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How to Address HR Challenges Through 2015

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Creating People
          Advantage
How to Address HR Challenges Worldwide Through 2015

                Executive Summary
The Boston Consulting Group (BCG) is a                   The World Federation of Personnel Man-
global management consulti...
Executive Summary




T
           hroughout the sweep of history, talented in-     ◊ Talent and leadership are becoming e...
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How to Address HR Challenges Through 2015

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From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.

We can help you build your intercultural challenges visit www.kamelionworld.com

From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.

We can help you build your intercultural challenges visit www.kamelionworld.com

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How to Address HR Challenges Through 2015

  1. 1. Creating People Advantage How to Address HR Challenges Worldwide Through 2015 Executive Summary
  2. 2. The Boston Consulting Group (BCG) is a The World Federation of Personnel Man- global management consulting firm and agement Associations (WFPMA) is a the world’s leading advisor on business global network of professionals in people strategy. We partner with clients in all sec- management. It was founded in 1976 to tors and regions to identify their highest- aid the development and improve the value opportunities, address their most effectiveness of professional people man- critical challenges, and transform their agement all over the world. Its members businesses. Our customized approach are predominantly the continental federa- combines deep insight into the dynamics tions which are made up of more than 70 of companies and markets with close col- national personnel associations represent- laboration at all levels of the client or- ing over 400,000 people management pro- ganization. This ensures that our clients fessionals. For more information, please achieve sustainable competitive advan- visit www.wfpma.com. tage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 66 offices in 38 countries. For more informa- tion, please visit www.bcg.com. © The Boston Consulting Group, Inc. and World Federation of Personnel Management Associations, 2008. All rights reserved. For information or permission to reprint, please contact BCG at: E-mail: bcg-info@bcg.com Fax: +1 617 850 3901, attention BCG/Permissions Mail: BCG/Permissions The Boston Consulting Group, Inc. Exchange Place Boston, MA 02109 USA
  3. 3. Executive Summary T hroughout the sweep of history, talented in- ◊ Talent and leadership are becoming even scarcer resources dividuals have always risen above the than ever before. This scarcity results from dramatic known limits of their time: Where would changes in the complexities of business and the expec- the world be today without the contribu- tations of employees. Increasingly, people are the most tions of great minds like Albert Einstein, important asset at many companies, and the fortunes Adam Smith, and Leonardo da Vinci? of these so-called people businesses are closely tied to their leadership and the talent they employ. At the same time, many world-shaking accomplishments have demanded individual genius and the dedication of ◊ The work force, on average, is growing older, and people a cast of thousands. The cathedrals in Europe, the are having fewer children. Just a few years ago, compa- mosques in Asia and Africa, the Panama Canal, and the nies were restructuring and reducing their work forces, U.S. transcontinental railroad, for example, all emerged but many will soon find it difficult to fill key positions through the hard work and collective efforts of countless and replace the valuable knowledge held by retiring craspeople and workers. These great structures all stand employees. as testimony to human achievement. ◊ Companies are becoming global organizations. As busi- People can make a difference when they dare to believe nesses expand into new markets, they will face an in creating advantage for themselves, their communities, increasingly complex HR environment, particularly as and their future. they try to recruit and retain foreign talent and inte- grate diverse cultures. Creating People Advantage ◊ The emotional well-being of employees is more important The pace of change has accelerated dramatically in recent than ever before. While many employees once expected decades, producing seismic changes in business and soci- to stay at one company—or at least in one industry— ety. One consequence of these shis, which we outline until retirement, they no longer have that expectation. below, is that people are more important than ever to Indeed, employees increasingly will make job choices success. Their importance will only grow in the future. and sacrifices on the basis of family considerations and a desire for a life outside of work. Companies are complex social systems that require clar- ity of purpose, guidance, and direction. Companies that While the HR challenges are greater than ever before, so fine-tune these systems by creating what we call people too are the opportunities for companies to excel through advantage—the ability to gain competitive advantage people strategies. On the following pages, we arm execu- through people strategies—will race ahead of their com- tives with an overall approach for creating a people petitors. advantage and with facts about the HR and competitive C P A 
