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The results of the 2011 SWMHRA Member Survey are in!
We received almost 70 responses to our questionnaire. Here is what we found:
How long have you been a member of SWMHRA?
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Less than 6 months
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14%
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6 months - 1 year
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24%
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1 - 3 years
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36%
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3 - 6 years
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6%
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6 – 10 years
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6%
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Over 10 years
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14%
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In general, how well do these aspects of SWMHRA meet your needs?
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Excellent
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Good
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Neither Good Nor Bad
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Fair
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Poor
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Website: Member Directory/Group Email
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42%
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53%
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2%
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3%
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0%
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Website: Discussion Forum
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22%
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62%
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14%
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2%
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0%
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Website: HR Articles/Links
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14%
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60%
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26%
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0%
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0%
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SWMHRA Meetings and Events
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55%
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38%
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7%
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0%
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0%
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Help with day-to-day HR questions & answers
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24%
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59%
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17%
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0%
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0%
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Education/Professional Development
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17%
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53%
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28%
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2%
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0%
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Networking Opportunities
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40%
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53%
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5%
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2%
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0%
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Using the same list, rate how important these SWMHRA features are to you:
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Very Important
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Important
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Somewhat
Important
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Not Important
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Website: Member Directory/Group Email
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48%
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39%
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10%
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3%
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Website: Discussion Forum
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36%
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44%
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17%
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3%
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Website: HR Articles/Links
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27%
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43%
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27%
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3%
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SWMHRA Meetings & Events
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65%
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26%
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9%
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0%
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Help with day-to-day
HR questions & answers
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46%
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39%
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13%
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2%
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Education/Professional Development
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29%
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46%
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20%
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5%
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Networking Opportunities
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46%
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41%
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10%
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3%
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SWMHRA goals are to provide quality educational programs through SWMHRA meetings, offer camaraderie and networking opportunities, help members with day-to-day HR issues, allow member access to resources (SWMHRA website, member directory, discussion forums, meetings, etc.) and promote the value and importance of the HR profession. Are there any other goals you feel are important to add to the above?
If “Yes”, please list them here:
Providing general support for others in HR
Certified sessions for PHR/SPHR/GPHR
What other HR associations do you currently belong to?
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SHRM
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64%
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TCHRA
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24%
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HRP-MN
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7%
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Other
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24%
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I don’t belong to another association
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18%
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SWMHRA meetings will be held the second Thursday of every other month. Those meetings with topic specific speakers will have the following schedule: Networking is 7:30-8:00 A.M. and Meetings are from 8:00 A.M.-9:30 A.M. Open forum discussions are 9:30 -10:00 A.M. (Optional for those who want to stay and discuss current issues). Those meetings with only round table discussion will have the following schedule: Networking is 7:30-8:00 A.M. Open forum discussions are 8:00-9:30 A.M. Does this current meeting day/time work for you?
If “No”, please suggest a different meeting day/time here:
Tuesdays or Wednesdays
1st, 3rd or 4th Tuesday works better
In your opinion, how often should SWMHRA meet?
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Once a month
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41%
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Every other month
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51%
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Quarterly
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7%
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Other
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2%
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SWMHRA will have more open topic/open forum meetings in 2012 in place of scheduled speakers/presentations. How will this affect your attendance?
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Stay the same
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73%
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Increase
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2%
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Decrease
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25%
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Have you participated in the SWMHRA Compensation Survey in the past?
If “No”, why not?
New member/just joined SWMHRA/not aware of compensation survey
Decisions are made out of our corporate office/others decide on participation
Our company participates in surveys that better align with types of positions and industry we are in
The types of jobs do not align with ours
Lack of time
Participate in other surveys/use other sources for compensation information
Should SWMHRA conduct a Compensation Survey in 2011, would your company plan on participating?
If “Yes”, SWMHRA collected interested member contact information and information needed for their organization.
In general, what timing works best to you to complete/receive the SWMHRA Compensation Survey?
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Complete
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Receive
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January
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17%
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7%
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February
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14%
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14%
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March
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21%
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7%
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April
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27%
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10%
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May
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31%
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10%
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June
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35%
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14%
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July
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38%
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17%
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August
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41%
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45%
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September
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24%
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41%
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October
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14%
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31%
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November
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14%
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21%
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December
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7%
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14%
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In your opinion, what are HR’s biggest challenges today?
