SHRM Survey Findings: 2014 Economic Conditions—Global Competition and Hiring Strategies October...

SHRM Survey Findings: 2014 Economic Conditions—Global Competition and Hiring Strategies

October 30, 2014

Economic Conditions—Global Competition and Hiring Strategies ©SHRM 2014 2

• This is Part 3 of a series of SHRM survey results about the state of jobs and skills in the current economic condition, which relates to a SHRM survey series about the ongoing impact of the U.S. and global recession from 2007 to 2012. Overall results will be reported separately in three different topic areas:

» Overall financial health and hiring.» Recruiting and skills gaps.» Global competition and hiring strategies.

• Overall results for 2013 will also be reported separately for California.

• Industry-specific results for the nine industries that were included in the sample will also be reported for each question throughout the report. The nine industries are:

» Accommodation and food services, retail/wholesale trade.» Construction, mining, quarrying, and oil and gas extraction.» Educational services.» Finance, insurance, real estate and rental and leasing.» Government agencies. » Health care and social assistance.» High-tech.» Manufacturing.» Professional, scientific, and technical services.

Introduction

http://www.shrm.org/research/surveyfindings/articles/pages/shrmpolltheongoingimpactoftherecession.aspx


• What strategies have organizations been using to deal with recruiting challenges for full-time regular positions? Of the 50% of organizations that indicated they were having difficulty recruiting for full-time regular positions, more than one-half (54%) used social media to deal with such challenges, followed by collaborating with educational institutions (48%) and expanding advertising efforts (41%). Organizations have also applied strategies that focus on using current employees, including training existing employees to take on the hard-to-fill positions (39%) and increasing retention efforts (37%).

» Larger organizations were more likely to report using social media and collaborating with educational institutions to deal with recruiting challenges compared with smaller organizations.

» Organizations in the high-tech and the professional, scientific, and technical services industries were most likely to use social media to deal with recruiting challenges (74% and 65%, respectively).

» The most effective strategies for dealing with recruiting challenges included using social media (51%), expanding advertising efforts (51%), using a recruitment agency (51%) and training existing employees to take on the hard-to-fill positions (49%).

• Are organizations facing global competition when recruiting applicants for hard-to-fill jobs? Fourteen percent of organizations believe they are facing global competition for qualified applicants for jobs they are having difficulty filling, similar to 13% reported in 2012.

» Organizations in the high-tech industry (37%) were more likely than those in other industries to believe that they are facing global competition for hard-to-fill jobs.

Key Findings


• Have organizations been hiring workers from outside the U.S. for jobs that have been difficult to fill? One-fifth (20%) of organizations have sponsored foreign nationals for H-1B visas in an attempt to fill key full-time regular positions that have been difficult to fill with qualified U.S. employees. For O visas, TN visas and other visas, the percentages were 2%, 8% and 7%, respectively.

» Overall, larger organizations were more likely than smaller organizations to have sponsored foreign nationals for various types of visas.

» The high-tech industry is more likely than other industries to have hired workers from outside the U.S. and to plan to continue in an attempt to recruit for hard-to-fill jobs (51% for H-1B visas and 25% for TN visas, respectively).

• Have organizations been hiring U.S. veterans for jobs that have been difficult to fill? Almost two-thirds (64%) of organizations reported hiring U.S. veterans for full-time regular positions in the last 12 months, an increase from 39% in 2011 and 58% in 2012.

» Larger organizations were more likely than smaller organizations to have hired U.S. veterans in an attempt to recruit for hard-to-fill jobs.

» Government agencies (73%) were more likely than organizations in other industries to have hired U.S. veterans in an attempt to recruit for hard-to-fill jobs.

Key Findings (continued)


• In their desire to find workers with skills that match their organization’s job openings, HR professionals should consider partnerships or some form of outreach with local educational institutions. Private-sector collaboration with vocational schools, which can involve developing curricula that help build skills required by local employers, has become a popular approach in some U.S. cities. Nearly half of the respondents to this survey said they have collaborated with educational institutions to deal with recruiting challenges.

