hr climate index 2015

1 Thema

Kienbaum Consultants International

HR Climate Index Study 2015

3 Content

01 ExecutiveSummary–HRClimateIndex2015: UndertheBannerofContinuousChange 4

02 AbouttheHRClimateIndexStudy2015 6

03 FindingsoftheHRClimateIndexStudy2015 8

3.1StateofBusiness 8

3.2DevelopmentswithinHR 12

3.3PositioningofHR 14

3.4PrioritiesforHRin2015 16

3.5PrioritiesforOptimizedHRin2015 18

3.6GreatestStrategicChallengeforHRin2015 20

04 KienbauminBrief 22

Content

4 Executive Summary – HR Climate Index 2015: Under the Banner of Continuous Change

The global context for the “economy” of HR work in 2015 is one of a global economy still trying torecapturemomentum.Manyhigh-incomecountriescontinuetostrugglewiththelegacyoftheglobalfinancialcrisis,whileemergingeconomiesarelessdynamicthaninthepast.

However,theeconomicoutlookformostofthecountriesparticipatinginthisstudyisratherpositive:abouthalfofthesurveyedcompaniesanticipategrowingsalesandhigherprofitabilityin2015.Further-more,aboutfourfifthsanticipategrowingorconstantworkforcenumbersin2015.Comparedto2014,theoutlookintermsofeconomicdataismoreoptimisticand,atthesametime,morecautious.

In this context of economic recovery and the search for a newglobal balance,many companies seeimproving their efficiency and effectivity as the best way to secure their future and accelerate theirgrowth. These expectationsproducea specific set of newpriorities forHRwork.Accompanyingandmanagingchange isoneof themost important issues,astheneedfororganizationalagilityandthesuccessfulmanagementofculturechangeisubiquitous inourglobalizedworld. Increasing leadershipandmanagementqualityisstillatoppriorityforHRwork,especiallyinacontextofachangingenviron-mentandinstabilitygivingmanagementakeyroletoplay.

ThiscontextofpermanentchangespreadsthroughallHRprioritiesfor2015,whetheritbetheretentionofhighpotentialandemployerattractiveness,strategicrecruitment,workforceplanningandthedevelop-mentofcompetencestosupportbusinessgrowthorsecureleadershipandmanagementpipelines,orthechallenge of keeping employees engaged and motivated in this uncertain environment. Continuouschangehasseriousimplicationsfortheorganization,whichHRhastoconfront.

ThesewouldseemtobetheprioritiesthattrueHRbusinesspartnerswhoenablebusinessgrowthandsustainabilityaremadefor.Incomparisonwithpreviousyears,HRnowseesitselfasastrategicpartner.HRisrecognizedassuchbynearly90%ofthemanagersoftheparticipatingcompanies,presentontopmanagementlevelandinvolvedinmostofstrategicprojectsandinitiatives.

Furthermore,itmustbeemphasizedthatthedevelopmentofHRresources–budgetandheadcounts–isquitepositiveincomparisontopreviousyears.ThetrendtowardsHRcostreductionseemstobeover.Indeed,onethirdoftherespondentsexpectanincreaseoftheirHRbudgetin2015.Thispositivetrendisevenmorepronouncedintheemergingeconomies.AllofthisisapositivesignforHR!


AndwhatarethemainchallengesforHR’sfuturedevelopment?Theanswerdependsontheregions.Inhigh-incomecountries,amajorchallengeistosuccessfullymaketheorganizationrecognizetheimpactofHRworkandprovidetransparencyacrosstheHRserviceportfolio.HRdepartmentsinthesecountrieshave already implemented new structures and are now undergoing a phase of consolidation, whereprocess optimization andprovingHR’s contribution to thebusiness are themain focus. In emergingeconomies, HR is more concerned with implementing new structures and developing HR employees’competencies.

Surprisingly,manyimportantandmuch-vauntedtopics,suchasbigdata,work-lifebalance,theimple-mentationofcloud-basedsolutions,ordiversitymanagement,appeartohavelosttheirrelevanceforHRin2015.DothoseissuesplaynoroleintherealityofHR?OrisHRmissingtheboat?Welookforwardtoseeingwhatwillbeontheagendafor2016.

