Report Romanian HR Outlook 4th Quarter

Romanian Human Resources Outlook
10th of March 2011, Bucharest
Agenda
Methodology
Key Findings
Human Resources Strategy
Organizational Development
27
Learning and Development
35
Performance Management
43
Recruitment and Selection
47
Legal and Industrial Relations
59
Sample Characteristics
62
Page 2
Methodology
Research method
B2B Survey
Target population
HR Department employees and General Managers
Data collection technique

Computer Assisted Web Interviews
Sample size : 164 respondents

-
HR Strategy:
Organizational Development:
Learning and Development:
Performance Management:
Recruitment and Selection:
Legal and Industrial Relations:
91 respondents
103 respondents
112 respondents
103 respondents
114 respondents
84 respondents
Fieldwork
24th of January 8th of February, 2011
Back to Agenda
Page 3
Key Findings 1/3

HR Strategy
Training, recruiting, specific HR logistics remain the main HR activities conducted by Romanian organizations in the 4th quarter, while losing
position as compared to Q3. There is noticeable a high increase of presence for: litigations/ compensations, consultancy for HR process and system
development in Q4 as compared to Q3.
As compared to the first 3 quarters of 2010, at the end of the year, the HR budget has significantly decreased, while HR people seem to be more
concerned to spend all the allocated budget.

Even though almost the same percentage of organizations implemented a change management program in the 4th quarter as compared to the 3rd
one, less employees were involved in it. The main areas targeted by the change management projects that were implemented in Q4 were related to
departments organization.
The collaboration with external consultants for improving the organizational culture has increased in the past quarter, the organizations using the
external consultants services for organizing events, trainings and company value assimilation projects.
The learning and development budget per employee remained quite constant throughout the quarters. The caution in spending the allocated
budget for learning and development remains an issue in this quarter too. While less coaching and mentoring sessions were made this quarter,
trainings (external and especially internal ones) and e-learning are increasing usage in the past three months.
Entry Level
Specialists
Middle Level
Senior/ Top Level
Training on the job is less used,

while e-learning, classical trainings
and coaching/ mentoring improve
position.
E-learning, classical trainings and

training on the job remain the main
development techniques used this
quarter. However it is noticeable a
decrease for using training on the
job, as compared to Q3.
Even though e-learning, classical

trainings and coaching/ mentoring
remain the most used learning
techniques, there is noticeable an
increase of usage for training on the job.
Coaching and mentoring are the

learning and development techniques
most used this quarter for senior/ top
level employees. Moreover, e-learning
was less used in the 4th quarter of 2010.
Page 4
Key Findings 2/3

The number of Romanian organizations that have a recruitment plan is quite stable throughout the quarters (6 out of 10 companies have such a plan).
Nevertheless, the focus among the position recruited has changed in the 4th quarter of 2010 as compared to the other ones: HR people are showing a lower
intention on recruiting specialists, while the need for other seniority levels have a constant demand.
Entry Level
Specialists
Middle Level
Internal or
External
recruiting?
As compared to the previous quarter (Q3), the candidates

for these positions come more from internal recruitment.
This could be in high correlation with departments
reorganization activities that were conducted this quarter
and the need of re-qualifying employees.
A specific for this quarter is the HR specialists

orientation towards the human resources available in
their organization. This quarter the recruitment of
specialists is done more by turning to internal
resources as compared to other quarters.
An orientation towards the internal human

resources is also seen when looking for
eligible candidates for a middle level position
as compared to the previous quarter.
However, HR specialists are still using on a
high extent external recruiting.
Proportion of
eligible CVs
The percentage of eligible CVs for an entry level position

has decreased this quarter.
The CVs received by HR people for a specialist

position keep a high proportion of eligibility.
Recruitment
Costs
Choosing specialists is an important decision for HR

Due to a higher time period needed to evaluate CVs, the specialists, that spend a high time on electing the
recruitment costs for such a position have increased in the most suitable candidates. Therefore, the recruitment
4th quarter of 2010.
costs for such a position has increased in the past
period.
Due to a lower eligibility of CVs, the

recruitment costs for a middle level position
are increasing.
Recruitment
Sources
Internal recommendations, spontaneous applications and

CVs received through recruiting sites remain the main
sources used this quarter too, but meeting a decrease of
usage among organizations. Due to the high number of
CVs received in Q4 by HR specialists, they consider less
recruiting previous candidates.
Less HR specialists use spontaneous applications or

previous candidates for recruiting specialists. The
recruitment sites and internal recommendation are
the most used sources for finding candidates for this
position.
When seeking out candidates for a middle

level position, HR specialists used less head
hunting and recruiting sites in the 4th quarter
of 2010. Internal recommendations and
previous candidates increase usage this
quarter.
Criteria
considered
when recruiting
Though remaining the main criteria considered by HR

specialists, the candidates attitude is decreasing
throughout the quarters. A higher importance is given this
quarter to the candidates matching with the organization
culture and to his/ her communication skills.
The candidates technical skills are more seek out by

HR people in Q4 as compared to Q3. This criteria and
the candidates previous experience are the most
used ones. However, as compared to the previous
quarter, it is less important the candidates match with
the organization.
The candidates previous experience is by

far the most important criteria taken into
consideration when recruiting a middle level
position. The candidates matching with the
organizational culture and the candidates
communication skills were less considered in
Q4 as compared to Q3.
Page 5
The percentage of eligible CVs for a middle

level position is decreasing in the last
quarter.
Key Findings 3/3
Performance Management/ Compensations and Benefits

In order to retain employees, HR specialists were more oriented in the 4th quarter of 2010 on ensuring a pleasant work environment, trainings and
offering other financial benefits as compared to the 3rd quarter. Moreover, they used less the official recognition of employees in Q4.
Even though the number of organizations that allow their employees to work from home, remains pretty much the same as in Q3, this privilege is
applying to a higher proportion of the employees.
The number of organizations that give their employees the option of having a flexible schedule is slightly decreasing this quarter as compared to
Q3. However, the companies in which this concept is used, start to apply it to a higher proportion of their employees.
Legal and Industrial Events

Almost a quarter of organizations had a restructuring plan in the 4th quarter of 2010, the percentage remaining quite stable within the past
semester.
The number of disciplinary boards and work injuries in the 4th quarter of 2010 is slightly decreasing as compared to the one from the 3rd quarter of
the year. Moreover, the number of disciplinary boards follows as well a slight descending trend this quarter.
Page 6
Human Resources Strategy
Back to Agenda
HR Activities Conducted in 2010

Scale: 15-90!
%
85
75
87.3
87.2 87.1
84.1
81.1
86.3 87.6
82.9
78.1
73.7
84.9
82.3
83.2
81.3
80.7
77.5
81.5
75.5
70.6
Training and professional

development
Recruiting
Specific HR logistics
67.5
65
Remuneration
62.5
55
Internal communication
51.1
45
35
Performance
management
49.6
41.0
37.1
Litigations/compensation
36.0
29.2
25
27.8
27.5
27.0
22.7 22.7
24.0
23.2
C onsultancy for Human

