LAUNCHING BENCHMARKING HR DIGITAL 2019€¦ · • Benchmarking along 4 criteria: region (UK,...

LAUNCHING BENCHMARKING

HR DIGITAL 2019

B E N C H M A R K I N G H R D I G I T A L

7 October, 2019

Internal Townhall

AB O U T T H E S T U D Y

P R E V I E W O F S T U D Y F I N D I N G S

K E Y T AK E AW AY S

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4 H O W T O E N G AG E C L I E N T S

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Seven countries

AT, CH, FR, GER,

IT, PT, UK

607 HR leaders*

participated

Qualitative

telephone interviews

Across

multiple

industries

#HRServices#DigitalMaturityIndex#DriversofDigitalTransformation#DigitalStrategy

B E N C H M A R K I N G H R D I G I T A L S T U D Y

*Participants could choose among several HR positions such as Head of HR Operations, Head of HR Transformation or Head of HR Strategy. One answer option was ”other”.

Based on the HR Digital Transformation Model

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W H Y B E N C H M A R K I N G M AT T E R S T O O U R C L I E N T S

HR DIGITALISATION

D i g i t a l i s a t i o n i s a s t r o n g d r i v e r a n d e n a b l e r i n a l l

o u r b u s i n e s s a r e a s

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H R D I G I TAL I S AT I O Nfor HR

D IG ITA L S TR ATE G Y

Digital culture

H U M AN D I G I TAL I S AT I ON

Digital workforce

Agile leadershipNew work and

collaboration

Digital HR services

for the whole organistation

Digital HR

organisation

Digital HR

processes

AGILITY AND BUSINESS SUCCESS

H R D I G I T A L T R A N S F O R M A T I O N M O D E L

Efficiency &

SpeedFlexibility Customer

Orientation

Lean Agile Focused

Employee

Experience

HR Core

HR Admin

Digitalisation

HR

Strategy

Radical

SimplificationAutomation

Technology is rapidly advancing, becoming cheaper and the new normal, enabling levels of automation unseen before

Product/customer journey orientation of the organisation already leveraged successfully by several companies and crucial for the adoption

Agile ways of working introduced by digital and increasingly traditional companies, enabling people to deliver products/services of working faster, more effectively and in flexible ways

D R I V E R S F O R H R D I G I T A L I S A T I O N

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P R E V I EW O F S T U D Y F I N D I N G S


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S T AT E O F T H E D I G I T A L I S AT I O N J O U R N E Y

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Not

started yetJust started In the middle

Nearly done

1% 20% 57%

20% 57%

Completely

done

2%

The top

management has a

shared

understanding of

digital

transformation

The fields of

action for the

digital

transformation are

clearly defined

Digitalisation is

anchored in the

corporate strategy

59%

17%

59%

16%

58%

17%

Top management

acts as role model

for the Digitalisation

55%

21%

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O V E R A L L D I G I T A L S T R AT E G Y

R E S P O N S I B I L I T Y T O D R I V E D I G I T A L I S A T I O N

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Top

Management

39%

Business

Development

21%

IT

14%

Research

10%

Chief Digital

Officer

7%

Marketing

6%

HR

3%

Area

UK DACH FR IT PT

Top management (Board, CEO, Directorate)

39% 41% 34% 37% 41%

Business Development 27% 9% 23% 19% 24%

Research and Development 9% 7% 10% 11% 10%

Chief Digital Officer 8% 7% 8% 8% 5%

Marketing 6% 5% 8% 3% 8%

HR 2% 8% 3% 2% 2%

IT 8% 21% 13% 19% 10%

Workers’council 0% 0% 0% 0% 0%

Other 0% 2% 0% 0% 0%

M A I N D R I V E R S O F D I G I T A L T R A N S F O R M A T I O N

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B U S I N E S S F U N C T I O N S A N D A R E A S M O S T A F F E C T E D

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BUSINESS FUNCTIONS

38% Operations

20% IT

18% HR

16% Sales

15% Supply Chain

8% Strategy

FUNCTIONAL AREAS

70% Processes

65% Collaboration

57% Business Models

52% Customer Interaction

16% Other

We have a

written and

fixed HR-IT

Strategy

29%

40%

29%

We have

already begun

implementing

HR Cloud

technologies

33%

35%

H R O N T H E W AY T O T H E C L O U D

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H R O N T H E W AY T O T H E C L O U D

multiple answers possible

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80% of participants use

on-premise solutions

45% in

the cloud

D I G I T A L M AT U R I T Y I N D E X

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Digital culture

Agile leadership

Digital workforce

New work and

collaboration

3,9

3,7

3,8

3,6

Digital HR

processes

Digital

HR services

Digital

HR organisation3,5 3,3

2,9

D IG ITAL S TR ATE G Y

for HRfor the whole organisation

3,7

3,2

H U M A N D IG ITA L IS AT IO N

Max. score 5

D I G I TA L M AT U R I T Y 3 . 5

H R D IG ITA L IS AT IO N

D I G I T A L M AT U R I T Y I N D E X B Y C O U N T R Y / R E G I O N

7 OCTOBER 2019 16Maximum score = 5

3,8

3,72

3,74

3,68

3,81

PT

IT

FR

DACH

UK

max

3,23

3,18

3,1

3,07

3,4

PT

IT

FR

DACH

UK

mayH U M A N D I G I T A L I S A T I O N H R D I G I T A L I S A T I O N

3,8 3,2

H U M A N D I G I T A L I S A T I O N

There is a clear view on the

impact of the digital transformation on the workforce structure

51%18 %

Competencies and skills required in the future are

strategically derived

Concrete measures are being taken to

deal with competence development

and competence shift

61%13%

57%13 %

Our Culture is characterized by

trial and error

43%30 %

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In my company, there are flexible

working models wherever possible

71%7%

In my company we pay attention

to modern workplace design,for example Open Space

In my company, managers act as

coaches and mentors

In my company, management sets

the strategic direction

57%15%

77%7%

50%14%

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In my company, we have clear

responsibilities for our HR processes in

terms of process or product owners.