Berlin,March2015

Dr Walter Jochmann Managing DirectorKienbaum Consultants International GmbH

Fabian KienbaumManaging PartnerKienbaum Consultants International GmbH

Hans OchmannManaging DirectorKienbaum Management Consultants GmbH


6 AbouttheHRClimateIndexStudy2015

KienbaumhasbeenpublishingtheHRClimateIndexinthefirstquarterofeveryyearsince2006.TheprimarypurposeofthestudyistosurveytheeconomicexpectationsforHRandthepositionofHRwithinbusinesses.Additionally,itiscom-mittedtodetectingandmonitoringfutureHRtrends.

Since2006,datafortheHRClimateIndexhasbeencollectedannuallyintheDACHregion,joinedbyCentralandEasternEurope in 2011. In 2015, Kienbaum conducted the studyinternationallyforthefirsttimeinordertoofferaglobalover-viewofimportantHRissues.

Illustration 1: Allocation of the participating companies to country groups

DevelopedCountriesDevelopingCountries

14 %

86 %

Thesampleincludes501companiesofdifferentnationalities,sizes,andsectorsofindustry.MostrespondentsholdleadingpositionsinHRmanagement.

Basedontheirdomesticeconomicconditions1,theparticipatingcountriesaresplitintwocategories:developedcountriesanddevelopingcountries.ThisclassificationusestheGDP(GrossDomesticProduct),accordingtowhich:

» Developed countriesareAustria,Belgium,Croatia,CzechRepublic, France, Germany, Hungary, the Netherlands,Poland,Romania,Switzerland,andtheUnitedStates;

» Developing countriesareBrazil,China,Singapore,andTurkey.

Regarding the participating industries, the sample is madeupasfollows:

The largest groups in the sample are companies from themanufacturingsector,accountingfor60%ofthetotal,followedbyserviceproviders,amountingto32%ofthesample.Retailand tradeaccount for5%,whereaspublic sectororganiza-tionsrepresentonly3%.Intotal,thesamplecovers17indivi-dualsectorsofindustry.

1 Based on the classification used by United Nations in World Economic Situation and Prospects 2015, United Nations, New York, 2015.

02 About the HR Climate Index Study 2015

Smallandmedium-sizedcompaniesrepresentthecoreoftherespondents:65%ofthesearecompanieswithaworkforceofupto1,000employees.Onaverage,theparticipatingcompa-niesemploy4,000people,withthelargestcompanyhavingmorethan300,000employees.

Illustration 2: Representation of participating industries

AutomotiveBankingandfinancesector(Legal)Consulting,auditingandrealestateChemicalandpharmaceuticalRetailEnergy,utilitiesandwasteEngineering,technologyandhigh-techMachinery,equipmentandconstructionTransportandlogistics

11%

10%

7%

12%

7%10%

14%

21%

8%

Illustration 3: Current headcount of the participating companies

Fewerthan100employees101to1,000employees1,001to5,000employees5,001to10,000employeesMorethan10,000employees

5 %6 %

45 %

20 %

24 %

7 AbouttheHRClimateIndexStudy2015

8 FindingsoftheHRClimateIndexStudy2015

03 Findings of the HR Climate Index Study 2015

SalesSalesincreasedonamoderatelevelin2014for53%ofthecompanies.Only20%ofthecompaniesreporteddecreasingsales.Thepositivetrendisexpectedtocontinuein2015,with55%of theparticipating companies expectingan increase

3.1 StateofBusiness

Illustration 4: Sales – global

2014expectationfor2015

14%9%

34 %37%

27%33%

18%19%

3%6%

0% 10% 20% 30% 40%

strongly decreasing (over 5%)

decreasing (up to 5%)

approx. constant

increasing (up to 5%)

strongly increasing (more than 5%)

andonly12%adeclineinsales.Thenumberofparticipantsexpectingapproximatelyconstantsalesincreasedfrom27%in2014upto33%for2015.


Thecomparisonoftheregionsrevealssignificantlyincreasedsalesindevelopingcountriesin2014(62%ascomparedto51%incompaniesfromdevelopedcountries).Theexpectedsalesfor2015aredistributedsimilarly:Companiesfromde-veloping countries expect increases in sales of up to69%,

whereastheexpectationindevelopedcountriesremainsalmostconstant with 52%. At the same time, sales in developingcountriesaremorevolatilein2014,with25%ofthecompanieshavingreportedadropinsales,comparedto20%indevelopedcountries.For2015,bothregionsareexpectingdropsinsalestobelessseverethanin2014:only12%indevelopedcountriesand11%indevelopingcountries.

