Kienbaum Human Resources Climate Study 2015

1 Thema
Kienbaum Consultants International
HR Climate Index Study 2015

3 Content
01 Executive Summary – HR Climate Index 2015:
Under the Banner of Continuous Change 4
02 About the HR Climate Index Study 2015 6
03 Findings of the HR Climate Index Study 2015 8
3.1 State of Business 8
3.2 Developments within HR 12
3.3 Positioning of HR 14
3.4 Priorities for HR in 2015 16
3.5 Priorities for Optimized HR in 2015 18
3.6 Greatest Strategic Challenge for HR in 2015 20

04 Kienbaum in Brief 22
Content

4 Executive Summary – HR Climate Index 2015: Under the Banner of Continuous Change
The global context for the “economy” of HR work in 2015 is one of a global economy still trying to
recapture momentum. Many high-income countries continue to struggle with the legacy of the global
financial crisis, while emerging economies are less dynamic than in the past.
However, the economic outlook for most of the countries participating in this study is rather positive:
about half of the surveyed companies anticipate growing sales and higher profitability in 2015. Further-
more, about four fifths anticipate growing or constant workforce numbers in 2015. Compared to 2014,
the outlook in terms of economic data is more optimistic and, at the same time, more cautious.
In this context of economic recovery and the search for a new global balance, many companies see
improving their efficiency and effectivity as the best way to secure their future and accelerate their
growth. These expectations produce a specific set of new priorities for HR work. Accompanying and
managing change is one of the most important issues, as the need for organizational agility and the
successful management of culture change is ubiquitous in our globalized world. Increasing leadership
and management quality is still a top priority for HR work, especially in a context of a changing environ-
ment and instability giving management a key role to play.
This context of permanent change spreads through all HR priorities for 2015, whether it be the retention
of high potential and employer attractiveness, strategic recruitment, workforce planning and the develop-
ment of competences to support business growth or secure leadership and management pipelines, or the
challenge of keeping employees engaged and motivated in this uncertain environment. Continuous
change has serious implications for the organization, which HR has to confront.
These would seem to be the priorities that true HR business partners who enable business growth and
sustainability are made for. In comparison with previous years, HR now sees itself as a strategic partner.
HR is recognized as such by nearly 90% of the managers of the participating companies, present on top
management level and involved in most of strategic projects and initiatives.
Furthermore, it must be emphasized that the development of HR resources – budget and headcounts –
is quite positive in comparison to previous years. The trend towards HR cost reduction seems to be over.
Indeed, one third of the respondents expect an increase of their HR budget in 2015. This positive trend is
even more pronounced in the emerging economies. All of this is a positive sign for HR!
01 Executive Summary – HR Climate Index 2015:
Under the Banner of Continuous Change

And what are the main challenges for HR’s future development? The answer depends on the regions. In
high-income countries, a major challenge is to successfully make the organization recognize the impact of
HR work and provide transparency across the HR service portfolio. HR departments in these countries
have already implemented new structures and are now undergoing a phase of consolidation, where
process optimization and proving HR’s contribution to the business are the main focus. In emerging
economies, HR is more concerned with implementing new structures and developing HR employees’
competencies.
Surprisingly, many important and much-vaunted topics, such as big data, work-life balance, the imple-
mentation of cloud-based solutions, or diversity management, appear to have lost their relevance for HR
in 2015. Do those issues play no role in the reality of HR? Or is HR missing the boat? We look forward to
seeing what will be on the agenda for 2016.
Berlin, March 2015
Dr Walter Jochmann
Managing Director
Kienbaum Consultants International GmbH
Fabian Kienbaum
Managing Partner
Hans Ochmann
Managing Director
Kienbaum Management Consultants GmbH
5 Executive Summary – HR Climate Index 2015: Under the Banner of Continuous Change