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State and Federal legal compliance changes
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45%
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Building leadership capability
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41%
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Constraints on headcounts (“making do with less”)
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41%
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Healthcare Issues (Reform/Cost Containment)
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38%
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Increasing line manager capability to handle people-management responsibilities
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36%
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Acquiring key talent/lack of available talent
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36%
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Driving cultural and behavioral change in the organization
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34%
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Coping with an aging workforce and workforce generational differences
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30%
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Work-Life balance/Wellness
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25%
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Succession planning
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23%
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Measuring the contribution of human capital to business performance
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23%
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Keeping up with new HR technologies and techniques
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20%
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Lack of consensus about the organization’s strategy/direction
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13%
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Resourcing and managing HR issues in “new geographies” for the company
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13%
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Encouraging organizational innovation
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11%
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Managing human capital during and after an acquisition or merger
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11%
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What are the biggest day-to-day challenges that you face in your current HR role?
(Listed by section by number of responses, *** designates high number of identical answers.)
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BENEFITS
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- Healthcare issues (reform/cost containment)
- Work-Life balance/wellness. Wellness could be a whole department on its own but we have no resources to focus on this topic ***
- Ensuring market competiveness in compensation & benefits and benchmarking for competiveness ***
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COMPENSATION
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- Reward and Recognition Programs
- Sales compensation
- Working remotely
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PERSONAL DEVELOPMENT
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- Time Management/not enough time in day to get it done ***
- No time for my HR Career Development
- Keeping up with HR technology
- In transition – current biggest challenge is becoming re-employed
- Handling stress and keeping a balance between emails and office responsibilities. Wearing too many “hats” means daily challenges
- Balancing tactical and strategic initiatives. Tactical can consume all your time, but strategic positions you as a business partner.
- Taking time to keep up with HR strategies and advancements
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EMPLOYMENT
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- Finding quality new hires, acquiring key talent ***
- Trying to recruit/retain people with no budget
- Retaining key talent
- Succession Planning
- High turnover of hourly/non-exempt employees
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HR DEPARTMENT MANAGEMENT
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- Fewer resources available to function as a strategic business partner. HR has to manage daily activities and do more with the same or less and is working all the time to keep up. Daily tasks take all our time so can’t be strategic due to layoff resulting in heavy workloads ***
- Keeping up with legislative changes for state/federal compliance
- Lack of consensus about the organization’s strategy/direction
- Contributing to overall strategic business planning so that HR can be a partner in the process. Need buy-in from top levels to develop organization
- Executive level and also Manager/Supervisors not recognizing the importance or value of what HR provides for the company ***
- Keeping current on HR legal issues and best practices in public/private sector***
- Management politics
- Integration activities and managing/driving cultural change
- Changing organizational culture in a family business or moving the culture from a tenure based organization to a performance based one due to legacy employees and very low turnover
- Continuous improvement initiatives
- Integrating multiple acquisitions at multiple geographic locations, including international
- Diversity and inclusion
- Measuring human capital to performance
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INTERNATIONAL
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- Our organization is becoming more globalized, and it is challenging to know and understand HR as well as cultural, business and social practices in other regions
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LABOR/EMPLOYEE RELATIONS
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- Managing employee relations/morale issues ***
- Motivating employees ***
- Maintaining employee morale and keeping people engaged ***
- Helping supervisors and managers with employee performance/other issues
- Communication (lack of) from leadership ***
- Lack of teamwork is an everyday uphill battle/people not taking accountability for their team's performance
- Working with employees through change and transition/change management ***
- Working with inadequately trained managers
- Keeping employees focused on organization goals
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TRAINING AND DEVELOPMENT
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- Building great leaders that know how to develop/empower employees ***
- Training & motivating team leads/supervisors to handle people management responsibilities ***
- Lack of training budget and resources***
- Working with management to write and carry out comprehensive career development plans for their employees
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Please list the TOP FIVE topics you would like to see as possible SWMHRA events:
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Best Practices in HR
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37%
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HR as a Business Partner
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30%
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HR’s Value-Added/Return on Investment
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26%
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Strategic Management Issues
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26%
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Metrics and Measurement of HR
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22%
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OTHER POSSIBLE TOPICS:
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Emerging Issues in HR
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22%
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The Future of the HR Profession
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20%
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Leadership Issues
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15%
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Project Management
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13%
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Technology and HR
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13%
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Communication Strategies
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13%
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Global HR Strategy
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11%
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Organization Development
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11%
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Note: The next few questions on the survey asked for Demographic Information, Speaker, Meeting Host and Vendor suggestions. The answers are not included here.
Thank you to all SWMHRA members who took time to complete the survey!
Mary O’Brien
Executive Director, SWMHRA
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