HG Total Rem Post Survey Presentation - EN- Handout Version A

China HR: the journey to Great!

Nov 2014 Joe Chu

2014 Total Remuneration Survey Insights Sharing

3© 2014 Hay Group. All rights reserved

DAVE ULRICH: HR roles in building a competitive organization

Management of Strategic

Human Resources

Management of Transformation &

Change

Management of Firm Infrastructure

Management

Of Employee Contribution

FUTURE/STRATEGIC FOCUS

DAY-TO-DAY/

OPERATIONAL FOCUS

PROCESS PEOPLE

Sources: HR Champion


The future HR could be …

Activities to Outcome

Split

Human Resources Dept

Data driven

People Operations

Activities

to Outcome

CHANGING Economy & Industries

CHANGING Talent Landscape in China

CHANGING Tech Reshapes HR

CHANGING Career Opportunities

China HR:

The journey to Great

In this Fast Changing World

Macro trends


Sources: The Economist

2.3 2.5

7.7 7.3

2.2 2.2

-4.0

0.0

4.0

8.0

12.0

16.0

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Economic Growth

Average CHINA UNITED STATES

Global GDP growth comparison in advanced & emerging markets


Sources: The Economist

7.3%

6.0%

5.2%

3.1%

2.4%2.2%

1.3%

0.4% 0.4%

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

GDP

China India Indonesia United Kingdom Hong Kong Uniteed States Germany Brazil Russian

2014 GDP growth comparison


Culture drive transformation

Traditional Company Culture New Player Culture

Business = Battlefield Business = Ecosystem

Corporation = Machine Corporation = Community

Management = Control Management = Services

Employee = Child Employee = Peers & Partners

Change = Pain Change = Growth

Work = Toil Work = Play


Africa’s labour force will be the largest in the world by 2035

China: The NO. of young people entering the labour force will fall in 30% in next 10 years

122

78

45

40

12

8

-4

Africa

India

Latin America

Southeast Asia

China

North America

Europe

Source: International Labour Organization; United Nations World Population Prospects; McKinsey Global Institute analysis

The world at work: Jobs, pay and skills for 3.5 billion people, McKinsey Global Institute, June 2012

Growth of the labour force

354

504

534

316

331

792

178

LABOUR FORCE 2020

Size of the working-age population

1970

1,000

800

600

400

200

0

2040

2000

2010

2020

2030

1980

1990

1,200

Southeast AsiaLatin AmericaEurope

North America

Japan

China

India

Africa

Y2010-2020 15-64 years

Labor force supply demographic


10.0%

13.2%

11.7%11.7%

17.6%

12.4%

0.0%

5.0%

10.0%

15.0%

20.0%

1 tier 2 tier Overall

City Tier

2013 Actual 2014 Target

11.8%11.1%

14.5%

17.4%

11.5%

13.1%

0.0%

5.0%

10.0%

15.0%

20.0%

POEs MNCs JVs

Ownership

2013 Actual 2014 Target

Sources: Hay Group 2014 Annual Compensation Study - PayNet

How to drive the top line growth:Sale revenue growth in China

Source Materials-> Source Market-> Source Talent

China will be not only a source of significant revenue growth for companies but also a source of talent, true innovation and ground-breaking approaches to business, which they will leverage on a global scale


Business leaders’ expectations for HR

Source: Next Generation HR research – Hay Group

Changing HR priorities – aligning to future needs

Salary movementsand forecasts


2014 pay forecasts painted a

picture of a two speed world:

High-speed

Fast growing or emerging

economies are set to receive

the highest pay rises, although

in most cases pay rises will be

lower than last year.

Low-speed

Mature markets are more likely

to experience minimal to

modest pay rises.

Global pay trends



Globally, salaries are set to increase by 5.2% on average but rises for 2014 are expected to average

0.3% less than last year’s forecasts (5.5%).

Venezuela and Argentina look set to offer the highest predicted pay rises – 27% and 24.3% – but

these will lag significantly behind projected 2014 inflation rates – 36.4% and 25.7% respectively*. As

a result, employees will feel a significant cut in real income.

