Top Corporate Issues for the Next 12 Months
If your organization is struggling with restructuring and employee morale issues these days, then at least take some comfort in the fact that you're not alone. Not by a long shot.
That's one of the initial findings from a new HRI survey in which we asked respondents to "list the top three issues, strategies and/or projects" that their organizations will be dealing with over the next 12 months. The replies to this e-mail survey – which was sent to registered users of HRI's Web site – came in fast, garnering 168 responses in a week's time.
We found that the most frequently mentioned top issue is related to restructuring matters, either the restructuring of the whole organization or of the HR function itself. Depending on how you classify the survey responses (all replies were write-ins), a quarter to a third of participants are giving restructuring issues their greatest attention.
Some participants are grimly focused on how best to downsize their workforces, worrying not only about the nuts-and-bolts of layoff plans but about the human impact and how to cope with it. Others are looking for downsizing alternatives. One respondent writes, "How do companies stay viable without laying off masses of employees?!" Some just want to make their workforces as adaptable as possible. One company's goal is to create "a flexible workforce, able to react to variable capacity levels."
A lot of companies seem concerned about the impact of financial pressure and corporate cutbacks on the morale of current employees. One participant, for example, says his firm's second-highest priority is "post-layoff workforce revitalization." Another reports that his organization is bent on improving "employee productivity and satisfaction where investment in critical resources continues to decline due to the economy." And a third says his company wants to maintain "internal morale in the wake of external challenges - 401k crashes, personal savings crashes, low salary budgets, general distrust of corporate, political and religious leaders, etc." Jay Jamrog, Executive Director at HRI, says, "There's a common thread out there. The 'res' stand out when it comes to employee motivation. Respondents are using words like 'revitalize,' 'reconnect,' 'reenergize' and 'reengage.'"
Most participants involved in this survey work in the HR field, so a lot of emphasis is put on reorganizing and revitalizing the HR department itself. Some are concentrating on HR efficiency. One participant says his firm is focused on the ratio of HR staff members to full-time employees. Another notes that the top issue at his company is "building a competitively sized HR organization: centers of expertise, shared services, outsourcing, new roles for HR generalists, managers and employees, increased use of technology, etc."
The increased use of technology for HR purposes is also a high priority. A number of respondents seem to be making a big push toward establishing e-HR solutions, but at least one is asking hard questions about this trend: "Is this a boondoggle, a good way to spend money or are we merely following the tide?"
Then there are the people who are determined to change the role of HR within their organizations. One, for example, refers to "working to establish more strategic partnerships with the organizations HR supports." Another alludes to "integrating HR into the decision-making team - taking a more important role in the organization."
Developing and retaining talented people – including gifted leaders – also comes across as a high priority. One respondent says her company's top issue is "talent acquisition - especially 'emerging leader'/MBAs." Another refers to "talent management, including succession management," and a third says his firm is "building [a] cadre of high-potential employees for career development." One participant specified that his firm's focus on leadership development is geared toward "achieving a better balance between task accomplishments and people management, with special emphasis on people-oriented competencies and skills."
In coming months, HRI will continue to analyze the data from this survey and will produce special reports devoted to these high-priority subjects. We wish to thank everyone who participated, and we welcome any further thoughts you may have on these top issues.
That's one of the initial findings from a new HRI survey in which we asked respondents to "list the top three issues, strategies and/or projects" that their organizations will be dealing with over the next 12 months. The replies to this e-mail survey – which was sent to registered users of HRI's Web site – came in fast, garnering 168 responses in a week's time.
We found that the most frequently mentioned top issue is related to restructuring matters, either the restructuring of the whole organization or of the HR function itself. Depending on how you classify the survey responses (all replies were write-ins), a quarter to a third of participants are giving restructuring issues their greatest attention.
Some participants are grimly focused on how best to downsize their workforces, worrying not only about the nuts-and-bolts of layoff plans but about the human impact and how to cope with it. Others are looking for downsizing alternatives. One respondent writes, "How do companies stay viable without laying off masses of employees?!" Some just want to make their workforces as adaptable as possible. One company's goal is to create "a flexible workforce, able to react to variable capacity levels."
A lot of companies seem concerned about the impact of financial pressure and corporate cutbacks on the morale of current employees. One participant, for example, says his firm's second-highest priority is "post-layoff workforce revitalization." Another reports that his organization is bent on improving "employee productivity and satisfaction where investment in critical resources continues to decline due to the economy." And a third says his company wants to maintain "internal morale in the wake of external challenges - 401k crashes, personal savings crashes, low salary budgets, general distrust of corporate, political and religious leaders, etc." Jay Jamrog, Executive Director at HRI, says, "There's a common thread out there. The 'res' stand out when it comes to employee motivation. Respondents are using words like 'revitalize,' 'reconnect,' 'reenergize' and 'reengage.'"
Most participants involved in this survey work in the HR field, so a lot of emphasis is put on reorganizing and revitalizing the HR department itself. Some are concentrating on HR efficiency. One participant says his firm is focused on the ratio of HR staff members to full-time employees. Another notes that the top issue at his company is "building a competitively sized HR organization: centers of expertise, shared services, outsourcing, new roles for HR generalists, managers and employees, increased use of technology, etc."
The increased use of technology for HR purposes is also a high priority. A number of respondents seem to be making a big push toward establishing e-HR solutions, but at least one is asking hard questions about this trend: "Is this a boondoggle, a good way to spend money or are we merely following the tide?"
Then there are the people who are determined to change the role of HR within their organizations. One, for example, refers to "working to establish more strategic partnerships with the organizations HR supports." Another alludes to "integrating HR into the decision-making team - taking a more important role in the organization."
Developing and retaining talented people – including gifted leaders – also comes across as a high priority. One respondent says her company's top issue is "talent acquisition - especially 'emerging leader'/MBAs." Another refers to "talent management, including succession management," and a third says his firm is "building [a] cadre of high-potential employees for career development." One participant specified that his firm's focus on leadership development is geared toward "achieving a better balance between task accomplishments and people management, with special emphasis on people-oriented competencies and skills."
In coming months, HRI will continue to analyze the data from this survey and will produce special reports devoted to these high-priority subjects. We wish to thank everyone who participated, and we welcome any further thoughts you may have on these top issues.