Download - Asia and Thailand Reward Trends 2011-2012

Transcript

Asia and Thailand Reward Trends 2011-2012

16th March 2012 Thanwa Chulajata

2 © 2012 Hay Group. All Rights Reserved

What we will cover

Regional Market Snapshot

Thailand Reward Trends

Economic Indicators

Pay Market Findings

Participant Profile

Remuneration Management

Market Pay Movement

Working Conditions and HR Issues

About Hay Group: we look at things differently

4 © 2012 Hay Group. All Rights Reserved

How we organize our business

Building effective

organizations

Leadership and

talent Reward services

Leadership

transformation

Capability

assessment

Talent

management H

ay G

rou

p o

nli

ne

dia

gn

os

tics

Executive

rewards

Job

evaluation

Reward Information

Services

Reward

strategies

Hay Group Insight: employee and customer surveys

Performance

management

BEO solutions

Helping organizations work Our purpose

Our practice

clusters

Our service

lines

5 © 2012 Hay Group. All Rights Reserved

Helping organizations with their leadership and talent issues

No matter how good they may be, your top people and emerging talent

need to be in step with your strategy and operating model to deliver the

best results.

We can help you develop and retain leaders, leadership teams and other strategic talent

that is crucial to sustained success.

You can leverage our pioneering research into human behavior to align your leaders

with your strategy.

Our services help you identify and nurture future leaders and make sure your people

are focused on your business objectives.

Drawing on our renowned databases of leadership data, you can benchmark your

people against outstanding performers in order to make the best staffing decisions.

6 © 2012 Hay Group. All Rights Reserved

Helping organizations through our reward services

From setting remuneration levels to identifying the right benefits and

executive rewards, providing the right reward program is essential to

attracting and retaining talented staff at all levels.

Hay Group research has shown that, on average, it costs the equivalent of six months‟

salary to replace a person who leaves an organization.

So it‟s important to invest time and effort to get your reward programs right.

With Hay Group, you gain experience, expertise, market knowledge and insight, as well

as the world‟s most comprehensive remuneration, benefits and reward management

practices databases.

Our global network of total rewards consultants provides a clear understanding of

business practices, industry trends and most of all, a clear understanding of people.

7 © 2012 Hay Group. All Rights Reserved

Helping clients to build effective organizations

If you are driving change or simply trying to realize more value from your

plans, being able to translate your strategy into reality is key to building an

effective organization.

Hay Group works with leaders to solve their business issues by:

Creating a „joined-up‟ effective organization. We ensure that core operating principles,

organization structure, culture and accountabilities are truly aligned with, and deliver,

the business strategy.

Helping clients develop clarity of direction and purpose. We help provide clarity and gain

commitment to goals and strategies, developing both the team and individual's

capability to sustain an effective organization.

Focusing on generating value. We focus on implementing improvements that generate

real benefits to our clients' businesses as speedily as possible.

8 © 2012 Hay Group. All Rights Reserved

Helping organizations with their employee and customer surveys

An effective employee survey is one of the key means through which

your organization can define and measure whether it is creating the

necessary energy and purpose to ensure that great results occur.

It‟s no surprise then that most organizations use employee and customer surveys. But

asking the question isn‟t enough.

The true benefits come when employee feedback is translated into meaningful action.

It‟s here that Hay Group‟s employee survey process stands out.

We can help you ask the right questions, understand what the results mean and

prioritize actions (using our comprehensive database of normative benchmarks) and in

doing so help your organization and your people achieve their potential.

9 © 2012 Hay Group. All Rights Reserved

Hay Group offers the Ultimate Range of HR tools

Attract Talent

Screening

+ Selection Tool

Managing Talent For

Growth

Assessment +

Development

Rewards Services

Data

+ Consulting

Organization Effectiveness

Engagement +

Enablement

High Performance Organization

HAY Group is here to support every phase of your Employee Life cycle needs

10 © 2012 Hay Group. All Rights Reserved

Screening &

Selection Tools

•Personality,/ Role

Suitability Testing

•Verbal, Numerical,

Logical Thinking

ability tests

•Team Profiling

Assessment

Development

• Growth Factors Inventory (hi-potential identification)

• Emotional & Social Competency Inventory

(Leadership Development)

• Talent Q (development report)

• Pathfinder (e-learning support tool)

Ultimate Range of HR Tools Tools and Services to support every phase of your Talent Life-cycle

