Asia Pacific - Chemicals and Petroleum (Production Refining) - Cairn Energy India Pty LTD - FP6847 - CHRO - Feedback - Report 10-15-10 PDF

Thank you for participating in IBM's 2010 Global CHRO Study.
We collected insights and experiences from more than 700 Chief Human Resource Officers and senior HR executives across 61 countries and 31 industries. We spoke with you and other HR executives to understand the most important workforce imperatives, how they align to business demands and how effective companies are performing in these key areas. As a follow-up to our initial meeting, this customized report compares your responses with those from your industry and region regarding key capabilities enabling organizations to work beyond borders. Once again, we thank you for your contribution and hope that you will consider participating in future IBM studies.
Organization details
Organization Cairn Energy India Pty Ltd name: Interviewee P Senthil Kumar name(s): Interview Date: 03.29.2010 Chemicals and Petroleum Industry: [Production/ Refining] Region: Asia Pacific (without Japan)
Participant Feedback Report Global CHRO Study 2010
Page 1
Exploring workforce implications of current business issues

Q No
Global findings and interpretation

HR leaders are focused on two equally important goals the need to drive growth and maintain operational efficiency
Current and future areas of focus

Im proving operational efficiency 64% 44% 35% 48% 31% 44%
Today Next 3 years
Developing new product/service offerings
Expanding into new m arkets/geographies
Q 1a
Participant and peer group responses

Overall, what do you see as the primary business challenges affecting your organization today?
Company
Addressing regulatory challenges Expansion into new markets/geographies Improving operational efficiency
Global
1 Improving operational efficiency (64%) 2 Developing new product/service offerings (35%) 3 Expansion into new markets/geographies (31%)
Region
1 Improving operational efficiency (57%) 2 Developing new product/service offerings (38%) 3 Increasing revenue from current operations (36%)
Industry
1 Improving operational efficiency (71%) 2 Expansion into new markets/geographies (63%) 3 Developing new product/service offerings (34%)
Q 1b
Overall, what do you see as the primary business challenges affecting your organization in the next 3 years?
Company
Addressing regulatory challenges Expansion into new markets/geographies Improving operational efficiency
Global
1 Developing new product/service offerings (48%) 2 Expansion into new markets/geographies (44%) 3 Improving operational efficiency (44%)
Region
1 Developing new product/service offerings (50%) 2 Improving operational efficiency (45%) 3 Addressing regulatory challenges (21%)
Industry
1 Expansion into new markets/geographies (71%) 2 Improving operational efficiency (59%) 3 Developing new product/service offerings (35%)
Page 2
Q No

CHROs highlight three key workforce areas as significant opportunities for improvement
Relative effectiveness
9 8 7 6 5 4 3 2 1 1 2 3 4 Efficiently allocating the workforce Rapidly developing workforce skills and capabilities Developing future leaders Managing labor costs Evaluating workforce performance Sourcing and recruiting from outside the organization Retaining valued talent within the organization Enhancing workforce productivity
Fostering collaboration and knowledge sharing 5 6 7
Relative future importance
Q2 and Q3

How important is it for your organization to address the following workforce challenges in the next 3 years? How effective is your organization in addressing the following workforce challenges today? Importance of workforce challenges in the future
Developing Future Leaders Efficiently allocating the workforce across the organization Enhancing workforce productivity Evaluating workforce performance Fostering collaboration and knowledge sharing across the organization Managing labor costs Rapidly developing needed workforce skills and capabilities Retaining valued talent within organization Sourcing and recruiting individuals from outside the organization 0% 20% 40% 60% 80% 100%
Company Response Yes No No No Yes No No Yes No
Global average
Regional average
Industry average
Effectiveness in addressing workforce challenges today

Developing Future Leaders Efficiently allocating the workforce across the organization Enhancing workforce productivity Evaluating workforce performance Fostering collaboration and knowledge sharing across the organization Managing labor costs Rapidly developing needed workforce skills and capabilities Retaining valued talent within organization Sourcing and recruiting individuals from outside the organization 1 Ineffective 2 3 4 5 Very effective 6 Don't know* 7 No answer available*
Global average
Regional average
Industry average
Company
* Applies only to individual

company responses
Page 3
Global Analysis Framework

Three key capabilities enable organizations to work beyond borders
Cultivating creative leaders

Developing the next generation to lead a more global, flexible and diverse workforce
Mobilizing for speed and flexibility

Rapidly develop and deploy workforce skills and capabilities to match emerging opportunities
Capitalizing on collective intelligence

Fostering collaboration and knowledge sharing to drive efficiency and foster innovation
Page 4
Cultivating creative leaders

Q No

Less than one-third of companies say they are effective at building the next generation of leadership capabilities
Effectiveness at developing future leaders

Relative effectiveness
9 8 7 6 5 4 3 2 1 1 2 3 4 5 6 7 8 9
Ineffective
69%
Effective
31%
Developing future leaders
Q3

How effective is your organization in addressing the following workforce challenges today? (Developing future leaders)
Region
68%
32%
Industry
66%
Ineffective (1 - 3) Effective (4 - 5)
34%
Company 1
Ineffective
5
Very effective
Page 5
Q No

Despite economic uncertainty, roughly four out of ten companies have increased investment in leadership development
Changes in leadership development investments
50% 44% 33% 43%
17% 13%
Mature markets
Growth markets
Q4

How has the recent economic downturn affected your investments in the following areas?
Leadership development
1
Decreased
2
No change
3
Increased
4
Don't know*
5
No answer available* Company * Applies only to individual
company responses
Global average
Regional average
Industry average
Page 6

Q No

Over the next three years, more than half of CHROs plan to inject a higher dose of flexibility into the composition of their workforces
Anticipated change in labor flexibility techniques over the next three years
Outsourcing (moving work to 7% another company)
37% 56%
Offshoring (moving work outside your country but within your 4% 40% company) Hiring part-time workers 4% 43%
56%
53%
Using temporary / contingent workers 10%
40%
50%
Bringing back retired workers 9%
59%
32%
Decrease
No change
Increase
Q9