Resources process and
systems development
Organizational research
studies
19.3
15
Q1/2010 (N*=32)
Q2/2010 (N*=77)
Q3/2010 (N*=91)
Q4/2010 (N*=87)
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
B 3. Which of the following HR activities have been conducted within your organization in the 4th quarter/2010?
Page 8
HR Budget
Scale: 10-50!
%
50
More than 20000 Euro
40
38.5
34.0
30
30.5
31.1
31.2
5001-20000 Euro
25.1
24.7
22.6
20
22.5
19.3
0-5 000 Euro
13.0
14.5
10
Q1/2010 (N*=32)
Q2/2010 (N*=76)
Q3/2010 (N*=91)
Q4/2010 (N*=86)
*Base: Organizations that performed HR activities during the respective quarter of 2010
B 5. Approximately, what was your HR budget in the 4th quarter/2010? HR budget does not include the employees wages.
Page 9
Effectively used HR Budget

Scale: 10-50!
%
50
47.1
More than the estimated

one
40
33.8
30
35.0
28.0
Equal with the estimated

one
29.0
26.5
18.8
20
Less than the estimated

one
13.2
10.9
10
Q1/2010
Q2/2010 (N*=76)
Q3/2010 (N*=91)
*Base: Organizations that performed HR activities during the respective quarter of 2010
B5a. As compared to the estimated HR budget in the 4th quarter/2010, the consumed budged was ....
Page 10
Q4/2010 (N*=86)
Dynamics of HR budget
3rd quarter/2010 Base*: 70
4th quarter/2010 Base*: 62
3rd quarter/2010

development (training, coaching etc)
(%)
11.5
17.2
43.3
39.2
10.9
11.5
Remuneration (including bonuses)
17.4
19.4
Recruiting
30.4
35.9
32.8
24.6
14.3
15.1
6.5
22.8
Performance management
8.1
8.4
26.0
22.0
13.9 1.2
5.2 17.9
Specific HR logistics (certificate

management, work permit etc.)
Consultancy for Human Resources
process and systems development
15.4 7.0
11.8 14.3
31.8
22.0
19.5
24.5
15.4
5.2
0.8
16.3
17.9
13.7
-12.7
12.7
-8.3
2.5
Organizational research studies
17.2 4.5
11.8 11.1
-12.7
-0.7
21.6
7.3
10.9 10.9
-14.3
0.0
Has
decreased
Has
increased
4th quarter/2010
= %Increase %Decrease
Significant differences between Q4/2010 and Q3/2010 (level of confidence 95%)

*Base: Organizations that had a HR budget in the respective quarter of 2010
B 2. For each of the following HR activities, would you say that, comparing to the 3rd quarter/2010,
remained the same or has decreased? HR budget does not include the employees wages.
Page 11
in the 4th quarter/2010, your allocated budget has increased,
HR Budget Distribution
N*Q1/2010=32
N*Q2/2010=66
N*Q3/2010=70
N*Q4/2010=62
0%
%
Q1/2010
Recruiting
Q2/2010
Q3/2010
16.0
68.4
13.6
9.8
3.1
54.9
42.2
5.9
49.7
58.3
53.6
1.3
40.2
63.2
6.2
32.1
Q4/2010
73.9
62.6
4.7
24.2
21.0
34.3
54.9
70.9
2.9
5.2
3.1
38.5
76.4
Q4/2010
8.1
40.4
72.9
Consultancy for Human Q2/2010

Resources process and
systems development Q3/2010
40.5
56.6
Q3/2010
Q1/2010
51.9
49.6
39.2
Litigations/ Q2/2010
compensation
37.7
27.6
Q2/2010
Q1/2010
34.4
54.9
40.3
Q4/2010
11.5
62.5
Q1/2010
Performance
management Q3/2010
25.5
62.1
Q1/2010 3.1
Training and
professional Q2/2010 7.4
development Q3/2010
20.5
Q4/2010
17.6
55.2
26.5
more than 20%

15.5
68.8
19.3
Q4/2010
1-20%
6.6
22.2
25.9
1.4
3.2
Significant differences towards previous quarter (level of confidence 95%)
B 1. How was the HR budget distributed in the 4th quarter/2010 between each of the following activities? HR budget does not include the employees wages.
Page 12
HR Budget Distribution
N*Q1/2010=32
N*Q2/2010=66
N*Q3/2010=70
N*Q4/2010=62
0%
1-20%
more than 20%
%
Q1/2010
Q2/2010
Remuneration
Q4/2010
27.2
Q2/2010
Q4/2010
Q1/2010
33.3
19.0
48.9
81.0
27.3
68.0
34.0
4.7
60.4
40.1
5.6
53.9
46.6
6.1
53.4
69.2
Q3/2010
28.3
72.6
25.7
69.2
Q1/2010
46.6
Q2/2010
45.6
Q4/2010
35.4
23.9
Q2/2010
Q3/2010
35.5
36.9
Q4/2010
Internal
communication
46.6
31.2
27.7
Q3/2010
Organizational
research studies
40.8
Q3/2010
Q1/2010
12.7
41.4
1.7
30.8
46.9
50.4
57.0
52.1
2.5
43.4
6.5
4.0
1.5
4.5
Significant differences towards previous quarter (level of confidence 95%)
B 1. How was the HR budget distributed in the 4th quarter/2010 between each of the following activities? HR budget does not include the employees wages.
Page 13
HR Budget Priorities in Q4/2010

90
Budget Proportion %
80
Training and professional development
LOW POPULARITY
HIGH BUDGET
HIGH POPULARITY
HIGH BUDGET
Recruiting
Remuneration
70
60
50
40
LOW POPULARITY
LOW BUDGET
HIGH POPULARITY
LOW BUDGET
Organizational research studies
30

process and systems development
30
Decreased/ Increased in Q4/

2010 as compared to Q3/ 2010
40
50
60
70
80
Popularity %
B 1. How was the HR budget distributed in the 4th quarter/2010 between each of the following activities? HR budget does not include the employees wages./ B 3. Which of
the following HR activities have been conducted within your organization in the 4th quarter/2010?
Page 14
Cooperation with External Consultants in

Q4/2010 vs. Q3/2010
%
N*=78
6.5
24.7
3.6
63.1
2.1
Recruiting

development (training, coaching
etc)
N*=70
13.1
N*=77
12.3
N*=71
N*=46
13.9
30.8
6.9
11.0
8.6
29.6
25.6
7.0
Q4/2010
64.4
24.9
36.5
Q3/2010
29.8
74.2
2.4
1.2
7.9
N*=44
4.4 5.4 5.5
N*=68
7.1
N*=62
5.7
N*=75
6.8
N*=68
6.4
79.9
21.0
3.4
4.8
65.9
2.6
Remuneration (including bonuses)
Specific HR logistics (certificate

management, work permit etc.)
18.3
25.2
3.2
71.5
2.6
20.7
63.3
1.3
2.0
72.8
N*=74
8.9
10.4 2.8
74.6
N*=60
9.5
9.7 1.4
78.1
3.4
We cooperated with external consultants in a lower extent
We cooperated with external consultants in the same extent
We cooperated with external consultants in a higher extent
We did not cooperate with external consultants
I don't know
*Base: Organizations that had a HR budget in the respective quarter of 2010 and conducted HR activities during this period
1.4
! Small bases for

other activities to
allow detailed
analysis !
B 4. To what extent did you cooperate with external consultants/experts for the following activities in the 4th quarter/2010 comparing to the 3rd quarter/2010?
Page 15
Training and Professional Development

