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