How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years?
Outsourcing Offshoring Hiring part-time workers Using temporary / contingent workers Bringing back retired workers
1
Decrease
2
No change
3
Increase
4
Don't know*
5
No answer available*
Global average
Regional average
Industry average
Company

company responses
Page 7
Q No

While companies are looking to become more flexible, they are still challenged in building and allocating talent
Effectiveness ratings
Relative effectiveness Efficiently allocating the workforce across the organization
9 8 7 6 5 4
64% 36%
Rapidly developing workforce skills and capabilities Effective
69% 31%
Ineffective
3 2 1
Efficiently allocating the workforce across the organization
Rapidly developing workforce skills and capabilities
Q3

How effective is your organization in addressing the following workforce challenges today? (Efficiently allocating the workforce across the organization) and (Rapidly developing workforce skills and capabilities) Efficiently allocating the workforce across the organization
Region
63%
37%
Industry
56%
44%
Ineffective (1 - 3)
Effective (4-5)
Company 1
Ineffective
5
Very effective
Rapidly developing workforce skills and capabilities

Region 71% 29%
Industry
67%
33%
Ineffective (1 - 3)
Effective (4 - 5)
Company 1
Ineffective
5
Very effective
Page 8
Q No
Global findings & interpretation

CHROs are struggling to establish the infrastructure they need to balance talent supply and demand
Activities used to balance talent supply and demand

Move people across business units and divisions Move people across geographies Internal labor markets that increase the visibility of job opportunities Reskilling individuals based on business priorities
73% 69% 68% 87%
Enabling infrastructure
Common skills taxonomy Analytics that highlight the quantity and availability of specific skills Analysts that evaluate talent supply/demand issues on an ongoing basis Forecasting models that link demand for products/services to labor requirements
51% 50% 43% 39%
Financial outperformers are 64% more likely to use analysts that evaluate talent supply/demand issues on an ongoing basis
Q 10

Does your organization use the following to manage talent supply and demand?
Move people across business units and divisions Move people across geographies Internal labor markets that increase the visibility of job opportunities Reskilling individuals based on business priorities Common skills taxonomy Analytics that highlight the quantity and availability of specific skills Analysts that evaluate talent supply/demand issues on an ongoing basis Forecasting models that link demand for products/services to labor requirements
Company Response Yes Yes Yes Yes No Yes Yes No 20%

Global average
0%
40%
60%
80%
100%
Regional average
Industry average
Page 9
Q No

Companies better at rapidly developing skills are more likely to apply both traditional and progressive learning techniques
Techniques used to rapidly develop skills

Classroom
94% 89%
Blended
81% 70%
Mentoring
78% 68%
Computer-based
72% 64%
Collaborative tools
43% 34%
Virtual worlds
19% 9%
More effective
Less effective
Q3 and Q 16

Does your organization use the following techniques to develop employees?
Company Response
Classroom Blended Mentoring Computer-based Collaborative tools Virtual worlds

0% 20%
Global average
Yes Yes No Yes No No 40% 60% 80%

Industry average
100%
Regional average
Page 10

Q No

Organizations struggle to connect their workforces
Effectiveness at fostering collaboration and knowledge sharing

Relative Effectiveness
9 8 7 6 5 4 3 2 1 1
Ineffective
78%
Effective
22%
Fostering collaboration and knowledge sharing

2 3 4 5 6 7 8 9
Q3

How effective is your organization in addressing the following workforce challenges today? (Fostering collaboration and social networking)
Region
78%
22%
Industry
77%
Ineffective (1 - 3) Effective (4 - 5)
23%
Company 1
Ineffective
5
Very effective
Page 11
Q No

Less than a third of companies are regularly applying collaborative approaches to drive knowledge sharing and innovation
Uses for collaboration and social networking tools

Enable global teams to work 41% more effectively Spread innovation throughout the 46% organization more effectively Preserve critical knowledge 49% Identify individuals with relevant knowledge and skills 55% Not much Somewhat
26% 33%
27%
27%
28%
23%
26%
19%
To a large extent
Q 14

To what extent are on-line collaboration and social networking approaches used in your organization to:
Enable global teams to work more effectively Spread innovation throughout the organization more effectively Preserve critical knowledge
Identify individuals with relevant knowledge and skills
1 Not at all
5 To a very large extent

Industry average
Don't know* No answer available*

Company
Global average
Regional average

company responses
Page 12
Becoming borderless
Q No

Most companies still find themselves challenged in making evidence-based workforce decisions
Effective in using analytics to make workforce decisions

39%
29%
20%
5%
7%
1 Ineffective
5 Very effective
Q 18

Overall, how effective is your organization at using analytics to make workforce decisions?
Company
Industry average
Region average
Global average
Ineffective
Very effective
Don't know* No answer available* * Applies only to individual company responses
Page 13
Q No

Less than one-quarter of CHROs are using analytics to make future workforce decisions
Application of workforce analytics
Measuring collaboration and knowledge sharing 14% across the organization Enhancing workforce productivity 39% Evaluating workforce performance 40% Retaining valued talent within the organization 38% Sourcing, recruiting and onboarding individuals from outside the organization SOA
40% 22% 23% 25% 26% 5% 14% 15% 19% 20%
Developing workforce skills and capabilities 30%
Data Visualization
Allocating the workforce across the organization Developing workforce strategy linked to Unified Communications business strategy Developing future leaders
35% 28% 29%
Can identify historical trends and patterns
Can develop scenarios and predict future outcomes
Q 19

Which statement best describes your organizations use of workforce analytics within each of these human capital areas?
Measuring collaboration and knowledge sharing across the organization Enhancing workforce productivity Evaluating workforce performance Retaining valued talent within the organization Sourcing, recruiting and onboarding individuals from outside the organization Developing workforce skills and capabilities Allocating the workforce across the organization Developing workforce strategy linked to business strategy Developing future leaders
We do not use 1.00 analytics within this area
We can produce 2.00 reports on current status
We can identify 3.00 historical trends and patterns
We can develop 4.00 scenarios and predict future outcomes
Don't know 5.00/ No answer available *
Global average
Regional average
Industry average
Company * Applies only to individual

company responses
Page 14
Q No

As companies move into new geographies they need to be aware of differences in employee attraction and retention drivers
Key differences in attracting employees Key differences in retaining employees
Compensation and benefits equal to or better than the norm New or challenging responsibilities Company values are aligned with personal values Ability to balance work and life demands
62% 33% 23% 34% 16% 38% 12% 27%
Clear career growth opportunities Compensation and benefits equal to or better than the norm New or challenging responsibilities Ability to balance work and life demands Company values are aligned with personal values
62% 48% 47% 27% 39% 50% 36% 47% 33% 44%
Growth markets
Mature markets
Q 11a