6 About the HR Climate Index Study 2015
Kienbaum has been publishing the HR Climate Index in the
first quarter of every year since 2006. The primary purpose of
the study is to survey the economic expectations for HR and
the position of HR within businesses. Additionally, it is com-
mitted to detecting and monitoring future HR trends.
Since 2006, data for the HR Climate Index has been collected
annually in the DACH region, joined by Central and Eastern
Europe in 2011. In 2015, Kienbaum conducted the study
internationally for the first time in order to offer a global over-
view of important HR issues.
Illustration 1: Allocation of the participating companies to country groups
Developed Countries
Developing Countries
14 %
86 %
The sample includes 501 companies of different nationalities,
sizes, and sectors of industry. Most respondents hold leading
positions in HR management.
Based on their domestic economic conditions1
, the participating
countries are split in two categories: developed countries and
developing countries. This classification uses the GDP (Gross
Domestic Product), according to which:
» Developed countries are Austria, Belgium, Croatia, Czech
Republic, France, Germany, Hungary, the Netherlands,
Poland, Romania, Switzerland, and the United States;
» Developing countries are Brazil, China, Singapore, and Turkey.
Regarding the participating industries, the sample is made
up as follows:
The largest groups in the sample are companies from the
manufacturing sector, accounting for 60% of the total, followed
by service providers, amounting to 32% of the sample. Retail
and trade account for 5%, whereas public sector organiza-
tions represent only 3%. In total, the sample covers 17 indivi-
dual sectors of industry.
1
Based on the classification used by United Nations in World Economic Situation and Prospects 2015, United Nations, New York, 2015.

Small and medium-sized companies represent the core of the
respondents: 65% of these are companies with a workforce of
up to 1,000 employees. On average, the participating compa-
nies employ 4,000 people, with the largest company having
more than 300,000 employees.
Illustration 2: Representation of participating industries
Automotive
Banking and finance sector
(Legal) Consulting, auditing and real estate
Chemical and pharmaceutical
Retail
Energy, utilities and waste
Engineering, technology and high-tech
Machinery, equipment and construction
Transport and logistics
11 %
10 %
7 %
12 %
7 %
10 %
14 %
21 %
8 %
Illustration 3: Current headcount of the participating companies
Fewer than 100 employees
101 to 1,000 employees
1,001 to 5,000 employees
5,001 to 10,000 employees
More than 10,000 employees
5 %
6 %
45 %
20 %
24 %

8 Findings of the HR Climate Index Study 2015
Sales
Sales increased on a moderate level in 2014 for 53% of the
companies. Only 20% of the companies reported decreasing
sales. The positive trend is expected to continue in 2015, with
55% of the participating companies expecting an increase
3.1 State of Business
Illustration 4: Sales – global
2014
expectation for 2015
14%
9%
34 %
37%
27%
33%
18%
19%
3%
6%
0% 10% 20% 30% 40%
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
and only 12% a decline in sales. The number of participants
expecting approximately constant sales increased from 27%
in 2014 up to 33% for 2015.

The comparison of the regions reveals significantly increased
sales in developing countries in 2014 (62% as compared to
51% in companies from developed countries). The expected
sales for 2015 are distributed similarly: Companies from de-
veloping countries expect increases in sales of up to 69%,
whereas the expectation in developed countries remains almost
constant with 52%. At the same time, sales in developing
countries are more volatile in 2014, with 25% of the companies
having reported a drop in sales, compared to 20% in developed
countries. For 2015, both regions are expecting drops in sales
to be less severe than in 2014: only 12% in developed countries
and 11% in developing countries.
Illustration 5: Sales – developed/developing countries
Developed Countries (2014)
Developed Countries (expectation for 2015)
Developing Countries (2014)
Developing Countries (expectation for 2015)
3%
6%
3%
11%
9%
14%
8%
14%
36%
29%
20%
13%
39%
35%
29%
24%
13%
16%
40%
38%
0% 10% 20% 30% 40%
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)

10
Profitability growth is particularly strong among participants
in developing countries, with an increase from 49% in 2014
to 57% in 2015. Mirroring the sales results, the variance is
higher for companies from developing countries in 2014 –
30% of the participants reported decreased sales. For 2015,
however, only 10% expect decreasing sales. In the developed
countries only small changes in profitability are expected bet-
ween 2014 and 2015, with 38% of the participants reporting
constant development in 2014 and 40% expecting constant
development in 2015.
Illustration 6: Profitability – global
2014
expectation for 2015strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
14%
10%
32%
39%
36%
39%
10%
12%
2%
6%
0% 10% 20% 30% 40%
Illustration 7: Profitability – developed/developing countries
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
1%
5%
2%
11%
11%
13%
8%
19%
40%
38%
33%
21%
40%
33%
35%
29%
8%
11%
22%
20%
0% 10% 20% 30% 40%
Profitability
Compared to 2014, profitabilty is on an upward trend: Only
12% of the respondends expect decreased profits in 2015
(compared to 20% in 2014). In 2015, a higher percentage of
the companies expect constant (39% in 2015 compared to
36% in 2014) or increasing yields (49% in 2015 compared
to 44% in 2014). Given the low economic growth in 2014,
the outlook for 2015 is evaluated positively by the market
participants.
Findings of the HR Climate Index Study 2015

