Raport Hr Outlook_2nd Quarter 2011 Copy

Romanian Human Resources Outlook

October 2011, Bucharest

Agenda

Methodology 3

Human Resources Strategy 7

Learning and Development 17

Performance Management 23

Recruitment and Selection 27

Sample Characteristics 36

Key Findings 4

Appendix 40

Methodology

Research methodB2B Survey

Target populationHR Department employees and General Managers

Data collection techniqueComputer Assisted Web Interviews

Sample size : 129 respondents

- HR Strategy: 70 respondents- Learning and Development: 81 respondents- Performance Management: 77 respondents- Recruitment and Selection: 91 respondents

Fieldwork19th of September - 10th of October, 2011

Back to Agenda

Key Findings

HR Strategy

After a first quarter in which recruiting activities prevailed, in Q2 the popularity of the activities changed. Training and professional development and specific HR logistics increased and became the activities performed by most companies. Other main activities are recruiting and remuneration activities.

Regarding HR budgets the number of companies with medium budgets (between 5001-20000 Euro) increased (up to 4 out of 10 companies).

The spending of the budgets was more balanced, more than half of the companies succeeding to spend the estimated budget, while only 2 out of 10 spend more than the estimated one. In the same quarter from the previous year, the situation was reversed, most companies spending less than the estimated budget.

Training & professional development and remuneration remain the activities with the highest proportion in the HR budget, while organizational research studies, litigations/ compensations and consultancy for human resources are the ones with the lowest share.

Learning and development

Companies started to use more the available resources for learning and development. This quarter the number of companies which spend less than the allocated budget dropped, while half of them used the allocated budget, without exceeding it.

The increase in learning & development activities can be put in the context of a higher usage of external funds.

Key Findings

Performance management/ Compensations and benefits

As the seasonality of performance management indicates, the amount of these projects decreases after the first quarter of the year.

The possibility to work from home or a flexible schedule are offered to a larger number of employees than in Q1, while the number companies offering them remained quite similar.

Recruitment and selection

The number of companies with a recruitment plan maintained constant from Q2 2010 to Q1 2011 (around 6 companies out of 10), but in Q2/ 2011 their number increased, almost 8 out of 10 companies having a recruitment plan. However, these plans include fewer employees than in the past quarter.

The HR specialists recruited more for specialists positions, the other ones remaining at similar levels.

An interesting change in Q2 regards the leasing of employees. The number of companies who hired employees in leasing rose significantly in the second quarter.

Overview by Level of Experience

Entry level

External recruitment is used to a much high extent than internal one. The main source used are direct applications, followed by employment ads/ recruiting sites and internal recommendations.

A candidate for an entry level position should have the right attitude and fit with the organizational culture.

To gain expertise, classical trainings and training on the job are used more and more for entry level positions, being by far the main programs used.

Specialists

Internal and external recruitment are used to similar extents for this position. Companies search externally for candidates on recruiting sites, through internal recommendations or direct applications.

They expect the candidates to have, besides previous experience, the right attitude, and technical skills. The match with the organizational culture only comes forth.

Most companies used classical trainings for the development of specialists. 7 companies out of 10 used this kind of programs, while only 3 out of 10 used training on the job or e-learning.

Senior level

Organizing classical trainings is decreasing for this position, while coaching/mentoring is becoming more popular.

Middle level

Middle level employees are recruited mostly externally, using the same main sources as for specialists (recruiting sites, internal recommendations or direct applications).

For this position it is important to have experience, the right attitude and match the organizational culture. Also, communication skills are more relevant than technical skills.

For their development, besides classical trainings (which still represent the main method used), more companies use coaching/ mentoring.

Human Resources Strategy

Back to Agenda

HR Activities Conducted in 2010-2011

B 3. Which of the following HR activities have been conducted within your organization in the 2nd quarter/2011?

%Scale: 10-95!

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies

87.3

91.387.2 89.6

87.180.7 88.7

84.5

84.182.9

75.5 70.6

83.6

81.1

73.7

81.5

67.568.3

65.7

78.1

62.5

49.651.1

64.0

41.0

23.224.0

12.6

28.9

37.136.0

19.3

27.5

30.2

28.327.8

29.2

22.727.0

23.925.4

10

20

30

40

50

60

70

80

90

Q1/2010 (N*=32) Q2/2010 (N*=77) Q3/2010 (N*=91) Q4/2010 (N*=87) Q1/2011 (N*=44) Q2/2011 (N*=70)

Training and professional development (training, coaching etc)

Specific HR logistics (certificate management, work permit etc.)

Recruiting

Remuneration activities (here are included also the bonuses found in the HR budget)

Internal communication

Performance management

Organizational research studies

Litigations/compensation

Consultancy for Human Resources process and systems development

HR Budget

B 5. Approximately, what was your HR budget in the 2nd quarter/2011? HR budget does not include the employees wages.