Managing Talent for Growth Attract Talent

High

Performance

Organization

+

Reward Talent

• PayNet Compensation Database

• Salary Benchmarking

• Grade + Salary Structure Design

Engaging Talent via

Organization Effectiveness

Survey

11 © 2012 Hay Group. All Rights Reserved

The facts and figures

84 Offices in 48 countries

2600 Employees worldwide

8000 International clients

$450m Turnover

Regional Market Snapshot

01

13 © 2012 Hay Group. All Rights Reserved

Regional Economic Outlook 2012

China India Indonesia Malaysia Singapore Thailand Vietnam

GDP 8.2% 7.8% 6.3% 4.4% 4.0% 6.0% 6.0%

Inflation 3.8% 8.5% 4.7% 2.6% 2.9% 3.9% 11.7%

Unemployment Rate 6.4% 9.8% 6.6% 3.3% 2.1% 1.6% 4.1%

0%

2%

4%

6%

8%

10%

12%

14%

14 © 2012 Hay Group. All Rights Reserved

Regional Salary Movement Actual and Forecast 2012-2013

8.70%

11.18%

10.40%

6.20%

4.50%

6.14%

13.70%

9.50%

12.13%

10.40%

6.10%

4.50%

6.11%

13.00%

China India Indonesia Malaysia Singapore Thailand Vietnam

2012 2013

15 © 2012 Hay Group. All Rights Reserved

Regional Variable Bonus (no. of month) Actual and Forecast 2011-2012

3.30

4.41

3.10

2.40 2.40

2.70

2.00

3.90

4.27

2.90

2.40

2.10

2.70

2.00

China India Indonesia Malaysia Singapore Thailand Vietnam

2011 2012

16 © 2012 Hay Group. All Rights Reserved

Regional Employee Turnover 2011

17 © 2012 Hay Group. All Rights Reserved

Country Insight - India

Workforce planning/sourcing : India is a growing market with the globalization

economy is open for the talent war with the options available to professionals. Talent

acquisition is and quality of manpower is the key issues now.

Employee motivation : Keeping the workforce motivated is one of the key challenges

of HR. Motivation no longer comes from not only a attractive pay package but also

talent segmentation with performance appraisal and rewards is essential to a good

team of workers. Employees also expect job satisfaction, learning and development

facilities.

Talent retention and employee engagement : Work-life balance and organization

climate are considered part of the employee experience. Employee Satisfaction

Surveys cannot just remain an exercise and results cannot simply be ignored yet

implementation to develop have to be presented.

18 © 2012 Hay Group. All Rights Reserved

Country Insight - China

Globalization : Companies are exploring new sources of revenue such as expansion

into new markets-either from mature economics into fast-growing markets like China,

India. The expatriate pay and regional roles are the reward implications need to be

focused.

Win the leadership talent war : The new type of leader in is short supply and

globalization means that the best people will go the highest payer, whatever in the

world happen to be. These lead to engaging leaders through non-cash elements and

ensure development opportunities and career growth especially in the senior

management and executive level. Key three issues are organization climate/leadership

style, work life balance and reward.

Do more with less : Minimum wage increase every year and with the limited budget,

hence, the communication through Total Remuneration Statements and Return on

Investment is the key issues to ensure value for every budget spent. Initiate to move

base from 1st tier to 2nd tier cities in order to save cost is also considering.

19 © 2012 Hay Group. All Rights Reserved

Country Insight - Malaysia

Pay mix : More caution on salaries especially after the last global recession. Particular

in the area of balancing between the fixed and variable costs.

Moving toward more on pay for performance : linking performance with variable

bonus; linking salaries more to competency and capability, exceptional increase of

salaries only provided to high flyers (talents). Reward budgets are in more targeted

way.

Manpower cost : Start looking at higher return on investment on their manpower cost

spending and try to create more engaging workforce (with less cost)

Benefit plan : Some companies have starting to look at the possibilities to reduce

“non-performance” related benefits and using this saving to pay higher salaries to the

high calibers (with same cost concept)

New minimum wage : With recent announcement on possibility of launching “minimum

wages” next year also created some tension in the market.

20 © 2012 Hay Group. All Rights Reserved

Country Insight - Singapore

Rising inflation : Lingering concern about rising prices, rising inflation. Most of

company considered giving salary supplements in form of one time payment, account

for inflation in their annual increment and more aggressive salary increment range and

also other forms of assistance provided to employees eg supermarket vouchers,

subsidized meals, lunch, subsidized transports, increase transport allowance.