When comparing both regions, it is apparent that developed
countries predominantly reported no change in their work-
forces in 2014 and expect no major changes for 2015 other
than a slight decrease (23% in 2015 compared to 19% in 2014).
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
Workforce
Looking at the workforce number, approximately 40% of the
companies reported constant figures in 2014 and are expec-
ting no change in 2015. Comparing 2014 and 2015, the em-
ployment outlook is still positive (40% of the participants are
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
Illustration 8: Workforce – global
2014
14%
17%
27%
28%
38%
39%
12%
16%
5%
5%
0% 10% 20% 30% 40%
Illustration 9: Workforce – developed/developing countries
0% 10% 20% 30% 40%
5%
5%
3%
6%
18%
14%
11%
12%
41%
41%
27%
23%
27%
27%
36%
26%
9%
13%
23%
33%
expecting an increase in the workforce), although a dynamic
slowdown can be observed (22% of the respondents are
expecting declines in the workforce for 2015, compared to
19% in 2014).
By contrast, 59% of companies from developing countries
documented increases in staff and expect this trend to continue
at the same level in 2015.

12
HR Budget
Only minor changes are expected in terms of the HR budgets
in 2015: About half of the companies reported no changes in
their HR funding in 2014 and expect this trend to continue in
2015; 32% registered growing resources for their HR work in
3.2 Developments within HR
Illustration 10: HR budget – global
In 2014, HR budgets increased more in developing countries
compared to developed countries. 49% of the participants from
companies in developing countries had increased resources,
Illustration 11: HR budget – developed/developing countries
2014
10%
10%
23%
27%
55%
51%
8%
9%
4%
3%
0% 20% 40% 60% 80%
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
0% 20% 40% 60% 80%
3%
3%
5%
6%
10%
10%
11%
11%
53%
58%
37%
34%
23%
30%
27%
27%
7%
6%
17%
22%
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
2014, which might increase slightly in 2015 (35%); and only
14% of the particpants have to cope with shrinking funding
or expect cuts in 2015.
while only 29% did so in the developed countries. This trend
seems to continue in 2015, with increased HR budget expecta-
tions of 47% and 34%, respectively.

HR Headcount
The relative stagnation in HR resources is confirmed by the
development of HR headcounts. The majority of the parti-
cipants reported an unaltered HR pool in 2014. For 2015,
There are minor differences between regions as far as HR
headcount development is concerned. HR headcount in
developingcountriesincreasedataslightlyhigherratein2014,
with 31% of the participants reporting an increase, whereas
Illustration 12: HR headcount – global
2014
13%
11%
17%
15%
61%
67%
3%
6%
4%
3%
0% 20% 40% 60% 80%
Illustration 13: HR headcount – developed/developing countries
0% 20% 40% 60% 80%
3%
3%
8%
8%
11%
13%
9%
11%
69%
62%
58%
50%
15%
17%
14%
20%
2%
5%
11%
11%
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
strongly decreasing
(over 5%)
decreasing
(up to 5%)
approx. constant
increasing
(up to 5%)
strongly increasing
(more than 5%)
only 22% of the participants in developed countries reported
more staff. Expectations for 2015 are lower: 25% of the
developing countries expect an increase in their HR personnel,
joined by 17% of the developed countries.
companies expect even less change: 67% of the participants
anticipate their HR headcount to remain constant.

