Success uncovered OCTOBER 2011 SHAUN BARNES
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1 Success uncovered How the FORTUNE World's Most Admired Companies have adapted to the changing economic climate in terms of reward, motivation and innovation OCTOBER 2011 SHAUN BARNES
2 Hay Group Hay Group consults with 9,000 clients worldwide in a wide variety of areas, including: Organizational effectiveness Managerial and executive assessment Compensation and benefits Performance management Executive remuneration and corporate governance Employee attitude research Offices in 47 countries Employees worldwide International clients 2
3 Contents WMAC rankings: methodology and results Sustaining performance How the WMACs do it: research findings Summary Questions 3
4 01 World s Most Admired Companies: methodology and results
5 FORTUNE survey of World s Most Admired Companies What is it? FORTUNE and Hay Group have combined the America's Most Admired Company (AMAC) survey and the World's Most Admired Company (WMAC) survey to generate one global ranking Candidate companies are FORTUNE 1,000 companies and non-us Global 500 companies with revenues of $10 billion or more Companies rated both overall and relative to their industry peers by executives, directors and analysts A total of 673 companies from 32 countries were surveyed with industry rankings generated for 57 industries 5
6 Determination of industry rankings Raters are asked to assess each eligible company in their industry on each of nine attributes: 1. Ability to attract and retain talented people 2. Quality of management 3. Quality of products or services 4. Innovativeness 5. Long-term investment value 6. Financial soundness 7. Wise use of corporate assets 8. Social responsibility 9. Effectiveness in conducting business globally 6
7 Global All stars for Apple 2 Google 3 Berkshire Hathaway 4 Southwest Airlines 5 Procter & Gamble 6 Coca-Cola 7 Amazon.com 8 FedEx 9 Microsoft 10 McDonald s 11 Wal-Mart Stores 12 IBM 13 General Electric 14 Walt Disney 15 3M 16 Starbucks 17 Johnson & Johnson 18 Singapore Airlines 19 BMW 20 American Express 7
8 Regional all stars for 2011: Americas (excluding US) Raters from Americas companies (excluding US) are asked to identify the 10 companies headquartered in the region they most admire 1 Bombardier 2 Thomson Reuters 3 Research in Motion 4 Petrobras 5 Seagate Technology 6 Vale 7 Bunge 8 Magna International 9 Husky Energy 10 Manulife 8
9 Regional all stars for 2011: Asia Pacific Raters from Asia Pacific companies are asked to identify the 10 companies headquartered in the region they most admire 1 Toyota Motor 2 Samsung Electronics 3 Singapore Airlines 4 Canon 5 Sony 6 Honda Motor 7 Panasonic 8 LG 9 Hyundai Motor 10 China Mobile 9
10 Regional all stars for 2011: Europe Raters from European companies are asked to identify the 10 companies headquartered in the region they most admire 1 BMW 2 Nestlé 3 Volkswagen 4 L'Oréal 5 Adidas 6 Siemens 7 Nokia 8 BASF 9 Lufthansa Group 10 Daimler 10
11 Outperforming the market The WMACs study is the only one to shine a light on these companies and give real insights into why they re so successful, enduring, well-led and packed with talent. This is important because WMACs outperform industry peers and the market as a whole In 2010, the top 50 World s Most Admired companies had, over the course of the previous ten years, significantly outpaced their peers in total shareholder returns: 18.9% WMAC -1.4% Standard and Poor s
12 % pay difference: MACs vs. peers Surprisingly in terms of pay.. Most Admired Companies generally pay less Junior jobs Senior jobs Average = 5% less for Most Admired Companies 12
13 Annual Bonus as a % of Total Cash But.. use bonuses more 25 Most Admired Average Greater use of performance related bonuses Junior jobs Senior jobs 13
14 Key differentiators of World s Most Admired Companies Focus of past research Culture Leadership Board governance and human capital management Strategy implementation Organizational design and operating model effectiveness Execution Ability to attract and retain talent Employee engagement and enablement Performance management Reward program effectiveness What distinguishes the best from the rest? Effectiveness in conducting business globally Managing through economic uncertainty Innovation 14
15 This year s research Our focus A hallmark of WMACs is consistently strong performance and reputations amid changing business conditions Last year s research confirmed that many organizations drew heavily on the reservoir of goodwill to manage through the economic downturn This year, our research focused on approaches WMACs are taking to sustain performance through reward, motivation and innovation In order to gain a South African perspective, we invited SARA members to complete a confidential WMAC questionnaire online, which we have incorporated into the results. Along with the same survey which we ran internally with Hay clients, we received responses from 58 companies 15
16 02 Sustaining performance
17 Reputation trends across industries Product/ Service Quality Financial Soundness Management Quality Global Orientation People Management Long-Term Investment Use of Assets Innovation Social Responsibility 17
