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PresentedJoePresentedJoeChuReward&SectorsBusinessHayGroupChinaLinkedIn:CHANGINGCareerCHANGINGCHANGINGCareerCHANGINGTechReshapesCHANGINGTalentLandscapeinCHANGINGEconomy&Macro1Macro1EconomicUNITEDSources:The©2015HayGroup.AllEconomicUNITEDSources:The©2015HayGroup.Allrights6GlobalGDPgrowthcomparisoninadvanced&emergingmarketsHongSources:TheUnitedUniteed©2015HayGroup.Allrights72014GDPgrowthHongSources:TheUnitedUniteed©2015HayGroup.Allrights72014GDPgrowthTraditionalCompanyNewPlayerBusiness=Business=BattlefieldCorporation=Management=TraditionalCompanyNewPlayerBusiness=Business=BattlefieldCorporation=Management=Corporation=Management=Employee=Employee=Peers&Change=Change=Work=Work=©2015HayGroup.Allrights8Culturedrive%%%%%MiddleEastandNorth%%0%%%%%MiddleEastandNorth%%0FortuneMagazine199520052006200720082009201020112012©2015HayGroup.Allrights9FIE&ChinesecompaniesallmadehugeachievementinChina78ofcompaniesExpecttogainmarketshareinemergingmarkets… …butonly13percentsaytheyhavean78ofcompaniesExpecttogainmarketshareinemergingmarkets… …butonly13percentsaytheyhaveanadvantageOnly9ofcompanies’topNosaidthattheircapabilitiesinemergingmarketsweresufficientlocalleadersarebasedinemergingmarkets900BCGStudy:Howtoplaywininmerging©2015HayGroup.AllrightsCEO’sview:Thegapbetweenambition&ProductGotoPeopleand543210TargetsandSalesandMarketand CapablelocalStrongAndretentionofPerformanceRating(1=low,5= ©2015HayGroup.AllrightsCEOsaidtheircompaniesdemonstratedlargestperformancegapinpeopleissuesProductGotoPeopleand543210TargetsandSalesandMarketand CapablelocalStrongAndretentionofPerformanceRating(1=low,5= ©2015HayGroup.AllrightsCEOsaidtheircompaniesdemonstratedlargestperformancegapinpeopleissuesAfrica’slabourforcewillbethelargestintheworldbyChina:TheNO.ofyoungpeopleenteringthelabourforcewillfallin30%innext10GrowthofthelabourSizeoftheworking-ageY2010--8Africa’slabourforcewillbethelargestintheworldbyChina:TheNO.ofyoungpeopleenteringthelabourforcewillfallin30%innext10GrowthofthelabourSizeoftheworking-ageY2010--8SoutheastAsiaLatinAmericaNorthLatin0InternationalLabourOrganization;UnitedNationsWorldPopulationProspects;McKinseyGlobalInstitute Theworldatwork:Jobs,payandskillsfor3.5billionpeople,McKinseyGlobalInstitute,June ©2015HayGroup.AllrightsLaborforcesupplyCity 120132201420132014Sources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsHowtodrivethetoplinegrowth:SalerevenuegrowthinChinaCity 120132201420132014Sources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsHowtodrivethetoplinegrowth:SalerevenuegrowthinChinaSourceMaterials->SourceSourceMaterials->SourceMarket-SourceChinawillbenotonlyasourceofsignificantrevenuegrowthforcompaniesbutalsoasourceoftalent,trueinnovationandground-breakingapproachestobusiness,whichtheywillleverageonaglobalscaleBusinessleaders’expectationsforSource:Businessleaders’expectationsforSource:NextGenerationHRresearch–Hay©2015HayGroup.AllrightsChangingHRpriorities–aligningtofutureEEisweak,tohighturnoverrateWageswillcontinuetorisefastericswillnotEEisweak,tohighturnoverrateWageswillcontinuetorisefastericswillnotisnotwiththeMNCfacefromlocal©2015HayGroup.Allrights5FactorsareshapingTalentEmployers:AreyoureallypreparedwellforfutureChina?Source:CIIConference;CSFBReport;UNSource:CIIConference;CSFBReport;UNPopulationDivision;BCG ©2015HayGroup.AllrightsChallenge1:ChinademographicwillnothelpemployersB.AorCollegePrimarySchoolPrimarySchoolNew5886650199019911992199319951998200020012009Sources:StateStatistical©2015HayGroup.AllrightsChallenge2:Sufficientfreshsupplywhilemisalignmentofeducation&employableskillsB.AorCollegePrimarySchoolPrimarySchoolNew5886650199019911992199319951998200020012009Sources:StateStatistical©2015HayGroup.AllrightsChallenge2:Sufficientfreshsupplywhilemisalignmentofeducation&employableskills©2015HayGroup.All©2015HayGroup.AllrightsChallenge2:Sufficientfreshsupplywhilemisalignmentofeducation&employableskills©2015HayGroup.Allrights