Raport HR Outlook - 2nd Quarter 2011

Romanian Human Resources Outlook
October 2011, Bucharest
Agenda
Methodology
Key Findings
Human Resources Strategy
Learning and Development
17
Performance Management
23
Recruitment and Selection
27
Sample Characteristics
36
Appendix
40
Page 2
Methodology
Research method
B2B Survey
Target population
HR Department employees and General Managers
Data collection technique

Computer Assisted Web Interviews
Sample size : 129 respondents

-
HR Strategy:
Learning and Development:
Performance Management:
Recruitment and Selection:
70
81
77
91
respondents
respondents
respondents
respondents
Fieldwork
19th of September - 10th of October, 2011
Back to Agenda
Page 3
Key Findings
HR Strategy
After a first quarter in which recruiting activities prevailed, in Q2 the popularity of the activities changed. Training and
professional development and specific HR logistics increased and became the activities performed by most companies.
Other main activities are recruiting and remuneration activities.
Regarding HR budgets the number of companies with medium budgets (between 5001-20000 Euro) increased (up to
4 out of 10 companies).
The spending of the budgets was more balanced, more than half of the companies succeeding to spend the
estimated budget, while only 2 out of 10 spend more than the estimated one. In the same quarter from the previous
year, the situation was reversed, most companies spending less than the estimated budget.
Training & professional development and remuneration remain the activities with the highest proportion in the
HR budget, while organizational research studies, litigations/ compensations and consultancy for human resources are the
ones with the lowest share.
Learning and development

Companies started to use more the available resources for learning and development. This quarter the number of
companies which spend less than the allocated budget dropped, while half of them used the allocated budget, without
exceeding it.
The increase in learning & development activities can be put in the context of a higher usage of external funds.
Page 4
Key Findings
Performance management/ Compensations and benefits
As the seasonality of performance management indicates, the amount of these projects decreases after the first quarter of
the year.
The possibility to work from home or a flexible schedule are offered to a larger number of employees than in
Q1, while the number companies offering them remained quite similar.
Recruitment and selection

The number of companies with a recruitment plan maintained constant from Q2 2010 to Q1 2011 (around 6
companies out of 10), but in Q2/ 2011 their number increased, almost 8 out of 10 companies having a recruitment plan.
However, these plans include fewer employees than in the past quarter.
The HR specialists recruited more for specialists positions, the other ones remaining at similar levels.
An interesting change in Q2 regards the leasing of employees. The number of companies who hired employees in
leasing rose significantly in the second quarter.
Page 5
Overview by Level of Experience

Entry level
Specialists
Internal and external recruitment are used to similar
extents for this position.
Companies search externally for candidates on
recruiting sites, through internal recommendations or direct
applications.
External recruitment is used to a much high extent than

internal one. The main source used are direct
applications, followed by employment ads/ recruiting sites
and internal recommendations.
They expect the candidates to have, besides previous

experience, the right attitude, and technical skills. The
match with the organizational culture only comes forth.
A candidate for an entry level position should have the

right attitude and fit with the organizational culture.
To gain expertise, classical trainings and training on the
job are used more and more for entry level positions, being
by far the main programs used.
Most companies used classical trainings for the

development of specialists. 7 companies out of 10 used this
kind of programs, while only 3 out of 10 used training on
the job or e-learning.
Middle level
Senior level
Middle level employees are recruited mostly externally,

using the same main sources as for specialists (recruiting
sites, internal recommendations or direct applications).
For this position it is important to have experience, the
right attitude and match the organizational culture. Also,
communication skills are more relevant than technical skills.
For their development, besides classical trainings (which
still represent the main method used), more companies use
coaching/ mentoring.
Page 6
Organizing classical trainings is decreasing for this

position, while coaching/mentoring is becoming more
popular.
Human Resources Strategy
Back to Agenda
HR Activities Conducted in 2010-2011

Scale: 10-95!
90
80
87.2
87.3
87.1 84.1
81.1
78.1
82.9
81.5
75.5
73.7
70
88.7
80.7
Training and professional

development (training, coaching
etc)
Specific HR logistics (certificate
management, work permit etc.)
Recruiting
70.6
68.3
67.5
65.7
64.0
62.5
60
91.3
89.6
84.5
83.6
Remuneration activities (here

are included also the bonuses
found in the HR budget)
Internal communication
49.6
50
51.1
Performance management
41.0
40
37.1
36.0
29.2
30
27.5
22.7
27.8
20
30.2
23.2
24.0
27.0
23.9
Organizational research studies
28.9
28.3
25.4
12.6
19.3
10
Litigations/compensation
Consultancy for Human

Resources process and systems
development
Q1/2010 (N*=32) Q2/2010 (N*=77) Q3/2010 (N*=91) Q4/2010 (N*=87) Q1/2011 (N*=44) Q2/2011 (N*=70)
*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 2nd quarter/2011?
Page 8
HR Budget
Scale: 10-60!
60
51.6
49.1
50
More than 20 000 Euro
43.7
45.0
42.0
40
40.2
40.5
36.2
36.8
5001 20 000 Euro
32.6
30.6
30
25.4
20
23.7
22.9
23.0
20.3
0 5000 Euro
18.8
17.5
10
Q1/2010 (N*=27)
Q2/2010 (N*=53)
Q3/2010 (N*=58)
Q4/2010 (N*=60)
Q1/2011 (N*=31)
Q2/2011 (N*=48)
*Base: Organizations that performed HR activities during the respective quarter