18 Sustained performance: a few standouts World s Most Admired Companies industry stars General Electric Procter & Gamble Berkshire Hathaway IBM Walt Disney Nestlé BMW Occidental Petroleum Aramark CostCo Wholesale Precision Consumer products Computers and communication Goldman Sachs McDonald s Marriot International Medco Health Solutions Nextera Energy (FPL) Financials Transport Power Natural resources Contracted services Media and entertainment Stores and distributers 18
19 Sustained performance: hard to achieve Attribute Pre-recession champ New champ Ability to attract, develop, and keep talented people General Electric Goldman Sachs Effectiveness in conducting its business globally Nestlé McDonald s Innovativeness Apple Apple Quality of management Procter & Gamble McDonald s Quality of products and services Anheuser-Busch Amazon.com Responsibility to the community and environment UPS Statoil Soundness of financial position ExxonMobil Google Value as a long-term investment Berkshire Hathaway Google Wise use of corporate assets ExxonMobil McDonald s 19
20 03 Sustaining performance: How the World s Most Admired Companies do it
21 Sustained performance: 2011 findings Performance and reward Culture of innovation Adaptability Sustained performance Employee involvement Enabling employees to succeed 21
22 Culture of innovation How the World s Most Admired Companies innovate Capture and disseminate ideas and best practices Innovate in areas of current strength Proactively address potential problems before they occur Leverage new technologies and creative approaches to improve effectiveness % Strongly agree / agree Most admired Peer group South Africa 22
23 Employee involvement World s Most Admired Companies engage employees to improve efficiency and effectiveness Regularly solicit ideas from employees for increasing efficiency Encouraging managers and employees to take reasonable risks to improve effectiveness Most admired Peer group South Africa % Strongly agree / agree 23
24 Enabling employees to succeed How World s Most Admired Companies invest in performance Onboard and integrate new employees into the organization Ensure employee skills keep up with changing job demands Managers provide coaching, feedback and identify performance barriers Link reward to performance % Strongly agree / agree Most admired Peer group South Africa 24
25 Promoting retention How the WMACs reduce barriers to productivity Address work-life balance issues Address frustrations over work conditions that inhibit success Respond to the needs of different generations in the workforce % Top priority / very important Most admired Peer group South Africa 25
26 WMACs were forced to take fewer actions amid the downturn WMACs made less extensive use of Hiring freezes Compensation freezes Layoffs % Very Great Extent / Great Extent Most admired Peer group South Africa 26
27 WMACs are emerging from the recession with more engaged and enabled people Rate now as compared with two years ago... Employees loyalty to the organization Ease of recruiting talent to fill key positions Most admired Peer group South Africa % Greatly Improved / Improved 27
28 04 Summary
29 Observations, lessons and report cards Innovation Has become a competitive necessity (Apple, Google): helps engagement as well Includes risk and problem solving Report Card for South Africa Relatively lower than WMA s and peer group. Can improve, we are following too much We scrape through- PASS Employee involvement Used extensively and employees are leveraged as resources An extension of innovation Report Card for South Africa We don t trust our people enough and we are too risk averse- we deserve detention We are way behind the curve- FAIL 29
30 Observations, lessons and report cards Promoting retention The weakest area for WMACS. Partly a result of the global downturn, surplus talent in many regions. Their brands are also more established. Report Card for South Africa We lead the pack a result of the skills shortage and talent wars we have and are experiencing. We perform well - PASS WITH DISTINCTION 30
31 Observations, lessons and report cards Handling the downturn WMACS were spared the worst effects and actions. Lay-offs were particularly low This has provided a good launch pad for the global recovery (?) Report Card for South Africa We were hit harder than we thought. Compensation freezes were used the least due to the talent situation The worst is we are still in it FAIL Employee loyalty WMACS do markedly better at creating and fostering loyalty a brand premium that has weathered the last two years Report Card for South Africa We have fair levels of loyalty compared to international standards. The skills shortages drag the overall mark down Adequate if unremarkable - PASS 31
32 Summary What can we learn from the World s Most Admired Companies? Adaptability is the key to sustained performance Focus on employee performance Culture of innovation Employee involvement Enabling employees to succeed Combining performance, skills and engagement more strongly with reward Built into an organization s DNA Proactive approach Solicit employee ideas Reasonable risk taking at all levels Investment in performance Workplace flexibility 32
33 Questions?
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