HR Innovation Survey

Making the Digital Shift in HR

Global Market Survey for HR Practitioners

Thank you for taking the time to complete the Leapgen & UNLEASH Digital Shift in HR survey. Your insights will help provide a sense of where HR organizations are on their digital journeys. We’ll also ask you predict the future, looking out a couple of years, to get a sense of how HR will operate in 2020.

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* 1. ABOUT ME
Which of the following best describes your role as a stakeholder within your organization as related to HR solutions? (please select one)

I am a power user of HR solutions

I am a buyer of HR solutions

I am vendor who supplies HR systems, solutions, consulting and/or other service

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* 2. Please provide the name of the organization for which you work.

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* 3. Please provide your work email address.

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* 4. Which of the following best describes your job title? Please select one.

CHRO / CPO / SVP of HR

HR Technology Leader or Professional

HR Operations / Service Leader or Professional

HR Functional Leader or Specialist

HR Generalist

IT Leader or Professional

Other

Other (please specify)

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* 5. In what industry does your organization primarily operate?

Agriculture, Forestry, Fishing and Hunting

Mining, Quarrying, and Oil & Gas Extraction

Utilities

Construction

Manufacturing

Wholesale Trade

Retail Trade

Transportation and Warehousing

Information Technology and Software

Finance and Insurance

Real Estate

Professional, Scientific, and Technical Services

Administrative & Support and Waste Management and Remediation Services

Educational Services

Health Care and Social Assistance

Entertainment and Media

Accommodation and Food Services

Public Administration

Public Sector

Other (please specify)

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* 6. STRATEGY ORIENTATION
Digital HR Defined:
The extent to which an HR function organizes delivers services and manages workforce information to deliver value in a digital world.

Based on the definition provided above, which of the following best describes your organization’s digital HR strategy today?

No defined digital HR vision or strategy exists; may employ digital tools but not with an overarching strategy in place

Defined digital strategy and/or processes exist in one or more HR functions (e.g., recruitment, Learning and Development, etc.); digital viewed as necessary to delivering better workforce experiences

Enterprise-wide digital HR strategy that is aligned with the needs of the business and expectations of the workforce exists

Digital strategy isn’t thought of distinctly; the HR strategy is simply digital [as is the rest of my organization’s business strategy]

Do not know

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* 7. STRATEGY ORIENTATION
Digital HR Defined:
Which do you think will best describe it in 2020?

No defined digital HR vision or strategy exists; may employ digital tools but not with an overarching strategy in place

Defined digital strategy and/or processes exist in one or more HR functions (e.g., recruitment, Learning and Development, etc.); digital viewed as necessary to delivering better workforce experiences

Enterprise-wide digital HR strategy that is aligned with the needs of the business and expectations of the workforce exists

Digital strategy isn’t thought of distinctly; the HR strategy is simply digital [as is the rest of my organization’s business strategy]

Do not know

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* 8. INNOVATION AGENDA
How clear is your HR organization’s current innovation agenda?

It does not exist.

It is vague or confusing.

We have a general sense of direction.

It is clearly expressed; and those who need to be aligned to it are.

Don’t know.

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* 9. ORGANIZATIONAL AGILITY
To what extent do you agree with the following statement:

Our HR organization is adaptable. We’re good at introducing or modifying methods, products, and services in response to the needs and expectations of the workforce.

Strongly Disagree

Somewhat Disagree

Somewhat Agree

Completely Agree

Do not know

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* 10. Which of the following organizational practices does your organization employ today, to achieve agility demanded by the pace of change in the digital world?

