HR Climate Index Study 2015

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1 Thema

Kienbaum Consultants International

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3 Content

01 Executive Summary – HR Climate Index 2015:

Under the Banner of Continuous Change 4

02 About the HR Climate Index Study 2015 6

03 Findings of the HR Climate Index Study 2015 8

3.1 State of Business 8

3.2 Developments within HR 12

3.3 Positioning of HR 14

3.4 Priorities for HR in 2015 16

3.5 Priorities for Optimized HR in 2015 18

3.6 Greatest Strategic Challenge for HR in 2015 20

04 Kienbaum in Brief 22

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The global context for the “economy” of HR work in 2015 is one of a global economy still trying to recapture momentum. Many high-income countries continue to struggle with the legacy of the global financial crisis, while emerging economies are less dynamic than in the past.

However, the economic outlook for most of the countries participating in this study is rather positive: about half of the surveyed companies anticipate growing sales and higher profitability in 2015. Further-more, about four fifths anticipate growing or constant workforce numbers in 2015. Compared to 2014, the outlook in terms of economic data is more optimistic and, at the same time, more cautious. In this context of economic recovery and the search for a new global balance, many companies see improving their efficiency and effectivity as the best way to secure their future and accelerate their growth. These expectations produce a specific set of new priorities for HR work. Accompanying and managing change is one of the most important issues, as the need for organizational agility and the successful management of culture change is ubiquitous in our globalized world. Increasing leadership and management quality is still a top priority for HR work, especially in a context of a changing environ-ment and instability giving manageenviron-ment a key role to play.

This context of permanent change spreads through all HR priorities for 2015, whether it be the retention of high potential and employer attractiveness, strategic recruitment, workforce planning and the development of competences to support business growth or secure leadership and management pipelines, or the challenge of keeping employees engaged and motivated in this uncertain environment. Continuous change has serious implications for the organization, which HR has to confront.

These would seem to be the priorities that true HR business partners who enable business growth and sustainability are made for. In comparison with previous years, HR now sees itself as a strategic partner. HR is recognized as such by nearly 90% of the managers of the participating companies, present on top management level and involved in most of strategic projects and initiatives.

Furthermore, it must be emphasized that the development of HR resources – budget and headcounts – is quite positive in comparison to previous years. The trend towards HR cost reduction seems to be over. Indeed, one third of the respondents expect an increase of their HR budget in 2015. This positive trend is even more pronounced in the emerging economies. All of this is a positive sign for HR!

01 Executive Summary – HR Climate Index 2015:

Under the Banner of Continuous Change

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And what are the main challenges for HR’s future development? The answer depends on the regions. In high-income countries, a major challenge is to successfully make the organization recognize the impact of HR work and provide transparency across the HR service portfolio. HR departments in these countries have already implemented new structures and are now undergoing a phase of consolidation, where process optimization and proving HR’s contribution to the business are the main focus. In emerging economies, HR is more concerned with implementing new structures and developing HR employees’ competencies.

Surprisingly, many important and much-vaunted topics, such as big data, work-life balance, the imple-mentation of cloud-based solutions, or diversity management, appear to have lost their relevance for HR in 2015. Do those issues play no role in the reality of HR? Or is HR missing the boat? We look forward to seeing what will be on the agenda for 2016.

Berlin, March 2015

Dr Walter Jochmann

Managing Director

Kienbaum Consultants International GmbH

Fabian Kienbaum

Managing Partner

Kienbaum Consultants International GmbH

Hans Ochmann

Managing Director

Kienbaum Management Consultants GmbH

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Kienbaum has been publishing the HR Climate Index in the first quarter of every year since 2006. The primary purpose of the study is to survey the economic expectations for HR and the position of HR within businesses. Additionally, it is com-mitted to detecting and monitoring future HR trends. Since 2006, data for the HR Climate Index has been collected annually in the DACH region, joined by Central and Eastern Europe in 2011. In 2015, Kienbaum conducted the study internationally for the first time in order to offer a global over-view of important HR issues.