14
Impact of HR
About half the respondents predict the impact of HR at their
companies to increase in 2015. With only 3% of the parti-
cipants expecting declining and 46% constant importance,
HR seems to have established a sound position inside the
businesses.
HR as Business Partner
The perception of HR as a business partner by management is
overwhelmingly positive, with 87% of the participants ascri-
bing a strong importance to the role of HR. Only 13% of the
participants consider the contribution of HR to the business
3.3 Positioning of HR
Noticeable is a significant growth of HR influence in develo-
ping countries – about three-quarters of the participants are
expecting higher prominence of HR in their organization for
2015.
Illustration 14: Impact of HR in 2015
Global
Developed Countries
Developing Countriesdecreasing
approx. constant
increasing
0% 20% 40% 60% 80%
3%
3%
4%
50%
46%
23%
47%
51%
73%
to be low. Noticeably, 31% of the participants from develo-
ping countries consider the role of HR to be very strong, while
only 13% of the participants from developed countries use
this extreme category.
Illustration 15: Perception of HR as Business Partner
Global
Developed Countries
not at all
very little
little
0% 20% 40% 60% 80%
1%
1%
1%
24%
23%
16%
50%
49%
41%
13%
15%
31%
6%
6%
5%
6%
6%
6%
not very strong
strongly
very strongly

Involvement of HR in Strategic Projects and Initiatives
The importance of HR as business partner is illustrated by the
current involvement of HR in strategic projects and initiati-
ves. Only very few HR departments are cut off from relevant
projects (2%). However, at only 7% of the companies is HR
involved in all strategic projects and initiatives.
HR Presence on Management Level
Globally, HR departments are represented on the first two
management levels at nine out of ten companies. In develo-
ping countries, however, the heads of HR are ranked some-
what lower compared to their peers in developed countries. In
companies from developed countries, 41% of the HR depart-
ments are part of the executive board and 50% are included
Surprisingly, HR involvement is rated much more positively in
developing countries, with 46% of the participants reporting
HR involvement in at least 80% of strategic projects and
initiatives (only 25% in developed countries).
in tier-1 management. While HR is represented equally well
on the executive board level in developing countries (with
45%), it is present on tier-1 at only 33% of companies. More
HR departments from developed countries are represented
on tier -2 (14% compared to 8% in developed countries) or
other levels (8% compared to 1% in developed countries).
Illustration 16: Involvment of HR in strategic projects and initiatives
Global
Developed Countries
Developing Countries0% involved
20% involved
40% involved
0% 20% 40% 60% 80%
2%
2%
3%
24%
24%
30%
19%
21%
31%
6%
7%
15%
24%
23%
9%
25%
23%
12%
60% involved
80% involved
100% involved
Illustration 17: HR presence on management level
Executive Board (Tier 0)
Tier-1
Tier-2
Other levels
Global
Developed Countries
0% 20% 40% 60% 80% 100%
42%
41%
45%
48%
50%
33%
8%
8%
14%
2%
1%
8%

16
Globally, participants report following issues as the top
HR priorities in 2015:
» Increase leadership and management quality
» Change Management
» Recruitement
» Employer attractiveness
» Training and qualification
A comparison of both regions reveals a stronger need for
diversity management, an increase of staffing quality of top
and key positions, talent management, and motivation and
engagement in developing countries. Particular noticeable
is the difference in performance management between both
regions, with developing countries reporting twice as much
demand as developed countries in this area. Conversely, the
improvement of employer attractiveness, recruitment, and
workforce structure (demography) has higher importance in
developed countries.
Overall, following items receive fewest mentions:
» Diversity management
» Big data for HR management
» Work-life balance
No participant from developing countries rated HR controlling
as a priority.
3.4 Priorities for HR in 2015

Illustration 18: Priorities for HR in 2015
Global
Developed Countries
Developing CountriesHR marketing
Employer attractiveness
Recruitment
0% 20% 40% 60%
6%
7%
2%
21%
23%
11%
4%
3%
8%
25%
25%
18%
14%
13%
20%
15%
15%
17%
17%
14%
32%
7%
7%
2%
17%
17%
22%
4%
3%
3%
21%
21%
17%
15%
16%
11%
19%
18%
26%
13%
14%
14%
28%
29%
23%
31%
31%
35%
15%
14%
22%
7%
8%
0%
3%
3%
2%
9%
10%
3%
Diversity management
Increasing the staffing quality of top- and key positions
[Three response options: data in % of all responses]
Compensation and benefits
Performance management/MbO
Workforce structure (demography)
Strategic workforce planning
"Big Data" for HR management
Training and qualification
Competence and skill management
Talent management
Succession planning/management
Change management
Increasing leadership and management quality
Motivation und engagement
HR controlling
Work-life balance
Flexibility of the workforce

