challenges facing hr over the next 10 years november 1, 2012
TRANSCRIPT
Challenges Facing HR Over the Next 10 Years
November 1, 2012
Challenges Facing HR Over the Next 10 Years ©SHRM 2012 2
• What will be the three biggest challenges facing HR executives over the next 10 years? Retaining and rewarding the best employees (59%), developing the next generation of corporate leaders (52%), and creating a corporate culture that attracts the best employees to organizations (36%).
• What will be the biggest investment challenge for organizations over the next 10 years? About two-fifths (43%) of HR professionals indicated that obtaining human capital and optimizing human capital investments will be the biggest investment challenge.
• Which tactics will be the most effective in attracting, retaining and rewarding the best employees over the next 10 years? The top four responses were providing flexible work arrangements (40%); creating an organizational culture where trust, open communication and fairness are emphasized and demonstrated by leaders (37%); providing employees with opportunities for career advancement (26%); and offering a higher total rewards package than organizations that compete for the same talent (26%).
• How do HR Professionals expect the future workforce to evolve over the next 10 years? In terms of workforce size, the majority (69%) of HR professionals expect their organization to have a larger workforce in 10 years. Just over one-half (54%) indicate that their use of contract/temporary employees will not change, and 29% expect a growing proportion of contract/temporary employees. Nearly one-half (47%) indicate that over the next 10 years there will be a greater proportion of full-time employees, whereas the other half believe the workforce will stay the same (27%) or have more part-time employees (26%).
Key Findings
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• Which HR competencies will be most critical 10 years from now? Over one-third of HR professionals think that the four most critical competencies in 10 years will be business acumen (42%), organizational leadership and navigation (40%), relationship management (37%), and communication (35%).
• What components (subcompetencies) of business acumen will be most critical in 10 years? HR professionals expect the top three components to be HR and organizational metrics/analytics/business indicators (45%), knowledge of business operations and logistics (41%), and strategic agility (41%).
• What bodies of knowledge do HR professionals rate as being the most important in 10 years? The four bodies of knowledge that were rated as most important were strategic business management, talent management, change management, and workforce planning and employment.
Key Findings (continued)
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Challenges in HR
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Over the next 10 years, what do you think will be the three biggest challenges facing HR executives at your organization?
Retaining and rewarding the best employees
Developing the next generation of corporate leaders
Creating a corporate culture that attracts the best employees to our organization
Remaining competitive in the talent marketplace
Finding employees with the increasingly specialized skills we need
Creating smooth and efficient HR processes that ensure a good employee experience
Finding the right employees in the right markets where we do business around the world
Creating an employee-centric, service-oriented HR organization
Breaking down cultural barriers that make it difficult to create a truly global company
Other
59%
52%
36%
34%
33%
20%
15%
13%
11%
6%
51%
29%
44%
21%
41%
17%
33%
12%
24%
1%
2010 (n = 465)2012 (n = 483)
Note: Percentages do not total 100% due to multiple response options. Respondents who answered “don’t know” were excluded from this analysis.
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Over the next 10 years, what do you think will be the three biggest challenges facing HR executives at your organization?
Note: Only statistically significant differences are shown.
Comparisons by organization sector
• Publicly owned for-profit and privately owned for-profit organizations are more likely than nonprofit organizations to indicate that finding the right employees in the right markets where we do business around the world is one of the biggest challenges facing HR executives.
Comparisons by organization sector
Publicly owned for-profit (24%)
Privately owned for-profit (19%)> Nonprofit (8%)
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Over the next 10 years, what do you think will be the biggest investment challenge facing organizations?
Obtaining human capital and optimizing human capital investments
Obtaining financial capital and optimizing financial capital investments
Obtaining technology and optimizing technological capital investments
Obtaining intellectual capital and optimizing intellectual capital investments
Obtaining physical capital and optimizing physical capital investments
43%
22%
19%
14%
3%
47%
29%
11%
12%
2%
2010 (n = 449)
2012 (n = 484)
Note: Percentages do not total 100% due to rounding.
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Talent Management Tactics
Over the next 10 years, which of the following tactics do you believe will be most effective in attracting, retaining and rewarding the best employees in your organization?
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Providing flexible work arrangements
Promoting a culture of trust, open communication and fairness
Providing employees with opportunities for career advancement*
Offering a higher total rewards package than competitors
Demonstrating a commitment to employee development
Providing meaningful work with clear purpose in meeting organization's objectives
Creating a stimulating and attractive organizational culture
Having latest tools/technology to maximize work efficiency and effectiveness
Encouraging employees to make decisions and to take risks
Providing employees with recognition based on job performance*
Developing human capital managers at all levels of the organization
Providing employees with better opportunities to use skills and abilities
Creating a highly inclusive culture that uses diverse perspectives
Being committed to corporate social responsibility and sustainability
40%
37%
26%
26%
24%
24%
17%
17%
15%
14%
13%
11%
11%
7%
58%
47%
23%
29%
40%
21%
11%
15%
13%
14%
11%
4%
2010 (n = 449)2012 (n = 486)
Note: Percentages do not total 100% due to multiple response options. An asterisk (*) indicates option was not included on 2010 survey.