%Scale: 10-60!

*Base: Organizations that performed HR activities during the respective quarter

40.2

49.1

43.7

36.2

51.6

42.0

36.8

20.3

32.6

18.8

25.4

40.5

22.9

30.6

23.7

45.0

23.0

17.5

10

20

30

40

50

60

Q1/2010 (N*=27) Q2/2010 (N*=53) Q3/2010 (N*=58) Q4/2010 (N*=60) Q1/2011 (N*=31) Q2/2011 (N*=48)

More than 20 000 Euro

5001 20 000 Euro

0 5000 Euro

29.2

43.9

47.3

36.9

53.9

54.1

31.2

37.9

42.5

28.3

16.7

24.9

14.8

20.6 17.8

10

20

30

40

50

60

Q2/2010 (N*=60) Q3/2010 (N*=64) Q4/2010 (N*=64) Q1/2011 (N*=34) Q2/2011 (N*=60)

Equal with the estimated one

Less than the estimated one

More than the estimated one

%

Scale: 10-60!

Page 10

Effectively used HR Budget

B5a. As compared to the estimated HR budget in the 2nd quarter/2011, the consumed budged was ....

*Base: Organizations that performed HR activities during the respective quarter

Consultancy for Human Resources

process and systems development

Litigations/compensation


Training and professional

development

Recruiting

13.6

19.3

26.5

13.5

27.6

7.4

20.5

9.8

12.2

4.6

39.2

42.2

58.3

41.9

40.8

63.2

72.9

73.9

76.3

72.9

54.9

76.4

70.9

64.4

60.4

68.8

55.2

62.1

64.0

49.8

54.9

27.6

49.6

49.1

44.9

54.9

49.7

40.4

43.8

52.8

32.1

24.2

21.0

23.7

23.0

38.5

22.2

25.9

30.7

32.9

17.6

25.5

11.5

22.4

22.6

37.7

51.9

40.5

38.7

50.5

5.9

8.1

1.3

14.3

6.4

2.9

5.2

4.1

6.6

1.4

3.2

5.0

6.7

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

HR Budget Distribution (1/2)

B 1. How was the HR budget distributed in the 2nd quarter/2011 between each of the following activities? HR budget does not include the employees wages.

%

0% 1-20% more than 20% N*Q2/2010=66

N*Q3/2010=70

N*Q4/2010=62

N*Q1/2011=37

N*Q2/2011=62


HR Budget Distribution (2/2)

B 1. How was the HR budget distributed in the 2nd quarter/2011 between each of the following activities? HR budget does not include the employees wages.

%


0% 1-20% more than 20%


Organizational research studies

Specific HR logistics

Remuneration

31.2

27.7

27.2

31.9

18.4

27.3

34.0

40.1

38.2

37.0

69.2

72.6

69.2

81.4

67.4

45.6

41.4

52.1

44.7

43.8

33.3

36.9

23.9

34.1

44.5

68.0

60.4

53.9

50.6

53.9

28.3

25.7

30.8

18.6

32.6

50.4

57.0

43.4

55.3

54.2

35.5

35.4

48.9

34.0

37.1

4.7

5.6

6.1

11.2

9.2

2.5

1.7

4.0

1.5

4.5

2.0

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

Q2/2010

Q3/2010

Q4/2010

Q1/2011

Q2/2011

N*Q2/2010=66

N*Q3/2010=70

N*Q4/2010=62

N*Q1/2011=37

N*Q2/2011=62

Dynamics of HR budget

B 2. For each of the following HR activities, would you say that, comparing to the 1st quarter/2011, in the 2nd quarter/2011, your allocated budget has increased, remainedthe same or has decreased? HR budget does not include the employees wages.

15.9

5.4

2.4

12.1

12.3

3.2

7.5

9.2

44.0

39.8

37.9

50.6

24.5

18.2

12.5

10.5

% (%)

= %Increase %Decrease

1st quarter/2011

2nd quarter/2011

Has decreased

Has increased

28.1

34.4

35.5

38.5

12.2

15.0

5.0

1.3! Small bases for other activities to allow detailed

analysis !

Significant differences between Q2/2011 and Q1/2011 (level of confidence 95%)

Recruiting


Training and professional development (training, coaching etc)

Remuneration activities (here are included also the bonuses found in the HR budget)



Q1 N*=30

Q2 N*=46

Q2 N*=36

Small base for Q1

Small base for Q1

Q1 N*=30

Q2 N*=59

*Base: Organizations that had a HR budget in the respective quarter

Q2 N*=48

Small base for Q1

Q2 N*=38

Small base for Q1

Q2 N*=38

HR Budget Priorities in Q2/2011

B 1. How was the HR budget distributed in the 2nd quarter/2011 between each of the following activities? HR budget does not include the employees wages./ B 3. Which ofthe following HR activities have been conducted within your organization in the 2nd quarter/2011?