What do you believe are the three most important factors that help to attract employees?
Company
Ability to balance work and life demands Clear career growth opportunities Compensation and benefits = or > norms
Global
1 Positive corporate reputation (55%) 2 Clear career growth opportunities (48%) 3 Compensation and benefits = or > norms (44%)
Region
1 Clear career growth opportunities (54%) 2 Compensation and benefits = or > norms (54%) 3 Positive corporate reputation (49%)
Industry
1 Compensation and benefits = or > norms (67%) 2 Clear career growth opportunities (58%) 3 Positive corporate reputation (58%)
Q 11b
What do you believe are the three most important factors that help to retain employees?
Company
Clear career growth opportunities Educational opportunities New or challenging responsibilities
Global
1 Clear career growth opportunities (54%) 2 New or challenging responsibilities (46%) 3 Ability to balance work and life demands (43%)
Region
1 Clear career growth opportunities (63%) 2 Ability to balance work and life demands (42%) 3 Compensation and benefits = or > norms (41%)
Industry
1 Clear career growth opportunities (66%) 2 Company values align with personal values (49%) 3 Compensation and benefits = or > norms (46%)
Page 15
Imperatives for the new borderless workforce

Improve operational efficiency Cultivating creative leaders
Be comfortable with distributed and virtual leadership approaches; create leaders who leverage informal power
Expand into new markets/ geographies

Accelerate the development of truly borderless leaders; be creative in combining global and local talent
Develop new product/service offerings

Design leadership development programs to generate innovative emerging business opportunities
Develop online marketplaces to efficiently match global talent supply with demand
Adapt a global approach to sourcing talent; eliminate policy and process barriers to cross-border movement
Leverage flexible work structures to rapidly align talent with critical jobs in new business areas
Improve productivity through best practices sharing and reducing duplicative efforts
Improve cross-functional effectiveness by providing an online platform for virtual team collaboration
Establish a culture of creativity and innovation where new product ideas get visibility and executive support
Page 16
Section Two: General Frequencies and Comparative Statistics

Listed below are the answers that were documented from your CHRO Study interview. Comparison statistics have been provided by global average, industry and geographic region. Organization Name: Cairn Energy India Pty Ltd Industry: Chemicals and Petroleum [Production/ Refining]
Interviewee Name(s): Interview Date: Q. No.
P Senthil Kumar 03.29.2010 Description Response
Region:
Asia Pacific (without Japan)
Results
Industry average
31%
Q 1a.1
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Addressing regulatory challenges
Region average
25%
Yes
Global average 0% 20%
26%
40%
60%
80%
100%
Percent selected
Industry average
11%
Q 1a.2
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Developing new distribution channels
Region average
10%
No
Global average 0%
10%
20%
40%
60%
80%
100%
Percent selected
Industry average
34%
Q 1a.3
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Developing new products/service offerings
Region average
38%
No
35%
40%
60%
80%
100%
Percent selected
Industry average
63%
Q 1a.4
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Expansion into new markets/geographies
Region average
29%
Yes
31%
40%
60%
80%
100%
Percent selected
Industry average
71%
Q 1a.5
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Improving operational efficiency
Region average
57%
Yes
Global average 0% 20% 40% 60%
64%
80%
100%
Percent selected
Industry average
11%
Q 1a.6
Overall, what do you see as the primary business challenges affecting your organization TODAY? >Improving product/service quality
Region average
33%
No
30%
40%
60%
80%
100%
Percent selected
Industry average
0%
Q 1a.7
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Increasing customer loyalty
Region average
19%
No
Global average 0%
19%
20%
40%
60%
80%
100%
Percent selected
Page 17 *Applies only to individual company responses
Industry average
34%
Q 1a.8
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Increasing profit margins
Region average
30%
No
30%
40%
60%
80%
100%
Percent selected
Industry average
31%
Q 1a.9
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Increasing revenue from current operations
Region average
36%
No
29%
40%
60%
80%
100%
Percent selected
Industry average
11%
Q 1a.10
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Integrating newly acquired companies
Region average
12%
No
Global average 0%
14%
20%
40%
60%
80%
100%
Percent selected
Industry average
0%
Q 1a.11
Overall, what do you see as the primary business challenges affecting your organization TODAY? > Other
Region average
8%
No
Global average 0%
7%
20%
40%
60%
80%
100%
Percent selected
Industry average
21%
Q 1b.1
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Addressing regulatory challenges
Region average
21%
Yes
Global average 0%
20%
20%
40%
60%
80%
100%
Percent selected
Q 1b.2
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Developing new distribution channels
Industry average
15%
Region average
17%
No
Global average 0%
15%
20%
40%
60%
80%
100%
Percent selected
Industry average
35%
Q 1b.3
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Developing new products/service offerings
Region average
50%
No
Global average 0% 20% 40%
48%
60%
80%
100%
Percent selected
Industry average
71%
Q 1b.4
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Expansion into new markets/geographies
Region average
43%
Yes
44%
60%
80%
100%
Percent selected
Industry average
59%
Q 1b.5
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Improving operational efficiency
Region average
45%
Yes
44%
60%
80%
100%
Percent selected
Industry average
18%
Q 1b.6
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? >Improving product/service quality
Region average
22%
No
26%
40%
60%
80%
100%
Percent selected
Industry average
15%
Q 1b.7
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Increasing customer loyalty
Region average
26%
No
27%
40%
60%
80%
100%
Percent selected
Industry average
32%
Q 1b.8
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Increasing profit margins
Region average
26%
No
28%
40%
60%
80%
100%
Percent selected
Industry average
12%
Q 1b.9
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Increasing revenue from current operations
Region average
17%
No
Global average 0%
18%
20%
40%
60%
80%
100%
Percent selected
Industry average
21%
Q 1b.10
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Integrating newly acquired companies
Region average
22%
No
Global average 0%
17%
20%
40%
60%
80%
100%
Percent selected
Industry average
3%
Q 1b.11
Overall, what do you see as the primary business challenges affecting your organization in the NEXT 3 years? > Other
Region average
8%
No
Global average 0%
8%
20%
40%
60%
80%
100%
Percent selected
Industry average
80%
Q 2a.1
How important is it for your organization to address the following workforce challenges TODAY? > Developing future leaders
Region average
64%
Yes
63%
80%
100%
Percent selected
Industry average
23%
Q 2a.2
How important is it for your organization to address the following workforce challenges TODAY? > Efficiently allocating the workforce across the organization
Region average
18%
No
24%
40%
60%
80%
100%
Percent selected
Industry average
26%
Q 2a.3
How important is it for your organization to address the following workforce challenges TODAY? > Enhancing workforce productivity
Region average
37%
No
35%
40%
60%
80%
100%
Percent selected
Industry average
23%
Q 2a.4
How important is it for your organization to address the following workforce challenges TODAY? > Evaluating workforce performance
Region average
26%
No
23%
40%
60%
80%
100%
Percent selected
Q 2a.5
How important is it for your organization to address the following workforce challenges TODAY? >Fostering collaboration and knowledge sharing across the organization
Industry average
23%
Region average
28%
No
32%
40%
60%
80%
100%
Percent selected
Industry average
26%
Q 2a.6
How important is it for your organization to address the following workforce challenges TODAY? >Managing labor costs
Region average
23%
Yes
27%
40%
60%
80%
100%
Percent selected
Industry average
23%
Q 2a.7
How important is it for your organization to address the following workforce challenges TODAY? > Rapidly developing needed workforce skills and capabilities
Region average
38%
No
36%
40%
60%
80%
100%
Percent selected
Industry average
37%
Q 2a.8
How important is it for your organization to address the following workforce challenges TODAY? > Retaining valued talent within the organization
Region average
40%
Yes
38%
40%
60%
80%
100%
Percent selected
Industry average
37%
Q 2a.9
How important is it for your organization to address the following workforce challenges TODAY? > Sourcing and recruiting individuals from outside the organization
Region average
23%
No
Global average 0%
16%
20%
40%
60%
80%
100%
Percent selected
Industry average
3%
Q 2a.10
How important is it for your organization to address the following workforce challenges TODAY? > Other
Region average
3%
No
Global average 0%
5%
20%
40%
60%
80%
100%
Percent selected
Q 2b.1
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? > Developing future leaders
Industry average
80%
Region average
78%
Yes
76%
80%
100%
Percent selected
Q 2b.2
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? > Efficiently allocating the workforce across the organization
Industry average
17%
Region average
10%
No
Global average 0%
18%
20%
40%
60%
80%
100%
Percent selected
Industry average
20%
Q 2b.3
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? > Enhancing workforce productivity
Region average
33%
No
26%
40%
60%
80%
100%
Percent selected
Industry average
11%
Q 2b.4
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? > Evaluating workforce performance
Region average
13%
No
Global average 0%
15%
20%
40%
60%
80%
100%
Percent selected
Q 2b.5
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? >Fostering collaboration and knowledge sharing across the organization
Industry average
46%
Region average
44%
Yes
42%
40%
60%
80%
100%
Percent selected
Industry average
14%
Q 2b.6
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? >Managing labor costs
Region average
15%
No
Global average 0%
16%
20%
40%
60%
80%
100%
Percent selected
Q 2b.7
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? > Rapidly developing needed workforce skills and capabilities
Industry average
14%
Region average
33%
No
34%
40%
60%
80%
100%
Percent selected
Industry average
54%
Q 2b.8
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? > Retaining valued talent within the organization
Region average
53%
Yes
49%
60%
80%
100%
Percent selected
Q 2b.9
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? > Sourcing and recruiting individuals from outside the organization
Industry average
43%
Region average
19%
No
Global average 0%
18%
20%
40%
60%
80%
100%
Percent selected
Q 2b.10
How important is it for your organization to address the following workforce challenges in the NEXT 3 years? > Sourcing and recruiting individuals from outside the organization
Industry average
0%
Region average
2%
No
Global average 0%
4%
20%
40%
60%
80%
100%
Percent selected
Company
Q 3.1
How effective is your organization in addressing the following workforce challenges today? > Developing future leaders
Industry average
Region average Global average

