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Measuring HR Systems. Results of 2010 KPMG HR Benchmarking Survey Alevtina Borisova Partner, KPMG

Measuring HR Systems. Results of 2010 KPMG HR Benchmarking Survey Alevtina Borisova Partner, KPMG. TAX. Human Resources Transformation. PEOPLE SERVICES.

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Measuring HR Systems. Results of 2010 KPMG HR Benchmarking Survey Alevtina Borisova Partner, KPMG

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  1. Measuring HR Systems. Results of 2010 KPMG HR Benchmarking SurveyAlevtina BorisovaPartner, KPMG TAX

  2. Human Resources Transformation PEOPLE SERVICES Since middle of 1990 - HR is no longer seen as administrators, but as people to be involved in high-level strategic discussions, which means: • Technically • Per se 1. Shared Service Centers2. Centers of Expertise3. HR Business partners (HR generalists) 4. Advisor of Management 5. Center of Communication • Appreciation of the value of human assets • Strategic thinking • Orientation to business needs and certain targets • Making HR function more efficient • How to set up closer connection between business and HR?

  3. Russian Practice Subordination of HR Head Evaluating HR Effectiveness • 81,58% of 2009 HR Benchmarking participants evaluate HR Function effectiveness: • Turnover rate • Budget targets • Employee satisfaction surveys results • Headcount of support functions • How to involve HR Head in strategy developing process? • What metrics to use for evaluating HR Function effectiveness? • How to define target values for these metrics?

  4. Approaches to Measure HR Effectiveness* Approaches Measurement focus Value of Information • HR Case Studies Qualitative Description with Data • Low • HR Auditing Efficiency/Existence of Practices • Low • HR Cost Monitoring Program/Function • Low • HR Management by Objectives Goal Setting for HR Performance Measures • Moderate • Surveys Attitudes/Perceptions • Moderate • HR Key Indicators Program/Function Performance Measures • High • ROI Benefits vs. Costs • High • High • HR Benchmarking Performance Measures/Practices *Jack J. Phillips – The Human Resources Scorecard: Measuring the Return on investment

  5. What is HR Benchmarking HR Benchmarking is the comparison of the numerical and qualitative indicators of a company’s HR management system to the same indicators of other companies. • KPMG HR Benchmarking covers over 100 benchmarks in the following areas: • Financial and Statistical Data • Headcount and Responsibilities of the Support Functions (HR and Finance) • Compensation and Benefits • Recruitment and Onboarding • Training and Development • Company Image and Corporate Culture • Revenue per employee • Personnel costs as % of revenue • Personnel costs per employee • Payroll as % of total personnel costs • Personnel Turnover • HR Function FTE Ratio • Costs of various benefits per employee • Percentage of vacancies filled • Training costs per employee Assessing the efficiency of HR management processes Collecting measurable data characterizing HR management system Headcount planning and the budgeting of HR costs Assessing HR ROI

  6. Headcount and personnel costs Headcount by employee category (% of total headcount, median) Banking and Finance Top Management Middle Management Industrial Products Specialists Production workers FMCG Sales Specialists Support Staff Pharmaceuticals

  7. Salary Dynamics Prognosis for 2010-2011 January-April 2010 2010 salary changes, by employee category

  8. Changes to Bonus Plans in 2009-2010 2009 Dynamics 2010 Dynamics

  9. Benefits The most widespread benefits % of all participants

  10. Changes to Benefits in 2009-2010 Changes to Benefits in 2009 (% of all replies) Changes to Benefits in 2010 (% of all replies)

  11. Personnel Turnover Turnover Causes Rank Compensation Career and professional growth Personal reasons Working conditions Personnel Turnover Banking and Finance 21% Pharmaceuticals FMCG Industrial Products All companies

  12. Recruiting Percentage of vacancies filled 96.08% The number of vacancies filled by recruitment agencies 18.03% 16.67% The number of vacancies filled by internal candidates The number of vacancies filled by internal candidates (median) 12

  13. Training Number of trained employees 58.78% Number of employees trained by external providers 21.05% 7 Training hours per 1 employee Methods of evaluating the effectiveness of training Методы оценки эффективности обучения 13

  14. Talent and Succession Pools Succession Pool Talent Pool Number of employees (as % of average headcount) • 3.17% • 2.15% Number of filled vacancies • 3.17% • 2.15% Turnover • 1% • 3.33% 14

  15. Motivation and Company Image Non-financial motivation programs / recognition programs 90% of all participants • Professionalism rewards • Loyalty rewards • Rewards to anniversaries, holidays Regular employee satisfaction surveys 67% of all participants • Employee satisfaction surveys on annual basis 81% of all participants Building image among employees • Corporate events • Internal communications (corporate media, etc.) External image programs • Sponsorship / charity (71%) • Employer brand programs (54%) 15 15

  16. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. Presentor’ detailes: Alevtina Borisova Partner Tax and legal ABorisova@kpmg.ru+7 (495) 937 4477ZAO KPMGwww.kpmg.ru

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