• Recent research by SHRM has shown that many employers have cut back on funding for some forms of professional and career development, such as tuition assistance and cross-training for employees. This runs counterintuitive to efforts to find properly skilled individuals for open positions, and may be due only to economic conditions that have caused some employers to tighten their budgets. Nonetheless, professional development assistance should be an important tool for HR professionals to strengthen the skills of their employees. Two-fifths of respondents to this survey said training existing employees for hard-to-fill positions was effective when dealing with recruiting challenges.

• Across all industries, high-tech appears to have the greatest demand for highly skilled workers. The sector has been a strong performer in the U.S. economy, but HR professionals in that industry should make concerted efforts to train employees and develop partnerships to recruit and retain high-skilled workers. The high-tech industry was most likely to recruit globally for hard-to-fill positions, and its HR professionals, more frequently than in all other sectors, identified global competition for talent as a recruiting challenge for their organization.

What Do These Findings Mean for the HR Profession?


Strategies Organizations Used to Deal with Recruiting Challenges for Full-Time Regular Positions (All Industries)

Note: Only respondents whose organizations were having a difficult time recruiting for certain types of jobs were asked this question. Respondents who answered “don't know” were excluded from this analysis. Percentages do not equal 100% due to multiple response options. *Response was not included in the 2012 survey.

Using social media*

Collaborating with educational institutions

Expanding advertising efforts

Training existing employees to take on the hard-to-fill positions

Using a recruitment agency*

Increasing retention efforts

Expanding training programs to help improve skills of new hires

Targeting passive job seekers*

Seeking talent from nontraditional sources (e.g., veterans, retirees)*

54%

48%

41%

39%

39%

37%

37%

33%

32%

37%

47%

33%

32%

21%

2012 (n = 1,635)2013 (n = 2,900)


Strategies Organizations Used to Deal with Recruiting Challenges for Full-Time Regular Positions (All Industries, continued)

Note: Only respondents whose organizations were having a difficult time recruiting for certain types of jobs were asked this question. Respondents who answered “don't know” were excluded from this analysis. Percentages do not equal 100% due to multiple response options. *Response was not included in the 2012 survey.

Expanding geographic search region

Using/enhancing employee referral program*

Improving compensation*

Offering more flexible work arrangements

Providing monetary incentives to candidates (e.g., signing bonus)

Improving benefits package*

Offering new job perks

Other

None; no recruiting strategies used

30%

26%

24%

23%

19%

14%

7%

3%

7%

36%

22%

24%

5%

5%

8%

2012 (n = 1,635)2013 (n = 2,900)


Strategies Organizations Used to Deal with Recruiting Challenges for Full-Time Regular Positions (All Industries)

Note: Only statistically significant differences are shown.

Comparison by organization staff size• Organizations with 100 or more employees were more likely than organizations with 1 to 99 employees to

indicate that they are expanding the geographic search region to deal with recruiting challenges. Organizations with 500 to 24,999 employees were more likely than organizations with 100 to 499 employees to indicate that they are expanding the geographic search region to deal with recruiting challenges.

1 to 99 em-ployees

100 to 499 employees

500 to 2,499 employees

2,500 to 24,999 employees

25,000 or more employees

20%27%

34%39%

33%

• Organizations with 500 or more employees were more likely than organizations with 1 to 99 employees to indicate that they are using social media to deal with recruiting challenges. Organizations with 2,500 or more employees were more likely than organizations with 100 to 499 employees to indicate that they are using social media to deal with recruiting challenges.

1 to 99 em-ployees





45%52% 57% 62% 65%




Comparison by organization staff size• Organizations with 100 or more employees were more likely than organizations with 1 to 99 employees to

indicate that they are collaborating with educational institutions to deal with recruiting challenges. Organizations with 2,500 or more employees were more likely than organizations with 1 to 499 employees to indicate that they are collaborating with educational institutions to deal with recruiting challenges.

