Romanian Human Resources Outlook

30th of August 2010, Bucharest

Context

The UE countries have access to free financing from the European Social Fund for
developing the HR field.

In Romania, the Social European Fund is co-financing through the “Sectoral Operational
Programme Human Resources development” the project called „Partnership for the development of the
Human Resources Domain”.

The initiative is being implemented by the HR Management Club Association from May 2009
until August 2010.

Page 2
Agenda

Methodology 4

Key Findings 5

Human Resources Strategy 8

Organizational Development 25

Learning and Development 29

Performance Management 35

Recruitment and Selection 39

Legal and Industrial Relations 53

Romanian Universities’ Graduates 56

Sample Characteristics 58
Page 3
Methodology

Research method
B2B Survey

Target population
General Managers and HR Department employees

Data collection technique

Computer Assisted Web Interviews

Sample size
158 respondents

Fieldwork
22nd of July – 5th of August, 2010

Back to Agenda

Page 4
Key Findings 1/3

Human Resources Strategy

Training, Recruiting and Remuneration remain the main HR activities conducted among organizations. There is also observed a
slight growth of the HR budget this quarter as compared to the previous one, while the concern of being selective with its
spending remains visible.

Though enlarging HR budgets, organization tend to spend less in Q2/2010 on recruitment as compared to the previous quarter.
This might be an effect of using internal resources for conducting the candidates recruitment.

Organizational Development

More than 2 out of 5 Romanian organizations implemented change management programs this quarter. Moreover, in 18% of the
cases, the implemented change management program affected the entire personnel. Department reorganization and processes
optimization were the main focus areas, within the organizations which implemented change management programs.

In Q2/2010, more than a third of the organizations implemented projects for improving the organizational culture. The projects
were mainly used for improving communication and values assimilation within the company.

Learning and Development

Even if the learning budget per employee remained quite constant, in almost 30% of the cases it wasn’t entirely spent. This
might be an effect of using internal resources for learning and development methods.

When selecting an external consultant for training and coaching, long time relationships and the organization reputation
increased importance this quarter as compared to the previous one, while the quality of the programs remain the most important
criterion.

Page 5
 Key Findings 2/3

Recruitment and Selection

More than 60% of the Romanian organizations active in the HR domain had a recruitment plan for Q2/2010. However, the
recruitment plan includes less and less employees on each passing quarter (Q1/2010 vs. Q4/2009 and Q2/2010 vs. Q1/2010).
Specialists and Entry Level employees were the main position for which recruitment was made. Also, when talking about the
headcount dynamic, there is seen a constant decrease through the quarters.

Recruiting … Entry Level Specialists Middle Level

 In almost half of the cases  The recruiting is made  The recruiting is made using
Internal vs.
External
organizations use exclusively externally and internally in the external sources;
recruiting external recruiting; same proportion;
 Candidates are recruited using:
 Candidates are recruited  Candidates are recruited • Recruiting sites
using: using: • Internal recommendations
External
Recruiting • Direct applications • Recruiting sites • Direct applications
Sources
• Recruiting sites • Internal recommendations
• Internal recommendations • Direct applications  The main criteria taken into
account when recruiting middle
 The main criteria taken into  The main criteria taken into level position are the candidate’s
Main criteria account when recruiting entry account when recruiting previous experience and his
level position is the candidate’s specialists is the candidate’s matching with the
attitude. previous experience. organization culture.

Page 6
Key Findings 3/3

Performance Management

The main retention techniques used by employers were ensuring a pleasant work environment, the official recognition of its
employees value, training activities and formal meetings with the organization’s management.

Less performance management projects were implemented this quarter as compared to the previous one. There is also
noticeable a tendency of increasing the number of employees who have the possibility of a flexible schedule.

Only 1 out if 10 Romanian organization state that within the company more than 10% of the employees were promoted.

Legal and Industrial Relations

31% of the Romanian organization active in the HR area had a restructuring plan in April - June 2010. As compared to the first
three months of the year, the restructuring plan in Q2/2010 involves more positions to be restructured.

Disciplinary boards occurred in almost half of the organizations. More than a third of the organizations where this type of legal
events happened state that the number of disciplinary boards was higher than 5.

Page 7
Human Resources Strategy

Back to Agenda
HR Activities Conducted in Q2/ 2010 vs.
Q1/2010
2nd quarter/2010 Base*: 77
1st quarter/2010 Base*: 32
%

Training and professional development 89.0

(training, coaching etc) 87.3

Recruiting 87.6
87.1
Specific HR logistics (certificate management, 86.3
work permit etc.) 87.2

Remuneration (including bonuses) 82.9

84.1

Internal communication 73.7

81.1

Performance management 62.5

78.1

Litigations/compensation 36.0
37.1
Consultancy for Human Resources process and 29.2 Examples of Other Activities:
systems development 27.8
Performance management
Organizational research studies 23.2
41.0 Professional development (training, coaching etc)

Other 13.9 Administrative HR activities (certificates, labor

28.0 contracts)

None 1.3 Organizational studies

0.0

Q2/2010
Q1/2010
*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/2010?

Page 9
 HR Budget

Effectively Used
HR Budget
HR Budget

Q2/2010 Q1/2010 Q2/2010

N*= 76 N*= 32 N*= 76

% %

Over 50 000 Euro 18.6 Less than the

29.3 estimated one
30 001 – 50 000 Euro 6.2 47.1
9.2
7.6
20 001 – 30 000 Euro 1.6 Equal with the
6.0 15.6 estimated one

8.5
10 001 – 20 000 Euro
15.5
More than the 26.5
5001 – 10 000 Euro 24.7 estimated one

19.3
0 – 5000 Euro 13.2

22.3 Don't know/ No

15.6 answer 13.2
Don’t know/ No answer

*Base: Organizations that performed HR activities during the 2nd quarter of 2010

B 5. Approximately, what was your HR budget in the 2nd quarter/2010? HR budget does not include the employees’ wages./ B5a. As compared to the estimated HR budget
in the 2nd quarter/2010, the used budget was ....