Illustration 5: Sales – developed/developing countries

DevelopedCountries(2014)DevelopedCountries(expectationfor2015)DevelopingCountries(2014)DevelopingCountries(expectationfor2015)

3%6%

3%11%

9%14%

8%14%

36%29%

20%13%

39%35%

29%24%

13%16%

40%38%

0% 10% 20% 30% 40%



approx. constant



10

Profitabilitygrowthisparticularlystrongamongparticipantsindevelopingcountries,withanincreasefrom49%in2014to57%in2015.Mirroringthesales results, thevariance ishigher for companies from developing countries in 2014 –30%oftheparticipantsreporteddecreasedsales.For2015,

however,only10%expectdecreasingsales.Inthedevelopedcountriesonlysmallchangesinprofitabilityareexpectedbet-ween2014and2015,with38%oftheparticipantsreportingconstantdevelopmentin2014and40%expectingconstantdevelopmentin2015.

Illustration 6: Profitability – global

2014expectationfor2015strongly decreasing

(over 5%)


approx. constant



14%10%

32%39%

36%39%

10%12%

2%6%

0% 10% 20% 30% 40%

Illustration 7: Profitability – developed/developing countries




approx. constant



1%5%

2%11%

11%13%

8%19%

40%38%

33%21%

40%33%

35%29%

8%11%

22%20%

0% 10% 20% 30% 40%

ProfitabilityComparedto2014,profitabiltyisonanupwardtrend:Only12% of the respondends expect decreased profits in 2015(comparedto20%in2014).In2015,ahigherpercentageofthecompaniesexpectconstant(39%in2015comparedto

36%in2014)or increasingyields (49%in2015comparedto44%in2014).Given the loweconomicgrowth in2014,the outlook for 2015 is evaluated positively by the marketparticipants.

FindingsoftheHRClimateIndexStudy2015

Whencomparingbothregions,itisapparentthatdevelopedcountries predominantly reported no change in their work-forcesin2014andexpectnomajorchangesfor2015otherthanaslightdecrease(23%in2015comparedto19%in2014).



approx. constant



WorkforceLookingattheworkforcenumber,approximately40%ofthecompaniesreportedconstantfiguresin2014andareexpec-tingnochangein2015.Comparing2014and2015,theem-ploymentoutlookisstillpositive(40%oftheparticipantsare



approx. constant



Illustration 8: Workforce – global


14%17%

27%28%

38%39%

12%16%

5%5%

0% 10% 20% 30% 40%

Illustration 9: Workforce – developed/developing countries


0% 10% 20% 30% 40%

5%5%

3%6%

18%14%

11%12%

41%41%

27%23%

27%27%

36%26%

9%13%

23%33%

expectinganincreaseintheworkforce),althoughadynamicslowdown can be observed (22% of the respondents areexpectingdeclines in theworkforce for2015, compared to19%in2014).

By contrast, 59% of companies from developing countriesdocumentedincreasesinstaffandexpectthistrendtocontinueatthesamelevelin2015.


12

HR BudgetOnlyminorchangesareexpectedintermsoftheHRbudgetsin2015:AbouthalfofthecompaniesreportednochangesintheirHRfundingin2014andexpectthistrendtocontinuein2015;32%registeredgrowingresourcesfortheirHRworkin

3.2 DevelopmentswithinHR

Illustration 10: HR budget – global

In2014,HRbudgetsincreasedmoreindevelopingcountriescomparedtodevelopedcountries.49%oftheparticipantsfromcompanies in developing countries had increased resources,

Illustration 11: HR budget – developed/developing countries



10%10%

23%27%

55%51%

8%9%

4%3%

0% 20% 40% 60% 80%



approx. constant



0% 20% 40% 60% 80%

3%3%

5%6%

10%10%

11%11%

53%58%

37%34%

23%

30%

27%27%

7%6%

17%22%



approx. constant



2014,whichmightincreaseslightlyin2015(35%);andonly14%oftheparticpantshavetocopewithshrinkingfundingorexpectcutsin2015.

whileonly29%didsointhedevelopedcountries.Thistrendseemstocontinuein2015,withincreasedHRbudgetexpecta-tionsof47%and34%,respectively.


