Piata de Resurse Umane in Romania

1. Piata de Resurse Umane in Romania 23 martie 2011 Conferinta ZF de Resurse Umane

2. Agenda 1. Despre noi Prioritatile de Resurse Umane in Romania vs . Europa: Studiul anual BCG / EAPM Pulsul pietei de Resurse Umane din Romania: studiul trimestrial HRC / Daedalus Millward Brown Page 2

3. 1. Despre noi: HR Club in cifre Ceamai mare asociatiea profesionistilor inresurse umane din Romania • Peste400 de membri • Din peste 300 de organizatii • Reprezentandpeste 200.000 de angajati • Traditie de peste 7 ani • 2 proiecteeuropenein valoare de 300.000 euro • POSDRU 2007-2013 & Leonardo • Membru in Comitetul Executiv al Asociatiei Europene pentru Managementul Oamenilor (EAPM) • Membru al Federatiei Mondiale a Asociatiilor din Domeniul Managementului Oamenilor (WFPMA) Page 3

4. Conducerea HR Club in mandatul 2010-2011 Ruxandra Stoian, Membru in Board & Partner, PwC Rusia Csaba Gergely, Presedinte & director de HR Provident Financial Florin Petean, Membru in Board & Director Executiv CDM Cluj-Napoca Andreea Voinea, Membru in Board & Director Executiv de HR BCR Erste Bank Viorel Panaite, Membru in Board & Partner, Human Invest Simona Simion-Popescu, Membru in Board & Country HR Manager Romania & Moldova, Coca-Cola HBC Anca Podoleanu, Director executiv HR Club Camelia Slivneanu, Membru in Board & HR Supply Chain & Industrial Relations Manager Coca Cola HBC

5. Obiective strategice in 2010 - 2011 Page 5

6. 2. Prioritatile de Resurse Umane in Romania vs. Europa: studiul BCG/EAPM Page 6

7. In urmatoarea decada, politicile si strategiile de formare si mobilitate a specialistilor vor fi prioritare pentru majoritatea industriilor. Page 7

8. Masuri eficiente in perioada de criza Page 8

9. Has increased Has increased D2, D3, D4, D5, D6 Has decreased Has decreased Lucrul de acasa si flexibilizarea programului de lucru 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 % % % Δ (%) Q3/2010 N**=46 14.7 Q4/2010 N**=42 21.4 Δ = %Increase – %Decrease Flexible schedule Percentage of employees having the possibility of flexible schedule Dynamics of people with flexible schedule in Q4/ 2010 vs. Q3/ 2010 % % % Δ (%) Q3/2010 N***=93 20.1 Q4/2010 N***=74 15.3 Δ = %Increase – %Decrease *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 Page 9

10. Masuri eficiente de dezvoltare a capabilitatilor managerilor in aceasta perioada de criza Page 10

11. 3. Studiul trimestrial HR OUTLOOK: principalele rezultate in Q4 2011 Strategia de resurse umane Training-ul, recrutarea si activitatile logistice specifice resurselor umane raman principalele prioritati ale departamentului de RU in T4. Se observa o crestere semnificativa in zona de litigii, compensatii, consultanta in procesele de resurse umane, si dezvoltarea sistemului de resurse umane in T4, fata de T3. Prin comparatie cu primele trimestre, la finalul anului 2010, bugetul de resurse umane a scazut, iar oamenii de resurse umane s-au concentrat pe utilizarea in totalitate a bugetului alocat. Dezvoltare organizationala Desi aproximativ un procent constant de organizatii au implementat in T4 programe de management al schimbarii, un numar mai mic de angajati au fost implicati in acestea fata de T3. Organizarea departamentala a reprezentat principala arie vizata de programele de management al schimbarii. Colaborarea cu consultantii externi pentru imbunatatirea culturii organizationale a crescut in ultimul trimestru, cand organizatiile au apelat la consultanti externi pentru organizarea de evenimente, training-uri si alet proiecte care aduc valoare companiei. Invatare si Dezvoltare Bugetul de invatare si dezvoltare per angajat, a ramas constant in cele 4 trimestre, iar prudenta in utilizarea acestui buget ramane un aspect semnificativ si in T4. Desi sesiunile de coaching si mentoring au avut o prezenta comfortabila, training-urile (externe, dar in special cele interne) si e-learning-ul au cunoscut o crestere semnificativa in ultimele 3 luni ale anului 2010. Page 11

12. Concluziile HR Outlook/T4 Recrutareasiselectia Numarulorganizatiilorromanesti care au un plan de recrutare a ramas constant in cele 4 trimestre (6 din 10 companii au un astfel de plan). Cu toateacestea, focusulrecruterilor s-a schimbat in T4 princomparatie cu trimestreleanterioare, interesulpentrupozitiile de specialist a fostusormaiscazut in timpcepreocupareapentrualtepozitii de seniori a ramasconstanta. ManagementulPerformantei/CompensatiisiBeneficii Pentruretentiaangajatilor, specialistii de resurseumane s-au orientat in T4 catrecrearea un mediu de lucruplacut, training-urisipealtebeneficiifinananciarespredeosebire de T3, recunoastereameritelorangajatilor, a fost o practicamaiputinutilizata. Chiardacanumarulorganizatiilor care le permit angajatilorsalucreze de acasaramanecoanstantfata de T3, aceastapracticaestepermisaunuinumarmai mare de anagajati. Numarulorganizatiilor care le oferaangajatiloroptiunea de a avea un program flexibil, arata o usoaradescresterefata de T3. Totusi, companiile care utilizeazaacest concept, ilaplicaunuinumarmai mare de angajati . Legal & Industrial Aproximativ o patrimedintreorganizatii au avut un plan de restructurare in T4 2010, insaacestprocentramane constant fata de T3. Page 12

13. 3rd quarter/2010 4th quarter/2010 Has increased Significant differences between Q4/2010 and Q3/2010 (level of confidence 95%) 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. Has decreased Dinamica bugetului de Resurse Umane 3rd quarter/2010 Base*: 70 4th quarter/2010 Base*: 62 % Δ (%) Training and professional development (training, coaching etc) 31.8 22.0 19.5 Remuneration (including bonuses) 24.5 15.4 Recruiting 5.2 0.8 Performance management 16.3 17.9 Internal communication 13.7 Specific HR logistics (certificate management, work permit etc.) -12.7 12.7 Consultancy for Human Resources process and systems development -8.3 2.5 -12.7 Organizational research studies -0.7 -14.3 Litigations/compensation 0.0 Δ = %Increase – %Decrease *Base: Organizations that had a HR budget in the respective quarter of 2010 Page 13

14. 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 of the following HR activities have been conducted within your organization in the 4th quarter/2010? Prioritatile bugetului de RU in T4/2010 LOW POPULARITY HIGH BUDGET HIGH POPULARITY HIGH BUDGET LOW POPULARITY LOW BUDGET HIGH POPULARITY LOW BUDGET Decreased/ Increased in Q4/ 2010 as compared to Q3/ 2010 Page 14

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