Page 10
 Dynamics of HR budget
2nd quarter/2010 Base*: 66 2nd quarter/2010
%
1st quarter/2010 Base*: 32 Δ (%) 1st quarter/2010

Training and professional 26.6 8.0

18.6
development (training, coaching etc) 22.0 46.9 24.9

21.7 24.8 3.1

Dynamic as Remuneration (including bonuses)
18.5 24.9 6.4
compared to
Q1/2010 25.7 20.5 -5.2
Recruiting 28.4 34.4 6.0

11.4 15.7 4.3

Though enjoying of a Internal communication
12.3 9.6 -2.7
high usage, as
compared to the past 4.5
10.8 15.3
quarter, recruiting Litigations/compensation
had a smaller 18.7 15.4 -3.3
proportion in the HR -3.3
budget. Consultancy for Human Resources 14.1 10.8
process and systems development 15.5 15.8 0.3

14.6 9.8 -4.8

Performance management 21.7 31.6 9.9
-17.1
Organizational research studies 22.9 5.8
12.5 18.9 6.4
-5.8
Specific HR logistics (certificate 10.9 5.1
management, work permit etc.) 18.9 9.3 -9.6
Has Has Δ = %Increase – %Decrease
decreased increased

*Base: Organizations that had a HR budget in the 2nd quarter of 2010 Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

B 2. For each of the following HR activities, would you say that, comparing to the 1st quarter/2010, in the 2nd quarter/2010, your allocated budget has increased, remained
the same or has decreased? HR budget does not include the employees’ wages.

Page 11
 HR Budget Distribution
%
19.3 16.1 33.3 31.2 2nd quarter/2010 -- N = 66
Remuneration (including bonuses) 21.9 25.0 40.6 12.5 1st quarter/2010 -- N = 49

Training and professional development (training, 5.8 31.9 54.9 7.4

coaching etc) 6.3 28.1 62.5 3.1

3.6 14.0 68.8 13.6

Recruiting
3.1 12.5 68.8 15.6

1.6 3.1 32.1 63.2

Litigations/compensation
6.3 40.6 53.1

Specific HR logistics (certificate management, work 1.6 3.1 68.0 27.3

0%
permit etc.) 81.3 18.8
1-20%

Consultancy for Human Resources process and 6.6 38.5 54.9 21-50%
systems development 3.1 34.4 62.5 More than 50%

5.9 54.9 39.2

Performance management
3.1 56.3 40.6

4.0 50.4 45.6

Internal communication
6.3 46.9 46.9

2.5 28.3 69.2

Organizational research studies
53.1 46.9

1.3 3.2 22.2 73.3

Other
3.1 25.0 71.9
Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)
*Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget in the 2nd q/2010” was not included)
B 1. How was the HR budget distributed in the 2nd quarter/2010 between each of the following activities? HR budget does not include the employees’ wages.

Page 12
 HR Budget Priorities in Q2/ 2010

LOW POPULARITY HIGH POPULARITY

HIGH BUDGET HIGH BUDGET
Remuneration

A larger share of the HR budget was

25 allocated in Q2/2010 for
Remuneration and Training as
compared to Q1/2010. Training and professional development
Budget Proportion %

20
Remuneration,
Training and
Recruiting are the
HR activities that
15 enjoy the highest
Recruiting
usage rate and the
biggest share of the
budget.

10 LOW POPULARITY
LOW BUDGET
Performance management
Specific HR logistics
Internal communication
Litigations/compensation
5 Consultancy for HR process/ systems development

Organizational research studies HIGH POPULARITY

LOW BUDGET

30 40 50 60 70 80
Decreased/ Increased in Q2/
2010 as compared to Q1/ 2010 Popularity %
B 1. How was the HR budget distributed in the 2nd 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 2nd quarter/2010?

Page 13
 Cooperation with external consultants in
in Q2/ 2010 vs. Q1/ 2010
%
Training and professional 10.4 30.7 27.4 30.2 1.3
development N*=69

Recruiting N*=68 18.6 16.3 14.5 49.2 1.3

Specific HR logistics (certificate

management, work permit etc.) N*=67 10.9 25.4 3.6 57.5 2.6

Dynamic as
Performance management N*=48 11.6 3.7 12.4 70.4 1.8
compared to
Q1/2010

Remuneration (including bonuses) N*=65 13.6 12.9 70.8 2.8

Internal communication N*=57

6.8 12.4 5.8 73.5 1.6

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
In a In the In a We did Don’t
COUNT Base* lower same higher not know / No
extent extent extent cooperate answer
Litigations/compensation 29 2 12 4 9 2
Consultancy for Human Resources process and 23 2 5 7 8 1
systems development

Organizational research studies 18 2 5 4 7 0

Other 11 0 1 5 5 0

*Base: Organizations that had a HR budget in the 2nd quarter of 2010 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/2010 comparing to the 1st quarter/2010?

Page 14
 Training and Professional Development
Rank 1: 89.0%

% Δ (%)
Q2/2010
Dynamics of HR budget in N**=66 18.6 26.6 8.0
Q2/ 2010 vs. Q1/ 2010
Q1/2010
N**=32 22.0 46.9 24.9
Has Has Δ = %Increase – %Decrease
decreased increased

Q2/2010 7.4 54.9 31.9 5.8

Training within the HR N***=66
budget distribution
Q1/2010 3.1 62.5 28.1 6.3
N***=49

0% 1-20% 21-50% More than 50%

Cooperation with
external consultants in
Q2/ 2010 vs. Q1/ 2010 10.4 30.7 27.4 30.2 1.3
(N****=69)

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: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B1, B4

Page 15
 Recruiting
Rank 2: 87.6%

Dynamics of HR budget in Q2/ 2010 vs. Q1/ 2010 IT systems usage for Recruiting

% Δ (%) % Δ (%)
Q2/2010
N**=66 25.7 20.5 -5.2
Q2/2010 14.3
N**=76 9.7 13.6 19.6 17.8
Q1/2010 6.0
N**=32 28.4 34.4
Δ = %Increase –
Has Has Q1/2010 18.3
%Decrease N**=32 12.4 6.5 21.6 15.6
decreased increased

Δ = %(In a high extent+In

In a very In a a very high extent) – %(In a
low extent low extent
low extent+In a very low
In a In a very
high extent high extent extent)
%
Q2/2010
N***=66 13.6 68.8 14.0 3.6
Recruiting within the HR
budget distribution
Q1/2010
N***=49 15.6 68.8 12.5 3.1

0% 1-20% 21-50% More than 50%

Cooperation with external 18.6 16.3 14.5 49.2 1.3

consultants in Q2/ 2010 vs.
Q1/ 2010
(N****=68)
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: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B6, B1, B4

Page 16
 Specific HR Logistics
Rank 3: 86.3%

Dynamics of HR budget in Q2/ 2010 vs. Q1/ 2010 IT systems usage for Specific HR Logistics