  4. 4. environment of the future. This process and knowledge Exhibit 1. HR Needs to Be Connected will help executives understand how best to tackle talent, to Strategy While Relying on Metrics leadership, and demographic challenges. Strategy We believe very strongly that the HR function must be able to measure, count, and calculate the effectiveness of ? both its internal operations and the company’s overall people strategies. One of the reasons that HR ranks lower on the corporate totem pole today than the finance department is that HR managers oen cannot quantify their successes. Our hope is that this report will help rec- tify that shortcoming, raise the profile of HR to its proper place in the corporate hierarchy, and enable companies to start to create a sustainable people advantage. Understanding the Connections That Metrics HR Link HR to Metrics and Strategy Source: BCG analysis. If we view strategy, metrics, and HR as three points on a triangle, we find that, at most companies, the links between HR and strategy and those between HR and and branding, and diversity efforts should precisely metrics are broken or nonexistent. (See Exhibit 1.) Senior target its work force needs as determined by the com- executives need to make sure that HR and people strat- pany’s analysis of the future supply of potential egy is the cornerstone of their corporate strategy. One of employees in the labor market and its own future the most effective ways to integrate HR and strategy is demand for workers. through the creation of a strategic work force plan. ◊ Performance Strategy. The company’s approach to indi- To formulate and execute such a plan, executives should vidual performance management, human capital met- take two major steps. First, they should understand how rics, and incentive systems should support overall cor- their company’s overall strategy drives the demand for porate goals. people. Without this foundation of fundamental knowl- edge, the HR department lacks long-term guidance. Even ◊ Development Strategy. A company’s efforts at develop- so, few companies systematically analyze the future sup- ing its people and leaders must reinforce the corporate ply of and demand for employees under different growth strategy. scenarios and on a job-by-job basis. Such an approach enables companies to determine how many employees ◊ Affiliation Strategy. The company should establish sys- they are likely to need, which qualifications those employ- tems to track compensation and retention, work-life ees should have, and when the companies will need them balance, engagement and motivation among employ- over the next 5, 10, or even 15 years. ees, and corporate social responsibility in order to make ongoing adjustments to these critical tools for Second, companies should also understand the four building relationships with employees. “bridges” that connect strategy and HR: sourcing strategy, performance strategy, development strategy, and affilia- Companies need to be able to measure each of these four tion strategy. These linkages must be in place. linkages so that top executives understand the quantita- tive dimensions of people issues in the same way that ◊ Sourcing Strategy. The activities a company undertakes they grasp the financial impact of their strategic deci- in recruiting, hiring, internal staffing, HR marketing sions.  T B C G • W F  P M A
  5. 5. By following the structured approach of the strategic ◊ Staffing the organization with high performers who work force plan, many companies discover that their HR possess a deep understanding of business issues and people strategy is not a cornerstone of the overall strategy. Still, the reality is clear: People drive strategy. ◊ Establishing the HR function as a step on the career Companies need to rely on metrics to make sure they path of high-potential employees know where their people are headed. ◊ Building the people management skills of line Many executives today have “dashboards” on their com- managers puter desktops that provide a quick picture of their com- pany’s traditional financial and business performance Accountability and Efficiency metrics. These dashboards should also highlight quantita- In addition to advising business executives on their peo- tive and qualitative HR metrics. Quantitative metrics ple needs, top HR managers are also line managers of could include employee attrition, recruiting success, or their own department. They need to ensure that their the value added per person—a new measure of produc- internal operations are effective and that they are opti- tivity. Qualitative measures might include scores from mizing the