1 Ineffective 2 3 4 5 Very effective 6 Don't know* 7 No answer available*
Company
Q 3.2
How effective is your organization in addressing the following workforce challenges today? > Efficiently allocating the workforce across the organization
Industry average

Company
Q 3.3
How effective is your organization in addressing the following workforce challenges today? > Enhancing workforce productivity
Industry average Region average
Global average
Q 3.4
How effective is your organization in addressing the following workforce challenges today? > Evaluating workforce performance
Company Industry average Region average
Global average
Company
Q 3.5
How effective is your organization in addressing the following workforce challenges today? > Fostering collaboration and knowledge sharing across the organization
Global average
Company
Q 3.6
How effective is your organization in addressing the following workforce challenges today? > Managing labor costs
Global average
Company
Q 3.7
How effective is your organization in addressing the following workforce challenges today? > Rapidly developing needed workforce skills and capabilities
Global average
Company
Q 3.8
How effective is your organization in addressing the following workforce challenges today? > Retaining valued talent within the organization
Global average
1 Ineffective
5 Very effective
6 Don't know*
7 No answer available*
Q 3.9
How effective is your organization in addressing the following workforce challenges today? > Sourcing and recruiting individuals from outside the organization
Global average
Company
Q 3.10
How effective is your organization in addressing the following workforce challenges today? > Others
Industry average

1 2 Ineffective 3 4 5 Very effective 6 Don't know* 7 No answer available*
Company
Q 4.1
How has the recent economic downturn affected your investments in the following areas? > Collaboration and social networking
Industry average

1 Decreased 2 No change 3 Increased 4 Don't know* 5 No answer* available
Company
Q 4.2
How has the recent economic downturn affected your investments in the following areas? > Core HR systems development
Global average
1 Decreased 2 No change 3 Increased 4 Don't know* 5 No answer available*
Company
Q 4.3
How has the recent economic downturn affected your investments in the following areas? > Headcount
Global average
Company
Q 4.4
How has the recent economic downturn affected your investments in the following areas? > Integrating acquired companies
Industry average

Company
Q 4.5
How has the recent economic downturn affected your investments in the following areas? > Leadership development
Industry average

Company
Q 4.6
How has the recent economic downturn affected your investments in the following areas? > Learning programs
Global average
Company
Q 4.7
How has the recent economic downturn affected your investments in the following areas? > Outsourcing of HR administrative work
Global average
Company
Q 4.8
How has the recent economic downturn affected your investments in the following areas? > Performance management programs
Global average
Company
Q 4.9
How has the recent economic downturn affected your investments in the following areas? > Talent retention
Global average
Company
Q 4.10
How has the recent economic downturn affected your investments in the following areas? > Other
Global average
Company
Q 5.1
To what extent is HR involved in the following strategic decisions? > Corporate communications decisions
Industry average