% Δ (%) % Δ (%)
Q2/2010
N**=66 10.9 5.1 -5.8 Q2/2010 13.2
N**=76 15.7 14.4 22.4 20.9

Q1/2010 -9.6
N**=32 18.9 9.3
Δ = %Increase – Q1/2010 6.2 12.7 31.0 21.7 33.8
Has Has N**=32
decreased increased %Decrease
In a very In a Δ = %(In a high extent+In
low extent low extent a very high extent) – %(In a
In a In a very low extent+In a very low
high extent high extent extent)

Q2/2010 1.6
Specific HR logistics for HR N***=66 27.3 68.0
3.1
process within the HR budget
distribution Q1/2010
N***=49 18.8 81.3

0% 1-20% 21-50% More than 50%

Cooperation with external

consultants in Q2/ 2010 vs. 10.9 25.4 3.6 57.5 2.6
Q1/ 2010
(N****=67)
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: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B6, B1, B4

Page 17
 Remuneration
Rank 4: 82.9%

% Δ (%)
Q2/2010
Dynamics of HR budget N**=66 21.7 24.8 3.1
in Q2/ 2010 vs. Q1/
2010 Q1/2010 6.4
N**=32 18.5 24.9
Δ = %Increase – %Decrease
Has Has
decreased increased
Approximately 1 out of 3 Romanian organizations
did not include remuneration this quarter in their
HR budget

Q2/2010
Remuneration for HR N***=66 31.2 33.3 16.1 19.3
process within the HR
budget distribution Q1/2010
N***=49 12.5 40.6 25.0 21.9

0% 1-20% 21-50% More than 50%

Cooperation with
external consultants in 13.6 12.9 70.8 2.8
Q2/ 2010 vs. Q1/ 2010
(N****=65)
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: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B1, B4 Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

Page 18
 Internal Communication
Rank 5: 73.7%

% Δ (%)
Q2/2010
Dynamics of HR budget in N**=66 11.4 15.7 4.3
Q2/ 2010 vs. Q1/ 2010
Q1/2010
N**=32 12.3 9.6 -2.7
Δ = %Increase – %Decrease
Has Has
decreased increased

Q2/2010
Internal Communication N***=66 45.6 50.4 4.0
within the HR budget
distribution Q1/2010
N***=49 46.9 46.9 6.3

0% 1-20% 21-50% More than 50%

Cooperation with external

consultants in Q2/ 2010 vs.
Q1/ 2010 6.8 12.4 5.8 73.5 1.6
(N****=57)

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: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B1, B4

Page 19
 Performance Management
Rank 6: 62.5%

IT systems usage for Performance

Dynamics of HR budget in Q2/ 2010 vs. Q1/ 2010
Management
% % Δ (%)
Δ (%)
Q2/2010 5.7
N**=66 14.6 9.8 -4.8 Q2/2010
10.8 11.5 22.4 5.9
N**=76

Q1/2010 9.9
N**=32 21.7 31.6 3.1
Q1/2010
Has Has Δ = %Increase – N**=32 9.3 31.2 18.9 37.7
decreased increased
%Decrease
Δ = %(In a high extent+In
In a very In a a very high extent) – %(In a
low extent low extent
low extent+In a very low
In a In a very
high extent high extent extent)

Q2/2010
Performance Management N***=66 39.2 54.9 5.9
within the HR budget
distribution Q1/2010
N***=49 40.6 56.3 3.1

0% 1-20% 21-50% More than 50%

Cooperation with external

consultants in Q2/ 2010 vs. 11.6 3.7 12.4 70.4 1.8
Q1/ 2010
(N****=48)
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: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B6, B1, B4 Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

Page 20
 Litigations/ Compensation
Rank 7: 36.0%

Δ (%)
%
Dynamics of HR budget in Q2/2010 4.5
N**=66 10.8 15.3
Q2/ 2010 vs. Q1/ 2010
Q1/2010
18.7 15.4 -3.3
N**=32
Δ = %Increase – %Decrease
Has Has
decreased increased

1.6
Q2/2010
Litigations/ compensation N***=66 63.2 32.1
3.1
within the HR budget
distribution Q1/2010
N***=49 53.1 40.6 6.3

0% 1-20% 21-50% More than 50%

Cooperation with external consultants in Q2/ 2010 vs. Q1/ N****=29

2010 (COUNT)

We cooperated with external consultants in a lower extent 2

We cooperated with external consultants in the same extent 12

We cooperated with external consultants in a higher extent 4

We did not cooperate with external consultants 9

I don't know 2

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B1, B4

Page 21
 Consultancy for Human Resources Process
and Systems Development
Rank 8: 29.2%

%
Δ (%)
Q2/2010
N**=66 14.1 10.8 -3.3
Dynamics of HR budget in Q2/
2010 vs. Q1/ 2010 Q1/2010
N**=32 15.5 15.8 0.3
Δ = %Increase – %Decrease
Has Has
decreased increased

Q2/2010
Consultancy for HR process N***=66 54.9 38.5 6.6
within the HR budget
distribution Q1/2010
N***=49 62.5 34.4 3.1

0% 1-20% 21-50% More than 50%

Cooperation with external consultants in Q2/ 2010 vs. Q1/ N****=23

2010 (COUNT)

We cooperated with external consultants in a lower extent 2

We cooperated with external consultants in the same extent 5

We cooperated with external consultants in a higher extent 7

We did not cooperate with external consultants 8

I don't know 1

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B1, B4

Page 22
 Organizational Research Studies
Rank 9: 23.2%

% Δ (%)
Dynamics of HR budget in Q2/2010
N**=66 22.9 5.8 -17.1
Q2/ 2010 vs. Q1/ 2010
Q1/2010
N**=32 12.5 18.9 6.4
Δ = %Increase – %Decrease
Has Has
decreased increased

Organizational research Q2/2010 69.2 28.3 2.5

studies within the HR budget N***=66
distribution
Q1/2010 46.9 53.1
N***=49

0% 1-20% 21-50% More than 50%

Cooperation with external consultants in Q2/ 2010 vs. Q1/ N****=18

2010 (COUNT)

We cooperated with external consultants in a lower extent 2

We cooperated with external consultants in the same extent 5

We cooperated with external consultants in a higher extent 4

We did not cooperate with external consultants 7

I don't know 0

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies
**Normalized data (option “Did not have HR budget” was not included)
***Base: Respondents that are responsible for HR strategies in their companies and who evaluated Human Resources strategy their companies – Normalized data
****Base: Organizations that have HR budget in the 2nd q/2010 and that conducted HR activities

