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LAUNCHING BENCHMARKING
HR DIGITAL 2019
B E N C H M A R K I N G H R D I G I T A L
7 October, 2019
Internal Townhall
AB O U T T H E S T U D Y
P R E V I E W O F S T U D Y F I N D I N G S
K E Y T AK E AW AY S
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4 H O W T O E N G AG E C L I E N T S
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AB O U T T H E S T U D Y
P R E V I E W O F S T U D Y F I N D I N G S
K E Y T AK E AW AY S
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4 H O W T O E N G AG E C L I E N T S
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Seven countries
AT, CH, FR, GER,
IT, PT, UK
607 HR leaders*
participated
Qualitative
telephone interviews
Across
multiple
industries
#HRServices#DigitalMaturityIndex#DriversofDigitalTransformation#DigitalStrategy
B E N C H M A R K I N G H R D I G I T A L S T U D Y
*Participants could choose among several HR positions such as Head of HR Operations, Head of HR Transformation or Head of HR Strategy. One answer option was ”other”.
Based on the HR Digital Transformation Model
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W H Y B E N C H M A R K I N G M AT T E R S T O O U R C L I E N T S
HR DIGITALISATION
D i g i t a l i s a t i o n i s a s t r o n g d r i v e r a n d e n a b l e r i n a l l
o u r b u s i n e s s a r e a s
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7 OCTOBER 2019 5
H R D I G I TAL I S AT I O Nfor HR
D IG ITA L S TR ATE G Y
Digital culture
H U M AN D I G I TAL I S AT I ON
Digital workforce
Agile leadershipNew work and
collaboration
Digital HR services
for the whole organistation
Digital HR
organisation
Digital HR
processes
AGILITY AND BUSINESS SUCCESS
H R D I G I T A L T R A N S F O R M A T I O N M O D E L
Efficiency &
SpeedFlexibility Customer
Orientation
Lean Agile Focused
Employee
Experience
HR Core
HR Admin
Digitalisation
HR
Strategy
Radical
SimplificationAutomation
Technology is rapidly advancing, becoming cheaper and the new normal, enabling levels of automation unseen before
Product/customer journey orientation of the organisation already leveraged successfully by several companies and crucial for the adoption
Agile ways of working introduced by digital and increasingly traditional companies, enabling people to deliver products/services of working faster, more effectively and in flexible ways
D R I V E R S F O R H R D I G I T A L I S A T I O N
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AB O U T T H E S T U D Y
P R E V I EW O F S T U D Y F I N D I N G S
K E Y T AK E AW AY S
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2
3
4 H O W T O E N G AG E C L I E N T S
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S T AT E O F T H E D I G I T A L I S AT I O N J O U R N E Y
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Not
started yetJust started In the middle
Nearly done
1% 20% 57%
20% 57%
Completely
done
2%
The top
management has a
shared
understanding of
digital
transformation
The fields of
action for the
digital
transformation are
clearly defined
Digitalisation is
anchored in the
corporate strategy
59%
17%
59%
16%
58%
17%
Top management
acts as role model
for the Digitalisation
55%
21%
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O V E R A L L D I G I T A L S T R AT E G Y
R E S P O N S I B I L I T Y T O D R I V E D I G I T A L I S A T I O N
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Top
Management
39%
Business
Development
21%
IT
14%
Research
10%
Chief Digital
Officer
7%
Marketing
6%
HR
3%
Area
UK DACH FR IT PT
Top management (Board, CEO, Directorate)