In order of importance, the most important priorities for
improving HR in 2015 are:
» Optimization of HR processes
» Competency development of HR employees
» Internal communication
Comparing both regions, the optimization of HR processes
does not stand out as the single most important priority
in developing countries. It is as important as competency
development of HR employees and increasing the added
value through HR ratios/KPIs. Generally, there are several
topics which are of higher priority in developing countries,
including the former two topics as well as the optimization
of center of expertise/center of competence and increasing
internal customer satisfaction. In developed countries, only
the optimization of HR processes and providing transparency
of the HR service portfolio are rated as significantly higher.
Following issues receive the lowest priorities:
» HR outsourcing
» Reducing the costs of the HR department
3.5 Priorities for Optimized HR in 2015

Illustration 19: Priorities for optimized HR in 2015
Global
Developed Countries
Developing CountriesOptimization of HR processes
HR outsourcing
Implementation/Optimization Shared-Service-Center
0% 20% 40% 60%
55%
58%
39%
4%
4%
5%
14%
13%
20%
12%
11%
14%
24%
24%
23%
31%
33%
32%
32%
30%
42%
15%
16%
6%
24%
22%
36%
22%
21%
31%
16%
17%
13%
17%
18%
11%
13%
14%
16%
7%
7%
6%
4%
4%
3%
Optimization Center of Expertise/Center of Competence
Digitalisization of HR processes
Competency development of the HR employees
Internal communication
Providing transparency of the HR service portfolio
Increasing the added value through HR ratios/KPIs
Increasing internal customer satisfaction
HR organization
Internationalization of HR management
Reducing the costs of the HR department
HR analytics
Implementation of cloud-based solutions
[Three response options: data in % of all responses]

20
The last item of the HR Climate Index Study 2015 was
phrased as an open question. The participants were reques-
ted to name the single greatest strategic challenge for HR in
their company for the year 2015.
The respondents consider accompanying and managing
change as their top issue. Whether it be managing change
in a growing context or in difficult economic situations (for
example restructuring, cost reductions, recruitment freezes,
or staff reduction), HR plays a key role for the sustainability
of the company and contributes to its commercial growth.
In the context of uncertainty and a fast-changing environ-
ment, the following strategic challenges are expected for
3.6 Greatest Strategic Challenge for HR in 2015
HR in 2015: keeping or increasing leadership and manage-
ment quality, managing cultural change, retaining the best
performers and high potentials, strategic development of the
employees’ competence in order to fit with the business stra-
tegy and needs of the future, securing leadership and ma-
nagement pipelines, and keeping employees engaged and
motivated in order to maintain good performance, even in a
challenging context.
Making the organization appreciate the impact of HR work
and being recognized as strategic business partners by top
management and line management alike is also named as a
key challenge by many respondents.

21 Thema
The greatest strategic challenge for HR in 2015 is …
… “to contribute to management in such
a way that employees do not get lost in
the dynamicsof the company and can cope
with the pace of changes.” (HR Director,
980 employees, machinery, equipment,
and construction sector, Netherlands)
… “to develop the talent pipeline based
on the new business strategy.”
(HR Director, 4,600 employees,
retail sector, Turkey)
… “to execute the global recruiting
and talent management strategy and, at the
same time, lead through the change process
from a family owned company to a global
enterprise-driven company.” (HR Director,
1,000 employees, machinery, equipment,
and construction, Germany)
… “to maintain
employees' high performance
under difficult circumstances.”
(HR Director, 630 employees,
consumer goods sector, Hungary)
… “to ensure that the global
HR initiatives are fully understood
and practiced.”
(Head of HR, 700 employees,
chemical and pharmaceutical,
Singapore)
… “to facilitate a new leadership
culture within the company.”
(VP HR Expertise Functions,
14,000 employees, engineering, technology,
and high-tech, Netherlands)

04 Kienbaum in Brief
Kienbaum is one of Europe’s leading providers of consultancy
services. Our decision to concentrate on leadership and trans-
formation is unique in the consultancy market. It recognizes
human beings as the core factor for success of organizations
and companies everywhere. Kienbaum is present in all major
centers of Germany’s economy and operates 38 offices in
21 countries around the world.