56%16%

In my company, we have restructured

the HR IT organisation as part of the

HR cloud transformation.

In my company, we have successfully

completed our own HR cloud

transformation.

In my company, we have a written

and fixed HRIT strategy.

32%38%

40%29%

32%46%

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In my company, all HR processes are

backed by a clear process

governance.

50%16%

In my company, we have a set of clearly defined,

globally uniform processes (e.g. for master

data, recruiting, performance/potential

management)

In my company, HR services are

described with our own service

descriptions, including service levels.

53%18%

46%21%

54%21%

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In my company, we have robust HR

foundations (e.g. clean HR master data, a

job architecture, HR reporting) on which HR

processes run.



K E Y TAK E AWAY S

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HR Core

HR Admin

HR

Strategy

Radical


HR Core30%

HR Admin46%

HR

Strategy

24%

Radical


H i g h H R D i g i t a l

T r a n s f o r m a t i o n I n d e x

( h i g h e s t 1 0 % )

HR Core27%

HR Admin54%

HR

Strategy

19%

L o w H R D i g i t a l

T r a n s f o r m a t i o n I n d e x

( l o w e s t 1 0 % )

H R A N D H U M A N D I G I T A L I S A T I O N

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N E X T S T E P S F R O M H E R E

01F IND YO UR O W N WAY

03M AKE USE O F T HE

PO SSIBIL IT IESCREAT E L IG HT HOUSES

02

05BE AG ILE

06DO YO UR HO M EW ORK

07L O O K AHEAD

ENCO URAG E EM PLO YEES

T O M AKE CHANG ES

04

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GO-TO-MARKET PLANS

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RAISE

AW ARENES S O F

O UR CAPAB IL IT IE S

G ENERAT EQ UALIF IED LEADS

INCREASE SHARE O F VO ICE

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W H AT D O W E W A N T T O A C H I E V E

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K E Y A S S E T S

POWER POINT PRESENTATION

E-MAIL TEMPLATES

CLICK HERE TO ACCESS THESE ASSETS/LINKS ON MERCELINK CAMPAIGN PAGE

REPORTS SOCIAL MEDIA CARDS

….AND MORE

• EXECUTIVE SUMMARY

• PRESS RELEASE

• MERCER.COM PAGES

• CASE STUDIES

• ARTICLES/BLOGS

• E-MAIL SIGNATURE

http://sites.mercer.com/sites/Career/SitePages/MKTG_Campaigns_Benchmarking_HR_Digital.aspx

7 OCTOBER 2019

H R D I G I T A L S U R V E Y T O O L

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• Free-of-charge participation via

links on Mercer | Promerit

websites

• 10-15 minutes online survey

along HR Digitalisation Model

dimensions

• Survey available in 5 languages:

English, German, French, Italian,

Portuguese

HR DIGITAL SURVEY

• Automatic generation of individual high-level benchmarking report after

completing online survey

• Comparison of participant‘s answers with „Benchmarking HR

Digitalisation“ study results regarding the dimensions of the „HR

Digitalisation Model“

• Benchmarking along 4 criteria: region (UK, D/A/C, France, Italy,

Portugal), industry, financial turnover, number of employees

HR DIGITAL BENCHMARKING REPORT

HUMAN DIGITALISATION HR DIGITALISATION

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F R E Q U E N T L Y A S K E D Q U E S T I O N S

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Q. Can we publish the names of companies who

participated in each market?

A. No, unfortunately the survey was completed under conditions of anonymity by clients.

Q. Do participating companies receive their own

personalized report?

A. No, this would interfere with confidential and anonymous data of clients. However, all participating companies will receive a copy of the report from the market researcher.

Q. Is there a charge for the report?

A. No, the research is to create marketing content and to use in

client conversations and proposals. However, we do advise discretionary distribution of the full report directly as we would like to capture interest and leads. Through the website, the report will be available only upon a registration form fill.

Q. Will this study be run in other countries?

A. We are looking into that for 2020, including Asia and LATAM.

Q. Can we see the participating list by country

for our own business development purposes?

A. Yes. The list of participating companies is included in the data set we provided per country (including the link between company name and data). Due to data privacy law, no personal contact data can be shared.

Q. Can we reuse the survey tool for new clients?

A. Yes!

Q. How do other teams use this report?

A. Use it for new sales and marketing opportunities as well as with existing clients taking the benchmarking within a project as basis for further consulting needs.

Q. How do we know who to contact at each

company?

A. Due to the conditions of anonymity, it is not possible to get a specific contact at the participating company.

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Y O U R K E Y C O N T A C T S

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BUSINESS CHAMPION MARKETING CHAMPION

ITALY Alberto Navarra Emanuela Boem

FRANCE Bruno Rocquemont Anne Granet

GERMANY Armin von Rohrscheidt Vera Reuland

UNITED KINGDOM Davide Pediglieri Christy D’Costa

PORTUGAL Marco Gomes Tiago Pimentel

REGIONAL Armin von Rohrscheidt Rasika Thapa

Natalia Czarnowska

LAUNCHING BENCHMARKING HR DIGITAL 2019€¦ · • Benchmarking along 4 criteria: region (UK,...

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Transcript of LAUNCHING BENCHMARKING HR DIGITAL 2019€¦ · • Benchmarking along 4 criteria: region (UK,...