	Do Not Use	Use to a Very Limited Degree	Use to a Significant Degree	Use Extensively	Do not know
Networked teams (vs. hierarchical pyramids)	Networked teams (vs. hierarchical pyramids) Do Not Use	Networked teams (vs. hierarchical pyramids) Use to a Very Limited Degree	Networked teams (vs. hierarchical pyramids) Use to a Significant Degree	Networked teams (vs. hierarchical pyramids) Use Extensively	Networked teams (vs. hierarchical pyramids) Do not know
Cross-functional teams (vs. functional silos)	Cross-functional teams (vs. functional silos) Do Not Use	Cross-functional teams (vs. functional silos) Use to a Very Limited Degree	Cross-functional teams (vs. functional silos) Use to a Significant Degree	Cross-functional teams (vs. functional silos) Use Extensively	Cross-functional teams (vs. functional silos) Do not know
Flexible role descriptions to allow changes in duties without formal job changes	Flexible role descriptions to allow changes in duties without formal job changes Do Not Use	Flexible role descriptions to allow changes in duties without formal job changes Use to a Very Limited Degree	Flexible role descriptions to allow changes in duties without formal job changes Use to a Significant Degree	Flexible role descriptions to allow changes in duties without formal job changes Use Extensively	Flexible role descriptions to allow changes in duties without formal job changes Do not know
Use of contingent workers to respond to changes in demand or skill needs	Use of contingent workers to respond to changes in demand or skill needs Do Not Use	Use of contingent workers to respond to changes in demand or skill needs Use to a Very Limited Degree	Use of contingent workers to respond to changes in demand or skill needs Use to a Significant Degree	Use of contingent workers to respond to changes in demand or skill needs Use Extensively	Use of contingent workers to respond to changes in demand or skill needs Do not know
Delegation of day-to-day decision making to individuals and teams closest to the situation at hand	Delegation of day-to-day decision making to individuals and teams closest to the situation at hand Do Not Use	Delegation of day-to-day decision making to individuals and teams closest to the situation at hand Use to a Very Limited Degree	Delegation of day-to-day decision making to individuals and teams closest to the situation at hand Use to a Significant Degree	Delegation of day-to-day decision making to individuals and teams closest to the situation at hand Use Extensively	Delegation of day-to-day decision making to individuals and teams closest to the situation at hand Do not know
A process or body (e.g., steering group) innovating new HR methods, practices and solutions to meet the workforce’s needs	A process or body (e.g., steering group) innovating new HR methods, practices and solutions to meet the workforce’s needs Do Not Use	A process or body (e.g., steering group) innovating new HR methods, practices and solutions to meet the workforce’s needs Use to a Very Limited Degree	A process or body (e.g., steering group) innovating new HR methods, practices and solutions to meet the workforce’s needs Use to a Significant Degree	A process or body (e.g., steering group) innovating new HR methods, practices and solutions to meet the workforce’s needs Use Extensively	A process or body (e.g., steering group) innovating new HR methods, practices and solutions to meet the workforce’s needs Do not know
None	None Do Not Use	None Use to a Very Limited Degree	None Use to a Significant Degree	None Use Extensively	None Do not know

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* 11. DIGITAL SKILL SETS
Today, to what extent does your HR organization have the following skill sets generally considered important in the digital era?

