Forum 7th hr_expo_20121211_nidthiac

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Forum 7th hr_expo_20121211_nidthiac

  1. 1. HayGroup Since 1943
  2. 2. The facts and figures 84 2600 8000 $450m Offices in 48 countries Employees worldwide International clients Turnover© 2012 Hay Group. All rights reserved 3
  3. 3. We help organizationswork. We provide insightinto how individuals,skills and jobs connectto strategic goals.
  4. 4. We use that connectionto transform businessstrategies intoorganizational solutions.
  5. 5. We are passionate aboutpeople and solutionsand we pride ourselveson identifying issues andchallenges that othersdon’t.
  6. 6. 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
  7. 7. Indonesia Since 1991
  8. 8. 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 9
  9. 9. 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 10
  10. 10. 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 11
  11. 11. 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 12
  12. 12. 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 13
  13. 13. 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 14
  14. 14. Organizations nowrealize that people arethe differencebetween long-termsuccess and failure
  15. 15. 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 16
  16. 16. 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 17
  17. 17. 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 18
  18. 18. Questions?
  19. 19. 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 GMANY 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 20
  20. 20. Indonesia’s 2045 economic vision Source: MP3EI© 2012 Hay Group. All rights reserved 21
  21. 21. Innovation-based economy Knowledge worker Appropriate knowledge and technology 01 Entrepreneurship R&D 02© 2012 Hay Group. All rights reserved 03 04 22
  22. 22. 56% of respondentsin Asia are notconfident they havethe right people in theright roles
  23. 23. If a business is to performat its best then it’s criticalto have the right people,in the right roles, doingthe right work
  24. 24. Attrition rates in Indonesia Source: Hay Group Indonesia PayNet, 2012© 2012 Hay Group. All rights reserved 25
  25. 25. How soon they leave? (average)© 2012 Hay Group. All rights reserved 26 Source: Hay Group PayNet, 2010
  26. 26. 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 supervisors 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 supervisors Direct supevisors inequity of 35% 41% 43% management style management style compensation© 2012 Hay Group. All rights reserved 27
  27. 27. 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 Companys 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
  28. 28. How they stack up? (US=base)© 2012 Hay Group. All rights reserved Source: Hay Group PayNet 200929
  29. 29. Premium of Management vs Clerical (Base = Clerical)© 2012 Hay Group. All rights reserved Source: Hay Group PayNet2009 30
  30. 30. Difficulties in filling vacancies by sector© 2012 Hay Group. All rights reserved Source: Indonesia’s skills report, World Bank, May 2010 31
  31. 31. Difficulties in filling vacancies by export orientation© 2012 Hay Group. All rights reserved Source: Indonesia’s skills report, World Bank, May 2010 32
  32. 32. 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 33
  33. 33. Average age of employees© 2012 Hay Group. All rights reserved 34 Source: Hay Group Indonesia PayNet, 2012
  34. 34. Are Indonesians ready? Employee Engagement LOW HIGH Global = 28% Global = 39% Employee Enablement HIGH DETACHED EFFECTIVE Asia = 35% Asia= 16% Global = 12% Global = 21% LOW INEFFECTIVE FRUSTRATED Asia = 20% Asia = 29%© 2012 Hay Group. All rights reserved 35
  35. 35. 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 36
  36. 36. Leadership best practices© 2012 Hay Group. All rights reserved Source: Hay Group Best companies for Leadership 2011 37
  37. 37. Innovation best practices© 2012 Hay Group. All rights reserved Source: Hay Group Best companies for Leadership 2011 38
  38. 38. Questions?
  39. 39. Total Reward: - Competitive vs Effective? Rewarding/ Recruiting Retention Personal Business Operation Organization Reinforcing talent in development Contribution Excellence Commitment market Base Salary D Base Salary Increment I I I Annual Incentives R D D I Sales Incentives/ Commission D I Equity D D Recognition I I Medical Benefits R Life & Accident Coverage R Promotion D R R Training & Development R D I Supplementary retirement plan R© 2012 Hay Group. All rights reserved 40 D: Directly I: Indirectly R: Remotely
  40. 40. TOP TEN – A leader’s to-do list 10 Win hearts and minds 9 Bring your strategy to life 8 Solve the globalization puzzle 7 Don’t just throw money at the problem 6 Don’t hold your people back 5 Keep your costs in shape 4 Reward for the right reasons 3 Pace yourself 2 Spot talent (and keep hold of it) 1 Talk to Hay Group (We can help you with 10 to 2)© 2012 Hay Group. All rights reserved 41
  41. 41. Thank You Nidthia Chelvamnidthia.chelvam@haygroup.com

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