As a holistic consultancy firm, Kienbaum combines executive
search services with traditional management consulting,
human resource consulting, and communication consulting
under one roof. Our integrated Kienbaum project approach
allows us to offer our clients a single source for all the advice
and assistance they need – without complex interfaces or
need for coordination.
Kienbaum has been helping companies master their change
projects for 70 years. We believe in holistic transformation
processes that cover people, processes, and systems alike to
safeguard the success of our clients.
Kienbaum’s Human Resource Management team has been
advising companies on all strategic and operational aspects
of HR management for over a quarter of a century and is
one of the leading HR providers in Europe. We improve the
effectiveness and efficiency of HR units and their processes,
design HR strategies on the basis of careful analyses and
external benchmarks, execute assessment and qualification
measures, and support holistic change processes.
Communications (KC)Management Consultants (KMC)Executive Consultants (KEC)
» Domestic Offices
» Berlin
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» Dusseldorf
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» International Offices
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» USA
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» Great Britain
» Hungary
» Japan
» Netherlands
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» Gummersbach
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Kienbaum Group
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» Selection of
» Supervisory boards
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» NewPlacement

HR management offers many essential levers for the successful
development of any business. They work by providing the ne-
cessary human resources, by shaping an externally and inter-
nally attractive corporate culture, or by improving people’s
readiness for and ability to change. In view of a demographic
bottleneck that promises to limit the supply of qualified per-
sonnel for the long term, the changes that are required in
terms of diversity, and the changing self-perceptions and mo-
tivations of new generations of employees, the HR function
occupies a position of substantial importance with the concepts,
processes, and tools it can provide.
A number of process-oriented terms, such as talent manage-
ment or succession planning for key functions, strategic work-
force management, competence management, and change
management, are occupying more and more of the agenda of
top managers. They have finally gained the business relevance
Kienbaum is the partner of choice for the design of structures
and processes, models and instruments in human resource
management – on the domestic and the international level.
We have over three decades of applied experience in human
resource management. We can access a wealth of sound
best-practice solutions as well as innovative developments in
high-profile businesses or medium-sized hidden champions.
With the specialist consultants of Kienbaum, we support the
HR transformations of our clients with effective solutions. We
design bespoke HR and people strategies and governance
structures in cooperation with our clients that allow an efficient
and effective response to the strategic challenges of HR. We
also support the successful establishment and qualification of
HR professionals, especially for HR business partners. Our clients
achieve greater efficiency in HR by optimizing their cost land-
scape and increasing their value contributions.
Human Resource Management
Kienbaum – Your Experienced Partner
they deserve. The selection of high-quality candidates for key
functions, the management of strategic and organizationally
relevant changes in learning processes, the early identification
and retention of high potentials, and the adjustments and
implementation of sustainable leadership principles are the
mainstays of any HR team that wants to produce a real con-
tribution to commercial success. Change must not stop at the
doors of the HR departments either. HR professionals need to
live up to the requirements of their clients and the constant
drive for effectiveness and efficiency that this means. Using
suitable IT solutions to pave the way to great efficiency in
operational core processes is part of this, as is the application
of talent management programmes and processes designed
specifically with the internal client in mind.
We supply them with the methods, instruments, and best
practices they need and work with them to design the right
implementation strategies – from our HR audits as quick
checks of the status quo, via support for the design of HR
strategies, to our HR optimizer, our unique toolkit for a full-
scale HR transformation with a transparent business case.
In addition to aspects of HR transformation, we apply the
exceptional knowhow and specialist resources of our consul-
tants in the fields of talent and workforce management as
well as learning and development. We can support all rele-
vant issues from first designs to final implementation and can
provide suitable coaching interventions to ensure lasting success.
We work with our clients to improve the leadership and manage-
ment quality of the next generation of business leaders.