B 5. Approximately, what was your HR budget in the 2nd quarter/2011? HR budget does not include the employees wages.
Page 9
Effectively used HR Budget

Scale: 10-60!
%
60
54.1
53.9
50
47.3
Equal with the

estimated one
43.9
42.5
40
37.9
36.9
30
29.2
Less than the estimated

one
31.2
28.3
24.9
20
20.6
16.7
17.8
14.8
10
Q2/2010 (N*=60)
Q3/2010 (N*=64)
Q4/2010 (N*=64)
Q1/2011 (N*=34)
*Base: Organizations that performed HR activities during the respective quarter

B5a. As compared to the estimated HR budget in the 2nd quarter/2011, the consumed budged was ....
Page 10
Q2/2011 (N*=60)
More than the

estimated one
HR Budget Distribution (1/2)

N*Q2/2010=66
N*Q3/2010=70
N*Q4/2010=62
N*Q1/2011=37
N*Q2/2011=62
0%
Q2/2010
Q3/2010
Recruiting
Q4/2010
Q1/2011
Q2/2011
Q2/2010
Training and
professional
development
Performance
management
Q3/2010
Q2/2010
Q3/2010
Q4/2010
Q1/2011
Q2/2011
Q2/2010
Consultancy for
Human Resources
process and systems
development
Q3/2010
Q4/2010
Q1/2011
Q2/2011
17.6
25.5
11.5
22.4
22.6
37.7
64.0
49.8
54.9
27.6
49.6
49.1
51.9
40.5
38.7
50.5
44.9
39.2
42.2
54.9
49.7
58.3
Q4/2010
Q1/2011
more than 20%
62.1
7.4
20.5
9.8
Q1/2011
12.2
Q2/2011 4.6
68.8
55.2
Q4/2010
Q2/2011
Litigations/
compensation
13.6
19.3
26.5
13.5
27.6
Q3/2010
Q2/2010
1-20%
41.9
40.8
1.3
40.4
43.8
52.8
63.2
72.9
73.9
76.3
72.9
54.9
76.4
70.9
64.4
60.4
5.9
8.1
14.3
6.4
32.1
24.2
21.0
23.7
23.0
38.5
22.2
25.9
30.7
32.9
2.9
5.2
4.1
6.6
1.4
3.2
5.0
6.7
B 1. How was the HR budget distributed in the 2nd quarter/2011 between each of the following activities? HR budget does not include the employees wages.
HR Budget Distribution (2/2)

N*Q2/2010=66
N*Q3/2010=70
N*Q4/2010=62
N*Q1/2011=37
N*Q2/2011=62
0%
Q2/2010
Remuneration
27.7
Q4/2010
27.2
Q2/2011
Q2/2010
Q3/2010
Specific HR logistics
31.2
Q3/2010
Q1/2011
Q4/2010
35.5
36.9
35.4
23.9
31.9
48.9
34.1
18.4
34.0
44.5
27.3
37.1
68.0
34.0
4.7
60.4
40.1
5.6
53.9
6.1
Q1/2011
38.2
50.6
11.2
Q2/2011
37.0
53.9
9.2
69.2
Q3/2010
Q4/2010
18.6
67.4
Q2/2011
45.6
41.4
52.1
Q1/2011
44.7
Q2/2011
43.8
1.7
30.8
81.4
Q1/2011
2.5
25.7
69.2
Q4/2010
Q2/2010
28.3
72.6
Q3/2010
Internal
communication
more than 20%
33.3
Q2/2010
Organizational
research studies
1-20%
32.6
50.4
4.0
1.5
57.0
43.4
4.5
55.3
54.2
2.0
B 1. How was the HR budget distributed in the 2nd quarter/2011 between each of the following activities? HR budget does not include the employees wages.
Dynamics of HR budget
%
Recruiting
Q1 N*=30
15.9
Training and professional development

(training, coaching etc)
Remuneration activities (here are included

also the bonuses found in the HR budget)

44.0
5.4
Q2 N*=46
(%)
1st quarter/2011
2nd quarter/2011
28.1
39.8
34.4
37.9
35.5
Small base for Q1

Q2 N*=36
2.4
Q1 N*=30
12.1
Q2 N*=59
12.3
50.6
24.5
38.5
12.2
Small base for Q1

Q2 N*=48
3.2
18.2
15.0
Small base for Q1

Q2 N*=38
7.5 12.5
5.0
Small base for Q1
! Small bases for other

activities to allow detailed
analysis !
*Base: Organizations that had a HR budget in the respective quarter
Q2 N*=38
Has
decreased
9.2 10.5
Has
increased
1.3
= %Increase %Decrease
Significant differences between Q2/2011 and Q1/2011 (level of confidence 95%)
B 2. For each of the following HR activities, would you say that, comparing to the 1st quarter/2011, in the 2nd quarter/2011, your allocated budget has increased, remained
the same or has decreased? HR budget does not include the employees wages.
Page 13
HR Budget Priorities in Q2/2011

HIGH POPULARITY
HIGH BUDGET
LOW POPULARITY
HIGH BUDGET
LOW POPULARITY
LOW BUDGET
HIGH POPULARITY
LOW BUDGET
Decreased/ Increased
in Q2/2011 as compared
to Q1/2011
B 1. How was the HR budget distributed in the 2nd quarter/2011 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 2nd quarter/2011?
Page 14
Cooperation with External Consultants in