Salary rises in Europe are forecast at 3.1% on average, boosted by high rises in emerging nations.

This compares to 3.3% in 2013. Europe’s emerging nations can also expect noticeable increases in

pay rises compared to their slow-growth neighbors. Ukraine (7.9%), Russia (7.8%) and Turkey

(7.7%) will experience the greatest up-tick in wages but are again down on last year’s forecasts.

UK employees will experience pay increases of 2.5% – a drop of 0.5% since 2013 and falling behind

inflation, which is expected to be 2.7% in 2014. France too will see pay rise by 2.5% next year –

0.1% less than last year. Salary increases in Germany will remain at 3% for a second year.

North America is set to see rises of 2.7% in 2014 compared to 2.9% last year.

In the Middle East pay rises have stabilized but forecasts are down on 2013. The average rise

forecast is 5.0% – down 0.5% on last year.

Salaries in Asia are expected to increase by an average 7% – 0.2% less than the rise in 2013,

reflecting slowing but still strong economic forecasts. The highest increases will be seen in Vietnam

(11.5%), India (10.9%), Indonesia (10%) and China (8.6%).

Key points global salary forecast 2014



7.0%

6.6%

8.1%9.0% 8.9% 9.2%

5.3%

6.9%

9.3% 9.4%8.4%

7.3% 7.1%

1.0%

3.9%

1.9% 1.8%

3.0% 2.8%

-0.7%

3.0%

5.3%

3.2%2.6% 2.3%

3.1%

6.0%

2.7%

6.2%7.2%

5.9%6.4% 6.0%

3.9% 4.0%

6.2% 5.8%5.0%

4.0%

-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Salary Increase Trends

Average Base Salary Movement CPI* Real Wage Inflation

China: Salary increase trends in past 12 years


7.1%

16.3%

10.1%

8.1% 8.1% 8.0% 7.9% 7.9% 7.7% 7.6% 7.5% 7.4% 7.3%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

2014 (A) 2015 (F)Sources: Hay Group 2014 Annual Compensation Study - PayNet

Salary increase across the sector in China


1,820

1,480 1,470 1,480 1,480 1,470 1,560

1,680

1,250 1,300

1,808

1,550 26%

12% 12% 12%

8%

12%

24%

28%

19%18%

21%

5%

0%

5%

10%

15%

20%

25%

30%

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

Shanghai Nanjing Ningbo Wuxi Suzhou Hangzhou Beijing Tianjin Chongqing Wuhan Shenzhen Guangzhou

2012 2013 2014 Increase Rate 2014/ 2012

Sources: Social Security Bureau

Minimum wage increase in China major cities



TOTAL PAY

MOVEMENTS – QUESTIONNAIRES

Executives /

Senior

Management

Middle

Management /

Seasoned

Professionals

Supervisory /

Junior

Professionals

Clerical /

OperationalOverall

P75 / Upper quartile 8.5% 8.7% 9.0% 9.7% 9.0%

P50 / Median 6.5% 7.8% 8.0% 8.0% 8.0%

P25 / Lower quartile 0.2% 5.1% 6.0% 6.4% 6.0%

Average 5.7% 6.9% 7.4% 7.8% 7.3%

PAY MOVEMENTS –

QUESTIONNAIRES

Executives /

Senior

Management

Middle

Management /

Seasoned

Professionals

Supervisory /

Junior

Professionals

Clerical /

OperationalOverall

Merit / performance 4.7% 5.6% 5.8% 5.7% 5.9%

Inflation / cost of living 1.0% 1.2% 1.5% 1.9% 1.3%

Seniority 0.0% 0.1% 0.1% 0.2% 0.1%

Total movement 5.7% 6.9% 7.4% 7.8% 7.3%

Structural increase 2.1% 1.8% 2.0% 2.7% 2.2%


General market salary increase

Salary differentials

Base salary inequity rate was calculated as

base salary level 20 (managerial) base salary level 10 (operations)


Base salary inequity rate – global average

8.4x

Source: Hay Group Salary survey in 2014


Base salary inequity rate – in world regions

2.9x

3.5x

14.1x

4.0x

8.4x

10.2x

3.5x




9,883

52,380

40,577

29,034 29,177 29,346

21,231

3,059

16,365

64,663

53,001

39,488

35,590

40,635

29,664

5,293

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

China Australia Japan Singapore Korea Hongkong Taiwan India

Bachelor Master

Base salary-P 50

Cost of fresh graduate in Asia – Pay for what?