B3, B2, B1, B4 Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

Page 23
 IT systems usage for HR management
activities development
2nd quarter/2010 Base*: 76 2nd quarter/2010
%
1st quarter/2010 Base*: 32 Δ***(%) 1st quarter/2010
Specific HR logistics
15.7 14.4 22.4 20.9 13.2
(certificate management,
work permit etc.)
6.2 12.7 31.0 21.7 33.8

9.7 13.6 19.6 17.8 14.3

Recruiting
12.4 6.5 21.6 15.6 18.3

Learning and development 10.2 19.5 18.5 14.3 3.1

(training, coaching etc)
6.2 9.3 21.9 9.6 16.0

10.8 11.5 5.7 22.4 5.9

Performance management
3.1 9.3 31.2 18.9 37.7

21.5 1.0 8.6 10.5 -3.4

Other
9.3 12.7 12.4 3.1 -6.5

In a very In a In a In a very ***Δ = %(In a high extent+In a very high extent)

low extent low extent high extent high extent – %(In a low extent+In a very low extent)

*Base: Organizations that have HR budget Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

B 6. How much did you use IT systems for developing the HR management activities in the 2nd quarter/2010 for ....?

Page 24
Organizational Development

Back to Agenda
 Change Management Projects
Implementation
Percent of employees affected by the
N*=91
changes implemented (%)
N**=40

100% Don't
Implementation of change management 51-99% 18.6% know / No
projects in Q2/ 2010 23.3% answer
14.2%

1-50%
Don't know
43.9%
/ No answer
0.8% Yes Area of the project (%)
42.8%
N**=40

No
56.4% Departments reorganization 27.6

Processes/ procedures optimization 19.0

Sales/ sales optimization 9.9

HR/ HR strategy 8.0

Performance management 7.0

Good interdepartmental cooperation 6.2

Talent management 5.3

Training (unspecified) 4.5

Confidential 2.3

Others 15.7
*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 2nd quarter/2010

A 1. Did you initiate change management projects within your organization in the 2nd quarter/2010? / A 3. In the 2nd quarter/2010, what percentage of the employees
that work in your organization were affected by this change management project? / A 4. Within your organization, did you initiate out projects for measuring the
organizational culture in the 2nd quarter/2010?

Page 26
 Organizational Culture

N*=91 Measuring the

Organizational Culture
Don't
know/ No
No answer
81.1% 1.0% External consultants collaboration
N**=17
COUNT

Yes 10
Yes
17.9% No 7

Improving the External consultants Yes

Organizational Culture collaboration 27.0%
N***=35
N*=91 No
Don't know/
No answer 73.0%
Yes
1.0% 37.2%
Types of projects (%)
N***=35
No
61.8% Projects for company values assimilation 16.3
Improving internal communication 12.9
Organizational communication /teambuilding 12.3
Internal discussions about the organizational culture 9.5
*Base: Respondents that are responsible for HR strategies in their Employee satisfaction 7.8
companies and who evaluated organizational development of their
companies Creating action plans 7.5
Trainings/Workshops 5.8
**Base: Organizations that carried out projects for measuring
organizational culture Periodical meetings with managers/ superiors 3.0
***Base: Organizations that carried out projects for improving Other organizational surveys 2.3
organizational culture
Other 31.4
A4, A5, A6, A7, A8

Page 27
 Employer Branding

Measuring the
N*=91
Employer Branding
Don't know/
No answer
1.9% External consultants collaboration
Yes
N**=12
12.1% COUNT
Yes 8

No 4
No
86.0%

Improving the External consultants collaboration

Employer Branding N***=18
Don't know/ COUNT
N*=91
No answer
Yes 9
1.8% Yes
No 9
18.4%

Types of projects carried out for employer

No N***=18
branding improvement (COUNT)
79.8%
Internship programs 4

Job fares (Job Shop) 4

Internal workshops sessions 4

Events for increasing organization's image and awareness 3

*Base: Respondents that are responsible for HR strategies in their
Students/ high school sponsorship programs 1
companies and who evaluated organizational development of their
companies Organizing specific studies 0
**Base: Organizations that carried out projects to measure employer
Others 5
branding
***Base: Organizations that carried out projects to improve employer
branding

A9, A10, A11, A12, A13

Page 28
Learning and Development

Back to Agenda
 Learning Budget

The actual budget for learning

Average budget for learning
and development per employee
and development per employee
vs. the estimated budget

Q2/2010 Q1/2010 Q2/2010

N*= 86 % N*= 75 N*= 86

%
More than 1000 2.5 10.7 Less than the
euro 19.1
8.0 allocated one 28.8

201 - 1000 euro

30.6 Equal with the
30.9
allocated one
1-200 euro 39.0
8.0
9.1
More than the
0 euro allocated one
13.1
38.4 42.7

Don't know/ No Don’t know/ No

answer
19.1
answer

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated learning and development in their companies

C 1. What was the average budget for learning and development per employee in the 2nd quarter/2010? / C 2. As compared to the first allocated budget for learning and
development in the 2nd quarter/2010, the consumed budget per employee was....

Page 30
 Learning and Development Methods (1/ 2)

Learning and development

Skills desired to be developed
methods used in the organization
by training in Q2/ 2010 and Q1/2010
in Q2/ 2010 and Q1/2010

%
%
Internal trainings (conducted by colleagues 84.7 Communication/ relation/
within the organization) 72.1
86.2 team work/ leadership skills
(Soft Skills) 70.6
External trainings (conducted by external 70.9
consultants/trainers/experts ) 66.9
66.6 Technical skills (Hard Skills )
70.7
Internal coaching and mentoring sessions 48.6
(conducted by colleagues within the 2.3
organization) 47.9 Don't know/ No answer
2.7
Experiential trainings within organization 42.8
(job rotation, training on the job)
48.9
E-learning 38.2
40.1
External coaching and mentoring sessions 17.3
(conducted by external
consultants/trainers/experts ) 20

MBA programs
10.8
11.9

Others 12.2
9.3
1.3
Don't know/ No answer
2.8
Q2/2010 -- N*=86
Q1/2010 -- N*=75

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated learning and development in their companies

C 3. Which of the following methods of learning and development has been used within your organization in the 2nd quarter/2010? / C 5. Which skills did you want to
develop mostly by training in the 2nd quarter/2010?

Page 31
 Learning and Development Methods (2/ 2)

Learning and development methods used in

the organization in Q2/ 2010 and Q1/2010

Entry Level Specialists Middle Level Senior/Top Level

% % % %
Training on the
N*=38 91.8 65.1 39.0 10.6
job N*=37 73.0 73.1 43.2 13.5

N*=35 55.3 86.0 57.1 34.2

E-learning
N*=30 66.2 69.3 46.4 26.6

Classical trainings N*=81 49.6 71.7 68.5 33.0

N*=71 49.0 77.5 63.1 35.1

Coaching / N*=48 29.8 30.5 62.1 49.5

mentoring N*=41 31.5 46.5 65.6 51.3
Q2/2010
Q1/2010

*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 2nd quarter/2010?

