Benchmarks for International HR - Kienbaum

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30 4.2 HR Controlling Extent of the evaluation of the HR department by cluster (in %) 43 Anglo 50 7 40 Confucian Asia 57 3 35 Eastern Europe 45 20 17 Germanic Europe 67 16 40 Latin Europe 50 10 24 Nordic Europe 64 12 To a great/very great extent To a small/some extent Not at all The results regarding the extent to which the HR department is evaluated present a rather heterogeneous picture: All clusters show that the HR department in the organisation is only evaluated to a small or limited extent. While around 40 % of the respondents in the Anglo, Confucian Asia, Eastern Europe and Latin Europe regions describe the extent of the evaluation of their HR department as great or very great respectively, the majority of the participating organisations in Nordic Europe and Germanic Europe report only a smaller degree of a systematic evaluation.
Views of top management considered when evaluating the performance of the HR department by cluster (in %) Eastern Europe 35 Anglo 34 Confucian Asia 33 Germanic Europe 32 Latin Europe 31 Nordic Europe 31 Views of line management considered when evaluating the performance of the HR department by cluster (in %) Eastern Europe 29 Nordic Europe 29 Latin Europe 28 Germanic Europe 26 Anglo 26 Confucian Asia 24 Views of employees considered when evaluating the performance of the HR department by cluster (in %) Germanic Europe 20 Nordic Europe 19 Anglo 19 Latin Europe 18 Eastern Europe 18 Confucian Asia 17 Views of personnel/HR function itself considered when evaluating the performance of the HR department by cluster (in %) Confucian Asia 26 Latin Europe 23 Germanic Europe 22 Anglo 22 Nordic Europe 21 Eastern Europe 18 Asked about the views considered in the evaluation process of the HR department, the results reveal certain differences: Across all clusters, the views of the top management are considered most frequently (all over 30 %), followed by the views of line managers and those of the personnel/HR function itself (mostly over 20 %). The views of employees are considered least in all clusters (mostly under 20 %). Eastern Europe in particular seems to rely on the views of top management and line management while considering the views of employees or the personnel/HR function itself only to a very moderate degree. 31
Page 1 and 2: » Benchmarks for International HR
Page 4 and 5: Content 1. Introduction ...........
Page 7 and 8: Basic Workforce Data 2.1 HR Ratio 2
Page 9 and 10: Nordic Europe Anglo Latin Europe Ge
Page 11 and 12: 2.4 Age Structure Regarding the age
Page 14 and 15: 14 2.6 Education Level & Management
Page 17 and 18: HR Core Processes 3.1 Source & Sele
Page 19 and 20: Selection methods (in %) One-to-one
Page 21 and 22: 3.3 Compensation & Benefits Bonus b
Page 23 and 24: 3.4 Talent Management Methods used
Page 25: Systematic evaluation of training e
Page 28 and 29: 28 4.1 HR Strategy Representation o
Page 32 and 33: 32 Kienbaum - Your Competent Partne
Page 34 and 35: 34 Kienbaum - Your Competent Partne
Page 36: Kienbaum Management Consultants

Benchmarks for International HR - Kienbaum

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