US Dolor


186,972

245,645

173,480

199,313

162,484

232,111

157,344

59,408

195,362

251,486

180,567

206,250

169,365

234,686

185,401

69,712

0

50,000

100,000

150,000

200,000

250,000

300,000

China Australia Japan Singapore Korea Hongkong Taiwan India

50th Ave

Source: Hay Group Salary survey in 2014 Base salary-50P

Cost of senior leaders in Asia – Pay for what?

US Dolor


Source: Hay Group Salary survey in 2014 Base salary-P 50

235,953

209,754 222,066

243,129

237,346 217,338

234,547 225,142

243,114

200,480 188,237 187,050

0

50,000

100,000

150,000

200,000

250,000

300,000

Chemicals Industries Goods FMCG Retail

China Australia Singapore

Cost of senior leaders in Asia - across sector

US Dolor



Country Executive Entry Level

Germany 1.09 5.23

Australia 1.31 4.86

Japan 0.93 3.94

United Kingdom 0.95 3.77

Italy 1.01 3.68

United States of America 1 3.45

Hong Kong 1.24 2.77

Singapore 1.07 2.76

Korea 0.87 2.72

China 1 1

Indonesia 0.41 0.45

India 0.32 0.32

Comparison Between different countries by ENTERY LEVEL and EXECUTIVE


Country HRL11 HRL24 Gap

Japan 294,267 1,666,231 6

Korea 161,102 1,434,017 9

Australia 342,367 3,547,302 10

Singapore 193,654 2,367,842 12

Hongkong 200,370 4,907,575 24

China- Tier 1 60,275 1,507,053 25

India 35,389 1,380,900 39


Pay difference: senior level vs entry level



0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

Level 07(85 - 97)

Level 08(98 -113)

Level 09(114 -134)

Level 10(135 -160)

Level 11(161 -191)

Level 12(192 -227)

Level 13(228 -268)

Level 14(269 -313)

Level 15(314 -370)

Level 16(371 -438)

Level 17(439 -518)

Level 18(519 -613)

Level 19(614 -734)

Level 20(735 -879)

Level 21(880 -1055)

Level 22(1056 -1260)

Australia China Hongkong India Japan Korea Singapore

Target total cash P50 comparison



Province City Pay Aggregates Clerical Jr. Prof. Mid. Mgmt. Sr. Mgmt. Overall

Shanghai ShanghaiActual

Base Salary 100% 100% 100% 100% 100%

Total Cash 100% 100% 100% 100% 100%

Policy Total Cash at Target 100% 100% 100% 100% 100%

Beijing BeijingActual

Base Salary 100% 103% 96% 85% 96%

Total Cash 102% 104% 97% 81% 96%


Chongqing ChongqingActual

Base Salary 68% 66% 74% 73% 70%

Total Cash 77% 73% 77% 89% 79%


Jiangsu

NanjingActual

Base Salary 74% 67% 71% 62% 68%

Total Cash 81% 74% 73% 65% 73%


SuzhouActual

Base Salary 70% 68% 77% 53% 67%

Total Cash 76% 73% 77% 56% 70%


WuxiActual

Base Salary 65% 62% 65% - 64%

Total Cash 75% 68% 67% - 70%


China city index



Province City Pay Aggregates Clerical Jr. Prof. Mid. Mgmt. Sr. Mgmt. Overall

Tianjin TianjinActual

Base Salary 71% 67% 72% 70% 70%

Total Cash 76% 70% 72% 66% 71%


Guangdong

GuangzhouActual

Base Salary 87% 85% 82% 81% 84%

Total Cash 92% 90% 85% 84% 88%


ShenzhenActual

Base Salary 86% 83% 81% 68% 79%

Total Cash 89% 87% 84% 78% 84%


Hubei WuhanActual

Base Salary 65% 63% 68% 83% 70%

Total Cash 74% 71% 73% 78% 74%


Zhejiang

HangzhouActual

Base Salary 71% 61% 66% 56% 64%

Total Cash 83% 71% 74% 67% 74%


NingboActual

Base Salary 73% 60% 69% - 67%

Total Cash 80% 69% 72% - 74%


China city index


Why is pay so different around the world?