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Over the next 10 years, which of the following tactics do you believe will be most effective in attracting, retaining and rewarding the best employees in your organization?
Note: Only statistically significant differences are shown.
Comparisons by organization sector
• Nonprofit organizations are more likely than privately owned for-profit organizations to indicate that creating an organizational culture where trust, open communication and fairness are emphasized and demonstrated by leaders is one of the most effective tactics in attracting, retaining and rewarding the best employees.
Comparisons by organization sector
Nonprofit (51%) > Privately owned for-profit (33%)
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Future Workforce
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Over the next 10 years, how do you expect the size of your organization’s workforce to evolve?
Larger workforce
Smaller workforce
No change
69%
16%
15%
48%
37%
15%
2010 (n = 470)
Note: Respondents who answered “don’t know” were excluded from this analysis.
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Over the next 10 years, how do you expect the size of your organization’s workforce to evolve?
Note: Only statistically significant differences are shown.
Comparisons by organization sector
• Privately owned for-profit organizations are more likely than nonprofit and government organizations to expect the size of their organization’s workforce to grow larger over the next 10 years.
Comparisons by organization sector
Privately owned for-profit (80%) >Nonprofit (62%)
Government (36%)
• Government organizations are more likely than privately owned for-profit organizations to expect the size of their organization’s workforce to get smaller over the next 10 years.
Comparisons by organization sector
Government (39%) > Privately owned for-profit (11%)
• Nonprofit organizations are more likely than privately owned for-profit organizations to expect the size of their organization’s workforce to have no change over the next 10 years.
Comparisons by organization sector
Nonprofit (23%) > Privately owned for-profit (10%)
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Over the next 10 years, how do you expect your organization’s use of contract or temporary employees to evolve?
No change
Growing proportion of contract/temporary employees
Growing proportion of full-time employees
54%
29%
17%
22%
65%
13%
2010 (n = 448)
2012 (n = 424)
Note: Respondents who answered “don’t know” were excluded from this analysis.
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Over the next 10 years, how do you expect your organization’s use of contract or temporary employees to evolve?
Comparisons by organization staff size
25,000 or more employees (57%) >
1 to 99 employees (25%)
100 to 499 employees (21%)
500 to 2,499 employees (29%)
Note: Only statistically significant differences are shown.
Comparisons by organization staff size
• Organizations with 25,000 or more employees are more likely than organizations with 1 to 2,499 employees to expect a growing proportion of contract or temporary employees over the next 10 years.
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Over the next 10 years, how do you expect your organization’s employment status to evolve?
Growing proportion of full-time employees
No change
Growing proportion of part-time employees
47%
27%
26%
19%
30%
50%
2010 (n = 447)
2012 (n = 434)
Note: Respondents who answered “don’t know” were excluded from this analysis. Percentages may not total 100% due to rounding.
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Over the next 10 years, how do you expect your organization’s employment status to evolve?
Comparisons by organization staff size
25,000 or more employees (44%) > 1 to 99 employees (16%)
Note: Only statistically significant differences are shown.
Comparisons by organization staff size
• Organizations with 25,000 or more employees are more likely than organizations with 1 to 99 employees to expect a growing proportion of regular part-time employees over the next 10 years.
Comparisons by organization sector
• Privately owned for-profit organizations are more likely than nonprofit and government organizations to expect a growing proportion of regular full-time employees over the next 10 years.
Comparisons by organization sector
Privately owned for-profit (58%) >Nonprofit (38%)
Government(21%)
• Government organizations are more likely than privately owned for-profit organizations to expect a growing proportion of regular part-time employees over the next 10 years.
Comparisons by organization sector
Government (50%) > Privately owned for-profit (21%)
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HR Competencies
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Ten years from now, which of the following competencies do you see being most critical for the HR professional?
Business Acumen
Organizational Leadership and Navigation
Relationship Management
Communication
Critical Evaluation
HR Technical Expertise and Practice
Consultation
Ethical Practice
Global and Cultural Effectiveness
42%
40%
37%
35%
30%
26%
25%
21%
17%
Note: n = 472. Percentages do not total 100% due to multiple response options.
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Ten years from now, which of the following competencies do you see being most critical for the HR professional?
Comparisons by organization staff size
2,500 to 24,999 employees (56%)25,000 or more employees (59%) > 1 to 99 employees (24%)
Note: Only statistically significant differences are shown.
Comparisons by organization staff size
• Organizations with 2,500 or more employees are more likely than organizations with 1 to 99 employees to see business acumen as being most critical for the HR professional 10 years from now.
Comparisons by organization staff size
100 to 499 employees (35%) > 2,500 to 24,999 employees (14%)
• Organizations with 100 to 499 employees are more likely than organizations with 2,500 to 24,999 employees to see HR technical expertise and practice as being most critical for the HR professional 10 years from now.
Comparisons by organization staff size
2,500 to 24,999 employees (27%) > 100 to 499 employees (10%)
• Organizations with 2,500 to 24,999 employees are more likely than organizations with 100 to 499 employees to see global and cultural effectiveness as being most critical for the HR professional 10 years from now.