Illustration 1: Allocation of the participating companies to country groups

Developed Countries Developing Countries

14 %

86 %

The sample includes 501 companies of different nationalities, sizes, and sectors of industry. Most respondents hold leading positions in HR management.

Based on their domestic economic conditions1_{, the participating}

countries are split in two categories: developed countries and developing countries. This classification uses the GDP (Gross Domestic Product), according to which:

» Developed countries are Austria, Belgium, Croatia, Czech Republic, France, Germany, Hungary, the Netherlands, Poland, Romania, Switzerland, and the United States;

» Developing countries are Brazil, China, Singapore, and Turkey.

Regarding the participating industries, the sample is made up as follows:

The largest groups in the sample are companies from the manufacturing sector, accounting for 60% of the total, followed by service providers, amounting to 32% of the sample. Retail and trade account for 5%, whereas public sector organiza-tions represent only 3%. In total, the sample covers 17 indivi-dual sectors of industry.

1_{Based on the classification used by United Nations in World Economic Situation and Prospects 2015, United Nations, New York, 2015.}

02 About the HR Climate Index Study 2015

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Small and medium-sized companies represent the core of the respondents: 65% of these are companies with a workforce of up to 1,000 employees. On average, the participating compa-nies employ 4,000 people, with the largest company having more than 300,000 employees.

Illustration 2: Representation of participating industries

Automotive

Banking and finance sector

(Legal) Consulting, auditing and real estate Chemical and pharmaceutical

Retail

Energy, utilities and waste

Engineering, technology and high-tech Machinery, equipment and construction Transport and logistics

11 % 10 % 7 % 12 % 7 % 10 % 14 % 21 % 8%

Illustration 3: Current headcount of the participating companies

Fewer than 100 employees 101 to 1,000 employees 1,001 to 5,000 employees 5,001 to 10,000 employees More than 10,000 employees

5 % 6 %

45 % 20 %

24 %

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03 Findings of the HR Climate Index Study 2015

Sales

Sales increased on a moderate level in 2014 for 53% of the companies. Only 20% of the companies reported decreasing sales. The positive trend is expected to continue in 2015, with 55% of the participating companies expecting an increase

3.1 State of Business

Illustration 4: Sales – global

2014 expectation for 2015 14% 9% 34 % 37% 27% 33% 18%19% 3%6% 0% 10% 20% 30% 40% strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%)

and only 12% a decline in sales. The number of participants expecting approximately constant sales increased from 27% in 2014 up to 33% for 2015.

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9 Findings of the HR Climate Index Study 2015

The comparison of the regions reveals significantly increased sales in developing countries in 2014 (62% as compared to 51% in companies from developed countries). The expected sales for 2015 are distributed similarly: Companies from de-veloping countries expect increases in sales of up to 69%,

whereas the expectation in developed countries remains almost constant with 52%. At the same time, sales in developing countries are more volatile in 2014, with 25% of the companies having reported a drop in sales, compared to 20% in developed countries. For 2015, both regions are expecting drops in sales to be less severe than in 2014: only 12% in developed countries and 11% in developing countries.

Illustration 5: Sales – developed/developing countries

Developed Countries (2014)

Developed Countries (expectation for 2015) Developing Countries (2014)

Developing Countries (expectation for 2015)

3% 6% 3% 11% 9% 14% 8% 14% 36% 29% 20% 13% 39% 35% 29% 24% 13%16% 40% 38% 0% 10% 20% 30% 40% strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%)

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Profitability growth is particularly strong among participants in developing countries, with an increase from 49% in 2014 to 57% in 2015. Mirroring the sales results, the variance is higher for companies from developing countries in 2014 – 30% of the participants reported decreased sales. For 2015,

however, only 10% expect decreasing sales. In the developed countries only small changes in profitability are expected bet-ween 2014 and 2015, with 38% of the participants reporting constant development in 2014 and 40% expecting constant development in 2015.