Page 32
 Outsourcing Criteria

2nd quarter/2010 -- N* = 63
%
Δ** (%) 1st quarter/2010 -- N* = 52

1.5 24.2 58.4 81.0

The quality of the programs
24.8 73.3 98.1

Flexibility/Adaptation to the 3.51.3 27.9 49.5 72.6

client's needs

1.5 31.8 40.7 71.0

The organization's trainers
1.9 32.9 48.0 79.0
Dynamic as
compared to
Q1/2010 1.32.7 28.2 39.9 64.0
Experience in the field that your
organization operates

The prices for the offered 1.57.2 34.8 26.1 52.3

services 7.8 36.4 27.0 55.6

The long term relationship with 6.6 13.9 31.2 19.4 30.1
the external organization
1.9 23.2 15.3 25.3 15.5

1.5 33.2 17.0 48.8

The organization's reputation
7.7 9.5 34.6 23.1 40.5
In a very In a In a In a very
low extent low extent high extent high extent
**Δ = %(In a high extent+In a very high extent) –
*Base: Organizations that used external trainings or coaching %(In a low extent+In a very low 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/2010?

Page 33
 External Funds Usage

Usage of external funds

Q2/2010 Q1/2010 External funds percentage from total financing

for learning and development activities
N*= 86 N*= 75
4.9
13.5
Yes COUNT N**=5

60% 1

70% 1

No 85% 1
91.0
85.1 Don’t know/ No answer 2

Don't know/ No
answer

4.1 1.4

*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/2010? / C 8. Out of the total amount of
financing for the learning and development activities conducted within your organization in the 2nd quarter/2010, what percentage was represented by external funds
(e.g. European Funds) ?
Page 34
Performance Management

Back to Agenda
 Retention Techniques

2nd quarter/2010 Base*: 107 Retention techniques usage

in Q2/ 2010 and Q1/2010
1st quarter/2010 Base*: 96 Δ (%)
%
Ensuring of a pleasant 11.5 39.5 32.0 60.1
work environment 4.3 5.3 45.6 25.1 61.1

Official recognition of 3.7 10.5 37.1 21.8 44.8 Performance management

their value 6.3 13.7 30.1 22.9 33.0 projects

Training/development 5.3 10.8 30.2 22.7 36.8

activities 6.3 16.8 36.4 10.4 23.7 Q2/2010 Q1/2010
Formal meetings with 7.2 14.2 29.1 17.3 25.0 N*= 107 % N*= 96
the organization's
13.7 7.2 36.2 14.5 29.8
management
11.0 20.7 26.0 3.9 -1.9 No
Promotions
10.5 22.9 19.5 7.3 -6.6 36.7
Increasing decision- 11.1 20.5 19.3 9.1 -3.3
56.8
making power 9.3 20.0 23.0 9.4 3.1

Offering other financial 17.9 20.7 24.2 4.0 -10.4 Yes

benefits (e.g. 21.1 18.8 22.9 -9.7
7.3
bonuses)
Offering of non- 18.4 13.8 19.5 5.9 -6.8 56.1
financial benefits (ex.
car, health insurance)
38.4
Possibility of a 19.1 24.2 11.0 12.4 -19.8 Don't know/ No
flexible schedule answer

4.9 7.2
Increasing wages 20.0 26.2 10.6 3.1 -32.5
19.9 25.0 19.6 4.2 -21.1
2nd quarter/2010 In a very In a In a In a very
Δ = %(In a high extent+In a very high extent) –
low extent low extent high extent high extent
1st quarter/2010 %(In a low extent+In a very low extent)

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated performance management/ compensation and benefits in their companies
D1. How much did you use the following retention techniques in the 2nd quarter/2010? Significant differences between Q2/2010 and Q1/2010 (level
D9. Did you implement any performance management projects in the 2nd quarter/2010? of confidence 95%)

Page 36
 Working from Home and Flexible Time
Schedule
Working from home Flexible schedule

Q2/2010 Q2/2010
N*=107 40.5 54.8 4.7 N*=107 66.7 29.3 4.0
Q1/2010 Q1/2010
N*=96 46.2 52.8 1.0 N*=96 77.2 20.8 2.0

Yes No Don't know/ No answer Yes No Don't know/ No answer

Percentage of employees having the Percentage of employees having the

possibility of working from home possibility of flexible schedule

Q2/2010 63.6 12.3 9.3 7.2 7.5 Q2/2010 52.5 16.6 12.7 12.4 6.0
N**=42 N***=69
Q1/2010 67.8 11.4 6.7 7.1 6.9 Q1/2010 51.0 16.2 15.2 12.25.5
N**=44 N***=74
1-30 % 31-50% 1-30 % 31-50%
51-99% 100% 51-99% 100%
Don't know/ No answer Don't know/ No answer

Dynamics of working from home people Dynamics of people with flexible schedule
in Q2/ 2010 vs. Q1/ 2010 in Q2/ 2010 vs. Q1/ 2010
% Δ (%) % Δ (%)
Q2/2010 1.8 Q2/2010
N**=42
20.5 18.7 N***=69
5.0 17.7 12.7
Q1/2010 Q1/2010
N**=44 9.2 18.0 N***=74 2.7 2.8
8.8 0.1
It has It has
It has It has decreased increased
decreased increased Δ = %Increase – %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 Significant differences between Q2/2010 and Q1/2010 (level
of confidence 95%)

Page 37
 Employees’ Promotion

Percentage of employees
that were promoted

Q2/2010 Q1/2010

N*= 107 % N*= 96

Change of internal promotions rate
More than 10% 12.4 7.5

15.5 %
11.3 Δ (%)
6-10%
Q2/2010
N*=107 17.6 24.5 6.9
1-6% 44.1 43.6

Q1/2010 20.8 22.8

N*=96 2.0
0%
Δ = %Increase –
19.7 23.2 It has It has
decreased increased %Decrease
Don't know/ No
answer 12.5 10.3

*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/2010? / D 8. How did the rate of internal promotions change in the
2nd quarter/2010, comparing to the 1st quarter/2010?