1st Rank by Popularity: 81.3%
%
Q3/2010
N*=70
Dynamics of HR budget in
Q4/ 2010 vs. Q3/ 2010
Q4/2010
N*=62
(%)
11.5
43.3
17.2
39.2
Has
decreased
22.0
Has
increased
Training within the HR

budget distribution
IT systems usage for Training
T2b%
100
100
80
60
36.4
40
20
31.8
40.2
27.7
28.8
80
Training
and
Professional
Developme
nt
60
0%
62.5
37.7
40
20
54.9
34.4
3.1
7.4
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N**=28)(N**=69)(N**=77)(N**=71)
51.9
27.6
20.5
49.6
1% - 20%
40.5
9.8
More than
20%
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=32) (N*=66) (N*=70) (N*=62)
%
Cooperation with external consultants
in Q4/ 2010 vs. Q3/ 2010
Q3/2010
N**=77
Q4/2010
N**=71
12.3
30.8
6.9
36.5
24.9
25.6
29.6
29.8

I don't know

**Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
B 3, B 2, B 1, B 4
Page 16
2.4
1.2
Recruiting
2nd Rank by Popularity: 80.7%
%
Q4/ 2010 vs. Q3/ 2010
Q3/2010
N*=70
17.4
Q4/2010
N*=62
19.4
(%)
32.8
24.6
Has
decreased
T2b%
60
60
42.7
100
80
40.4
47.0
52.7
Recruiting within the HR

budget distribution
80
40
5.2
Has
increased
IT systems usage for Recruiting
100
15.4
Recruiting
0%
68.8
68.4
55.2
40
20
20
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N**=28)(N**=68)(N**=78)(N**=70)
16.0
17.6
15.5
13.6
25.5
19.3
62.1
1% - 20%
26.5
11.5
More than
20%
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=32) (N*=66) (N*=70) (N*=62)
%
in Q4/ 2010 vs. Q3/ 2010
Q3/2010
N**=78
Q4/2010
N**=70
6.5
24.7
13.1
13.9
3.6
8.6
63.1
64.4

I don't know

B 3, B 2, B 6, B 1, B 4
Page 17
2.1
Specific HR Logistics
3rd Rank by Popularity: 77.5%
%
Q4/ 2010 vs. Q3/ 2010
(%)
Q3/2010
N*=70
13.9 1.2
-12.7
Q4/2010
N*=62
5.2
12.7
17.9
Has
decreased
IT systems usage for

Specific HR Logistics
Specific HR Logistics within the HR

budget distribution
T2b%
100
40
100
80
60
56.8
51.3
50.0
0%
81.0
80
45.4
Has
increased
68.0
60
Specific HR
Logistics
40
20
20
4.7
0.0
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N**=28)(N**=67)(N**=75)(N**=68)
27.3
19.0
60.4
53.9
34.0
1% - 20%
40.1
5.6
6.1
More than
20%
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=32) (N*=66) (N*=70) (N*=62)
%
in Q4/ 2010 vs. Q3/ 2010
Q3/2010
N**=75
6.8
Q4/2010
N**=68
6.4
25.2
20.7
2.6
63.3
2.0
72.8

I don't know

B 3, B2, B 6, B 1, B 4
Page 18
Remuneration
4th Rank by Popularity: 70.6%
%
Q4/ 2010 vs. Q3/ 2010
Q3/2010
N*=70
10.9
Q4/2010
N*=62
11.5
(%)
30.4
35.9
Has
decreased
24.5
Has
increased
100
Remuneration within the HR

budget distribution
19.5
0%
80
60
46.6
35.5
33.3
40.8
31.2
40
20
0
48.9
1% - 20%
36.9
35.4 27.2
27.7
More than
20%
23.9
12.7
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=32) (N*=66) (N*=70) (N*=62)
%
in Q4/ 2010 vs. Q3/ 2010
Q3/2010
N**=68
7.1
Q4/2010
N**=62
5.7
21.0
18.3
3.4
3.2
65.9
71.5

I don't know

B 3, B 2, B 1, B 4
Page 19
2.6
1.3
Internal Communication
%
Q4/ 2010 vs. Q3/ 2010
Q3/2010
N*=70
8.1
Q4/2010
N*=62
8.4
(%)
26.0
22.0
Has
decreased
13.7
Has
increased
100
Internal Communication within

the HR budget distribution
17.9
0%
80
60
46.9
40
46.6
20
6.5
57.0
52.1
45.6
41.4
43.4
4.0
1.5
4.5
50.4
1% - 20%
More than
20%
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N*=32) (N*=66) (N*=70) (N*=62)
%
in Q4/ 2010 vs. Q3/ 2010
Q3/2010
N**=74
8.9
10.4 2.8
74.6
3.4
Q4/2010
N**=60
9.5
9.7 1.4
78.1
1.4

I don't know

B 3, B 2, B 1, B 4
Page 20
%
Q3/2010
N*=70
Q4/ 2010 vs. Q3/ 2010
Q4/2010
N*=62
14.3
(%)
15.1
6.5
22.8
Has
decreased
80
within the HR budget distribution
T2b%
100
0%
80
64.2
60
48.1
53.3
40
Performance
Management
33.4
20
16.3
Has
increased
IT systems usage for

100
0.8
60
40
20
56.6
54.9
58.3
49.7
40.3
39.2
42.2
3.1
5.9
8.1
1% - 20%
40.4
1.3
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N**=25)(N**=48)(N**=46)(N**=44)
More than
20%
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=32) (N*=66) (N*=70) (N*=62)
%
in Q4/ 2010 vs. Q3/ 2010
Q3/2010
N**=46
Q4/2010
N**=44
11.0 7.0
4.4
5.5
5.4
74.2
7.9
79.9
4.8

I don't know

B 3, B 2, B 6, B 1, B 4
Page 21
Litigations/ Compensation
%
Q4/ 2010 vs. Q3/ 2010
Q3/2010
N*=70
21.6
Q4/2010
N*=62
(%)
7.3
10.9 10.9
Has
decreased
80
60
53.6
63.2
40.2
6.2
72.9
4.7
24.2
2.9
73.9
0%
21.0
5.2
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=32) (N*=66) (N*=70) (N*=62)

in Q4/ 2010 vs. Q3/ 2010
1% - 20%
32.1
40
20
0.0
Has
increased
100
Litigations/ Compensation within

-14.3
! Small base for

Litigations/
Compensation to
allow detailed
analysis !

B 3, B 2, B 1, B 4
Page 22
More than
20%

Process and Systems Development
%
Q4/ 2010 vs. Q3/ 2010
Q3/2010
N*=70
15.4
Q4/2010
N*=62
(%)
7.0
11.8 14.3
Has
decreased
80
76.4
62.6
60
40
20
2.5
Has
increased
34.3
3.1
70.9
54.9
38.5
6.6
0%
1% - 20%
22.2
25.9
1.4
3.2
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N*=32) (N*=66) (N*=70) (N*=62)

in Q4/ 2010 vs. Q3/ 2010
100
Consultancy for HR process within

-8.3
! Small base for

Consultancy for HR
process to allow
detailed analysis !

B 3, B 2, B 1, B 4
Page 23
More than
20%
Organizational Research Studies

%
Q4/ 2010 vs. Q3/ 2010
Q3/2010
N*=70
17.2
Q4/2010
N*=62
(%)
4.5
11.8 11.1
Has
decreased
72.6
80
60
40
53.4
46.6
20
0
-0.7
Has
increased
0.0
69.2
69.2
28.3
2.5
0%
1% - 20%
25.7
1.7
30.8
0.0
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=32) (N*=66) (N*=70) (N*=62)

in Q4/ 2010 vs. Q3/ 2010
100
Organizational Research Studies

within the HR budget distribution
-12.7
! Small base for

Organizational
Research Studies to
allow detailed
analysis !

