SAP Performance Benchmarking Human Capital Management Benchmarking Results. Company: ABC Company 6/25/2012

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1 SAP Performance Benchmarking Benchmarking Results Company: ABC Company 6/5/0

2 Statement of Confidentiality and Exceptions The information and analysis contained herein are the confidential and proprietary materials of SAP AG. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express written permission of SAP AG. The information contained herein may be changed without prior notice. The furnishing of this document shall not be construed as an offer or as constituting a binding agreement on the part of SAP AG and/or its affiliated companies ( SAP ) to enter into any relationship. SAP provides this document as guidance only to illustrate estimated comparisons between the subject Company and other companies with respect to certain key performance indicators and drivers. These materials may be based upon information provided by the subject Company, information provided by other companies and assumptions that are subject to change. These materials present illustrations of potential performance and cost savings, and do not guaranty future results, performance or cost savings. The materials are provided solely for internal review and use by the subject Company. SAP makes no representation or warranties of any kind with respect to these materials, and SAP shall not be liable for errors or omissions with respect to these materials. 0 SAP AG. All rights reserved. Confidential

3 Agenda Study Background Metrics Comparison and Best Practice Adoption Case Studies 0 SAP AG. All rights reserved. Confidential

4 Study Background

5 SAP Performance Benchmarking: Designed to Get Actionable Results Strategic service by SAP Value Engineering, launched end of 004 as a forum to exchange metrics and best practices Program covers 0+ processes, with more than 0,000 participants who leverage the program to: Build a business case for change Compare performance to leading companies, industry peers, and between regions/divisions Assess value realization, year-over year Prove success 0 SAP AG. All rights reserved. Confidential 5

6 Profile Data Company and Peer Set Company Information Comparative Scope Selected Peer Group Industry Consumer Products Industry Industry X Sub-Industry Consumer Durables and Home Appliances (CD&HA) Sub Industry All Annual Revenue Revenue All Regions/ Divisions Included North America Region All Entire Company or Division Regional Entity Maine Customized Filter Currency U.S.Dollar Question/KPI N/A Participant Name ABC Question/KPI N/A Title Manager Question/KPI N/A Peer Group Size* Average number of organizations represented in each metric 444 Peer Group Coverage* Percent of metrics for which benchmarks can be calculated 00% *We do not publish sample sizes as part of the survey validation process so you may receive a value of 0 for Peer Group Size and Peer Group Coverage. Once validation is completed against the overall database, please request a custom peer group for a more accurate comparison. 0 SAP AG. All rights reserved. Confidential 6

7 Overall Database Profile Number of Companies in HCM Overall Database: 767* By Industry Sector By Region By Employees Note: Several miscellaneous industries have been grouped under Other * Data is leveraged from other surveys as well where KPIs overlap 0 SAP AG. All rights reserved. Confidential 7

8 Metrics Comparison and Best Practice Adoption

9 Executive Summary Employee Turnover (in %) Employee Engagement (-low, 0-high) Top 5% Average Bot 5% Company Value Top 5% Average Bot 5% Company Value Employees per HR FTE HR Cost per Employee Top 5% Average Bot 5% Company Value Top 5% Average Bot 5% Company Value 0 SAP AG. All rights reserved. Confidential 9

10 Key Metrics Performance Results Metrics Metric Company Value Peer Group Average Top 5% Employee Engagement (-low, 0-high) Employee Turnover (in %) Employee Referral Rate (% of external hires) Employees Trained (in %) Paycheck Errors (in %) Manager's Time on Employee Admin. (in %) Employees per HR FTE HR Cost per Employee HR Staff on Transactional Activities (in %) Time to Hire (in days) Cost per Hire Ranking: Below Average Between Average and First Quartile First Quartile Outlier 0 SAP AG. All rights reserved. Confidential 0