Page 38
Recruitment and Selection

Back to Agenda
Recruitment Plan (1/ 2)

Change of recruitment plan in Q2/ 2010 Levels for which external

Recruiting plan
vs. Q1/ 2010 recruitment was used

Q2/2010 Don't
N*=107
know/ No %
answer Δ(%)
No Specialists 55.5
1.8% 66.2
34.6%
N**=70 41.0 30.3 25.0 3.8 - 16.0 45.6
Entry Level
42.5

Yes Middle Level 32.0

40.4
Don't 63.6%
Q1/2010 20.5
N*=89 know/ No Senior/ Top Level
21.4
No answer 3.34
2.2% None 17.0
24.9% N**=65 50.6 23.1 24.6 1.7 17.1
- 26.0
Don’t know/ No 4.7
answer
Includes less employees
Δ =% Includes more Q2/2010 -- N=107
Includes the same number of employees employees –
Yes
Includes more employees %Includes less Q1/2010 -- N=89
72.9%
Don't know/No answer employees

*Base: Respondents that are responsible for HR strategies in their companies and who evaluated recruiting and selection in their companies
**Base: Organizations that have recruiting plans

E 1. Did you have a recruiting plan in the 2nd quarter/2010 ? / E 2. As compared to the 1st quarter/2010, your recruiting plan for the 2nd
quarter/2010.... / E 3. For which of the following levels did you use external recruiting in the 2nd quarter/2010 ?

Page 40
 Recruitment Plan (2/ 2)

Change of employees number Percentage of employees hired in

in Q2/ 2010 vs. Q1/ 2010 leasing system

Q2/2010 Q1/2010
N*= 107 N*= 89

%
% Δ(%)
7.9 4.4
More than 10%
15.4
Q2/2010 18.9
N*=107 37.6 38.3 22.1 2.0 - 15.5

1-10%

Q1/2010
N*=89 35.8 24.9 21.2 18.1 - 14.6
58.2 72.3
0%
Δ =% Has increased
It has decreased It remained the same – %Has decreased
It has increased Don't know/No answer

Don't know/No
answer 15.0
7.8

Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

*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 organization’s employees change in the 2nd quarter/2010, comparing to the 1st quarter /2010? / E 13. Out of the total number of
employees, what percentage were hired in leasing system in the 2nd quarter/2010?

Page 41
 Entry Level Recruitment (1/ 2)
2nd quarter/2010 Base*: 50
1st quarter/2010 Base*: 38 Percentage of eligible candidates
out of total received CVs

Internal vs. external recruitment Q2/2010 1.8 32.4 24.0 13.1 4.3 24.3

%
Q2/2010 31.5 21.4 18.3 26.3
Q1/2010 2.6
Q1/2010
5.4
100% - Internal
3.34 0% 1-10%
2.7
11-30% 31-70%
44.7 More than 70% Don't know/ No answer
100% - External
31.4
Average
recruitment costs

Q2/2010 7.5 9.3 17.9 16.2 49.1

2.6
5.3
Q1/2010 5.2 81.4
5.5

0 euro 1-10 euro

11-50 euro 51-200 euro
More than 200 euro Don't know/ No answer

*Base: Organizations that used external recruitment for - Entry Level

Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

E5, E9, E12

Page 42
 Entry Level Recruitment (2/ 2)
2nd quarter/2010 Base*: 50
1st quarter/2010 Base*: 38

Main criteria considered

External recruitment sources used
when selecting candidates
% %

Direct/ spontaneous applications 72.9 65.6

71.1 Candidate's attitude 70.9
Candidates found via employment 71.7 Candidate's matching with the 43.9
ads/ recruiting sites 86.9 organization culture 52.9
Employees' references /internal 70.0 42.4
recommendation 71.0 The results gained on the test 39.3
Previous candidates 41.1 30.9
34.1 Previous experience 39.6
Internship 33.1 29.7
34.0 Candidate's technical skills 26.2
Hiring former employees 28.0 28.9
Candidate's communication
26.1 skills 31.7
Educational institutes/ Student NGOs 27.1 25.5
13.0 Highest level of education 31.7
Job Fairs 26.5 16.8
23.4 Internal recommendations
Recruiting agencies 19.1 6.0
21.1 Other specialized courses 5.2
Head hunting 13.5
21.4
Workforce agencies (leasing) 12.4
15.7
Employment office 8.7
5.2
Other 6.0
7.8
Q2/2010

*Base: Organizations that used external recruitment for - Entry Level Q1/2010

E 4. Which were the external recruiting sources for the following levels in the 2nd quarter/2010? / 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/2010?

Page 43
 Specialists Recruitment (1/2)

2nd quarter/2010 Base*: 61

1st quarter/2010 Base*: 59 Percentage of eligible candidates
out of total received CVs

%
1.7
Internal vs. external recruitment Q2/2010 3.2 28.0 30.9 11.5 24.7

% 1.7
Q1/2010 3.6 35.6 25.4 12.0 21.8

100% - Internal 6.3 3.34 0% 1-10%

13.6 11-30% 31-70%
More than 70% Don't know/ No answer
25.2
100% - External
17.1
Average
recruitment costs

Q2/2010
%

Q1/2010 3.8
Q2/2010 10.8 6.2 18.7 60.4

1.7
Q1/2010 5.1 10.2 77.9
3.5 1.7

0 euro 1-10 euro

11-50 euro 51-200 euro
More than 200 euro Don't know/ No answer

*Base: Organizations that used external recruitment for - Specialists

Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

E6, E9, E12

Page 44
 Specialists Recruitment (2/2)
2nd quarter/2010 Base*: 61
1st quarter/2010 Base*: 59

Main criteria considered

External recruitment sources used
when selecting candidates

% %
Candidates found via employment 69.2 81.9
ads/ recruiting sites 72.5 Previous experience 86.5
Employees' references /internal 66.5
Candidate's technical skills
51.4
recommendation 69.3 57.4
Direct/ spontaneous applications 51.7 46.7
64.0 Candidate's attitude 39.1
Previous candidates 33.4 Candidate's matching with 46.7
40.9 the organization culture 42.1
Recruiting agencies 28.7 The results gained on the 22.8
20.3 test 24.0
Head hunting 27.3 Candidate's communication 13.6
34.3 skills 20.6
Hiring former employees 17.3 13.5
15.4 Highest level of education 8.4
Job Fairs 13.4 13.2
16.7 Other specialized courses 10.0
Internship 8.5 8.9
6.8 Internal recommendations 8.5
Workforce agencies (leasing) 7.2
5.1
Educational institutes/ Student NGOs 6.4
5.2
Employment office 2.8
5.1
Other 7.6
3.6
Don't know/ No answer 2.8
Q2/2010
Q1/2010
*Base: Organizations that used external recruitment for - Specialists

E 4. Which were the external recruiting sources for the following levels in the 2nd quarter/2010? / 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/2010?