HR Headcount TherelativestagnationinHRresourcesisconfirmedbythedevelopment of HR headcounts. The majority of the parti-cipants reported an unaltered HR pool in 2014. For 2015,

There are minor differences between regions as far as HRheadcount development is concerned. HR headcount indevelopingcountriesincreasedataslightlyhigherratein2014,with31%oftheparticipantsreportinganincrease,whereas

Illustration 12: HR headcount – global


13%11%

17%15%

61%67%

3%6%

4%3%

0% 20% 40% 60% 80%

Illustration 13: HR headcount – developed/developing countries


0% 20% 40% 60% 80%

3%3%

8%8%

11%13%

9%11%

69%62%

58%50%

15%17%

14%20%

2%5%

11%11%



approx. constant





approx. constant



only22%oftheparticipantsindevelopedcountriesreportedmore staff. Expectations for 2015 are lower: 25% of thedevelopingcountriesexpectanincreaseintheirHRpersonnel,joinedby17%ofthedevelopedcountries.

companiesexpectevenlesschange:67%oftheparticipantsanticipatetheirHRheadcounttoremainconstant.


14

Impact of HRAbouthalftherespondentspredicttheimpactofHRattheircompanies to increase in2015.Withonly3%of theparti-cipantsexpectingdecliningand46%constant importance,HR seems to have established a sound position inside thebusinesses.

HR as Business PartnerTheperceptionofHRasabusinesspartnerbymanagementisoverwhelminglypositive,with87%oftheparticipantsascri-bingastrongimportancetotheroleofHR.Only13%oftheparticipantsconsiderthecontributionofHRtothebusiness

3.3 PositioningofHR

NoticeableisasignificantgrowthofHRinfluenceindevelo-pingcountries–aboutthree-quartersoftheparticipantsareexpectinghigherprominenceofHRintheirorganizationfor2015.

Illustration 14: Impact of HR in 2015

GlobalDevelopedCountriesDevelopingCountriesdecreasing

approx. constant

increasing

0% 20% 40% 60% 80%

3%3%

4%

50%46%

23%

47%51%

73%

tobelow.Noticeably,31%oftheparticipantsfromdevelo-pingcountriesconsidertheroleofHRtobeverystrong,whileonly13%of theparticipants fromdevelopedcountriesusethisextremecategory.

Illustration 15: Perception of HR as Business Partner

GlobalDevelopedCountriesDevelopingCountriesnot at all

very little

little

0% 20% 40% 60% 80%

1%1%

1%

24%23%

16%

50%49%

41%

13%15%

31%

6%6%

5%

6%6%

6%

not very strong

strongly

very strongly


Involvement of HR in Strategic Projects and InitiativesTheimportanceofHRasbusinesspartnerisillustratedbythecurrent involvement of HR in strategic projects and initiati-ves.OnlyveryfewHRdepartmentsarecutofffromrelevantprojects(2%).However,atonly7%ofthecompaniesisHRinvolvedinallstrategicprojectsandinitiatives.

HR Presence on Management LevelGlobally, HR departments are represented on the first twomanagementlevelsatnineoutoftencompanies.Indevelo-pingcountries,however, theheadsofHRarerankedsome-whatlowercomparedtotheirpeersindevelopedcountries.Incompaniesfromdevelopedcountries,41%oftheHRdepart-mentsarepartoftheexecutiveboardand50%areincluded

Surprisingly,HRinvolvementisratedmuchmorepositivelyindevelopingcountries,with46%oftheparticipantsreportingHR involvement in at least 80% of strategic projects andinitiatives(only25%indevelopedcountries).

intier-1management.WhileHRisrepresentedequallywellon the executive board level in developing countries (with45%),itispresentontier-1atonly33%ofcompanies.MoreHR departments from developed countries are representedontier-2(14%comparedto8%indevelopedcountries)orotherlevels(8%comparedto1%indevelopedcountries).

Illustration 16: Involvment of HR in strategic projects and initiatives

GlobalDevelopedCountriesDevelopingCountries0% involved

20% involved

40% involved

0% 20% 40% 60% 80%

2%2%

3%

24%24%

30%

19%21%

31%

6%7%

15%

24%23%

9%

25%23%

12%

60% involved

80% involved

100% involved

Illustration 17: HR presence on management level

Executive Board (Tier 0)Tier-1Tier-2Other levels

Global

Developing Countries

Developed Countries

0% 20% 40% 60% 80% 100%

42%

41%

45%

48%

50%

33%

8%

8%

14%

2%

1%

8%


16

Globally, participants report following issues as the topHRprioritiesin2015:» Increase leadership and management quality»Change Management »Recruitement»Employer attractiveness»Training and qualificationA comparison of both regions reveals a stronger need fordiversity management,an increase of staffing quality of top and key positions, talent management, andmotivation and engagement in developing countries. Particular noticeableisthedifferenceinperformance managementbetweenbothregions,withdevelopingcountries reporting twiceasmuchdemandasdevelopedcountriesinthisarea.Conversely,theimprovement of employer attractiveness, recruitment, andworkforce structure (demography) hashigher importance indevelopedcountries.Overall,followingitemsreceivefewestmentions:

»Diversity management»Big data for HR management»Work-life balance

NoparticipantfromdevelopingcountriesratedHR controllingasapriority.