1 Not at all 2 3 4 5 To a very large extent 6 Don't know* 7 No answer available*
Company
Q 5.2
To what extent is HR involved in the following strategic decisions? > Design of physical work environments (e.g., office layout)
Global average
Company
Q 5.3
To what extent is HR involved in the following strategic decisions? > Determining products/services offered to the market
Global average
Company
Q 5.4
To what extent is HR involved in the following strategic decisions? > Determining the number of employees and their associated skill requirements
Global average
Company Industry average
Q 5.5
To what extent is HR involved in the following strategic decisions? > Identifying future leaders and succession plans
Region average
Global average
Company
Q 5.6
To what extent is HR involved in the following strategic decisions? > Identifying locations for further expansion/contraction
Global average
Company
Q 5.7
To what extent is HR involved in the following strategic decisions? > Insourcing vs outsourcing decisions (outside the HR function)
Global average
Q 5.8
To what extent is HR involved in the following strategic decisions? > Making acquisitions/divestitures
Region average
Global average
Company
Q 5.9
To what extent is HR involved in the following strategic decisions? > Responding to regulatory changes
Global average
Q 5.10
To what extent is HR involved in the following strategic decisions? > Other
Region average
Global average
Company
Q 6.1
Where do you anticipate your organizations headcount to change over the next 3 years? > Australia / New Zealand
Global average
Company
Q 6.2
Where do you anticipate your organizations headcount to change over the next 3 years? > China (including Hong Kong/Taiwan)
Global average
Company
Q 6.3
Where do you anticipate your organizations headcount to change over the next 3 years? > India
Global average
1 Decreased 2 No change 3 Increased 4 Don't know* 5 No answer Very large Very large available* extent extent
Company
Q 6.4
Where do you anticipate your organizations headcount to change over the next 3 years? > Japan
Global average
Company
Q 6.5
Where do you anticipate your organizations headcount to change over the next 3 years? > Korea
Global average
1 Decreased Not at all 2 No change 3 Increased 4 Don't know* 5 No answer available*
Company
Q 6.6
Where do you anticipate your organizations headcount to change over the next 3 years? > Other Asia Pacific
Global average
Company
Q 6.7
Where do you anticipate your organizations headcount to change over the next 3 years? > Eastern Europe + Asia
Global average
Company
Q 6.8
Where do you anticipate your organizations headcount to change over the next 3 years? > Western Europe
Global average
Company
Q 6.9
Where do you anticipate your organizations headcount to change over the next 3 years? > Middle East
Global average
Company
Q 6.10
Where do you anticipate your organizations headcount to change over the next 3 years? > North Africa
Global average
Company
Q 6.11
Where do you anticipate your organizations headcount to change over the next 3 years? > Sub-Saharan Africa
Global average
Company
Q 6.12
Where do you anticipate your organizations headcount to change over the next 3 years? > Latin America/ Mexico
Global average
Company
Q 6.13
Where do you anticipate your organizations headcount to change over the next 3 years? > North America (US & Canada)
Global average
Q7.1Q7.3
Please list the top 3 countries that you anticipate your headcount will be most likely to grow over the next 3 years (countries with existing operations only)
Company 1 No Answer 2 No Answer 3 No Answer Region 1 China (35%) 2 India (22%) 3 Australia (19%) Company 1 No Answer 2 No Answer 3 No Answer Region 1 Australia (11%) 2 United Kingdom (9%) 3 Japan (8%)
Global 1 China (32%) 2 India (23%) 3 United States (12%) Industry 1 China (40%) 2 India (20%) 3 United States (14%) Global 1 United States (12%) 2 United Kingdom (12%) 3 Germany (11%) Industry 1 United Kingdom (17%) 2 United States (11%) 3 Germany (9%)
Please list the top 3 countries that you anticipate your headcount will be least Q8.1 likely to grow over the next 3 years (countries with existing operations Q8.3 only)
Company
Q 9.1
How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years? > Bringing back retired workers
Global average
Q 9.2
How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years? > Nearshoring (moving work to a domestic location within your company)
Global average
Q 9.3
How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years? > Offshoring (moving work outside your country but within your company)
Global average
Q 9.4
How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years? > Outsourcing (moving work to another company)
Global average
Company
Q 9.5
How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years? > Part-time workers
Global average
Company
Q 9.6
How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years? > Temporary / contingent workers
Global average
Q 9.7
How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years? > Tiered labor systems (i.e.,using different pay scales for different categories of employees)
Global average
Company
Q 9.8
How do you think your organizations use of the following labor flexibility techniques will change over the next 3 years? > Other
Global average
Industry average
38%
Q 10.1
Does your organization use the following to manage talent supply and demand? > Analysts that evaluate talent supply/demand issues on an ongoing basis
Region average
50%
Yes
43%
60%
80%
100%
Percent selected
Q 10.2
Does your organization use the following to manage talent supply and demand? > Analytics that highlight the quantity and availability of specific skills
Industry average
53%
Region average
50%
Yes
50%
60%
80%
100%
Percent selected
Industry average
47%
Q 10.3
Does your organization use the following to manage talent supply and demand? > Common skills taxonomy
Region average
50%
No
51%
60%
80%
100%
Percent selected
Industry average
32%
Q 10.4
Does your organization use the following to manage talent supply and demand? > Forecasting models that link demand for products/services to labor requirements
Region average
43%
No
39%
40%
60%
80%
100%
Percent selected
Q 10.5
Does your organization use the following to manage talent supply and demand? > Internal labor markets that increase the visibility of job opportunities
Industry average
68%
Region average
62%
Yes
69%
80%
100%
Percent selected
Industry average
97%
Q 10.6
Does your organization use the following to manage talent supply and demand? > Move people across business units and divisions
Region average
88%
Yes
Global average 0% 20% 40% 60% 80%
87%
100%
Percent selected
Industry average
91%
Q 10.7
Does your organization use the following to manage talent supply and demand? > Move people across geographies
Region average
70%
Yes
73%
80%
100%
Percent selected
Industry average
68%
Q 10.8
Does your organization use the following to manage talent supply and demand? > Reskilling individuals based on business priorities
Region average
74%
Yes
68%
80%
100%
Percent selected
Industry average
6%
Q 10.9
Does your organization use the following to manage talent supply and demand? > Other
Region average
7%
No
Global average 0%
5%
20%
40%
60%
80%
100%
Percent selected
Industry average
24%
Q 11a.1
What do you believe are the three most important factors that help to ATTRACT employees? > Ability to balance work and life demands
Region average
20%
Yes