Page 45
 Middle Level Recruitment (1/2)
2nd quarter/2010 Base*: 37
1st quarter/2010 Base*: 36 Percentage of eligible candidates
out of total received CVs

Internal vs. external recruitment Q2/2010 3.0 20.1 25.3 15.2 5.6 30.7

%
Q1/2010 41.7 22.2 14.0 22.1

100% - Internal 2.7 3.34 0% 1-10%

11-30% 31-70%
More than 70% Don't know/ No answer
23.7
100% - External
22.4
Average
recruitment costs

Q2/2010
%

Q1/2010 7.5
Q2/2010 3.0 24.8 60.1
4.6

Q1/2010 5.5 8.3 80.6

5.5

0 euro 1-10 euro

11-50 euro 51-200 euro
More than 200 euro Don't know/ No answer
*Base: Organizations that used external recruitment for - Middle Level

E7, E9, E12

Page 46
 Middle Level Recruitment (2/2)
2nd quarter/2010 Base*: 37
1st quarter/2010 Base*: 36

Main criteria considered

External recruitment sources used
when selecting candidates

% %
Candidates found via employment 66.9 Previous experience 74.2
ads/ recruiting sites 80.2 86.3
62.2 Candidate's matching with the 61.4
Employees' references /internal 58.3 organization culture 50.0
recommendation
52.6 Candidate's technical skills 44.8
Direct/ spontaneous applications 53.2 33.0
Head hunting 39.9 Candidate's attitude 38.0
41.8 41.7
39.3 Candidate's communication 35.9
Recruiting agencies 16.5 skills 16.8
24.8 The results gained on the test 20.3
Previous candidates 33.3 30.4
Hiring former employees 19.6 Other specialized courses 9.1
11.1 5.6
13.0 Internal recommendations 8.6
Job Fairs 16.5 14.3
7.9 Highest level of education 2.9
Internship 2.7 13.8
Employment office 4.9
5.5 Other 2.8
Educational institutes/ Student NGOs 2.6

Workforce agencies (leasing) 2.6

2.7
2.6
Other 2.8

Don't know/ No answer 2.7 Q2/2010

Q1/2010
*Base: Organizations that used external recruitment for - Middle Level

E 4. Which were the external recruiting sources for the following levels in the 2nd quarter/2010? / 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/2010?

Page 47
 Eligible CVs

2nd quarter/2010
%
1st quarter/2010

N*=50 1.8 32.4 24.0 13.1 4.3 24.3

Entry level
N*=38 2.6 31.5 21.4 18.3 26.3

1.7
N**=61 3.2 28.0 30.9 11.5 24.7

Specialists
N**=59 1.7
3.6 35.6 25.4 12.0 21.8

N***=37 3.0 20.1 25.3 15.2 5.6 30.7

Middle Level
N***=36 41.7 22.2 14.0 22.1

0% 1-10%
11-30% 31-70%
More than 70% Don't know/ No answer

*Base: Organizations that used external recruitment for - Entry Level

**Base: Organizations that used external recruitment for - Specialists
***Base: Organizations that used external recruitment for - Middle Level

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 ?

Page 48
 Recruitment Costs

Entry Level Specialists Level Middle Level

Q2/2010 Q1/2010 Q2/2010 Q1/2010 Q2/2010 Q1/2010

N*= 50 % N*= 38 N**= 61 % N**= 59 N***= 37 % N***= 36

2.6 8.3
5.5 10.2
16.2 18.7
5.3 24.8 5.5
5.1
5.2 1.7 5.5
1.7
6.2 3.5
17.9
4.6
10.8
7.5
9.3 3.8 3.0

7.5

81.4 80.6
77.9

60.4 60.1
49.1

*Base: Organizations that

used external recruitment
for - Entry Level
**Base: Organizations that
used external recruitment
for - Specialists
Don't know/ No answer 0 euro 1-10 euro 11-50 euro 51-200 euro More than 200 euro
***Base: Organizations that
used external recruitment for
- Middle Level
Significant differences between Q2/2010 and Q1/2010 (level of confidence 95%)

E 12. Which were the average recruiting costs for each position in your organization in the 2nd quarter/2010?

Page 49
 External vs. Internal Recruitment

External Recruiting Internal Recruiting

Entry Level
Q2/2010 Base*=50
Q1/2010 Base*=38
100% 99%-76% 75-51% 50-50% 51-75% 76-99% 100% Don’t know/
No answer
*Base: Organizations that used external recruitment for - Entry Level

Specialists
Q2/2010 Base**=61
Q1/2010 Base**=59

100% 99%-76% 75-51% 50-50% 51-75% 76-99% 100% Don’t know/

No answer
**Base: Organizations that used external recruitment for - Specialists

Middle Level
Q2/2010 Base***=37
Q1/2010 Base***=36

100% 99%-76% 75-51% 50-50% 51-75% 76-99% 100% Don’t know/

***Base: Organizations that used external recruitment for - Middle Level No answer
Q2/2010
Q1/2010
E5, E6, E7

Page 50
 External Recruitment Sources

Entry Level Specialists Middle Level

Q2 Base*=50 Q1 Base*=38 Q2 Base**=61 Q1 Base**=59 Q2 Base***=37 Q1 Base***=36

% % %
Direct/ spontaneous applications 72.9 51.7 52.6
71.1 64.0 53.2
Candidates found via employment 71.7 69.2 66.9
ads/ recruiting sites 86.9 72.5 80.2
Employees' references /internal 70.0 66.5 62.2
recommendation 71.0 69.3 58.3
41.1 33.4 24.8
Previous candidates 40.9 33.3
34.1
3.34
Internship
33.1 8.5 7.9
34.0 6.8 2.7

Hiring former employees 28.0 17.3 19.6

26.1 15.4 11.1
Educational institutes/ Student 27.1 6.4 2.6
NGOs 13.0 5.2

Job Fairs 26.5 13.4 13.0

23.4 16.7 16.5

Recruiting agencies 19.1 28.7 39.3

21.1 20.3 16.5

Head hunting 13.5 27.3 39.9

21.4 34.3 41.8

Workforce agencies (leasing) 12.4 7.2 2.6

15.7 5.1 2.7
Employment office 8.7 2.8 4.9
5.2 5.1 5.5
Other 6.0 7.6 2.6
7.8 3.6 2.8
2.8
Don't know/ No answer 2.7
Q2/2010
*Base: Organizations that used external recruitment for - Entry Level
**Base: Organizations that used external recruitment for - Specialists Q1/2010
***Base: Organizations that used external recruitment for - Middle Level

E 4. Which were the external recruiting sources for the following levels in the 2nd quarter/2010?

