April 2013 1 Survey Result Alignment International Company and HR Strategies…
May 10, 2015
April 2013 1
Survey ResultAlignment International Company and HR Strategies…
April 2013 2
Going Global
April 2013 3
“Love does not consist of gazing at each other, but in looking outward together in the same direction.”
(Antoine de Saint-Exupery)
April 2013 4
Fact-Box
Sample (Randomwise) N = 500
Participants: 69 Managers & Leaders with international Background
Sectors: Manufacturing Industry, IT & Telecommunications Industry, Trade,
Financial Services Sector, Services, Consumer Goods, Real estate &
Construction, Logistics and transport
Time Period: February – March 2013
Functions: 22,9 % HR Directors and Managers
34,3 % CEOs, CFOs, Board Members (All the others)
14,3 % Expats, Country Managers, Sales, Purchasing (All the others)
28,6 % international Project Managers (All the others)
Method: Online-Questionnaire (Survey Monkey)
Countries: Germany, Austria, Spain, Italy, China, Netherlands, Mexico
Russia
April 2013 5
1. Does your human resources department have a written HR strategy which is connected to the international Company Strategy?
Yes
Partly
No
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
37.50%
50.00%
12.50%
50.00%
30.00%
20.00%
48.50%
32.40%
19.10%
Total All the Others Human Resources (HR)
April 2013 6
2. How do you organize your company and consequently the human resources department?
Centralized (Headquarters determine all processes)
Decentralized (Country organization is self-determined)
Both - centralized as well as decentralized in different specifications
0.00% 10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%
0.00%
25.00%
75.00%
46.70%
13.30%
40.00%
45.60%
17.60%
36.80%
Total All the Others Human Resources (HR)
April 2013 7
3. Does the HR (human resources) department participate in the development of the corporate strategy?
Yes
Partly
No
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%
25.00%
75.00%
0.00%
48.33%
40.00%
11.66%
45.60%
44.10%
10.30%
Total All the Others Human Resources (HR)
April 2013 8
4. Does management as well as internal customers (in the country of origin and abroad) know about the HR management services?
Yes
Partly
No
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%
25.00%
75.00%
0.00%
41.66%
41.66%
16.66%
39.70%
45.60%
14.70%
Total All the Others Human Resources (HR)
April 2013 9
5. Which communication channels are used within the company? Multiple answers possible!
E-mails
Telephone calls
Intranet
Face to face / presence meetings
Events
Employee magazines
Information boards
Posters/Folders
0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%
100.00%
75.00%
100.00%
87.50%
87.50%
87.50%
50.00%
50.00%
98.28%
82.76%
50.00%
79.31%
44.83%
32.76%
24.14%
24.14%
98.5%
81.8%
56.1%
80.3%
50.0%
39.4%
27.3%
27.3%
Total All the Others Human Resources (HR)
April 2013 10
6. How do you manage language differences? Multiple answers possible!
Everyone speaks the corporate language (e.g. German)
All communication channels use both languages (corporate language and English, English and national language)
Everyone speaks English
Interpreters for the most important languages spoken in the Company
Visualized workflows or multilingual machine labelling
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%
12.50%
62.50%
37.50%
50.00%
12.50%
44.23%
59.62%
23.08%
9.62%
3.85%
40.00%
60.00%
25.00%
15.00%
5.00%
Total All the Others Human Resources (HR)
April 2013 11
7. How do you handle cultural differences? „Diversity-Management“
Everyone follows the main Corporate culture (values, philosophy, language)
Via Management - Leadership and Employee Programs on intercultural sensitivity
Each culture has its place, is respected and integrated (religion, young & old, gender, different nationalities)
How does Corporate communications and/or the HR department give support?
0.00% 20.00% 40.00% 60.00% 80.00% 100.00%
12.50%
87.50%
75.00%
12.50%
44.90%
48.98%
40.82%
8.16%
40.40%
54.40%
45.60%
8.80%
Total All the Others Human Resources (HR)
April 2013 12
8. What do you consider to be the strategic focuses within the International Human Resource Responsibilities for the next two years? Multiple answers possible!
Development of an international communications strategy
Internationalization of the workflows and processes to improve efficiency
Internationalization of the HR-instruments (e. g. employee surveys, Management by Objectives, Appraisal Systems, Retention-Systems...)
Recruiting in different Countries (How to recognize different Qualifications, Academic degrees...)
Outsourcing of company support processes (payroll , accounting procedures...)