3.4 PrioritiesforHRin2015


Illustration 18: Priorities for HR in 2015

GlobalDevelopedCountriesDevelopingCountriesHR marketing

Employer attractiveness

Recruitment

0% 20% 40% 60%

6%7%

2%

21%23%

11%

4%3%

8%

25%25%

18%

14%13%

20%

15%15%

17%

17%14%

32%

7%7%

2%

17%17%

22%

4%3%3%

21%21%

17%

15%16%

11%

19%18%

26%

13%14%

14%

28%29%

23%

31%31%

35%

15%14%

22%

7%8%

0%

3%3%

2%

9%10%

3%

Diversity management

Increasing the staffing quality of top- and key positions

[Three response options: data in % of all responses]

Compensation and benefits

Performance management/MbO

Workforce structure (demography)

Strategic workforce planning

"Big Data" for HR management

Training and qualification

Competence and skill management

Talent management

Succession planning/management

Change management

Increasing leadership and management quality

Motivation und engagement

HR controlling

Work-life balance

Flexibility of the workforce


In order of importance, the most important priorities forimprovingHRin2015are:

»Optimization of HR processes»Competency development of HR employees» Internal communication

Comparing both regions, the optimization of HR processes does not stand out as the single most important priorityin developing countries. It is as important as competency development of HR employees and increasing the added value through HR ratios/KPIs. Generally, there are severaltopics which are of higher priority in developing countries,includingthe former twotopicsaswellas theoptimization of center of expertise/center of competence and increasing internal customer satisfaction. In developed countries, onlytheoptimization of HR processesandproviding transparency of the HR service portfolioareratedassignificantlyhigher.

Followingissuesreceivethelowestpriorities:

»HR outsourcing»Reducing the costs of the HR department

3.5 PrioritiesforOptimizedHRin2015


Illustration 19: Priorities for optimized HR in 2015

GlobalDevelopedCountriesDevelopingCountriesOptimization of HR processes

HR outsourcing

Implementation/Optimization Shared-Service-Center

0% 20% 40% 60%

55%58%

39%

4%4%5%

14%13%

20%

12%11%

14%

24%24%

23%

31%

33%

32%

32%

30%

42%

15%16%

6%

24%22%

36%

22%21%

31%

16%17%

13%

17%18%

11%

13%14%

16%

7%7%

6%

4%4%

3%

Optimization Center of Expertise/Center of Competence

Digitalisization of HR processes

Competency development of the HR employees

Internal communication

Providing transparency of the HR service portfolio

Increasing the added value through HR ratios/KPIs

Increasing internal customer satisfaction

HR organization

Internationalization of HR management

Reducing the costs of the HR department

HR analytics

Implementation of cloud-based solutions

[Three response options: data in % of all responses]


20

The last item of the HR Climate Index Study 2015 wasphrasedasanopenquestion.Theparticipantswerereques-tedtonamethesinglegreateststrategicchallengeforHRintheircompanyfortheyear2015.

The respondents consider accompanying and managingchangeas their top issue.Whether itbemanagingchangeinagrowingcontextor indifficulteconomicsituations (forexample restructuring, cost reductions, recruitment freezes,orstaffreduction),HRplaysakeyroleforthesustainabilityofthecompanyandcontributestoitscommercialgrowth.

In the context of uncertainty and a fast-changing environ-ment, the following strategic challenges are expected for

3.6 GreatestStrategicChallengeforHRin2015

HR in2015:keepingor increasing leadershipandmanage-mentquality,managingcultural change, retaining thebestperformersandhighpotentials,strategicdevelopmentoftheemployees’competenceinordertofitwiththebusinessstra-tegy andneeds of the future, securing leadership andma-nagement pipelines, and keeping employees engaged andmotivatedinordertomaintaingoodperformance,eveninachallengingcontext.