B 3, B 2, B 1, B 4
Page 24
More than
20%
IT Systems Usage for HR Management

Activities Development
Scale: 20-80!
Top 2 boxes* %
80
Recruiting
N**Q1/2010=28
N**Q2/2010=68
N**Q3/2010=78
N**Q4/2010=70
64.2
60
56.8
51.3
45.4
42.7
40
47.0
40.4
48.1
53.3
52.7
50.0
40.2
36.4
33.4
28.8
27.7
20
Q1/2010
Q2/2010
Q3/2010
Q4/2010

development
N**Q1/2010=28
N**Q2/2010=69
N**Q3/2010=77
N**Q4/2010=71
Performance
management
N**Q1/2010=25
N**Q2/2010=48
N**Q3/2010=46
N**Q4/2010=44
N**Q1/2010=28
N**Q2/2010=67
N**Q3/2010=75
N**Q4/2010=68
*Top 2 boxes= 4. In a high extent + 5. In a very high extent

B 6. How much did you use IT systems for developing the HR management activities in the 4th quarter/2010 for ....?
Page 25
Indicators used in Measuring HR Activity

Performance
3rd quarter/2010 Base: 189
4th quarter/2010 Base: 164
%
Personnel fluctuation
Employee satisfaction level
Number of hours of training/participant
Number of training participants out of the total number
of employees
Distribution of performance management evaluations
Absenteeism level
Training cost per participant
Recruitment cost per position
Number of employees in the HR department vs. total
number of employees
Turnover /FTE
Payroll structure (fixed salary, variable salary, overtime,
bonuses)
Promotion index
Number of employees included in the succession plan
HR budget out of the turnover
Number of disciplinary boards per year
SLA (Service Level Agreement) attainment rate
Other indicator
Dont know/ No answer
65.5
65.1
50.3
44.7
37.1
42.4
39.1
40.5
32.5
34.3
36.8
33.3
31.5
33.0
25.8
27.6
22.3
27.1
29.6
25.8
28.2
24.1
17.1
21.9
18.2
21.4
23.0
20.1
13.8
10.1
9.1
8.9
6.4
2.8
13.0
15.6
KP 1. What indicators do you use in measuring the organizations human resources activity performance?
Page 26
Q3/2010
Q4/2010
Back to Agenda
Change Management Projects

Implementation
%
100
Initiation of change
management projects
80
60
43.6
42.8
41.3
40
Yes
20
0
Q1/2010
Percent of employees
affected by the
changes implemented
Q2/2010
(N*=91)
Q3/2010
(N*=108)
Q4/2010
(N*=101)
100
1-50%
80
65.3
60
42.7
40
48.2
51-99%
34.4
23.8
20
19.0
23.6
10.0
11.2
100%
Q2/2010
Q3/2010
Q4/2010
(N**=39)
(N**=47)
(N**=40)
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated organizational development of their companies
**Base: Organizations that implemented change management projects in the respective quarter of 2010
0
Q1/2010
A 1. Did you initiate change management projects within your organization in the 4th quarter/2010? / A 3. In the 4th quarter/2010, what percentage of the employees that
work in your organization were affected by this change management project?
Page 28
Area of the Initiated Change Management

Projects
40
Departments
reorganization
32.3
Processes/ procedures/
(internal) production
optimization
27.6
Sales/ sales
optimization/business
strategy
19.6
20
19.0
19.3
16.5
14.3
9.9
8.0
7.0
8.7
Organizational
development
11.8
10.5
10.5
7.7
6.7
4.6
HR/ HR strategy
0.0
0
Q1/2010
Q2/2010 (N*=40)
Q3/2010 (N*=47)
Performance
management
Q3/2010 (N*=42)
Categories with less than 2% in Q4/2010 were not presented

*Base: Organizations that implemented change management projects in the respective quarter of 2010
A 2. Which was the most important project that you initiated within your organization in the 4th quarter/2010, regarding to change management and in what field was it
implemented?
Page 29
Measuring Organizational Culture
100
80
Measuring the
Organizational Culture
60
40
Yes
25.8
17.9
20
13.7
0
Q1/2010
External consultants
collaboration
Q2/2010
(N*=91)
COUNT
Q3/2010
(N*=108)
Q4/2010
(N*=101)
Q4/2010
N**=13
Yes
No
**Base: Organizations that carried out projects for measuring organizational culture
A 4. Within your organization, did you initiate out projects for measuring the organizational culture in the 4th quarter/2010?/ A 5. In carrying out projects to measure the
organizational culture in the 4th quarter/2010, did you cooperate with external consultants/experts?
Page 30
Improving the Organizational Culture
100
Improving the
Organizational Culture
80
60
Yes
40
44.7
37.2
34.3
20
0
Q1/2010
Q2/2010
(N*=91)
Q4/2010
(N*=101)
100
collaboration
Q3/2010
(N*=108)
80
60
36.2
40
20
27.0
Yes
25.8
0
Q1/2010
Q2/2010
(N**=35)
Q3/2010
(N**=49)
Q4/2010
(N**=36)
**Base: Organizations that carried out projects for improving organizational culture
A 6. Within your organization, did you initiate projects for improving organizational culture in the 4th quarter/2010? / A 7. In carrying out projects to improve the
organizational culture in the 4th quarter/2010, did you cooperate with external consultants/experts?
Page 31
External consultants collaboration

Scale: 0-25!
%
25
Organizational communication
/teambuildings/ events
23.7
20
22.1
Trainings/C oaching/Workshops
19.0
18.4
17.4
18.0
16.3
Projects for company values assimilation
16.3
15
12.3
12.0
12.3
10
11.4
9.5
C reating action plans
9.1
7.8
7.5
5
Employee satisfaction
7.3
6.6
5.8
5.7
Other organizational surveys
Internal discussions about the

organizational culture
2.3
0
Q2/2010 (N*=35)
Q3/2010 (N*=49)
Q4/2010 (N*=36)

*Base: Organizations that carried out projects for improving organizational culture
A 8. What kind of projects did your organization initiate for improving organizational culture in the 4th quarter/2010?
Page 32
Measuring the Employer Branding
100
80
Measuring the
Employer Branding
60
Yes
40
20
12.1
6.1
Q2/2010
(N*=91)
Q3/2010
(N*=108)
12.6
0
Q1/2010
collaboration
COUNT
Q4/2010
(N*=101)
Q4/2010
N**=13
Yes
No
**Base: Organizations that carried out projects to measure employer branding
A 9. Within your organization, did you initiate projects for measuring your employer branding in the 4th quarter/2010? / A 10. In carrying out projects to measure your
employer branding in the 4th quarter/2010, did you cooperate with external consultants/experts?
Page 33
Improving the Employer Branding