Supply and demand

An economy is either a buyer’s or a seller’s market. In developed markets, economic conditions, such as low inflation

and unemployment, make it a buyer’s (employer’s) market, with little pressure or opportunity to raise salaries. In fast-

growing economies, talent shortages and inflation make it a seller’s market, in which employees can negotiate – or

simply expect – larger increases.

Globalization

Our research shows that when it comes to setting executive pay, an increasingly global labor market has helped close

the gap between fast-growing and mature markets. In China, for example, management pay was 32 percent of the US

level in 2001; by 2011, this figure had risen to 80 percent. At lower levels, though, pay is still decided by the cost of

living and other economic conditions in that country – explaining the huge differences around the globe.

The Financial Crisis

The speed at which economies have recovered from recession depends on their starting point in 2008. For the

economies enjoying substantial growth, a slowdown wasn’t an automatic disaster. But for mature economies, losing 3

percent from GDP growth was enough to tip many into recession, and some of those countries are still feeling the

effects in terms of high unemployment, which is affecting pay increases.

Demographic and structural changes

Underlying all these factors are some basic facts about the way in which we live around the world. Developed

economies tend to have ageing populations, lower birth rates and strained welfare states, while fast-growing

economies are benefiting from an injection of young, rural labor into the workforce – and still have room to grow.

(Though not all of those new workers have the skills to operate in a global market, creating talent shortages.) Even

without factors 1 to 3, these differences alone would keep fast-growing economies ahead of the game.


4P compensation management principle

Position

Accountability

Price

Market

Person

Competencies

and values

Performance

“Reward employees

differently according

to delivery of target

results”

“Reward the

commitment

to living the values

and desired behaviours

for outstanding

contribution”

“Pay according to

the output of the job

on the organisation”

“Pay according to

the market price for

skills, knowledge

and experience”


4E compensation management principle

Engagement

Execution

Energize

Edge

International comparison

Purchasing power was calculated as

major city net salary price level

and compared to New York City (100%)


Global: Domestic purchasing power vs. NYCclerical/operations (reference levels 4-11)

< 30%

30 - 60%

60 - 90%

90 - 120%

> 120 %

No data


Global: Domestic purchasing power vs. NYC supervisory/junior professional (levels 12-16)

< 30%

30 - 60%

60 - 90%

90 - 120%

> 120 %

No data


Global: Domestic purchasing power vs. NYC middle man./seasoned profesionals (levels 17-20)

< 30%

30 - 60%

60 - 90%

90 - 120%

> 120 %

No data


Global: Domestic purchasing power vs. NYC senior man./executives (levels 21 and above)