International leadership/talent development
International job rotation
Employer branding
0.00% 50.00% 100.00% 150.00%
37.50%
37.50%
62.50%
75.00%
25.00%
100.00%
37.50%
87.50%
42.31%
50.00%
48.08%
51.92%
19.23%
53.85%
42.31%
36.54%
41.7%
48.3%
50.0%
55.0%
20.0%
60.0%
41.7%
43.3%
Total All the Others Human Resources (HR)
April 2013 13
9. In what area does your HR Department give the utmost performance for foreign markets?
Expatriation
Recruiting
Human resources management systems
Consulting within legal affairs
Contact to local Personnel Consultants
Presence within the respective/different countries
0.00% 20.00% 40.00% 60.00% 80.00% 100.00%
87.50%
62.50%
25.00%
50.00%
62.50%
62.50%
50.00%
52.27%
27.27%
47.73%
31.82%
34.09%
55.80%
53.80%
26.90%
48.10%
36.50%
38.50%
Total All the Others Human Resources (HR)
April 2013 14
10. How important are the international HR KPIs (Key Performance Indicators) for corporate management? (fluctuation, employee surveys, absenteeism rates, diversity mix, etc.)
Are not reviewed at all
Are reviewed and evaluated periodically in an international context
Are reviewed and applied for strategic decisions
Are reviewed, applied for strategic decisions and translated into action plans
No comments possible
0.00% 10.00% 20.00% 30.00% 40.00%
37.50%
37.50%
25.00%
37.50%
0.00%
22.45%
30.61%
28.57%
24.49%
18.37%
24.60%
31.60%
28.10%
26.30%
15.80%
Total All the Others Human Resources (HR)
April 2013 15
11. How important do you consider an International Human Resource Management System to be and how do you put this in practice? Multiple answers possible!
Harmonised and centralised approach (guidelines are specified worldwide for the local HR work)
Adjustments to regional conditions (high degree of autonomy)
Each region has its own system (possibly there are recently purchased corporate units)
Strategic HR processes, e.g. talent management, that are defined worldwide
Development of a uniform pool of young management talents and top management for international assignments
0.00% 20.00% 40.00% 60.00% 80.00% 100.00%
25.00%
87.50%
25.00%
87.50%
37.50%
40.82%
55.10%
10.20%
59.18%
38.78%
38.60%
59.60%
12.30%
63.20%
38.60%
Total All the Others Human Resources (HR)
April 2013 16
12a. International HR portfolio/Cluster (multiple answers possible) in worldwide deployment
Strategy and principle
International projects including control systems
HR controlling
Recruitment and selection of personnel
Employee development incl. talent management
Education (apprentices, lateral entrants or career break returners)
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%
62.50%
62.50%
50.00%
50.00%
50.00%
25.00%
41.67%
39.58%
37.50%
41.67%
50.00%
18.75%
44.60%
42.90%
39.30%
42.90%
50.00%
19.60%
Total All the Others Human Resources (HR)
April 2013 17
12b. International HR portfolio/Cluster (multiple answers possible) in worldwide deployment
Compensations & benefits
Consultancy and development of the employees and managers (personnel evaluation, trainings, coachings, integrations & welcome
culture, etc.)
Employment abroad – selecting and supporting
Support of the expatriates as well as return programmes
Labour law
Personnel administration
0.00% 20.00% 40.00% 60.00% 80.00%
50.00%
50.00%
50.00%
62.50%
12.50%
0.00%
37.50%
33.33%
47.92%
27.08%
25.00%
27.08%
39.30%
35.70%
48.20%
32.10%
23.20%
23.20%
Total All the Others Human Resources (HR)
April 2013 18
12c. International HR portfolio/Cluster (multiple answers possible) in worldwide deployment
Salary statement
Occupational pension schemes
Time Management, Time Keeping etc.
HR-IT (talent programs, qualifications, fluctuation)
Internal communication (employee magazines, intranet, corporate social responsibility)
Employer branding
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%
12.50%
0.00%
12.50%
37.50%
75.00%
62.50%
20.83%
14.58%
8.33%
25.00%
35.42%
27.08%
19.60%
12.50%
8.90%
26.80%
41.10%
32.10%
Total All the Others Human Resources (HR)
April 2013 19
13. HR role models: How is the international HR work percieved by internal customers?(executives, managers, expatriate managers, etc.)