Decreased/ Increased in Q2/2011 as compared to Q1/2011

LOW POPULARITYHIGH BUDGET

HIGH POPULARITYHIGH BUDGET

LOW POPULARITYLOW BUDGET

HIGH POPULARITYLOW BUDGET

Cooperation with External Consultants in Q2/2011 vs. Q1/2011

B 4. To what extent did you cooperate with external consultants/experts for the following activities in the 2nd quarter/2011 comparing to the 1st quarter/2011?

9.9

16.0

2.7

6.3

13.8

2.8

4.0

11.6

27.5

23.9

47.0

46.9

10.2

23.4

32.4

15.8

6.7

5.8

22.7

25.2

3.7

5.6

5.8

5.6

17.2

16.1

9.8

9.8

23.5

23.0

21.8

31.1

38.7

38.2

17.8

11.8

48.8

45.2

36.0

36.0

We cooperated with external consultants in a lower extent

We cooperated with external consultants in the same extent

We cooperated with external consultants in a higher extent

We did not cooperate with external consultants in the previous quarter

We did not cooperate with external consultants in the current quarter

%

Q1 N*=37



Remuneration(including bonuses)


Training and professional development (training, coaching

etc)

Recruiting

Q2 N*=62

Q1 N*=32

Q2 N*=65

Q2 N*=46

Q2 N*=56

Q2 N*=60

Q2 N*=47

*Base: Organizations that had a HR budget in the respective quarter and conducted HR activities during this period

! Small bases for other activities to allow detailed

analysis !

Small base for Q1

Small base for Q1

Small base for Q1

Small base for Q1

45.4

52.9

52.1

66.9

57.4

33.4

51.7

56.0

32.4

49.2

40.447.0

55.0

43.2

35.836.4

28.9

41.2

36.1

26.8

20

40

60

80

Q1/2010 Q2/2010 Q3/2010 Q4/2010 Q1/2011 Q2/2011

Specific HR logistics


Recruiting

Learning and development

Page 16

IT Systems Usage for HR Management Activities Development

B 6. How much did you use IT systems for developing the HR management activities in the 2nd quarter/2011 for ....?

Top 2 boxes* %

*Top 2 boxes= 4. In a high extent + 5. In a very high extent **Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies

Scale: 20-80!

N**Q2/2010=67N**Q3/2010=73N**Q4/2010=65N**Q1/2011=30N**Q2/2011=61

N**Q2/2010=48N**Q3/2010=43N**Q4/2010=42N**Q1/2011=31N**Q2/2011=47

N**Q2/2010=68N**Q3/2010=78N**Q4/2010=67N**Q1/2011=38N**Q2/2011=62

N**Q2/2010=69N**Q3/2010=74N**Q4/2010=69N**Q1/2011=33N**Q2/2011=64

! Small base for Q1/2011 to allow detailed analysis !

Learning and Development

Back to Agenda

Learning Budget

C 1. What was the average budget for learning and development per employee in the 2nd quarter/2011? / C 2. As compared to the first allocated budget for learning anddevelopment in the 2nd quarter/2011, the consumed budget per employee was....

Average budget for learning and development per employee

The actual budget for learning and development per employee

vs. the estimated budget

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated learning and development in their companies

50.6

56.9 57.562.1

50.1

49.4

43.1 42.5 37.9

49.9

0

20

40

60

80

Q1/2010

(N*=43)

Q2/2010

(N*=52)

Q3/2010

(N*=63)

Q4/2010

(N*=57)

Q2/2011

(N*=43)

86.277.6

85.8

70.9

83.2

66.670.9

61.063.5

62.6

76.4

48.9

38.6

46.5

47.942.2

40.1 38.235.9

42.9

25.5

31.6

20.0 17.3 20.5

9.211.9

20.120.0

11.910.8 4.1

7.7 3.20

20

40

60

80

100

Q1/2010 (N*=75)

Q2/2010 (N*=86)

Q3/2010 (N*=117)

Q4/2010 (N*=110)

Q1/2011 (N*=50)

Q2/2011 (N*=81)

Internal trainings (conducted by

colleagues within the organization)

External trainings (conducted by

external consultants/trainers/experts )

Experiential trainings within

organization (job rotation, training on

the job)

Internal coaching and mentoring

sessions (conducted by colleagues

within the organization)

E-learning

External coaching and mentoring

sessions (conducted by external

consultants/trainers/experts )

Blended learning (refers to a mixing of

different learning environments)

MBA programs

70.6

72.1

67.0

68.271.1

68.070.7

66.9

69.6

65.6

56.1

66.1

50

70

Q1/2010

(N*=75)

Q2/2010

(N*=86)

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Communication/ relation/ team work/ leadership skills (Soft

Skills)

Technical skills (Hard Skills )

Learning and Development Methods 1/2

C 3. Which of the following methods of learning and development has been used within your organization in the 4thquarter/2010? / C 5. Which skills did you want todevelop mostly by training in the 2nd quarter/2011?