	Not Nearly Enough	Almost Enough	Just Enough	More Than Enough	Don’t Need / Not Applicable	Do not know
Design Thinking	Design Thinking Not Nearly Enough	Design Thinking Almost Enough	Design Thinking Just Enough	Design Thinking More Than Enough	Design Thinking Don’t Need / Not Applicable	Design Thinking Do not know
Business Analysis	Business Analysis Not Nearly Enough	Business Analysis Almost Enough	Business Analysis Just Enough	Business Analysis More Than Enough	Business Analysis Don’t Need / Not Applicable	Business Analysis Do not know
Data Analysis	Data Analysis Not Nearly Enough	Data Analysis Almost Enough	Data Analysis Just Enough	Data Analysis More Than Enough	Data Analysis Don’t Need / Not Applicable	Data Analysis Do not know
Process Management	Process Management Not Nearly Enough	Process Management Almost Enough	Process Management Just Enough	Process Management More Than Enough	Process Management Don’t Need / Not Applicable	Process Management Do not know
Campaign Management	Campaign Management Not Nearly Enough	Campaign Management Almost Enough	Campaign Management Just Enough	Campaign Management More Than Enough	Campaign Management Don’t Need / Not Applicable	Campaign Management Do not know
Knowledge Management	Knowledge Management Not Nearly Enough	Knowledge Management Almost Enough	Knowledge Management Just Enough	Knowledge Management More Than Enough	Knowledge Management Don’t Need / Not Applicable	Knowledge Management Do not know
Agile Project Management	Agile Project Management Not Nearly Enough	Agile Project Management Almost Enough	Agile Project Management Just Enough	Agile Project Management More Than Enough	Agile Project Management Don’t Need / Not Applicable	Agile Project Management Do not know
Release Management	Release Management Not Nearly Enough	Release Management Almost Enough	Release Management Just Enough	Release Management More Than Enough	Release Management Don’t Need / Not Applicable	Release Management Do not know
Technology Portfolio Management	Technology Portfolio Management Not Nearly Enough	Technology Portfolio Management Almost Enough	Technology Portfolio Management Just Enough	Technology Portfolio Management More Than Enough	Technology Portfolio Management Don’t Need / Not Applicable	Technology Portfolio Management Do not know

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* 12. HR'S ROLE IN DIGITAL DEPLOYMENT & MANAGEMENT
Indicate below HR’s role in deploying and managing digital HR capabilities

	HR is Primary	HR and IT Partner	IT is Primary	Do not know
Needs Assessment	Needs Assessment HR is Primary	Needs Assessment HR and IT Partner	Needs Assessment IT is Primary	Needs Assessment Do not know
Technology/Vendor Selection	Technology/Vendor Selection HR is Primary	Technology/Vendor Selection HR and IT Partner	Technology/Vendor Selection IT is Primary	Technology/Vendor Selection Do not know
Technology/Vendor Management	Technology/Vendor Management HR is Primary	Technology/Vendor Management HR and IT Partner	Technology/Vendor Management IT is Primary	Technology/Vendor Management Do not know
Tool Configuration	Tool Configuration HR is Primary	Tool Configuration HR and IT Partner	Tool Configuration IT is Primary	Tool Configuration Do not know
Tool Maintenance and Support	Tool Maintenance and Support HR is Primary	Tool Maintenance and Support HR and IT Partner	Tool Maintenance and Support IT is Primary	Tool Maintenance and Support Do not know
User Administration	User Administration HR is Primary	User Administration HR and IT Partner	User Administration IT is Primary	User Administration Do not know

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* 13. TECHNOLOGY AGILITY
To what extent do you agree with the following today?

	Strongly Disagree	Somewhat Disagree	Somewhat Agree	Completely Agree	Do not know
We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce.	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Strongly Disagree	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Somewhat Disagree	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Somewhat Agree	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Completely Agree	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Do not know
When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders.	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Strongly Disagree	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Somewhat Disagree	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Somewhat Agree	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Completely Agree	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Do not know
Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating.	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Strongly Disagree	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Somewhat Disagree	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Somewhat Agree	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Completely Agree	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Do not know

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* 14. TECHNOLOGY AGILITY
To what extent do you think you’ll agree with them in 2020?

	Strongly Disagree	Somewhat Disagree	Somewhat Agree	Completely Agree	Do not know
We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce.	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Strongly Disagree	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Somewhat Disagree	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Somewhat Agree	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Completely Agree	We have adopted agile practices that enable us to keep up with the pace of innovation needed to meet the expectations of our workforce. Do not know
When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders.	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Strongly Disagree	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Somewhat Disagree	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Somewhat Agree	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Completely Agree	When it comes to release planning, our organization does a good job of predicting, forecasting, and making realistic commitments to functional stakeholders. Do not know
Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating.	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Strongly Disagree	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Somewhat Disagree	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Somewhat Agree	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Completely Agree	Our releases have a good balance of net new capabilities, minor enhancements and bug fixes relative to the pace at which we should be innovating. Do not know

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* 15. DIGITAL TECHNOLOGY CAPABILITIES
Today, have you implemented the following?