11 Headcount Metrics Performance Results Metrics Metric Company Value Peer Group Average Top 5% FTEs/,000 EEs: HR Strategy & Leadership FTEs/,000 EEs: Comp. & Benefits Planning FTEs/,000 EEs: Recruitment & Staffing FTEs/,000 EEs: Training & Development FTEs/,000 EEs: Employee/Labor Relations FTEs/,000 EEs: Compensation Admin FTEs/,000 EEs: Benefits Admin FTEs/,000 EEs: Pension Plan Admin FTEs/,000 EEs: Personnel Data Mgt FTEs/,000 EEs: Payroll Management FTEs/,000 EEs: Time & Attendance Ranking: Below Average Between Average and First Quartile First Quartile Outlier 0 SAP AG. All rights reserved. Confidential

12 Headcount Metrics Employees per HR FTE HR FTEs per 000 Employees: Expertise/ Strategic Functions Top 5% Average Bot 5% Company Value Top 5% Average Bot 5% Company Value HR FTEs per 000 Employees: Transactional Functions Top 5% Average Bot 5% Company Value 0 SAP AG. All rights reserved. Confidential

13 HR Staff Mix HR Transactional FTEs (% of Total FTEs) HR Expertise FTEs (% of Total FTEs) HR Strategic FTEs (% of Total FTEs) 7.8 Average.9 Company Value 0 SAP AG. All rights reserved. Confidential

14 Cost Metrics Performance Results Metrics Metric Company Value Peer Group Average Top 5% HR Costs/ EE: HR Strategy & Leadership HR Costs/ EE: Comp. & Benefits Planning HR Costs/ EE: Recruitment & Staffing HR Costs/ EE: Training & Development 55 4 HR Costs/ EE: Employee/Labor Relations 55 0 HR Costs/ EE: Compensation Admin HR Costs/ EE: Benefits Admin HR Costs/ EE: Pension Plan Admin HR Costs/ EE: Personnel Data Mgt HR Costs/ EE: Payroll Management HR Costs/ EE: Time & Attendance 44 6 Ranking: Below Average Between Average and First Quartile First Quartile Outlier 0 SAP AG. All rights reserved. Confidential 4

15 Cost Metrics HR Cost per Employee 7 6 HR Cost per Employee: Expertise/ Strategic Functions Top 5% Average Bot 5% Company Value Top 5% Average Bot 5% Company Value HR Cost per Employee: Transactional Functions Top 5% Average Bot 5% Company Value 0 SAP AG. All rights reserved. Confidential 5

16 HR Cost Mix HR Other Costs (% of Total HR Cost) HR Technology Costs (% of Total HR Cost) HR External Expenditures (% of Total HR Cost) HR Headcount Costs (% of Total HR Cost) Average Company Value 0 SAP AG. All rights reserved. Confidential 6

17 Enabling Technology Number of ERP Instances. Applications In Addition To ERP (In House & Outsourced) Top 5% Average Bot 5% Company Value Top 5% Average Bot 5% Company Value Spreadsheet Applications For Tracking And Reporting Top 5% Average Bot 5% Company Value 0 SAP AG. All rights reserved. Confidential 7

18 Self Service Usage Self Service Usage Customer Response No Self Service No Self Service 44.7% 49.0% Employee Self Service Only Manager Self Service Only.% 4.0% Both (ESS & MSS) 0 SAP AG. All rights reserved. Confidential 8

19 Transaction Enablers Transactions Via Self Service (in %) Transactions Via EIC (in %) Top 5% Average Bot 5% Company Value Top 5% Average Bot 5% Company Value 0 SAP AG. All rights reserved. Confidential 9

20 Transaction Metrics HR Transactions per Employee.7 Transactions Per HR FTE Top 5% Average Bot 5% Company Value Top 5% Average Bot 5% Company Value HR Cost Per Transaction 0 Top 5% Average Bot 5% Company Value 0 SAP AG. All rights reserved. Confidential 0

21 Best Practices Company Best Practice Importance Compared to Coverage Contrasted Against Peer Responses HR Strategy And Leadership CompensationRecruiting And Training And Employee AndCompensation Benefits Pension Plan Personnel And Benefits Planning Staffing Development Labor Relations Administration Administration Administration Data Management Payroll Management Time And Attendance TOP 5% Average Company Coverage Company Importance = No Coverage 5 = Full Coverage 0 SAP AG. All rights reserved. Confidential