Illustration 6: Profitability – global

2014 expectation for 2015 strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%) 14% 10% 32% 39% 36% 39% 10%12% 2% 6% 0% 10% 20% 30% 40%

Illustration 7: Profitability – developed/developing countries

strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%) 1% 5% 2% 11% 11%13% 8% 19% 40% 38% 33% 21% 40% 33% 35% 29% 8%11% 22% 20% 0% 10% 20% 30% 40% Profitability

Compared to 2014, profitabilty is on an upward trend: Only 12% of the respondends expect decreased profits in 2015 (compared to 20% in 2014). In 2015, a higher percentage of the companies expect constant (39% in 2015 compared to

36% in 2014) or increasing yields (49% in 2015 compared to 44% in 2014). Given the low economic growth in 2014, the outlook for 2015 is evaluated positively by the market participants.

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When comparing both regions, it is apparent that developed countries predominantly reported no change in their work-forces in 2014 and expect no major changes for 2015 other than a slight decrease (23% in 2015 compared to 19% in 2014).

strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%) Workforce

Looking at the workforce number, approximately 40% of the companies reported constant figures in 2014 and are expec-ting no change in 2015. Comparing 2014 and 2015, the em-ployment outlook is still positive (40% of the participants are

strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%)

Illustration 8: Workforce – global

2014 expectation for 2015 14% 17% 27% 28% 38% 39% 12% 16% 5% 5% 0% 10% 20% 30% 40%

Illustration 9: Workforce – developed/developing countries

0% 10% 20% 30% 40% 5% 5% 3% 6% 18% 14% 11%12% 41% 41% 27% 23% 27% 27% 36% 26% 9% 13% 23% 33%

expecting an increase in the workforce), although a dynamic slowdown can be observed (22% of the respondents are expecting declines in the workforce for 2015, compared to 19% in 2014).

By contrast, 59% of companies from developing countries documented increases in staff and expect this trend to continue at the same level in 2015.

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HR Budget

Only minor changes are expected in terms of the HR budgets in 2015: About half of the companies reported no changes in their HR funding in 2014 and expect this trend to continue in 2015; 32% registered growing resources for their HR work in

3.2 Developments within HR

Illustration 10: HR budget – global

In 2014, HR budgets increased more in developing countries compared to developed countries. 49% of the participants from companies in developing countries had increased resources,

Illustration 11: HR budget – developed/developing countries

Developing Countries (expectation for 2015) 2014 expectation for 2015 10% 10% 23% 27% 55% 51% 8%9% 4% 3% 0% 20% 40% 60% 80% strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%) 0% 20% 40% 60% 80% 3% 3% 5%6% 10% 10% 11% 11% 53%58% 37% 34% 23% 30% 27% 27% 7% 6% 17%22% strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%)

2014, which might increase slightly in 2015 (35%); and only 14% of the particpants have to cope with shrinking funding or expect cuts in 2015.

while only 29% did so in the developed countries. This trend seems to continue in 2015, with increased HR budget expecta-tions of 47% and 34%, respectively.

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HR Headcount

The relative stagnation in HR resources is confirmed by the development of HR headcounts. The majority of the parti-cipants reported an unaltered HR pool in 2014. For 2015,

There are minor differences between regions as far as HR headcount development is concerned. HR headcount in developing countries increased at a slightly higher rate in 2014, with 31% of the participants reporting an increase, whereas Illustration 12: HR headcount – global

2014 expectation for 2015 13% 11% 17% 15% 61% 67% 3%6% 4% 3% 0% 20% 40% 60% 80%

Illustration 13: HR headcount – developed/developing countries

0% 20% 40% 60% 80% 3% 3% 8% 8% 11%13% 9%11% 69% 62% 58% 50% 15%17% 14%20% 2%5% 11% 11% strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%) strongly decreasing (over 5%) decreasing (up to 5%) approx. constant increasing (up to 5%) strongly increasing (more than 5%)

only 22% of the participants in developed countries reported more staff. Expectations for 2015 are lower: 25% of the developing countries expect an increase in their HR personnel, joined by 17% of the developed countries.

companies expect even less change: 67% of the participants anticipate their HR headcount to remain constant.

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Impact of HR

About half the respondents predict the impact of HR at their companies to increase in 2015. With only 3% of the parti-cipants expecting declining and 46% constant importance, HR seems to have established a sound position inside the businesses.