We are committed to bringing together people with a very
diverse set of qualifications, skills, and exceptional practical
experience in our consultancy teams. As part of the Kienbaum
Group, we have access to substantial expertise in all areas of
management consulting. On these durable foundations, we
produce transparent and durable consulting concepts. Our
For the further development of our knowledge base and
thought leadership, we conduct our HR Climate Index studies as
well as many other dedicated studies on a regular basis. We
have access to our comprehensive proprietary best-practice
benchmarks and further external sources for exploring inter-
national quantitative and qualitative topics. Our internal expert
teams are always working on new approaches and methods
and designing top solutions with real added value for our
customers.
Our Integrated Consultancy Vision
We are committed to absolute integrity in the cooperation
between our clients and the subject matter and industry experts
in our teams. Our ambition is the success of your company.
We are always aware of your needs and help you achieve even
the most demanding strategic and operational goals of your
business.
HR Strategies/Structures
» Workforce and HR Strategy Design
» HR Unit Organization/Process Optimization
» Benchmarking/Controlling Models
» Shared Service Centres
» HR IT Strategy
Staffing/Demographics
» Strategic Workforce Planning
» Management Audits/
Development Centres
» Talent/Succession Management
» Recruitment/Executive Search
» Design of Career Models
Leadership/Corporate Culture
» Engagement/Culture Survey
» Corporate Visions, Values, and
Leadership Principles
» Diversity Management
» Evolution of Leadership Models
and Processes
Competences/Performance
» Compensation Systems
» Strategic Competence Management
» HR Development Programme,
Leadership Training and Coaching
» Learning Management/
Academy Models
» Performance-Potential Appraisal
ambition is to develop bespoke solutions with our clients,
achieve measureable and sustainable successes, and support
the lasting development of our clients.
Our competences and consultancy services:
HRStrategies
/Structures Staffing/D
emographicsCompetences
/PerformanceLeadership/Cor
porateCulture

25 Kienbaum – Your Competent Partner
Budapest
Andrássy út 100
1062 Budapest
Phone: +36 1 267 09 44
budapest@kienbaum.com
Warsaw
Pl. Pilsudskiego 1
00-078 Warsaw
Phone: +48 22 521 21 00
warsaw@kienbaum.com
Porto Alegre
Rua Padre Chagas, 185, cj 807
90570-080 Porto Alegre/RS
Phone: +55 51 33 11 04 44
contatopoa@kienbaum.com.br
Paris
47, avenue George V
75008 Paris
Phone: +33 1 56 59 12 71
paris@kienbaum.com
Bucharest
Gheorghe Moceanu Street 2-4
Sector 1, Floor 5, App. 14
011925 Bucharest
Phone: +40 21 23 38 05 3
bucharest@kienbaum.com
Vienna
Tuchlauben 8
1010 Vienna
Phone: +43 1 533 51 88
vienna@kienbaum.com
Shanghai
88 Shi Ji Avenue
31/F Jin Mao Tower
Pudong, Shanghai 200120
Phone: +86 21 28 90 90 89
shanghai.mc@kienbaum.com
Jaragua do Sul
R. Exp. Cabo Harry Hadlich, 357
89251-380 Jaraguá do Sul/SC
Phone: +55 47 33 22-59 10
contatojs@kienbaum.com.br
Zurich
Höschgasse 45
8008 Zurich
Phone: +41 44 306 42 40
zurich@kienbaum.com
London
83 Baker Street
London W1U 6AG
Phone: +44 20 70 34 70 80
london@kienbaum.com
Kienbaum Japan
K.J. Consultants K.K.
4-6 Shin-Yokohama 2-chome
Masuni 1st Bldg.
Kouhoku-ku 222-0033
Phone: +81 45 548-55 08
yokohama@kienbaum.com
Helsinki
Mannerheimintie 12 B
5th floor
00100 Helsinki
Phone: +358 9 25 16 63 54
helsinki@kienbaum.com
Prague
Lazarská 5
110 00 Prague 1
Phone: +420 224 94 81 68
prague@kienbaum.com
São Paulo
Av. Magalhães de Castro, 4.800, cj 52, Torre I
05676-120 São Paulo/SP
Phone: +55 11 51 86 83 66
saopaulo@kienbaum.com
Zagreb
A. Hebranga 28
10000 Zagreb
Phone: +385 1 48 54 310
zagreb@kienbaum.com
Istanbul
Büyükdere Cad No 193 Kat
2 34394 Levent Istanbul
Phone: +90 212 371 46 71
istanbul@kienbaum.com
Amsterdam
Teleport Towers
Kingsfordweg 151
1043 GR Amsterdam
Phone: +31 20 697 14 10
amsterdam@kienbaum.nl
Singapore
350 Orchard Road
#13-07 Shaw House
Singapore 238868
Phone: +65 64 35 28 00
singapore@kienbaum.com
Los Angeles
21700 Oxnard St, 7th Floor
Woodland Hills
CA 91367
losangeles@kienbaum.com
Moscow
Regus Lesnaya Plaza
Lesnoy per., 4, floor 4
125047 Moscow
Phone: +7 495 225 8607
moscow@kienbaum.com
Bangkok
14th Floor Abdulrahim Place
990 Rama IV Road
Bangkok 10500
Phone: +66 2 63 62 360
bangkok@kienbaum.com.sg
Stockholm
Hornsbruksgatan 28, 11th floor
11734 Stockholm
Phone: +46 736 6109 31
stockholm@kienbaum.com
Kienbaum – Your Competent Partner
Locations – Global