22 HR Strategy And Leadership 4 Best Practice Listing HR system supports a balanced scorecard framework which is integrated into department and individual performance appraisal documents HR system has automated reporting and analysis capabilities to identify which processes need to improve operational efficiencies, data accuracy and timeliness, and costs HR system allows to analyze workforce data, as well as design, implementation and monitoring of strategies to optimize the workforce HR system enables accurate planning, monitoring of actual performance to plan and simulation of planning scenarios with analysis of financial impact of headcount changes Best Practice Ranking = No Coverage 5 = Full Coverage TOP 5% Company Coverage Average Company Importance Best Practices for HR Strategy and Leadership: Impact on Employee Engagement and Employee Turnover Best Practice Adoption/ Employee Engagement ( = Low, 0 = High) HR system allows for a Balanced Scorecard framework which is integrated into department and individual performance appraisal documents and which supports benchmarking and continuous improvement Best Practice Adoption/ Employee Turnover (in %) HR system enables HR professionals to develop cost effective resource strategies, by supporting accurate planning process, allowing monitoring of actual performance relative to plan and allowing simulation of multiple planning scenarios with analysis of the financial impact of headcount changes Low 6.9 Low 5.9% +9% -4% High 7.5 High 0.4% 0 SAP AG. All rights reserved. Confidential

23 Compensation And Benefits Planning 4 5 Best Practice Listing Compensation system supports a variety of job-pricing activities, incl. performing salary surveys, importing job/ salary data from survey providers, and defining market-based standards Compensation planning system has automated analysis and reporting capabilities to model the impact of compensation plan changes on the overall business model Compensation planning system supports standardized job evaluation criteria to enable rapid classification of new positions for compensation purposes Compensation planning system integrates information from salesprocessing, financial systems, CRM etc. to identify and reward performance that is important to the business Benefits planning system leverages general plan information across plan; No re-keying of plan information necessity Best Practice Ranking TOP 5% Company Coverage Average Company Importance = No Coverage 5 = Full Coverage 6 Benefits planning system integrates with HR/ payroll system 7 Benefits planning system has automated analysis and reporting capabilities to model the impact of plan changes on the overall business, and to benchmark overall healthcare cost Best Practices for Compensation and Benefits Planning: Impact on Process Efficiencies Best Practice Adoption/ Compensation and Benefits Planning Cost Per Employee ($) Compensation planning system supports standardized job evaluation criteria to enable rapid classification of new positions for compensation purposes Low % High SAP AG. All rights reserved. Confidential

24 Recruiting And Staffing Best Practice Listing External and internal applicants are able to place themselves in a talent pipeline according to their own interests or goals Best Practice Ranking = No Coverage 5 = Full Coverage Hiring managers have comprehensive recruiting self-service, incl. the ability to submit job requirement profiles; use of approval workflows; view of candidate short lists and data Recruiting system automates candidate administration, with interview, rejection, offer letters generated automatically based on templates and online interview assessments Recruiting system has automated analysis and reporting capabilities to analyze the talent pool and to measure source effectiveness TOP 5% Company Coverage Best Practices for Recruitment and Staffing: Impact on Time to Hire and Process Efficiency Best Practice Adoption (Retail Companies)/ Time to Hire (Days) Low Average Company Importance -% External and internal applicants are able to place themselves in a talent pipeline according to their own interests or goals. 6. Best Practice Adoption (Oil & Gas Companies)/ Time to Hire (Days) External and internal applicants are able to place themselves in a talent pipeline according to their own interests or goals Best Practice Adoption (High Tech Companies)/ Recruitment and Staffing HR FTEs per,000 Employees Hiring managers have comprehensive recruiting self-service, including the ability to create and submit job requirement profiles for approval; use approval workflows for requirements profiles; view candidate short lists and profile and application data; and respond to questionnaires about candidates 0 SAP AG. All rights reserved. Confidential 4 Low 4.0 Low.5-8% -9% High High.8 High.8