	Yes, we have implemented	Expect to implement by 2020	No plans at this time	Do not know
Learning content (e.g., articles, videos, courses) curated for individual workers based their preferences (i.e. I’m interested in…), elements of their profile (e.g., job family) and/or group membership (e.g., community of practice)	Learning content (e.g., articles, videos, courses) curated for individual workers based their preferences (i.e. I’m interested in…), elements of their profile (e.g., job family) and/or group membership (e.g., community of practice) Yes, we have implemented	Learning content (e.g., articles, videos, courses) curated for individual workers based their preferences (i.e. I’m interested in…), elements of their profile (e.g., job family) and/or group membership (e.g., community of practice) Expect to implement by 2020	Learning content (e.g., articles, videos, courses) curated for individual workers based their preferences (i.e. I’m interested in…), elements of their profile (e.g., job family) and/or group membership (e.g., community of practice) No plans at this time	Learning content (e.g., articles, videos, courses) curated for individual workers based their preferences (i.e. I’m interested in…), elements of their profile (e.g., job family) and/or group membership (e.g., community of practice) Do not know
Mobile apps and workflow engines that integrate back-office systems to make the user experience more seamless	Mobile apps and workflow engines that integrate back-office systems to make the user experience more seamless Yes, we have implemented	Mobile apps and workflow engines that integrate back-office systems to make the user experience more seamless Expect to implement by 2020	Mobile apps and workflow engines that integrate back-office systems to make the user experience more seamless No plans at this time	Mobile apps and workflow engines that integrate back-office systems to make the user experience more seamless Do not know
HR ‘plugins’ to apps the workforce already uses to communicate and get work done (e.g., #slack, what’sapp, google hangouts)	HR ‘plugins’ to apps the workforce already uses to communicate and get work done (e.g., #slack, what’sapp, google hangouts) Yes, we have implemented	HR ‘plugins’ to apps the workforce already uses to communicate and get work done (e.g., #slack, what’sapp, google hangouts) Expect to implement by 2020	HR ‘plugins’ to apps the workforce already uses to communicate and get work done (e.g., #slack, what’sapp, google hangouts) No plans at this time	HR ‘plugins’ to apps the workforce already uses to communicate and get work done (e.g., #slack, what’sapp, google hangouts) Do not know
Integration with external social networks for employee profile management	Integration with external social networks for employee profile management Yes, we have implemented	Integration with external social networks for employee profile management Expect to implement by 2020	Integration with external social networks for employee profile management No plans at this time	Integration with external social networks for employee profile management Do not know
Integration with external social networks for contractor / contingent worker management	Integration with external social networks for contractor / contingent worker management Yes, we have implemented	Integration with external social networks for contractor / contingent worker management Expect to implement by 2020	Integration with external social networks for contractor / contingent worker management No plans at this time	Integration with external social networks for contractor / contingent worker management Do not know
Automated live chat to mimic human judgement (e.g., for help on basic questions)	Automated live chat to mimic human judgement (e.g., for help on basic questions) Yes, we have implemented	Automated live chat to mimic human judgement (e.g., for help on basic questions) Expect to implement by 2020	Automated live chat to mimic human judgement (e.g., for help on basic questions) No plans at this time	Automated live chat to mimic human judgement (e.g., for help on basic questions) Do not know
Text recognition to mimic human judgement (e.g., for help on basic questions)	Text recognition to mimic human judgement (e.g., for help on basic questions) Yes, we have implemented	Text recognition to mimic human judgement (e.g., for help on basic questions) Expect to implement by 2020	Text recognition to mimic human judgement (e.g., for help on basic questions) No plans at this time	Text recognition to mimic human judgement (e.g., for help on basic questions) Do not know
Voice recognition to mimic human judgement (e.g., for help on basic questions)	Voice recognition to mimic human judgement (e.g., for help on basic questions) Yes, we have implemented	Voice recognition to mimic human judgement (e.g., for help on basic questions) Expect to implement by 2020	Voice recognition to mimic human judgement (e.g., for help on basic questions) No plans at this time	Voice recognition to mimic human judgement (e.g., for help on basic questions) Do not know
Use of robotic process automation (RPA) to automate routine tasks (e.g., scheduling interviews, calculation of 1-time payments)	Use of robotic process automation (RPA) to automate routine tasks (e.g., scheduling interviews, calculation of 1-time payments) Yes, we have implemented	Use of robotic process automation (RPA) to automate routine tasks (e.g., scheduling interviews, calculation of 1-time payments) Expect to implement by 2020	Use of robotic process automation (RPA) to automate routine tasks (e.g., scheduling interviews, calculation of 1-time payments) No plans at this time	Use of robotic process automation (RPA) to automate routine tasks (e.g., scheduling interviews, calculation of 1-time payments) Do not know