Improving the Employer Branding %
External consultants collaboration
100
80
COUNT
60
Yes
40
Q4/2010
N**=29
Yes
No
21
28.9
20
18.4
14.9
0
Q1/2010
Q2/2010
(N*=91)
Q3/2010
(N*=108)
Types of projects carried

out for employer
branding improvement
Q4/2010
(N*=101)
Q4/2010
COUNT
N**=29
Job fares (Job Shop)
Events for increasing organization's image and awareness
Internship programs
Organizing specific studies
Students/ high school sponsorship programs
Internal workshop sessions
Others
10
**Base: Organizations that carried out projects to improve employer branding
A 11. Did you initiate within your organization projects for improving your employer branding in the 4th quarter/2010? / A 12. In carrying out projects to improve your
employer branding in the 4th quarter/2010, did you cooperate with external consultants/experts? / A 13. What type of projects did your organization initiate for improving
your employer branding in the 4th quarter/2010?
Page 34
Back to Agenda
Learning Budget
%
100
Average budget for learning

and development per employee
80
60
40
20
Less than 200 Euro

35.1
29.1
28.4
31.9
31.9
200 Euro or more
26.6
23.6
19.4
Q3/2010
(N*=117)
Q4/2010
(N*=110)
0
Q1/2010
(N*=75)
The actual budget for learning

and development per employee
vs. the estimated budget
Q2/2010
(N*=86)
Q3/2010
N*=117
Q4/2010
N*=110
%
Less than the
allocated one
33.4
Equal with the

allocated one
26.2
29.1
27.9
More than the

allocated one
*Base: Respondents that are responsible
for HR strategies in their companies and
who evaluated learning and development in
their companies
Dont know/ No
answer
11.5
14.1
24.6
33.2
C 1. What was the average budget for learning and development per employee in the 4th quarter/2010? / C 2. As compared to the first allocated budget for learning and
development in the 4th quarter/2010, the consumed budget per employee was....
Page 36
Learning and Development Methods (1/2)

%
100
84.7
80
Learning and development

methods used in the
organization
70.9
66.6
48.9
20
47.9
40.1
20.0
11.9
48.6
42.8
38.2
17.3
10.8
Internal trainings
External trainings
77.6
63.5
60
40
85.8
86.2
E-learning
61.0
41.0
42.9
37.6
36.4
38.0
35.9
20.5
9.2
7.7
4.1
Experiential trainings within

organization
Internal coaching and mentoring
sessions
External coaching and mentoring
sessions
MBA programs
0
Q1/2010
(N*=75)
Q2/2010
(N*=86)
Q3/2010
(N*=117)
Q4/2010
(N*=110)
Skills desired to be developed

by training
70
70.7
72.1
Technical skills (Hard Skills )
69.6
68.2
70.6
66.9
67.0
65.6
C ommunication/ relation/ team work/

leadership skills (Soft Skills)
Scale: 50-80!
*Base: Respondents that are responsible
50
for HR strategies in their companies and
who evaluated learning and development in
their companies
Q1/2010
(N*=75)
Q2/2010
(N*=86)
Q3/2010
(N*=117)
Q4/2010
(N*=110)
C 3. Which of the following methods of learning and development has been used within your organization in the 4thquarter/2010? / C 5. Which skills did you want to
develop mostly by training in the 4th quarter/2010?
Page 37
Learning and Development Methods (2/2)

Entry Level %
100
80
60
91.8
94.3
66.2
86.0
80
73.0
76.1
55.3
49.0
52.0
62.3
42.0
31.5
60
56.3
49.6
40
20
Specialists %
100
29.0
29.8
77.5
73.1
69.3
22.4
76.4
83.7
76.4
72.4
65.1
46.5
40
30.5
33.5
32.8
0
Q1/2010
Q2/2010
Q3/2010
Q4/2010
Q1/2010
Middle Level %
Q2/2010
Q3/2010
Q4/2010
Senior/Top Level %
100
65.6
63.1
46.4
68.5
62.1
57.1
39.0
80
64.3
61.6 61.7
63.7
63.2
61.9
42.6
43.2
29.1
20
60
40
20
49.5
51.3
35.1
34.2
33.0
26.6
10.6
48.1
45.7
36.5
14.1
50.0
37.3
33.8
14.7
13.5
0
0
Q1/2010
Q2/2010
Q3/2010
Q4/2010
Q1/2010
Q2/2010
Q3/2010
Q4/2010
*Base: Organizations that used this specific type of learning and development methods
C 4. For what type of employees did you organize each of these learning and development programs in the 4th quarter/2010?
Page 38
E-learning
N*Q1/2010=30
N*Q2/2010=35
N*Q3/2010=42
N*Q4/2010=47
Classical
trainings
N*Q1/2010=71
N*Q2/2010=81
N*Q3/2010=107
N*Q4/2010=105
Coaching/
mentoring
N*Q1/2010=41
N*Q2/2010=48
N*Q3/2010=59
N*Q4/2010=46
100
80
40
82.8
20
60
71.7
86.6
Training on
the job
N*Q1/2010=37
N*Q2/2010=38
N*Q3/2010=45
N*Q4/2010=44
Average number of training days per

employee
Entry Level
Specialists
Middle Level
Q3/2010 Q4/2010 Q3/2010 Q4/2010 Q3/2010 Q4/2010

N*=39
12.6
N*=35
N*=67
N*=68
N*=82
10.7
14.2
14.3
22.8
6 days or more
30.4
29.7
Senior/Top Level
%
Q3/2010 Q4/2010
N*=76
N*=46
18.3
15.1
26.2
31.7
N*=61
25.5
22.5
32.8
20.8
18.6
3 - 5 days
1 - 2 days
Don't know/ No
answer
34.8
22.8
29.0
32.0
36.4
22.3
30.1
29.9
31.4
20.0
22.8
33.6
33.2
19.5
29.5
26.4
*Base: Organizations that used classical trainings

C 4a. On average, which was the number of days of training per employee in your organization in the 4th quarter/2010, for the position of ?
Page 39
Outsourcing Criteria
Scale: 30-100!
Top 2 boxes* %
The quality of the
programs
98.1
90.5
90
80.9
82.5
86.0
77.4
72.5
86.0
77.8
70.7
65.1
71.9
68.6
61.0
61.1
57.4
50.6
49.4
51.3
68.0
70
63.4
57.8
50
50.3
47.2
47.1
40.6
Flexibility/Adaptation to
the clients needs
The organizations
trainers
Experience in the field
that your organization
operates
The prices for the offered
services
The long term
relationship with the
external organization
The organizations
reputation
30
Q1/2010 (N**=52)
Q2/2010 (N**=63)
Q3/2010 (N**=75)
Q4/2010 (N**=72)

**Base: Organizations that used external trainings or coaching
C 6. How much did the following criteria influence you in choosing the external consultant/expert for learning and development activities in the 4th quarter/2010?
Page 40
Quality of Programs Definition

3rd quarter/2010 Base*: 76
4th quarter/2010 Base*: 72
%
Adapting to the needs of the participants/to the company
32.4 54.5
The relevance/ quality of information The way of presenting the course The applicability of theoretical knowledge
Follow-up/post evaluation activities
The results obtained after the training/ attaining the objectives
Interactivity
The experience/ the knowledge of the field of activity
Feedback from participants
The previous experience that the trainer has The structure of the program
The methodology used
The information novelty The training materials/ manuals quality
The relevance of the content towards the organization specific -
19.2
12.9
11.8
12.1
12.3
10.8
12.9
9.8
6.7
9.5
18.6
9.3
5.9
9.2
9.2
12.1
9.1
15.3
8.8
7.9
9.4
5.9
5.8
8.0
2.3
The allocated time 2.9
7.2
Others
3.9
7.9
Don't know/ No answer
10.8
Reliability / professionalism