1 to 99 em-ployees





34%47% 52% 57%

66%

• Organizations with 100 or more employees were more likely than organizations with 1 to 99 employees to indicate that they are seeking talent from nontraditional sources (e.g., veterans, retirees) to deal with recruiting challenges. Organizations with 2,500 or more employees were more likely than organizations with 1 to 2,499 employees to indicate that they are seeking talent from nontraditional sources (e.g., veterans, retirees) to deal with recruiting challenges.

1 to 99 em-ployees





19%27%

34%42%

58%


Strategies Organizations Used to Deal with Recruiting Challenges for Full-time Regular Positions (All Industries, Continued)


Comparison by organization staff size• Organizations with 500 or more employees were more likely than organizations with 1 to 99

employees to indicate that they are increasing retention efforts to deal with recruiting challenges. Organizations with 2,500 or more employees were more likely than organizations with 1 to 499 employees to indicate that they are increasing retention efforts to deal with recruiting challenges.

1 to 99 em-ployees





29% 34% 40% 43%51%

• Organizations with 500 or more employees were more likely than organizations with 1 to 99 employees to indicate that they are providing monetary incentives to candidates (e.g., signing bonus) to deal with recruiting challenges. Organizations with 2,500 or more employees were more likely than organizations with 1 to 499 employees to indicate that they are providing monetary incentives to candidates (e.g., signing bonus) to deal with recruiting challenges.

1 to 99 em-ployees





12%17% 20%

27% 30%




Comparison by organization staff size

• Organizations with 1 to 99 employees were more likely than organizations with 500 to 24,999 employees to indicate that they are improving the benefits package to deal with recruiting challenges.

1 to 99 employees 500 to 2,499 employees



19%

12% 11%13%


Strategies Organizations Used to Deal with Recruiting Challenges for Full-Time Regular Positions (by Industry)

Note: Respondents who answered "don't know" were excluded from this analysis. Percentages do not equal 100% due to multiple response options.

Using Social Media

Collaborating with

Educational Institutions

Expanding

Advertising Efforts

Training Existing Employees to Take on the Hard-to-Fill

Positions

Using a Recruitm

ent Agency

Increasing

Retention Efforts

All industries (n = 2,900) 54% 48% 41% 39% 39% 37%Accommodation and food services, retail/wholesale trade (n = 280)

60% 51% 38% 49% 33% 43%

Construction, mining, quarrying, and oil and gas extraction (n = 290)

50% 51% 41% 42% 47% 37%

Educational services (n = 305) 48% 39% 52% 26% 20% 30%

Finance, insurance, real estate and rental and leasing (n = 267)

59% 49% 38% 37% 50% 40%

Government agencies (n = 463) 44% 39% 45% 39% 15% 27%

Health care and social assistance (n = 301)

53% 55% 46% 42% 37% 48%

High-tech (n = 137) 74% 56% 28% 38% 61% 45%

Manufacturing (n = 365) 50% 56% 41% 48% 60% 38%

Professional, scientific, and technical services (n = 410)

65% 46% 34% 32% 47% 39%


Strategies Organizations Used to Deal with Recruiting Challenges for Full-Time Regular Positions (by Industry, continued)


Expanding Training

Programs to Help

Improve Skills of New

Hires

Targeting Passive

Job Seekers

Seeking Talent from

Nontraditional Sources

Expanding Geographic

Search Region

Using/Enhancing Employee Referral Program

Improving Compensati

on

All industries (n = 2,900) 37% 33% 32% 30% 26% 24%

Accommodation and food services, retail/wholesale trade (n = 280)

45% 32% 38% 24% 34% 30%


42% 36% 41% 33% 31% 26%



37% 39% 27% 23% 35% 27%



37% 32% 22% 25% 27% 22%

High-tech (n = 137) 34% 57% 35% 42% 47% 34%

Manufacturing (n = 365) 40% 37% 36% 34% 25% 27%


38% 49% 29% 34% 37% 26%


Strategies Organizations Used to Deal with Recruiting Challenges for Full-time Regular Positions (by Industry, continued)


