Report Romanian Hr Outlook 4th Quarter

Romanian Human Resources Outlook

10th of March 2011, Bucharest

Agenda

Methodology 3

Human Resources Strategy 7

Organizational Development 27

Learning and Development 35

Performance Management 43

Recruitment and Selection 47

Legal and Industrial Relations 59

Sample Characteristics 62

Key Findings 4

Methodology

Research methodB2B Survey

Target populationHR Department employees and General Managers

Data collection techniqueComputer Assisted Web Interviews

Sample size : 164 respondents

- HR Strategy: 91 respondents- Organizational Development: 103 respondents- Learning and Development: 112 respondents- Performance Management: 103 respondents- Recruitment and Selection: 114 respondents- Legal and Industrial Relations: 84 respondents

Fieldwork24th of January 8th of February, 2011

Back to Agenda

Key Findings 1/3

HR Strategy

Training, recruiting, specific HR logistics remain the main HR activities conducted by Romanian organizations in the 4th quarter, while losing

position as compared to Q3. There is noticeable a high increase of presence for: litigations/ compensations, consultancy for HR process and system

development in Q4 as compared to Q3.

As compared to the first 3 quarters of 2010, at the end of the year, the HR budget has significantly decreased, while HR people seem to be more

concerned to spend all the allocated budget.

Organizational Development

Even though almost the same percentage of organizations implemented a change management program in the 4th quarter as compared to the 3rd

one, less employees were involved in it. The main areas targeted by the change management projects that were implemented in Q4 were related to

departments organization.

The collaboration with external consultants for improving the organizational culture has increased in the past quarter, the organizations using the

external consultants services for organizing events, trainings and company value assimilation projects.

Learning and Development

The learning and development budget per employee remained quite constant throughout the quarters. The caution in spending the allocated

budget for learning and development remains an issue in this quarter too. While less coaching and mentoring sessions were made this quarter,

trainings (external and especially internal ones) and e-learning are increasing usage in the past three months.

Entry Level

Training on the job is less used,

while e-learning, classical trainings

and coaching/ mentoring improve

position.

Specialists

E-learning, classical trainings and

training on the job remain the main

development techniques used this

quarter. However it is noticeable a

decrease for using training on the

job, as compared to Q3.

Middle Level

Even though e-learning, classical

trainings and coaching/ mentoring

remain the most used learning

techniques, there is noticeable an

increase of usage for training on the job.

Senior/ Top Level

Coaching and mentoring are the

learning and development techniques

most used this quarter for senior/ top

level employees. Moreover, e-learning

was less used in the 4th quarter of 2010.

Key Findings 2/3

Recruitment and Selection

The number of Romanian organizations that have a recruitment plan is quite stable throughout the quarters (6 out of 10 companies have such a plan).

Nevertheless, the focus among the position recruited has changed in the 4th quarter of 2010 as compared to the other ones: HR people are showing a lower

intention on recruiting specialists, while the need for other seniority levels have a constant demand.

Entry Level Specialists Middle Level

Internal or

External

recruiting?

As compared to the previous quarter (Q3), the candidates

for these positions come more from internal recruitment.

This could be in high correlation with departments

reorganization activities that were conducted this quarter

and the need of re-qualifying employees.

A specific for this quarter is the HR specialists

orientation towards the human resources available in

their organization. This quarter the recruitment of

specialists is done more by turning to internal

resources as compared to other quarters.

An orientation towards the internal human

resources is also seen when looking for

eligible candidates for a middle level position

as compared to the previous quarter.

However, HR specialists are still using on a

high extent external recruiting.

Proportion of

eligible CVs

The percentage of eligible CVs for an entry level position

has decreased this quarter.

The CVs received by HR people for a specialist

position keep a high proportion of eligibility.

The percentage of eligible CVs for a middle

level position is decreasing in the last

quarter.

Recruitment

Costs

Due to a higher time period needed to evaluate CVs, the

recruitment costs for such a position have increased in the

4th quarter of 2010.

Choosing specialists is an important decision for HR

specialists, that spend a high time on electing the

most suitable candidates. Therefore, the recruitment

costs for such a position has increased in the past

period.

Due to a lower eligibility of CVs, the

recruitment costs for a middle level position

are increasing.

Recruitment

Sources

Internal recommendations, spontaneous applications and

CVs received through recruiting sites remain the main

sources used this quarter too, but meeting a decrease of

usage among organizations. Due to the high number of

CVs received in Q4 by HR specialists, they consider less

recruiting previous candidates.

Less HR specialists use spontaneous applications or

previous candidates for recruiting specialists. The

recruitment sites and internal recommendation are

the most used sources for finding candidates for this

position.

When seeking out candidates for a middle

level position, HR specialists used less head

hunting and recruiting sites in the 4th quarter

of 2010. Internal recommendations and

previous candidates increase usage this

quarter.

Criteria

considered

when recruiting

Though remaining the main criteria considered by HR

specialists, the candidates attitude is decreasing

throughout the quarters. A higher importance is given this

quarter to the candidates matching with the organization culture and to his/ her communication skills.

The candidates technical skills are more seek out by HR people in Q4 as compared to Q3. This criteria and

the candidates previous experience are the most used ones. However, as compared to the previous

quarter, it is less important the candidates match with the organization.

The candidates previous experience is by far the most important criteria taken into

consideration when recruiting a middle level

position. The candidates matching with the organizational culture and the candidates

communication skills were less considered in

Q4 as compared to Q3.

Key Findings 3/3

Performance Management/ Compensations and Benefits

In order to retain employees, HR specialists were more oriented in the 4th quarter of 2010 on ensuring a pleasant work environment, trainings and

offering other financial benefits as compared to the 3rd quarter. Moreover, they used less the official recognition of employees in Q4.

Even though the number of organizations that allow their employees to work from home, remains pretty much the same as in Q3, this privilege is

applying to a higher proportion of the employees.

The number of organizations that give their employees the option of having a flexible schedule is slightly decreasing this quarter as compared to

Q3. However, the companies in which this concept is used, start to apply it to a higher proportion of their employees.

Legal and Industrial Events

Almost a quarter of organizations had a restructuring plan in the 4th quarter of 2010, the percentage remaining quite stable within the past

semester.

The number of disciplinary boards and work injuries in the 4th quarter of 2010 is slightly decreasing as compared to the one from the 3rd quarter of

the year. Moreover, the number of disciplinary boards follows as well a slight descending trend this quarter.

