2019 Global Human Capital Benchmarking Survey · Professional Services Cost for Contingent Workers...

Copyright © 2019 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.

2019 Global Human Capital Benchmarking Survey

2 Copyright © 2019 Deloitte Development LLC. All rights reserved. Not for distribution. Licensed material.


TOTAL REWARDS 20

ORGANIZATION DESIGN 8

HUMAN RESOURCES 5

LEADERSHIP DEVELOPMENT 18

TALENT ACQUISITION 15

To facilitate your entry for the Global Human Capital Benchmarking study, we have provided a list of the questions that we ask, in the event that you prefer to gather any of the data in advance. Click on any of the sections below to jump to that section.

LEARNING & DEVELOPMENT 11

DEMOGRAPHICS 3



(Cont’d on next page)

What is your name and email address?

What is the name of your organization?

What is your organization's D-U-N-S number (if applicable)?

Which of the following best describes your organization's industry?

In what regions does your organization operate? Please check all that apply.AfricaAsiaSouth East AsiaCentral & Eastern EuropeWestern EuropeNorth AmericaLatin & South AmericaMiddle EastNordic CountriesOceaniaOther (please specify)

In what country are your corporate headquarters located?

In what country are you located?

Are you completing this survey for your entire organization, business unit/division, or region?

How many individuals (FTEs + Contingent Workers) are there in your organization worldwide?

How many individuals (FTEs + Contingent Workers)are there in your organization across the following regions? Please provide your best estimate.

AmericasEMEAAPAC

How many individuals (FTEs and Contingent Workers) are there in the organization, business unit/division, or region for which you are answering this survey (above - C30)? Please provide your best estimate.

Full-Time Equivalents (FTEs) - SalariedFull-Time Equivalents (FTEs) - HourlyContingent Workers

DEMOGRAPHICS



What is your organization’s functional currency?

When did your current fiscal year begin?

What is your level within the organization?





How many separations (voluntary and involuntary) were there across your entire organization in the previous fiscal year? Please provide your best estimate.Voluntary SeparationsInvoluntary Separations

How many individuals (FTEs and Contingent Workers) do you have assigned to the HR function? Please provide your best estimate.

Full-Time Equivalents (FTEs)Contingent Workers

What was your organization's total HR budget for the previous fiscal year? Please provide your best estimate.

What is your organization's total HR budget for the current fiscal year? Please provide your best estimate.

What percentage of your organization's total HR budget for the current fiscal year is allocated to the following areas? Please provide your best estimate. Your answer should total 100%.

Fully-Loaded Labor Cost for Full-Time Equivalents (FTEs)Professional Services Cost for Contingent WorkersOne-time Technology Costs (e.g., capital purchase and implementation)Recurring Technology Costs (e.g., licenses, SaaS, professional services)Investments in Emerging Technology (e.g., AI, RPA, VR/AR)Outsourcing Costs / External SpendOperational Costs / OverheadOther Costs

What percentage of your organization's total budget for the current fiscal year is allocated in the following ways? Please provide your best estimate. Your answer should total 100%.

Direct Labor SpendHR Operational SpendAllocated Spend

How many individuals (FTEs and Contingent Workers) are assigned to the following HR operating model components? Please include all people who report to HR, including those assigned to the HR processes in the previous question.

HR LeadershipBusiness HR (HR Business Partner)Communities of Expertise (CoE)Operational Services / Shared Services Organization (SSO)HR GeneralistAlternative Workforce Management (e.g., those who oversee freelancers, contingent workers etc.)Other

HUMAN RESOURCES




How many individuals (FTEs and Contingent Workers) do you have assigned to the following HR processes? What is their total labor cost?Note: If an individual spends only a fraction of his/her time on these activities, please account for that time appropriately (e.g. 0.5 for half-time; 0.33 for one-third time, etc.).