Offering More

Flexible Work

Arrangements

Providing Monetary Incentives

to Candidates

Improving Benefits Package

Offering New Job Perks

Other

None; No Recruiting Strategies

Used

All industries (n = 2,900) 23% 19% 14% 7% 3% 7%Accommodation and food services, retail/wholesale trade (n = 280)

23% 19% 20% 10% 2% 5%


20% 25% 20% 8% 2% 5%



26% 21% 14% 7% 2% 7%



20% 28% 11% 4% 2% 5%

High-tech (n = 137) 36% 39% 20% 12% 4% 4%

Manufacturing (n = 365) 15% 21% 13% 6% 4% 5%


29% 25% 15% 8% 2% 6%


Recruiting Strategies Organizations Feel Are Most Effective (All Industries)

Note: n = 102-1,571. Respondents who answered “don't know” were excluded from this analysis. Respondents were asked only about those recruiting strategies that their organizations were using and were allowed to select up to three options. Percentages do not equal 100% due to multiple response options.

Expanding advertising efforts

Using a recruitment agency

Using social media

Training existing employees to take on the hard-to-fill positions

Targeting passive job seekers

Using/enhancing employee referral program

Improving compensation package

Offering more flexible work arrangements

Collaborating with educational institutions

51%

51%

51%

49%

42%

42%

41%

40%

37%


Recruiting Strategies Organizations Feel Are Most Effective (All Industries, continued)

Expanding training programs to help improve skills of new hires

Expanding geographic search region

Increasing retention efforts

Providing monetary incentives to candidates (e.g., signing bonus)

Improving benefits package

Seeking talent from nontraditional sources (e.g., veterans, retirees)

Offering new job perks

Other

37%

33%

33%

31%

29%

27%

12%

31%

Note: n = 102-1,571. Respondents who answered “don't know” were excluded from this analysis. Respondents were asked only about those recruiting strategies that their organizations were using and were allowed to select up to three options. Percentages do not equal 100% due to multiple response options.


Recruiting Strategies Organizations Feel Are Most Effective (by Industry)

Note: Respondents who answered “don't know” were excluded from this analysis. Respondents were asked only about those recruiting strategies that their organizations were using and were allowed to select up to three options. Percentages do not equal 100% due to multiple response options.“-” Percentage was not reportable due to small sample size (n < 30).

Expanding Advertising Efforts

Using a Recruitment

Agency

Using Social Media

Training Existing

Employees to Take on the Hard-to-Fill Positions

Targeting Passive

Job Seekers

Using/Enhancing Employee Referral Program

All industries (n = 102 - 1,571) 51% 51% 51% 49% 42% 42%Accommodation and food services, retail/wholesale trade (n = 52 - 169)

51% 40% 53% 45% 46% 39%

Construction, mining, quarrying, and oil and gas extraction (n = 57 - 149)

45% 57% 47% 48% 43% 54%

Educational services (n = 32 - 158)

66% 36% 53% 53% 45% -

Finance, insurance, real estate and rental and leasing (n = 37 - 156)

49% 55% 52% 53% 44% 46%

Government agencies (n = 37 - 207)

61% 29% 54% 60% 34% -

Health care and social assistance

(n = 32 - 165)55% 44% 50% 53% 29% 49%

High-tech (n = 39 - 101) 31% 47% 55% 31% 44% 37%

Manufacturing (n = 48 - 219) 35% 68% 43% 49% 45% 29%

Professional, scientific, and technical services (n = 34 - 267)

44% 49% 52% 45% 45% 46%


Recruiting Strategies Organizations Feel Are Most Effective (by Industry, continued)


Improving

Compensation Package

Offering More

Flexible Work

Arrangements

Collaborating with

Educational Institutions

Expanding Training

Programs to Help Improve Skills of New

Hires

Expanding

Geographic Search Region

Increasing Retention

Efforts

All industries (n = 102 - 1,571) 41% 40% 37% 37% 33% 33%Accommodation and food services, retail/wholesale trade (n = 52 - 169)