%

%

Learning and development methods used in the

organization

Skills desired to be developed by training


Scale: 0-100!

Scale: 50-75!

Learning and Development Methods 2/2

C 4. For what type of employees did you organize each of these learning and development programs in the 2nd quarter/2011?

46.3 46.6

38.3

53.2

34.130.8

17.2 16.9

11.0 12.4 7.7

21.9

26.6

21.118.7

26.7

10.2 15.0

8.13.2

35.7

39.335.8

28.6

6.1 2.90

10

20

30

40

50

60

Q1/2010

(N*=75)

Q2/2010

(N*=86)

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Classical trainings

Coaching /

mentoring

E-learning

Blended learning

MBA programs

Training on the job

Senior Level%Scale: 0-60!

Middle Level%Scale: 0-80!

Specialists Level%Scale: 0-80!

73.2

67.3 69.5 68.4

58.563.0

25.4

17.3 16.514.0

18.5

30.527.8

32.9 31.1 35.9

14.2

23.0

35.8

27.931.4

28.8

14.0

17.9

14.3

1.90

10

20

30

40

50

60

70

80

Q1/2010

(N*=75)

Q2/2010

(N*=86)

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Classical trainings

Coaching /

mentoring

E-learning

Training on the job

Blended learning

MBA programs

59.664.3

56.1 60.1

51.0

69.5

21.2

16.711.0

16.0

22.6

36.2

18.6

21.823.1

27.122.8

30.7

35.9 35.230.4

26.4

16.0

26.3

16.46.6

4.8 1.43.6

0

10

20

30

40

50

60

70

80

Q1/2010

(N*=75)

Q2/2010

(N*=86)

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Classical trainings

Training on the job

E-learning

Coaching /

mentoring

Blended learning

MBA programs

Entry Level%Scale: 0-60!

33.2 31.033.2

31.9 31.6

47.9

6.6 4.5

5.4

5.5

26.0

39.8

10.7 13.1

17.3 16.0

10.0

18.228.0 28.0

22.5 21.3

13.212.6

10.39.3 8.6

2.4

7.7

0

10

20

30

40

50

60

Q1/2010

(N*=75)

Q2/2010

(N*=86)

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Q1/2011

(N*=50)

Q2/2011

(N*=81)

Classical trainings

Training on the job

E-learning

Coaching /

mentoring

Blended learning

MBA programs


Outsourcing Criteria

C 6. How much did the following criteria influence you in choosing the external consultant/expert for learning and development activities in the 2nd quarter/2011?

Top 2 boxes**

%

**Top 2 boxes= 4. In a high extent + 5. In a very high extent

*Base: Organizations that used external trainings or coaching

Scale: 35-105!

100.0 97.594.3

85.6

94.6

84.4

91.1

85.4

92.0

74.1

69.9 75.2

84.884.2

85.9

81.875.9

78.9

75.0

81.6

64.6

66.464.7

63.866.9

43.1

55.1

50.5

57.162.5

58.9

55.854.0

51.7

60.9

51.3

35

45

55

65

75

85

95

105

Q1/2010 (N*=51) Q2/2010 (N*=57) Q3/2010 (N*=69) Q4/2010 (N*=66) Q1/2011 (N*=29) Q2/2011 (N*=65)

The quality of the programs

Flexibility/Adaptation to the client's needs

Experience in the field that your organization operates

The organization's trainers

The prices for the offered services

The long term relationship with the external organization

The organization's reputation

External funds percentage fromtotal financing for learning and

development activities

External Funds Usage

C 7. Did you use any external funds (e.g. European Funds) for financing the learning and development activities in the 2nd quarter/2011? / C 8. Out of the total amount offinancing for the learning and development activities conducted within your organization in the 2nd quarter/2011, what percentage was represented by external funds(e.g. European Funds) ?

%

Usage of external funds

CountsQ2/2011N**=15

1%-15% 4

20%-40% 5

50%-80% 5

100% 1


**Organizations that used external funds

13.7

5.1 4.35.0

15.7

21.6

0

5

10

15

20

25

Q1/2010 (N*=74)

Q2/2010 (N*=82)

Q3/2010 (N*=113)

Q4/2010 (N*=106)

Q1/2011 (N*=49)

Q2/2011 (N*=78)

Yes

! Treat data with caution due to small base size!

Scale: 0-40!