Global average 0%
21%
20%
40%
60%
80%
100%
Percent selected
Industry average
58%
Q 11a.2
What do you believe are the three most important factors that help to ATTRACT employees? > Clear career growth opportunities)
Region average
54%
Yes
48%
60%
80%
100%
Percent selected
Q 11a.3
What do you believe are the three most important factors that help to ATTRACT employees? > Company has a track record of transforming itself and continuing its success in the market
Industry average
48%
Region average
35%
No
35%
40%
60%
80%
100%
Percent selected
Industry average
67%
Q 11a.4
What do you believe are the three most important factors that help to ATTRACT employees? > Compensation and benefits equal to, or greater than, industry and/or local norms
Region average
54%
Yes
44%
60%
80%
100%
Percent selected
Industry average
24%
Q 11a.5
What do you believe are the three most important factors that help to ATTRACT employees? > Company values are aligned with personal values
Region average
23%
No
30%
40%
60%
80%
100%
Percent selected
Industry average
3%
Q 11a.6
What do you believe are the three most important factors that help to ATTRACT employees? > Educational opportunities
Region average
8%
No
Global average 0%
13%
20%
40%
60%
80%
100%
Percent selected
Industry average
6%
Q 11a.7
What do you believe are the three most important factors that help to ATTRACT employees? > New or challenging responsibilities
Region average
28%
No
30%
40%
60%
80%
100%
Percent selected
Industry average
12%
Q 11a.8
What do you believe are the three most important factors that help to ATTRACT employees? > Opportunity to build specific skills
Region average
15%
No
Global average 0%
14%
20%
40%
60%
80%
100%
Percent selected
Industry average
0%
Q 11a.9
What do you believe are the three most important factors that help to ATTRACT employees? > Opportunity to work with a specific manager or set of peers
Region average
8%
No
Global average 0%
5%
20%
40%
60%
80%
100%
Percent selected
Industry average
58%
Q 11a.10
What do you believe are the three most important factors that help to ATTRACT employees? > Positive corporate reputation
Region average
49%
No
55%
60%
80%
100%
Percent selected
Industry average
0%
Q 11a.11
What do you believe are the three most important factors that help to ATTRACT employees? > Other
Region average
3%
No
Global average 0%
4%
20%
40%
60%
80%
100%
Percent selected
Industry average
43%
Q 11b.1
What do you believe are the three most important factors that help to RETAIN employees? > Ability to balance work and life demands
Region average
42%
No
43%
60%
80%
100%
Percent selected
Industry average
66%
Q 11b.2
What do you believe are the three most important factors that help to RETAIN employees? > Clear career growth opportunities
Region average
63%
Yes
54%
60%
80%
100%
Percent selected
Q 11b.3
What do you believe are the three most important factors that help to RETAIN employees? > Company has a track record of transforming itself and continuing its success in the market
Industry average
14%
Region average
19%
No
Global average 0%
18%
20%
40%
60%
80%
100%
Percent selected
Q 11b.4
What do you believe are the three most important factors that help to RETAIN employees? > Compensation and benefits equal to, or greater than, industry and/or local norms
Industry average
46%
Region average
41%
No
35%
40%
60%
80%
100%
Percent selected
Industry average
49%
Q 11b.5
What do you believe are the three most important factors that help to RETAIN employees? > Company values are aligned with personal values
Region average
39%
No
40%
40%
60%
80%
100%
Percent selected
Industry average
11%
Q 11b.6
What do you believe are the three most important factors that help to RETAIN employees? > Educational opportunities
Region average
12%
Yes
Global average 0%
15%
20%
40%
60%
80%
100%
Percent selected
Industry average
34%
Q 11b.7
What do you believe are the three most important factors that help to RETAIN employees? > New or challenging responsibilities
Region average
36%
Yes
46%
60%
80%
100%
Percent selected
Industry average
11%
Q 11b.8
What do you believe are the three most important factors that help to RETAIN employees? > Opportunity to build specific skills
Region average
17%
No
Global average 0%
16%
20%
40%
60%
80%
100%
Percent selected
Industry average
11%
Q 11b.9
What do you believe are the three most important factors that help to RETAIN employees? > Opportunity to work with a specific manager or set of peers
Region average
11%
No
Global average 0%
14%
20%
40%
60%
80%
100%
Percent selected
Industry average
11%
What do you believe are the three most important factors that help to Q 11b.10 RETAIN employees? > Positive corporate reputation
Region average
12%
No
Global average 0%
14%
20%
40%
60%
80%
100%
Percent selected
Industry average
3%
What do you believe are the three most important factors that help to Q 11b.11 RETAIN employees? > Others
Region average
5%
No
Global average 0%
6%
20%
40%
60%
80%
100%
Percent selected
Industry average
14%
Q 12.1
Which of the following factors are most effective at motivating your workforce? > Ability to accomplish job tasks given current skills
Region average
9%
No
Global average 0%
10%
20%
40%
60%
80%
100%
Percent selected
Q 12.2
Which of the following factors are most effective at motivating your workforce? > Ability to provide input into how job is performed
Industry average
11%
Region average
17%
No
Global average 0%
16%
20%
40%
60%
80%
100%
Percent selected
Industry average
51%
Q 12.3
Which of the following factors are most effective at motivating your workforce? > Challenging/stimulating work
Region average
50%
Yes
56%
60%
80%
100%
Percent selected
Industry average
20%
Q 12.4
Which of the following factors are most effective at motivating your workforce? > Effective front-line supervision
Region average
23%
No
24%
40%
60%
80%
100%
Percent selected
Industry average
29%
Q 12.5
Which of the following factors are most effective at motivating your workforce? > Effective senior leadership
Region average
40%
No
31%
40%
60%
80%
100%
Percent selected
Industry average
46%
Q 12.6
Which of the following factors are most effective at motivating your workforce? > Effective teamwork/collaboration
Region average
25%
No
34%
40%
60%
80%
100%
Percent selected
Industry average
49%
Q 12.7
Which of the following factors are most effective at motivating your workforce? > Linkage between performance and rewards
Region average
47%
Yes
40%
40%
60%
80%
100%
Percent selected
Industry average
20%
Q 12.8
Which of the following factors are most effective at motivating your workforce? > Performance feedback and guidance
Region average
29%
No
27%
40%
60%
80%
100%
Percent selected
Industry average
43%
Q 12.9
Which of the following factors are most effective at motivating your workforce? > Potential for career advancement
Region average
42%
Yes
38%
40%
60%
80%
100%
Percent selected
Industry average
17%
Q 12.10
Which of the following factors are most effective at motivating your workforce? > Sense of job security
Region average
13%
No
Global average 0%
18%
20%
40%
60%
80%
100%
Percent selected
Industry average
0%
Q 12.11
Which of the following factors are most effective at motivating your workforce? > Other
Region average
3%
No
Global average 0%
4%
20%
40%
60%
80%
100%
Percent selected
Q 13
How would you rate your workforces ability to adapt to changes in the business environment?
Region average
Global average
1 Not able 2 3 4 5 Fully able 6 Don't know* 7 No answer available*
