Tacklig talet maagemet How orgaisatios ca achieve better returs o their talet maagemet ivestmet May orgaisatios avoid addressig huma capital issues, preferrig to focus o more tagible iitiatives such as structural cost savig or outsourcig. The reality is that tacklig talet maagemet is o easy udertakig, but if you get it right, the results feed straight through to the bottom lie >>
Cotets Executive summary 2 Tagible results from a itagible asset 3 The talet bous 4 Why orgaisatios fail to achieve ROI from talet maagemet 5 Talet maagemet priorities are chagig 6 Fit for purpose, ot just best practice 8 Bechmarkig best practice 10 How Hay Group has helped cliets with cuttig-edge practice 11 The Hay Group differece seeig the big picture 12 Coclusio 16
2 Tacklig talet maagemet Executive summary Tagible results from a itagible asset So you ve cut costs ad reviewed your go-to-market strategy. Why ot tur to the tougher task of gettig a better retur o your huma capital? This might first appear couter-ituitive. Puttig time ad moey ito such a itagible project, i a climate where maagemet is focused o gettig immediate, tagible returs might at first seem uwise. 70 per cet felt their approach to talet maagemet eeded to chage. May orgaisatios shy away from the softer, people side of the busiess equatio. It s messy ad hard to get right. However there s a sigificat fiacial retur for firms that do egage with it. I our aual survey with Chief Executive magazie, the 20 Best Compaies for Leaders cosistetly outperform their peers i terms of retur o share price. Is it worth it? Five-year Avg. Total Shareholder retur 4.07% 20 best compaies 0.54% S&P 500 Yet our research shows that the orgaisatios makig serious, structured ivestmets i talet maagemet also get the best results. The reaso is simple. Whe you kow what jobs require, fid the right people to fill them, egage employees well ad maage their developmet, you get better performace. Performace which has bee show to feed straight through to the bottom lie. There s o blueprit for talet maagemet. Each orgaisatio must fit its approach to its immediate eeds ad strategy. But there are some good practices. Not least of which is seeig talet maagemet as the way to coect up idividual people maagemet practices so that they all pull i the same directio. I the best orgaisatios talet maagemet is more tha the sum of its parts. It s what esures the aligmet ad clarity eeded from people to collectively deliver o a orgaisatio s strategy. It s how they reew ad re-eergise themselves so they keep wiig i the future ad adapt to chagig markets ad challeges. This equates to a divided of may hudreds of millio dollars for some. It helps explai why more tha two-thirds of compay valuatios are based o the softer itagible assets: kowledge ad kow-how, brad, key relatioships ad their pool of talet. It also explais why helpig maage talet better is the most rapidly growig part of Hay Group s ow busiess portfolio. 20 Best Compaies for Leaders as idetified i the Chief Executive magazie study coducted by Hay Group As the 20 Best Compaies for Leaders show, talet maagemet pays. The same survey also reveals that the orgaisatios that get it right operate a virtuous circle, geeratig a retur o their ivestmet i talet. These firms fill more seior positios from withi, stregtheig their culture as well as savig o exteral recruitmet costs. Key: 20 best compaies Rest of the compaies Source: Chief Executive magazie Hay Group Best Compaies for Leaders survey 80% 63% 75% 60% 88% 72% Mid-level maager positios filled from withi Seior-level maager positios filled from withi Chief executives promoted from withi
4 Tacklig talet maagemet Less tha 25 per cet believed their talet processes would deliver the leaders they eeded. The talet bous May leaders ituitively kow fidig ad growig high potetial employees pays divideds. This ituitio is backed up by work psychology meta studies, which look at tred results across all published research papers. For example, Huter & Judiesch s research quatifies the performace differetial betwee average ad high performers across a rage of jobs of varyig complexity. 1.3x Low complexity jobs e.g. maual or service worker Key: Average performers Top performers Source: The Psychologist Vol 22, No 9, Sept 2009, citig Joural of Applied Psychology The value of talet maagemet: some headlies 2x Medium complexity jobs e.g. salesma, craftsma, maager, professioal 1 I Hay Group s Best Compaies for Leaders study, those with the best talet maagemet practices outperformed the rest by eight times total shareholder retur. 2 I a study by the Istitute of Work o maufacturig, 20 per cet of the variatio i productivity ad profitability was dow to better people maagemet. What s more, this was a better predictor of profitability tha strategy, techology or R&D. 3 Accordig to global pollsters Gallup, egaged employees i the UK take a average of 2.69 sick days per year; the disegaged take three times as much. Source: 2-6: Macleod, David; Clarke, Nita, (2009), Egagig for success: ehacig performace through employee egagemet, a report to govermet, Lodo, Uited Kigdom. 