HR delivery model in three ways. employee surveys assessing leadership and employee engagement. ◊ They should automate processes, including the use of Web-based applications, in order to boost productivity Until top executives have a fuller and more accurate view and improve access to HR services for staff and manag- of HR activities, the HR function will not achieve its ers. This step will also improve the consistency of their proper role within the corporation. HR processes across their operations. Deploying Operational Excellence to ◊ They should use shared services and outsourcing Bring the HR Function up to Speed arrangements whenever advantageous to handle the operational aspects of HR activities so that the HR HR departments alone cannot execute a people strategy. function can concentrate as much as possible on value- Rather, a truly effective people strategy requires insight adding activities. from line executives, supporting metric systems, and the demonstration of business impact. Another prerequisite ◊ They should clearly distinguish among the various is an effective and trusting partnership between line roles in HR: generalist, specialist, business partner, and managers and the HR function. Furthermore, if the HR administrator. Dividing the roles in this way will help department does not have its own house in order, it will HR employees develop deep competencies and sim- lack the time and the credibility required to play a strate- plify the career development tracks within and outside gic role. of the function. In other words, efficiency does not require that all HR managers be jacks-of-all-trades. The senior HR executive can build his or her reputation and credibility by focusing on three key areas: capabili- Cooperation ties; accountability and efficiency; and cooperation. Large organizations depend on cooperation in order to achieve their goals efficiently. Yet employees and depart- Capabilities ments oen do not cooperate because they do not pay Excellence starts at the top. The most senior HR execu- the price for failing to do so. The HR function is well tive therefore must have credibility with the company’s suited to address this issue and has the following duties: chief executive and the executive team. Ideally, he or she should have the same status and power as the chief finan- ◊ Designing key HR processes such as people reviews, cial officer. Initially, the top HR executive can gain credi- career and mobility management, and compensation bility by pursuing the following approaches, which have reviews so that corporate, departmental, and individ- proven track records: ual goals are achieved. This step requires an active and C P A 
  6. 6. courageous contribution from the HR department to 2010 through 2015—and in which they reported that overcome the natural tendency of individual manag- their companies were currently weakest. ers to act as if their employees and resources “belong” to them and not to the corporation. ◊ On average, only 40 percent of all executives who per- ceived at least one of the eight globally critical topics ◊ Serving as experts on organizational issues to ensure as important for the future told us that their compa- that the proper accountabilities and metrics are in nies have begun tackling it today. place to facilitate cooperation. This duty can encom- pass several dimensions, such as analyzing the num- We believe that by understanding the quantitative results ber of layers in the organization and the spans of con- of this survey, executives will be able to lay the founda- trol; measuring and improving employee engagement; tion to create strategic HR processes. We highlight the and establishing individual and collective account- major themes of our analysis here. abilities when defining roles and key performance indicators. Top HR executives also should possess the In the near future, companies will face eight particu- skills needed to coach managers and should provide larly critical HR challenges that fall into three strate- them with insightful ideas on organization and people gic categories. (See Exhibit 2.) management. ◊ Developing and Retaining the Best Employees. The first Facing the Future category consists of the challenges of managing talent, improving leadership development, and managing work- One of the difficulties that HR executives face is the chal- life balance. lenge of comparing their company’s practices with those of competitors. Chief financial officers can scan their ◊ Anticipating Change. The second category encompasses Bloomberg terminals to discover the financing vehicles of managing demographics, managing change and cultural their competitors. Likewise, chief information officers gen- transformation, and managing globalization. erally know what systems their peers are installing, oen learning of them through word of mouth, vendors, or trade ◊ Enabling the Organization. The third category consists publications. By contrast, HR executives have not had of becoming a learning organization and transforming many places to make similar comparisons—until now. HR into a strategic partner. This report provides