Top 10 Mind-Blowing HR/ People Operations Statistics (2017)

By Zac Ma – Sales Director, HRO, SEA at Links International

Most of my previous blogs have been quite content-heavy, like why businesses think in-house payroll is better than outsourcing or missing skillsets to achieve strategic HR. So instead of that, this time I thought it would be interesting to put together a list of HR related statistics from my favourite research papers.

Here is my list of the top 10 mind-blowing HR/ people operations statistics:
  1. The candidate experience is the first phase of the broader employee experience. Yet only 15% of global business leaders surveyed this year believe that their companies do an excellent job cultivating and monitoring long-term relationships with potential future talent.
    (Source: Deloitte Global Human Capital Trends 2017)

    • Organisations that invest in a strong candidate experience improve their quality of hires by 70%.
      (Source: Brandon Hall, The True Cost of a Bad Hire, 2015)
  1. 8% of companies surveyed are using Organization Network Analysis (ONA); a specialised software, or methodologies to help companies study communication patterns within their organisation, in order to identify networks, connectors and experts.
    • One company who used this technique to redesign its sales organisation grew its revenue generation by more than 12%
      (Source: Deloitte Global Human Capital Trends 2017)
  1. Top-10-Mind-Blowing-HR-People-Operations-Statistics-03-316978-edited.jpegOnly 15% of organisations believe that their HR teams have strong credibility in talent metrics and analytics.
    • 56% of organisations are at least five to seven years away from achieving high-impact HR. Organisations with high-impact HR are:
      1. 2 times more likely to improve recruiting efforts
      2. 2 times more likely to improve leadership pipelines
      3. 3 times more likely to realise cost reductions
      4. 2.5 times more likely to improve talent.
        (Source: Bersin by Deloitte, Enabling business results with HR “Measures that matter”, 2016)
  1. 9% of organisation fraud cases are related to payroll and cheque tampering.
    • Payroll fraud were twice as common in small organisations compared to larger organisations.
    • 60% of small business fraud victims didn’t recover any of their losses and they suffered the same median fraud loss as large organisations with 10,000+ employees.
      (Source: Association of Certified Fraud Examiners (ACFE), Global Fraud Study, 2016)
  1. 72% of CEOs are concerned about the availability of key skills.”
    • 49% of CEOs are changing their talent strategy to focus on the leadership pipeline so that they can help attract, retain and engage the staff needed to remain relevant and competitive.”
      (Source: PwC, 19th Annual Global CEO Survey, 2016)
  1. 84% of organisations anticipate a shortfall in the minimum number of qualified leaders over the next five years. (Source: Brandon Hall, State of Leadership Development 2015)
    • 71% of millennials likely to leave their companies in the next two years are unhappy with how their leadership skills are being developed — a full 17 percentage points higher than among those intending to stay beyond 2020.”
      (Source: The 2016 Deloitte Millennial Survey)
  1. Top-10-Mind-Blowing-HR-People-Operations-Statistics-02.jpegThe top three challenges for an organisation to achieve better use of data and predictive analytics for organizations with <10,000 employees:
    • Lack of investment in HR systems and analytics tools (28%)
    • Inaccurate or inaccessible data (25%)
    • Lack of data-driven culture for people management (22%)
      (Source: ISG Inc., Industry Trends in HR Technology and Service Delivery Survey, 2015)
  1. Cost (59%), enabling core business functions (57%) and solving capacity issues (47%) are the three primary drivers to outsource.
    • “Respondents plan to increase outsourcing across all functions with Finance (36%), HR (32%) and IT (31%) as the top three functions to outsource.”
      (Source: Deloitte’s 2016 Global Outsourcing Survey)
  1. Employees who work for a female manager are 1.26 times more likely than those who work for a male manager to “strongly agree” that there is someone at work who encourages their development.”
    • “Employees who work for a female manager are also 6% more engaged, on average, than those who work for a male manager.”
      (Source: Gallup, Women in America, 2016)
  1. 90% of CEOs believe their company is facing disruptive change driven by digital technologies, and 70% say their organisation does not have the skills to adapt.”
    (Source: MIT Sloan Management Review and Deloitte University Press, Aligning the Organization for its Digital Future, 2016)

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