Q2/2011 vs. Q1/2011
%
Q1 N*=37
9.9
27.5
6.7
17.2
38.7
Recruiting
Q2 N*=62
Training and professional

development (training, coaching
etc)
Q1 N*=32
2.7
Q2 N*=65
6.3
23.9
5.8
16.1
47.0
38.2
22.7
46.9
9.8
25.2
17.8
9.8
11.8
Small base for Q1
Q2 N*=46
Remuneration
(including bonuses)
13.8
10.2 3.7
23.5
48.8
Small base for Q1

Q2 N*=56

2.8
23.4
5.6
23.0
45.2
Small base for Q1

Q2 N*=60
4.0
32.4
5.8
21.8
36.0
Small base for Q1
Q2 N*=47
! Small bases for other
activities to allow detailed
analysis !
16.0
11.6
15.8
We
We
We
We
We
5.6
31.1
36.0
cooperated with external consultants in a lower extent

cooperated with external consultants in the same extent
cooperated with external consultants in a higher extent
did not cooperate with external consultants in the previous quarter
did not cooperate with external consultants in the current quarter
*Base: Organizations that had a HR budget in the respective quarter and conducted HR activities during this period
B 4. To what extent did you cooperate with external consultants/experts for the following activities in the 2nd quarter/2011 comparing to the 1st quarter/2011?
IT Systems Usage for HR Management

Activities Development
Scale: 20-80!
Top 2 boxes* %
80
Specific HR logistics
66.9
60
57.4
56.0
52.9
55.0
45.4
40.4
40
51.7
47.0
49.2
52.1
41.2
43.2
36.1
33.4
35.8
32.4
28.9
26.8
20
Q2/2010
N**Q2/2010=48
N**Q3/2010=43
N**Q4/2010=42
N**Q1/2011=31
N**Q2/2011=47
Recruiting
36.4
Q1/2010
N**Q2/2010=67
N**Q3/2010=73
N**Q4/2010=65
N**Q1/2011=30
N**Q2/2011=61
Q3/2010
Q4/2010
Q1/2011
Q2/2011
N**Q2/2010=68
N**Q3/2010=78
N**Q4/2010=67
N**Q1/2011=38
N**Q2/2011=62
N**Q2/2010=69
N**Q3/2010=74
N**Q4/2010=69
N**Q1/2011=33
N**Q2/2011=64
*Top 2 boxes= 4. In a high extent + 5. In a very high extent

**Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
B 6. How much did you use IT systems for developing the HR management activities in the 2nd quarter/2011 for ....?
Page 16
! Small base for

Q1/2011 to allow
detailed analysis !
Learning and Development
Back to Agenda
Learning Budget
%
80
Average budget for learning

and development per employee
60
40
Scale: 0-80!
56.9
62.1
57.5
50.6
50.1
49.9
49.4
43.1
42.5
<200
37.9
200 EUR or more
20
0
Q1/2010
(N*=43)
The actual budget for learning

and development per employee
vs. the estimated budget
Q3/2010
(N*=63)
Q4/2010
(N*=57)
! Small base for

Q1/2011 to allow
detailed analysis !
60
48.2
44.3
43.6
40
57.0
54.8
Equal with the allocated

one
32.9
16.2
20
37.0
35.6
36.6
18.8
39.2
25.8
17.2
10.1
9.4
*Base: Respondents that are responsible

for HR strategies in their companies and
who evaluated learning and development in
their companies
Q2/2011
(N*=43)
54.0
Scale: 0-60!
Q2/2010
(N*=52)
19.5
Less than the allocated

one
More than the allocated
one
0
Q1/2010
(N*=63)
Q2/2010
(N*=69)
Q3/2010
(N*=88)
Q4/2010
(N*=74)
Q1/2011
(N*=30)
Q2/2011
(N*=65)
C 1. What was the average budget for learning and development per employee in the 2nd quarter/2011? / C 2. As compared to the first allocated budget for learning and
development in the 2nd quarter/2011, the consumed budget per employee was....
Learning and Development Methods 1/2

%
100

methods used in the
organization
Scale: 0-100!
80
77.6
86.2
66.6
85.8
70.9
60
62.6
48.9
20
42.9
47.9
40.1
20.0
11.9
38.6
38.2
35.9
17.3
10.8
4.1
9.2
11.9
7.7
Q2/2010
(N*=86)
46.5
42.2
31.6
25.5
20.5
Q1/2010
(N*=75)
76.4
63.5
Q3/2010
(N*=117)
Q4/2010
(N*=110)
20.1
20.0
3.2
Q1/2011
(N*=50)
Internal trainings (conducted by

colleagues within the organization)
External trainings (conducted by
external consultants/trainers/experts )
70.9
61.0
40
83.2
Experiential trainings within

organization (job rotation, training on
the job)
Internal coaching and mentoring
sessions (conducted by colleagues
within the organization)
E-learning
External coaching and mentoring
sessions (conducted by external
consultants/trainers/experts )
Blended learning (refers to a mixing of
different learning environments)
MBA programs
Q2/2011
(N*=81)
Skills desired to be developed

by training
70
Scale: 50-75!
70.7
72.1
69.6
70.6
66.9
67.0
68.2
68.0
66.1
65.6
Communication/ relation/ team