8x High complexity jobs e.g. chief executive, software developer, fud maager 4 It is ofte quoted that people leave poor maagers ot poor compaies. Employees workig for taleted leaders are 87 per cet less likely to leave, a huge advatage whe replacemet costs equal o average 1.5 x aual salary. Corporate Leadership Coucil 5 I orgaisatios with strog talet ad egagemet practices, 67 per cet versus 33 per cet advocate their compay to others. Gallup 6 Staff i local authorities rated as excellet for talet maagemet had much better results tha those i weak or poor local authorities. Mori Oly 19 per cet agreed with: we treat our talet maagemet process as seriously as we treat our aual budgetig process. Why orgaisatios fail to achieve ROI from talet maagemet The research ad our cosultig experiece shows that there s clear, measurable value i talet maagemet. However ot all orgaisatios ivest i the right way to reap the beefits from it. I our experiece, there are may commo challeges to meaigful, effective talet maagemet. Here are the top te. 1 No clear visio by seior leaders o what talet maagemet ca do for the orgaisatio 2 No clear, future-focused defiitio i terms of what to aim for what success looks like here 3 Talet maagemet see as the fuctio of HR, ot a busiess accoutability supported by HR 4 No distictive talet propositio that differetiates from the competitio, or oe discoected from reality 5 The wheels of talet maagemet spi but do t mesh lie maagers fail to address uderperformace, eve whe chroic 6 Focus is maily o developmet as the easy default optio, at the expese of tough measures to get better deploymet 7 Not eough quality time devoted to talet maagemet 8 Lie maagers cofuse performace with potetial 9 Aspiratioal values ad behaviours bear little relatio to what s rewarded 10 Lack of talet maagemet ifrastructure ad olie systems
6 Tacklig talet maagemet Put your best people o your biggest opportuities, ot your biggest problems. Talet maagemet priorities are chagig It s a route out of the dowtur The ecoomic crisis has led to a ew focus o talet maagemet. Orgaisatios wat to esure that their efforts reflect strategic shifts i the marketplace, so that talet is aliged with ew ways of operatig ad makig moey. So i place of a reactive, tactical approach, firms are thikig more strategically, for example, idetifyig ew target cultures, values ad behaviours ad itegratig these so that they actually deliver. Talet maagemet is also becomig less focused o the top levels of the orgaisatio. The preferred approach is to iclude the egie room may, as well as specialists ad cotract workers. Egagemet is also ow see as a key driver of performace. Helpig leaders build egagemet is ow see as a talet maagemet issue. The message from our research is that the best orgaisatios are clear about what talet maagemet meas for them ad how it will pay them a fiacial divided. Takig a similar positio, we see talet maagemet as: The coected disciplies put i place to deliver competitive advatage through the effective maagemet of a orgaisatio s huma capital. Those activities esure you have the right people, at the right time, egaged i the right way, to deliver o your strategy ow ad i the future. A talet review ca be both the burig platform ad developmet bridge to the future. Talet maagemet builds orgaisatios that edure Talet maagemet helps orgaisatios achieve sustaiability ad logevity. It s soberig to realise that of the firms that made up the FTSE 100 whe it was iaugurated i 1984, just 23 survive today ad eve fewer exist i aythig like their origial form. The recet demise of some established household ames oly serves to emphasise how short-lived success ca be. As a result, there is a dawig realisatio that oly by gettig talet ad successio maagemet right ca orgaisatios reivet themselves to keep wiig ow ad o ito the future. Talet maagemet helps orgaisatios chage I Hay Group s experiece, orgaisatios ad ot just the major baks are icreasigly seekig help to realig their cultures after major market ad strategic shifts. They wat to move towards more effective ways of operatig ad they wat to esure they get the best retur from their prized assets their people. We are witessig a desire by orgaisatios to create a ew defiitio of who they are ad what they eed to be to wi. They wat to redefie what success looks like. Ad they wat ew values ad behaviours to help them get there. For some, it s the realisatio that as their market strategy ad ways of operatig have shifted, so too must their approach to maagig talet. This ivolves gaiig cosesus aroud ew goals ad success factors. For others, chage might be brought about by the arrival of a ew CEO, the drive for better fiacial results, a merger or acquisitio or respodig to govermet cutbacks. Whatever the reaso, the commo theme withi talet maagemet is a desire to reassess what has to be doe differetly i order to get a better retur from huma capital. Seior leaders Middle maagemet Frotlie maagemet Employees Idirect workforce Specialists High potetials Talet maagemet is o loger limited to seior leaders Talet maagemet ow focuses o the etire workforce More tha two thirds of compay valuatios are based o their softer itagible assets: kowledge ad kow-how, brad, key relatioships ad their pool of talet.