25 Training And Development 4 Best Practice Listing Simple content authoring processes are in place; Learning system allows separate views for subject matter experts and instructional designers Learning system has automated reports available to assess training effectiveness by correlating corporate KPIs with training results (e.g. technical training with machine down time) Regular evaluation of employee development needs performed as part of performance appraisal; system pushes course offerings to employees based on performance gaps Learning system allows for streamlined processing of follow up activities, such as participation confirmation, competency/ proficiency results, digital validation Best Practice Ranking = No Coverage 5 = Full Coverage TOP 5% Company Coverage Average Company Importance Best Practices for Training and Development: Impact on Employee Engagement Best Practice Adoption/ Employee Engagement ( = Low, 0 = High) Learning system has automated reports available to assess training effectiveness by correlating corporate KPIs with training results (e.g., sales increases with successful sales training completion, technical training with machine down time/ workers comp) Best Practice Adoption/ Employee Engagement ( = Low, 0 = High) Regular evaluation of employee development and training needs performed as part of performance appraisal process; system automatically pushes course offerings to employees based on their job requirements or performance gaps; automatic update of employee Low 7.0 Low % +8% High 7.6 High 7. 0 SAP AG. All rights reserved. Confidential 5

26 Employee And Labor Relations Best Practice Listing HR system supports organization structure, enables HR professionals to simulate proposed organizational changes, and allows mass changes across positions or organizations The 'Employee Interaction Center' system provides for monitoring of key performance metrics such as cycle times, errors by process and monitoring of self-service usage HR system allows monitoring and tracking of grievances and arbitrations 4 Line managers have online access to bargaining updates and policies/ procedures, and receive a prompt if significant changes arise which may impact their day to day business Best Practice Ranking = No Coverage 5 = Full Coverage TOP 5% Company Coverage Average Company Importance Best Practices for Employee and Labor Relations: Impact on Cost Per Employee and Process Efficiencies Best Practice Adoption/ Employee and Labor Relations Cost Per Employee ($) Low High The Employee Service Center system provides for monitoring of key performance metrics such as average process execution cycle times, percentage of specialists in execution time, errors by process and monitoring of self-service usage 0.4 -% 69.4 Best Practice Adoption/ Employee and Labor Relations HR FTEs per,000 Employees Low High HR system allows to monitor and track grievances and arbitrations.9-0%.5 0 SAP AG. All rights reserved. Confidential 6

27 Compensation Administration Best Practice Listing Direct link between job description preparation and job evaluations are available online Best Practice Ranking = No Coverage 5 = Full Coverage Standardized job descriptions and job evaluations are available online Compensation system provides comprehensive manager self service for displaying and editing employee compensation-related data, activating planned/ approved compensation adjustments, and transmitting the information to payroll TOP 5% Company Coverage Average Company Importance Best Practices for Compensation Administration: Impact on Process Efficiencies Best Practice Adoption/ Compensation Administration HR FTEs per,000 Employees Low High -% Standardized job descriptions and job evaluations are available online SAP AG. All rights reserved. Confidential 7

28 Benefits Administration Best Practice Listing Benefits system enables employees to enroll online, to modify details of the benefits plan and to update information regarding dependents and beneficiaries, including tests for eligibility Single point-of-contact established for all benefits related questions 4 Benefits system enables employees to check current enrollment in benefits plans, and print confirmation statements and forms online Benefits system allows employees to model different benefits elections and their effect on net pay Best Practice Ranking = No Coverage 5 = Full Coverage TOP 5% Company Coverage Average Company Importance Best Practices for Benefits Administration: Impact on Process Efficiencies Best Practice Adoption/ Benefits Administration HR FTEs per,000 Employees Low High -5% Single point-of-contact established for all benefits related questions SAP AG. All rights reserved. Confidential 8

29 Pension Plan Administration Best Practice Listing Data exchange with third-party administrators fully automated, with access to key data via shared databases Best Practice Ranking = No Coverage 5 = Full Coverage Single point-of-contact established for all pension and savings plan related questions 6 5 All plan participants, including retirees and former employees, have online access to the plan 4 0 TOP 5% Company Coverage Average Company Importance Best Practices for Pension or Superannuation Plan Administration: Impact on Process Efficiencies Best Practice Adoption/ Pension Plan Administration HR FTEs per,000 Employees Low High -% All plan participants, including retirees and former employees, have online access to the plan Best Practice Adoption/ Pension Plan Administration HR FTEs per,000 Employees Low High -4% Single point-of-contact established for all pension and savings plan related questions SAP AG. All rights reserved. Confidential 9