a comprehensive view of HR Corporations that can meet these challenges head on practices in the world today. will build and sustain competitive advantage. In feed- back gleaned from the Web survey and the follow-up ◊ HR and other executives throughout the world iden- interviews, we identified several possible actions for tified the top future challenges in a Web survey that enhancing capabilities in each of the topics. BCG and WFPMA conducted in 83 different coun- tries and markets. The survey captured the views of Developing and Retaining the more than 4,700 executives on 17 topics in human Best Employees resources management and a total of 194 specific ◊ Managing Talent. This is the topic at or very near the action steps associated with those topics. To deepen top of the agenda in every region and every industry. our understanding of the current and future HR It involves attracting, developing, and retaining all landscape, we also conducted follow-up interviews individuals with high potential—regardless of whether with more than 200 senior executives globally. they are managers, specialists, or individual contribu- tors—across all levels of the organization. Companies ◊ The top eight future challenges in HR identified by the may soon find talent scarcer than funding, as individu- survey are the capabilities that executives expect to be als gain more employment options. To tackle this chal- the most important in managing human capital from lenge, companies should consistently and deliberately  T B C G • W F  P M A
  7. 7. communicate their HR value proposition and market- ers will need to understand this quest in order to ing messages and identify new talent pools. In talent attract and retain talent. Some workers have multiple planning, they also need to take into account the future employment options and can pick a job on the basis of geographic footprint and future activities of the firm, flexible work hours and other nonfinancial features. and they should implement programs that will enable Other workers are willing to work beyond retirement talent affiliation and development. age provided that they can take longer vacations than their career-track colleagues. Many younger employ- ◊ Improving Leadership Development. Leadership develop- ees simply have new and nontraditional expectations ment is closely linked to talent management. Further- about work. Company responses to employees’ needs more, the value added by management and manage- may range from providing flexible work arrangements rial engagement contribute critically to outstanding to addressing employees’ growing desire to derive a business performance in today’s increasingly complex sense of greater purpose from their work. Increasingly, organizations—and leadership plays an essential role companies will find it beneficial to offer “motivational in generating both. Leaders convey the mission and management,” under which some elements of com- sense of purpose of the organization. They serve as pensation will consist of nontraditional and noneco- role models, are the primary developers of people, and nomic features. Even when companies offer such ini- engage the staff in highly visible ways. Corporations tiatives today, however, employees oen perceive that should invest considerable resources in defining spe- these options may hinder their careers and their stand- cific leadership models, assessing their leaders, and ing within the company. designing development programs. Anticipating Change ◊ Managing Work-Life Balance. Many employees are look- ◊ Managing Demographics. With the work force in devel- ing for more than just a paycheck these days. Employ- oped economies graying, companies need to manage Exhibit 2. Globally, Eight Topics Demand the Most Immediate Action and the Greatest Attention High Improving leadership Managing development talent Managing Managing Transforming HR work-life into a strategic partner change and cultural balance transformation Managing Delivering on demographics recruiting and Becoming staffing a learning Enhancing organization Future employee Managing importance commitment globalization Improving Managing performance diversity Restructuring management the organization and rewards Managing Sample size: 4,741 corporate social responsibility Mastering HR Measuring HR and processes employee performance Relevance Strong today need to act Providing shared services and outsourcing HR Low Medium Low High need need Low to act to act High Low Current capabilities Sources: Proprietary Web survey with responses from 83 countries and markets; BCG/WFPMA analysis. C P A 