*Base: Organizations that used External trainings or External coaching and mentoring sessions
Q3/2010
Q4/2010
C6A. Please write below what does the expression quality of the programs, the criteria used in choosing the external consultant/expert for learning and development
activities, means to you?
Page 41
External Funds Usage

%
100
Usage of external funds
80
60
40
Yes
13.5
20
4.9
4.2
4.9
0
1st
2nd
3rd
4th
quarter/2010 quarter/2010 quarter/2010 quarter/2010
(N*=75)
(N*=86)
(N*=117)
(N*=110)
External funds percentage from

total financing for learning and
development activities
COUNT
Q4/2010
N**=6
25%
50%
70%
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated learning and development in their companies
**Organizations that used external funds
C 7. Did you use any external funds (e.g. European Funds) for financing the learning and development activities in the 4th quarter/2010? / C 8. Out of the total amount of
financing for the learning and development activities conducted within your organization in the 4th quarter/2010, what percentage was represented by external funds
(e.g. European Funds) ?
Page 42
Performance Management/
Compensation and Benefits
Back to Agenda
Retention Techniques
T2b*%
80
70.7
60
Retention techniques
usage
Scale: 0-80!
53.0
50.7
46.8
71.6
59.0
52.9
46.4
40
32.4
30.2
29.8
28.2
20
70.3
57.8
57.3
Official recognition of their value
47.2
Formal meetings with the

organizations management
48.6
42.3
30.4
35.8
34.4
34.3
26.4
Offering other financial benefits

Increasing decision-making power
Promotions
0
Q1/2010
(N**=96)
Q2/2010
(N**=107)
Q3/2010
(N**=136)
Q4/2010
(N**=119)
Categories with less than

30% in Q4/2010 were not
presented
100
projects
Ensuring of a pleasant work

environment
Training/development activities
61.3
27.7
26.9
74.6
80
60
Yes
56.1
38.4
40
30.2
33.9
Q3/2010
(N**=136)
Q4/2010
(N**=119)
20
0
Q1/2010
(N**=96)
Q2/2010
(N**=107)

**Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies
D 1. How much did you use the following retention techniques in the 4th quarter/2010? / D 9. Did you implement any performance management projects in the 4th
quarter/2010?
Page 44
Working from Home and Flexible Time

Schedule
Percentage of employees having the
possibility of working from home
Working from home
100
60
80
46.2
40
40.5
34.3
37.9
Yes
40
20
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=96) (N*=107)(N*=136)(N*=119)
60
77.2
25.3
0.0
56.1
37.7
28.9
69.5
37.0
1.7
0.0
0.0
Yes
60
40
20
20
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N*=96) (N*=107)(N*=136)(N*=119)
31 100%
1.7
Q4/2010
N**=42
4.6
Has
decreased
(%)
16.4
26.0
14.7
21.4
= %Increase
Has
increased %Decrease
Dynamics of people with flexible schedule

in Q4/ 2010 vs. Q3/ 2010
0%
80
40
1-30%
Q3/2010
N**=46
100
64.5
62.3
Percentage of employees having the

possibility of flexible schedule
%
66.7
63.6
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N**=44) (N**=42) (N**=46) (N**=32)
Flexible schedule
80
0%
67.8
60
20
100
100
80
Dynamics of working from home people

in Q4/ 2010 vs. Q3/ 2010
50.9
52.5
51.5
60.3
39.7
43.6
0.0
41.6
0.0
130%
35.7
0.8
0.0
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N***=74)(N***=69)(N***=93)(N***=62)
31 100
%
(%)
Q3/2010
N***=93
0.8
20.9
20.1
Q4/2010
N***=74
3.8
19.2
15.3
Has
decreased
Has
= %Increase
increased %Decrease
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies
**Base: Organizations with employees that have the possibility to work from home
***Base: Organizations with employees that have the possibility of a flexible schedule
D2, D3, D4, D5, D6
Page 45
Employees' Promotion
Percentage of employees
that were promoted
%
100
80
60
40
20
0%
48.6
50.4
25.6
27.1
60.0
51.9
1 - 5%
29.4
6% or
more
20.9
25.9
22.5
18.7
Q1/2010
(N*=86)
Q2/2010
(N*=94)
Q3/2010
(N*=114)
19.1
0
Q4/2010
(N*=93)
Change of internal promotions rate

%
Q3/2010
N**=136
Q4/2010
N**=93
20.1
12.5
Has
decreased
(%)
22.3
2.2
24.2
11.7
Has
increased
= %Increase
%Decrease
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies
(DK/NA were excluded)
**Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies
D 7. What percentage of your employees got a promotion within your organization in the 4th quarter/2010? / D 8. How did the rate of internal promotions change in the 4th
quarter/2010, comparing to the 3rd quarter/2010?
Page 46
Back to Agenda
Recruitment Plan (1/2)

Recruiting plan
100
80
60
63.6
72.9
63.3
61.5
40
Yes
20
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N*=89) (N*=107) (N*=122) (N*=111)
(%)
%
Change of recruitment plan in
Q4/ 2010 vs. Q3/ 2010
Q3/2010
N**=76
Q4/2010
N**=71
18.6
22.7
22.0
55.8
23.9
2.9
49.0
5.0
Includes less employees

Includes the same number of employees
Includes more employees
Levels for which external

recruitment was used
80
60
40
**Base: Organizations that have recruiting

plans
*Base: Respondents that are responsible for
HR strategies in their companies and who
evaluated recruiting and selection in their
companies
100
20
0
66.2
42.5
40.4
21.4
55.5
59.9
45.6
20.5
27.0
=% Includes more
employees
%Includes less
employees
Specialists
46.4
32.0
37.2
33.9
16.6
45.4
41.3
33.0
15.5
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N*=89) (N*=107) (N*=122) (N*=111)
Entry Level
Middle
Level
Senior/
Top Level
E 1. Did you have a recruiting plan in the 4th quarter/2010 ? / E 2. As compared to the 3rd quarter/2010, your recruiting plan for the 4th quarter/2010.... / E 3. For which
of the following levels did you use external recruiting in the 4th quarter/2010 ?
Page 48
Recruitment Plan (2/2)

Change of employees number
in Q4/ 2010 vs. Q3/ 2010
%
Q3/2010
N*=122
Q4/2010
N*=111
16.0
21.2
47.6
39.8
35.6
3.0
3.5
It has decreased
It remained the same
It has increased
Percentage of employees hired

in leasing system
100
80
33.5
72.2
77.2
58.2
60
40
26.8
20.0
0%
60.7
22.8
18.2
20
1% or more
0
Q1/2010
(N*=89)
Q2/2010
(N*=107)
Q3/2010
(N*=122)
Q4/2010
(N*=89)
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated recruiting and selection in their companies
E 11. How did the number of your organizations employees change in the 4th quarter/2010, comparing to the 3rd quarter /2010? / E 13. Out of the total number of
employees, what percentage were hired in leasing system in the 4th quarter/2010?
Page 49
Entry Level Recruitment (1/3)