HR as Business Partner

The perception of HR as a business partner by management is overwhelmingly positive, with 87% of the participants ascri-bing a strong importance to the role of HR. Only 13% of the participants consider the contribution of HR to the business

3.3 Positioning of HR

Noticeable is a significant growth of HR influence in develo-ping countries – about three-quarters of the participants are expecting higher prominence of HR in their organization for 2015. Illustration 14: Impact of HR in 2015 Global Developed Countries Developing Countries decreasing approx. constant increasing 0% 20% 40% 60% 80% 3% 3% 4% 50% 46% 23% 47%51% 73%

to be low. Noticeably, 31% of the participants from develo-ping countries consider the role of HR to be very strong, while only 13% of the participants from developed countries use this extreme category.

Illustration 15: Perception of HR as Business Partner

Global Developed Countries Developing Countries not at all very little little 0% 20% 40% 60% 80% 1% 1% 1% 24% 23% 16% 50% 49% 41% 13%15% 31% 6% 6% 5% 6% 6% 6% not very strong strongly very strongly

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Involvement of HR in Strategic Projects and Initiatives

The importance of HR as business partner is illustrated by the current involvement of HR in strategic projects and initiati-ves. Only very few HR departments are cut off from relevant projects (2%). However, at only 7% of the companies is HR involved in all strategic projects and initiatives.

HR Presence on Management Level

Globally, HR departments are represented on the first two management levels at nine out of ten companies. In develo-ping countries, however, the heads of HR are ranked some-what lower compared to their peers in developed countries. In companies from developed countries, 41% of the HR depart-ments are part of the executive board and 50% are included

Surprisingly, HR involvement is rated much more positively in developing countries, with 46% of the participants reporting HR involvement in at least 80% of strategic projects and initiatives (only 25% in developed countries).

in tier-1 management. While HR is represented equally well on the executive board level in developing countries (with 45%), it is present on tier-1 at only 33% of companies. More HR departments from developed countries are represented on tier -2 (14% compared to 8% in developed countries) or other levels (8% compared to 1% in developed countries). Illustration 16: Involvment of HR in strategic projects and initiatives

Global Developed Countries Developing Countries 0% involved 20% involved 40% involved 0% 20% 40% 60% 80% 2% 2% 3% 24% 24% 30% 19%21% 31% 6%7% 15% 24% 23% 9% 25% 23% 12% 60% involved 80% involved 100% involved

Illustration 17: HR presence on management level

Executive Board (Tier 0) Tier-1 Tier-2 Other levels Global Developing Countries Developed Countries 0% 20% 40% 60% 80% 100% 42% 41% 45% 48% 50% 33% 8% 8% 14% 2% 1% 8%

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Globally, participants report following issues as the top HR priorities in 2015:

» Increase leadership and management quality » Change Management

» Recruitement

» Employer attractiveness » Training and qualification

A comparison of both regions reveals a stronger need for diversity management, an increase of staffing quality of top and key positions, talent management, and motivation and engagement in developing countries. Particular noticeable is the difference in performance management between both regions, with developing countries reporting twice as much demand as developed countries in this area. Conversely, the improvement of employer attractiveness, recruitment, and workforce structure (demography) has higher importance in developed countries.

Overall, following items receive fewest mentions: » Diversity management

» Big data for HR management » Work-life balance

No participant from developing countries rated HR controlling as a priority.

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Illustration 18: Priorities for HR in 2015 Global Developed Countries Developing Countries HR marketing Employer attractiveness Recruitment 0% 20% 40% 60% 6% 7% 2% 21% 23% 11% 4% 3% 8% 25% 25% 18% 14% 13% 20% 15% 15% 17% 17% 14% 32% 7% 7% 2% 17% 17% 22% 4% 3% 3% 21% 21% 17% 15% 16% 11% 19% 18% 26% 13%14% 14% 28% 29% 23% 31% 31% 35% 15% 14% 22% 7% 8% 0% 3% 3% 2% 9% 10% 3% Diversity management Increasing the staffing quality of top- and key positions [Three response options: data in % of all responses] Compensation and benefits Performance management/MbO Workforce structure (demography) Strategic workforce planning "Big Data" for HR management Training and qualification Competence and skill management Talent management Succession planning/management Change management Increasing leadership and management quality Motivation und engagement HR controlling Work-life balance Flexibility of the workforce