Performance Management/ Compensation and Benefits

Back to Agenda

73.0 73.674.7 78.9

70.0

75.7

57.2

62.8 68.8 64.1

59.2

69.3

49.3

54.4 52.4 62.0

54.5

66.557.3

51.647.1

51.2 47.9

57.2

33.3

40.5

44.9

29.0

36.8 42.536.335.7

37.434.8

31.0

23.7

31.9

26.0

15.119.9

17.8

32.1 28.0

10

30

50

70

Q1/2010

(N*=93)

Q2/2010

(N*=104)

Q3/2010

(N*=128)

Q4/2010

(N*=112)

Q1/2011

(N*=57)

Q2/2011

(N*=100)

Ensuring of a pleasant work environment

Official recognition of their value

Training/development activities

Formal meetings with the organization's management

Offering other financial benefits (e.g.

bonuses)

Promotions

Possibility of a flexible schedule

Increasing decision-making power

Offering of non-financial benefits (eg. car, health insurance, etc)

Increasing wages

Retention Techniques

D 1. How much did you use the following retention techniques in the 2nd quarter/2011? / D 9. Did you implement any performance management projects in the 2ndquarter/2011?

T2B**%

%

Retention techniquesusage

Performance management projects

**Top 2 boxes= 4. In a high extent + 5. In a very high extent

Scale: 10-85!

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies

Scale: 0-100!

60.5

40.332.0 36.7

52.547.2

0

20

40

60

80

100

Q1/2010 (N*=89)

Q2/2010 (N*=101)

Q3/2010 (N*=128)

Q4/2010 (N*=110)

Q1/2011 (N*=55)

Q2/2011 (N*=96)

Yes

D2, D3, D4, D5, D6

Working from home

%

Percentage of employees having the possibility of working from home

Dynamics of working from home people in Q2/ 2011 vs. Q1/ 2011

3.6 32.7Q2/2011N**=32 29.1

(%)


%

Flexible schedulePercentage of employees having the

possibility of flexible scheduleDynamics of people with flexible schedule

in Q2/ 2011 vs. Q1/ 2011

%

5.3 11.8

18.2Q2/2011N***=56 18.2

(%)

6.5


Has decreased

Has increased

%

Working from Home and Flexible Time Schedule

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies**Base: Organizations with employees that have the possibility to work from home***Base: Organizations with employees that have the possibility of a flexible schedule

Has decreased

Has increased

46.7 42.535.2 39.2

44.2 38.4

0

20

40

60

80

100

Q1/2010

(N*=95)

Q2/2010

(N*=102)

Q3/2010

(N*=132)

Q4/2010

(N*=115)

Q1/2011

(N*=55)

Q2/2011

(N*=93)

Yes

78.869.4 70.3

66.6 69.0 64.7

0

20

40

60

80

100

Q1/2010

(N*=94)

Q2/2010

(N*=102)

Q3/2010

(N*=134)

Q4/2010

(N*=115)

Q1/2011

(N*=55)

Q2/2011

(N*=96)

Yes

Q1/2011N***=34

0.0 0.0 1.8 0.0 3.0

72.8 68.859.2 62.3

72.2

27.2 31.2 39.037.7

24.8

0

20

40

60

80

100

Q1/2010

(N*=41)

Q2/2010

(N*=38)

Q3/2010

(N*=43)

Q4/2010

(N*=32)

Q1/2011

(N*=19)

Q2/2011

(N*=30)

0% 1 - 30% 30 - 100%

0.0 0.0 0.9 0.0 0.0 0.0

53.8 55.858.5 60.3

65.9

46.646.2 44.2 40.5 39.7

34.1

53.4

0

20

40

60

80

100

Q1/2010

(N*=70)

Q2/2010

(N*=64)

Q3/2010

(N*=81)

Q4/2010

(N*=62)

Q1/2011

(N*=31)

Q2/2011

(N*=54)

0% 1 - 30% 30 - 100%


25.9 22.5

29.4

19.1

26.0 27.7

48.6 50.451.9

60.0

49.445.3

25.6 27.1

18.7

20.9

24.6 27.0

0

20

40

60

80

100

Q1/2010 (N*=86) Q2/2010 (N*=92) Q3/2010 (N*=112) Q4/2010 (N*=93) Q1/2011 (N*=53) Q2/2011 (N*=86)

0%

1 - 5%

6% or more

D 7. What percentage of your employees got a promotion within your organization in the 2nd quarter/2011? / D 8. How did the rate of internal promotions change in the2nd quarter/2011, comparing to the 4th quarter/2010?

Employees' Promotion

Percentage of employees that were promoted

Change of internal promotions rate

11.3

13.0

30.8

31.2Q2/2011N**=96 18.2

(%)

19.5


Has decreased

Has increased

%

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies (DK/NA were excluded)

**Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies

Q1/2011N**=53

Recruitment and Selection

Back to Agenda

74.664.7 63.0 65.3 64.9

76.9

0

20

40

60

80

100

Q1/2010 (N*=87)Q2/2010 (N*=105)Q3/2010 (N*=119)Q4/2010 (N*=108)Q1/2011 (N*=48)Q2/2011 (N*=90)

Yes

E 1. Did you have a recruiting plan in the 2nd quarter/2011 ? / E 2. As compared to the 1st quarter/2011, your recruiting plan for the 2nd quarter/2011.... / E 3. Which ofthe following levels did you recruit in the 2nd quarter/2011 ?