Benefits - Health and WellnessBenefits - Pension AdministrationBenefits - Defined Contribution AdministrationBenefits - Leave AdministrationCareer Development & Succession PlanningCompensation Management (base and variable)Digital Automation (e.g., Artificial Intelligence, Robotic Process Automation, Virtual/Augmented Reality)Digital TransformationDiversity & InclusionEmployee Data AdministrationEmployee Engagement & SatisfactionEmployee Health & SafetyEmployee RelationsGlobal MobilityHR Information TechnologyHR Strategy & Design (Establishing, Implementing HR Programs & Policies)Labor RelationsLearning & DevelopmentMergers & AcquisitionsOrg. Design / Org. Effectiveness / Change Mgmt.PayrollPeople AnalyticsPerformance ManagementProject Management Office (PMO)Talent Acquisition / RecruitingTime AdministrationWorkforce PlanningOther (please specify):

What percentage of the following HR processes are outsourced a) to other functions within your organization, and b) to external service providers? Please provide your best estimate.

Benefits - Health and WellnessBenefits - Pension AdministrationBenefits - Defined Contribution AdministrationBenefits - Leave AdministrationCareer Development & Succession PlanningCompensation Management (base and variable)Digital Automation (e.g., Artificial Intelligence, Robotic Process Automation, Virtual/Augmented Reality)Digital TransformationDiversity & InclusionEmployee Data AdministrationEmployee Engagement & SatisfactionEmployee Health & SafetyEmployee Relations



Global MobilityHR Information TechnologyHR Strategy & Design (Establishing, Implementing HR Programs & Policies)Labor RelationsLearning & DevelopmentMergers & AcquisitionsOrg. Design / Org. Effectiveness / Change Mgmt.PayrollPeople AnalyticsPerformance ManagementProject Management Office (PMO)Talent Acquisition / RecruitingTime AdministrationWorkforce PlanningOther (please specify): Other

How often does your organization track and measure workforce experience and satisfaction?N/AMore frequently than quarterlyEvery six monthsOnce a yearEvery other yearLess frequently than every other year

Which of the following does your organization use to track and measure workforce experience and satisfaction? Please choose all that apply.

Unsolicited employee feedbackSolicited employee feedbackEmployee engagement surveysEmployee engagement scoresEmployee net promoter scoresTurnover ratesExternal job boards/company review sitesOther metric(s) (please specify):

How many of the following types of interactions were recorded across the previous fiscal year?HR Employee Interactions (e.g., calls to service center, online transactions, queries)Self-service Employee Interactions

How many HR activities were recorded in your case management system across the previous fiscal year?

To what extent does your HR function manage activities related to non-traditional workers (e.g., contingent, contractor, gig)To a very great extentTo a great extentTo some extentTo a slight extentTo a very slight extent





Which of the following best describes the shape of your organization?Flat - More or less similar span of control across layersHourglass - Higher Span of control at the top and bottom layers. Indicates more number of mid-level managersPyramid -Span of control increases with each layer from top to bottomInverted Pyramid - Span of control decreases with each layer from top to bottom

How is your organization primarily organized?By Business/ProductBy FunctionBy GeographyOther (please specify):

How is your [pipe in responses from previous question] structured?Hierarchical Command and Control - Top-down management, with concentrated leadershipNetwork of Teams - Authority is decentralized across teams that are highly empowered allowing for greater dynamism and flexibility.

What is the typical number of levels available to employees across the following job classifications/career tracks? Please provide your best estimate. Note: A job level is distinct from a pay level/range or grade. There could be multiple pay levels/ranges or grades in one level. For example, your top Professional/Individual Contributor could have 4 levels within a system that uses Entry, Intermediate, Senior and Lead levels. However, jobs with the title “Lead” could be assigned to various pay ranges within a structure. For example, a Senior HR Analyst and a Senior Software Engineer could both be assigned to the same organizational level – Senior, but be associated with different pay grades/ranges.Executive and Management (Non-Individual Contributors)Professional/Individual ContributorsTechnician and Skilled TradesAdministrative Support and Clerical

How many reporting layers are there in your organization worldwide? This is calculated by counting the number of reporting layers between the Global CEO (Layer 0) and front-line employees (Layer X), as shown in this image. Organizations will have at least two layers between the CEO and front-line employees. If you do not track this, please leave this section blank.

How many individuals (FTEs + Contingent Workers) are there in each of the following reporting layers? Of these individuals, how many are people managers and how many are individual contributors? Please provide your best estimate.

Layer 0 (CEO) Note: This is the highest ranking individual within the entire organization, who also has the greatest amount of authority.