8 Tacklig talet maagemet Oly oe i five CEOs is cofidet their curret approach to talet maagemet ca deliver the leaders they eed. Fit for purpose, ot just best practice There s o sigle, right way to tackle talet maagemet. The appropriate approach varies from orgaisatio to orgaisatio. Hay Group s experiece has taught us to avoid fixig o oe aswer. For some orgaisatios, it works to have talet maagemet focused o a exclusive seior few. For others it pays to be more iclusive of the productive may. I some orgaisatios, the focus eeds to be o developmet; i others the best retur may come through better sourcig, assessmet ad deploymet. The challege is to uderstad what uderlyig busiess issues a chage i talet maagemet is tryig to resolve. Solutios must be fit-for-purpose, rather tha simply best practice. The key is to uderstad where each orgaisatio is o its jourey ad what it s aimig to achieve by upgradig its talet practices. Those orgaisatios see as best-i-class for maagig talet do it i a joied up way. They icrease the quality of their people but they also thik about how chages i oe area affect the total system. The key to effective talet maagemet does ot reside withi oe fuctio or process, for example, reward icetives or developmet programmes. It requires a holistic approach that: icorporates how the orgaisatio is structured ad orgaised; accouts for culture ad how thigs get doe aroud here ; ad coects with performace maagemet ad successio plaig. More ofte tha ot, talet issues eed to be cosidered from a whole system perspective, what Hay Group calls the seve levers elemets that have to be aliged if chage is to feed through to better results. Systems-thikig trasformatio The whole system perspective Cosiderig your busiess ad talet strategy i relatio to all seve levers is essetial to deliver the talet divided. Pure experiece suggests that while some orgaisatios teder for itegrated talet maagemet solutios, coversatios are more likely to start aroud a specific issue. However more ofte tha ot, talet questios still eed joied up solutios that cosider the presetig issue from a umber of differet perspectives. Some sample issues Our strategy, ways of operatig, values ad behaviours o loger seem to deliver the results we eed or our market ad customers demad. Our developmet programmes are t deliverig the quatity ad quality of leaders we eed to succeed. We re strugglig to attract the milleium geeratio ad our competitors are stealig a march o us. Our high potetials are t meetig the expectatios ad demads we have of them as leaders. Our reward policies do t seem to be drivig the behaviours we re payig for. Competece Five-year Avg. Total Shareholder retur Your people are ot your greatest asset. The right people i the right roles are. Busiess cotext ad strategy Talet strategy Values ad culture Work processes Leadership Orgaisatio desig Performace recogitio Maagemet processes Results 4.07% 20 best compaies 0.54% S&P 500 20 Best Compaies for Leaders as idetified i the Chief Executive magazie study coducted by Hay Group
10 Tacklig talet maagemet Bechmarkig best practice Our experiece of workig with may hudreds of orgaisatios local, global, public, ot for profit ad private suggests there is a spectrum of developig practice i relatio to talet maagemet. It rages from limited successio ad talet maagemet to cuttig edge. We have charted the best practices. So refers to practices focused aroud strategic orietatio or so what? Kow refers to kowig what you eed, what you ve got ad what it s good for. Grow is about buildig capability. Flow refers to gettig talet to where it s eeded ad ca make the most differece. How Hay Group has helped cliets with cuttig-edge practice Measurig ad developig executive bech stregth As part of the kow compoet, best practice compaies regularly assess how their executives compare to peers i other idustries or competitors, through a executive talet review. Workig with cliets such as Vodafoe, Novartis ad BAE Systems, Hay Group has developed iovative approaches to help them bechmark their talet agaist others who have faced, ad overcome, similar strategic challeges. Use this table to judge where you are o your ow jourey ad idetify appropriate ext steps. Grow Kow So Talet strategy Employer brad Attractio Selectio Developmet Measuremet Retetio Limited No pla/ iitiatig Begiig to develop oe Frequet challeges i gettig the right people Ad hoc, subjective Ad hoc Few We typically struggle to retai our talet Developig Talet pla aliged to busiess strategy Have a proactive employee value propositio Sometimes fid it difficult to attract the talet eeded Some roles defied, solitary lie maager views predomiat Tactical developmet but retur ot measured I place, but little ROI aalysis We ca retai some of our talet some of the time Pockets of best practice best Talet pla essetial part of busiess strategy Employer of choice with clear value propositio Able to attract some of the talet eeded, some of the time Talet discussed through dialogue i talet forums, (but little data) Sigificat ivestmet ad coordiated, some ROI Ivestmets are kow, retur ofte itagible We ca retai selected talet Itegrated Talet strategy ad busiess strategy are itegrated ad cosistet Are the leadig employer of choice for the talet that we eed ow Geerally able to attract the talet eeded most of the time Most talet discussed through