Recruitment Plan (1/2)

%

Levels of recruitment

Change of recruitment plan in Q2/ 2011 vs. Q1/ 2011 Q2/2011

N**=68

%

60.1

47.7

33.0

34.5

6.9

17.8

Includes more employees

Includes the same number of employees

Includes less employees

(%)

53.2

=% Includes more employees %Includes less employees

29.9

Recruiting plan

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated recruiting and selection in their companies

**Base: Organizations that have recruiting plans

47.3

61.0

45.2

18.8 17.0

54.0

76.9

44.6

17.39.1

Entry Level Specialists Middle Level Senior/ Top Level None

Q1/2011N**=31

1st quarter/2011(N=50)

2nd quarter/2011 (N=91)

%

72.2

58.260.7

77.2 84.3

61.3

20.0

26.8

18.222.8

15.7

38.7

0

20

40

60

80

100

Q1/2010 (N*=89)Q2/2010 (N*=107)Q3/2010 (N*=122)Q4/2010 (N*=89)Q1/2011 (N*=41)Q2/2011 (N*=81)

0%

1% or more

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated recruiting and selection in their companies

E 11. How did the number of your organizations employees change in the 2nd quarter/2011, comparing to the 1st quarter /2011? / E 13. Out of the total number ofemployees, what percentage were hired in leasing system in the 2nd quarter/2011?

Recruitment Plan (2/2)

47.8

46.1

31.8

37.2

20.4

16.7

It has increased It remained the same It has decreased

%

Change of employees number in Q2/ 2011 vs. Q1/ 2011

Percentage of employees hiredin leasing system

Q2/2011N*=89

%

Q1/2011N*=49

E 5. In order to fill in the available entry level positions, in what percentage were the internal recruiting used and in what percentage were the external recruiting used inthe 2nd quarter/2011? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for an interview/shortlist)for each category of open/available positions ?

Entry Level Recruitment (1/2)

Internal vs. external recruitment % Percentage of eligible candidates out of total received CVs %

*Base: Organizations that used external recruitment for - Entry Level

41.3

8.4

49.9

47.5

8.8

44.1

0% 1 - 99 % 100%

Internal Recruiting

External Recruiting

3.0 86.1 10.9

0% 1 - 30 % 31 - 100 %

NQ2/2011*=44NQ2/2011*=47

NQ2/2011*=49


Average recruitment costs

CountQ2/2011N*=26

0 Euro 0

0 49 Euro 4

50 Euro or more 22

! Treat data with caution due to small base size!

E 4. Which were the external recruiting sources for the following levels in the 2nd quarter/2011?/E 10. Which are the main criteria that you considered when you selectedcandidates for each of the following categories of open/available positions in the 2nd quarter/2011?

Entry Level Recruitment (2/2)

External recruitment sources used

%

*Base: Organizations that used external recruitment for - Entry Level

81.6

76.4

71.5

39.7

33.5

25.2

21.0

20.7

20.6

20.5

15.0

6.5

Main criteria considered when selecting candidates

%

59.9

51.3

37.2

37.0

33.6

30.4

22.4

11.3

6.9

3.6

2nd quarter/2011 (N*=45) 2nd quarter/2011 (N*=53)

Direct/ spontaneous applications

Candidates found via employment ads/ recruiting sites

Employees' references /internal recommendation

Previous candidates

Internship

Hiring former employees

Recruiting agencies

Educational institutes/ Student NGOs

Job Fairs

Workforce agencies (leasing)

Head hunting

Employment office

Candidate's attitude

Candidate's matching with the organization culture

Highest level of education

The results gained on the test

Candidate's communication skills

Candidate's technical skills

Previous experience

Internal recommendations

Other specialized courses

Something else


E 7. In order to fill in the available specialist positions, in what percentage were the internal recruiting/ promotions used and in what percentage were the externalrecruiting used in the 2nd quarter/2011? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for aninterview/shortlist) for each category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 2ndquarter/2011?