work/ leadership skills (Soft
Skills)
Technical skills (Hard Skills )
56.1
50
*Base: Respondents that are responsible

for HR strategies in their companies and
who evaluated learning and development in
their companies
71.1
Q1/2010
(N*=75)
Q2/2010
(N*=86)
Q3/2010
(N*=117)
Q4/2010
(N*=110)
Q1/2011
(N*=50)
Q2/2011
(N*=81)
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 2nd quarter/2011?
Learning and Development Methods 2/2
Senior Level
60
50
40
30
26.6
38.3
39.3
34.1
30.8
28.6
35.8
21.1
17.2
Classical trainings
46.6
35.7
21.9
15.0
10.2
12.4
11.0
0
6.1
80
Coaching /
mentoring
60
E-learning
50
7.7
8.1
3.2
2.9
Blended learning
MBA programs
Training on the job
30
20
69.5
67.3
70
40
26.7
18.7
16.9
Scale: 0-80!
53.2
46.3
20
10
Middle Level
Scale: 0-60!
70
59.6
32.9
31.1
27.8
27.9
25.4
17.3
40
30
35.9
35.2
21.2
21.8
36.2
30.4
23.1
20
10
0
18.6
6.6
16.7
11.0
4.8
27.1
26.4
16.0
1.4
22.8
22.6
16.0
3.6
17.9
14.0
14.2 14.0
Training on the job
23.0
14.3
1.9
Blended learning
MBA programs
Q1/2010 Q2/2010 Q3/2010 Q4/2010 Q1/2011 Q2/2011

(N*=75) (N*=86) (N*=117) (N*=110) (N*=50) (N*=81)
Classical trainings
Training on the job
51.0
50
18.5
28.8
16.5
30.5
Entry Level
60.1
56.1
35.9
31.4
Scale: 0-60!
69.5
60
Coaching /
mentoring
64.3
Classical trainings
E-learning
35.8
Specialists Level
80
63.0
58.5
73.2
10
Q1/2010 Q2/2010 Q3/2010 Q4/2010 Q1/2011 Q2/2011

(N*=75) (N*=86) (N*=117) (N*=110) (N*=50) (N*=81)
Scale: 0-80!
68.4
30.7
26.3
16.4
Q1/2010 Q2/2010 Q3/2010 Q4/2010 Q1/2011 Q2/2011

(N*=75) (N*=86) (N*=117) (N*=110) (N*=50) (N*=81)
E-learning
60
47.9
50
40
33.2
33.2
31.0
30
Coaching /
mentoring
20
28.0
10.7
Blended learning
10
MBA programs
*Base: Respondents that are responsible for HR strategies in their companies and who
evaluated learning and development in their companies
9.3
6.6
28.0
31.9
22.5
17.3
13.1
8.6
4.5
39.8
21.3
16.0
31.6
2.4
26.0
13.2
5.5
10.0
18.2
Coaching /
mentoring
12.6
Blended learning
10.3
MBA programs
Q1/2010 Q2/2010 Q3/2010 Q4/2010 Q1/2011 Q2/2011

(N*=75) (N*=86) (N*=117) (N*=110) (N*=50) (N*=81)
C 4. For what type of employees did you organize each of these learning and development programs in the 2nd quarter/2011?
Training on the job

E-learning
7.7
5.4
Classical trainings
Outsourcing Criteria
Top 2 boxes**
Scale: 35-105!
105
100.0
97.5
95
94.3
91.1
85.9
85
92.0
85.4
84.4
81.8
74.1
75
78.9
75.9
75.2
69.9
65
64.6
58.9
55
84.8
54.0
57.1
50.5
51.7
84.2
81.6
75.0
The quality of the programs
Flexibility/Adaptation to the client's

needs
Experience in the field that your

organization operates
The organization's trainers
66.9
64.7
55.1
43.1
85.6
63.8
66.4
55.8
45
94.6
60.9
62.5
51.3
The prices for the offered services
The long term relationship with the

external organization
The organization's reputation
35
Q1/2010 (N*=51) Q2/2010 (N*=57) Q3/2010 (N*=69) Q4/2010 (N*=66) Q1/2011 (N*=29) Q2/2011 (N*=65)
*Base: Organizations that used external trainings or coaching

**Top 2 boxes= 4. In a high extent + 5. In a very high extent
C 6. How much did the following criteria influence you in choosing the external consultant/expert for learning and development activities in the 2nd quarter/2011?
External Funds Usage
%
Usage of external funds
25
21.6
15.7
20
Scale: 0-40!
15
13.7
Yes
10
4.3
5.1
5.0
0
Q1/2010
(N*=74)
Q2/2010
(N*=82)
External funds percentage from

total financing for learning and
development activities
Q3/2010 Q4/2010
(N*=113) (N*=106)
Counts
Q1/2011
(N*=49)
Q2/2011
(N*=78)
Q2/2011
N**=15
1%-15%
20%-40%
50%-80%
100%
! Treat data with caution due to small base size!