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In order of importance, the most important priorities for improving HR in 2015 are:

» Optimization of HR processes

» Competency development of HR employees » Internal communication

Comparing both regions, the optimization of HR processes does not stand out as the single most important priority in developing countries. It is as important as competency development of HR employees and increasing the added value through HR ratios/KPIs. Generally, there are several topics which are of higher priority in developing countries, including the former two topics as well as the optimization of center of expertise/center of competence and increasing internal customer satisfaction. In developed countries, only the optimization of HR processes and providing transparency of the HR service portfolio are rated as significantly higher. Following issues receive the lowest priorities:

» HR outsourcing

» Reducing the costs of the HR department

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Illustration 19: Priorities for optimized HR in 2015 Global Developed Countries Developing Countries Optimization of HR processes HR outsourcing Implementation/Optimization Shared-Service-Center 0% 20% 40% 60% 55% 58% 39% 4% 4% 5% 14% 13% 20% 12% 11% 14% 24% 24% 23% 31% 33% 32% 32% 30% 42% 15% 16% 6% 24% 22% 36% 22% 21% 31% 16% 17% 13% 17% 18% 11% 13%14% 16% 7% 7% 6% 4% 4% 3% Optimization Center of Expertise/Center of Competence Digitalisization of HR processes Competency development of the HR employees Internal communication Providing transparency of the HR service portfolio Increasing the added value through HR ratios/KPIs Increasing internal customer satisfaction HR organization Internationalization of HR management Reducing the costs of the HR department HR analytics Implementation of cloud-based solutions [Three response options: data in % of all responses]

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The last item of the HR Climate Index Study 2015 was phrased as an open question. The participants were reques-ted to name the single greatest strategic challenge for HR in their company for the year 2015.

The respondents consider accompanying and managing change as their top issue. Whether it be managing change in a growing context or in difficult economic situations (for example restructuring, cost reductions, recruitment freezes, or staff reduction), HR plays a key role for the sustainability of the company and contributes to its commercial growth. In the context of uncertainty and a fast-changing environ-ment, the following strategic challenges are expected for

3.6 Greatest Strategic Challenge for HR in 2015

HR in 2015: keeping or increasing leadership and manage-ment quality, managing cultural change, retaining the best performers and high potentials, strategic development of the employees’ competence in order to fit with the business stra-tegy and needs of the future, securing leadership and ma-nagement pipelines, and keeping employees engaged and motivated in order to maintain good performance, even in a challenging context.

Making the organization appreciate the impact of HR work and being recognized as strategic business partners by top management and line management alike is also named as a key challenge by many respondents.

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21 Thema

The greatest strategic challenge for HR in 2015 is …

… “to contribute to management in such a way that employees do not get lost in the dynamicsof the company and can cope

with the pace of changes.” (HR Director, 980 employees, machinery, equipment, and construction sector, Netherlands)

… “to develop the talent pipeline based on the new business strategy.” (HR Director, 4,600 employees,

retail sector, Turkey)

… “to execute the global recruiting and talent management strategy and, at the

same time, lead through the change process from a family owned company to a global

enterprise-driven company.” (HR Director, 1,000 employees, machinery, equipment,

and construction, Germany) … “to maintain

employees' high performance under difficult circumstances.”

(HR Director, 630 employees, consumer goods sector, Hungary)

… “to ensure that the global HR initiatives are fully understood

and practiced.” (Head of HR, 700 employees, chemical and pharmaceutical,

Singapore) … “to facilitate a new leadership

culture within the company.” (VP HR Expertise Functions, 14,000 employees, engineering, technology,

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04 Kienbaum in Brief

Kienbaum is one of Europe’s leading providers of consultancy services. Our decision to concentrate on leadership and trans-formation is unique in the consultancy market. It recognizes human beings as the core factor for success of organizations and companies everywhere. Kienbaum is present in all major centers of Germany’s economy and operates 38 offices in 21 countries around the world.