Human Resources Strategy

Back to Agenda

77.5

51.1

81.383.2

87.3

87.687.1

84.9

80.7

86.387.2

82.3

70.6

82.984.1

75.5

81.5

67.5

73.7

81.1

49.6

78.1

62.5

27.5

19.3

36.037.1

27.0

29.2

27.8 22.7

24.023.2

22.7

41.0

15

25

35

45

55

65

75

85

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

Training and professionaldevelopment

Recruiting

Specific HR logistics

Remuneration

Internal communication

Performancemanagement

Litigations/compensation

Consultancy for HumanResources process andsystems development

Organizational researchstudies

Page 8

HR Activities Conducted in 2010

B 3. Which of the following HR activities have been conducted within your organization in the 4th quarter/2010?

%

Scale: 15-90!

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

HR Budget

B 5. Approximately, what was your HR budget in the 4th quarter/2010? HR budget does not include the employees wages.

25.1

30.5

38.5

34.0

14.5

31.1

22.5

13.0

22.6

31.2

24.7

19.3

10

20

30

40

50

Q1/2010 (N*=32) Q2/2010 (N*=76) Q3/2010 (N*=91) Q4/2010 (N*=86)

More than 20000 Euro

5001-20000 Euro

0-5 000 Euro

%

Scale: 10-50!

*Base: Organizations that performed HR activities during the respective quarter of 2010

10.9

18.8

13.2

26.5

33.835.0

28.0

29.0

47.1

10

20

30

40

50

Q1/2010 Q2/2010 (N*=76) Q3/2010 (N*=91) Q4/2010 (N*=86)

More than the estimatedone

Equal with the estimatedone

Less than the estimatedone

%

Scale: 10-50!

Page 10

Effectively used HR Budget

B5a. As compared to the estimated HR budget in the 4th quarter/2010, the consumed budged was ....

*Base: Organizations that performed HR activities during the respective quarter of 2010

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

Organizational research studies

Consultancy for Human Resources process and systems development


Performance management


Remuneration (including bonuses)

Recruiting

Training and professional development (training, coaching etc)

Page 11

Dynamics of HR budget

B 2. For each of the following HR activities, would you say that, comparing to the 3rd quarter/2010, in the 4th quarter/2010, your allocated budget has increased,remained the same or has decreased? HR budget does not include the employees wages.

22.017.2

10.9

11.5

17.4

19.4

14.3

6.5

8.1

8.4

13.9

15.4

11.8

17.2

11.8

21.6

10.9

43.3

39.2

30.4

35.9

32.8

24.6

15.1

22.8

26.0

22.0

17.9

7.0

14.3

5.2

11.5

1.2

11.1

10.9

4.5

7.3

% (%)

= %Increase %Decrease

3rd quarter/2010

4th quarter/2010

31.8

24.519.5

5.2

15.4

16.3

0.8

13.7

17.9

12.7

-12.7

2.5

-8.3

-0.7

-12.7

0.0

-14.3

3rd quarter/2010 Base*: 70

4th quarter/2010 Base*: 62

Has decreased

Has increased

*Base: Organizations that had a HR budget in the respective quarter of 2010

Significant differences between Q4/2010 and Q3/2010 (level of confidence 95%)

16.0

13.6

19.3

26.5

7.4

20.5

9.8

40.3

39.2

42.2

58.3

53.6

63.2

72.9

73.9

62.6

54.9

76.4

70.9

68.8

55.2

62.1

62.5

54.9

27.6

49.6

56.6

54.9

49.7

40.4

40.2

32.1

24.2

21.0

34.3

38.5

22.2

25.9

15.5

17.6

25.5

11.5

34.4

37.7

51.9

40.5

5.9

8.1

6.2

4.7

5.2

6.6

3.1

68.4

3.1

1.3

2.9

3.1

1.4

3.2




Training and professional

development

Recruiting

Page 12

HR Budget Distribution

B 1. How was the HR budget distributed in the 4th quarter/2010 between each of the following activities? HR budget does not include the employees wages.

%


0% 1-20% more than 20%

N*Q1/2010=32

N*Q2/2010=66

N*Q3/2010=70

N*Q4/2010=62 Q1/2010

Q2/2010

Q3/2010

Q4/2010

Q1/2010

Q2/2010

Q3/2010

Q4/2010

Q1/2010

Q2/2010

Q3/2010

Q4/2010

Q1/2010

Q2/2010

Q3/2010

Q4/2010

Q1/2010

Q2/2010

Q3/2010

Q4/2010

Significant differences towards previous quarter (level of confidence 95%)

HR Budget Distribution

B 1. How was the HR budget distributed in the 4th quarter/2010 between each of the following activities? HR budget does not include the employees wages.

%


12.7

31.2

27.7

27.2

27.3

34.0

40.1

46.6

69.2

72.6

69.2

46.6

45.6

41.4

52.1

33.3

36.9

23.9

81.0

68.0

60.4

53.9

53.4

28.3

25.7

30.8

46.9

50.4

57.0

43.4

46.6

35.5

35.4

48.9

4.7

5.6

6.1

6.5

4.0

4.5

19.0

40.8

1.7

2.5

1.5

0% 1-20% more than 20%

N*Q1/2010=32

N*Q2/2010=66

N*Q3/2010=70

N*Q4/2010=62

Q1/2010

Q2/2010

Q3/2010

Q4/2010

Q1/2010

Q2/2010

Q3/2010

Q4/2010

Q1/2010

Q2/2010

Q3/2010

Q4/2010

Q1/2010

Q2/2010

Q3/2010

Q4/2010




Remuneration

Significant differences towards previous quarter (level of confidence 95%)

Popularity %

Bu

dg

et

Pro

porti

on

%

30 40 50 60 70 80

30

40

50

60

70

80

90

Recruiting

Training and professional development



Remuneration





Page 14

HR Budget Priorities in Q4/2010

B 1. How was the HR budget distributed in the 4th quarter/2010 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 4th quarter/2010?

Decreased/ Increased in Q4/ 2010 as compared to Q3/ 2010

LOW POPULARITY

HIGH BUDGET

HIGH POPULARITY

HIGH BUDGET

LOW POPULARITY

LOW BUDGETHIGH POPULARITY

LOW BUDGET

Cooperation with External Consultants in Q4/2010 vs. Q3/2010

B 4. To what extent did you cooperate with external consultants/experts for the following activities in the 4th quarter/2010 comparing to the 3rd quarter/2010?