Layer 1Layer 2Layer 3Layer 4Layer 5

ORGANIZATION DESIGN




Layer 6Layer 7Layer 8Layer 9Layer 10Layer 11

Who reports directly to the CEO of your organization? Please choose all that apply.Chief Operating Officer (COO)Chief Financial Officer (CFO)Chief Marketing Officer (CMO)Chief Information Officer (CIO)Chief Human Resources Officer (CHRO)Chief Compliance Officer (CCO)Chief Security Officer (CSO) / Chief Information Security Officer (CISO)Chief Data/Digital Officer (CDO)Chief Learning Officer (CLO)Chief Legal OfficerChief of Business Unit/ServiceChief Analytics Officer (CAO)Chief Diversity Officer (CDO)Other (please specify):

Which of the following functions or business/product lines report directly to the Global CEO of your organization? Please choose all that apply. If you have additional functions or business/product lines, please list them below.

ComplianceCorporate CommunicationsDigital FinanceHRInternal AuditITLegalMarketingOperations / AdministrationResearch & DevelopmentRiskSalesStrategy / Business DevelopmentSupply ChainOther (please specify):

How many layers and individuals (FTEs + Contingent Workers) are there in each of the following functions or business/product lines? Please provide your best estimate.

ComplianceCorporate CommunicationsDigital



FinanceHRInternal AuditITLegalMarketingOperations / AdministrationResearch & DevelopmentRiskSalesStrategy / Business DevelopmentSupply ChainOther Functions

Do teams within your organization tend to be static or dynamic? Project or Mission Based? Please mark your choice with an X.

What percentage of your workforce works remotely/has the option to work remotely? Please provide your best estimate.

Percentage of individuals occupying more than one position simultaneously.




What is your name, title and email address?

In ten words or less, what does your function do?

Which of the following structures best describe how learning is managed within your organization?Centralized: Most L&D activity is managed by one central group that controls budgets and resources, and also coordinates the fulfilment of training needsFederated: Inclusive of all structures in which both more than one L&D function exists, where some activities are coordinated, shared, or pooled

Decentralized: Usually the default state (not an intentional choice), which includes all organizations in which one or more L&D functions (loosely defined) operate wholly within business units and without any common pathways for control or coordination

Which of the following metrics do you use to monitor the effectiveness of your learning function? Please choose all that apply.Learning MetricsUnique usersPenetration (proportion of use across eligible audience)SatisfactionCost per user/learner/employeeAchievement of course objectivesAssessment resultsWorker EngagementNPSOther worker engagement or experience separate from NPSBusiness OutcomesIncreased revenue/salesOperational metrics other than safetyCustomer retention / satisfaction /feedbackWorker safety measuresWorker proficiency metricsOrganizational network analysis (ONA): A structured way to visualize how communications, information, and decisions flow through an organizationOther (describe)

Tell us about the workers (FTEs and Individuals) that are eligible to participate in what's offered by the Learning function you are reporting on. Please provide your best estimate. Example: A technical training team offers learning to technical workers, 50 balance sheet workers, and 10 off balance sheet workers. FTEs: Convert any part-time workers on the company payroll into full-time equivalents. Example: An individual who spends 75% of their time on Human Resources-specific activities constitutes 3/4 of a full-time employee, or 0.75.Number of Individuals: Each person counts as 1. Example: An individual who spends 75% of their time on Human Resources-specific activities constitutes 1 individual.

Balance sheet workers: Individuals included in the official headcount, and/or are on the company payroll. Temporary or seasonal employees on the company payroll should be counted here.

LEARNING & DEVELOPMENT




Off balance sheet workers: Anyone working for the function but not on the payroll, such as:• Contractors: Employees of a staffing firm provided to the company for which work is performed, neither included in the organization's official headcount, nor paid out of its payroll• Independent Consultants: Neither employees of the company for which the work is performed nor employees of a staffing firm• Temps: Hired to cover long-term employee absence or to fill temporary vacancies/gaps in a company's workforce• Seasonal employees: Hired, usually part-time, to balance peak-season workload• Paid Interns

External / Extended enterprise (Customers, alliance partners, suppliers/wholesales)

Tell us about the workers (FTEs and individuals) that are assigned to support the Learning function you are reporting. Please provide your best estimate. Example: A leadership learning team is composed of 6 balance sheet workers, totaling 4.25 FTEs.FTEs: Convert any part-time workers on the company payroll into full-time equivalents. Example: An individual who spends 75% of their time on Human Resources-specific activities constitutes 3/4 of a full-time employee, or 0.75.Number of Individuals: Each person counts as 1. Example: An individual who spends 75% of their time on Human Resources-specific activities constitutes 1 individual.