High- ©2015HayGroup.Allrights High- High- High- High- Challenge3:LowengagementlevelvsHighTurnoverrateTurnoverHayGroupAnnualCompensationStudy-©2015HayGroup.AllrightsChallenge3:LowengagementlevelvsHighTurnoverrateTurnoverHayGroupAnnualCompensationStudy-©2015HayGroup.AllrightsChallenge3:LowengagementlevelvsHighTurnoverrateLocalMultinational ©2015HayGroup.AllrightsChallenge4:StrongtalentwarcompetitionfromlocalplayersLocalMultinational ©2015HayGroup.AllrightsChallenge4:Strongtalentwarcompetitionfromlocalplayers10 HRLHRLHRLLocalCompanyLocalCompanyMNCMNC10 HRLHRLHRLLocalCompanyLocalCompanyMNCMNCHayGroupAnnualCompensationStudy-©2015HayGroup.AllrightsChallenge4:Payrangecomparison:MNCvsChinacompaniesSalarySalaryTheUnitedArabSalaryHayGroupAnnualCompensationStudy-EconomistIntelligenceSalary©2015HayGroup.AllrightsChallenge5:WageshavebeenoutpacingproductivityinChinaSalarySalaryTheUnitedArabSalaryHayGroupAnnualCompensationStudy-EconomistIntelligenceSalary©2015HayGroup.AllrightsChallenge5:WageshavebeenoutpacingproductivityinChinaMinimum0IncreaseRate2013/©2015HayGroup.AllrightsChallenge5:WageshavebeenoutpacingproductivityinChinaMinimum0IncreaseRate2013/©2015HayGroup.AllrightsChallenge5:WageshavebeenoutpacingproductivityinChinaSalarymovementsandforecasts2Salarymovementsandforecasts22014payforecastspaintedapictureofatwospeedworld:High-Fastgrowingoremergingeconomiesaresettoreceivethehighestpayrises,althoughinmostcasespayriseswillbelowerthanlastyear.Low-Maturemarketsaremorelikelytoexperienceminimaltomodestpayrises.Sources:2014payforecastspaintedapictureofatwospeedworld:High-Fastgrowingoremergingeconomiesaresettoreceivethehighestpayrises,althoughinmostcasespayriseswillbelowerthanlastyear.Low-Maturemarketsaremorelikelytoexperienceminimaltomodestpayrises.Sources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsGlobalpayGlobally,salariesaresettoincreaseby5.2%onaverageGlobally,salariesaresettoincreaseby5.2%onaveragebutrisesfor2014areexpectedtoaverage0.3%lessthanlastyear’sforecasts(5.5%).VenezuelaandArgentinalooksettoofferthehighestpredictedpayrises–27%and24.3%–butthesewilllagsignificantlybehindprojected2014inflationrates–36.4%and25.7%respectively*.Asaresult,employeeswillfeelasignificantcutinrealincome.SalaryrisesinEuropeareforecastat3.1%onaverage,boostedbyhighrisesinemergingnations.Thiscomparesto3.3%in2013.Europe’semergingnationscanalsoexpectnoticeableincreasesinpayrisescomparedtotheirslow-growthneighbors.Ukraine(7.9%),Russia(7.8%)andTurkey(7.7%)willexperiencethegreatestup-tickinwagesbutareagaindownonlastyear’sforecasts.UKemployeeswillexperiencepayincreasesof2.5%–adropof0.5%since2013andfallingbehindinflation,whichisexpectedtobe2.7%in2014.Francetoowillseepayriseby2.5%nextyear–0.1%lessthanlastyear.SalaryincreasesinGermanywillremainat3%forasecondyear.NorthAmericaissettoseerisesof2.7%in2014comparedto2.9%lastIntheMiddleEastpayriseshavestabilizedbutforecastsaredownon2013.Theaverageriseforecastis5.0%–down0.5%onlastyear.SalariesinAsiaareexpectedtoincreasebyanaverage7%–0.2%lessthantherisein2013,reflectingslowingbutstillstrongeconomicforecasts.ThehighestincreaseswillbeseeninVietnam(11.5%),India(10.9%),Indonesia(10%)andChina(8.6%).