*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 2nd quarter/2011? / C 8. Out of the total amount of
financing for the learning and development activities conducted within your organization in the 2nd quarter/2011, what percentage was represented by external funds
(e.g. European Funds) ?
Performance Management/
Compensation and Benefits
Back to Agenda
Retention Techniques
T2B**%
73.0
70
62.8
57.3
Retention techniques
usage
Scale: 10-85!
73.6
57.2
50
49.3
54.4
51.6
35.7
33.3
30
29.0
26.0
70.0
Q1/2010
(N*=93)
64.1
68.8
59.2
62.0
52.4
54.5
51.2
47.1
47.9
40.5
31.0
32.1
19.9
Q2/2010
(N*=104)
Q3/2010
(N*=128)
69.3
66.5
57.2
44.9
42.5
36.3
36.8
37.4
15.1
10
75.7
78.9
74.7
34.8
31.9
28.0
Q1/2011
(N*=57)
Official recognition of their value

Training/development activities
Formal meetings with the organization's
management
Offering other financial benefits (e.g.
bonuses)
Promotions
Possibility of a flexible schedule
Increasing decision-making power

Offering of non-financial benefits (eg.
car, health insurance, etc)
Increasing wages
23.7
17.8
Q4/2010
(N*=112)
Ensuring of a pleasant work environment
Q2/2011
(N*=100)
100
projects
Scale: 0-100!
80
60.5
52.5
60
40
40.3
32.0
36.7
47.2
Yes
20
0
Q1/2010
Q2/2010
Q3/2010
Q4/2010
Q1/2011
Q2/2011
(N*=89)
(N*=101)
(N*=128)
(N*=110)
(N*=55)
(N*=96)
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies
**Top 2 boxes= 4. In a high extent + 5. In a very high extent
D 1. How much did you use the following retention techniques in the 2nd quarter/2011? / D 9. Did you implement any performance management projects in the 2nd
quarter/2011?
Working from Home and Flexible Time

Schedule
Percentage of employees having the
possibility of working from home
Working from home

%
0%
Yes
100
100
80
80
60
60
46.7
42.5
40
35.2
39.2
44.2 38.4
40
20
20
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010 Q1/2011 Q2/2011
(N*=95) (N*=102) (N*=132) (N*=115) (N*=55) (N*=93)
72.8
0.0
0.0
1.8
0.0
Q1/2010
(N*=41)
Q2/2010
(N*=38)
Q3/2010
(N*=43)
Q4/2010
(N*=32)
0%
24.8
1 - 30%
%
Q2/2011
N**=32
37.7
39.0
Yes
80
59.2
= %Increase
%Decrease
72.2
62.3
31.2
27.2
78.8
68.8
30 - 100%
3.0
Q1/2011
(N*=19)
70.3
66.6
69.0 64.7
60
40
40
20
20
29.1
Has
increased
Dynamics of people with flexible schedule

in Q2/ 2011 vs. Q1/ 2011
= %Increase
%Decrease
30 - 100%
53.8
55.8
58.5
60.3
65.9
53.4
34.1
46.6
44.2
40.5
39.7
0.0
0.0
0.9
0.0
0.0
0.0
Q1/2010
(N*=70)
Q2/2010
(N*=64)
Q3/2010
(N*=81)
Q4/2010
(N*=62)
Q1/2011
(N*=31)
Q2/2011
(N*=54)
46.2
0
Q1/2010 Q2/2010 Q3/2010 Q4/2010 Q1/2011 Q2/2011
(N*=94) (N*=102) (N*=134) (N*=115) (N*=55) (N*=96)
32.7
80
60
3.6
Has
decreased
100
69.4
(%)
Q2/2011
(N*=30)
Percentage of employees having the

possibility of flexible schedule
Flexible schedule
100
1 - 30%
Dynamics of working from home people

in Q2/ 2011 vs. Q1/ 2011
Q1/2011
N***=34
(%)
5.3 11.8
Q2/2011
N***=56
18.2
Has
decreased
6.5
18.2
Has
increased
**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
! Small base for Q1/2011 to

allow detailed analysis !
Employees' Promotion
Percentage of employees
that were promoted
100
80
60
40
20
48.6
25.6
50.4
27.1
0%
60.0
51.9
49.4
29.4
26.0
45.3
27.7
20.9
25.9
22.5
19.1
18.7
27.0
24.6
1 - 5%
6% or more
0
Q1/2010 (N*=86) Q2/2010 (N*=92) Q3/2010 (N*=112) Q4/2010 (N*=93) Q1/2011 (N*=53) Q2/2011 (N*=86)
Change of internal promotions rate

%
(%)
Q1/2011
N**=53
11.3
30.8
19.5
Q2/2011
N**=96
13.0
31.2
18.2
Has
decreased
Has
increased
= %Increase
%Decrease
(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 2nd quarter/2011? / D 8. How did the rate of internal promotions change in the
2nd quarter/2011, comparing to the 4th quarter/2010?
Recruitment and Selection
Back to Agenda
Recruitment Plan (1/2)
Recruiting plan
100
74.6
80
63.0
64.7
76.9
65.3
64.9
60
Yes
40
20
0
Q1/2010 (N*=87)
Q2/2010 (N*=105)
Q3/2010 (N*=119)
Q4/2010 (N*=108)
Q1/2011 (N*=48)
Q2/2011 (N*=90)
(%)
%
Change of recruitment plan in
Q2/ 2011 vs. Q1/ 2011
Q1/2011
N**=31
60.1
Q2/2011
N**=68
33.0
47.7
34.5
6.9
17.8
53.2
29.9
=% Includes more employees %Includes less
employees
Includes more employees