Internal vs. external recruitment %
Percentage of eligible candidates out of total received CVs %
100
100
80
60
40
60
44.7
31.4
34.2
2.7
Q1/2010
(N*=38)
5.4
Q2/2010
(N*=50)
10.7
3.6
Q3/2010
(N*=58)
67.9
52.8
56.4
0%
56.1
1-30%
40
100% Internal
30.7
20
0
80
100% External
20
18.4
17.5
18.8
2.6
1.8
0.0
0.0
Q1/2010
(N*=38)
Q2/2010
(N*=50)
Q3/2010
(N*=58)
Q4/2010
(N*=45)
13.3
More
than
31%
Q4/2010
(N*=45)
Average recruitment costs %
Scale: 0-40!
40
29.4
28.1
0 Euro
22.4
20
10.5
21.0
22.8
11.8
7.5
8.1
*Base: Organizations that used
external recruitment for - Entry Level
0.0
1-49 Euro
50 Euro or
more
3.5
0.0
Q1/2010
Q2/2010
Q3/2010
Q4/2010
(N*=38)
(N*=50)
(N*=58)
(N*=45)
E 5. In order to fill in the available entry level positions, in what percentage were the internal recruiting used and in what percentage were the external recruiting used in
the 4th quarter/2010? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for an interview/shortlist) for
each category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 4th quarter/2010?
Page 50

External recruitment sources used %
100
Employees references /internal recommendation
86.9
77.8 77.3
80
71.1
72.9
75.0
71.0
Direct/ spontaneous applications
75.0
70.0
70.2
69.2
60
C andidates found via employment ads/ recruiting sites
Previous candidates
49.7
Hiring former employees
41.1
40
34.1
34.0
26.1
20
21.4
21.1
33.1
28.0
27.1
13.5
34.9
24.3
23.0
16.2
15.6
13.0
Internship
Head hunting
23.1
16.6
16.3
12.9
12.1
8.6
Recruiting agencies
Educational institutes/ Student NGOs
0
Q1/2010
(N*=38)
Q2/2010
(N*=50)
Q3/2010
(N*=58)
*Base: Organizations that used external recruitment for - Entry Level
Q4/2010
(N*=45)
E 4. Which were the external recruiting sources for the following levels in the 4th quarter/2010?
Page 51

Main criteria considered when selecting candidates %
100
C andidates attitude
80
C andidates matching with the organization culture
70.9
65.6
62.7
61.2
60
52.9
40
31.7
52.8
50.2
42.4
39.6
39.3
The results gained on the test
43.9
44.0
43.9
36.7
31.7
26.2
20
30.9
29.7
C andidates communication skills
39.6
Previous experience
29.3
28.9
25.5
28.4
28.0
25.1
23.9
20.0
C andidates technical skills
Highest level of education
0
Q1/2010
(N*=38)
Q2/2010
(N*=50)
Q3/2010
(N*=58)
*Base: Organizations that used external recruitment for - Entry Level
Q4/2010
(N*=45)
E 10. Which are the main criteria that you considered when you selected candidates for each of the following categories of open/available positions in the 4th quarter/2010?
Page 52
Specialists Recruitment (1/3)

100
100
80
80
100% External
60
35.0
40
32.4
23.7
22.4
20
2.7
0.0
60
0.0
20
0
Q1/2010
(N*=59)
Q2/2010
(N*=61)
Q3/2010
(N*=74)
58.8
0%
65.5
1-30%
40
100% Internal
9.8
60.9
65.3
Q4/2010
(N*=50)
13.6
13.2
3.2
3.7
Q1/2010
(N*=59)
Q2/2010
(N*=61)
9.0
0.0
Q3/2010
(N*=74)
10.0
More
than
31%
5.7
Q4/2010
(N*=50)
Scale: 0-40!
40
33.7
30.0
0 Euro
21.8
20
15.2
1-49 Euro
14.0
4.2
3.4
external recruitment for - Specialists
3.5
14.3
3.8
8.9
50 Euro or
more
2.5
Q1/2010
Q2/2010
Q3/2010
Q4/2010
(N*=59)
(N*=61)
(N*=74)
(N*=50)
E 7. In order to fill in the available specialist positions, in what percentage were the internal recruiting/ promotions used and in what percentage were the external
recruiting used in the 4th quarter/2010? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for an
interview/shortlist) for each category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 4th
quarter/2010?
Page 53

100
76.7
80
72.5
69.3
64.0
69.2
71.9
69.5
69.0
66.5
60
64.5
52.4
34.3
20
20.3
16.7
15.4
Previous candidates
42.9
40.9
40
Head hunting
33.4
31.2
28.7
27.3
17.3
28.0
Recruiting agencies
25.3
24.5
25.4
12.5
11.0
11.9
11.8
Hiring former employees
Job Fairs
0
Q1/2010
(N*=59)
Q2/2010
(N*=61)
Q3/2010
(N*=74)
*Base: Organizations that used external recruitment for - Specialists
Q4/2010
(N*=50)
Page 54

100
Previous experience
86.5
81.9
80
60
76.8
57.4
76.3
73.9
51.4
51.7
47.6
40
42.1
39.1
46.7
42.1
45.7
Internal recommendations
33.4
24.0
22.8
22.8
13.6
14.4
20.3
20
10.0
8.5
8.4
13.2
14.3
12.1
8.9
Other specialized courses
10.2
9.4
7.8
4.5
0
Q1/2010
(N*=59)
Q2/2010
(N*=61)
Q3/2010
(N*=74)
Q4/2010
(N*=50)
*Base: Organizations that used external recruitment for - Specialists

Page 55
Middle Level Recruitment (1/3)

100
100
80
60
40
20
80
100% External
29.3
25.2
17.1
13.6
6.3
20.7
9.4
0.0
60
Q2/2010
(N*=37)
Q3/2010
(N*=42)
51.0
45.4
1-30%
40
100% Internal
20
14.0
20.9
9.1
0.0
3.0
Q1/2010
(N*=36)
Q2/2010
(N*=37)
0
Q1/2010
(N*=36)
0%
66.7
63.9
0.0
Q4/2010
(N*=36)
Q3/2010
(N*=42)
12.2
3.2
More
than
31%
Q4/2010
(N*=36)
Scale: 0-60!
60
42.0
44.9
0 Euro
40
1-49 Euro
24.8
20
16.6
12.1
2.8

external recruitment for - Middle Level
0.0
3.0
8.8
2.3
2.9
50 Euro or
more
6.4
Q1/2010
Q2/2010
Q3/2010
Q4/2010
(N*=36)
(N*=37)
(N*=42)
(N*=36)
E 6. In order to fill in the available middle level positions, in what percentage were the internal recruiting/ promotions used and in what percentage were the external
recruiting used in the 4th quarter/2010? / E 9. Within your organization, what percentage of out of the received CVs were eligible candidates (who were selected for an
interview/shortlist) for each category of open/available positions ? / E 12. Which were the average recruiting costs for each position in your organization in the 4th
quarter/2010?
Page 56

100
80
80.2
66.9
70.2
66.4
63.7
60
58.3
62.2
53.2
56.0
47.6
45.8
40
41.8
33.3
39.9
34.3
32.0
16.5
13.0
Head hunting
26.1
18.0
20
Recruiting agencies
39.9
43.3
39.3
24.8
15.3
13.6
Previous candidates
Job Fairs
0
Q1/2010
(N*=36)
Q2/2010
(N*=37)
Q3/2010
(N*=42)
*Base: Organizations that used external recruitment for - Middle Level
Q4/2010
(N*=36)
Page 57