dialogue i talet forums icludes objective, bechmarked data Itercoected ad liked to busiess strategy ad orgaisatioal weakesses We kow how much we ivest i talet ad what retur we get for each elemet We ca retai most of our talet most of the time Cuttig edge Busiess strategy is iformed ad iflueced by our talet isight ad predictios Able to adjust our employer brad ad employee value propositio to meet our evolvig busiess ad talet requiremets No issues; talet availability helps us advace our goals Objective talet dialogues permeate whole orgaisatio, measures are calibrated ad comparable Talet ad leadership programmes deliver tagible beefits to the orgaisatio ad its people We make iformed busiess decisios about where we place our talet ivestmets ad are able to predict the returs We retai our talet all of the time ad proactively maage turover How this works Articulate your strategy ad idetify a sample of executives from our database who have effectively implemeted similar strategies Compare the bechmark sample with your people to idetify stregths ad vulerabilities i the populatio. Idetifyig the right people for critical roles Your people are ot your greatest asset. The right people i the right roles are. World-class orgaisatios idetify best cadidates for seior roles ad get the right people o to successio plas usig robust, objective assessmet processes. We help: idetify the critical roles ad their key requiremets carry out i-depth, iterview-based assessmet of cadidates agaist role requiremets idetify the strogest cadidates ad the risks associated with each feed back results to cadidates ad support best deploymet ad successio decisios. The beefits of this rigour are: better selectio ad successio plaig decisios, leadig to higher performace i the role less time wasted o political wraglig aroud appoitmet decisios objective data that leads to clearer decisio makig. Flow Leadership support HR moopoly HR leads, seior maagemet supports Seior maager sposorship, HR maagers Talet is a regular item o seior team s agedas Seior maagers devote substatial amouts of their time to talet; rewards liked to talet KPIs Systems Limited, ad hoc Some systems have bee idepedetly developed but do t talk Most systems have bee created, rolled out, are effective ad itegrated Full suite of efficiet, effective ad itegrated service delivery capability Our systems are flexible ad have idustrial scale capacity
12 Tacklig talet maagemet The Hay Group differece seeig the big picture Our breadth ad depth of expertise eables us to alig talet maagemet iitiatives with reward, orgaisatioal effectiveess ad leadership activities. Most orgaisatios specialise i formulatig strategy or i specific elemets of talet maagemet. Hay Group s expertise lies across the whole spectrum of talet maagemet activities. This meas we ca brig a whole systems perspective, effectively implemetig chage across orgaisatios. We esure strategy tracks through to results. Hay Group views the talet maagemet ladscape i terms of six questios or activities. While these activities are i essece sequetial, they also operate i a virtuous feedback loop: Busiess cotext ad strategy Talet strategy Brad maagemet Defie Successio maagemet Orgaisatio demad Balace what you eed with what you have Deploy Attract Career maagemet Select Talet Maagemet Egage Balace what you have with what you eed People supply Develop Reward maagemet Performace maagemet Five-year Avg. Total Shareholder retur 4.07% 20 best compaies 0.54% S&P 500 20 Best Compaies for Leaders as idetified i the Chief Executive magazie study coducted by Hay Group 1. Defie What kid of talet do you eed to realise your strategy? 2. Attract How do you attract the best talet to meet your eeds? 3. Select How do you select the best talet to achieve your aspiratios? 4. Develop How do you best grow your talet to meet your future eeds? 5. Egage How do you best reward, egage ad retai your talet? 6. Deploy How do you best deploy, redeploy ad maage the exit of your talet? I this virtuous circle, talet maagemet is the mechaism through which a orgaisatio esures it has the right people, optimally deployed ad properly egaged to deliver the strategy ad busiess results. This mechaism works best whe it is iformed by the firm s busiess cotext ad strategy. It also serves to balace two potetially competig demads: the eeds of the orgaisatio ad of the idividuals withi it. For the virtuous circle of talet maagemet to work effectively, o oe side, orgaisatios eed a clear pla that defies what they eed from their people. They also have to close the gap betwee ideal orgaisatioal demads ad the realities of actual people supply. To work well, this mechaism eeds the aliged culture ad appropriate processes we have already discussed. If these are t effective or pull i differet directios, the system teds to break dow ad does t deliver the iteded results. The key is joied-up implemetatio. That s why talet maagemet is part of brad, people, career ad successio maagemet. The best orgaisatios also joi it up with performace maagemet. Without this, the talet maagemet cogs simply spi rather tha mesh ad coect up with busiess results. The challege for may orgaisatios is to get tractio from talet maagemet. That s why the focus must be as much o deploy as it is o develop. It s also why performace maagemet is what the best compaies are strog at.