39% 39% 34% 42% 27% 43%


41% 32% 39% 32% 30% 26%

Educational services (n = 32 - 158)

47% 51% 51% 44% 31% 36%


44% 36% 28% 45% 30% 34%

Government agencies (n = 37 - 207)

55% 46% 37% 37% 46% 29%

Health care and social assistance

(n = 32 - 165)35% 42% 43% 41% 34% 38%

High-tech (n = 39 - 101) 45% 33% 27% 23% 33% 35%

Manufacturing (n = 48 - 219) 41% 38% 37% 34% 30% 25%


31% 36% 37% 32% 27% 32%


Recruiting Strategies Organizations Feel Are Most Effective (by Industry, continued)


Providing Monetary

Incentives To Candidates (e.g., Signing Bonus)

Improving Benefits Package

Seeking Talent From Nontraditional Sources (e.g.,

Veterans, Retirees)

Offering New Job Perks

All industries (n = 102 - 1,571) 31% 29% 27% 12%

Accommodation and food services, retail/wholesale trade (n = 52 - 169)

29% 29% 34% -


31% 28% 27% -

Educational services (n = 32 - 158) - 38% 28% -


25% 27% 21% -

Government agencies (n = 37 - 207) - 41% 43% -

Health care and social assistance (n = 32 - 165)

34% 25% 24% -

High-tech (n = 39 - 101) 25% - 25% -

Manufacturing (n = 48 - 219) 30% 42% 20% -


33% 21% 18% 9%


Do You Believe That Your Organization Is Facing Global Competition (i.e., Competition from Other Countries) for Talent for Hard-to-Fill* Jobs? (All Industries)

Note: Respondents who answered “don't know” were excluded from this analysis.* Question stated “for full-time regular positions that your organization has been having difficulty filling.”

Yes23%

No77%

2011

Yes

13%

No87%

2012

Yes

14%

No86%

2013

n = 720 n = 1,492 n = 2,253


Do You Believe That Your Organization Is Facing Global Competition (i.e., Competition from Other Countries) for Talent for Hard-to-Fill* Jobs? (by Industry)

All industries (n = 2,253)

High-tech (n = 104)


Manufacturing (n = 312)


Educational services (n = 265)




Government agencies (n = 431)

Other industry (n = 64)

14%

37%

22%

20%

18%

12%

11%

9%

8%

8%

8%

Note: Respondents who answered “don't know” were excluded from this analysis.* Question stated “for full-time regular positions that your organization has been having difficulty filling.”


Sponsorship for Foreign Nationals for Key Full-time Positions That Are Difficult to Fill with Qualified U.S. Employees (All Industries)

Note: Respondents who answered “don't know” were excluded from this analysis.

20%

7%

2%71

%

H-1B visas

2% 1%2%

94%

O visas

Have recruited and plan to con-tinue

Have recruited but do NOT plan to continue

Have not recruited but plan to in the next 12 months

Have not recruited and do NOT plan to in the next 12 months

n = 2,560 n = 2,261


Sponsorship for Foreign Nationals for Key Full-Fime Positions That Are Difficult to Fill with Qualified U.S. Employees (All Industries, continued)

Note: Respondents who answered “don't know” were excluded from this analysis. Percentages may not equal 100% due to rounding.

8%

2% 3

%

88%

TN visas

7%

2% 2

%

90%

Other visas

Have recruited and plan to con-tinue

Have recruited but do NOT plan to continue

Have not recruited but plan to in the next 12 months

Have not recruited and do NOT plan to in the next 12 months

n = 2,131n = 2,301


Sponsorship for Foreign Nationals for Key Full-Time Positions That Are Difficult to Fill with Qualified U.S. Employees (All Industries)



• Organizations with 500 or more employees were more likely than organizations with 1 to 499 employees to indicate that they have sponsored foreign nationals for H-1B visas in an attempt to fill key full-time regular positions that have been difficult to fill with qualified U.S. employees. Organizations with 2,500 or more employees were more likely than organizations with 1 to 2,499 employees to indicate that they have sponsored foreign nationals for H-1B visas.