< 30%

30 - 60%

60 - 90%

90 - 120%

> 120 %

No data


Unit: Dollar

ABC’s VP is in Level 25; SVP in Level 26

Hay

Reference

Level

Base PayTarget Total Cash

=base pay + annual bonus

Target Direct Compensation

=base pay + annual bonus + stock incentive

P50 P90 P50 P90 P50 P90

31 700,215 1,190,366 1,906,931 3,241,782 6,569,390 11,167,962

30 622,278 1,057,873 1,513,909 2,573,645 4,916,126 8,357,415

29 553,016 940,128 1,201,890 2,043,212 3,678,926 6,254,175

28 491,464 835,488 954,178 1,622,103 2,753,082 4,680,239

27 436,762 742,495 757,520 1,287,784 2,060,237 3,502,403

26 388,148 659,852 601,394 1,022,370 1,541,754 2,620,982

25 344,946 586,408 477,446 811,658 1,153,754 1,961,382

24 306,552 521,139 379,043 644,373 863,398 1,467,777

• China 2014 Executive Salary Increase Rate: 7.1%

• China 2015 Executive Salary Increase Rate ( budget): 7.0%

A China Internet Companies’ Executive Compensation - CXO or VP Benchmark


A China Internet Companies’ Executive Compensation - CEO benchmark

Hay

Reference

Level

Base PayTarget Total Cash

=base pay + annual bonus

Target Direct Compensation

=base pay + annual bonus + stock incentive

P50 P90 P50 P90 P50 P90

33 970,874 1,650,485 2,427,184 4,126,214 9,626,775 16,365,518

32 970,874 1,650,485 2,427,184 4,126,214 7,966,524 13,543,091

31 835,462 1,420,286 1,932,140 3,284,638 6,592,603 11,207,425

30 702,528 1,194,297 1,429,934 2,430,887 5,455,631 9,274,573

29 590,745 1,004,267 1,058,262 1,799,046 4,514,743 7,675,063

28 496,749 844,473 783,196 1,331,434 3,736,122 6,351,408

27 417,709 710,105 579,626 985,364 3,091,784 5,256,033

26 351,245 597,117 428,968 729,246 2,558,569 4,349,568

• China 2014 Executive Salary Increase Rate: 7.1%

• China 2015 Executive Salary Increase Rate ( budget): 7.0%

ABC’s CEO and Chairman is in Level 30

XYZ’s CEO is in Level 26

Unit: Dollar



1-Jul-14 Employee Level

IndustryClerical / Supervisor / Mid Management / Senior Management /

Operations Jr. Professional Seasoned Professional Executive

Chemicals 116.0% 113.0% 116.0% 128.0%

Retail 100.0% 101.0% 126.0% 122.0%

Natural Resources 102.0% 88.0% 105.0% 117.0%

Industrial Goods 98.0% 98.0% 97.0% 110.0%

Fast Moving Consumer

Goods87.0% 86.0% 102.0% 103.0%

General 100.0% 100.0% 100.0% 100.0%

High Technology 96.0% 96.0% 83.0% 86.0%

Construction & Materials 95.0% 86.0% 80.0% 83.0%

Insurances 96.0% 96.0% 79.0% 61.0%

Oil & Gas 74.0% 99.0% 114.0% n/a

Services 107.0% 114.0% 109.0% n/a

Transportation 109.0% 95.0% 89.0% n/a

China: Salary cost index by industry


Purchasing power x employee satisfaction levels worldwide

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 20% 40% 60% 80% 100% 120% 140% 160%

Em

plo

yee s

atisfa

ction

Purchasing power vs. New York City


20.4%

17.4% 17.2% 16.9% 16.4%15.0%

10.90%

7.4%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

CN HK ML AU VN TH ID JP

Employee Turnover


Turnover rate in Asia


16.0%

14.5%

19.0%

17.7%

20.5%

17.0%

12.3%

11.0%

15.6%14.8%

15.8%

13.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

2009 2010 2011 2012 2013 2014

Overall VulSources: Hay Group 2014 Annual Compensation Study - PayNet

How to manage the employee’s high Expectation: Turnover rate in China


Most people think they are paid unfairly

On average only 39% of employees think they are paid fairly compared

to people in similar roles in other organizations


This could be about communication

The chart shows

benefits and incentives

as a percentage of

total remuneration.

Benefits and incentives

can make up to 40% of

the package. And that

is just the tangibles....

Are you

communicating your

total reward package

effectively?

Managing reward international


Mature Market Emerging Market

Cost cutting

Shift to cash

Employees’ responsibility

Shift to performance

Engagement

Transparency

War for talent intense

Complexities

Attitudes to variable

pay and equity

Allowances/benefits

Tax important influencer

Larger income differences

How to manage a global reward structure?The issues are different!