Employee motivation and retention : Key challenge is to motivate and retain

employees, especially the High Potentials and High Performers.

Hiring trend : it is very likely to be focused on permanent roles in Singapore, however

fixed term contracts will also be a key part of hiring strategies. These contract hires

may „plug the gap‟ created by restrictions on permanent headcount increases. Hot jobs

are engineering, sales and finance. Reducing hiring expatriated but more localized hire.

Succession planning : Talented staff always have options in the jobs market. That‟s

why employers will not only review their retention strategy, but will focus on succession

planning in 2012, particularly for roles where skills shortages are greatest.

21 © 2012 Hay Group. All Rights Reserved

Country Insight - Indonesia

Talent management : The economy is in a favorable position to be able to

grow faster in 2011. Demand and supply for talent are increasing due to the

positive growth of industries. Talent Management is still becoming the hot topic

across industries as well as employee value proposition.

Critical skill gaps : With the changes of company goals and directions or

business models, many organizations are facing with critical skill gaps as the

skills of the current workforce do not match with it.

The pay premium industries : Pay Trend of leading sectors are including

FMCG, Telecommunications, Hi-Tech, Financial Institutions, and Automotive.

New investments, mergers and acquisitions : there are still taking place.

The most sought after jobs are in the areas of Finance, HR, Sales and

Marketing and Engineering.

22 © 2012 Hay Group. All Rights Reserved

Country Insight - Vietnam

Key industries : Sectors that has seen massive expansion and significant contributors to the GDP

are Oil & Gas, Banking, FMCG, Property and Manufacturing.

Minimum wage : Apply the country‟s labor regulations, the minimum wage is adjusted every year,

most of employee at FIEs earning more than the minimum wage have not seen any subsequent

changes in their salaries.

Labor market is highly mobile: Many labor-intensive companies, especially those in free trade

zones and industrial parks (IPs), are facing massive labor shortages. This is not only due to salary

or work condition but also because of most of the laborers are more likely to choose jobs near their

home towns and families.

Employee engagement : Benefits is a key to retention strategies. Common benefits seen are

uniform / laundry , transport allowances, additional medical assistance, health screening, and in

some cases housing allowance. Not only benefit but also Internal equity, motivational value in

reward program, reputation, learning & development opportunities and better work conditions.

Remuneration Mix : Depending on levels, 13 months pay is a norm with smaller variable

bonuses. LTIs do not seem to be enticing levels below Middle Level Management. Lower level is

more focus on benefit than cash.

23 © 2012 Hay Group. All Rights Reserved

M&A: Large conglomerates aiming for inorganic growth, restructuring and expansion to be regional

Workforce planning: Increased market competition requires organizations to use available

resources more efficiently and effectively

War for talent continues: Attracting and managing critical few: hi-potential talent and leaders

succession planning

Change in SOE and Gov: Increased drive for more productivity and efficiency in SOE and

government agencies

Change management: Implementation of desired changes

Performance management: Managing poor performance in organizations

Improving HR capabilities: re-skill of HR professionals

Engaging employees: employee engagement is the key

Country Insight - Thailand

24 © 2012 Hay Group. All Rights Reserved

Regional Pay Differential : Base Salary

83%

34%

59%

125%

324%

48%

96%

34%

70%

99%

238%

61%

102%

33%

68%

73%

155%

64% 60%

116%

20%

80%

140%

200%

260%

320%

China India Indonesia Malaysia Singapore Vietnam

Thailand Market Median = 100%

Clerical Junior Professional Middle Management Senior Management

Base Salary = 12 monthly basic salary + fixed payment

25 © 2012 Hay Group. All Rights Reserved

Regional Pay Differential : Total Earning

86%

57% 69%

127%

307%

49%

95%

62% 72%

100%

225%

60%

98%

60% 69% 73%

145%

57% 61%

110%

40%

80%

120%

160%

200%

240%

280%

320%

China India Indonesia Malaysia Singapore Vietnam

Thailand Market Median = 100%

Clerical Junior Professional Middle Management Senior Management

Total Earning = Total Cash (Base Salary plus short term incentives) + fixed cash allowance

Thailand Reward Trends

02

27 © 2012 Hay Group. All Rights Reserved

Thailand Economic Indicators

Economic Indicators as of March 2012

Percentage 2011

(Actual)

2012

(Estimated)

2013

(Forecasted)

