Hay Group Services MELISSA BAUCO AND KATE SMILKO, HAY GROUP

Transcription

1 Hay Group Services OCTOBER 24, 2012 MELISSA BAUCO AND KATE SMILKO, HAY GROUP

2 01 Employee life cycle

3 Jobs to be done in employee life cycle Workforce planning Screening Climate review Benchmark job Assess engagement Training Reward benchmarking Identify potential Performance review Development 3

4 The Atrium Talent Zone select and develop your employees Effectiveness Zone engage and enable your employees Pay Zone pay the right amount 4

5 02 Talent

6 Talent Talent Q Growth Factor Inventory (GFI) Emotional and Social Intelligence Competency Inventory (ESCI) Inventory of Leadership Styles (ILS) Organizational Climate Survey (OCS) 6

7 Talent Q Talent Q Select the right people for the right role Talent Q streamlines your selection process and facilitates cost control. Assesses personality and aptitude Works across all territories and industry sectors Quick and accurate thanks to the latest adaptive technology Available in 40 languages Ensures you never miss hiring the best talent 7

8 Elements Talent Q Ability assessment Used for recruiting Helps narrow down the candidate pool Report available by candidate rank Compare candidates 8

9 Dimensions personality test Talent Q Uses 1. Recruiting Improving the accuracy of hiring decisions and increasing the speed and efficiency of the hiring process. 2. Identifying high potential Managing talent pipelines by objectively identifying those individuals with the highest potential. 3. Personal development, leadership development and coaching Providing powerful insights about an individual s personality, strengths and development needs, including measures of potential derailment. 4. Team building Providing individual and group-based data for newly created or developing teams illustrating the relative strengths and weaknesses of the team as a whole. Dimensions can be used across all functions, organizational levels and sectors. 9

10 Available reports Talent Q 1 Trait profile 2 Narrative report 3 Team profile 4 Behavioural type at work profile 5 Sales profile 6 Derailment report 7 Potential report 8 Role match profile 9 Interview guide 10

11 Growth Factors Growth Factors Identify your future stars A 360 online assessment tool designed to help you identify hidden talent and spot individuals with real leadership potential. Separates current performance from future potential Spots an individual talent early on in their career Thoroughly researched and benchmarked Easy to use and interpret 11

12 Predicting potential, particularly long term potential, is a high-stakes game. You are not just dealing in specifics such as previous performance record, you are deciding where to place the organization s bets in investing time and resources to develop future leaders. Signe Spencer, Ph.D Global Leader for Capability Assessment at Hay Group

13 Measuring potential Growth Factors The growth factor inventory (GFI) measures four qualities that define an individual s readiness to stretch beyond their current role: 1 Eagerness to learn: Willing to take a risk in learning something new 2 Breadth of perspective Taking a wider view on issues, bringing in additional points of view 3 Understanding others Accurate understanding of other people s thoughts and feelings 4 Personal maturity The ability to take feedback and difficulties as a chance to grow Development is a challenging task People need certain characteristics to undertake the challenge the same fundamental characteristics that leaders use to face complex and ever-changing business challenges. 13

14 Especially the newest people Growth Factors 14

15 Emotional and Social Intelligence Competency Inventory (ESCI) ESCI Develop emotionally intelligent employees The most effective way to develop emotionally and socially intelligent employees. Developed in partnership with Dr Richard Boyatzis and Dr Daniel Goleman Based on hundreds of studies in organizations worldwide 360 feedback to help individuals improve their effectiveness Assess the 12 key emotional and social competencies that distinguish outstanding leaders and identify the areas needing development Accreditation to help you coach your people for real behavior change 15

16 Question 1 ESCI At Work: You're in a meeting. It's obvious that nobody but you has bothered to prepare or complete any of the pre-work. You... a. Bring it to the facilitator's attention. you deserve some credit and recognition for being the only one who prepared. b. Suggest another way to cover the pre-work material. c. Share the work that you have prepared with the group. d. Watch everyone sweat when the leader asks questions about the assignments. Then save the day by answering all of them. 16

17 Question 2 ESCI At Home: Your significant other writes checks, but doesn't document them in your joint checkbook. You... a. Hide the checkbooks b. Get rid of the joint account c. Complain to someone else when you know that your significant other will overheard you d. Explain that you both run the risk of bouncing checks if this behavior continues 17

18 Question 3 ESCI In your travels: You've been waiting at a bus stop for 20 minutes. The bus finally appears, but keeps on moving, passing you by. It's obviously crammed with people. You... a. Phone work to tell them you'll be late, and wait for the next bus b. Complain to the other people waiting with you c. Loudly curse this overpopulated world d. Write a letter to the bus company. This is the third time this week that a bus has passed you by. 18

19 Achievement Teamwork Organizational Awareness Self-control Positive Outlook Adaptability Conflict Management Inspirational Leadership Empathy Influence Coach & Mentor Self-awareness ESCI Emotional Intelligence Let s take a look back at Norm s chart 70% 60% 50% 40% 30% 20% 10% 0% 60% 57% 55% 46% 41% 37% 31% 27% 22% 20% 14% 9% 19

20 Leadership Styles and Climate Leadership Styles and Climate Develop effective leaders The closest thing to a P&L statement for how well a leader is managing their people. 180 feedback on leadership styles and climate Actionable insight on how leaders behavior impacts team performance Benchmarked against one of the most extensive leadership databases in the world Draws on the research of Harvard psychologist David McClelland 20