6.9

4.4

7.1

5.7

6.8

6.4

8.9

9.5

24.7

13.9

30.8

36.5

11.0

5.4

21.0

18.3

25.2

20.7

10.4

9.7

3.6

24.9

25.6

7.0

5.5

63.1

64.4

29.6

29.8

74.2

79.9

65.9

71.5

63.3

72.8

74.6

78.1

2.1

2.4

1.2

7.9

4.8

2.6

1.3

2.0

3.4

1.4

12.3

13.1

6.5

2.8

3.4

8.6

2.6

1.4

3.2

We cooperated with external consultants in a lower extent

We cooperated with external consultants in the same extentWe cooperated with external consultants in a higher extent

We did not cooperate with external consultantsI don't know

%

N*=78Q3/2010

Q4/2010


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

Remuneration (including bonuses)


Training and professional development (training, coaching

etc)

Recruiting

N*=70

N*=77

N*=71

N*=46

N*=44

N*=68

N*=62

N*=75

N*=68

N*=74

N*=60

*Base: Organizations that had a HR budget in the respective quarter of 2010 and conducted HR activities during this period

! Small bases for other activities to

allow detailed analysis !

9.83.1 7.4 20.5

49.662.5

54.9

27.640.5

34.4

37.7

51.9

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%

Training and Professional Development

Page 16

B 3, B 2, B 1, B 4

1st Rank by Popularity: 81.3%

17.2

43.3

39.2

11.5Q3/2010N*=70

Q4/2010N*=62 22.0

(%)

31.8

= %Increase %DecreaseHas decreased

Has increased

Dynamics of HR budget in Q4/ 2010 vs. Q3/ 2010

30.8

36.5

24.9

25.6

29.6

29.8

2.4

1.26.9

12.3

We cooperated with external consultants in a lower extentWe cooperated with external consultants in the same extentWe cooperated with external consultants in a higher extentWe did not cooperate with external consultantsI don't know

Cooperation with external consultants in Q4/ 2010 vs. Q3/ 2010

Q3/2010N**=77

Q4/2010N**=71

%

%

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

40.2

28.8

36.427.7

0

20

40

60

80

100

Q1/2010

(N**=28)

Q2/2010

(N**=69)

Q3/2010

(N**=77)

Q4/2010

(N**=71)

TrainingandProfessionalDevelopment

IT systems usage for Training

T2b%

52.742.7

40.447.0

0

20

40

60

80

100

Q1/2010

(N**=28)

Q2/2010

(N**=68)

Q3/2010

(N**=78)

Q4/2010

(N**=70)

Recruiting

Recruiting

Page 17

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

2nd Rank by Popularity: 80.7%

IT systems usage for Recruiting

T2b%

19.4

32.8

24.6

17.4Q3/2010N*=70

Q4/2010N*=62 5.2

(%)

15.4


Has increased


Recruiting within the HR budget distribution

%

24.7

13.9

63.1

64.4

2.1

13.1

6.5 3.6

8.6



Q3/2010N**=78

Q4/2010N**=70

%

%



26.516.0

13.619.3

62.168.468.8

55.2

11.5

15.5

17.625.5

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%

Specific HR Logistics

Page 18

B 3, B2, B 6, B 1, B 4

3rd Rank by Popularity: 77.5%

5.2

13.9

17.9

1.2Q3/2010N*=70

Q4/2010N*=62 12.7

(%)

-12.7


Has increased


IT systems usage for Specific HR Logistics

T2b%

Specific HR Logistics within the HR budget distribution

%

25.2

20.7

2.6 63.3

72.8

2.0

6.4

6.8



Q3/2010N**=75

Q4/2010N**=68

%

%



50.056.8

45.451.3

0

20

40

60

80

100

Q1/2010

(N**=28)

Q2/2010

(N**=67)

Q3/2010

(N**=75)

Q4/2010

(N**=68)

Specific HRLogistics

40.119.0

27.334.0

53.9

81.0

68.060.4

6.10.0 4.7

5.6

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%


Remuneration

Page 19

B 3, B 2, B 1, B 4

4th Rank by Popularity: 70.6%

11.5

30.4

35.9

10.9Q3/2010N*=70

Q4/2010N*=62 24.5

(%)

19.5


Has increased


Remuneration within the HR budget distribution

%

21.0

18.3

3.4 65.9

71.5

2.6

1.35.7

7.1

3.2



Q3/2010N**=68

Q4/2010N**=62

%

%



27.2

12.7

31.2 27.723.9

40.8

33.3 36.9

48.946.6 35.5

35.4

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%

Internal Communication

Page 20

B 3, B 2, B 1, B 4


8.4

26.0

22.0

8.1Q3/2010N*=70

Q4/2010N*=62 13.7

(%)

17.9


Has increased


Internal Communication within the HR budget distribution

%

10.4

9.7

74.6

78.1

3.4

1.49.5

8.9 2.8

1.4



Q3/2010N**=74

Q4/2010N**=60

%

%



52.1

46.6 45.6 41.4 43.4

46.9 50.457.0

4.56.5 4.0 1.5

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%

53.364.2

33.4

48.1

0

20

40

60

80

100

Q1/2010

(N**=25)

Q2/2010

(N**=48)

Q3/2010

(N**=46)

Q4/2010

(N**=44)

PerformanceManagement

Performance Management

Page 21

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


15.1

22.86.5

14.3Q3/2010N*=70

Q4/2010N*=62 16.3

(%)

0.8


Has increased


IT systems usage forPerformance Management

T2b%

Performance Management within the HR budget distribution

%

7.0

5.5

74.2

79.9

7.9

4.84.4

5.4

11.0



Q3/2010N**=46

Q4/2010N**=44

%

%



58.3

40.3 39.2 42.2 40.4

56.6 54.949.7

1.33.1 5.9 8.1

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%

Litigations/ Compensation

Page 22

B 3, B 2, B 1, B 4


10.9

21.6 7.3

10.9

Q3/2010N*=70

Q4/2010N*=62 0.0

(%)

-14.3


Has increased


Litigations/ Compensation within the HR budget distribution

%


%


! Small base for Litigations/

Compensation to allow detailed

analysis !

73.9

53.663.2

72.9

21.040.2

32.124.2

5.26.2 4.7 2.9

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%

Consultancy for Human Resources Process and Systems Development

Page 23

B 3, B 2, B 1, B 4


11.8

15.4 7.0

14.3

Q3/2010N*=70

Q4/2010N*=62 2.5

(%)

-8.3


Has increased


Consultancy for HR process within the HR budget distribution

%


%


! Small base for Consultancy for HR

process to allow detailed analysis !