Includes the same number of employees
Includes less employees
76.9
Levels of recruitment
47.3
54.0
1st quarter/2011(N=50)
2nd quarter/2011 (N=91)
61.0
45.2
44.6
18.8
**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
Entry Level
Specialists
Middle Level
17.3
Senior/ Top Level
17.0
9.1
None
E 1. Did you have a recruiting plan in the 2nd quarter/2011 ? / E 2. As compared to the 1st quarter/2011, your recruiting plan for the 2nd quarter/2011.... / E 3. Which of
the following levels did you recruit in the 2nd quarter/2011 ?
Recruitment Plan (2/2)

Change of employees number
in Q2/ 2011 vs. Q1/ 2011
Q1/2011
N*=49
47.8
31.8
Q2/2011
N*=89
46.1
37.2
It has increased
It remained the same
20.4
16.7
It has decreased
Percentage of employees hired

in leasing system
%
100
77.2
80
72.2
58.2
60
60.7
61.3
38.7
40
26.8
20.0
20
84.3
18.2
0%
1% or more
22.8
15.7
0
Q1/2010 Q2/2010
(N*=89) (N*=107)
Q3/2010 (N*=122)
Q4/2010 (N*=89)
Q1/2011 (N*=41)
Q2/2011 (N*=81)
*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 2nd quarter/2011, comparing to the 1st quarter /2011? / E 13. Out of the total number of
employees, what percentage were hired in leasing system in the 2nd quarter/2011?
Entry Level Recruitment (1/2)
Percentage of eligible candidates out of total received CVs %
Internal vs. external recruitment %
Internal Recruiting
NQ2/2011*=47
External Recruiting
NQ2/2011*=49
41.3
8.4
49.9
47.5
0%
8.8
NQ2/2011*=44
86.1
0%
44.1
1 - 99 %
3.0
1 - 30 %
10.9
31 - 100 %
100%
Average recruitment costs
Count
0 Euro
0 49 Euro
50 Euro or more
*Base: Organizations that used

external recruitment for - Entry Level
Q2/2011
N*=26
22
! Small base for Q1/2011 to allow
detailed analysis !
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 2nd quarter/2011? / 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 ?
Entry Level Recruitment (2/2)

External recruitment
sources used
%
2nd quarter/2011 (N*=45)
Direct/ spontaneous applications
81.6
Candidates found via employment ads/

recruiting sites
76.4
Employees' references /internal

recommendation
Main criteria considered when

selecting candidates
%
Candidate's attitude
Highest level of education
37.2
The results gained on the test
37.0
39.7
Internship
33.5
25.2
Hiring former employees

Recruiting agencies
21.0
Educational institutes/ Student NGOs
20.7
Job Fairs
20.6
Workforce agencies (leasing)
20.5
15.0
6.5
33.6
Candidate's communication skills
30.4
Candidate's technical skills
22.4
Previous experience
Internal recommendations
Employment office
51.3
Candidate's matching with the

organization culture
71.5
Previous candidates
Head hunting
59.9
Other specialized courses
Something else
11.3
6.9
3.6
*Base: Organizations that used external recruitment for - Entry Level

E 4. Which were the external recruiting sources for the following levels in the 2nd quarter/2011?/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 2nd quarter/2011?
detailed analysis !
Specialists Recruitment (1/2)
Internal Recruiting
NQ2/2011*=39
External Recruiting
NQ2/2011*=42
2.2
86.5
10.1
11.3
77.5
0%
NQ2/2011*=56
89.4
0%
12.4
1 - 99 %
2.2
1 - 30 %
8.4
31 - 100 %
100%
NQ2/2011*=38
14.8
0 Euro

external recruitment for - Specialists
85.2
0-49 Euro
50 Euro or more

detailed analysis !
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 2nd quarter/2011? / 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 2nd
quarter/2011?
Specialists Recruitment (2/2)

sources used
%
76.3

recruiting sites
Previous experience
68.2
59.2
61.9
43.0
Previous candidates
Head hunting
31.5
Recruiting agencies
Internship

%
72.7

recommendation
28.1
56.4
43.0
Candidate's matching with the organization culture
22.8
22.1
10.4
8.2
4.3
Employment office
3.7
Job Fairs
1.3
1.3
Other method
2.1
7.4
6.1
5.1
Something else
3.3
*Base: Organizations that used external recruitment for - Specialists

detailed analysis !
Middle Level Recruitment (1/2)
Internal Recruiting
NQ2/2011*=59
External Recruiting
NQ2/2011*=64
30.5
3.8
65.3
59.7
0%
4.2
NQ2/2011*=36
84.1
0%
36.5
1 - 99 %
8.2
1 - 30 %
7.7
31 - 100 %
100%
Count
Q2/2011
N*=28
0 Euro
0 49 Euro
50 Euro or more
21
detailed analysis !

external recruitment for - Middle Level
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 2nd quarter/2011? / 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 2nd
quarter/2011?
Middle Level Recruitment (2/2)

sources used
%

%

recruiting sites
63.9

recommendation
57.7
Previous experience
81.7
54.6
48.2
51.3
Candidate's matching with the organization culture