14 Tacklig talet maagemet Do you treat your talet maagemet process as seriously as your aual budgetig processes? The table o the facig page idicates what Hay Group recommeds for each of the six key talet maagemet questios. Our advice is based o our research with CEO magazie, the Fortue Most Admired Compaies ad our ow cosultig assigmets. Also icluded are some sample challege questios that orgaisatios should cosider whe thikig about each of the talet maagemet elemets. Challegig existig practice Questio Defie What kid of talet do you eed to realise your strategy? Sample challeges What are the implicatios of your strategic objectives for people? Do you have a talet strategy, do you eed oe, what value would oe brig? What skills will you eed i the ext five years that you do t have ow? Recommedatio Derive your talet maagemet activities from your orgaisatioal strategy this is your aimig poit Talet maagemet is t just a ice-to-have ; it s the ogoig life force of our orgaisatio, the mechaism that helps us determie the future demads o our leaders, specify the gap betwee what we have ad what we eed. It s what helps us wi today ad reew ourselves for the challeges of tomorrow. CEO ad Hay Group cliet Attract How do you attract the best talet to meet your eeds? Select How do you select the best talet to achieve your aspiratios? Develop How do you best grow your talet to meet your future eeds? How radical should your employee propositio be, what beefit is there i breakig the mould? Should you look for talet i differet places ad usig differet methods? Should you pursue a oe size fits all or take a segmeted approach? Do you really differetiate betwee performace ad potetial? Are you sure your competecy model ad selectio criteria are i tue with your busiess strategy? Are you clear o what would be perfectioist versus good eough i relatio to assessmet ROI? Do you review the ROI o your developmet iitiatives so they deliver what the busiess eeds? Is your zoe of comfort traditioal traiig ad developmet rather tha broader talet maagemet? Do you move your high potetial employees out of their techical comfort zoes early so they build their leadership skills? Review your employee value propositio ad challege yourself to be differet Be clear o your aimig poit or bechmarks, your target culture, values ad behaviours ad what talet maagemet is tryig to deliver Ivest i ehacig the impact of leaders o their teams ad develop people though challegig role moves ad assigmets Egage How do you best reward, egage ad retai your talet? Is talet maagemet the mechaism through which other HR practices, like reward, itegrate? Is reward expertise ivolved early i the defie ad attract stages of talet maagemet? Do you measure ad track retetio as a matter of course? Rigorously alig talet maagemet with your egagemet results ad reward icetives so you get what you pay for Deploy How do you best deploy, redeploy ad maage the exit of your talet? Do you give prime accoutability for maagig talet to the lie, supported by HR? Do you simply review talet or follow through o actios to improve the stock of talet? Do you isist o ad support lie maagers i movig uderperformers out? Istitute a upward reportig, lie-led, objective process for reviewig ad deployig talet optimally