Makingtheorganizationappreciatethe impactofHRworkandbeing recognizedas strategicbusinesspartnersby topmanagementandlinemanagementalikeisalsonamedasakeychallengebymanyrespondents.


21 Thema

ThegreateststrategicchallengeforHRin2015is…

… “to contribute to management in sucha way that employees do not get lost in

the dynamicsof the company and can cope with the pace of changes.” (HR Director,980 employees, machinery, equipment,and construction sector, Netherlands)

… “to develop the talent pipeline based on the new business strategy.” (HR Director, 4,600 employees,

retail sector, Turkey)

… “to execute the global recruiting and talent management strategy and, at the same time, lead through the change process from a family owned company to a global enterprise-driven company.” (HR Director, 1,000 employees, machinery, equipment,

and construction, Germany)

… “to maintain employees' high performanceunder difficult circumstances.” (HR Director, 630 employees,

consumer goods sector, Hungary)

… “to ensure that the global HR initiatives are fully understood

and practiced.” (Head of HR, 700 employees, chemical and pharmaceutical,

Singapore)

… “to facilitate a new leadershipculture within the company.” (VP HR Expertise Functions,

14,000 employees, engineering, technology, and high-tech, Netherlands)

04 Kienbaum in Brief

KienbaumisoneofEurope’sleadingprovidersofconsultancyservices.Ourdecisiontoconcentrateonleadershipandtrans-formationisuniqueintheconsultancymarket.Itrecognizeshumanbeingsasthecorefactorforsuccessoforganizationsandcompanieseverywhere.Kienbaumispresentinallmajorcenters of Germany’s economy and operates 38 offices in21countriesaroundtheworld.Asaholisticconsultancyfirm,Kienbaumcombinesexecutivesearch services with traditional management consulting,human resource consulting, and communication consultingunderone roof.Our integratedKienbaumprojectapproachallowsustoofferourclientsasinglesourceforalltheadviceand assistance they need – without complex interfaces orneedforcoordination.

Kienbaumhasbeenhelpingcompaniesmastertheirchangeprojects for 70 years. We believe in holistic transformationprocessesthatcoverpeople,processes,andsystemsaliketosafeguardthesuccessofourclients.

Kienbaum’s Human Resource Management team has beenadvisingcompaniesonallstrategicandoperationalaspectsof HR management for over a quarter of a century and isoneoftheleadingHRproviders inEurope.WeimprovetheeffectivenessandefficiencyofHRunitsandtheirprocesses,design HR strategies on the basis of careful analyses andexternalbenchmarks, executeassessmentandqualificationmeasures,andsupportholisticchangeprocesses.

Communications (KC)Management Consultants (KMC)Executive Consultants (KEC)

»Domestic Offices

»Berlin

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»International Offices

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»Finland

»Russia

»Singapore

»Sweden

»Switzerland

»Thailand

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»USA

»France

»GreatBritain

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»Japan

»Netherlands

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»Gummersbach

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»ConsumerGoods

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»Board Services » Compensation» Communication

» EfficiencyChecks» RequirementsProfiles» Appointments

KienbaumGroup

»Communication & PR

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»Board Communications

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»Operational Excellence

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» Supervisoryboards

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» C-levelpositions

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»NewPlacement

22 KienbauminBrief

23 KienbauminBrief

HRmanagementoffersmanyessentialleversforthesuccessfuldevelopmentofanybusiness.Theyworkbyprovidingthene-cessaryhumanresources,byshapinganexternallyandinter-nally attractive corporate culture, or by improving people’sreadinessforandabilitytochange.Inviewofademographicbottleneckthatpromisestolimitthesupplyofqualifiedper-sonnel for the long term, the changes that are required intermsofdiversity,andthechangingself-perceptionsandmo-tivationsofnewgenerationsofemployees,theHRfunctionoccupiesapositionofsubstantialimportancewiththeconcepts,processes,andtoolsitcanprovide.

Anumberofprocess-orientedterms,suchastalentmanage-mentorsuccessionplanningforkeyfunctions,strategicwork-force management, competence management, and changemanagement,areoccupyingmoreandmoreoftheagendaoftopmanagers.Theyhavefinallygainedthebusinessrelevance

Kienbaumisthepartnerofchoiceforthedesignofstructuresand processes, models and instruments in human resourcemanagement–onthedomesticandtheinternationallevel.Wehaveoverthreedecadesofappliedexperienceinhumanresource management. We can access a wealth of soundbest-practicesolutionsaswellasinnovativedevelopmentsinhigh-profilebusinessesormedium-sizedhiddenchampions.