GDP Growtha (%) 1 6.0 5.6

Headline Inflationa (%) 3.8 3.9 2.9

Unemploymentb (%) 0.7 1.6 n/a

Average Salary IncreaseC (%)

(as of March 2012) 6.15 6.14 6.11

Average Variable BonusC (No. of Month)

(as of March 2012) 2.88 2.70 2.70

Source:

a. Bank of Thailand

b. National Statistical Office Thailand

c. Hay Group's E-Poll Survey, March 2012

Participant Profile

29 © 2012 Hay Group. All Rights Reserved

Participant Profile

Domestically Owned (non-govt)

41%

Foreign Owned57%

Government2%

8%

15%

4%

8%

13% 13%

15%

6%

5%

13%

Chemicals Consumer Goods

Financials High Technology

Industrials Insurance Oil and Gas Real Estate Utility Other Sectors

8% 8%

32%

12%

32%

8%

< 501M 501M - 1,000M 1,001M - 5,000M 5,001M - 10,000M 10,001M - 50,000M > 50,000M

3%

36%

28%

17%16%

<50 51 - 300 301 - 800 801 - 2000 >2000

By Ownership By Sectors

By Revenue size By Employee Size

Others Activities included : 1. Basic Resources 2. Health and Life Science 3. Public Sector & NPF 4. Retail,

5. Services 6. Telecommunications & Media 7. Transportation

30 © 2012 Hay Group. All Rights Reserved

Salary Review Month (Effective Date)

59%

3% 4%

21%

1% 4% 3% 1% 1% 3%

Remuneration Management

32 © 2012 Hay Group. All Rights Reserved

Ways to Design Salary Structure

Single Structure applied

throughout the company

77%

Multiple Structure

applied with different

functions/ business units

23%

22% 22%

56%

Critical/Talent Skill Job Family Base Location Base

Types of Multiple Structure

Multiple Structure can be divided into three main types which are

Critical/Talent Skill, Job Family Base, and Location Base. From

the analysis, Location Base Multiple Structure type is the most

widely used.

33 © 2012 Hay Group. All Rights Reserved

Remuneration Mix Current Practice :: by Employee Level

70%

69%

67%

65%

17%

18%

18%

20%

6%

6%

8%

8%

7%

7%

7%

7%

Clerical/Operations

Supervisory/ Junior Professional

Middle Management/ Seasoned Professional

Senior Management / Executive

Base Salary (12 Month Salary + Fixed Bonus)

Incentives/Variable Bonus

Total Allowance

Benefits

34 © 2012 Hay Group. All Rights Reserved

Remuneration Mix Current Practice :: by Sectors

68%

68%

72%

54%

76%

69%

71%

64%

66%

55%

75%

18%

18%

17%

23%

12%

18%

16%

18%

21%

22%

13%

5%

7%

3%

12%

3%

6%

4%

7%

6%

14%

6%

9%

7%

8%

11%

9%

7%

9%

11%

7%

9%

6%

General Market

Chemicals

Consumer Goods

Financials

High Technology

Industrials

Insurance

Oil and Gas

Real Estate

Utility

Other Sectors

Base Salary (12 Month Salary + Fixed Bonus)

Incentives/Variable Bonus

Total Allowance

Benefits

35 © 2012 Hay Group. All Rights Reserved

Primary Basis on which Remuneration Policy is Determined

52%

23%

19%

10%

19%

23%

10%

44%

Benchmark Pay Policy (Current Practice) Benchmark Pay Policy (Plan)

Basic Salary Base Salary Total Cash Total Remuneration

As you can see, most companies currently use Basic Salary as their primary base of salary comparison. However, in the near

future, companies will continuously shift to the use of Total Cash and Total Remuneration as the primary basis of salary

comparison. Since employers gradually increase employees salary base on personal performance achievement and, on the

other hand, employees progressively look at the benefit they receive from employers.

36 © 2012 Hay Group. All Rights Reserved

Plan on Revising the Current Salary Structure classified by Salary Structure Age*

*Salary Structure Age is how long of

the Salary Structure which your

company have been used.