The

Decentralized

Model

The Global

Talent Pool

Model

The Global

Reward

Philosophy

Alignment

Model

The Centralized

Model

Global reward governance models: the classic models


Centralised Decentralised

Global CollaborationGlobally Shared

GoalsSilo Mentality

Internal Mobility Smooth Difficult

Pay Decision Makers Detached Accountable

HR Organisation More Strategic More Transactional

Administration & Data Costs Low High

Source: Hay Group

Centralized vs. Decentralized Models



Policies / Process Top Mgt Senior Mgt Professional/ Admin Blue

(G = Global; R = Regional; L = Local) Middle Management Collar

Organisation charts G G G L L

Job descriptions G G G L L

Job grading G G G L L

Reward strategy and policies G G G G G

Base salary structures G G G L L

Salary reviews process G R L L L

Benchmarking G R L L L

STI – perf measures G G R L L

LTI - measures G G G - -

Pensions G / L L L L L

Insurable benefits G / L L L L L

Car policies G / L L L - -

Performance management G G G L L

Employee satisfaction/preferences studies G G G G G

Policy options – global v local


Implementation

Identify

implementation route

and local issues

Align global and local

strategy

implementation

Localization of

global model

Construct framework

for local adaptation

Determine specific

impacts on local

practices

Test for regulatory,

tax impacts

Adjust/build local

programmers in line

with global strategy

Global

Reward model

Identify key global

requirements

Identify global

programmers

Identify global

constraints

Build reporting,

monitoring, review

process

Strategic

context

Diagnose business

and organisation

issues

Clarify business

strategy

Clarify people, talent

and reward strategy

Develop business

case for change

From strategy to implementation

Engagement/Communication

Culture and Employee Value Proposition

China HR journey to Great


Average years of tenure

Ref level Employee group China GCC USA* UK* Japan

-11 Entry level/junior 2 5 5 5 5.8

12-16 Supervisory 3 6 7 10 13.7

17-20 Middle management 6 8 10 14 20.6

20+ Senior executive 10 11 15 19 23.5

* Actual data not available. Based on informed opinion

Average years of tenure: China vs Selected Markets


29

30 30

33

34

36

38

39

40

35

34

3635

37

40

4243

45

3636

3637

3839

41

43 43

38

36

38 38

3940

41

42

44

39

40

39

41 41

42

44 44

46

26

31

36

41

46

12 13 14 15 16 17 18 19 20

Av

era

ge a

ge o

f em

plo

yees w

ork

ing

in

MN

C

China Malaysia Singapore Hong Kong Germany

Junior management Middle management Senior management

Age analysis by country


Average age of employees working for MNCs : China vs Other Markets (All function)



Average age of employees working for MNCs In China : HR vs All Function

27

29

30

31

33

35

37

39

41 41

44

42

30 30

31

33

35

37

38

40

42

43

44

45

26

28

30

32

34

36

38

40

42

44

46

HRL11 HRL12 HRL13 HRL14 HRL15 HRL16 HRL17 HRL18 HRL19 HRL20 HRL21 HRL22

HR General


0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

-

500,000

1,000,000

1,500,000

2,000,000

HRL12 HRL13 HRL14 HRL15 HRL16 HRL17 HRL18 HRL19 HRL20 HRL21 HRL22

HR All Function All Function/HR Rate

Total earning comparison in China : HR vs All Function


RMB

Back to Basic:

How to Adding Value

and Delivering Results?

Manage global reward


Question number 1

Where can you find Hay Group economy reports?

A. PayNet Landscape B. www.haygroup.com

C. www.wikileaks.com D. www.megaupload.com


Global market indicators

The Global business outlook matters to us..

North Americas: Large consumption economies, improvement in

domestic markets.. focus on creation of jobs, reversing the effects

of outsourcing

Europe: Stagnant business growth in most sectors, demographics

not supporting long term potential, unemployment issues…

focus on creation of jobs

South America: Vibrant GDP growth forecast, the troubles of rapid

growth and the shift to developed markets.. focus on sustainable

growth

Asia: Large business potential, businesses adapting to Asian

needs, large scale demands for talent.. Focus on improvement of

business conditions and laws

Middle East: Buoyant markets with rising costs of living, creation of new jobs and

industries, rapid population growth.. Focus on infrastructure development, creation of new

jobs and industries, creating a space and reputation for large scale global events

Landscape is a reward market environment report for countries across the globe. It includes country economic and political factors, reward issues and salary movements and forecasts.