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* 16. CONTENT DIGITIZATION
Today, to what extent do you agree with the following statement?

	Strongly Disagree	Somewhat Disagree	Somewhat Agree	Completely Agree	Do not know
In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice.	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Strongly Disagree	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Somewhat Disagree	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Somewhat Agree	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Completely Agree	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Do not know

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* 17. CONTENT DIGITIZATION
To what extent do you anticipate agreeing in 2020?

	Strongly Disagree	Somewhat Disagree	Somewhat Agree	Completely Agree	Do not know
In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice.	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Strongly Disagree	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Somewhat Disagree	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Somewhat Agree	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Completely Agree	In general our HR knowledge (e.g., policies, forms, courses) are optimized for a digital environment - meaning our content are relevant, well tagged and can easily be consumed by everyone in our workforce using the device of their choice. Do not know

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* 18. DATA MANAGEMENT
Does your HR function have the following data management practices in place?

	Yes	No	Do not know
Data standards and data management policies.	Data standards and data management policies. Yes	Data standards and data management policies. No	Data standards and data management policies. Do not know
Processes to ensure adherence to standards and data management policies so that data is managed consistently.	Processes to ensure adherence to standards and data management policies so that data is managed consistently. Yes	Processes to ensure adherence to standards and data management policies so that data is managed consistently. No	Processes to ensure adherence to standards and data management policies so that data is managed consistently. Do not know
Single point of entry for employee information (i.e., a single source for every piece of data).	Single point of entry for employee information (i.e., a single source for every piece of data). Yes	Single point of entry for employee information (i.e., a single source for every piece of data). No	Single point of entry for employee information (i.e., a single source for every piece of data). Do not know
Measures to ensure data is entered correctly (e.g., right format, validation of critical fields)	Measures to ensure data is entered correctly (e.g., right format, validation of critical fields) Yes	Measures to ensure data is entered correctly (e.g., right format, validation of critical fields) No	Measures to ensure data is entered correctly (e.g., right format, validation of critical fields) Do not know

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* 19. MEASUREMENT
Today, to what extent do you agree with the following:

	Strongly Disagree	Somewhat Disagree	Somewhat Agree	Completely Agree	Do not know
Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.)	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Strongly Disagree	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Somewhat Disagree	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Somewhat Agree	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Completely Agree	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Do not know
Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed)	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Strongly Disagree	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Somewhat Disagree	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Somewhat Agree	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Completely Agree	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Do not know
Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover)	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Strongly Disagree	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Somewhat Disagree	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Somewhat Agree	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Completely Agree	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Do not know

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* 20. MEASUREMENT
To what extent do you think you’ll agree with them in 2020?