39% 41% 34% 37% 41%
Business Development 27% 9% 23% 19% 24%
Research and Development 9% 7% 10% 11% 10%
Chief Digital Officer 8% 7% 8% 8% 5%
Marketing 6% 5% 8% 3% 8%
HR 2% 8% 3% 2% 2%
IT 8% 21% 13% 19% 10%
Workers’council 0% 0% 0% 0% 0%
Other 0% 2% 0% 0% 0%
M A I N D R I V E R S O F D I G I T A L T R A N S F O R M A T I O N
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B U S I N E S S F U N C T I O N S A N D A R E A S M O S T A F F E C T E D
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BUSINESS FUNCTIONS
38% Operations
20% IT
18% HR
16% Sales
15% Supply Chain
8% Strategy
FUNCTIONAL AREAS
70% Processes
65% Collaboration
57% Business Models
52% Customer Interaction
16% Other
We have a
written and
fixed HR-IT
Strategy
29%
40%
29%
We have
already begun
implementing
HR Cloud
technologies
33%
35%
H R O N T H E W AY T O T H E C L O U D
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H R O N T H E W AY T O T H E C L O U D
multiple answers possible
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80% of participants use
on-premise solutions
45% in
the cloud
D I G I T A L M AT U R I T Y I N D E X
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Digital culture
Agile leadership
Digital workforce
New work and
collaboration
3,9
3,7
3,8
3,6
Digital HR
processes
Digital
HR services
Digital
HR organisation3,5 3,3
2,9
D IG ITAL S TR ATE G Y
for HRfor the whole organisation
3,7
3,2
H U M A N D IG ITA L IS AT IO N
Max. score 5
D I G I TA L M AT U R I T Y 3 . 5
H R D IG ITA L IS AT IO N
D I G I T A L M AT U R I T Y I N D E X B Y C O U N T R Y / R E G I O N
7 OCTOBER 2019 16Maximum score = 5
3,8
3,72
3,74
3,68
3,81
PT
IT
FR
DACH
UK
max
3,23
3,18
3,1
3,07
3,4
PT
IT
FR
DACH
UK
mayH U M A N D I G I T A L I S A T I O N H R D I G I T A L I S A T I O N
3,8 3,2
H U M A N D I G I T A L I S A T I O N
There is a clear view on the
impact of the digital transformation on the workforce structure
51%18 %
Competencies and skills required in the future are
strategically derived
Concrete measures are being taken to
deal with competence development
and competence shift
61%13%
57%13 %
Our Culture is characterized by
trial and error
43%30 %
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H U M A N D I G I T A L I S A T I O N
In my company, there are flexible
working models wherever possible
71%7%
In my company we pay attention
to modern workplace design,for example Open Space
In my company, managers act as
coaches and mentors
In my company, management sets
the strategic direction
57%15%
77%7%
50%14%
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H U M A N D I G I T A L I S A T I O N
In my company, we have clear
responsibilities for our HR processes in
terms of process or product owners.
56%16%
In my company, we have restructured
the HR IT organisation as part of the
HR cloud transformation.
In my company, we have successfully
completed our own HR cloud
transformation.
In my company, we have a written
and fixed HRIT strategy.
32%38%
40%29%
32%46%
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H U M A N D I G I T A L I S A T I O N
In my company, all HR processes are
backed by a clear process
governance.
50%16%
In my company, we have a set of clearly defined,
globally uniform processes (e.g. for master
data, recruiting, performance/potential
management)
In my company, HR services are
described with our own service
descriptions, including service levels.
53%18%
46%21%
54%21%
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In my company, we have robust HR
foundations (e.g. clean HR master data, a
job architecture, HR reporting) on which HR
processes run.