WiththespecialistconsultantsofKienbaum,wesupporttheHRtransformationsofourclientswitheffectivesolutions.Wedesign bespoke HR and people strategies and governancestructuresincooperationwithourclientsthatallowanefficientandeffectiveresponsetothestrategicchallengesofHR.WealsosupportthesuccessfulestablishmentandqualificationofHRprofessionals,especiallyforHRbusinesspartners.OurclientsachievegreaterefficiencyinHRbyoptimizingtheircostland-scapeandincreasingtheirvaluecontributions.

HumanResourceManagement

Kienbaum–YourExperiencedPartner

theydeserve.Theselectionofhigh-qualitycandidatesforkeyfunctions,themanagementofstrategicandorganizationallyrelevantchangesinlearningprocesses,theearlyidentificationand retention of high potentials, and the adjustments andimplementationof sustainable leadershipprinciplesare themainstaysofanyHRteamthatwantstoproducearealcon-tributiontocommercialsuccess.ChangemustnotstopatthedoorsoftheHRdepartmentseither.HRprofessionalsneedtoliveuptotherequirementsoftheirclientsandtheconstantdrive for effectiveness and efficiency that thismeans.Usingsuitable IT solutions topave theway togreat efficiency inoperationalcoreprocessesispartofthis,asistheapplicationof talent management programmes and processes designedspecificallywiththeinternalclientinmind.

We supply them with the methods, instruments, and bestpracticestheyneedandworkwiththemtodesigntherightimplementation strategies – from our HR audits as quickchecksof the statusquo, via support for thedesignofHRstrategies,toourHRoptimizer,ouruniquetoolkitforafull-scaleHRtransformationwithatransparentbusinesscase.

In addition to aspects of HR transformation, we apply theexceptionalknowhowandspecialistresourcesofourconsul-tants in thefieldsof talentandworkforcemanagementaswellas learninganddevelopment.Wecansupportall rele-vantissuesfromfirstdesignstofinalimplementationandcanprovidesuitablecoachinginterventionstoensurelastingsuccess.Weworkwithourclientstoimprovetheleadershipandmanage-mentqualityofthenextgenerationofbusinessleaders.

Wearecommitted tobringing togetherpeoplewithaverydiversesetofqualifications,skills,andexceptionalpracticalexperienceinourconsultancyteams.AspartoftheKienbaumGroup,wehaveaccesstosubstantialexpertiseinallareasofmanagement consulting.On thesedurable foundations,weproduce transparent and durable consulting concepts. Our

For the further development of our knowledge base andthoughtleadership,weconductourHRClimateIndexstudiesaswellasmanyotherdedicatedstudiesonaregularbasis.Wehaveaccess toour comprehensiveproprietarybest-practicebenchmarksandfurtherexternalsourcesforexploringinter-nationalquantitativeandqualitativetopics.Ourinternalexpertteamsarealwaysworkingonnewapproachesandmethodsand designing top solutions with real added value for ourcustomers.

OurIntegratedConsultancyVision

Weare committed toabsolute integrity in the cooperationbetweenourclientsandthesubjectmatterandindustryexpertsinourteams.Ourambition isthesuccessofyourcompany.Wearealwaysawareofyourneedsandhelpyouachieveeventhemostdemandingstrategicandoperationalgoalsofyourbusiness.

HR Strategies/Structures

»WorkforceandHRStrategyDesign»HRUnitOrganization/ProcessOptimization»Benchmarking/ControllingModels»SharedServiceCentres»HRITStrategy

Staffing/Demographics

»StrategicWorkforcePlanning»ManagementAudits/

DevelopmentCentres»Talent/SuccessionManagement»Recruitment/ExecutiveSearch»DesignofCareerModels

Leadership/Corporate Culture

»Engagement/CultureSurvey»CorporateVisions,Values,and LeadershipPrinciples»DiversityManagement»EvolutionofLeadershipModels

andProcesses»ChangeManagement

Competences/Performance

»CompensationSystems»StrategicCompetenceManagement»HRDevelopmentProgramme, LeadershipTrainingandCoaching»LearningManagement/

AcademyModels»Performance-PotentialAppraisal

ambition is to develop bespoke solutions with our clients,achievemeasureableandsustainablesuccesses,andsupportthelastingdevelopmentofourclients.