30 Personnel Data Management Best Practice Listing One integrated data repository used for all employee information (demographic, dependent, beneficiary, payroll) which is shared between Human Resources and Payroll HR system is integrated with ERP and other key non HR system to allow for end to end processes (e.g., asset management system, financial systems, CRM system) Online employee self-services are provided in a consistent and easily navigated manner 4 Data validated for accuracy and completeness at the time of data entry 5 6 Majority of HR services, such as creation of requisitions, new hire entry, change of salary request, request for separation can be initiated by managers online in a simple format Self-services for managers are organized, with key performance metrics pushed out, alerts for issues notification, work triggers, reminders and notification of unexpected events Best Practice Ranking TOP 5% Company Coverage Average Company Importance = No Coverage 5 = Full Coverage Best Practices for Personnel Data Management: Impact on Cost Per Employee and Process Efficiencies Best Practice Adoption/ Cost Per Employee ($) Low Majority of HR services, such as creation of requisitions, new hire entry, change of salary request, -9% request for separation can be initiated by managers online and entered in a simple format,490,055 Best Practice Adoption/ HR FTEs Per,000 Employees -7% Self-services for managers are organized, with key performance metrics pushed out, alerts for issues notification, work triggers, reminders and notification of unexpected events SAP AG. All rights reserved. Confidential 0 Low High High

31 Payroll Management Best Practice Listing Online access to direct deposit advices and pay-slip Best Practice Ranking = No Coverage 5 = Full Coverage Payroll system supports legal regulations for a large number of countries, ensuring compliance with regulatory requirements for reporting purposes Payroll system supports multiple currencies, multiple languages, collective agreements, and reporting 4 Single point-of-contact established for all payroll related questions TOP 5% Company Coverage Average Company Importance Best Practices for Payroll Management: Impact on Process Efficiencies Best Practice Adoption/ Payroll Administration HR FTEs Per,000 Employees Low High Payroll system supports multiple currencies, multiple languages, collective agreements, and -4% reporting.4.0 Best Practice Adoption/ Payroll Administration HR FTEs Per,000 Employees Low High -9% Single point-of-contact established for all payroll related questions.. 0 SAP AG. All rights reserved. Confidential

32 Time And Attendance Best Practice Listing Web enabled time administrator tool is in place Best Practice Ranking = No Coverage 5 = Full Coverage Time worked routed automatically to project accounting/ resource planning systems Time and attendance system has automated analysis and reporting capabilities to analyze KPIs such as lost time, productivity, cost of absence, overtime or illness 4 Online and offline time entry is available TOP 5% Company Coverage Average Company Importance Best Practices for Time and Attendance: Impact on Cost Per Employee and Process Efficiencies Best Practice Adoption/ Time and Attendance Cost Per Employee ($) -47% Web enabled time administrator tool in place Best Practice Adoption/ Time and Attendance HR FTEs Per,000 Employees -50% Time worked routed automatically to project accounting/ resource planning systems. 0.5 Low Low High High 0 SAP AG. All rights reserved. Confidential

33 Recommended Improvement Strategies Improvement Strategies Sub Strategies Impacted KPI s Organize for scale and leverage Leverage Shared Services for routine HR transactions and compliance functions (e.g. payroll) Leverage analytics to identify performance improvement opportunities Employees per HR FTE HR Cost per Employee Align incentives with performance objectives with corporate goals Employee Engagement (-low, 0- high) Develop a high performing organization Drive performance management framework into organization Employee Turnover (in %) Implement training programs that develop the workforce in line with organizational objectives Create enterprise wide visibility into workforce availability and gaps Employee Engagement (-low, 0- high) Align workforce with business needs Establish accurate closed loop workforce planning process Employee Turnover (in %) Strengthen recruiting and talent relationship management processes Top 5% performance for supporting best practices and KPIs Between average and top 5% performance for supporting best practices and KPIs Strategies to focus: below average performance for supporting best practices, KPIs 0 SAP AG. All rights reserved. Confidential