70.962.6

54.9

76.4

25.934.3 38.5

22.2

3.23.16.6

1.4

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%

Organizational Research Studies

Page 24

B 3, B 2, B 1, B 4


11.8

17.2

11.1

4.5Q3/2010N*=70

Q4/2010N*=62 -0.7

(%)

-12.7


Has increased


Organizational Research Studieswithin the HR budget distribution

%


%


! Small base for Organizational

Research Studies to allow detailed

analysis !

69.2

46.6

69.2

72.6

30.8

53.4

28.3 25.7

0.00.02.5 1.7

0

20

40

60

80

100

Q1/2010

(N*=32)

Q2/2010

(N*=66)

Q3/2010

(N*=70)

Q4/2010

(N*=62)

0%

1% - 20%

More than20%

52.7

47.040.442.7

36.4

28.827.7

40.2

53.3

48.1

33.4

64.2

50.0

51.3

45.4

56.8

20

40

60

80

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

Recruiting

Training and professionaldevelopment



Page 25

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 4th quarter/2010 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

N**Q1/2010=28

N**Q2/2010=68

N**Q3/2010=78

N**Q4/2010=70

N**Q1/2010=28

N**Q2/2010=69

N**Q3/2010=77

N**Q4/2010=71

N**Q1/2010=25

N**Q2/2010=48

N**Q3/2010=46

N**Q4/2010=44

N**Q1/2010=28

N**Q2/2010=67

N**Q3/2010=75

N**Q4/2010=68

Scale: 20-80!

Indicators used in Measuring HR Activity Performance

Page 26

KP 1. What indicators do you use in measuring the organizations human resources activity performance?

25.8

9.1

6.4

13.0

32.5

39.1

37.1

50.3

65.5

36.8

23.0

18.2

17.1

28.2

29.6

22.3

13.8

31.5

15.6

2.8

8.9

10.1

20.1

21.4

21.9

24.1

25.8

27.1

27.6

33.0

33.3

34.3

40.5

42.4

44.7

65.1

%

3rd quarter/2010 Base: 189

4th quarter/2010 Base: 164

Q4/2010

Q3/2010

Personnel fluctuation

Employee satisfaction level

Number of hours of training/participant

Number of training participants out of the total number of employees

Distribution of performance management evaluations

Absenteeism level

Training cost per participant

Recruitment cost per position

Number of employees in the HR department vs. total number of employees

Turnover /FTEPayroll structure (fixed salary, variable salary, overtime,

bonuses)

Promotion index

Number of employees included in the succession plan

HR budget out of the turnover

Number of disciplinary boards per year

SLA (Service Level Agreement) attainment rate

Other indicator

Dont know/ No answer

Organizational Development

Back to Agenda

41.343.6

42.8

0

20

40

60

80

100

Q1/2010 Q2/2010

(N*=91)

Q3/2010

(N*=108)

Q4/2010

(N*=101)

Yes

Change Management Projects Implementation

Page 28

A 1. Did you initiate change management projects within your organization in the 4th quarter/2010? / A 3. In the 4th quarter/2010, what percentage of the employees thatwork in your organization were affected by this change management project?

Initiation of changemanagement projects

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

**Base: Organizations that implemented change management projects in the respective quarter of 2010

%

Percent of employees affected by the

changes implemented

65.3

48.242.7

23.8

10.011.2

23.6

34.4

19.0

0

20

40

60

80

100

Q1/2010 Q2/2010

(N**=39)

Q3/2010

(N**=47)

Q4/2010

(N**=40)

1-50%

51-99%

100%

%

Area of the Initiated Change Management Projects

Page 29

A 2. Which was the most important project that you initiated within your organization in the 4th quarter/2010, regarding to change management and in what field was itimplemented?

*Base: Organizations that implemented change management projects in the respective quarter of 2010

32.3

27.6

19.3

11.814.3

19.0

8.710.59.9

10.5

19.6

0.0

7.7

16.5

7.0

6.7

4.6

8.0

0

20

40

Q1/2010 Q2/2010 (N*=40) Q3/2010 (N*=47) Q3/2010 (N*=42)

Departmentsreorganization

Processes/ procedures/(internal) productionoptimization

Sales/ salesoptimization/businessstrategy

Organizationaldevelopment


HR/ HR strategy

%

Categories with less than 2% in Q4/2010 were not presented

13.7

25.8

17.9

0

20

40

60

80

100

Q1/2010 Q2/2010

(N*=91)

Q3/2010

(N*=108)

Q4/2010

(N*=101)

Yes

Measuring Organizational Culture

A 4. Within your organization, did you initiate out projects for measuring the organizational culture in the 4th quarter/2010?/ A 5. In carrying out projects to measure theorganizational culture in the 4th quarter/2010, did you cooperate with external consultants/experts?

Page 30

Measuring the Organizational Culture


**Base: Organizations that carried out projects for measuring organizational culture

%

External consultants collaboration

COUNTQ4/2010

N**=13

Yes 7

No 6

36.2

25.827.0

0

20

40

60

80

100

Q1/2010 Q2/2010

(N**=35)

Q3/2010

(N**=49)

Q4/2010

(N**=36)

Yes

34.344.7

37.2

0

20

40

60

80

100

Q1/2010 Q2/2010

(N*=91)

Q3/2010

(N*=108)

Q4/2010

(N*=101)

Yes

Improving the Organizational Culture

A 6. Within your organization, did you initiate projects for improving organizational culture in the 4th quarter/2010? / A 7. In carrying out projects to improve theorganizational culture in the 4th quarter/2010, did you cooperate with external consultants/experts?

Page 31


**Base: Organizations that carried out projects for improving organizational culture


%

%

Improving the Organizational Culture


A 8. What kind of projects did your organization initiate for improving organizational culture in the 4th quarter/2010?

Page 32

*Base: Organizations that carried out projects for improving organizational culture

2.3

12.3

23.722.1

17.4

5.8

18.4

16.3

19.0

16.3

7.8

9.1

12.3

7.5

6.6

11.4

7.3

18.0

9.5

5.7

12.0

0

5

10

15

20

25

Q2/2010 (N*=35) Q3/2010 (N*=49) Q4/2010 (N*=36)

Organizational communication/teambuildings/ events

Trainings/Coaching/Workshops

Projects for company values assimilation

Employee satisfaction

Creating action plans

Other organizational surveys

Internal discussions about theorganizational culture

%

Scale: 0-25!