1 to 99 em-ployees





9% 12%

24%

39% 36%

• Organizations with 500 or more employees were more likely than organizations with 1 to 499 employees to indicate that they have sponsored foreign nationals for TN visas in an attempt to fill key full-time regular positions that have been difficult to fill with qualified U.S. employees.

1 to 99 em-ployees





3% 4%8%

18% 16%


Sponsorship for Foreign Nationals for Key Full-Time Positions That Are Difficult to Fill with Qualified U.S. Employees (All Industries, continued)



• Organizations with 500 or more employees were more likely than organizations with 1 to 499 employees to indicate that they have sponsored foreign nationals for other types of visas in an attempt to fill key full-time regular positions that have been difficult to fill with qualified U.S. employees.

1 to 99 em-ployees





3% 4%

10%13%

17%


Sponsorship for Foreign Nationals for Key Full-Time Positions That Are Difficult to Fill with Qualified U.S. Employees (by Industry)


Have Recruited

and Plan to Continue

Have Recruited but Do NOT

Plan to Continue

Have Not Recruited but Plan to in the

Next 12 Months

Have Not Recruited and Do NOT Plan to in the Next 12

Months

All industries (n = 2,560) 20% 7% 2% 71%


13% 5% 2% 80%


22% 8% 2% 68%

Educational services (n = 269) 31% 9% 2% 57%


15% 6% 1% 78%

Government agencies (n = 408) 8% 2% 2% 88%


15% 7% 3% 74%

High-tech (n = 130) 51% 7% 3% 39%

Manufacturing (n = 327) 20% 9% 2% 69%


28% 10% 3% 60%

H-1B visas (specialty occupation workers)


Sponsorship for Foreign Nationals for Key Full-Time Positions That Are Difficult to Fill with Qualified U.S. Employees (by Industry, continued)


Have Recruited



Plan to Continue


Next 12 Months


Months

All industries (n = 2,261) 2% 1% 2% 94%


1% 0% 2% 97%


1% 2% 3% 93%



0% 0% 1% 98%



2% 1% 3% 94%

High-tech (n = 92) 8% 2% 3% 87%

Manufacturing (n = 289) 2% 1% 2% 96%


4% 2% 3% 91%

O visas (individuals with extraordinary ability or achievement)




Have Recruited



Plan to Continue


Next 12 Months


Months

All industries (n = 2,301) 8% 2% 3% 88%


0% 1% 1% 97%


14% 2% 3% 82%



4% 0% 1% 94%



5% 1% 2% 91%

High-tech (n = 103) 25% 4% 5% 66%

Manufacturing (n = 297) 8% 3% 3% 86%


14% 3% 5% 79%

TN visas (Treaty NAFTA visas for Mexican and Canadian businesspeople)




Have Recruited



Plan to Continue


Next 12 Months


Months

All industries (n = 2,131) 7% 2% 2% 90%


9% 1% 1% 89%


5% 4% 1% 89%



4% 1% 1% 95%



5% 0% 1% 93%

High-tech (n = 89) 19% 3% 3% 74%

Manufacturing (n = 274) 8% 1% 2% 89%


10% 3% 2% 84%

Other visas


Organizations That Hired U.S. Veterans for Full-Time Regular Positions in the Last 12 Months (All Industries)

Note: n = 2,561. Respondents who answered "don't know" were excluded from this analysis. Percentages do not equal 100% due to rounding.

Yes

No

No, but we are considering it

No, but we have plans to do so in the next 12 months

64%

24%

9%

4%


Organizations That Hired U.S. Veterans for Full-Time Regular Positions in the Last 12 Months (by Industry)

Note: Respondents who answered "don't know" were excluded from this analysis. Percentages may not equal 100% due to rounding.