  8. 8. two risks: the loss of capacity and knowledge as Enabling the Organization employees retire and the loss of productivity as the ◊ Becoming a Learning Organization. In a world driven by work force ages. Companies can minimize their expo- innovation and rapid change, becoming a learning or- sure to such demographic risk by creating a systematic ganization—from top to bottom—provides a clear approach to analyzing the future supply of and competitive advantage. Creating this advantage demand for employees under different growth scenar- requires careful planning to ensure that the right peo- ios. This approach will allow companies to determine ple are being trained in the right ways. Few companies how many employees they are likely to need, which told us that they have found the ideal way to prepare qualifications those employees should possess, and their employees to cope with the complexities and when the organizations will need them. At the same accelerated speed in an increasingly global economy. time, companies across all industries need to analyze This topic is particularly important since many and understand the effects of an aging work force and national education systems are failing to arm potential then take dedicated and focused actions to address or employees with the skills that they will require to keep mitigate those effects. For example, companies can pace in the future. Corporate investments in learning add or enhance career tracks, shi work schedules, or and training activities are likely to increase signifi- adjust health-management programs so that an aging cantly, and companies will need to monitor more sys- work force can maintain the highest levels of produc- tematically their return on these investments. tivity. ◊ Transforming HR into a Strategic Partner. While many ◊ Managing Change and Cultural Transformation. This HR executives told us that their companies are profi- topic is not, as executives sometimes contend, merely cient in this topic, they nonetheless recognized its a “so” issue; all change should be hard-wired into an future importance. Executives who work outside the organization in a tangible and measurable way. As the HR department, meanwhile, cited a big need for HR pace of change quickens, managing corporate and cul- to improve its ability to become a strategic partner. As tural change becomes a critical capability, especially we mentioned earlier, one of the keys for success will for companies in the consumer goods and technology be ensuring that HR professionals have the operating industries as well as the public sector. Yet change is the experience and business acumen required to add value toughest challenge that companies face, especially to the business itself. Another key to success will be complex, high-stakes, breakthrough change. Compa- the ability of the HR department to optimize its deliv- nies need to develop an integrated approach that ery model through both appropriate organization and addresses both operational and organizational governance and the use of automation and shared ser- changes, focuses on the behaviors of employees, and vices or outsourcing arrangements whenever relevant. uses rigorous tracking and reporting to stay on sched- Most of the topics presented in this report will require ule and on budget. The HR function—together with HR to assume the role of a strategic partner. the change-management leadership team—has a crit- ical role to play. Executives in different regions tended to have differ- ent priorities. These differences reflect the cultural, ◊ Managing Globalization. All large companies face glob- economic, and demographic characteristics of the alization, as they either move into new global markets regions. or face competition from them. Rapidly developing economies like Brazil, China, India, and Russia, will be ◊ In North America, participants perceive managing tal- critical to the success or failure of many companies. ent, managing demographics, improving leadership devel- One of the main HR challenges that these companies opment, managing work-life balance, and transforming will face in managing globalization is making sure that HR into a strategic partner as critical challenges. the right people are in place in the right locations and that there is effective and efficient cross-country and ◊ The two top future HR challenges in Latin America are cross-cultural collaboration. managing work-life balance and managing talent.  T B C G • W F  P M A
  9. 9. ◊ In Europe, managing talent and managing demographics delivering on recruiting and staffing—such as newspa- emerge as key challenges. per advertisements and Web pages—lose effective- ness, HR departments should renovate their current ◊ In Africa, executives identified managing talent, manag- recruiting and staffing processes. In particular, they ing work-life balance, managing globalization, and man- should pay close attention to HR branding and mar- aging diversity as major future challenges. keting activities. HR will also need to work closely with line managers on this topic, paying special attention to ◊ The key HR challenges in Emerging Asia—a region of internal staffing. The time it takes a company to fill a developing economies such as China and India—are: new position is oen a key performance indicator that managing talent, improving leadership development, is analyzed by corporate leaders. becoming a learning organization, and managing work- life balance. ◊ Mastering HR Processes. To be perceived favorably by senior management, HR functions should systemati- ◊ Executives in Established Asia—a region of mature cally assess and improve all