What is the competence level of HR business partners? (self or external assessments)
Very competent
Competent
Partly
Less competent
Not competent
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%
37.50%
62.50%
0.00%
0.00%
0.00%
4.88%
53.66%
34.15%
7.32%
0.00%
10.2%
55.1%
28.6%
6.1%
0.0%
Total All the Others Human Resources (HR)
April 2013 20
14. Do the HR business partners regularly attend management meetings?
Very often
Often
Sometimes
Seldom
Never
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
50.00%
50.00%
0.00%
0.00%
0.00%
17.50%
27.50%
27.50%
20.00%
7.50%
22.9%
31.3%
22.9%
16.7%
6.3%
Total All the Others Human Resources (HR)
April 2013 21
15. Are there mandatory trainings for HR business partners, referring to the company's business?
Very often
Often
Sometimes
Seldom
Never
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
12.50%
0.00%
50.00%
25.00%
12.50%
5.41%
13.51%
43.24%
10.81%
27.03%
6.7%
11.1%
44.4%
13.3%
24.4%
Total All the Others Human Resources (HR)
April 2013 22
16. What is the satisfaction level of national management with the HR business partner?
Very satisfied
Satisfied
Partly
Less satisfied
Not satisfied
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%
12.50%
75.00%
12.50%
0.00%
0.00%
4.88%
56.10%
29.27%
4.88%
4.88%
6.1%
59.2%
26.5%
4.1%
4.1%
Total All the Others Human Resources (HR)
April 2013 23
17. What is the satisfaction level of the international organizations with the HR business partner?
Very satisfied
Satisfied
Partly
Less satisfied
Not satisfied
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%
25.00%
62.50%
12.50%
0.00%
0.00%
5.00%
45.00%
35.00%
10.00%
5.00%
8.3%
47.9%
31.3%
8.3%
4.2%
Total All the Others Human Resources (HR)
April 2013 24
18. One final question: Suppose you had all the money in the world for HR, no limits on the corporate or on the HR budget. What would you still need as CEO, HR or personnel manager in International HR Management. Imagine, if you had 3 free wishes:
Please list all of the HR tools, processes, IT systems, methods that can help you become an even better international business partner in your company:
April 2013 25
Best Practice: Companyies‘ Strategies vs. HR-Strategies
Strategic Internationale
HR-PlanningGlobale Employer Branding
OutsourcingRetention Programs
Health-Management Stra
tegi
es
Proce
sses
Guidelines, Manuals, Code of Conduct
Aligned IT-Processes Controlling – Reporting
Outsourcing – Processes Purchasing Recruiting
People-Integration and PerformanceEvaluation-Systems, Career-Planning,
Global Competence Guidelines, Balanced Score Card
Defining and Controlling of global KPIs (Key Performing Indicators) Organize Training-Academies, Trainings, Coaching
Contracting, Administration, Organization global applicable Instruments
Assessment-Tools (i.e. Tests DISC, Intercultural Readiness Check®…)
Gra
vity
Inst
rum
ents
-
Tool
s
April 2013 26
HR-Statements: Imagine you had 3 free wishes…
Global Employer Brandingincl. systematic
Social Media Performance, corresponding and Marketing
Resources Shared Service Center(Facility)
Inst
rum
ents
-
Tool
s
Strate
gies
Proce
sses
Standardized Procedures for Potential Assessments for all local languages, HR Administration & People Development,
IT Tools (2), e-learning Modules, standardized Payment & Settlement-Systems, Global and unified HR-Systems, HR-IS
Mandatory Appraisals within all national and international Business Units
International, transparent HR Instruments (2) , Clear Cost-Benefit Balancing and Definition, International operating success oriented HR
TeamGlobal HR-Management (implementation and starting business
successfully) Centralized and committed communication processes, In house
communication department, organized and handled information flow In-house Experts Department for Expatriation, One Trainings center per Region (countries)
Language Schools/Academies for trainings to get closer to the people Global Trainings-Database
Fair and sufficient Budgets for global Leadership-Programs regarding intercultural Values/Programming
Awareness Training for different Regions (i.e. China)
Gra
vity
April 2013 27
StrategiesTalent Management (4), Building Trainee pools (1 - 3 years program); global HR Policies, Global and remarkable Employer Branding (5), global Competence Program, Global Strategy/Vision/Key Performing Indicators, global in house Job pool, create Company Commitment to Training & Development Institution, Think global & act decentralized, communicate different Business Concepts in a Global Market.
Processes Standardized Shared Service Center (Pay-Roll, Recruiting, etc.), worldwide or region-wide HR Software (5) (SAP), improved unified procedure transparency (2), reduce external service partner – improve in house information, compatible payroll system and processes (4), international labor legislation consulting, international people development programs, unified global salary packages, global Intranet, experienced & skilled HR Business Partner (3), integrated HR Data System, regular employee surveys, global qualification incl. financial resources, Global Brand Management Asset Tools; Evaluation & Controlling of HR Processes (IT 3), efficient networking, improved flexibility, application of state-of-the-art science, trends and IT techniques within HR-Management (2), People oriented selection procedure, highlight regional and local characteristics, more and regular expatriations incl. families (2), transparent job-assignments, more practice orientated tools, international Project Groups, Recruiting Support, Goal Management, improved and valuable Performance Management (2), Retention Programs, Develop an unified Data-System for all HR KPIs, internal Qualification/Job Rotation, Mentoring and Diversity Programs (4), international Talent Database, sustainable communication concept, influence in international studies and qualification, expatriation system for bachelors/trainees.
