Brief introduction to Hay Group

2012 Hay Group. All rights reserved

Hay Group Helping Organizations Work

ABOUT HAY GROUP OUR SCALE AND SCOPE

Established in International 1943 in presence Philadelphia 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

2012 Hay Group. All rights reserved

Our global reach

88
Offices in 47 countries
2012 Hay Group. All rights reserved

2600
Employees worldwide

10000
International clients

$450m
Turnover
3

Overview of survey practice

ABOUT HAY GROUP INSIGHT OUR DEDICATED EMPLOYEE RESARCH SURVEY PRACTICE

Hay Group Insight Hay Groups 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 worlds 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

2012 Hay Group. All rights reserved

How we organize our business

Our purpose

Helping organizations work

Building effective organizations
BEO solutions

Our practice clusters

Our service lines

Leadership and talent

Leadership transformation

Reward services
Executive rewards Job evaluation Reward Information Services Reward strategies

Capability assessment Performance management Talent management

Hay Group Insight: employee and customer surveys

2012 Hay Group. All rights reserved

Hay Group online diagnostics

Our strengths

Deep expertise; Core Hay group methodologies and toolkits Hay Groups strategy decode and operating model review methodology Pioneers of Job Analysis and Job evaluation (Hay point system)
Business Units/Function: JOB TITLE: INCUMBENT NAME ORGANISATION CHART
Director Distribution & Marketing

Founders of competencies

Head Marketing

Job Title

Know how

Problem Solving

Accountability

Total Score

Business Head
Head Marketing National Sales Manager

F+
Head Product Head Chanel Development

III

608

50

304

3+

460

1372

Head Agency

Manager Public Relations

Manager Brand & Communication

Plant Manager

II

400

43

175

264

839

Brand & Communication Executive Regional Accountant

E+

II

304

3+

38

115

E-

132

551

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 Shift in Charge E in alignment I+ Ensures that ABC Production Company is the top most Develops brand architecture brand amongst the top insurance players in with product management inclusive of: India o defining brand vision, segmentation of product w.r.t market opportunity o develop brand / PR strategy for the brand Helps position products competitively Shift Engineer EI+ through consumer research Drives brand and corporate image through Identifies opportunities to enhance brand Public Relations equity and affinity through unpaid advertising. Aims at building and improving brand/product image and for functional PR Manages media relations appropriately and Regional Sales Executive D+ IIbuild image using other creative ideas Drives brand saliency by leveraging products Identifies compelling consumer insights for and brand developing brand communication and maintain brand affinity through appropriate research activities Identifies innovative marketing support ideas Develops marketing strategies Executive, Bagging D+from an I to enable distribution targets to be met acquisition perspective Provides segmentation based marketing support Develops and motivates team Coaches, trains and develops team members to enhance their skill levels to take on independent decisions

KEY ACCOUNTABILITIES:

264

D+

33

87

132

483

230

D+

33

76

2+

115

421

200

3+

33

66

C+

100

366

175

29

50

66

291

Reward and performance management

Link with outstanding performance

Specialists in organisation design

Integrated approach to organisation effectiveness

HayGroups McClelland Research Center

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Our clients in India (1/2)

2012 Hay Group. All rights reserved

Our clients in India (2/2)

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Some of our clients globally

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Our HR Solutions
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3 Recurring HR Processes / 8 Different Tools

Pay Zone Talent Alan Effectiveness 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

Pay Zone

Engage and Enable your Employees Employee Effectiveness

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Tools for the Employee Life-Cycle

ATTRACTING TALENT
Employee Effectiveness Pay

Employee Effectiveness Growth Factor Inventory Leadership Styles TalentQ Organizational Climate Emotional Intelligence

DEVELOPMENT / COACHING

SELECTING
TalentQ

PLANNING / EMPOWERMENT
TalentQ Growth Factor Inventory Employee Effectiveness

ENGAGEMENT & ENABLEMENT

Employee effectiveness

REWARD
Pay

PLACEMENT
Pay

PROMOTING / REDEPLOYMENT
TalentQ Leadership Styles Organizational Climate

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Leadership, Talent and Effectiveness

Over

60

552,000 managers
years of experience
McClelland Center for Research and Innovation

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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 organizations results by %30!

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Talent Q
Did You Know?
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.

Cost of replacement of an employee is up to 12 salaries!

Recruitment

Development

Team Building

Potential

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

Dimensions

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Talent Q
Did you know?

Cost of replacement of an employee is up to 12 salaries!

Dimensions
Personality Assessment
Dimensions inventory can be used for a wide range of talent management tasks including recruitment, development, team building, coaching, person-role matching.

Elements
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.

2012 Hay Group. All rights reserved

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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.

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.

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
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2012 Hay Group. All rights reserved

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.

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

GFI
Understanding Others: Accurate understanding of other peoples thoughts and feelings Personal Maturity: The ability to take feedback and see difficulties as a chance to grow

2012 Hay Group. All rights reserved

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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.

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.
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2012 Hay Group. All rights reserved

Emotional Intelligence (ESCI)

Did you know?
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

Selfmanageme nt
ACTIONS

AWARENESS

A superior performer delivers 3 times more value than an average (not poor) performer, in any role, in any sector.

SELF

OTHERS

Self Social Relationshi Awareness Awareness

p manageme nt Positive impact on others

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Self Relationship Management Management

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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 organizations results by %30!

Styles

Climate

Performance

50-70% influence

30% influence

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

2012 Hay Group. All rights reserved

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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 organizations results by %30!

Leadership Styles
Coercive Authoritative Affiliative Democratic Pacesetting Coaching

Organizational Climate
Flexibility Responsibility Standards Rewards Clarity Team Commitment

2012 Hay Group. All rights reserved

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Employee Effectiveness
Did you know?

Employee performance
Increase above performance expectations

10%
High engagement + high enablement High engagement only

50%
-54% 89% X 4,5

Employee retention
Reduction in turnover rates 20% of your most engaged employees are frustrated!

-40% 71% X 2,5

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.

2012 Hay Group. All rights reserved

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Employee Effectiveness
Did you know?

20% of your most engaged employees are frustrated!

Clear / promising direction Confidence in leaders Quality and customer focus Respect and recognition Development opportunities Pay and benefits

Results

Engagement Commitment Discretionary effort

Enhance individual performance / productivity Drive business performance

Drivers

Employee Effectiveness

Attract and retain talent

Performance management Authority and empowerment Resources Training Collaboration Work, structure, and process

Enablement Optimized roles Supportive environment

Improve quality of services, customer satisfaction Enhance corporate value in marketplace Establish innovative, competitive organization

2012 Hay Group. All rights reserved

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We help organizations work

2012 Hay Group. All Rights Reserved

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