basic HR processes. One economies such as Japan, Singapore, and South of the first steps toward achieving this goal is separat- Korea—are primarily concerned with managing talent, ing administrative services from strategic tasks in order improving leadership development, and managing global- to increase efficiency and effectiveness. HR operations ization. should then be treated with the same systematic and total-quality approach that is typically applied to ◊ In the Pacific Region, executives named managing tal- industrial processes. ent, improving leadership development, managing demo- graphics, and managing change and cultural transforma- In addition to boosting their capabilities in the 11 tion as critical future HR challenges. topics described above—the top eight HR challenges and the three fundamental HR capabilities—compa- Meeting the eight critical challenges looming on the nies will also want to determine which of the remain- horizon will be a Herculean task for HR executives— ing six HR topics will warrant their investment: man- but these are not the only challenges they face. If aging diversity, enhancing employee commitment, they hope to gain the trust of senior executives, HR improving performance management and rewards, man- executives must also excel at the fundamentals of aging corporate social responsibility, measuring HR and the HR function: restructuring the organization, employee performance, and providing shared services delivering on recruiting and staffing, and mastering and outsourcing HR. HR processes. The best way for a company to start making decisions ◊ Restructuring the Organization. While restructuring is about its future focus and activities is by taking five commonly viewed as a cost-reduction exercise, the topic major steps. By following this approach, companies also applies to growth scenarios. As they restructure, will have a powerful tool to create their people companies need to ensure that employees and groups advantage. of employees are cooperating and that they remain engaged in the organization. The ability of HR to ◊ Understand the External Environment. This analysis smoothly and effectively manage restructuring proc- should include general trends, business challenges, esses, such as labor relations and redeployment, is a key and the corporate strategy. asset in all regions, not only the highly regulated ones, as it creates both agility and long-term affiliation. ◊ Understand the Internal Environment. HR needs are unique to every business. Companies should conduct ◊ Delivering on Recruiting and Staffing. As skilled labor an HR audit that uses both quantitative and qualita- becomes harder to obtain, as employees’ loyalty to a tive indicators and that seeks to understand HR as an single company decreases, and as traditional means of investment rather than merely as a cost. C P A 
  10. 10. ◊ Select the Most Critical of the 17 HR Topics and Set Pri- ◊ Secure Support from Top Management. Certainly, most orities. Companies should then examine which of the corporate activities are more successful when those at 17 HR topics are and will be most relevant for them— the top care about the outcome. When respondents and analyze thoroughly their current capability in reported having the support of top management, they each topic. rated their HR capabilities 20 percent higher than did executives who said they lacked such support. Unfor- ◊ Initiate Projects with Dedicated Teams. For some topics, tunately, only 40 percent of HR professionals reported dedicated teams help to boost dramatically senior that they received sufficient support from top manage- executives’ perception of HR capabilities. On average, ment. executives rated the performance of their company’s HR function 18 percent higher when dedicated teams oversaw particular HR topics. Generally, teams are more successful if they consist of employees from both within and outside HR. Authors Rainer Strack Florent Francoeur Senior Partner and Managing Director President and CEO European Leader, Organization Practice WFPMA, Canada BCG Düsseldorf +1 514 879 1636 +49 211 3011 3236 wfpma@orhri.org strack.rainer@bcg.com David Ang Andrew Dyer Secretary General Senior Partner and Managing Director WFPMA, Singapore Global Leader, Organization Practice +65 6438 0012 BCG Sydney david@shri.org.sg +61 2 9323 5663 dyer.andrew@bcg.com Hans Böhm Former Secretary General Jean-Michel Caye EAPM/DGFP, Germany Partner and Managing Director +49 211 5978 100 Global Topic Leader, Human Resources boehm@dgfp.de BCG Paris +33 1 40 17 14 50 Michael McDonnell caye.jean-michel@bcg.com Former President, EAPM President, CIPD, Ireland Anna Minto +353 1 676 6655 Partner and Managing Director michael.mcdonnell@cipd.ie BCG Dallas +1 214 849 1529 minto.anna@bcg.com Michael Leicht Project Leader BCG Düsseldorf +49 211 3011 3479 leicht.michael@bcg.com  T B C G • W F  P M A
