Hay Group - Offerings
Hay Group - Offerings
Hay Group - Offerings
Over 10,000 clients worldwide, working with more than half of the Fortune 500
88
Offices in 47 countries
2012 Hay Group. All rights reserved
2600
Employees worldwide
10000
International clients
$450m
Turnover
3
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
Our purpose
Reward services
Executive rewards Job evaluation Reward Information Services Reward strategies
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
Plant Manager
II
400
43
175
264
839
E+
II
304
3+
38
115
E-
132
551
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
Our HR Solutions
2012 Hay Group. All rights reserved
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Selecting and developing talented employees Emotional Intelligence Talent Q Growth Factors Inventory Leadership Styles and Organizational Climate
Effectiveness Zone
Pay Zone
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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
REWARD
Pay
PLACEMENT
Pay
PROMOTING / REDEPLOYMENT
TalentQ Leadership Styles Organizational Climate
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Over
60
552,000 managers
years of experience
McClelland Center for Research and Innovation
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A superior performer delivers 3 times more value than an average (not poor) performer, in any role, in any sector.
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.
Recruitment
Development
Team Building
Potential
Trait Profile Sub-Trait Profile Type Profile Sales Profile Derailment Report
Dimensions
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Talent Q
Did you know?
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.
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According to researchs, there are clear factors that have a high predictability (up to 90%) of determining how to measure 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.
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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According to researchs, there are clear factors that have a high predictability (up to 90%) of determining how to measure potential.
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
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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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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
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
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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
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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!
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
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Employee Effectiveness
Did you know?
Clear / promising direction Confidence in leaders Quality and customer focus Respect and recognition Development opportunities Pay and benefits
Results
Drivers
Employee Effectiveness
Performance management Authority and empowerment Resources Training Collaboration Work, structure, and process
Improve quality of services, customer satisfaction Enhance corporate value in marketplace Establish innovative, competitive organization
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