As a holistic consultancy firm, Kienbaum combines executive search services with traditional management consulting, human resource consulting, and communication consulting under one roof. Our integrated Kienbaum project approach allows us to offer our clients a single source for all the advice and assistance they need – without complex interfaces or need for coordination.

Kienbaum has been helping companies master their change projects for 70 years. We believe in holistic transformation processes that cover people, processes, and systems alike to safeguard the success of our clients.

Kienbaum’s Human Resource Management team has been advising companies on all strategic and operational aspects of HR management for over a quarter of a century and is one of the leading HR providers in Europe. We improve the effectiveness and efficiency of HR units and their processes, design HR strategies on the basis of careful analyses and external benchmarks, execute assessment and qualification measures, and support holistic change processes.

Communications (KC)

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Industries » Automotive » Chemical/Pharmaceutical » Consumer Goods

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23 Kienbaum in Brief

HR management offers many essential levers for the successful development of any business. They work by providing the ne-cessary human resources, by shaping an externally and inter-nally attractive corporate culture, or by improving people’s readiness for and ability to change. In view of a demographic bottleneck that promises to limit the supply of qualified per-sonnel for the long term, the changes that are required in terms of diversity, and the changing self-perceptions and mo-tivations of new generations of employees, the HR function occupies a position of substantial importance with the concepts, processes, and tools it can provide.

A number of process-oriented terms, such as talent manage-ment or succession planning for key functions, strategic work-force management, competence management, and change management, are occupying more and more of the agenda of top managers. They have finally gained the business relevance

Kienbaum is the partner of choice for the design of structures and processes, models and instruments in human resource management – on the domestic and the international level. We have over three decades of applied experience in human resource management. We can access a wealth of sound best-practice solutions as well as innovative developments in high-profile businesses or medium-sized hidden champions. With the specialist consultants of Kienbaum, we support the HR transformations of our clients with effective solutions. We design bespoke HR and people strategies and governance structures in cooperation with our clients that allow an efficient and effective response to the strategic challenges of HR. We also support the successful establishment and qualification of HR professionals, especially for HR business partners. Our clients achieve greater efficiency in HR by optimizing their cost land-scape and increasing their value contributions.

Human Resource Management

Kienbaum – Your Experienced Partner

they deserve. The selection of high-quality candidates for key functions, the management of strategic and organizationally relevant changes in learning processes, the early identification and retention of high potentials, and the adjustments and implementation of sustainable leadership principles are the mainstays of any HR team that wants to produce a real con-tribution to commercial success. Change must not stop at the doors of the HR departments either. HR professionals need to live up to the requirements of their clients and the constant drive for effectiveness and efficiency that this means. Using suitable IT solutions to pave the way to great efficiency in operational core processes is part of this, as is the application of talent management programmes and processes designed specifically with the internal client in mind.

We supply them with the methods, instruments, and best practices they need and work with them to design the right implementation strategies – from our HR audits as quick checks of the status quo, via support for the design of HR strategies, to our HR optimizer, our unique toolkit for a full-scale HR transformation with a transparent business case. In addition to aspects of HR transformation, we apply the exceptional knowhow and specialist resources of our consul-tants in the fields of talent and workforce management as well as learning and development. We can support all rele-vant issues from first designs to final implementation and can provide suitable coaching interventions to ensure lasting success. We work with our clients to improve the leadership and manage-ment quality of the next generation of business leaders.

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We are committed to bringing together people with a very diverse set of qualifications, skills, and exceptional practical experience in our consultancy teams. As part of the Kienbaum Group, we have access to substantial expertise in all areas of management consulting. On these durable foundations, we produce transparent and durable consulting concepts. Our

For the further development of our knowledge base and thought leadership, we conduct our HR Climate Index studies as well as many other dedicated studies on a regular basis. We have access to our comprehensive proprietary best-practice benchmarks and further external sources for exploring inter-national quantitative and qualitative topics. Our internal expert teams are always working on new approaches and methods and designing top solutions with real added value for our customers.

