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HR: Leading People, Leading Organizations. © 2003 SHRM. Human Capital Forecast: 2004. Society For Human Resource Management December 2003 1. Survey Methodology. 10 minute interactive survey of C-Suite Executives (102), Senior Managers (136), and HR Professionals (124)

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HR: Leading People, Leading Organizations

© 2003 SHRM

Human Capital Forecast: 2004

Society For Human Resource Management

December 2003

1


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Survey Methodology

  • 10 minute interactive survey of C-Suite Executives (102), Senior Managers (136), and HR Professionals (124)

  • Field Dates: December 10-18, 2003

  • Sample drawn using pre-identified online sample of individuals from Insight Express, an affiliate of NFO WorldGroup, Inc.

    2


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Summary of Findings

Attention to HR is fueled by the perceptions that both general human capital strategy and the successful delivery of HR services are deemed “very” important to the overall success of the organization

Additionally, those interviewed feel that aligning employees with the overall business goals of the organization is “very” important

3


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Summary of Findings

Executive management (EM), senior managers (SM) and HR professionals (HR) differ in their perceptions regarding the importance of documented human capital policies:

  • Accountability: 94% EM, 95% SM, 92% HR feel a documented policy on accountability is either “very important” or “somewhat important”

  • Business growth and development: 90% EM, 93% SM, 91% HR feel a documented policy on business growth and development is either “very important” or “somewhat important”

  • Leadership development: 76% EM, 90% SM, 88% HR feel a documented policy on leadership development is either “very important” or “somewhat important”

  • Organization structure: 56% EM, 71% SM, 90% HR feel a documented policy on organization structure is either “very important” or “somewhat important”

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Summary of Findings

In evaluating the overall importance of the HR function within business organizations, the majority of respondents agree that HR has the ability to create employee loyalty to impact customer loyalty:

  • 66% of executive management

  • 71% of senior managers

  • 87% of HR professionals

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Summary of Findings

  • The economic recovery over the past year seems to be impacting human capital management

  • Respondents indicate they will pay increasingly more attention to the following human capital strategies:

    • Employee retention

    • Employee recruitment

    • Aligning compensation and benefits with corporate mission and values

    • Growing complexity of legal compliance

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Summary of Findings

  • Other 2003 trends will continue to impact human capital management in 2004, although their total impact is anticipated to be slightly less than in 2003:

    • Communication and need to build employee morale

    • Increased productivity using fewer employees

    • Use of technology to communicate with employees

  • Senior managers anticipate the demand for flexible work schedules as a growing trend into 2004

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The Role of HR Goals

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HR: Leading People, Leading Organizations Job Function

© 2003 SHRM

Human Capital Forecast: 2004

Society For Human Resource Management

December 2003

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