Page 51
Main Criteria Considered when Selecting
Candidates

Entry Level Specialists Middle Level

Q2 Base*=50 Q1 Base*=38 Q2 Base**=61 Q1 Base**=59 Q2 Base***=37 Q1 Base***=36

% % %
Candidate's attitude 65.6 M 46.7 38.0
70.9 39.1 41.7

Candidate's matching with the 43.9 46.7 61.4

organization culture 52.9 42.1 50.0

The results gained on the test 42.4 S,M 22.8 20.3

39.3 24.0 30.4

Previous experience 30.9 81.9 E 74.2

39.6 86.5 86.3

Candidate's technical skills 29.7 51.4 E 44.8

26.2 57.4 33.0

Candidate's communication 28.9 13.6 35.9 S

skills 31.7 20.6 16.8

Highest level of education 25.5 13.5 2.9

31.7 8.4 13.8

Internal recommendations 16.8 8.9 8.6

8.5 14.3

Other specialized courses 6.0 13.2 9.1

5.2 10.0 5.6

Other
2.8

*Base: Organizations that used external recruitment for - Entry Level

**Base: Organizations that used external recruitment for - Specialists E, S, M - Significant differences between Entry level, Q2/2010
Specialists, Middle Level (confidence level 95%)
***Base: Organizations that used external recruitment for - Middle Level Q1/2010

E10. Which are the main criteria that you considered when you selected candidates for each of the following categories of open/available positions in the 1st quarter/2010?

Page 52
Legal and Industrial Relations

Back to Agenda
 Restructuring Process

N*=78
Restructuration situation in
Presence of Restructuring Plan Q2/ 2010 vs. Q1/ 2010 N**= 24
(COUNT)

More positions 15
Don't
Less positions 7
know/ No
answer
Don't know/ No answer 2
2.8% Yes
31.6%

Used restructuration methods in Q2/ 2010

(COUNT) N**= 24
No
65.6% Individual discharges 15

Post disestablishment and offering new positions to employees 14

pointed for discharging
Natural leaves which were not followed by replacements 13

Voluntary departures after providing some compensations 9

Collective discharges 5

*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 2nd quarter/2010?
F 6. As compared to the 1st quarter/2010, in the 2nd 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 2nd quarter/2010 :

Page 54
 Legal Events

Situations occurred Number of Disciplinary Boards Number of work

N**=41 injuries in Q2/ 2010
%
48.7 One
COUNT N***=12
Disciplinary Boards Don't
48.0 9% Two
know/
5% One 5
No
14.0 answer
Three
Work injuries 7% Two 1
11.0 16% Four
Four 1
49.1 7%
None More 5 or more 3
44.7 Five
than 5 17% Don’t know/ No 2
1.0 39% answer
Don't know/ No answer
6.1

Q2/2010 -- N=78

Q1/2010 -- N=81
Dynamics of medical leave Δ(%)
in Q2/ 2010 vs. Q1/ 2010
%

Q2/2010 - 14.8
N*=78 18.1 34.0 32.9 7.7 7.3

Q1/2010 16.1 38.2 29.6 3.8 12.2

N*=81 - 13.5

It Has increased
It Remained the same Δ =% Has increased
It Has decreased – %Has decreased
Not applicable/ We didn't have any medical leave within our company
Don't know/ No answer
*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
F2, F4, F1, F3

Page 55
Romanian Universities’ Graduates

Back to Agenda
 Romanian Universities’ Graduates

Level of training
N*=118

Hiring new graduates

N=158 0.7
Computer skills 18.0 65.6 8.8 6.0
0.9
Don't Language skills (eg. 1.4
know/ knowledge of foreign 5.5 66.9 12.8 11.5
No Yes languages) 2.0
answer 74.7%
4.4% 0.7
Theoretical knowledge
related to the field 3.8 40.1 25.2 26.2 4.0
No in which they graduated
20.9% 0.7
Communication/
relationship skills 1.7 38.6 38.6 15.7 4.7

Practical knowledge 0.7

related to the field in 2.0 16.0 23.2 41.1 17.0
which they graduated

Extremely well trained Somehow well trained

Neither trained, nor untrained Somehow poor trained
Extremely poor trained Don't know/Don't answer

*Base: Organization that hire newly graduates from Romanian state universities

R 1. In the last 2 years, did you hire within your organization newly graduates from Romanian state universities? / R 2. What is your opinion about the training level of the
Romanian state universities’ graduates regarding the following aspects:

Page 57
Sample Characteristics

Back to Agenda
 Demographics (1/3)

N=158

Region Experience in HR field

Other N*=139
21.7%
%

8.9
More than 15 years
Bucharest
78.3%
34.1
8-15 years

Gender 4-7 years

Male 35.3
20.0%

1-3 years

Female 20.4
80.0% Less than 1 year
1.3

*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?

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 Demographics (2/3)

N=158 Form of organization

Type of company

Joint capital
16.5% %
100%
Romanian
capital Multinational organization
37.1%
100% foreign
capital 53.0
46.5% Public/ private capital
Large Romanian company
%
5.3
Entirely Public
19.4
Small and Medium
Enterprise
15.9
Entirely Private
82.7 11.7
Others

Mix of capital(Public +
Private)

2.8
Don't know/ No answer 9.2

G 3. Which of the following forms of organizations best defines your company / G4. What percentage of the social capital of your organization is public and what
percentage is private? / G5. Which of the following statements best describes your organization?

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 Demographics (3/3)

N=158
Field of activity Company turnover
% %
Professional services/ Media 27.3

1 000 000 - 5 000 000

Financial / Banking 12.0
46.1
IT 8.3

Distribution / retail 5.9 100 000 - 999 000 euro

Auto industry 5.9 14.8

Food/ Beverages industry 5.5 9.0

Less than 99 000 euro
Construction / Building Materials 4.6
30.0
Pharmacy / Medicine 4.4
Don't know/ No answer
Telecom 2.9

Cosmetics industry / detergents /products Permanent employees

for house cleaning 1.1
Learning and Development Other 22.0 National
SOHO
14.0%
Corporations
46.0%

SME
40.0%

G6. Which field does your organization activate in? / G8. Please include your organization’s turnover for last year in one of the following categories / G7. Approximately how
many permanent employees does your organization have?
Page 61
Thank You!