All industries (n = 2,561)



Educational services (n = 250)


Government agencies (n = 423)


High-tech (n = 111)

Manufacturing (n = 344)


64%

70%

69%

60%

50%

73%

64%

61%

69%

49%

24%

19%

18%

24%

36%

19%

28%

23%

16%

38%

9%

7%

10%

11%

8%

6%

5%

12%

11%

9%

4%

4%

2%

6%

5%

3%

3%

4%

4%

4%

YesNoNo, but we are considering itNo, but we have plans to do so in the next 12 months


Organizations That Hired U.S. Veterans for Full-Time Regular Positions in the Last 12 Months (All Industries)



• Organizations with 100 or more employees were more likely than organizations with 1 to 99 employees to have hired U.S. veterans for full-time regular positions in the last 12 months. Organizations with 500 or more employees were more likely than organizations with 100 to 499 employees to have hired U.S. veterans for full-time regular positions in the last 12 months. Organizations with 25,000 or more employees were more likely than organizations with 500 to 2,499 employees to have hired U.S. veterans for full-time regular positions in the last 12 months.

1 to 99 em-ployees





28%

56%

81%87%

92%


Demographics


Demographics: Organization Industry

Note: n = 3,335. Percentages do not equal 100% due to rounding.

Percentage

Accommodation and food services, retail/wholesale trade 10%

Construction, mining, quarrying, and oil and gas extraction 10%

Educational services 11%

Finance, insurance, real estate and rental and leasing 9%

Government agencies 16%

Health care and social assistance 10%

High-tech 5%

Manufacturing 12%

Professional, scientific, and technical services 14%

Other industry 3%


Demographics: Organization Sector (All Industries)

n = 3,335

Publicly owned for-profit

Government

Privately owned for-profit

Nonprofit

45%

20%

20%

15%


Demographics: Organization Sector (by Industry)

Note: Percentages may not equal 100% due to rounding.

Privately Owned

For-ProfitGovernment

Publicly Owned

For-ProfitNonprofit

All industries (n = 3,335) 45% 20% 20% 15%


63% 0% 36% 2%


71% 0% 28% 1%



56% 0% 24% 19%



32% 0% 9% 59%

High-tech (n = 156) 54% 0% 44% 2%

Manufacturing (n = 404) 63% 0% 36% 1%


76% 0% 19% 5%

Other industry (n = 91) 57% 0% 22% 21%


Demographics: Region (All Industries)

n = 3,022

39%

23%

22%

16%

South

West

Midwest

Northeast


Demographics: Region (by Industry)


South West Midwest Northeast

All industries (n = 3,022) 39% 23% 22% 16%


37% 29% 20% 14%


44% 25% 18% 13%



33% 19% 25% 23%



37% 22% 23% 18%

High-tech (n = 142) 30% 36% 12% 23%

Manufacturing (n = 365) 36% 16% 33% 16%


42% 24% 17% 17%

Other industry (n = 80) 39% 23% 16% 23%


Demographics: Organization Staff Size (All Industries)

Note: n = 2,945 . Percentages do not equal 100% due to rounding.

1 to 99 employees





21%

31%

22%

20%

7%


Demographics: Organization Staff Size (by Industry)


1 to 99

Employees100 to 499 Employees

500 to 2,499

Employees

2,500 to 24,999

Employees

25,000 or More

Employees

All industries (n = 2,945) 21% 31% 22% 20% 7%Accommodation and food services, retail/wholesale trade (n = 278)

14% 27% 17% 19% 24%


23% 33% 20% 20% 3%

Educational services (n = 318) 10% 29% 32% 25% 3%


29% 31% 20% 14% 6%

Government agencies (n = 470) 13% 32% 30% 21% 4%


15% 29% 23% 24% 9%

High-tech (n = 143) 27% 27% 16% 21% 9%

Manufacturing (n = 355) 17% 32% 22% 23% 6%


40% 32% 11% 13% 5%

Other industry (n = 78) 23% 36% 17% 17% 8%


n = 3,092

Demographics: Other (All Industries)

U.S.-based operations only 71%

Multinational operations 29%

Single-unit organization: An organization in which the location and the organization are one and the same.

