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1 © 2012 Hay Group. All rights reserved
Brief introduction to Hay Group
2 © 2012 Hay Group. All rights reserved
Hay Group – Helping Organizations Work
ABOUT HAY GROUP – OUR SCALE AND SCOPE
Established in
1943 in
Philadelphia
International
presence
88 offices 47
countries
Approximately
2,600
employees
worldwide
Over
10,000 clients
worldwide,
working with
more than half
of the
Fortune 500
Invests
around US$9m
per annum in
research and
development
3 © 2012 Hay Group. All rights reserved
Our global reach
88 Offices in 47 countries
2600 Employees worldwide
10000 International clients
$450m Turnover
4 © 2012 Hay Group. All rights reserved
Overview of survey practice
ABOUT HAY GROUP INSIGHT – OUR DEDICATED EMPLOYEE RESARCH SURVEY PRACTICE
Hay Group Insight – Hay Group’s employee survey division – has been a global leader in
employee opinion research since 1975. Over the last thirty five years we have assisted over 4,000
organizations. We survey millions of respondents each year, creating one of the world’s largest
databases of employee opinion.
Researched and
validated survey
tools to measure
entire employee
life-cycle
Secure web-based
survey
administration
tools in multiple
languages
Rapid results and
powerful reporting
tools for senior
executives and line
managers
Comprehensive
database of
employee opinion
norms covering
over 20 major
industry groups
and 40 countries
Action planning
tools and support
– from facilitated
training
workshops to best
practice manger
resources
5 © 2012 Hay Group. All rights reserved
How we organize our business
Building effective
organizations
Leadership and
talent Reward services
Leadership
transformation
Capability
assessment
Talent
management H
ay G
rou
p o
nli
ne
dia
gn
os
tics
Executive
rewards
Job
evaluation
Reward Information
Services
Reward
strategies
Hay Group Insight: employee and customer surveys
Performance
management
BEO solutions
Helping organizations work Our purpose
Our practice
clusters
Our service
lines
6 © 2012 Hay Group. All rights reserved
Deep expertise; Core Hay group methodologies and toolkits
Business Units/Function:
JOB TITLE:
Head Marketing
INCUMBENT NAME
ORGANISATION
CHART
MAIN PURPOSE OF
JOB:
To help product, recruitment and distribution functions achieve business objectives by conceiving
and implementing appropriate brand /marketing strategy and communication complimented by
sustained PR efforts to grow ABC Company into a formidable brand.
END RESULTS KEY ACTIVITIES
Ensures that ABC Company is the top most
brand amongst the top insurance players in
India
Develops brand architecture in alignment
with product management inclusive of:
o defining brand vision, segmentation of
product w.r.t market opportunity
o develop brand / PR strategy for the
brand
Helps position products competitively
through consumer research
Drives brand and corporate image through
Public Relations
Identifies opportunities to enhance brand
equity and affinity through ‘unpaid
advertising’. Aims at building and improving
brand/product image and for functional PR
Manages media relations appropriately and
build image using other creative ideas
Drives brand saliency by leveraging products
and brand
Identifies compelling consumer insights for
developing brand communication and
maintain brand affinity through appropriate
research activities
Identifies innovative marketing support ideas
to enable distribution targets to be met
Develops marketing strategies from an
acquisition perspective
Provides segmentation based marketing
support
KEY
ACCOUNTABILITIES:
Develops and motivates team Coaches, trains and develops team members
to enhance their skill levels to take on
independent decisions
Director –
Distribution &
Marketing
Head
Marketing
National Sales
Manager
Head Agency
Manager
Public Relations
Manager
Brand &
Communication
Brand &
Communication
Executive
Head Product Head Chanel
Development
29166P1C50293D1752ID+Executive, Bagging
366100P2C+66333+D2002II-D+Regional Sales Executive
421115S2+D76333D+2303I+E-Shift Engineer
483132S3D87333D+2643I+EProduction Shift in Charge
551132C3E-115383+E3042IIE+Regional Accountant
839264P3E175434E4003IIFPlant Manager
1372460P3+F304504F6083IIIF+Business Head
Total
ScoreAccountabilityProblem SolvingKnow howJob Title
29166P1C50293D1752ID+Executive, Bagging
366100P2C+66333+D2002II-D+Regional Sales Executive
421115S2+D76333D+2303I+E-Shift Engineer