Q 14.1
To what extent are on-line collaboration and social networking approaches used in your organization to > Enable global teams to work more effectively
Global average
1 Not able
5 Fully able
6 Don't know*
7 No answer available*
Q 14.2
To what extent are on-line collaboration and social networking approaches used in your organization to > Enhance the effectiveness of corporate communications
Global average
Q 14.3
To what extent are on-line collaboration and social networking approaches used in your organization to > Enhance the effectiveness of learning programs
Global average
Q 14.4
To what extent are on-line collaboration and social networking approaches used in your organization to > Identify individuals with relevant knowledge and skills
Global average
Q 14.5
To what extent are on-line collaboration and social networking approaches used in your organization to > More effectively spread innovation through the organization
Global average
Q 14.6
To what extent are on-line collaboration and social networking approaches used in your organization to > Preserve critical knowledge
Global average
Q 14.7
To what extent are on-line collaboration and social networking approaches used in your organization to > Target and recruit external candidates
Global average
Company
Q 14.8
To what extent are on-line collaboration and social networking approaches used in your organization to > Other
Global average
Q 15.1
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Concerns about intellectual property sharing
Industry average
17%
Region average
31%
No
23%
40%
60%
80%
100%
Percent selected
Q 15.2
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Individuals are not recognized for collaboration and knowledge sharing
Industry average
40%
Region average
33%
Yes
32%
40%
60%
80%
100%
Percent selected
Industry average
49%
Q 15.3
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Lack of appropriate technology
Region average
52%
No
47%
60%
80%
100%
Percent selected
Q 15.4
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Lack of leadership support
Industry average
49%
Region average
39%
No
36%
40%
60%
80%
100%
Percent selected
Q 15.5
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Lack of middle management support
Industry average
17%
Region average
13%
No
Global average 0%
16%
20%
40%
60%
80%
100%
Percent selected
Q 15.6
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Organizational silos
Industry average
54%
Region average
47%
Yes
47%
60%
80%
100%
Percent selected
Industry average
3%
Q 15.7
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Other legal concerns
Region average
11%
No
Global average 0%
15%
20%
40%
60%
80%
100%
Percent selected
Industry average
31%
Q 15.8
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Perceived lack of time
Region average
24%
Yes
35%
40%
60%
80%
100%
Percent selected
Industry average
23%
Q 15.9
Which of the following are the most significant barriers for inhibiting on-line collaboration and social networking approaches? > Other
Region average
20%
No
23%
40%
60%
80%
100%
Percent selected
Industry average
71%
Q 16a.1
INFORMAL techniques to develop employees > Blended/hybrid (combination of classroom and computer-based learning)
Region average
76%
Yes
78%
80%
100%
Percent selected
Industry average
100%
Q 16a.2
INFORMAL techniques to develop employees > Classroom (instructor led training)
Region average
90%
Yes
Global average 0% 20% 40% 60% 80%
93%
100%
Percent selected
Industry average
60%
Q 16a.3
INFORMAL techniques to develop employees > Computer-based
Region average
69%
Yes
74%
80%
100%
Percent selected
Industry average
6%
Q 16a.4
INFORMAL techniques to develop employees > Virtual worlds
Region average
9%
No
Global average 0%
16%
20%
40%
60%
80%
100%
Percent selected
Industry average
3%
Q 16a.5
INFORMAL techniques to develop employees > Other
Region average
8%
No
Global average 0%
7%
20%
40%
60%
80%
100%
Percent selected
Industry average
36%
Q 16b.1
FORMAL techniques to develop employees > Collaboration tools
Region average
33%
No
42%
40%
60%
80%
100%
Percent selected
Industry average
39%
Q 16b.2
FORMAL techniques to develop employees > Embedded (job aids and other assistance built into systems)
Region average
48%
No
47%
60%
80%
100%
Percent selected
Industry average
64%
Q 16b.3
FORMAL techniques to develop employees > Mentoring
Region average
76%
No
78%
80%
100%
Percent selected
Industry average
82%
Q 16b.4
FORMAL techniques to develop employees > On-the-job training (including job rotation)
Region average
91%
Yes
Global average 0% 20% 40% 60% 80%
91%
100%
Percent selected
Industry average
3%
Q 16b.5
FORMAL techniques to develop employees > Other
Region average
9%
No
Global average 0%
6%
20%
40%
60%
80%
100%
Percent selected
Q 17.1
Which of the following does your organization do to foster innovation? > Deliberately staff innovation projects with individuals from different backgrounds/points of view
Industry average
50%
Region average
54%
No
58%
60%
80%
100%
Percent selected
Q 17.2
Which of the following does your organization do to foster innovation? > Encourage employee participation in industry orgs, consortia, multicompany collaborations
Industry average
79%
Region average
69%
Yes
62%
80%
100%
Percent selected
Q 17.3
Which of the following does your organization do to foster innovation? > Hold learning events that bring together individuals with insights from across the organization
Industry average
68%
Region average
61%
Yes
69%
80%
100%
Percent selected
Q 17.4
Which of the following does your organization do to foster innovation? > Provide individuals with specific time to work on projects of personal interest
Industry average
12%
Region average
26%
No
28%
40%
60%
80%
100%
Percent selected
Q 17.5
Which of the following does your organization do to foster innovation? > Provide recognition vehicles that highlight innovation
Industry average
71%
Region average
50%
Yes
52%
60%
80%
100%
Percent selected
Q 17.6
Which of the following does your organization do to foster innovation? > Sponsor teams to address specific emerging business opportunities
Industry average
68%
Region average
64%
No
60%
60%
80%
100%
Percent selected
Industry average
32%
Q 17.7
Which of the following does your organization do to foster innovation? > Support informed risk taking without repercussion
Region average
28%
No
36%
40%
60%
80%
100%
Percent selected
Industry average
21%
Q 17.8
Which of the following does your organization do to foster innovation? > Use collaborative tools to increase the visibility of ideas
Region average
31%
Yes
34%
40%
60%
80%
100%
Percent selected
Industry average
6%
Q 17.9
Which of the following does your organization do to foster innovation? > Other
Region average
7%
No
Global average 0%
7%
20%
40%
60%
80%
100%
Percent selected
Q 18
Overall, how effective is your organization at using analytics to make workforce decisions?
Region average
Global average
Company
Q 19.1
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Allocating the workforce across the organization
Global average
1
We do not use analytics within this area
2
We can produce reports on current status
3
We can identify historical trends and patterns
4
We can develop scenarios and predict future outcomes
5
Don't know / No answer available *
Q 19.2
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Developing a workforce strategy that links to the overall business strategy
Company Industry average Region average Global average

