1. 2013 HR Challenges
Survey Report
Emre Kavukcuoglu
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

2. Introduction
• The survey, which was conducted in November’12January’13, is based on responses from 164 organizations
across 7 continents.
• Aim of this research was to understand the Global HR
Challenges expected in 2013.
• For this purpose; 23 HR Challenges were asked to be rated.
• In this report, you may find the detailed survey findings.

3. Demographics- # of Organizations
•
Out of 164 Organizations;
–
–
–
–
–
32% from Turkey
29% from Asia
17% from N.America
9% from Europe
and 5% from Africa, Latin America, Australia/New Zealand
60
52
47
50
40
28
30
20
10
0
13
3
15
5
1

4. Demographics - # of Organizations
•
Out of 164 Organizations;
– 36% with an headcount size of 1.000 +
– 37% less than 200 employees
40
37
35
30
30
27
25
21
20
18
15
13
11
10
7
5
0
50-199
1.000-4.999
200-499
10.000+
500-999
10-49
2-9
5.000-9.999

5. Key Findings
•
Key challenge is stated as «retention of key talent/high performers/high
potentials»; by 45% of the overall participants.
•
Followed by HR measurement and transforming into strategic business
partner role and performance management respectively.
HR Challenge
Retention of key talent, high performers, high potentials
Measuring the effectiveness of HR function
Transforming HR into a strategic business partner
Performance management
Developing future leaders
Succession planning
Strategic workforce planning (3-5 years plans)
Increasing the credibility of HR function
Showing the impact of people to the overall business results
Employer branding
Restructuring the Organization
Invest in HR Technology
Employee engagement
Managing labor costs
Delivering on recruitment
Setting talent management strategy
Managing work-life balance
Employee recognition programs
Defining HR vision, strategy, priorities
Talent scarcity in labor market
Managing an aging workforce
Onboarding of new hires
Industrial Relations
Overall
Rank
%
1
2
3
3
4
5
6
7
8
9
10
11
11
12
13
14
14
15
15
16
17
18
19
45%
36%
34%
34%
32%
29%
29%
26%
25%
24%
23%
22%
22%
21%
18%
17%
17%
16%
16%
15%
13%
12%
8%

6. Asia
Survey Report
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

7. Demographics-Asia
• 47 Organizations participated into the survey
• 22 out of 47 represented companies with headcount size of 500+
• Distribution of the participants based on headcount size is as follows:
10
9
7
7
500-999
50-199
6
4
2
1.000-4.999
10.000+
10-49
200-499
2
2-9
5.000-9.999

8. Key Findings-Asia
• 55% of the Asian Organizations reported Retention of Key Talent, high
performers and high potentials as no.1 priority
• Measuring HR and Performance Management shared the 2nd seat in
the table followed by employer branding and Showing the impact of
people
HR Challenge
Retention of key talent, high performers, high potentials
Measuring the effectiveness of HR function
Performance management
Showing the impact of people to the overall business results
Employer branding
Succession planning
Developing future leaders
Increasing the credibility of HR function
Invest in HR Technology
Transforming HR into a strategic business partner
Strategic workforce planning (3-5 years plans)
Setting talent management strategy
Restructuring the Organization
Managing labor costs
Managing work-life balance
Defining HR vision, strategy, priorities
Delivering on recruitment
Employee engagement
Talent scarcity in labor market
Employee recognition programs
Managing an aging workforce
Onboarding of new hires
Industrial Relations
Overall
Rank
%
1
2
2
3
3
4
5
5
5
6
6
6
7
7
8
9
10
11
11
12
12
12
13
55%
38%
38%
36%
36%
32%
30%
30%
30%
28%
28%
28%
26%
26%
23%
21%
19%
17%
17%
13%
13%
13%
9%

9. Turkey
Survey Report
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

10. Demographics-Turkey
• 52 Organizations participated into the survey
• 26 out of 52 represented companies with headcount size of 500+
• Distribution of the participants based on headcount size is as follows:
10
10
9
9
4
3
1.000-4.999
10.000+
10-49
4
3
200-499
2-9
5.000-9.999
500-999
50-199

11. Key Findings-Turkey
• 40% of the Turkish Organizations stated Measuring HR as the
no.1 challenge for 2013.
• Followed by transforming into business partner and retention of
talent.
HR Challenge
Measuring the effectiveness of HR function
Transforming HR into a strategic business partner
Retention of key talent, high performers, high potentials
Employer branding
Managing labor costs
Invest in HR Technology
Performance management
Developing future leaders
Succession planning
Strategic workforce planning (3-5 years plans)
Restructuring the Organization
Showing the impact of people to the overall business results
Employee engagement
Increasing the credibility of HR function
Delivering on recruitment
Talent scarcity in labor market
Employee recognition programs
Onboarding of new hires
Setting talent management strategy
Managing an aging workforce
Managing work-life balance
Defining HR vision, strategy, priorities
Industrial Relations
Overall
Rank
%
1
2
3
4
5
6
7
7
8
8
8
9
9
10
11
11
12
12
13
13
14
14
14
40%
38%
35%
31%
29%
27%
23%
23%
21%
21%
21%
19%
19%
17%
15%
15%
13%
13%
12%
12%
10%
10%
10%

12. N.America
Survey Report
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

13. Demographics-N.America
• 28 Organizations participated into the survey
• 12 out of 28 represented companies with headcount size of 500+
• Distribution of the participants based on headcount size is as follows:
9
9
50-199
50-199
6
5
4
2
1
1.000-4.999
10.000+
200-499
2-9
1
5.000-9.999
500-999

14. Key Findings-N.America
• 46% of the participants stated Retention of key talent as the no.1
challenge for 2013.
• Followed by developing future leaders and succession planning.
HR Challenge
Retention of key talent, high performers, high potentials
Developing future leaders
Succession planning
Employee engagement
Performance management
Delivering on recruitment
Transforming HR into a strategic business partner
Strategic workforce planning (3-5 years plans)
Talent scarcity in labor market
Measuring the effectiveness of HR function
Increasing the credibility of HR function
Onboarding of new hires
Showing the impact of people to the overall business results
Restructuring the Organization
Invest in HR Technology
Employee recognition programs
Employer branding
Managing labor costs
Setting talent management strategy
Managing work-life balance
Defining HR vision, strategy, priorities
Managing an aging workforce
Industrial Relations
Overall
Rank
%
1
2
2
3
4
5
6
6
6
7
7
7
8
8
8
8
9
9
9
9
10
10
46%
43%
43%
39%
32%
29%
25%
25%
25%
21%
21%
21%
18%
18%
18%
18%
14%
14%
14%
14%
11%
11%