Balance sheet workers: Individuals included in the official headcount, and/or are on the company payroll. Temporary or seasonal employees on the company payroll should be counted here.

Off balance sheet workers: Anyone working for the function but not on the payroll, such as:• Contractors: Employees of a staffing firm provided to the company for which work is performed, neither included in the

organization's official headcount, nor paid out of its payroll• Independent Consultants: Neither employees of the company for which the work is performed nor employees of a staffing firm• Temps: Hired to cover long-term employee absence or to fill temporary vacancies/gaps in a company's workforce• Seasonal employees: Hired, usually part-time, to balance peak-season workload• Paid Interns

External / Extended enterprise (Customers, alliance partners, suppliers/wholesales)

Are you aware of any other areas within your organization that support learning activities?YesNo

If yes, in what part(s) of the organization?Other L&D teamsOther business teamsNot sure

For the function you are reporting, what was the total Learning & Development budget for the previous fiscal year? Please provide your best estimate.

For the function you are reporting, what is the total Learning & Development budget for the current fiscal year? Please provide your best estimate.

Does your organization track a consolidated employee development spend?YesNoI don't know

For the function you are reporting, what percentage of the total learning budget for the current fiscal year is allocated to the following areas? Please provide your best estimate. Your answer should total 100%.

People costs (fully loaded balance sheet workers)External Vendor Costs excluding technology: Professional Services, Content, Contingent, Managed Services




Technology Costs (SaaS, capital expense, data storage)Operational Costs / Overhead including time & expenses of training attendeesOther Costs

For the function you are reporting, what percentage of your department's resources (staff + budget) went to SUPPORTING the following types of learning in the previous fiscal year? Please provide your best estimate. Your answer should total 100%.

Education: Formal training that may include classroom events, e-learning, simulations, etc. Experience: On-the-job activities that may include coaching and mentoring, job rotations, stretch assignments, etc.

Exposure: Learning that happens from others, including peers, managers, industry leaders, and the like, and may occur through conferences, social media, professional networks, etc.

Environment: Learning that happens through other business channels and infrastructures, which may include performance support tools, instant messaging, chat, business dashboards, customer feedback, and the like.

For the function you are reporting, what percentages of formal/informal learning were OFFERED in the previous fiscal year? Please provide your best estimate. Your answer should total 100%.

Formal learningInformal learning

Of the learning made available in the previous fiscal year, what percentage were offered in the following ways? Please provide your best estimate.Instructor-led Workshops, Labs Virtual Classroom / Webcast (instructor from remote location)Online, On-demand (no instructor), desktopMobile / tablet learning Simulations - Live or OnlineSocial CollaborationPodcastsFilms / Motion graphicsCoaching / mentoringPerformance Support / job aidsOther

Of the learning made available inside your organization in the previous fiscal year, what percentage was covering the following content areas? Please provide your best estimate.

TechnicalProfessional / BehavioralLeadershipDiversity and Inclusion /Unconscious BiasRegulatory or ComplianceOther (please specify):

What learning technologies are used in your function and across the organizationLearning Experience PlatformsProgram Delivery PlatformsMicro-learning platformsAssessment/VR/Development ToolsContent librariesDigital Adoption and Workflow Learning Tools



Learning Management Systems and content platforms Learning Record StoresChatbotsMessaging appsOther (please describe)

What percentage of your function's time (in a week) is allocated to these activities? Budget AllocationBusiness Intelligence: data analysis of business information for decision makingAnalytics: discovering and predicting patterns in dataProject ManagementQuality Assurance: ensuring learning meets a level of acceptabilityProcess ImprovementLearning Strategy and Approach (includes technology strategy)Marketing & CommunicationCuration of content /experiencesDevelopment of content /experiencesFacilitation / DeliveryOperations (administration of learning, formal and informal)Learning Tech Operations / Hosting / AdministrationOther:

Are the functions below handled internally or outsourced (or both)?Budget AllocationBusiness Intelligence: data analysis of business information for decision makingAnalytics: discovering and predicting patterns in dataProject ManagementQuality Assurance: ensuring learning meets a level of acceptabilityProcess ImprovementLearning Strategy and Approach (includes technology strategy)Marketing & CommunicationCuration of content /experiencesDevelopment of content /experiencesFacilitation / DeliveryOperations (administration of learning, formal and informal)Learning Tech Operations / Hosting / AdministrationOther:





How many individuals (FTEs and Contingent Workers) do you have assigned to the Talent Acquisition function? Please provide your best estimate.Full-Time Equivalents (FTEs)Contingent Workers

What percentage of your Talent Acquisition staff (FTEs and Contingent workers) is allocated to the following roles? Please provide your best estimate. Your answer should total 100%.Note: If an individual spends only a fraction of his/her time on these activities, please account for that time appropriately (e.g. 0.5 for half-time; 0.33 for one-third time, etc.).

ManagersSourcersRecruitersCoordinatorsRecruitment MarketersOther (e.g., Employee Branding)

What was your organization's total Talent Acquisition budget for the previous fiscal year? Please provide your best estimate.

What is your organization's total Talent Acquisition budget for the current fiscal year? Please provide your best estimate.

What percentage of your organization's total Talent Acquisition budget for the current fiscal year is allocated to the following areas? Please provide your best estimate. Your answer should total 100%.

Fully-Loaded Labor Cost for Full-Time Equivalents (FTEs)Professional Services Cost for Contingent WorkersRecurring Technology CostsOutsourcing Costs / External SpendOperational Costs / OverheadOther Costs

What percentage of your organization’s Talent Acquisition budget for the current fiscal year will be used to hire full-time equivalents - across the entire organization - at the following experience levels? Of this budget, what percentage will be used to attract salaried employees? Please provide your best estimate.

Entry LevelExperiencedExecutive

How many positions (additions to existing headcount) did your organization open and approve in the previous fiscal year? Please provide your best estimate.

TALENT ACQUISITION




How many positions did your organization fill in the previous fiscal year? Please provide your best estimate.

What percentage of positions filled - across the entire organization - in the previous fiscal year were at the following experience levels? Of these new hires, what percentage were salaried? Please provide your best estimate.


How many positions does your organization plan to fill in the current fiscal year? Please provide your best estimate.

What percentage of positions filled in the current fiscal year will be at the following experience levels? Please provide your best estimate. Your answer should total 100%.


What percentage of positions filled in the previous fiscal year were sourced internally and externally? Of these new hires, what percentage were salaried? Please provide your best estimate.

Internally SourcedExternally Sourced

What percentage of externally-sourced positions filled in the previous fiscal year came from the following channels? Please provide your best estimate. Your answer should total 100%.

Agencies / Third-Party RecruitersCandidate PoolsCompany WebsiteEmployee ReferralsGeneral Social MediaJob Boards / Search Engine AggregatorsJob Fairs / Recruiting EventsProfessional AssociationsProfessional Networking SitesUniversity RecruitingOther (please specify):

On average, how long did it take to complete the following tasks (in calendar days), across the following seniority levels, in the previous fiscal year? Please provide your best estimate.

Time to Fill - SalariedTime to Fill - HourlyTime to Approve RequisitionTime to Post RequisitionTime to Screen Initial Candidate PoolTime to StartTime Between First Interview and OfferTime to Accept Job OfferTime to Complete Job ChangesTime to Complete Job Terminations



How many job offers were extended and accepted across the previous fiscal year? Please provide your best estimate.

What was the retention rate of new hires across the previous fiscal year at the 6 and 12 month marks? Please provide your best estimate.

How many open job requisitions (salaried and hourly) were assigned to/carried by each internal recruiter across the previous fiscal year at any given time? Please provide your best estimate.

OverallEntry LevelExperiencedExecutive





What was your organization's total Leadership Development budget for the previous fiscal year? Please provide your best estimate.

What is your organization's total Leadership Development budget for the current fiscal year? Please provide your best estimate.

What percentage of your organization's total Leadership Development budget for the current fiscal year is allocated to the following areas? Please provide your best estimate. Your answer should total 100%.