483132S3D87333D+2643I+EProduction Shift in Charge
551132C3E-115383+E3042IIE+Regional Accountant
839264P3E175434E4003IIFPlant Manager
1372460P3+F304504F6083IIIF+Business Head
Total
ScoreAccountabilityProblem SolvingKnow howJob Title
Hay Group’s strategy decode and operating model review methodology
Pioneers of Job Analysis and Job evaluation (Hay point system)
Reward and performance management
Founders of competencies
Link with outstanding performance
Integrated approach to organisation
effectiveness
HayGroup’s McClelland Research
Center Specialists in organisation design
Our strengths
7 © 2012 Hay Group. All rights reserved
Our clients in India (1/2)
8 © 2012 Hay Group. All rights reserved
Our clients in India (2/2)
9 © 2012 Hay Group. All rights reserved
Some of our clients globally
10 © 2012 Hay Group. All rights reserved
Our HR Solutions
11 © 2012 Hay Group. All rights reserved
3 Recurring HR Processes / 8 Different Tools
Talent Alanı Effectiveness Zone
Pay Zone
Pay Zone
Paying the right amount
Hay Group PayNet
Reward Pinpoint
Reward Snapshot
Talent Zone
Selecting and developing talented
employees
Emotional Intelligence
Talent Q
Growth Factors Inventory
Leadership Styles and
Organizational Climate
Effectiveness Zone
Engage and Enable your Employees
Employee Effectiveness
12 © 2012 Hay Group. All rights reserved
ATTRACTING
TALENT
SELECTING
PLACEMENT
DEVELOPMENT /
COACHING
PROMOTING /
REDEPLOYMENT
ENGAGEMENT &
ENABLEMENT
REWARD PLANNING /
EMPOWERMENT
• Employee Effectiveness
• Pay
• TalentQ
• Pay
• TalentQ
• Growth Factor Inventory
• Employee Effectiveness
• Pay
• TalentQ
• Leadership Styles
• Organizational Climate
• Employee effectiveness
• Employee Effectiveness
• Growth Factor Inventory
• Leadership Styles
• TalentQ
• Organizational Climate
• Emotional Intelligence
Tools for the Employee Life-Cycle
13 © 2012 Hay Group. All rights reserved
Leadership, Talent and Effectiveness
McClelland Center
for Research and
Innovation
Over 60 years of experience
552,000 managers
14 © 2012 Hay Group. All rights reserved
Did You Know?
A superior performer
delivers 3 times more value
than an average (not poor)
performer, in any role, in any
sector.
Cost of replacement of an
employee is up to 12
salaries!
20% of your most engaged
employees are frustrated!
According to researchs,
there are clear factors that
have a high predictability
(up to 90%) of determining
how to measure potential.
Researchs show that leadership
styles can affect climate by up to
70% and organizational climate
may affect the organization’s
results by %30!
15 © 2012 Hay Group. All rights reserved
Did You Know?
Cost of
replacement of
an employee is
up to 12
salaries!
Characteristics
• A Pioneer In The Field: Roger Holsdworth
• Online Application
• Versatility
• CAT: Computer Adaptive Test
Why Talent Q?
• Provides input not only for recruitment process but also training and career development processes
• Provides time and cost advantages
• Person – Role Match.
Trait Profile
Sales Profile
Interview Guide
Trait Profile
Sub-Trait Profile
Type Profile
Sales Profile
Derailment
Report
Type Profile
Team Profile
Trait Profile
Derailment
Report
Team Building Potential Development Recruitment
Dimensions
Talent Q
16 © 2012 Hay Group. All rights reserved
Dimensions Elements
Personality Assessment
Dimensions inventory can be used for a
wide range of talent management tasks
including recruitment, development,
team building, coaching, person-role
matching.
Talent Test
Comprises of three ability tests
measuring verbal, numerical and logical
reasoning.
This can be used effectively for every
level and function in every sector.
Dynamically adapts to ability of the
person who is answering the test.
Talent Q
Did you know?
Cost of
replacement of
an employee is
up to 12
salaries!
17 © 2012 Hay Group. All rights reserved
Characteristics
• Online Application
• 360° Feedback
• 36 Questions - 4 Competencies
• 15 Minutes
Why GFI?
• Determination of hidden talents
• Selection of employees you would prefer to invest in
• Reducing the number of wrong decisions
Performance is not potential!
The GFI is based on the premise that star performance
in one role does not necessarily translate to others.
Current performance is often job specific and it is deeper, more personal qualities that provide the foundation for
people to adapt and grow to take on more challenging roles.
Growth Factor Inventory (GFI)
Did you know?