21 Leadership Styles Leadership Styles and Climate The best leaders share six distinct patterns of behavior Effective leaders use these styles in the right measure, at just the right time, to create a positive, energizing work climate for their teams. Our research database, containing assessments on over 550,000 individuals from over 4,900 organizations, shows that the following styles have the biggest impact on climate: Coercive Authoritative Affiliative Democratic Pacesetting Coaching Achieving immediate compliance Providing long term direction and vision Creating harmony and avoiding conflict Building commitment and encouraging new ideas Accomplishing tasks to high standards Supporting long term development 21

22 Percentage shown Back up Dominant Percentage shown Back up Dominant A side by side comparison of results Leadership Styles and Climate Styles you intend Styles your raters experience % 88% 32% 72% 72% 57% % 34% 12% 20% 89% 24% Coercive Authoritative Affiliative Democratic Pacesetting Coaching 0 Coercive Authoritative Affiliative Democratic Pacesetting Coaching The ILS includes a graph of the style you intend to use and the style your raters experience, as well as a side-by-side comparison of the 2 to see where you are excelling and where there is room for improvement 22

23 Definition: Organizational Climate Leadership Styles and Climate It s what people say when asked what s it like to work here? Organizational Climate is the individual employees perception of those aspects of their environment that directly impact how well they can do their jobs. What influences good climate? Flexibility No unnecessary rules, procedures or policies. New ideas are easily accepted Responsibility Standards Rewards Clarity Employees are given authority to accomplish tasks without constantly checking for approval Challenging but attainable goals are set for the organization and its employees Good performance is recognized and rewarded People know what is expected of them and how they contribute to organizational goals Team commitment People are proud to belong to the organization 23

24 Climate: a side-by-side comparison Leadership Styles and Climate The OCS includes a chart of the climate you experience and the climate your raters experience, as well as a side-by-side comparison of the 2 to see where you are excelling and where there is room for improvement 24

25 03 Pay

26 Pay PayNet Job Evaluation Manager (JEM) Reward Pinpoint Reward Snapshot Total Reward Statements (TRS) 26

27 Hay Group PayNet PayNet Access pay and benefits data for any job any time 24/7 access to the world s largest and most robust pay and benefits databases. Using data from 18,000 organizations in over 100 countries, across different sectors you can: Accurately benchmark all of the pay and rewards you offer Offer competitive packages at every level Understand pay levels in markets all over the world Protect your bottom line 27

28 Job Evaluation Manager (JEM) Job Evaluation Manager Web based resource for managing all aspects of the job evaluation process A streamlined approach based on Hay Group s job evaluation methodology, used to promote consistency in job measurement. Review or edit job details of current or previous job descriptions and evaluations Use the reporting function to create organization-specific job matrices Allows the sharing of information through an interactive database 28

29 Reward Pinpoint Reward Pinpoint Ensure the competitiveness of your total rewards Using a tried and tested methodology, Reward Pinpoint will tell you the relevant value of all the benefits you offer your employees and how your total packages compare, by grade and by individual employee. An easy to use and digestible report Unrivaled benchmark data from over 60 countries Analysis of 20 individual reward elements 29

30 What makes up total remuneration? Reward Pinpoint Base salary Short-term variable payments Total cash Target incentive payment Total cash at target Long-term incentives Total direct compensation Death/Life insurance Disability Healthcare Retirement Savings Cars Other benefits Total benefits Total allowances Total remuneration Statutory Total remuneration plus Total remuneration per diem 30

31 Reward Snapshot Reward Snapshot Quickly benchmark your pay and benefits A quick way to compare your key reward elements against the market. Unrivaled benchmarked data at an affordable price Provides a summary of your pay competitiveness Accurate, robust information Easy to understand and ready-to-use formats 31

32 Does this sound familiar? Total Remuneration Statements We feel employees are not really aware of all the benefits we give them. People don t seem to know or care that they get more than just their salary. We are changing our benefits plan. We usually carry out a pay review at the end of the year and communicate changes at the start of the new year. Where a client has used Reward Pinpoint and established that their offering is competitively priced, they can use TRS to communicate that internally. Our pay budget is under pressure, and we may need to implement a pay freeze. What can we do to keep morale up? 32

33 Total Remuneration Statements (TRS) Total Remuneration Statements Spread the word communicate the full picture of your pay and benefits When employees understand the full value of their pay and benefits package, you optimize your reward spend. Increase the effectiveness of your reward program Improve employee engagement and retention Drive better business results 33

34 What will you receive? Total Remuneration Statements An easy-to-read, one-page statement for the employee. A full breakdown of the value of each reward. Statements delivered to you in PDF format. 34

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37 04 Effectiveness

38 Employee Effectiveness Employee Effectiveness Engage and enable your employees Discover crucial insights into how to improve your people s performance with our Employee Effectiveness Survey. Uniquely measures both engagement and enablement Proven links to better performance and higher retention Quick and easy to use, straightaway Based on 35 years of research 38

39 LOW ENABLEMENT HIGH Engagement and enablement: Implications for action Employee Effectiveness Engagement and enablement go hand-inhand. Engagement and enablement are both important determinants of employee performance Organizations are unlikely to sustain one without the other Action implications differ depending on an organization s engagement and enablement profile LOW ENGAGEMENT HIGH DETACHED EFFECTIVE INEFFECTIVE FRUSTRATED Frustrated employees will breakthrough barriers, disengage, or leave the organization 39

40 Responding to results Employee Effectiveness Growth Factors PayNet Emotional Intelligence Reward Pinpoint Leadership Styles & Climate Talent Q Employee Effectiveness Survey TRS Reward Snapshot Be effective: increase productivity improve retention increase communication 40

41 Questions? Melissa Bauco Hay Group Philadelphia Kate Smilko Hay Group Philadelphia