AB O U T T H E S T U D Y
P R E V I E W O F S T U D Y F I N D I N G S
K E Y TAK E AWAY S
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2
3
4 H O W T O E N G AG E C L I E N T S
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HR Core
HR Admin
HR
Strategy
Radical
SimplificationAutomation
HR Core30%
HR Admin46%
HR
Strategy
24%
Radical
SimplificationAutomation
H i g h H R D i g i t a l
T r a n s f o r m a t i o n I n d e x
( h i g h e s t 1 0 % )
HR Core27%
HR Admin54%
HR
Strategy
19%
L o w H R D i g i t a l
T r a n s f o r m a t i o n I n d e x
( l o w e s t 1 0 % )
H R A N D H U M A N D I G I T A L I S A T I O N
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N E X T S T E P S F R O M H E R E
01F IND YO UR O W N WAY
03M AKE USE O F T HE
PO SSIBIL IT IESCREAT E L IG HT HOUSES
02
05BE AG ILE
06DO YO UR HO M EW ORK
07L O O K AHEAD
ENCO URAG E EM PLO YEES
T O M AKE CHANG ES
04
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AB O U T T H E S T U D Y
P R E V I E W O F S T U D Y F I N D I N G S
K E Y T AK E AW AY S
1
2
3
4 H O W T O E N G AG E C L I E N T S
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GO-TO-MARKET PLANS
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RAISE
AW ARENES S O F
O UR CAPAB IL IT IE S
G ENERAT EQ UALIF IED LEADS
INCREASE SHARE O F VO ICE
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W H AT D O W E W A N T T O A C H I E V E
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K E Y A S S E T S
POWER POINT PRESENTATION
E-MAIL TEMPLATES
CLICK HERE TO ACCESS THESE ASSETS/LINKS ON MERCELINK CAMPAIGN PAGE
REPORTS SOCIAL MEDIA CARDS
….AND MORE
• EXECUTIVE SUMMARY
• PRESS RELEASE
• MERCER.COM PAGES
• CASE STUDIES
• ARTICLES/BLOGS
• E-MAIL SIGNATURE
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H R D I G I T A L S U R V E Y T O O L
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• Free-of-charge participation via
links on Mercer | Promerit
websites
• 10-15 minutes online survey
along HR Digitalisation Model
dimensions
• Survey available in 5 languages:
English, German, French, Italian,
Portuguese
HR DIGITAL SURVEY
• Automatic generation of individual high-level benchmarking report after
completing online survey
• Comparison of participant‘s answers with „Benchmarking HR
Digitalisation“ study results regarding the dimensions of the „HR
Digitalisation Model“
• Benchmarking along 4 criteria: region (UK, D/A/C, France, Italy,
Portugal), industry, financial turnover, number of employees
HR DIGITAL BENCHMARKING REPORT
HUMAN DIGITALISATION HR DIGITALISATION
7 OCTOBER 2019
F R E Q U E N T L Y A S K E D Q U E S T I O N S
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Q. Can we publish the names of companies who
participated in each market?
A. No, unfortunately the survey was completed under conditions of anonymity by clients.
Q. Do participating companies receive their own
personalized report?
A. No, this would interfere with confidential and anonymous data of clients. However, all participating companies will receive a copy of the report from the market researcher.
Q. Is there a charge for the report?
A. No, the research is to create marketing content and to use in
client conversations and proposals. However, we do advise discretionary distribution of the full report directly as we would like to capture interest and leads. Through the website, the report will be available only upon a registration form fill.
Q. Will this study be run in other countries?
A. We are looking into that for 2020, including Asia and LATAM.
Q. Can we see the participating list by country
for our own business development purposes?
A. Yes. The list of participating companies is included in the data set we provided per country (including the link between company name and data). Due to data privacy law, no personal contact data can be shared.
Q. Can we reuse the survey tool for new clients?
A. Yes!
Q. How do other teams use this report?
A. Use it for new sales and marketing opportunities as well as with existing clients taking the benchmarking within a project as basis for further consulting needs.
Q. How do we know who to contact at each
company?
A. Due to the conditions of anonymity, it is not possible to get a specific contact at the participating company.
7 OCTOBER 2019
Y O U R K E Y C O N T A C T S
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BUSINESS CHAMPION MARKETING CHAMPION
ITALY Alberto Navarra Emanuela Boem
FRANCE Bruno Rocquemont Anne Granet
GERMANY Armin von Rohrscheidt Vera Reuland
UNITED KINGDOM Davide Pediglieri Christy D’Costa
PORTUGAL Marco Gomes Tiago Pimentel
REGIONAL Armin von Rohrscheidt Rasika Thapa
Natalia Czarnowska