1
2
3
4
5
Company
Q 19.3
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Developing future leaders
Industry average Region average Global average

1
2
3
4
5
Company
Q 19.4
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Developing workforce skills and capabilities
Global average
1
2
3
4
5
Don't know / Not answer available *
Company
Q 19.5
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Enhancing workforce productivity
Global average
1
2
3
4
5
Company
Q 19.6
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Evaluating workforce performance
Global average
1
2
3
4
5
Q 19.7
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Measuring collaboration and knowledge sharing across the organization
Global average
1
2
3
4
5
Company
Q 19.8
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Retaining valued talent within the organization

1
2
3
4
5
Q 19.9
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Sourcing, recruiting and onboarding individuals from outside the organization
Global average
1
2
3
4
5
Company
Q 19.10
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Other

1
2
3
4
5
Q 20.1
What are the biggest challenges confronting your organization today in using workforce analytics to make decisions? > HR personnel have lack of skills/experience analyzing data to make decisions
Industry average
49%
Region average
46%
Yes
38%
40%
60%
80%
100%
Percent selected
Q 20.2
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Human capital systems are poorly integrated (e.g., recruiting and learning)
Industry average
60%
Region average
50%
No
57%
60%
80%
100%
Percent selected
Q 20.3
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Human capital systems not well integrated with other organizational systems (e.g., financial, sales)
Industry average
49%
Region average
49%
No
54%
60%
80%
100%
Percent selected
Industry average
14%
Q 20.4
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Inability to extract information from our HR systems
Region average
21%
Yes
31%
40%
60%
80%
100%
Percent selected
Industry average
14%
Q 20.5
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Lack of executive level support
Region average
11%
No
Global average 0%
12%
20%
40%
60%
80%
100%
Percent selected
Q 20.6
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Managers unwilling to access information
Industry average
20%
Region average
13%
No
Global average 0%
14%
20%
40%
60%
80%
100%
Percent selected
Industry average
46%
Q 20.7
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Metrics not well defined
Region average
38%
Yes
39%
40%
60%
80%
100%
Percent selected
Industry average
26%
Q 20.8
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Quality level of human capital data is suspect
Region average
30%
No
27%
40%
60%
80%
100%
Percent selected
Industry average
17%
Q 20.9
Which statement best describes your organizations use of workforce analytics within each of these human capital areas? > Other
Region average
12%
No
Global average 0%
10%
20%
40%
60%
80%
100%
Percent selected

Asia Pacific - Chemicals and Petroleum (Production Refining) - Cairn Energy India Pty LTD - FP6847 - CHRO - Feedback - Report 10-15-10 PDF

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Thank you for participating in IBM's 2010 Global CHRO Study.

Participant Feedback Report Global CHRO Study 2010

Exploring workforce implications of current business issues

Global findings and interpretation

Current and future areas of focus

Developing new product/service offerings

Expanding into new m arkets/geographies

Participant and peer group responses

Participant Feedback Report Global CHRO Study 2010

Global findings and interpretation

Fostering collaboration and knowledge sharing 5 6 7

Relative future importance

Participant and peer group responses

Company Response Yes No No No Yes No No Yes No

Effectiveness in addressing workforce challenges today

* Applies only to individual

Participant Feedback Report Global CHRO Study 2010

Global Analysis Framework

Cultivating creative leaders

Mobilizing for speed and flexibility

Capitalizing on collective intelligence

Participant Feedback Report Global CHRO Study 2010

Cultivating creative leaders

Global findings and interpretation

Effectiveness at developing future leaders

Developing future leaders

Relative future importance

Participant and peer group responses

Participant Feedback Report Global CHRO Study 2010

Global findings and interpretation

Participant and peer group responses

Participant Feedback Report Global CHRO Study 2010

Mobilizing for speed and flexibility

Global findings and interpretation

Using temporary / contingent workers 10%

Bringing back retired workers 9%

Participant and peer group responses

* Applies only to individual

Participant Feedback Report Global CHRO Study 2010

Global findings and interpretation

Rapidly developing workforce skills and capabilities Effective

Efficiently allocating the workforce across the organization

Rapidly developing workforce skills and capabilities

Relative future importance

Participant and peer group responses

Rapidly developing workforce skills and capabilities

Participant Feedback Report Global CHRO Study 2010

Global findings & interpretation

Activities used to balance talent supply and demand

Participant and peer group responses

Company Response Yes Yes Yes Yes No Yes Yes No 20%

Participant Feedback Report Global CHRO Study 2010

Global findings and interpretation

Techniques used to rapidly develop skills

Participant and peer group responses

Classroom Blended Mentoring Computer-based Collaborative tools Virtual worlds

Yes Yes No Yes No No 40% 60% 80%

Participant Feedback Report Global CHRO Study 2010

Capitalizing on collective intelligence

Global findings and interpretation

Effectiveness at fostering collaboration and knowledge sharing

Fostering collaboration and knowledge sharing

Relative future importance