	Strongly Disagree	Somewhat Disagree	Somewhat Agree	Completely Agree	Do not know
Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.)	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Strongly Disagree	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Somewhat Disagree	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Somewhat Agree	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Completely Agree	Data analytics are central to how the HR organization delivers value, using the latest technologies and techniques (e.g., big data, data mining, machine learning, AI, etc.) Do not know
Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed)	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Strongly Disagree	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Somewhat Disagree	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Somewhat Agree	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Completely Agree	Our HR function tracks HR operational metrics (e.g., time-to-fill, first-call resolution times, # of time off requests processed) Do not know
Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover)	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Strongly Disagree	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Somewhat Disagree	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Somewhat Agree	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Completely Agree	Our HR function tracks talent management effectiveness metrics (e.g., employee engagement, internal mobility, regrettable turnover) Do not know

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* 1. ABOUT MEWhich of the following best describes your role as a stakeholder within your organization as related to HR solutions? (please select one)

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* 2. Please provide the name of the organization for which you work.

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* 3. Please provide your work email address.

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* 4. Which of the following best describes your job title? Please select one.

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* 5. In what industry does your organization primarily operate?

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* 7. STRATEGY ORIENTATIONDigital HR Defined: Which do you think will best describe it in 2020?

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* 8. INNOVATION AGENDAHow clear is your HR organization’s current innovation agenda?

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* 9. ORGANIZATIONAL AGILITYTo what extent do you agree with the following statement:Our HR organization is adaptable. We’re good at introducing or modifying methods, products, and services in response to the needs and expectations of the workforce.

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* 10. Which of the following organizational practices does your organization employ today, to achieve agility demanded by the pace of change in the digital world?

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* 11. DIGITAL SKILL SETSToday, to what extent does your HR organization have the following skill sets generally considered important in the digital era?

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* 12. HR'S ROLE IN DIGITAL DEPLOYMENT & MANAGEMENTIndicate below HR’s role in deploying and managing digital HR capabilities

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* 13. TECHNOLOGY AGILITYTo what extent do you agree with the following today?

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* 14. TECHNOLOGY AGILITYTo what extent do you think you’ll agree with them in 2020?

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* 15. DIGITAL TECHNOLOGY CAPABILITIES Today, have you implemented the following?

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* 16. CONTENT DIGITIZATIONToday, to what extent do you agree with the following statement?

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* 17. CONTENT DIGITIZATIONTo what extent do you anticipate agreeing in 2020?

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* 18. DATA MANAGEMENTDoes your HR function have the following data management practices in place?

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* 19. MEASUREMENTToday, to what extent do you agree with the following:

Question Title

* 20. MEASUREMENTTo what extent do you think you’ll agree with them in 2020?

* 1. ABOUT ME
Which of the following best describes your role as a stakeholder within your organization as related to HR solutions? (please select one)

* 7. STRATEGY ORIENTATION
Digital HR Defined:
Which do you think will best describe it in 2020?

* 8. INNOVATION AGENDA
How clear is your HR organization’s current innovation agenda?

* 9. ORGANIZATIONAL AGILITY
To what extent do you agree with the following statement:

Our HR organization is adaptable. We’re good at introducing or modifying methods, products, and services in response to the needs and expectations of the workforce.

* 11. DIGITAL SKILL SETS
Today, to what extent does your HR organization have the following skill sets generally considered important in the digital era?

* 12. HR'S ROLE IN DIGITAL DEPLOYMENT & MANAGEMENT
Indicate below HR’s role in deploying and managing digital HR capabilities

* 13. TECHNOLOGY AGILITY
To what extent do you agree with the following today?

* 14. TECHNOLOGY AGILITY
To what extent do you think you’ll agree with them in 2020?

* 15. DIGITAL TECHNOLOGY CAPABILITIES
Today, have you implemented the following?

* 16. CONTENT DIGITIZATION
Today, to what extent do you agree with the following statement?

* 17. CONTENT DIGITIZATION
To what extent do you anticipate agreeing in 2020?

* 18. DATA MANAGEMENT
Does your HR function have the following data management practices in place?

* 19. MEASUREMENT
Today, to what extent do you agree with the following:

* 20. MEASUREMENT
To what extent do you think you’ll agree with them in 2020?