Instruments/ToolsIntercultural Training, Coaching, Mentoring Programs, regular international HR Meetings, global Trainings incl. international Networking, internal communication incl. international guidelines „how to communicate crossing boarders“, intercultural conflict management, Tips regarding international behavior during Trainings, Coaching, Meetings, improved understanding from HR Team/Specialists, Educational Trips, international cross over face-to-face trainings, visits on-site, Leading in appraisals and goal settings (how to communicate in an international environment) Leadership Trainings Middle Management and Team leaders in an international context), intense language trainings for all employees, improve international skills, Training and Development for all employees (2 weeks a year external trainings, languages (speaking and understanding), understanding and knowing about different cultural value systems, train strategic thinking, behavior and entrepreneurship.
All the Others‘-Statements: Imagine you had 3 free wishes…
April 2013 28
In what industry is your company mainly active?
Financial services sector
Public administration
Energy / oil / gas
IT and telecommunications industry
Trade
Services
Healthcare
Manufacturing industry
Consumer goods industry
Real estate and construction
Logistics and transport
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
14.30%
0.00%
0.00%
0.00%
42.90%
0.00%
0.00%
57.10%
0.00%
0.00%
14.30%
10.53%
2.63%
2.63%
21.05%
10.53%
13.16%
5.26%
23.68%
10.53%
7.89%
2.63%
11.1%
2.2%
2.2%
17.8%
15.6%
11.1%
4.4%
28.9%
8.9%
6.7%
4.4%
Total All the Others Human Resources (HR)
April 2013 29
How many employees work at your company? Approx.
1-10
11-50
51-200
201-500
501-1000
1001-5000
5001-10000
10001 or more
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
0.00%
12.50%
0.00%
12.50%
0.00%
25.00%
0.00%
50.00%
5.00%
7.50%
12.50%
2.50%
10.00%
12.50%
5.00%
45.00%
4.2%
8.3%
10.4%
4.2%
8.3%
14.6%
4.2%
45.8%
Total All the Others Human Resources (HR)
April 2013 30
How many overseas locations or locations in different countries does your company have?
1 - 5
6 - 10
11 - 50
51 - 100
More than 100
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
0.00%
12.50%
50.00%
12.50%
25.00%
27.50%
7.50%
20.00%
12.50%
32.50%
22.9%
8.3%
25.0%
12.5%
31.3%
Total All the Others Human Resources (HR)
April 2013 31
Which foreign policies does your company have? Multiple answers are possible!
Export
Sales offices
Production
Outsourcing
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00%
14.30%
71.40%
85.70%
0.00%
29.73%
48.65%
81.08%
21.62%
27.3%
52.3%
81.8%
18.2%
Total All the Others Human Resources (HR)
April 2013 32
In what capacity do you work at your company?
Board / Management
Head of Personnel / Human Resources (HR)
International Team-/Project Leader
Foreign Managers
0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%
0.00%
100.00%
0.00%
0.00%
44.44%
0.00%
37.04%
18.52%
34.3%
22.9%
28.6%
14.3%
Total All the Others Human Resources (HR)
April 2013 33
Your Business-Partner: Barbara Wietasch
Barbara Wietasch is Managing Director of W&D Consulting Ltd. and Wietasch & Partner
Experiences with International Dynamics: Studies in Spain, America, Austria and GermanyLeadership-Responsibilities: Spain, Germany, AustriaInternational Trading: all over the world, Trainings: in most European countries
Education:Master of Arts in Spanish and English literature (Spain and America) Master in Sales and Marketing (Icade in Madrid)Organizational Development (MAS Master of Advanced Studies ARGE in Vienna), Coach, Trainer and Consultant (NLP-University Santa Cruz)
Career development:Over 15 years of experience in international Groups (Spain, Germany, Austria) in Marketing and Sales departments with up to 1.000 employees under her responsibility
For more than 15 years she is working with international leaders and decision makers from HR, communication, sales and marketing within international top-organizations. She is working with the board of director, CEOs and leaders on efficiency, international management and leadership.
April 2013 34
Associates:A 1030 Vienna Barbara WietaschUntere Weissgerberstrasse 17/9 and her Experts TeamPhone/Fax: +43 1 714.74.79Mobile: +43 664.325.53.60
www.internationaldynamics.de