Locations – Germany
Frankfurt
Beethovenstraße 12-16
60325 Frankfurt a. M.
Phone: +49 69 96 36 44-0
frankfurt@kienbaum.de
Karlsruhe
Karl-Friedrich-Straße 14-18
76133 Karlsruhe
Phone: +49 721 920 59-0
karlsruhe@kienbaum.de
Freiburg
Rehlingstraße 16a
79100 Freiburg
Phone: +49 761 45 98 88-0
freiburg@kienbaum.de
Munich
Arnulfstraße 58
80335 Munich
Phone: +49 89 45 87 78-0
muenchen@kienbaum.de
Berlin
Potsdamer Platz 8
10117 Berlin
Phone: +49 30 88 01 99-0
berlin@kienbaum.de
Stuttgart
Kronprinzstraße 8
70173 Stuttgart
Phone: +49 711 72 72 17-0
stuttgart@kienbaum.de
Hamburg
Hohe Bleichen 19
20354 Hamburg
Phone: +49 40 32 57 79-0
hamburg@kienbaum.de
Dresden
An der Frauenkirche 12
01067 Dresden
Phone: +49 351 866 81-0
dresden@kienbaum.de
Hanover
Luisenstraße 9
30159 Hanover
Phone: +49 511 302 69-0
hannover@kienbaum.de
Dusseldorf
Speditionstraße 21
40221 Dusseldorf
Phone: +49 211 300 89-0
duesseldorf@kienbaum.de
Headquarters
Gummersbach
Ahlefelder Straße 47
51645 Gummersbach
Phone: +49 2261 703-0
kienbaum@kienbaum.de
Rostock
Warnowufer 60
18057 Rostock
Phone: +49 381 49 73 93-0
rostock@kienbaum.de
Cologne
Kap am Südkai
Agrippinawerft 30
50678 Cologne
Phone: +49 221 80 14 01-0
koeln@kienbaum.de
Picture credits | Cover photo: © istock/PeopleImages; Page 2: © istock/greenpimp; Page 6: © istock/squaredpixels; Page 8: © istock/pixdeluxe;
Page 16: © istock/skynesher; Page 20: © istock/mediaphotos
26 Kienbaum – Your Competent Partner

27
Overall Responsibility
Study Team
Sarah Delahaye
Consultant
HR Strategy & Organisation
Kienbaum
Management Consultants GmbH
Phone: +49 30 88 01 98-84
sarah.delahaye@kienbaum.de
Paul Kötter
Director & Partner
Kienbaum
Phone: +49 30 88 01 98-25
paul.koetter@kienbaum.de
Simone Kurz
Senior Consultant
Kienbaum
Phone: +49 30 88 01 98-48
simone.kurz@kienbaum.de
Fabian Kienbaum
Managing Partner
Our special thanks go to Carsten-Hendrik Rasche, trainee at Kienbaum, for his highly appreciated support in
the preparation of the study.

28 Thema
Kienbaum Consultants International

Kienbaum Human Resources Climate Study 2015

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