorities 2015

1. Leadership Development

2. Talent Management

3. Prepare organisation for growth

4. Engagement

5. Prepare organisation for stagnation/downsizing

IV. IMPACT UNITY STATUS

IMPACT UNITY STATUS

Respondents were asked: Whether the introduction of the Unity Status had an impact on their HR practices/policies (yes/no)

To what extent the Unity Status had an impact (more/no change/less) on:

27

Number of hires

Number of permanent employments

Number of temporary employments

The time to take the decision to hire a new employee

Absenteeism

Personnel budget

Voluntary turnover

Forced turnover

The time to take the decision to end the contract of an employee

IMPACT UNITY STATUS

28

29,3%

70,7%

YesNo

of organizations indicated that the Unity Status had an impact on their HR policies/practices

IMPACT UNITY STATUS

29

1

3 2

4 3

2

More

Less

Number of hires Number of temporary

employments

The time to take the decision to

hire a new employee

Absenteeism Personnel budget

The time to take the decision to

end the contract of an employee

1

A. BLUE COLLARS

* Graph shows the number of organisations that indicated that the Unity Status had an impact on the HR practice

IMPACT UNITY STATUS

30

1

B. WHITE COLLARS

2 2 2 1

2 2

More

Less

3

1

IMPACT UNITY STATUS: CONCLUSION

Rather limited impact of the unity status on specific HR parameters (± one third of organisations)

Blue collars No impact on:

Number of permanent employments

Voluntary turnover

Forced turnover

Highest (although limited) impact on: Absenteeism (higher)

Number of temporary employments (higher)

White collars No impact on:

The time to take the decision to hire a new employee

Highest (although limited) impact on: The time to take the decision to end the contract of an employee (less time)

31

V. TOPIC NEXT HR BAROMETER

TOPIC NEXT HR BAROMETER

Respondents were asked which topic they would like to see covered in the next edition of the HR barometer

They could choose 3 topics from the following topic list

33


Employer branding

Use of social media

Job crafting



Talent management




Teamwork


Well-being

Engagement


Diversity

Retention


HR Analytics


TOPIC NEXT HR BAROMETER

34


Job crafting

Use of social media

Talent management

HR analytics

VI. FINAL LESSONS LEARNED

FINAL LESSONS LEARNED

Successful HR = juggling several balls at the same time

Most important areas for improvement 2014 - Leadership development - Talent management

Only 29,3% of organisations indicated that the Unity Status had an impact on their HR

practices/policies

Top priorities 2015 - Leadership Development - Talent Management

3 MORE INFORMATION?

Ellen Volckaert Manager Research & Development

[email protected]

(+32) 9 242 53 68

Celine De Vliegher Consultant Research & Development

[email protected]

(+32) 9 242 54 28

MORE INFORMATION?

Dirk Buyens Head HRM Centre & Director Open Exec Ed

[email protected]

(+32) 475 83 68 83

Ine Willemse Senior Research Associate

[email protected]

(+32) 9 210 92 41

Documents

HR BAROMETER 2015 - Vlerick Business School/media/Corporate/Images/Eenmalige-images/… · HR BAROMETER 2015 . HRM TRENDS AND CHALLENGES IN BELGIAN ORGANISATIONS . ... The second