Specialists Recruitment (1/2)


*Base: Organizations that used external recruitment for - Specialists


2.2

10.1

86.5

77.5

11.3

12.4

0% 1 - 99 % 100%

Internal Recruiting

External Recruiting

2.2 89.4 8.4

0% 1 - 30 % 31 - 100 %

NQ2/2011*=56NQ2/2011*=39

NQ2/2011*=42


14.8 85.2

0 Euro 0-49 Euro 50 Euro or more

NQ2/2011*=38


Specialists Recruitment (2/2)

*Base: Organizations that used external recruitment for - Specialists


%

76.3

72.7

61.9

43.0

31.5

28.1

10.4

8.2

4.3

3.7

1.3

1.3

2.1


%

68.2

59.2

56.4

43.0

22.8

22.1

7.4

6.1

5.1

3.3

2nd quarter/2011 (N*=62) 2nd quarter/2011 (N*=71)




Previous candidates

Head hunting

Recruiting agencies


Internship


Employment office

Job Fairs


Other method

Previous experience









Something else


E 6. In order to fill in the available middle level positions, in what percentage were the internal recruiting/ promotions used and in what percentage were the externalrecruiting used in the 2nd quarter/2011? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for aninterview/shortlist) for each category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 2ndquarter/2011?

Middle Level Recruitment (1/2)


*Base: Organizations that used external recruitment for - Middle Level ! Treat data with caution due to small base size!

CountQ2/2011N*=28

0 Euro 0

0 49 Euro 7

50 Euro or more 21


30.5

3.8

65.3

59.7

4.2

36.5

0% 1 - 99 % 100%

Internal Recruiting

External Recruiting

8.2 84.1 7.7

0% 1 - 30 % 31 - 100 %

NQ2/2011*=36NQ2/2011*=59

NQ2/2011*=64



Middle Level Recruitment (2/2)

*Base: Organizations that used external recruitment for - Middle Level


%

81.7

54.6

51.3

35.3

29.8

14.7

11.8

10.5

4.2

3.8

2nd quarter/2011 (N*=44)

Previous experience









Something else


63.9

57.7

48.2

41.1

38.2

31.3

17.7

12.0

12.0

6.4

5.2

4.9




Previous candidates

Head hunting

Recruiting agencies


Internship


Employment office

Job Fairs



%2nd quarter/2011 (N*=38)

Sample Characteristics

Back to Agenda

G 1. What is the county in which your organization operates ? / G 9. Please tick your gender: / G 10. Approximately how many years of experience do you have in the HRfield?

Demographics (1/3)

Bucharest

74.4%

Other

25.6%

Female

81.9%

Male

18.1%

Region

Gender

Experience in HR field

5.3

41.5

46.7

6.4

More than 15

years

8-15 years

4-7 years

1-3 years

N=129

%

*Base: Respondent who don't have the position of general management

N*=114

N=129

G 3. Which of the following forms of organizations best defines your company ? / G 4. What percentage of the social capital of your organization is public and whatpercentage is private ? / G 5. Which of the following statements best describes your organization?

Demographics (2/3)

100%

Romanian capital31.9%

100%

foreign capital51.5%

Joint capital

16.6%

Form of organization

Public/ private capital

Type of company

%

%

3.9 94.1 2.0

Entirely Public

Entirely Private

Mix of capital(Public + Private)

N=129

1.8

17.5

22.7

54.2

2.11.7Public institution

Non-Governmental

Organization/ civil

society

Multinational

organization

Large Romanian

company

Small and Medium

Enterprise

Others

N=117*

N=129

*Base: The data doesnt include DK/NA

SOHO

14.0%

SME

40.0%

National

Corporations46.0%

8.3

6.6

19.8

2.78.7

7.0

46.9

More than 5 000 000 Euro

3 000 000 5 000 000 Euro

1 000 000 - 2 999 000 Euro

500 000 999 000 Euro

100 000 499 000 Euro

50 000 99 000 Euro

Less than 50 000 Euro

G 6. Which field does your organization activate in ? / G 7. Approximately how many permanent employees does your organization have? Please tick in the appropriateinterval. / G 8. Please include your organizations turnover for last year in one of the following categories:

Demographics (3/3)

29.4

14.7

7.9

6.8

6.8

6.5

6.2

5.7

4.2

11.8

N=129

Field of activity Company turnover

Permanent employees

%%

Professional services/ Media

Financial / Banking

Construction / Building Materials

Food/ Beverages industry

Auto industry

IT

Distribution / retail

Pharmacy / Medicine

Telecom

Other

N=93*

N=129

*Base: The data doesnt include DK/NA

Appendix

Detailed evolution for the main HR activities

Back to Agenda

Training and Professional Development

Dynamics of HR budget in Q2/ 2011 vs. Q1/ 2011

Cooperation with external consultants in Q2/ 2011 vs. Q1/ 2011

%

Training within the HR budget distribution

%


**Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies

IT systems usage for Training

T2b%

B 3, B 2, B 6, B 1, B 4

12.1

12.3

50.6

24.5 12.2

(%)

38.5

= %Increase %DecreaseHas decreased

Has increased

%Q1/2011N*=30

Q2/2011N*=59

2.7

6.3

47.0

46.9

22.7

25.2

9.8

9.8

17.8

11.8






28.836.4

28.941.2 36.1

26.8

0

20

40

60

80

100

Q1/2010

(N*=28)