Measuring the Employer Branding

A 9. Within your organization, did you initiate projects for measuring your employer branding in the 4th quarter/2010? / A 10. In carrying out projects to measure youremployer branding in the 4th quarter/2010, did you cooperate with external consultants/experts?

Page 33


**Base: Organizations that carried out projects to measure employer branding

12.66.112.1

0

20

40

60

80

100

Q1/2010 Q2/2010

(N*=91)

Q3/2010

(N*=108)

Q4/2010

(N*=101)

Yes

Measuring the Employer Branding

%


COUNTQ4/2010

N**=13

Yes 6

No 7

Improving the Employer Branding

A 11. Did you initiate within your organization projects for improving your employer branding in the 4th quarter/2010? / A 12. In carrying out projects to improve youremployer branding in the 4th quarter/2010, did you cooperate with external consultants/experts? / A 13. What type of projects did your organization initiate for improvingyour employer branding in the 4th quarter/2010?

Page 34


**Base: Organizations that carried out projects to improve employer branding

28.9

14.918.4

0

20

40

60

80

100

Q1/2010 Q2/2010

(N*=91)

Q3/2010

(N*=108)

Q4/2010

(N*=101)

Yes

Improving the Employer Branding %

Types of projects carried out for employer

branding improvement


COUNTQ4/2010

N**=29

Yes 8

No 21

COUNTQ4/2010

N**=29

Job fares (Job Shop) 8

Events for increasing organization's image and awareness 6

Internship programs 4

Organizing specific studies 2

Students/ high school sponsorship programs 2

Internal workshop sessions 1

Others 10

Learning and Development

Back to Agenda

23.6

31.931.935.1

29.1

28.4 26.6

19.4

0

20

40

60

80

100

Q1/2010

(N*=75)

Q2/2010

(N*=86)

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Less than 200 Euro

200 Euro or more

Learning Budget

Page 36

C 1. What was the average budget for learning and development per employee in the 4th quarter/2010? / C 2. As compared to the first allocated budget for learning anddevelopment in the 4th quarter/2010, 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

33.426.2

24.633.2

11.5

14.1

29.1

27.9

Less than the

allocated one

Equal with the

allocated one

More than the

allocated one

Dont know/ Noanswer

Q3/2010N*=117

Q4/2010N*=110

%

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

85.8

77.6

84.7

86.2

70.9

66.6

61.0

63.5

42.9

35.938.2

40.1 37.638.0

42.8

48.9

36.4

41.0

48.6

47.9

9.2

20.520.0 17.3

7.74.1

10.811.9

0

20

40

60

80

100

Q1/2010

(N*=75)

Q2/2010

(N*=86)

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Internal trainings

External trainings

E-learning

Experiential trainings withinorganization

Internal coaching and mentoring sessions

External coaching and mentoring sessions

MBA programs

Learning and Development Methods (1/2)

Page 37

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 4th quarter/2010?

%

65.6

69.6

66.9

70.772.1

70.6

67.0

68.2

50

70

Q1/2010

(N*=75)

Q2/2010

(N*=86)

Q3/2010

(N*=117)

Q4/2010

(N*=110)

Technical skills (Hard Skills )

Communication/ relation/ team work/leadership skills (Soft Skills)

%

Learning and development methods used in the

organization

Skills desired to be developed by training


Scale: 50-80!

63.264.3

57.146.4

68.5

63.1 61.6

63.7

61.961.762.1

65.6

42.6

29.1

39.0

43.2

0

20

40

60

80

100

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

37.3

48.1

34.2

26.6 33.0

35.1

36.5 33.8

50.0

45.7

49.551.3

14.714.110.6

13.5

0

20

40

60

80

100

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

82.8 83.7

86.686.0

69.3

71.777.5

76.4 72.4

32.833.530.5

46.5

76.4

65.1

73.1

0

20

40

60

80

100

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

62.352.0

55.366.2

49.6

49.0

42.0

56.3

29.0

22.4

29.831.5

76.1

94.391.8

73.0

0

20

40

60

80

100

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

Learning and Development Methods (2/2)

Page 38

C 4. For what type of employees did you organize each of these learning and development programs in the 4th quarter/2010?

Entry Level % Specialists %

Middle Level % Senior/Top Level %

E-learning

Classical trainings

Coaching/ mentoring

Training on the job

N*Q1/2010=30

N*Q2/2010=35

N*Q3/2010=42

N*Q4/2010=47

N*Q1/2010=71

N*Q2/2010=81

N*Q3/2010=107

N*Q4/2010=105

N*Q1/2010=41

N*Q2/2010=48

N*Q3/2010=59

N*Q4/2010=46

N*Q1/2010=37

N*Q2/2010=38

N*Q3/2010=45

N*Q4/2010=44

*Base: Organizations that used this specific type of learning and development methods

29.9 31.422.8

33.2

19.526.4

29.032.0

30.1

22.3

33.629.5

30.4 22.5

32.8 26.2 31.718.6

12.622.8

10.7 14.2 14.3 18.3 15.1

25.5

22.820.0

36.434.8

20.8

29.7

6 days or more

3 - 5 days

1 - 2 days

Don't know/ No

answer

N*=46

%

Average number of training days per employee

Page 39

C 4a. On average, which was the number of days of training per employee in your organization in the 4th quarter/2010, for the position of ?

Entry Level Specialists Middle Level Senior/Top Level

N*=39 N*=67 N*=82

% % %

*Base: Organizations that used classical trainings

Q3/2010

N*=35

Q4/2010

N*=68

Q4/2010

N*=76

Q4/2010

N*=61

Q4/2010Q3/2010 Q3/2010 Q3/2010

86.0

71.9

68.6

57.4

51.3

47.1

90.5

82.5

98.1

77.4

86.0

77.8

72.5

80.9

70.768.0

65.1

63.4

61.0 61.1

50.6

40.6

47.2

57.8

50.3

49.4

30

50

70

90

Q1/2010 (N**=52) Q2/2010 (N**=63) Q3/2010 (N**=75) Q4/2010 (N**=72)

The quality of theprograms

Flexibility/Adaptation tothe clients needs

The organizationstrainers

Experience in the fieldthat your organizationoperates

The prices for the offeredservices

The long termrelationship with theexternal organization

The organizationsreputation

Outsourcing Criteria

Page 40

C 6. How much did the following criteria influence you in choosing the external consultant/expert for learning and development activities in the 4th quarter/2010?