34 Recommended Improvement Strategies Improvement Strategies Sub Strategies Impacted KPI s Standardize processes across all BU's/ globally Employees per HR FTE Streamline, automate and integrate HR processes Reduce manual entries with simplification and automation Integrate processes within HCM as well as outside HR Cost per Employee Reduce HR transactional work by driving self service to maximum adoption Top 5% performance for supporting best practices and KPIs Between average and top 5% performance for supporting best practices and KPIs Strategies to focus: below average performance for supporting best practices, KPIs 0 SAP AG. All rights reserved. Confidential 4

35 Benchmarking Results and Value Potential Performance of Primary KPIs and Potential Benefits (in millions of selected currency) KPI Benchmark Performance Potential Benefit(in millions) Employee Engagement (-low, 0-high) Driving Business Value Employee Turnover (in %) Employees per HR FTE HR Cost per Employee Top5% Better than Average Benefit of Closing Gap to Top 5% Benefit of Closing Gap to Average 0 SAP AG. All rights reserved. Confidential 5

36 Adoption Maturity Model Adoption of best practices varies at each stage of maturity No Adoption Low Adoption Intermediate Adoption High Adoption Full Adoption Develop a High Performing Organization Formal performance management framework is not available for the organization Employee development and training is not linked to KPIs Some parts of the organization have a formal performance framework but it is not standardized for the organization Employee development and training are partly linked to some KPIs Most parts have a formal performance management framework but it is not standardized for the organization Employee development and training are linked to some KPIs All parts have a formal, partially standardized performance management framework Employee development and training linked to KPIs but not fully standardized at the organizational level There is a formal, standardized and integrated approach towards performance management across the organization Employee development and training are linked to KPIs and standardized at the organizational level Align Workforce with Business Needs No visibility into workforce availability and gaps Recruiting systems lack visibility into talent pool/ pipeline; self service is not available to applicants or hiring managers Some BUs have visibility into workforce availability and gaps Recruiting systems have limited visibility into talent pool/ pipeline; self service is not available to applicants or hiring managers Most BUs have visibility into workforce availability and gaps Recruiting systems have limited visibility into talent pool/ pipeline; self service is available to hiring managers for some transactions All BUs have visibility into workforce availability and gaps but information does not flow to the enterprise level Recruiting systems have visibility into talent pool/ pipeline; self service is available to hiring managers Visibility into workforce availability and gaps is available at the enterprise level Recruiting systems have visibility into talent pool/ pipeline; self service is available to applicants and hiring managers Streamline, Automate & Integrate HR Processes HR processes are not standardized across the enterprise; key processes are manual (e.g., reporting) Some HR processes are standardized across the enterprise; key processes are manual (e.g., reporting) Most HR processes are standardized and automated across the enterprise All HR processes are standardized across the enterprise but are not integrated with outside functions All HR processes are standardized across the enterprise and integrated with outside functions as well Organize for Scale & Leverage Shared services are not being leveraged KPIs are not tracked for performance improvement Shared services are being leveraged by few BUs for few HR transactions Few KPIs are tracked at BU level for performance improvement Shared services are being leveraged by most BUs for most HR transactions Most KPIs are tracked at BU level for performance improvement Shared services are being leveraged by most BUs for all routine HR transactions; HR centers of excellence in place for some expert processes All KPIs are tracked at BU level for performance improvement Shared services are being leveraged by most BUs for all routine HR transactions; HR centers of excellence in place for all applicable expert processes All KPIs are tracked for enterprise level performance improvement 0 SAP AG. All rights reserved. Confidential 6

37 Case Studies

38 Customers Run Better HR with SAP 0 SAP AG. All rights reserved. Confidential 8

39 0 SAP AG. All rights reserved. Confidential 9

40 0 SAP AG. All rights reserved. Confidential 40

41 0 SAP AG. All rights reserved. Confidential 4

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