Head hunting
41.1
Recruiting agencies
38.2
Previous candidates
31.3
Internship
Job Fairs
17.7
12.0
35.3
29.8
14.7
11.8
10.5
12.0
Employment office
6.4
5.2
4.9
4.2
Something else
3.8
*Base: Organizations that used external recruitment for - Middle Level

detailed analysis !
Sample Characteristics
Back to Agenda
Demographics (1/3)
Region
Experience in HR field
N=129
N*=114
%
Other
25.6%
6.4
Bucharest
74.4%
More than 15
years
46.7
8-15 years
Gender
4-7 years
41.5
N=129
Male
18.1%
1-3 years
Female
81.9%
5.3
*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?
Demographics (2/3)
Form of organization
Type of company
N=129
Joint capital
16.6%
100%
Romanian
capital
31.9%
N=129
%
Public institution
Non-Governmental
Organization/ civil
society
100%
foreign
capital
51.5%
1.7
2.1
54.2
Multinational
organization
Large Romanian
company
Public/ private capital
Small and Medium

Enterprise
N=117*
%
3.9
94.1
2.0
Others
22.7
17.5
1.8
Entirely Public
Entirely Private
Mix of capital(Public + Private)
*Base: The data doesnt include DK/NA

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?
Demographics (3/3)
Field of activity
Company turnover
N=93*
%
N=129
29.4
Professional services/ Media

Financial / Banking
14.7
More than 5 000 000 Euro
46.9
3 000 000 5 000 000

Euro
1 000 000 - 2 999 000 Euro
Construction / Building Materials
7.9
7.0
500 000 999 000 Euro

Food/ Beverages industry
Auto industry
6.8
6.8
IT
6.5
Distribution / retail
6.2
Pharmacy / Medicine
5.7
100 000 499 000 Euro
8.7
2.7
19.8
50 000 99 000 Euro
Less than 50 000 Euro
6.6
8.3
Permanent employees
N=129
Telecom
Other
*Base: The data doesnt include DK/NA
4.2
11.8
National
Corporations
46.0%
SOHO
14.0%
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:
Appendix
Detailed evolution for the main HR activities
Back to Agenda
Training and Professional Development

1st Rank by Popularity 91.3%
%
Q1/2011
N*=30
Dynamics of HR budget in
Q2/ 2011 vs. Q1/ 2011
(%)
12.1
Q2/2011
N*=59
38.5
50.6
24.5
12.3
Has
decreased
12.2
Has
increased
Training within the HR

budget distribution
IT systems usage for Training
T2b%
Training and Professional Development
100
100
80
80
60
60
40
28.8
36.4
28.9
41.2
36.1
26.8
20
0
Q2/2010
(N*=68)
Q3/2010
(N*=78)
Q4/2010
(N*=67)
Q1/2011
(N*=38)
1% - 20%
54.9
51.9
37.7
40
20
Q1/2010
(N*=28)
0%
27.6
7.4
50.5
49.6
40.5
49.1
38.7
9.8
12.2
Q4/2010
(N*=62)
Q1/2011
(N*=37)
44.9
4.6
20.5
Q2/2010
(N*=66)
Q2/2011
(N*=64)
More than 20%
Q3/2010
(N*=70)
Q2/2011
(N*=62)
%
Cooperation with external consultants
in Q2/ 2011 vs. Q1/ 2011
Q1/2011
N*=32
2.7
Q2/2011
N*=65
6.3
47.0
46.9
We
We
We
We
We
22.7
25.2
9.8
17.8
9.8
11.8


B 3, B 2, B 6, B 1, B 4
Significant differences between Q2/2011 and Q1/2011 (level of confidence 95%)
Specific HR Logistics
2nd Rank by Popularity: 89.6%
%
Q2/ 2011 vs. Q1/ 2011
Q2/2011
N*=38
(%)
7.5 12.5
Has
decreased
5.0
Has
increased
IT systems usage for

Specific HR Logistics within the HR

budget distribution
T2b%
100
80
60
100
66.9
56.8
45.4
52.9
52.1
57.4
60
40
20
20
0
Q2/2010
(N*=68)
Q3/2010
(N*=78)
Q4/2010
(N*=67)
68.0
80
40
Q1/2010
(N*=28)
0%
Q1/2011
(N*=38)
27.3
4.7
Q2/2010
(N*=66)
Q2/2011
(N*=64)
1% - 20%
60.4
53.9
40.1
34.0
More than 20%
50.6
38.2
5.6
6.1
Q3/2010
(N*=70)
Q4/2010
(N*=62)
11.2
Q1/2011
(N*=37)
53.9
37.0
9.2
Q2/2011
(N*=62)
%
in Q2/ 2011 vs. Q1/ 2011
! Small bases for Q1/2011

to allow detailed analysis !
Q2/2011
N*=60
4.0
32.4
We
We
We
We
We
5.8
21.8
36.0


B 3, B 2, B 6, B 1, B 4
Recruiting
3rd Rank by Popularity: 84.5%
%
Q2/ 2011 vs. Q1/ 2011
Q1/2011
N*=30
(%)
15.9
Q2/2011
N*=46
28.1
44.0
5.4
39.8
Has
decreased
34.4
Has
increased
Recruiting within the HR

budget distribution
IT systems usage for Recruiting
T2b%
100
80
60
Recruiting
42.7
40.4
47.0
55.0
100
43.2
35.8
40
20
0
Q2/2010
(N*=68)
Q3/2010
(N*=78)
Q4/2010
(N*=67)
Q1/2011
(N*=38)
62.1
55.2
60
20
1% - 20%
68.8
80
40
Q1/2010
(N*=28)
0%
25.5
19.3
17.6
26.5
64.0
49.8
Q2/2010
(N*=66)
Q3/2010
(N*=70)
Q4/2010
(N*=62)
27.6
22.4
11.5
13.6
Q2/2011
(N*=64)
More than 20%
13.5
Q1/2011
(N*=37)
22.6
Q2/2011
(N*=62)
%
in Q2/ 2011 vs. Q1/ 2011
Q1/2011
N*=37
Q2/2011
N*=62
9.9
27.5
16.0
We
We
We
We
We
23.9
6.7
5.8
17.2
16.1
38.7
38.2