13% 7%

48%

30%

60%

80%

39%

63%

40%

20%

1-3 years 4-6 years 7-10 years above 10 years

Yes, we are planning to do

Yes, we are doing

No

Developing Remuneration Policy

38 © 2012 Hay Group. All Rights Reserved

Remuneration Policy on Market Stance

2%

5%

45%

36%

12%

AVG - Average P25 to P50 - Between Lower Quartile and

Median

P50 or MD - Median P50 to P75 - Between Median and Upper

Quartile

P75 or Q3 - Upper Quartile

39 © 2012 Hay Group. All Rights Reserved

How Long does It Take to Move a Fully Competent Employee from Minimum to Midpoint of Salary Range

66%

25%

9%

1 - 3 Years 4 - 6 Years 7 - 9 Years

40 © 2012 Hay Group. All Rights Reserved

Reference Markets Used to Determine Remuneration Policy

29%

49%

17%

64%

36%

17%

33%

43%

15%

13%

22%

25%

7%

17%

29%

17%

21%

56%

38%

61%

100%

75%

29%

64%

66%

71%

50%

36%

General Market

Chemicals

Consumer Goods

Financials

High Technology

Industrials

Insurance

Oil and Gas

Real Estate

Utility

Other Sectors

All Organizations (General Market)

Select Peer Group of Companies

Your Industry Sector

Market Pay Movement

42 © 2012 Hay Group. All Rights Reserved

Total Basic Salary Increase 2012 to 2013 :: by Employee Level

Clerical/Operations Supervisory/Junior

Professional Middle Management/ Seasoned Professional

Senior Management/Executive

Overall

Forecasted 2012 6.54% 6.42% 6.30% 6.23% 6.37%

Actual 2012 6.31% 6.22% 6.01% 5.95% 6.14%

Forecast 2013 6.26% 6.15% 6.00% 5.94% 6.11%

*

43 © 2012 Hay Group. All Rights Reserved

Total Basic Salary Increase 2012 to 2013 :: by Sectors

General Market

Chemicals Consumer

Goods Financials

High Technology

Industrials Insurance Oil and Gas Real Estate Utility Other

Sectors

Actual 2012 6.14% 5.66% 6.72% 5.90% 6.61% 5.88% 5.39% 6.69% 6.04% 6.21% 5.89%

Forecast 2013 6.11% 5.67% 6.40% 6.19% 6.44% 6.35% 5.31% 6.34% 6.50% 6.21% 5.78%

44 © 2012 Hay Group. All Rights Reserved

Total Bonus Payment 2011 to 2012 :: by Employee Level

Clerical/Operations Supervisory/Junior

Professional Middle Management/ Seasoned Professional

Senior Management/Executive

Overall

Forecasted 2011 2.90 3.08 3.25 3.49 3.18

Actual 2011 2.78 2.88 3.10 3.41 3.02

Forecasted 2012 2.80 2.89 3.10 3.37 3.03

*

45 © 2012 Hay Group. All Rights Reserved

Total Bonus Payment 2011 to 2012 :: by Sectors

General Market

Chemicals Consumer

Goods Financials

High Technology

Industrials Insurance Oil and Gas Real Estate Utility Other

Sectors

Actual 2011 3.02 3.12 3.06 1.67 2.33 3.90 2.19 2.97 3.10 4.21 3.21

Forecast 2012 3.03 3.46 3.03 2.00 2.39 3.85 2.41 2.96 3.28 3.83 2.77

46 © 2012 Hay Group. All Rights Reserved

Pay Comparison by Sectors : Base Salary

118%

105%

82%

131%

89%

109% 110%

85%

137%

79%

99%

118%

82%

120%

96%

76%

119%

87%

106%

60%

80%

100%

120%

140%

Chemical FMCG Manufacturing Oil & Gas Real Estate

All Sectors Market Median = 100%

Clerical Junior Professional Middle Management Senior Management

*Source: Hay PayNet Database

47 © 2012 Hay Group. All Rights Reserved

Pay Comparison by Sectors : Total Earning

136%

106%

90%

131%

89%

118%

110%

89%

137%

77%

100%

113%

83%

119%

95%

68%

117%

79%

108%

60%

80%

100%

120%

140%

Chemical FMCG Manufacturing Oil & Gas Real Estate

All Sectors Market Median = 100%

Clerical Junior Professional Middle Management Senior Management

*Source: Hay PayNet Database

48 © 2012 Hay Group. All Rights Reserved

Starting Salary-Diploma/Vocational (THB/ Month) at Median

0 2,000 4,000 6,000 8,000 10,000 12,000

Accounting

Admin/Support/Service

Customer Service

Design/Creative/Advertising

Engineering

Finance

Health & Environment

Human Resources

IT & Telecom

Legal

Logistics/Supply Chain

Marketing

Merchandize Operations

Production

Sales

2010

2011

49 © 2012 Hay Group. All Rights Reserved

Starting Salary-Bachelor Degree (THB/ Month) at Median

0 5,000 10,000 15,000 20,000

Accounting

Admin/Support/Service

Customer Service

Design/Creative/Advertising

Engineering

Finance

Health & Environment