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: 30-100!

Quality of Programs Definition

Page 41

C6A. Please write below what does the expression quality of the programs, the criteria used in choosing the external consultant/expert for learning and developmentactivities, means to you?

18.6

8.0

2.9

7.2

7.9

32.4

19.2

12.9

12.1

10.8

9.8

9.5

9.3

9.2

9.2

9.1

8.8

7.9

5.9

5.8

2.3

3.9

10.8

12.3

11.8

-

-

54.5

12.9

9.4

-

15.3

12.1

-

5.9

-

6.7

-

%

*Base: Organizations that used External trainings or External coaching and mentoring sessions

3rd quarter/2010 Base*: 76

4th quarter/2010 Base*: 72

Q4/2010

Q3/2010

Adapting to the needs of the participants/to the company

The relevance/ quality of information

The way of presenting the course

The applicability of theoretical knowledge

Follow-up/post evaluation activities

The results obtained after the training/ attaining the objectives

Interactivity

The experience/ the knowledge of the field of activity

Feedback from participants

The previous experience that the trainer has

The structure of the program

The methodology used

The information novelty

The training materials/ manuals quality

The relevance of the content towards the organization specific

Reliability / professionalism

The allocated time

Others

Don't know/ No answer


External funds percentage fromtotal financing for learning and

development activities

4.94.24.9

13.5

0

20

40

60

80

100

1st

quarter/2010

(N*=75)

2nd

quarter/2010

(N*=86)

3rd

quarter/2010

(N*=117)

4th

quarter/2010

(N*=110)

Yes

External Funds Usage

Page 42

C 7. Did you use any external funds (e.g. European Funds) for financing the learning and development activities in the 4th quarter/2010? / C 8. Out of the total amount offinancing for the learning and development activities conducted within your organization in the 4th quarter/2010, what percentage was represented by external funds(e.g. European Funds) ?

%

Usage of external funds

COUNTQ4/2010N**=6

25% 2

50% 2

70% 1

Dont know/ No answer 1


**Organizations that used external funds

Performance Management/

Compensation and Benefits

Back to Agenda

33.930.2

38.4

56.1

0

20

40

60

80

100

Q1/2010

(N**=96)

Q2/2010

(N**=107)

Q3/2010

(N**=136)

Q4/2010

(N**=119)

Yes

74.670.371.670.7

52.9

46.8

48.6

57.861.3

57.3

59.0

53.0

42.3

47.246.450.7

35.8

26.428.2

30.234.430.432.4

34.3

27.7

29.8

26.9

0

20

40

60

80

Q1/2010

(N**=96)

Q2/2010

(N**=107)

Q3/2010

(N**=136)

Q4/2010

(N**=119)

Ensuring of a pleasant workenvironment

Training/development activities

Official recognition of their value

Formal meetings with theorganizations management

Offering other financial benefits

Increasing decision-making power

Promotions

Retention Techniques

Page 44

D 1. How much did you use the following retention techniques in the 4th quarter/2010? / D 9. Did you implement any performance management projects in the 4thquarter/2010?

T2b*%

%

Retention techniquesusage

Performance management projects

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

Scale: 0-80!

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


0.0

63.656.1

62.3

37.7

0.0 0.0 1.7

67.8

37.025.3 28.9

0

20

40

60

80

100

Q1/2010

(N**=44)

Q2/2010

(N**=42)

Q3/2010

(N**=46)

Q4/2010

(N**=32)

0%

1-30%

31 -100%

64.577.2

66.7 69.5

0

20

40

60

80

100

Q1/2010

(N*=96)

Q2/2010

(N*=107)

Q3/2010

(N*=136)

Q4/2010

(N*=119)

Yes

37.946.2

40.534.3

0

20

40

60

80

100

Q1/2010

(N*=96)

Q2/2010

(N*=107)

Q3/2010

(N*=136)

Q4/2010

(N*=119)

Yes

Page 45

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 Q4/ 2010 vs. Q3/ 2010

16.4

26.04.6

1.7Q3/2010N**=46

Q4/2010N**=42 21.4

(%)

14.7


%

Flexible schedulePercentage of employees having the

possibility of flexible scheduleDynamics of people with flexible schedule

in Q4/ 2010 vs. Q3/ 2010

% %

20.9

19.23.8

0.8Q3/2010N***=93

Q4/2010N***=74 15.3

(%)

20.1


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

0.0

52.5 51.560.3

39.7

0.0 0.0 0.8

50.9

35.743.6 41.6

0

20

40

60

80

100

Q1/2010

(N***=74)

Q2/2010

(N***=69)

Q3/2010

(N***=93)

Q4/2010

(N***=62)

0%

1-30%

31 -100%

D 7. What percentage of your employees got a promotion within your organization in the 4th quarter/2010? / D 8. How did the rate of internal promotions change in the 4thquarter/2010, comparing to the 3rd quarter/2010?

Employees' Promotion

Percentage of employees that were promoted

%

Change of internal promotions rate

12.5

22.3

24.2

20.1Q3/2010N**=136

Q4/2010N**=93 11.7

(%)

2.2


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)

51.9

19.1

29.4

22.525.9

50.4

60.0

48.6

20.9

27.125.6

18.7

0

20

40

60

80

100

Q1/2010

(N*=86)

Q2/2010

(N*=94)

Q3/2010

(N*=114)

Q4/2010

(N*=93)

0%

1 - 5%

6% ormore

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

Recruitment and Selection

Back to Agenda

45.4

66.255.5

59.9

41.3

42.5 46.4

45.6

33.040.4 33.932.0

15.521.4 20.5 16.60

20

40

60

80

100

Q1/2010

(N*=89)

Q2/2010

(N*=107)

Q3/2010

(N*=122)

Q4/2010

(N*=111)

Specialists

Entry Level

MiddleLevel

Senior/Top Level

63.3

72.9

63.6

61.5

0

20

40

60

80

100

Q1/2010

(N*=89)

Q2/2010

(N*=107)

Q3/2010

(N*=122)

Q4/2010

(N*=111)

Yes

Page 48

E 1. Did you have a recruiting plan in the 4th quarter/2010 ? / E 2. As compared to the 3rd quarter/2010, your recruiting plan for the 4th quarter/2010.... / E 3. For whichof the following levels did you use external recruiting in the 4th quarter/2010 ?