Q2/2010

(N*=68)

Q3/2010

(N*=78)

Q4/2010

(N*=67)

Q1/2011

(N*=38)

Q2/2011

(N*=64)

Training and Professional Development

Q1/2011N*=32

Q2/2011N*=65

7.420.5

9.8 12.2 4.6

54.9

27.6

49.6 49.1 44.937.7

51.940.5 38.7

50.5

0

20

40

60

80

100

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

0% 1% - 20% More than 20%

Significant differences between Q2/2011 and Q1/2011 (level of confidence 95%)

1st Rank by Popularity 91.3%

Specific HR Logistics


IT systems usage for Specific HR Logistics

T2b%

Specific HR Logistics within the HR budget distribution

%


%



B 3, B 2, B 6, B 1, B 4

7.5 12.5 5.0

(%)


Has increased

%

Q2/2011N*=38

56.845.4

52.9 52.1

66.957.4

0

20

40

60

80

100

Q1/2010

(N*=28)

Q2/2010

(N*=68)

Q3/2010

(N*=78)

Q4/2010

(N*=67)

Q1/2011

(N*=38)

Q2/2011

(N*=64)

Specific HR Logistics

Q2/2011N*=60

2nd Rank by Popularity: 89.6%

27.334.0 40.1 38.2 37.0

68.060.4

53.9 50.6 53.9

4.75.6 6.1

11.2 9.2

0

20

40

60

80

100

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

0% 1% - 20% More than 20%

4.0 32.4 5.8 21.8 36.0





We did not cooperate with external consultants in the current quarter ! Small bases for Q1/2011 to allow detailed analysis !

Recruiting

B 3, B 2, B 6, B 1, B 4

IT systems usage for Recruiting

T2b%

15.9

5.4

44.0

39.8 34.4

(%)

28.1


Has increased


Recruiting within the HR budget distribution

%


%

%



Q1/2011N*=30

Q2/2011N*=46

42.7 40.447.0

55.043.2

35.8

0

20

40

60

80

100

Q1/2010

(N*=28)

Q2/2010

(N*=68)

Q3/2010

(N*=78)

Q4/2010

(N*=67)

Q1/2011

(N*=38)

Q2/2011

(N*=64)

Recruiting

Q1/2011N*=37

Q2/2011N*=62

3rd Rank by Popularity: 84.5%

13.6

19.326.5

13.5

27.6

68.8

55.262.1 64.0

49.8

17.6

25.5

11.5

22.4

22.6

0

20

40

60

80

100

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

0% 1% - 20% More than 20%

9.9

16.0

27.5

23.9

6.7

5.8

17.2

16.1

38.7

38.2






Remuneration

B 3, B 2, B 1, B 4


Remuneration within the HR budget distribution


%



19.9

15.9

25.2

44.0 28.1

(%)

5.3


Has increased

%Q1/2011N*=60

Q2/2011N*=30

4th Rank by Popularity: 83.6%

31.227.7

27.2

31.9 18.4

33.3

36.9

23.9

34.144.535.5

35.448.9

34.0

37.1

0

20

40

60

80

100

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

0% 1% - 20% More than 20%

Q2/2011N*=56 2.8 23.4 5.6 23.0 45.2




We did not cooperate with external consultants in the 1st quarter/2011

We did not cooperate with external consultants in the 1st quarter/2011

! Small bases for Q1/2011 to allow detailed analysis !

Internal Communication

Page 45

B 3, B 2, B 1, B 4


Internal Communication within the HR budget distribution


%



! Small base for Internal Communication to allow

detailed analysis !


45.641.4

52.1

44.743.8

50.457.0

43.4

55.3 54.2

4.01.5 4.5 0.0

2.0

0

20

40

60

80

100

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

0% 1% - 20% More than 20%

Q2/2011N*=47 11.6 15.8 5.6 31.1 36.0






Performance Management

Page 46

B 3, B 2, B 6, B 1, B 4


IT systems usage forPerformance Management

T2b%

Performance Management within the HR budget distribution

%


%



19.9

15.9

25.2

44.0 28.1

(%)

5.3


Has increased

%Q1/2011N*=60

Q2/2011N*=30

64.2

33.4

51.7 56.0

32.4

49.2

0

20

40

60

80

100

Q1/2010

(N*=28)

Q2/2010

(N*=68)

Q3/2010

(N*=78)

Q4/2010

(N*=67)

Q1/2011

(N*=38)

Q2/2011

(N*=64)



39.2

42.258.3

41.9

40.8

54.949.7

40.4

43.852.8

5.9 8.11.3

14.3

6.40

20

40

60

80

100

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

Q1/2011

(N*=37)

Q2/2011

(N*=62)

0% 1% - 20% More than 20%

Q2/2011N*=46 13.8 10.2 3.7 23.5 48.8






Thank You!

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