16 Tacklig talet maagemet Coclusio There is o sigle talet maagemet strategy to fit every orgaisatio. But it is abudatly clear that implemeted properly, talet maagemet delivers tagible, measurable results of the sort that are ejoyed by may of the best-performig orgaisatios worldwide. There may ot be a magic formula for maagig talet, but there are some uiversal compoets that uderpi it. 10 actios to deliver the talet divided 1 Isist o a decode of the busiess strategy ito what it meas for future roles ad people 2 Defie your aimig poit the future-focused behaviours that predict leadership success 3 Embed those predictive behaviours i all your performace ad talet maagemet activities 4 Reclaim talet as a corporate asset ad refuse to accept tick the box successio plaig 5 Coduct a objective talet review, agaist the right futurefocused behaviours that drive results 6 Challege uderperformace ad take supported risks with hidde diamods 7 Work hard o egagig ad retaiig all your talets 8 Esure talet, reward ad orgaisatioal desig pull i the same directio 9 Esure lie maagers ow talet maagemet, supported but ot led by HR 10 Embed talet maagemet metrics withi people s performace pla. For more iformatio please cotact: Spyros Dimou i Athes t: +30 211 211 8143 e: spyros_dimou@haygroup.com Adreas Radebrock i Berli t: +49 69 50 50 55 ext. 144 e: adreas.radebrock@haygroup.com Braislav Vargic i Bratislava t: +42 125 441 0327 e: braislav.vargic@haygroup.com Natja De Ridder i Brussels t: +32 2 332 33 04 e: atja_de_ridder@haygroup.com Harry Meitassis i Bucharest t: +40 21 650 2040 e: harry_meitassis@haygroup.com Mark Williams i Dubai t: +971 4 232 9555 e: mark_williams@haygroup.com Gillia McNamara i Dubli t: +353 1 634 4591 e: gillia.mcamara@haygroup.com Tommi Kaipaie i Helsiki t: +358 9 4133 6600 e: tommi.kaipaie@haygroup.com Ece Akta i Istabul t: +90 212 279 6577 ext. 149 e: ece_akta@haygroup.com Felipa Oliveira i Lisbo t: +351 21 315 21 70 e: felipa_oliveira@haygroup.com Chris Watki i Lodo t: +44 20 7856 7310 e: chris.watki@haygroup.com Guadalupe Feradez i Madrid t: +34 91 522 2830 e: guadalupe.feradez@haygroup.com Soia Soci i Mila t: +39 02 77 161 e: soia.soci@haygroup.com Nadezhda Diakoova i Moscow t: +7 495 363 6630 e: adezhda_diakoova@haygroup.com Paal Johse i Oslo t: +47 24 12 40 63 e: paal.johse@haygroup.com Frédérique Lavaat i Paris t: +33 170 361 101 e: frederique.lavaat@haygroup.com Cizia Tommasi i Rome t: +39 66 847 1206 e: cizia.tommasi@haygroup.com Agieszka Lakiska i Kiev t: +380 0503 809 154 e: agieszka.lakiska@haygroup.com Joaa Pommersbach i Warsaw t: +48 22 577 44 44 e: joaa.pommersbach@haygroup.com Helee Cocu i Zeist t: +31 30 6 929 929 e: eri.lap@haygroup.com Victoria Karlsso i Stockholm t: +46 73 426 70 19 e: victoria.karlsso@haygroup.com
Africa Cape Tow Johaesburg Pretoria Asia Bagkok Beijig Hog Kog Jakarta Kuala Lumpur Mumbai New Delhi Seoul Shaghai Shezhe Sigapore Tokyo Europe Athes Barceloa Berli Bilbao Birmigham Bratislava Bristol Brussels Bucharest Budapest Dubli Frakfurt Glasgow Helsiki Istabul Kiev Lille Lisbo Lodo Madrid Machester Mila Moscow Oslo Paris Prague Rome Stockholm Strasbourg Viea Vilius Warsaw Zeist Zurich Middle East Dubai Tel Aviv North America Atlata Bosto Calgary Charlotte Chicago Dallas Edmoto Halifax Kasas City Los Ageles Mexico City Motreal New York Metro Ottawa Philadelphia Regia Sa Fracisco Sa José (CR) Toroto Vacouver Washigto DC Metro Pacific Aucklad Brisbae Caberra Melboure Perth Sydey Welligto South America Bogotá Bueos Aires Caracas Lima Satiago São Paulo Hay Group is a global maagemet cosultig firm that works with leaders to trasform strategy ito reality. We develop talet, orgaise people to be more effective ad motivate them to perform at their best. Our focus is o makig chage happe ad helpig people ad orgaisatios realise their potetial. We have over 2600 employees workig i 85 offices i 47 coutries. For more iformatio please cotact your local office through www.haygroup.com.