Recruitment Plan (1/2)

%

Levels for which external recruitment was used

%

Change of recruitment plan in Q4/ 2010 vs. Q3/ 2010

Q3/2010N**=76

Q4/2010N**=71

%

22.7

23.9

55.8

49.0

2.9

5.0

18.6

22.0

Includes less employees

Includes the same number of employees

Includes more employees


(%)

37.2

=% Includes more employees

%Includes less employees

27.0

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

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

Page 49

E 11. How did the number of your organizations employees change in the 4th quarter/2010, comparing to the 3rd quarter /2010? / E 13. Out of the total number ofemployees, what percentage were hired in leasing system in the 4th quarter/2010?

Recruitment Plan (2/2)

33.5

39.8

47.6

35.6

3.0

3.5

16.0

21.2

It has decreased

It remained the same

It has increased


20.0

26.8

18.2

77.2

60.758.2

72.2

22.8

0

20

40

60

80

100

Q1/2010

(N*=89)

Q2/2010

(N*=107)

Q3/2010

(N*=122)

Q4/2010

(N*=89)

0%

1% or more

%

Change of employees number in Q4/ 2010 vs. Q3/ 2010

Percentage of employees hiredin leasing system

Q3/2010N*=122

Q4/2010N*=111

%

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 4th quarter/2010? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for an interview/shortlist) foreach category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 4th quarter/2010?

Entry Level Recruitment (1/3)

34.2

30.7

44.7

31.4

5.42.7

3.610.7

0

20

40

60

80

100

Q1/2010

(N*=38)

Q2/2010

(N*=50)

Q3/2010

(N*=58)

Q4/2010

(N*=45)

100% -External

100% -Internal

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

Average recruitment costs %

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

0.0

56.4 56.1

67.9

13.3

0.01.82.6

52.8

17.518.4 18.8

0

20

40

60

80

100

Q1/2010

(N*=38)

Q2/2010

(N*=50)

Q3/2010

(N*=58)

Q4/2010

(N*=45)

0%

1-30%

Morethan31%

0.0

21.022.8

28.1

3.5

7.5

0.0

11.810.5

22.4

8.1

29.4

0

20

40

Q1/2010

(N*=38)

Q2/2010

(N*=50)

Q3/2010

(N*=58)

Q4/2010

(N*=45)

0 Euro

1-49 Euro

50 Euro ormore

Scale: 0-40!

70.2

34.9

23.1

75.0

71.0 70.0

77.8

72.9

77.3

71.1

69.2

75.0

86.9

34.1

41.1

49.7

28.024.326.1

16.623.0

33.134.0

16.313.5 16.221.4

12.915.6

21.1

12.1

27.1

8.6

13.0

0

20

40

60

80

100

Q1/2010

(N*=38)

Q2/2010

(N*=50)

Q3/2010

(N*=58)

Q4/2010

(N*=45)

Employees references /internal recommendation

Direct/ spontaneous applications

Candidates found via employment ads/ recruiting sites

Previous candidates

Hiring former employees

Internship

Head hunting

Recruiting agencies

Educational institutes/ Student NGOs

Page 51E 4. Which were the external recruiting sources for the following levels in the 4th quarter/2010?


External recruitment sources used %

*Base: Organizations that used external recruitment for - Entry LevelCategories with less than 12% in Q4/2010 were not presented

61.2

70.9

65.6

62.7

52.8

43.9

50.252.9

25.1

31.7

28.9

43.9

36.7

42.4

39.3 39.639.6

30.9

44.0

28.429.329.7

26.2 28.0

31.7

25.5

20.0

23.9

0

20

40

60

80

100

Q1/2010

(N*=38)

Q2/2010

(N*=50)

Q3/2010

(N*=58)

Q4/2010

(N*=45)

Candidates attitude

Candidates matching with the organization culture

Candidates communication skills

The results gained on the test

Previous experience

Candidates technical skills

Highest level of education

Page 52

E 10. Which are the main criteria that you considered when you selected candidates for each of the following categories of open/available positions in the 4th quarter/2010?


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

Main criteria considered when selecting candidates %


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 4th quarter/2010? / 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 4thquarter/2010?

Specialists Recruitment (1/3)

32.435.0

23.722.4

2.70.0 0.09.8

0

20

40

60

80

100

Q1/2010

(N*=59)

Q2/2010

(N*=61)

Q3/2010

(N*=74)

Q4/2010

(N*=50)

100% -External

100% -Internal



*Base: Organizations that used external recruitment for - Specialists

58.865.3

5.70.03.23.7

65.560.9

10.013.213.6

9.0

0

20

40

60

80

100

Q1/2010

(N*=59)

Q2/2010

(N*=61)

Q3/2010

(N*=74)

Q4/2010

(N*=50)

0%

1-30%

Morethan31%

33.7

8.94.2

3.83.5

14.314.0

2.5

3.4

21.8

15.2

30.0

0

20

40

Q1/2010

(N*=59)

Q2/2010

(N*=61)

Q3/2010

(N*=74)

Q4/2010

(N*=50)

0 Euro

1-49 Euro

50 Euro ormore

Scale: 0-40!

71.972.5

69.2

76.7

69.0

66.564.5

69.3

52.4

69.5

64.0

28.0

40.9

33.4

42.9

25.327.3

31.234.3

24.525.4

28.7

20.3

12.5

17.3

11.915.4

11.011.8

16.7

0

20

40

60

80

100

Q1/2010

(N*=59)

Q2/2010

(N*=61)

Q3/2010

(N*=74)

Q4/2010

(N*=50)




Previous candidates

Head hunting

Recruiting agencies

Hiring former employees

Job Fairs

Page 54

E 4. Which were the external recruiting sources for the following levels in the 4th quarter/2010?



*Base: Organizations that used external recruitment for - SpecialistsCategories with less than 10% in Q4/2010 were not presented

42.1

33.4

76.3

86.5

81.9

76.8

73.9

51.4

45.7

57.4

47.6

39.1

42.1 46.7

51.7

20.3

22.8 22.824.0

14.3

12.1

8.98.5

10.2

13.6 14.4

9.47.8

13.210.0

4.58.4

0

20

40

60

80

100

Q1/2010

(N*=59)

Q2/2010

(N*=61)

Q3/2010

(N*=74)

Q4/2010

(N*=50)

Previous experience


Candidates attitude



Internal recommendations


Other specialized courses


Page 55



*Base: Organizations that used external recruitment for - Specialists


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 4th quarter/2010? / 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 4thquarter/2010?