Human Resources

IT & Telecom

Legal

Logistics/Supply Chain

Marketing

Merchandize Operations

Production

R&D

Sales

2010

2011

50 © 2012 Hay Group. All Rights Reserved

Impacts from New Minimum Wage and Starting Rate

Higher payroll and

operating cost

Should gradually

be adjusted step

by step

Should consider by

industries and

ability

Be relevant to

current cost of living

Lift up Thai labor

skills and standard

0

5

10

15

20

25

30

35

40

Less impact Little impact Moderate impact

Significant impact

Most impact

8

18

40

30

4

Disagreed 61%

Agreed 39%

Payroll cost

will be

potentially

increased

10%-30%*

*Exclude from cost implication

caused by salary compression

Working Conditions and HR Issues

52 © 2012 Hay Group. All Rights Reserved

Employee Turnover Rate :: by Employee Level

18%

13%

11%

13%

15%

Clerical/Operations Supervisory/Junior Professional

Middle Management/ Seasoned Professional

Senior Management/Executive

Overall

53 © 2012 Hay Group. All Rights Reserved

Employee Turnover Rate :: by Sectors

15%

8%

15% 17%

11%

26%

8%

21%

10%

21%

General Market

Chemicals Consumer Goods

High Technology

Industrials Insurance Oil and Gas Real Estate Utility Other Sectors

Others Activities included : 1. Basic Resources 2. Health and Life Science 3. Public Sector & NFP 4. Retail,

5. Services 6. Telecommunications & Media 7. Transportation

54 © 2012 Hay Group. All Rights Reserved

Workforce Planning in 2012

Increase Headcount 65%

Decrease Headcount 7%

Unchanged 28%

55 © 2012 Hay Group. All Rights Reserved

Top Three Recruitment Difficulty

Job Family Employee Level No. of Companies

Sales Supervisory/Junior Professional 15

Engineering Supervisory/Junior Professional 13

Information Technology Middle Management/ Seasoned Professional 12

Above is the top three working functions, which are the result from 119 participants who participated, that are selected to

contain the most recruitment difficulty. This result is considered from the classification by Job Family and Employee Level.

56 © 2012 Hay Group. All Rights Reserved

Top Three Highest Employee Turnover

Job Family Employee Level No. of Companies

Sales Supervisory/Junior Professional 19

Engineering Supervisory/Junior Professional 17

Productions Middle Management/ Seasoned Professional 15

Above is the top three working functions, which are the result from 119 participants who participated, that are selected to be

the most working functions that maintain the most Employee Turnover issue. This result is considered from the classification

mode of Job Family and Employee Level.

57 © 2012 Hay Group. All Rights Reserved

Current HR Issues

85%

84%

82%

81%

81%

79%

78%

74%

72%

68%

66%

65%

63%

62%

60%

Leadership Transformation/Development

Talent Management & Career Path

Employee Engagement

Succession Planning

Performance Management

Recruitment and Selection

Training & Development

Manpower Planning

Reward Management

Business Strategy

Review Competencies

Organization Structure

Job Evaluation/Job Design

Capability Assessment

Work Culture

58 © 2012 Hay Group. All Rights Reserved

Plan to Resolve HR Issues

8%

10%

11%

13%

10%

12%

10%

17%

14%

22%

19%

21%

27%

20%

27%

31%

45%

44%

43%

26%

14%

21%

23%

42%

56%

39%

23%

29%

43%

39%

61%

45%

45%

44%

64%

74%

69%

60%

44%

22%

42%

56%

44%

37%

34%

Leadership Transformation/Development

Talent Management & Career Path

Employee Engagement

Succession Planning

Performance Management

Recruitment and Selection

Training & Development

Manpower Planning

Reward Management

Business Strategy

Review Competencies

Organization Structure

Job Evaluation/Job Design

Capability Assessment

Work Culture

No

Yes, we are doing

Yes, we are planning to do

59 © 2012 Hay Group. All Rights Reserved

Thank You

For more information please contact

Hay Group Limited

18th Floor Unit 3, Q. House Lumpini,

1 South Sathorn Road, Thung Mahamek,

Sathorn, Bangkok 10120, Thailand

Tel: (02) 677-7515

Fax: (02) 677-7505