Our Integrated Consultancy Vision

We are committed to absolute integrity in the cooperation between our clients and the subject matter and industry experts in our teams. Our ambition is the success of your company. We are always aware of your needs and help you achieve even the most demanding strategic and operational goals of your business.

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ambition is to develop bespoke solutions with our clients, achieve measureable and sustainable successes, and support the lasting development of our clients.

Our competences and consultancy services:

HR

Strat egie

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Av. Magalhães de Castro, 4.800, cj 52, Torre I 05676-120 São Paulo/SP Phone: +55 11 51 86 83 66 [email protected] Zagreb A. Hebranga 28 10000 Zagreb Phone: +385 1 48 54 310 [email protected] Istanbul

Büyükdere Cad No 193 Kat 2 34394 Levent Istanbul Phone: +90 212 371 46 71 [email protected] Amsterdam Teleport Towers Kingsfordweg 151 1043 GR Amsterdam Phone: +31 20 697 14 10 [email protected] Singapore 350 Orchard Road #13-07 Shaw House Singapore 238868 Phone: +65 64 35 28 00 [email protected] Los Angeles 21700 Oxnard St, 7th Floor Woodland Hills CA 91367 [email protected] Moscow

Regus Lesnaya Plaza Lesnoy per., 4, floor 4 125047 Moscow Phone: +7 495 225 8607 [email protected]

Bangkok

14th Floor Abdulrahim Place 990 Rama IV Road Bangkok 10500 Phone: +66 2 63 62 360 [email protected] Stockholm Hornsbruksgatan 28, 11th floor 11734 Stockholm Phone: +46 736 6109 31 [email protected]

Kienbaum – Your Competent Partner

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Locations – Germany

Frankfurt Beethovenstraße 12-16 60325 Frankfurt a. M. Phone: +49 69 96 36 44-0 [email protected] Karlsruhe Karl-Friedrich-Straße 14-18 76133 Karlsruhe Phone: +49 721 920 59-0 [email protected] Freiburg Rehlingstraße 16a 79100 Freiburg Phone: +49 761 45 98 88-0 [email protected] Munich Arnulfstraße 58 80335 Munich Phone: +49 89 45 87 78-0 [email protected] Berlin Potsdamer Platz 8 10117 Berlin Phone: +49 30 88 01 99-0 [email protected] Stuttgart Kronprinzstraße 8 70173 Stuttgart Phone: +49 711 72 72 17-0 [email protected] Hamburg Hohe Bleichen 19 20354 Hamburg Phone: +49 40 32 57 79-0 [email protected] Dresden An der Frauenkirche 12 01067 Dresden Phone: +49 351 866 81-0 [email protected] Hanover Luisenstraße 9 30159 Hanover Phone: +49 511 302 69-0 [email protected] Dusseldorf Speditionstraße 21 40221 Dusseldorf Phone: +49 211 300 89-0 [email protected] Headquarters Gummersbach Ahlefelder Straße 47 51645 Gummersbach Phone: +49 2261 703-0 [email protected] Rostock Warnowufer 60 18057 Rostock Phone: +49 381 49 73 93-0 [email protected] Cologne Kap am Südkai Agrippinawerft 30 50678 Cologne Phone: +49 221 80 14 01-0 [email protected]

Picture credits | Cover photo: © istock/PeopleImages; Page 2: © istock/greenpimp; Page 6: © istock/squaredpixels; Page 8: © istock/pixdeluxe; Page 16: © istock/skynesher; Page 20: © istock/mediaphotos

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Overall Responsibility

Study Team

Sarah Delahaye Consultant HR Strategy & Organisation Kienbaum Management Consultants GmbH Phone: +49 30 88 01 98-84 [email protected] Paul Kötter Director & Partner HR Strategy & Organisation Kienbaum Management Consultants GmbH Phone: +49 30 88 01 98-25 [email protected] Simone Kurz Senior Consultant HR Strategy & Organisation Kienbaum Management Consultants GmbH Phone: +49 30 88 01 98-48 [email protected] Fabian Kienbaum Managing Partner

Kienbaum Consultants International GmbH

Our special thanks go to Carsten-Hendrik Rasche, trainee at Kienbaum, for his highly appreciated support in the preparation of the study.

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