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Ten years from now, which of the following competencies do you see being most critical for the HR professional?
Note: Only statistically significant differences are shown.
Comparisons by organization sector
• Publicly owned for-profit organizations are more likely than nonprofit organizations to see business acumen as being most critical for the HR professional 10 years from now.
Comparisons by organization sector
Publicly owned for-profit (57%) > Nonprofit (34%)
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Ten years from now, when considering Business Acumen for HR professionals, which of the following components (i.e., subcompetencies) will be most critical?
HR and Organizational Metrics/Analytics/Business Indicators
Knowledge of Business Operations/Logistics
Strategic Agility
Business Knowledge
Knowledge of Government and Regulatory Guidelines
Knowledge of Finance and Accounting
Economic Awareness
Knowledge of Labor Markets
Knowledge of Technology
Systems Thinking
Effective Administration
Knowledge of Sales and Marketing
Other
45%
41%
41%
28%
25%
18%
17%
17%
16%
14%
11%
6%
1%
Note: n = 469. Percentages do not total 100% due to multiple response options.
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Ten years from now, when considering Business Acumen for HR professionals, which of the following components (i.e., subcompetencies) will be most critical?
Comparisons by organization staff size
2,500 to 24,999 employees (57%) > 1 to 99 employees (34%)
Note: Only statistically significant differences are shown.
Comparisons by organization staff size
• Organizations with 2,500 to 24,999 employees are more likely than organizations with 1 to 99 employees to consider HR and organizational metrics/analytics/business indicators as being most critical for the HR professional 10 years from now.
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Rate the importance of these bodies of knowledge for HR professionals 10 years from now.
Note: n = 446. Respondents rated each body of knowledge on a scale from 0 (not important) to 10 (very important).
Body of Knowledge Average Rating (0 to 10)
Strategic Business Management 8.8
Talent Management 8.6
Change Management 8.5
Workforce Planning and Employment 8.5
Compensation and Benefits 8.3
Human Resource Development 8.2
Employee and Labor Relations 8.1
HR Technology 8.0
Risk Management 7.7
Global and International Human Resources 6.9
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Organization Demographics
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Demographics: Organization Industry
Note: n = 461. Percentages do not total 100% due to multiple response options.
Percentage
Professional, scientific and technical Services 20%
Health care and social assistance 17%
Manufacturing 16%
Educational services 13%
Finance and insurance 12%
Accommodation and food services 7%
Transportation and warehousing 6%
Arts, entertainment and recreation 5%
Government agencies 5%
Administrative and support and waste management and remediation services
4%
Religious, grant-making, civic, professional and similar organizations 4%
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Demographics: Organization Industry(continued)
Note: n = 461. Percentages do not total 100% due to multiple response options.
Percentage
Retail trade 4%
Construction 3%
Information 3%
Real estate and rental and leasing 3%
Repair and maintenance 3%
Wholesale trade 3%
Agriculture, forestry, fishing and hunting 2%
Mining 1%
Personal and laundry services 1%
Utilities 1%
Other 9%
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Demographics: Organization Sector
Privately owned for-profit
Nonprofit
Publicly owned for-profit
Government
Other
47%
25%
18%
7%
3%
n = 462
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Demographics: Organization Staff Size
1 to 99 employees
100 to 499 employees
500 to 2,499 employees
2,500 to 24,999 employees
25,000 or more employees
21%
30%
19%
20%
10%
n = 454
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Other Demographics
U.S.-based operations only 71%
Multinational operations 29%
Single-unit organization: An organization in which the location and the organization are one and the same.
28%
Multi-unit organization: An organization that has more than one location.
72%
Multi-unit headquarters determines HR policies and practices
51%
Each work location determines HR policies and practices
3%
A combination of both the work location and the multi-unit headquarters determines HR policies and practices
46%
Is your organization a single-unit organization or a multi-unit organization?
For multi-unit organizations, are HR policies and practices determined by the multi-unit headquarters, by each work location or by both?
Does your organization have U.S.-based operations (business units) only, or does it operate multinationally?
n = 470 n = 473
n = 347
Corporate (companywide) 71%
Business unit/division 17%
Facility/location 12%
n = 348
What is the HR department/function for which you responded for throughout this survey?
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• 2012 response rate = 17%
• 2010 response rate = 17%
• Sample composed of 487 (2012) and 449 (2010) randomly selected HR professionals from SHRM’s membership
• Margin of error +/-5%
• 2012 survey fielded September 14 to September 28, 2012
• 2010 survey fielded August 10 to August 23, 2010
Challenges Facing HR Over the Next 10 Years
Survey Methodology
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Challenges Facing HR Over the Next 10 Years
About SHRM Research
Project leader:Tanya Mulvey, survey research analyst, SHRM Research
Project contributors:Mark Schmit, Ph.D., SPHR, vice president, SHRM ResearchEvren Esen, manager, Survey Research Center, SHRM ResearchAlexander Alonso, Ph.D., SPHR, director, HR Thought Leadership
Copy editor:Katya Scanlan, SHRM Knowledge Center