Weitere ähnliche Inhalte
Ähnlich wie Forum bole 20120802_nidthia_c (20)
Forum bole 20120802_nidthia_c
- 3. The facts and figures
84 2600 8000 $450m
Offices in 48 countries Employees worldwide International clients Turnover
© 2012 Hay Group. All rights reserved 3
- 5. We use that connection
to transform business
strategies into
organizational solutions.
- 6. We are passionate about
people and solutions
and we pride ourselves
on identifying issues and
challenges that others
don’t.
- 7. How we organize our business
Our purpose Helping organizations work
Our practice Building effective Leadership and
Reward services
clusters organizations talent
Our service BEO solutions Leadership Executive
lines transformation rewards
Job
evaluation
Hay Group online
Capability
assessment Reward Information
diagnostics
Performance
Services
management
Talent Reward
management strategies
Hay Group Insight: employee and customer surveys
© 2012 Hay Group. All rights reserved 7
- 10. Facts and figures
More than 1,400 respondents from 80 countries
46%
operate in
more than
5 countries
61% regional or
global role
more than
55% 1,000
employees
revenues of
71% more than
£100million
© 2012 Hay Group. All rights reserved 10
- 11. Key themes it explored...
01 02 03
What does next
How has To what extent generation HR look
the business has the role like and how do we
world changed? of HR changed? get there?
© 2012 Hay Group. All rights reserved 11
- 12. How has the business environment
changed in the last 5 years?
More austere than 5 More growth than 5 No different to 5
Region years ago years ago years ago
Global 35% 57% 8%
Africa 18% 65% 18%
Asia 13% 77% 10%
Europe 51% 43% 6%
North America 39% 51% 10%
Pacific 37% 51% 12%
Latin America 19% 77% 4%
© 2012 Hay Group. All rights reserved 12
- 13. Asia: The business environment that
organizations are operating in is…
13%
10% More dynamic/experiencing more
More austere/stagnant than 5
growth than five years ago
years ago
Moredifferent / experiencing more
No dynamic to five years ago
growth than 5 years ago
No different to 5 years ago than five
More austere/stagnant
years ago
77%
© 2012 Hay Group. All rights reserved 13
- 14. What impact have economic conditions
had on business performance?
Performance is Performance is Performance is
Region on target below target above target N/A
Global 51% 31% 13% 4%
Africa 24% 29% 18% 29%
Asia 42% 33% 20% 5%
Europe 49% 34% 14% 3%
North America 55% 28% 13% 4%
Pacific 51% 44% 2% 2%
Latin America 61% 27% 9% 3%
© 2012 Hay Group. All rights reserved 14
- 15. Asia: Performance expectations
5%
20% Business performance is on
target this year
Business performance is on target this year
42%
Business performance is
Business performance is below target this
below target this year
year
Business performance is above target this
Business performance is
year
above
N/A target this year
N/A
33%
© 2012 Hay Group. All rights reserved 15
- 16. Testing times
Austerity vs. growth
01 02 03 04
International Technological
Exploiting Customer borders are innovation has
growth expectations coming down become an
opportunities have increased and global essential
and improving and must be competition has competitive
efficiencies met intensified requirement
The rules of business have changed…
© 2012 Hay Group. All rights reserved 16
- 18. A shift from structures to talent
70%
60%
50%
40%
30%
20%
10%
0%
Talent Succession Performance Roles and Pay and Organization
management plans management grading reward model /
programs programs structure
We plan to make significant changes over the next 5 years
There have been significant changes in the last 5 years
© 2012 Hay Group. All rights reserved 18
- 19. Top 5 priorities
Past five years Now Next five years
Improving employee
Complying with HR legislation Developing future leaders
engagement
Enhancing individual and team Ensuring greater return on
Reducing employee turnover
performance investment through people
Increasing productivity and Increasing productivity and
Attracting talent
‘doing more with less’ ‘doing more with less’
Reducing people-related costs Attracting talent Efficient workforce planning
Enhancing performance /
Creating more effective
Creating more effective
performance management Developing future leaders
performance management
programs
programs
© 2012 Hay Group. All rights reserved 19
- 20. A new way of working
01 02 03
The business If an organization is The importance of
landscape is to perform at its human capital
complex, it’s best – it is crucial to issues has put HR
unpredictable and unlock the power of firmly in the
it’s challenging its people spotlight…
© 2012 Hay Group. All rights reserved 20
- 22. Indonesia is next…
6
Efficiency-driven
Innovation-driven
Factor-driven
5.9 Stages of Economic Development
5.8
5.7
Global Competitive Index
5.6
SWEDEN
5.5 SINGAPORE
G'MANY US
5.4
JAPAN FINLAND
NETHERLAND
5.3 CANADA
Transition Stage
Transition Stage
UK
5.2
AUSTRALIA
FRANCE
5.1
BELGIUM
5
KOREA REP NZ
4.9 MALAYSIA
CHINA
4.8 Indonesia 2025
IRELAND
4.7 CHILE ICELAND
4.6 ESTONIA
KUWAIT
4.5 THAI
UAE
4.4
Indonesia 2010
INDIA
4.3 BRAZIL
VIETNAM
4.2
4.1
4
0 5 10 15 20 25 30 35 40 45 50 55
GDP per capita (USD’000)
© 2012 Hay Group. All rights reserved Source: Global Competitiveness Report 2010 22
- 23. Innovation-based economy
Knowledge worker Appropriate knowledge
and technology
01
Entrepreneurship R&D
02
© 2012 Hay Group. All rights reserved
03 04
23
- 25. If a business is to perform
at its best then it’s critical
to have the right people,
in the right roles, doing
the right work
- 26. Are Indonesians ready?