B 3, B 2, B 6, B 1, B 4
Remuneration
4th Rank by Popularity: 83.6%
%
Q2/ 2011 vs. Q1/ 2011
Q1/2011
N*=60
19.9
Q2/2011
N*=30
(%)
15.9
44.0
Has
decreased
0%
100
5.3
25.2
28.1
Has
increased
1% - 20%
More than 20%
80
Remuneration within the HR

budget distribution
60
40
20
35.5
33.3
31.2
0
Q2/2010
(N*=66)
36.9
35.4
48.9
27.2
27.7
23.9
Q3/2010
(N*=70)
Q4/2010
(N*=62)
34.1
44.5
34.0
37.1
31.9
18.4
Q1/2011
(N*=37)
Q2/2011
(N*=62)
%
in Q2/ 2011 vs. Q1/ 2011
Q2/2011
N*=56
2.8
23.4
We
We
We
We
We
5.6
23.0
45.2

did not cooperate with external consultants in the 1st quarter/2011
did not cooperate with external consultants in the 1st quarter/2011

B 3, B 2, B 1, B 4
Internal Communication
Q2/ 2011 vs. Q1/ 2011
Internal Communication within

the HR budget distribution
! Small base for Internal

Communication to allow
detailed analysis !
0%
100
80
60
40
20
0
50.4
45.6
4.0
Q2/2010
(N*=66)
1% - 20%
57.0
41.4
1.5
More than 20%
55.3
43.4
44.7
0.0
4.5
Q3/2010
(N*=70)
54.2
52.1
Q4/2010
(N*=62)
Q1/2011
(N*=37)
43.8
2.0
Q2/2011
(N*=62)
%
in Q2/ 2011 vs. Q1/ 2011

Q2/2011
N*=47
11.6
We
We
We
We
We
15.8
5.6
31.1
36.0


B 3, B 2, B 1, B 4
Page 45
%
Q2/ 2011 vs. Q1/ 2011
Q1/2011
N*=60
(%)
19.9
Q2/2011
N*=30
5.3
25.2
15.9
44.0
Has
decreased
28.1
Has
increased
IT systems usage for

within the HR budget distribution
T2b%
100
80
64.2
60
51.7
100
80
56.0
33.4
0%
49.2
32.4
54.9
60
40
39.2
20
20
5.9
40
Q1/2010
(N*=28)
Q2/2010
(N*=68)
Q3/2010
(N*=78)
Q4/2010
(N*=67)
Q1/2011
(N*=38)
Q2/2010
(N*=66)
Q2/2011
(N*=64)
1% - 20%
49.7
42.2
58.3
8.1
40.4
1.3
Q3/2010
(N*=70)
Q4/2010
(N*=62)
More than 20%
43.8
52.8
41.9
40.8
14.3
6.4
Q1/2011
(N*=37)
Q2/2011
(N*=62)
%
in Q2/ 2011 vs. Q1/ 2011

Q2/2011
N*=46
13.8
We
We
We
We
We
10.2 3.7
23.5
48.8


B 3, B 2, B 6, B 1, B 4
Page 46
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Romanian Human Resources Outlook

October 2011, Bucharest

Human Resources Strategy

Learning and Development

Recruitment and Selection

HR Department employees and General Managers

Data collection technique

Sample size : 129 respondents

19th of September - 10th of October, 2011

Learning and development

Recruitment and selection

Overview by Level of Experience

External recruitment is used to a much high extent than

They expect the candidates to have, besides previous

A candidate for an entry level position should have the

Most companies used classical trainings for the

Middle level employees are recruited mostly externally,

Organizing classical trainings is decreasing for this

Human Resources Strategy

HR Activities Conducted in 2010-2011

Training and professional

Remuneration activities (here

Organizational research studies

Consultancy for Human

More than 20 000 Euro

5001 20 000 Euro

*Base: Organizations that performed HR activities during the respective quarter

Effectively used HR Budget

Equal with the

Less than the estimated

*Base: Organizations that performed HR activities during the respective quarter

More than the

HR Budget Distribution (1/2)

more than 20%

HR Budget Distribution (2/2)

more than 20%

Training and professional development

Remuneration activities (here are included

Specific HR logistics (certificate

Small base for Q1

Small base for Q1

Small base for Q1

Small base for Q1

! Small bases for other

*Base: Organizations that had a HR budget in the respective quarter

Significant differences between Q2/2011 and Q1/2011 (level of confidence 95%)

HR Budget Priorities in Q2/2011

Cooperation with External Consultants in

Training and professional

Small base for Q1

Small base for Q1

Specific HR logistics (certificate

Small base for Q1

Small base for Q1

cooperated with external consultants in a lower extent

IT Systems Usage for HR Management

*Top 2 boxes= 4. In a high extent + 5. In a very high extent

! Small base for

Learning and Development

Average budget for learning

The actual budget for learning

! Small base for

Equal with the allocated