Fully-Loaded Labor Cost for Full-Time Equivalents (FTEs)Professional Services Cost for Contingent WorkersRecurring Technology CostsOutsourcing Costs / External SpendOperational Costs / OverheadOther Costs

What percentage of your total Leadership Development resources (budget and practitioners) for the current fiscal year is allocated toward developing the following types of leaders. Please provide your best estimate. Your answers should total 100%.Note: If an individual spends only a fraction of his/her time on these activities, please account for that time appropriately (e.g. 0.5 for half-time; 0.33 for one-third time, etc.).

Executives (C-suite or equivalent)Senior-Level Leaders (manage business unit or function)Mid-Level Leaders (manage managers)First-Level Leaders (manage individual contributors)Emerging Leaders / High Potentials (individual contributors targeted to move into manager roles)Diverse Leaders (women, ethnic minorities, veterans, etc.)Specialist Leaders (non-people-managing leaders) Other (please specify):

How many of the following types of leaders do you have in your organization? Please provide your best estimate.Executives (C-suite or equivalent)Senior-Level Leaders (manage business unit or function)Mid-Level Leaders (manage managers)First-Level Leaders (manage individual contributors)Emerging Leaders / High Potentials (individual contributors targeted to move into manager roles)

What percentage of leaders within your organization fall into the following categories? Please provide your best estimate.Diverse Leaders (e.g., women, ethnic minorities, veterans)Specialist Leaders (non-people-managing leaders)

LEADERSHIP DEVELOPMENT



How many successors have been identified for leaders at the following levels? Please provide your best estimate.Executives (C-suite or equivalent)Senior-Level Leaders (manage business unit or function)Mid-Level Leaders (manage managers)First-Level Leaders (manage individual contributors)

How often do you review succession bench strength for roles within your organization across the following levels?Executives (C-suite or equivalent)Senior-Level Leaders (manage business unit or function)Mid-Level Leaders (manage managers)First-Level Leaders (manage individual contributors)Emerging Leaders / High Potentials (individual contributors targeted to move into manager roles)Diverse Leaders (e.g., women, ethnic minorities, veterans)Specialist Leaders (non-people-managing leaders)

To what extent do you review your bench strength cross functionally (e.g., across HR, IT, Finance)? (keep extent scale using existing categories)

Executives (C-suite or equivalent)Senior-Level Leaders (manage business unit or function)Mid-Level Leaders (manage managers)First-Level Leaders (manage individual contributors)Emerging Leaders / High Potentials (individual contributors targeted to move into manager roles)Diverse Leaders (e.g., women, ethnic minorities, veterans)Specialist Leaders (non-people-managing leaders)

How many leaders within your organization were hired externally within the past year? Please provide your best estimate.

What percentage of your organization's leaders completed the following types of training in the previous fiscal year? Please provide your best estimate.

Education: Formal training that may include classroom events, e-learning, simulations, etc. Experience: On-the-job activities that may include coaching and mentoring, job rotations, stretch assignments, etc.

Exposure: Learning that happens from others, including peers, managers, industry leaders, and the like, and may occur through conferences, social media, professional networks, etc.

Environment: Learning that happens through other business channels and infrastructures, which may include performance support tools, instant messaging, chat, business dashboards, customer feedback, and the like.

Other (please specify):





How many full-time equivalents (FTEs) are staffed on your rewards team? Please include all dedicated design, delivery, and operations resources here.Benefits - Retirement RelatedBenefits - Non-Retirement-RelatedCompensation (other than Payroll)Wellbeing / WellnessOther (please specify):

Which of the following rewards offerings are supported by any of the following and not included in the counts above. Please choose all that apply.• Internal shared services/call center resources• External shared services/call center resources• External service providers resource/external resources not included in the count above?Benefits - Retirement relatedBenefits - Non-Retirement-RelatedCompensation (other than Payroll)Wellbeing / WellnessOther (please specify):

What percentage of your organization's wellbeing/wellness program (budget and practitioner time) was allocated to the following areas in the previous fiscal year? Please provide your best estimate. Your answer should total 100%.