Middle Level Recruitment (1/3)

20.7

29.325.2

17.16.3

13.6 0.09.4

0

20

40

60

80

100

Q1/2010

(N*=36)

Q2/2010

(N*=37)

Q3/2010

(N*=42)

Q4/2010

(N*=36)

100% -External

100% -Internal



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

45.4

66.7

3.20.03.00.0

51.0

63.9

12.2

20.914.0

9.1

0

20

40

60

80

100

Q1/2010

(N*=36)

Q2/2010

(N*=37)

Q3/2010

(N*=42)

Q4/2010

(N*=36)

0%

1-30%

Morethan31%

12.18.8

44.9

6.42.9

3.00.0

2.32.8

24.8

16.6

42.0

0

20

40

60

Q1/2010

(N*=36)

Q2/2010

(N*=37)

Q3/2010

(N*=42)

Q4/2010

(N*=36)

0 Euro

1-49 Euro

50 Euro ormore

Scale: 0-60!

66.4

58.3 62.2 56.0

63.7

66.970.2

80.2

45.8

43.3

53.2

39.9

16.5

39.3

32.0

34.3

39.9

47.6

41.8

26.1

18.0

24.8

33.3

15.313.0 13.6

0

20

40

60

80

100

Q1/2010

(N*=36)

Q2/2010

(N*=37)

Q3/2010

(N*=42)

Q4/2010

(N*=36)




Recruiting agencies

Head hunting

Previous candidates

Job Fairs

Page 57

E 4. Which were the external recruiting sources for the following levels in the 4th quarter/2010?



*Base: Organizations that used external recruitment for - Middle Level Categories with less than 10% in Q4/2010 were not presented

32.0

9.2

2.3

83.8

86.3

74.276.7

47.3

38.0

38.1

41.741.8

62.1

50.0

40.3

16.8

35.9

49.9

44.8

30.1

33.0

16.2

6.98.614.3 15.2

20.3

2.92.55.6

0

20

40

60

80

100

Q1/2010

(N*=36)

Q2/2010

(N*=37)

Q3/2010

(N*=42)

Q4/2010

(N*=36)

Previous experience

Candidates attitude




Internal recommendations



Other specialized courses

Page 58



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


Legal and Industrial Relations

Back to Agenda

23.9

22.2

31.6

40.7

0

20

40

60

80

100

1st

quarter/2010

(N*=81)

2nd

quarter/2010

(N*=78)

3rd

quarter/2010

(N*=102)

4th

quarter/2010

(N*=85)

Yes

Page 60

F 5. Did you have a restructuring plan that involves restructuring of positions and/or reducing number of employees in your organization in the 4th quarter/2010? / F 6.As compared to the 3rd quarter/2010, in the 4th quarter/2010 were restructured/ eliminated.... / F 7. Which of the following methods have been used within yourorganization during the process of restructuring regarding the elimination of positions and/or reducing the number of employees in the 4th quarter/2010 :

Restructuring Process

Restructuration situation(COUNT)

Q4/2010N**=22

More positions 12

Less positions 8

Don't know/ No answer 3

Used restructuration methods (COUNT)

Q4/2010N**=22

Individual discharges 13

Natural leaves which were not followed by replacements

12

Post disestablishment and offering new positions to employees pointed for discharging

11

Voluntary departures after providing some compensations

6

Collective discharges 4

Presence of Restructuring Plan

%

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated legal and industrial relations in their companies**Base: Organizations that had a restructuring plan

7.111.014.0

8.3

33.948.0

48.735.6

0

20

40

60

80

100

Q1/2010

(N*=81)

Q2/2010

(N*=78)

Q3/2010

(N*=102)

Q4/2010

(N*=85)

Workinjuries

DisciplinaryBoards

Page 61

F 2 / F 4 / F 3 / F 1

Legal Events

39.8

39.2 9.8

9.1

8.435.5

29.6 18.0 3.4

7.1

It Has decreased

It Remained the same

It Has increased

Not applicable/ We didnt have any medical leave within our


Dynamics of medical leavein Q4/ 2010 vs. Q3/ 2010

Q3/2010N*=102

Q4/2010N*=85

%

- 25.7

(%)

- 11.6

=% Has increased %Has decreased

Situations occurred

%

Number of Disciplinary Boards

%

Number of work injuries

COUNTQ4/2010N***=7

One 2

Two 1


4

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated legal and industrial relations in their companies

**Base: Organizations that registered disciplinary boards***Base: Organizations that registered work injuries

3.0

12.8 8.8 8.8

17.0

46.3

36.127.425.5

38.942.8

36.6

0

20

40

60

80

100

Q1/2010

(N**=39)

Q2/2010

(N**=41)

Q3/2010

(N**=37)

Q4/2010

(N**=32)

One

Two-Five

Morethan 5

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)

Other

25.6%

Bucharest

74.4%

Male

20.6%Female

79.4%

Region

Gender

Experience in HR field

40.9

2.011.7

39.7

5.8

More than

15 years

8-15 years

4-7 years

1-3 years

Less than 1

year

N=164

%

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

N*=136

21.9

0.5

21.5

52.8

3.3Non-Governmental

Organization/ civil

society

Public institution

Multinational

organization

Large Romanian

company

Small and Medium

Enterprise

Don't know/ No

answer

80.5 18.40.50.5

Entirely Public

Entirely Private

Mix of capital(Public + Private)

Don't know/ No answer

Page 64

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

capital

35.9%

100%

foreign

capital

46.4%

Joint capital

17.7%

Form of organization

N=164

Public/ private capital

Type of company

%

%

5.3

6.9

32.3

29.7

4.3

11.8

3.4

6.3

More than 5 000 000

Euro

3 000 000 5 000000 Euro

1 000 000 - 2 999 000

Euro

500 000 999 000Euro

100 000 499 000Euro

50 000 99 000 Euro

Less than 50 000 Euro

I dont know/ I dontanswer

Corporations

46.0%

SME

40.0%

SOHO

14.0%

Page 65

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)

19.1

1.0

1.7

5.5

6.3

6.7

7.7

7.7

8.1

9.5

26.6

N=164Field of activity Company turnover

Permanent employees

% %

Professional services/ Media

Financial / Banking

IT

Auto industry

Distribution / retail

Telecom

Food/ Beverages industry

Pharmacy / Medicine

Construction / Building Materials

Cosmetics industry / detergents / care products home

Other

Thank You!

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Report Romanian Hr Outlook 4th Quarter

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