Employee Engagement
LOW HIGH
Detached Effective
Employee Enablement
HIGH
North America = 11% North America = 50%
South-east Asia = 16% South-east Asia = 52%
North-east Asia = 18% North-east Asia = 41%
Ineffective Frustrated
LOW
North America = 25% North America = 14%
South-east Asia = 25% South-east Asia = 8%
North-east Asia = 31% North-east Asia = 10%
© 2012 Hay Group. All rights reserved 26
- 27. Why employees leave you?
% of % of % of
Baby Boomers response Generation X response Generation Y response
Limited growth
External inequity of
Lack of recognition 48% 59% opportunities in 65%
compensation
the organisation
Limited growth
Direct supervisor's External inequity of
42% opportunities in 59% 62%
management style compensation
the organisation
Lack of career
Performance
39% Lack of recognition 55% development 57%
assessments
program
Lack of career
Business instability 36% development 51% Lack of recognition 49%
program
External & Internal
Direct supervisor's Direct supevisor's
inequity of 35% 41% 43%
management style management style
compensation
© 2012 Hay Group. All rights reserved 27
- 28. Why employees join you?
% of % of % of
Baby Boomers Generation X Generation Y
response response response
Company reputation 77% Competitive pay 79% Competitive pay 84%
Opportunity to Opportunity to
Long term incentive 69% 56% 61%
learn new skills learn new skills
Company's International
Competitive pay 63% 56% 55%
reputation assignments
Leadership
61% Work life balance 48% Employer branding 51%
accessibility
Leadership
Employer branding 45% 47% Work life balance 43%
accessibility
© 2012 Hay Group. All rights reserved 28
- 29. How they stack up? (US=base)
© 2012 Hay Group. All rights reserved Source: Hay Group PayNet 200929
- 30. Premium of Management vs Clerical
(Base = Clerical)
© 2012 Hay Group. All rights reserved Source: Hay Group PayNet2009
30
- 31. Big pay differentials across job grades
USD
China Singapore Indonesia
250,000
225,000
200,000
175,000 Two steps increase in
150,000 Singapore is 46%
125,000
Two steps increase
100,000 in China is 85%
75,000
50,000
Two steps increase
25,000
in Indonesia is 75%
-
11 12 13 14 15 16 17 18 19 20 21 22 23
Hay Group Reference Level
© 2012 Hay Group. All rights reserved Source: Hay Group PayNet, 2010 31
- 32. How soon they leave? (average)
© 2012 Hay Group. All rights reserved 32
Source: Hay Group PayNet, 2010
- 33. What motivates your employees?
% of % of % of
Baby Boomers Generation X Generation Y
response response response
Development
Benefits provided 59% 58% Cash reward 77%
opportunities
Ability to make Development
54% Benefits provided 58% 64%
decisions opportunities
Respect from
Management
senior leadership 51% Cash reward 54% 56%
style
team
Respect from
Company culture 47% senior leadership 54% Flexibility 53%
team
Recognition and Ability to make Recognition and
38% 47% 43%
appreciation decisions appreciation
© 2012 Hay Group. All rights reserved 33