31%

Multi-unit organization: An organization that has more than one location.

69%

Multi-unit headquarters determines HR policies and practices

48%

Each work location determines HR policies and practices

3%

A combination of both the work location and the multi-unit headquarters determines HR policies and practices

49%

Is your organization a single-unit organization or a multi-unit organization?

For multi-unit organizations, are HR policies and practices determined by the multi-unit headquarters, by each work location or by both?

Does your organization have U.S.-based operations (business units) only, or does it operate multinationally?

n = 3,116

n = 2,223


SHRM Survey Findings

• Response rate = 13%• 3,335 HR professionals participated in this survey from a randomly selected sample of

SHRM’s membership from nine different industries:» Accommodation and food services, retail/wholesale trade.» Construction, mining, quarrying, and oil and gas extraction.» Educational services.» Finance, insurance, real estate and rental and leasing.» Government agencies.» Health care and social assistance.» High-tech.» Manufacturing.» Professional, scientific, and technical services.

• Margin of error +/-2%• Survey fielded December 16, 2013 - January 16, 2014

Survey Methodology


• SHRM Leading Indicators of National Employment (LINE)» http://www.shrm.org/research/monthlyemploymentindices/line/pages/default.aspx

• SHRM Jobs Outlook Survey (JOS)» http://www.shrm.org/research/monthlyemploymentindices/lmo/pages/default.aspx

• SHRM Metro Economic Outlooks» http://

www.shrm.org/research/monthlyemploymentindices/pages/metroeconomicoutlooks.aspx

• SHRM’s Workforce Readiness Resource Page» http://

www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/workforcereadiness.aspx

• SHRM Foundation: What’s Next: Future Global Trends Affecting Your Organization, Evolution of Work and the Worker

» http://www.shrm.org/about/foundation/shapingthefuture/documents/2-14%20theme%201%20paper-final%20for%20web.pdf

Additional SHRM Resources

http://www.shrm.org/research/monthlyemploymentindices/line/pages/default.aspx

http://www.shrm.org/research/monthlyemploymentindices/line/pages/default.aspx

http://www.shrm.org/research/monthlyemploymentindices/lmo/pages/default.aspx

http://www.shrm.org/research/monthlyemploymentindices/lmo/pages/default.aspx

http://www.shrm.org/research/monthlyemploymentindices/pages/metroeconomicoutlooks.aspx



http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/workforcereadiness.aspx



http://www.shrm.org/about/foundation/shapingthefuture/documents/2-14%20theme%201%20paper-final%20for%20web.pdf




For more survey/poll findings, visit shrm.org/surveys

For more information about SHRM’s Customized Research Services, visit shrm.org/customizedresearch

Follow us on Twitter @SHRM_Research

About SHRM Research

Project lead:Tanya Mulvey, researcher, SHRM Research

Project contributors:Alexander Alonso, Ph.D., SPHR, vice president, SHRM ResearchEvren Esen, director, Survey Programs, SHRM ResearchYan Dong, Survey Research Center, SHRM ResearchChristina Lee, researcher, SHRM ResearchQikun Niu, intern, SHRM ResearchJennifer Schramm, manager, Workplace Trends and Forecasting, SHRM Research

Copy editor:Katya Scanlan, SHRM Knowledge Center

http://www.shrm.org/surveys

http://www.shrm.org/customizedresearch

http://twitter.com/SHRM_Research


Founded in 1948, the Society for Human Resource Management (SHRM) is the world’s largest HR membership organization devoted to human resource management. Representing more than 275,000 members in over 160 countries, the Society is the leading provider of resources to serve the needs of HR professionals and advance the professional practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China, India and United Arab Emirates. Visit us at shrm.org.

About SHRM

http://www.shrm.org/

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