GDP growth in 2014 (forecast)

No data

<0%

0% – 2.5%

2.6% – 5%

>5%


Unemployment in 2014 (forecast)

No data

>15%

10.1% – 15%

5.1% – 10%

0% – 5%


Inflation in 2014 (forecast)

No data

>10%

5% – 10%

0% – 5%

<0%



No data

<0%

0% – 2.5%

2.6% – 5%

>5%



No data

>15%

10.1% – 15%

5.1% – 10%

0% – 5%



No data

>10%

5% – 10%

0% – 5%

<0%



No data

<0%

0% – 2.5%

2.6% – 5%

>5%



No data

>15%

10.1% – 15%

5.1% – 10%

0% – 5%



No data

>10%

5% – 10%

0% – 5%

<0%



No data

<0%

0% – 2.5%

2.6% – 5%

>5%



No data

>15%

10.1% – 15%

5.1% – 10%

0% – 5%



No data

>10%

5% – 10%

0% – 5%

<0%



No data

<0%

0% – 2.5%

2.6% – 5%

>5%



No data

>15%

10.1% – 15%

5.1% – 10%

0% – 5%



No data

>10%

5% – 10%

0% – 5%

<0%


Where can you find out more?


Total RewardEmotional Reward

Work life balance

Professional developement

Company culture

Total Remmuneration

Benefits

Allowances

Pension plans

Company car

Additional holidays

Car allowance

Education allowance

Total Direct Compensation

Long Term Incentives

Stock Options

Restricted Stocks

Total Cash

Base Salary Basic Salary

Fixed Payments

Short Term Incentives

Bonuses

Sales Commission

Profit share

Total reward structure

Financially

non-expressible

Financially

expressible

Work life balance

Professional developement

Company culture

Pension plans

Company car

Additional holidays

Car allowance

Education allowance

Stock Options

Restricted Stocks

Short Term Incentives

Bonuses

Sales Commission

Profit share

Hay Group


Question

Hay Group Productized Services can help you with:

A. Reward B. Talent management

C. Organisational effectiveness D. All options are correct

Hay Group has taken its 70 years of research and experience and channelled it into a new suite of powerful off-the-shelf tools that will help you find, reward and develop the talent within your organisation –and maximise your return on investment in your people.


We supply tools on any level

Employee

effectiveness

Coaching

Emotional intelligence

Growth factor inventory

Leadership styles

TalentQ

Organizational climate

Change-over

TalentQ

Organizational climate

Leadership styles

Planning

TalentQ

Growth factor inventory

Employee effectiveness

Remuneration

Reward PinPoint

Reward Snapshot

PayNet

Exit

Employment

Reward PinPoint

Reward Snapshot

PayNet

Selection

TalentQ

Employee brand

Employee effectiveness

Reward PinPoint

Reward Snapshot

PayNet


Pay: The right amount

Hay Group PayNet® Reward PinPoint Reward Snapshot

Access pay and benefits

data for any job any time

Ensure the

competitiveness of your

total rewards

Quickly benchmark your

pay and benefits

Total Remuneration

StatementsJob Evaluation Manager

Simple and affordable

reward communication

Streamline your job

evaluation process


Emotional Intelligence

Develop emotionally intelligent employees

Growth Factors

Identify your future stars

TalentQ

Select the right people for the right role

Leadership Styles and Climate

Develop effective leaders

Talent: Select and develop your employees


Effectiveness: Engage and enable your people

Employee Effectiveness

Engage and enable your employees


Question

Hay Group provides access to data in:

A. over 50 countries B. over 70 countries

C. over 100 countries D. over 300 countries


Our coverage

14 million+employees

20,000organisations

over 100countries

HG Total Rem Post Survey Presentation - EN- Handout Version A

Documents

hay group

china hr

rights reserved sources

growth work

line growth

source of talent

rights reserved dave

sale revenue growth