Ourcompetencesandconsultancyservices:

HR

Stra

tegi

es

/Structures Staffing/Dem

ographicsC

ompetences/PerformanceLeadership/Corp

orat

eCu

lture

24 KienbauminBrief

25 Kienbaum–YourCompetentPartner

BudapestAndrássyút1001062BudapestPhone:[email protected]

WarsawPl.Pilsudskiego100-078WarsawPhone:[email protected]

Porto AlegreRuaPadreChagas,185,cj80790570-080PortoAlegre/RSPhone:[email protected]

Paris47,avenueGeorgeV75008ParisPhone:[email protected]

BucharestGheorgheMoceanuStreet2-4Sector1,Floor5,App.14011925BucharestPhone:[email protected]

ViennaTuchlauben81010ViennaPhone:[email protected]

Shanghai88ShiJiAvenue31/FJinMaoTowerPudong,Shanghai200120Phone:[email protected]

Jaragua do Sul R.Exp.CaboHarryHadlich,35789251-380JaraguádoSul/SCPhone:[email protected]

ZurichHöschgasse458008ZurichPhone:[email protected]

London83BakerStreetLondonW1U6AGPhone:[email protected]

Kienbaum Japan K.J.ConsultantsK.K.4-6Shin-Yokohama2-chomeMasuni1stBldg.Kouhoku-ku222-0033Phone:[email protected]

HelsinkiMannerheimintie12B5thfloor00100HelsinkiPhone:[email protected]

PragueLazarská511000Prague1Phone:[email protected]

São PauloAv.MagalhãesdeCastro,4.800,cj52,TorreI05676-120SãoPaulo/SPPhone:[email protected]

ZagrebA.Hebranga2810000ZagrebPhone:[email protected]

IstanbulBüyükdereCadNo193Kat234394LeventIstanbulPhone:[email protected]

Amsterdam TeleportTowersKingsfordweg1511043GRAmsterdamPhone:[email protected]

Singapore350OrchardRoad#13-07ShawHouseSingapore238868Phone:[email protected]

Los Angeles21700OxnardSt,[email protected]

MoscowRegusLesnayaPlazaLesnoyper.,4,floor4125047MoscowPhone:[email protected]

Bangkok 14thFloorAbdulrahimPlace990RamaIVRoadBangkok10500Phone:[email protected]

StockholmHornsbruksgatan28,11thfloor11734StockholmPhone:[email protected]

Kienbaum – Your Competent Partner

Locations–Global

Locations–Germany

FrankfurtBeethovenstraße12-1660325Frankfurta.M.Phone:[email protected]

KarlsruheKarl-Friedrich-Straße14-1876133KarlsruhePhone:[email protected]

FreiburgRehlingstraße16a79100FreiburgPhone:[email protected]

MunichArnulfstraße5880335MunichPhone:[email protected]

BerlinPotsdamerPlatz810117BerlinPhone:[email protected]

StuttgartKronprinzstraße870173StuttgartPhone:[email protected]

HamburgHoheBleichen1920354HamburgPhone:[email protected]

DresdenAnderFrauenkirche1201067DresdenPhone:[email protected]

HanoverLuisenstraße930159HanoverPhone:[email protected]

DusseldorfSpeditionstraße2140221DusseldorfPhone:[email protected]

HeadquartersGummersbachAhlefelderStraße4751645GummersbachPhone:[email protected]

RostockWarnowufer6018057RostockPhone:[email protected]

CologneKapamSüdkaiAgrippinawerft3050678ColognePhone:[email protected]

Picture credits | Cover photo: © istock/PeopleImages; Page 2: © istock/greenpimp; Page 6: © istock/squaredpixels; Page 8: © istock/pixdeluxe; Page 16: © istock/skynesher; Page 20: © istock/mediaphotos

26 Kienbaum–YourCompetentPartner

27

Overall Responsibility

Study Team

Sarah DelahayeConsultantHR Strategy & Organisation

KienbaumManagementConsultantsGmbHPhone:[email protected]

Paul KötterDirector & PartnerHR Strategy & Organisation


Simone KurzSenior ConsultantHR Strategy & Organisation


Fabian KienbaumManagingPartnerKienbaumConsultantsInternationalGmbH

Our special thanks go to Carsten-Hendrik Rasche, trainee at Kienbaum, for his highly appreciated support in the preparation of the study.

28 Thema

Kienbaum Consultants International

hr climate index 2015

Documents