According to
researchs,
there are clear
factors that
have a high
predictability
(up to 90%) of
determining
how to measure
potential.
18 © 2012 Hay Group. All rights reserved
Eagerness to Learn:
The willingness to take a risk in learning something
new
Breadth of Perspective:
The ability to take a wider perspective and bring in additional points of view
Understanding Others:
Accurate understanding of other people’s thoughts
and feelings
Personal Maturity:
The ability to take feedback and see difficulties as a
chance to grow
GFI
Growth Factor Inventory (GFI)
Did you know?
According to
researchs,
there are clear
factors that
have a high
predictability
(up to 90%) of
determining
how to measure
potential.
19 © 2012 Hay Group. All rights reserved
Hay Group research shows that emotional intelligence is twice
as important as cognitive abilities in predicting superior
performance and accounts for more than 80 percent of
superior performance in top leaders.
Emotional Intelligence (ESCI)
Did you know?
A superior
performer
delivers 3 times
more value
than an average
(not poor)
performer, in
any role, in any
sector.
20 © 2012 Hay Group. All rights reserved
Characteristics
• Dr. Goleman & Dr. Boyatzis
• 30-years of research
• 360° feedback, 12 competencies
Why ESCI?
• More reliable than IQ in distinguishing exceptional employees
• 80% of the difference between superior and average performance is the EI
Positive
impact on
others
Self-
manageme
nt
Relationshi
p
manageme
nt
OTHERS SELF
Self
Awareness
Social
Awareness
Self
Management Relationship
Management
AW
AR
EN
ES
S
AC
TIO
NS
Emotional Intelligence (ESCI)
Did you know?
A superior
performer
delivers 3 times
more value
than an average
(not poor)
performer, in
any role, in any
sector.
21 © 2012 Hay Group. All rights reserved
50-70% influence 30% influence
Climate Styles Performance
Characteristics
• Joint work of McClelland, Harvard
• 40-year research process
• 180° feedback
• 500.000 leaders from 5.000 organizations
• 6 leadership styles, 6 organizational climate dimensions
Why ILS & OCS?
• 3 out of 4 leaders do not know which styles they are using
• Increases effectiveness of leadership
• Allows leaders to understand their impact on employee effectiveness
Leadership Styles and Organizational Climate
Did you know?
Researchs
show that
leadership
styles can
affect climate
by up to 70%
and
organizational
climate may
affect the
organization’s
results by %30!
22 © 2012 Hay Group. All rights reserved
Organizational Climate
Flexibility Responsibility Standards Rewards Clarity Team
Commitment
Leadership Styles
Coercive Authoritative Affiliative Democratic Pacesetting Coaching
Leadership Styles and Climate
Did you know?
Researchs
show that
leadership
styles can
affect climate
by up to 70%
and
organizational
climate may
affect the
organization’s
results by %30!
23 © 2012 Hay Group. All rights reserved
Hig
h
en
ga
ge
ment o
nly
Hig
h e
nga
ge
me
nt
+ h
igh
en
ab
lem
en
t
Employee performance Increase above performance expectations
50%
-54%
89%
X 4,5
10%
-40%
71%
X 2,5
Employee retention Reduction in turnover rates
Customer satisfaction Customer satisfaction rates
Financial success 5-year Revenue Growth
Characteristics
•Measuring engagement and enablement
•Based on over 35 years of research
•400 organizations, 4,5 milion data
•Offers global database benchmark comparisons
•49 questions, 14 dimensions
Why Employee Effectiveness?
•Increase retention rates
•Shows how to improve employee effectivenes throughout the organization
•Identify barriers to individual performance.
Employee Effectiveness
Did you know?
20% of your
most engaged
employees are
frustrated!
24 © 2012 Hay Group. All rights reserved
• Clear / promising direction
• Confidence in leaders
• Quality and customer focus
• Respect and recognition
• Development opportunities
• Pay and benefits
• Performance management
• Authority and empowerment
• Resources
• Training
• Collaboration
• Work, structure, and process
Drivers
Results
Engagement
• Commitment
• Discretionary
effort
Enablement
• Optimized roles
• Supportive
environment
Employee
Effectiveness
Enhance individual
performance / productivity
Drive business
performance
Enhance corporate value
in marketplace
Establish innovative,
competitive organization
Attract and retain talent
Improve quality of
services, customer
satisfaction
Employee Effectiveness
Did you know?
20% of your
most engaged
employees are
frustrated!
25 © 2012 Hay Group. All Rights Reserved
We help organizations work
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