  11. 11. Appendix Supporting Organizations The following member organizations of WFPMA helped Asociación de Gerentes de Recursos Humanos de with or were responsible for the preparation, distribution, Guatemala (AGRH), Guatemala and collection of the Web survey. Without their assistance, Asociación Nacional de Profesionales de Recursos this report would not have been nearly so comprehensive Humanos de Panama (ANREH), Panama and insightful. Asociación de Dirigentes de Personal del Uruguay (ADPU), North America Uruguay North American Human Resource Management Asociación Venezolana de Gestión Humana (ANRI), Association (NAHRMA) Venezuela Canadian Council of Human Resources Associations (CCHRA), Canada Europe European Association for Personnel Management Asociación Mexicana en Dirección de Recursos Humanos (EAPM) (AMEDIRH), Mexico Österreichisches Produktivitäts- und Wirtschalichkeits- Society for Human Resource Management (SHRM), United Zentrum (ÖPWZ), Austria States Bulgarian Human Resources Management and Central and South America Development Association (BHRMDA), Bulgaria Interamerican Federation of Human Resource Cyprus Human Resource Management Association Management Associations (FIDAGH) (CyHRMA), Cyprus Asociación de Recursos Humanos de la Argentina Czech Association for Human Resources Development (ADRHA), Argentina (CSRLZ), Czech Republic Asociación Boliviana de Gestión Humana (ASOBOGH), Personnel Managers in Denmark (PID), Denmark Bolivia Estonian Association for Personnel Development (PARE), Associação Brasileira de Recursos Humanos (ABRH), Brazil Estonia Asociación Colombiana de Gestión Humana (ACRIP), Finnish Association for Human Resource Management Colombia (HENRY), Finland Asociación Costarricense de Gestores de Recursos Association Nationale des Directeurs des Resources Humanos (ACGRH), Costa Rica Humaines (ANDRH), France Asociación Dominicana de Administradores de Gestión Deutsche Gesellscha für Personalführung e.V. (DGFP), Humana (ADOARH), Dominican Republic Germany Asociación de Directores de Personal del Ecuador (ADPE), Hungarian Association for Human Resources Management Ecuador (OHE), Hungary C P A 
  12. 12. Chartered Institute of Personnel and Development (CIPD Talents Plus Conseils, Benin Ireland), Ireland Association Nationale des directeurs et cadres du Associazione Italiana per la Direzione del Personale personnel du Sénégal (ANDCPS), Senegal (AIDP), Italy Association des Responsables de Formation et de Gestion Foundation for Human Resources Development (FHRD), Humaine dans les Entreprises (ARFORGHE), Tunisia Malta Dutch Association for Personnel Management & Asia Pacific Organization Development (NVP), Netherlands Asia Pacific Federation of Human Resource Management (APFHRM) HR Norge, Norway Australian Human Resources Institute (AHRI), Australia Polish Human Resources Management Association (PHRMA), Poland China International Intellectech Corporation (CIIC), China1 Associação Portuguesa dos Gestorese Técnicos dos European Union Chamber of Commerce in China Recursos Humanos (APG), Portugal (EUCCC), China1 National Personnel Managers’ Union (ARMC), Russia Human Resource Association for Chinese and Foreign Enterprises (HRA), China1 Slovak Association for Human Resources Management (ZRRLZ), Slovak Republic Hong Kong Institute of Human Resource Management (HKIHRM), Hong Kong Slovenian Association for Human Resource Manage-ment and Industrial Relations (ZDKDS), Slovenia Confederation of Indian Industry (CII), India1 Asociación Española de Dirección y Desarrollo de Personas Japan Society for Human Resource Management ( JSHRM), (AEDIPE), Spain Japan Centrum för Personal och Utveckling, Sweden Recruit Management Solutions (RMS), Japan1 HR Swiss—Schweizerische Gesellscha für Human Malaysian Institute of Human Resource Management Resources Management; Société suisse de gestion des (MIHRM), Malaysia ressources humaines, Switzerland Human Resources Institute of New Zealand (HRINZ), New Personel Yonetimi Dernegi (PERYÖN), Turkey Zealand Chartered Institute of Personnel and Development (CIPD), People Management Association of the Philippines United Kingdom (PMAP), Philippines Singapore Human Resources Institute (SHRI), Singapore Africa HR MAX, South Korea1 African Federation of Human Resource Management Associations (AFHRMA) Institute of Personnel Management (IPM), Sri Lanka Institute of HRM, Botswana Chinese Human Resource Management Association (CHRMA), Taiwan Institute of People Management (IPM–South Africa), South Africa Personnel Management Association of Thailand (PMAT), Thailand Human Resource Managers’ Association of Uganda (HRMAU), Uganda Institute of Personnel Management of Zimbabwe (IPMZ), Zimbabwe Association Africaine des formateurs du personnel (AFDIP) Association Algérienne des Ressources Humaines (ALGRH), Algeria 1. This organization is not a member of WFPMA.  T B C G • W F  P M A
  13. 13. For a complete list of WFPMA publications and information about how to obtain copies, please visit our Web site at www.wfpma.com. For a complete list of BCG publications and information about how to obtain copies, please visit our Web site at www.bcg.com/publications. To receive future BCG publications in electronic form about this topic or others, please visit our subscription Web site at www.bcg.com/subscribe. 4/08
  14. 14. bcg.com wfpma.com

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