Physical Wellbeing: Activities, Habits, NutritionEmotional Wellbeing: Stress Management, Mental Health, Relationships, DeathsFinancial Wellbeing: Debt Management, Savings & Retirement, Contingency PlanningSocial Wellbeing: Safe Working Environment, Teambuilding, Hobbies, Community Involvement

Which of the following do you monitor to gauge wellbeing program success? Please choose all that apply.Participation ratesUnsolicited employee feedbackSolicited employee feedbackFeedback through vendorsEmployee engagement scores/surveysEmployee retentionHealth care costs/trendHealth outcomes (e.g., weight loss, smoking cessation, etc.)Financial wellbeing outcomes (e.g. retirement readiness, budgeting, savings sufficiency, etc.)AbsenteeismInjury ratesExternal job boards/company review sitesOther metric(s) (please specify):

TOTAL REWARDS




How many external vendors (excluding consultants providing advisory services only) are currently used across your organization to administer the following types of rewards? Please provide your best estimate.

Cash Compensation: Base, Bonuses, CommissionRetirement-Related BenefitsNon-Retirement-Related Benefits (i.e., health and welfare, such as medical, dental, vision, long-term disability, life insurance, etc.)Wellbeing / WellnessEquity / Long-term Incentives: (i.e., Stock Options, Restricted Shares or Units, LTIPs)Recognition ProgramsOther (please specify):

How do managers/decision makers perform rewards planning/allocation activities (e.g., assign salary increases, determine bonus payouts, recommend equity grants, etc.)? Please choose all that apply.1. Excel spreadsheets2. Internally developed system3. Traditional HRIS module (e.g., Oracle, Workday, SAP, etc.)4. Third-party system/vendor

Cash Compensation: Base PayCash Compensation: Bonuses/IncentivesCash Compensation: Commission/Sales PlansEquity / Long-term Incentives: Stock Options, Restricted Shares or Units, LTIPs

How are rewards planning and allocation activities (e.g., determining salary increases, bonus payouts, recommended equity grants) governed? Please choose all that apply.

Manager-limited discretion (within a specified budget and according to certain guidelines and approvals)Calibration sessions/panels (comparing allocation across departments and functions)Stacked/forced ranking (based on relative performance)Matrix/formula (non-discretionary)Other (please specify)

How do your employees access and/or receive information about the rewards programs in which they participate? Please choose all that apply.Organization IntranetRewards-Specific PortalEmployee Experience PortalIndividualized Compensation Statements/Letters - Digital CopyIndividualized Compensation Statements/Letters - Hard CopyTotal Rewards Statement - Digital CopyTotal Rewards Statement - Hard CopyOpen Enrollment Materials - Digital CopyOpen Enrollment Materials - Hard CopyOther (please specify):

Which of the following rewards programs/policies are currently in place at your organization. Please choose all that apply.Student Debt RefinanceStudent Debt RepaymentGender Pay Equity PolicyPaid Parental LeavePaid Sabbaticals



Unpaid SabbaticalsRecognition ProgramFlex/remote Work ArrangementsOn-site/Near-site Child CareFertility Support (e.g., IVF, egg freezing)Adoption Support (e.g., cost reimbursement, bonding time)Health and wellbeing allowance/reimbursement (e.g., gym memberships, sports equipment)Tuition reimbursement/assistanceUnlimited paid time offOther Paid Leaves (e.g., caregiver, etc.)

Which of the following rewards programs/policies not currently in place at your organization but under consideration for adoption in the near future? Please choose all that apply.

Student Debt RefinanceStudent Debt RepaymentGender Pay Equity PolicyPaid Parental LeavePaid SabbaticalsUnpaid SabbaticalsRecognition ProgramFlex/remote Work ArrangementsOn-site/Near-site Child CareFertility Support (e.g., IVF, egg freezing)Adoption Support (e.g., cost reimbursement, bonding time)Health and wellbeing allowance/reimbursement (e.g., gym memberships, sports equipment)Tuition reimbursement/assistanceUnlimited paid time offOther Paid Leaves (e.g., caregiver, etc.)Other (please specify):

What rewards program or programs currently offered by your company do you consider to be most differentiating for your organization (i.e., what program that you market to candidates helps separate you from other potential employers)?

What percentage of your total rewards package is compensation? Please provide your best estimate.

How transparent is your organization with employees regarding how compensation decisions are made?Extremely transparentVery transparentSomewhat transparentNot very transparentNot at all transparent


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2019 Global Human Capital Benchmarking Survey · Professional Services Cost for Contingent Workers...

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