100
Previous experience
86.3
83.8
80
74.2
76.7
62.1
60
49.9
50.0
47.3
44.8
41.7
41.8
38.0
40
33.0
40.3
38.1
35.9
Internal recommendations
32.0
30.1
20
20.3
16.8
14.3
5.6
0
Q1/2010
(N*=36)
8.6
6.9
2.5
2.9
Q2/2010
(N*=37)
16.2
15.2
9.2
Q3/2010
(N*=42)
2.3
Other specialized courses
Q4/2010
(N*=36)
*Base: Organizations that used external recruitment for - Middle Level

Page 58
Legal and Industrial Relations
Back to Agenda
Restructuring Process
Restructuration situation
(COUNT)
Presence of Restructuring Plan
%
100
Q4/2010
N**=22
More positions
12
Less positions
80
60
Used restructuration
methods (COUNT)
40.7
40
31.6
Yes
22.2
20
23.9
0
1st
2nd
3rd
4th
quarter/2010 quarter/2010 quarter/2010 quarter/2010
(N*=81)
(N*=78)
(N*=102)
(N*=85)
Q4/2010
N**=22
Individual discharges
13
Natural leaves which were not

followed by replacements
12
Post disestablishment and offering

new positions to employees
pointed for discharging
11
Voluntary departures after

providing some compensations
Collective discharges
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated legal and industrial relations in their companies
**Base: Organizations that had a restructuring plan
F 5. Did you have a restructuring plan that involves restructuring of positions and/or reducing number of employees in your organization in the 4th quarter/2010? / F 6.
As compared to the 3rd quarter/2010, in the 4th quarter/2010 were restructured/ eliminated.... / F 7. Which of the following methods have been used within your
organization during the process of restructuring regarding the elimination of positions and/or reducing the number of employees in the 4th quarter/2010 :
Page 60
Legal Events
Number of
Disciplinary Boards
Situations occurred
100
100
Work
injuries
80
60
48.0
40
20
Number of work
injuries
11.0
80
60
33.9
48.7
14.0
35.6
8.3
7.1
40
Disciplinary
Boards
46.3
38.9
25.5
42.8
36.6
27.4
36.1
8.8
20 12.8
TwoFive
17.0
8.8
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010
(N*=81) (N*=78) (N*=102) (N*=85)
3.0
More
than 5
Q1/2010 Q2/2010 Q3/2010 Q4/2010

(N**=39) (N**=41) (N**=37) (N**=32)
Dynamics of medical leave

in Q4/ 2010 vs. Q3/ 2010
(%)
%
Q3/2010
N*=102
Q4/2010
N*=85
*Base: Respondents that are responsible for HR
strategies in their companies and who evaluated legal
and industrial relations in their companies
**Base: Organizations that registered disciplinary
boards
***Base: Organizations that registered work injuries
29.6
39.8
35.5
COUNT
One
39.2
18.0
9.1 3.4 - 11.6
9.8 8.4 7.1
- 25.7
It Has decreased
=% Has increased
It Remained the same
%Has decreased
It Has increased
Not applicable/ We didnt have any medical leave within our
F2/F4/F3/F1
Page 61
Q4/2010
N***=7
One
Two
Dont know/ No
answer
Sample Characteristics
Back to Agenda
Demographics (1/3)
N=164
Region
Experience in HR field
N*=136
Other
25.6%
%
5.8
Bucharest
74.4%
More than
15 years
8-15 years
40.9
4-7 years
Gender
1-3 years
Male
20.6%
Female
79.4%
Less than 1
year
39.7
11.7
2.0
*Base: Respondent who don't have the position of general management

G 1. What is the county in which your organization operates ? / G 9. Please tick your gender: / G 10. Approximately how many years of experience do you have in the HR
field?
Page 63
Demographics (2/3)
N=164
Form of organization
Type of company
100%
Romanian
capital
35.9%
Joint capital
17.7%
100%
foreign
capital
46.4%
Non-Governmental
Organization/ civil
society
Public institution
3.3
52.8
Multinational
organization
Large Romanian
company
Public/ private capital
Small and Medium

Enterprise
0.5
80.5
0.5
18.4
Don't know/ No
answer
21.9
21.5
0.5
Entirely Public
Entirely Private
Mix of capital(Public + Private)
G 3. Which of the following forms of organizations best defines your company ? / G 4. What percentage of the social capital of your organization is public and what
percentage is private ? / G 5. Which of the following statements best describes your organization?
Page 64
Demographics (3/3)
N=164
Field of activity
Company turnover
Financial / Banking
9.5
IT
8.1
Auto industry
7.7
Distribution / retail
7.7
More than 5 000 000

Euro
3 000 000 5 000
000 Euro
1 000 000 - 2 999 000
Euro
500 000 999 000
Euro
100 000 499 000
Euro
50 000 99 000 Euro
Telecom
6.7
Less than 50 000 Euro
Food/ Beverages industry
6.3
I dont know/ I dont

answer
Pharmacy / Medicine
5.5
Professional services/ Media
Construction / Building Materials
Cosmetics industry / detergents / care

products home
Other
26.6
32.3
6.3
6.9
3.4
11.8
5.3
4.3
29.7
Permanent employees
1.7
Corporations
46.0%
1.0
SOHO
14.0%
19.1
SME
40.0%
G 6. Which field does your organization activate in ? / G 7. Approximately how many permanent employees does your organization have? Please tick in the appropriate
interval. / G 8. Please include your organizations turnover for last year in one of the following categories:
Page 65
Thank You!

Report Romanian HR Outlook 4th Quarter

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Report Romanian HR Outlook 4th Quarter

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Romanian Human Resources Outlook

10th of March 2011, Bucharest

Human Resources Strategy

Learning and Development

Recruitment and Selection

Legal and Industrial Relations

HR Department employees and General Managers

Data collection technique

Sample size : 164 respondents

24th of January 8th of February, 2011

Key Findings 1/3

concerned to spend all the allocated budget.

Senior/ Top Level

Training on the job is less used,

E-learning, classical trainings and

Even though e-learning, classical

Coaching and mentoring are the

Key Findings 2/3

As compared to the previous quarter (Q3), the candidates

A specific for this quarter is the HR specialists

An orientation towards the internal human

The percentage of eligible CVs for an entry level position

The CVs received by HR people for a specialist

Choosing specialists is an important decision for HR

Due to a lower eligibility of CVs, the

Internal recommendations, spontaneous applications and

Less HR specialists use spontaneous applications or

When seeking out candidates for a middle

Though remaining the main criteria considered by HR

The candidates technical skills are more seek out by

The candidates previous experience is by

The percentage of eligible CVs for a middle

Key Findings 3/3

Performance Management/ Compensations and Benefits

Legal and Industrial Events

Human Resources Strategy

HR Activities Conducted in 2010

Training and professional

C onsultancy for Human

More than 20000 Euro

0-5 000 Euro

Effectively used HR Budget

More than the estimated

Equal with the estimated

Less than the estimated

Training and professional

Remuneration (including bonuses)

Specific HR logistics (certificate

Organizational research studies

Significant differences between Q4/2010 and Q3/2010 (level of confidence 95%)

in the 4th quarter/2010, your allocated budget has increased,

Consultancy for Human Q2/2010

more than 20%

Significant differences towards previous quarter (level of confidence 95%)

more than 20%

Significant differences towards previous quarter (level of confidence 95%)

HR Budget Priorities in Q4/2010

Training and professional development

Organizational research studies

Consultancy for Human Resources

Decreased/ Increased in Q4/

Cooperation with External Consultants in

Training and professional