©2015HayGroup.AllrightsKeypointsglobalsalaryforecastMarketbenchmarking&data©2015HayGroup.Marketbenchmarking&data©2015HayGroup.AllrightsPerformanceDifferentiating&rewardingcriticalMakingpayforperformanceaTrendsinrewardSalaryIncreaseAverageBaseSalaryRealWageSources:SalaryIncreaseAverageBaseSalaryRealWageSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsChina:Salaryincreasetrendsinpast12 20142015Sources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsSalaryincreaseacrossthesectorin 20142015Sources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsSalaryincreaseacrossthesectorin0 ShenzhenIncreaseRate2014/Sources:SocialSecurity©2015HayGroup.AllrightsMinimumwageincreaseinChinamajor0 ShenzhenIncreaseRate2014/Sources:SocialSecurity©2015HayGroup.AllrightsMinimumwageincreaseinChinamajorSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsGeneralmarketsalaryTOTALPAYMOVEMENTS–QUESTIONNAIRESExecutives/Management/Supervisory/Clerical/P75/UpperP50/Sources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsGeneralmarketsalaryTOTALPAYMOVEMENTS–QUESTIONNAIRESExecutives/Management/Supervisory/Clerical/P75/UpperP50/P25/LowerPAYMOVEMENTS–Executives/Management/Supervisory/Clerical/Merit/Inflation/costofTotalStructuralSources:HayGroup2014AnnualCompensationudy-Salary3Salary3BasesalaryBasesalaryinequityratewascalculatedasbasesalarylevel20(managerial)basesalarylevel10Source:HayGroupSalarySource:HayGroupSalarysurveyin©2015HayGroup.AllrightsBasesalaryinequityrate–globalSource:HayGroupSalarySource:HayGroupSalarysurveyin©2015HayGroup.AllrightsBasesalaryinequityrate–inworld 0USBasesalary-PSource:HayGroupSalarysurveyin©2015HayGroup.Allrights3CostoffreshgraduateinAsia–Payfor 0USBasesalary-PSource:HayGroupSalarysurveyin©2015HayGroup.Allrights3CostoffreshgraduateinAsia–Payfor 0USBasesalary-Source:HayGroupSalarysurveyin©2015HayGroup.AllrightsCostofseniorleadersinAsia–Payfor 0USBasesalary-Source:HayGroupSalarysurveyin©2015HayGroup.AllrightsCostofseniorleadersinAsia–Payfor0IndustriesUSBasesalary-PSource:HayGroupSalarysurveyin©2015HayGroup.AllrightsCostofseniorleadersinAsia-across0IndustriesUSBasesalary-PSource:HayGroupSalarysurveyin©2015HayGroup.AllrightsCostofseniorleadersinAsia-acrossSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsEntryUnitedSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsEntryUnitedUnitedStatesof1Hong11ComparisonBetweendifferentcountriesbyENTERYLEVELandEXECUTIVESource:HayGroupSalarysurveyin©2015HayGroup.Allrights69Source:HayGroupSalarysurveyin©2015HayGroup.Allrights69China-TierPaydifference:seniorlevelvsentry0Level07Level08Level09Level10Level11Level12Level13Level14Level15Level16Level17Level18Level19Level20Level21Level(85-97)(98 (114 (135 (1610Level07Level08Level09Level10Level11Level12Level13Level14Level15Level16Level17Level18Level19Level20Level21Level(85-97)(98 (114 (135 (161 (192 (228 (269 (314 (371 (439 (519 (614(735 (880-(1056 Source:HayGroupSalarysurveyin©2015HayGroup.AllrightsTargettotalcashP50Sources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsPayJr.Mid.Sr.BaseTotalTotalCashatBaseTotalTotalCashatBaseTotalTotalCashatBaseSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsPayJr.Mid.Sr.BaseTotalTotalCashatBaseTotalTotalCashatBaseTotalTotalCashatBaseTotalTotalCashatBaseTotalTotalCashatBase-Total-TotalCashatChinacitySources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsPayMid.Sr.BaseTotalTotalCashatBaseTotalTotalCashatBaseTotalTotalCashatBaseSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsPayMid.Sr.BaseTotalTotalCashatBaseTotalTotalCashatBaseTotalTotalCashatBaseTotalTotalCashatBaseTotalTotalCashatBase-Total-TotalCashatChinacitySupplyandAneconomyiseitherabuyer’sorSupplyandAneconomyiseitherabuyer’soraseller’smarket.Indevelopedmarkets,economicconditions,suchaslowinflationandunemployment,makeitabuyer’s(employer’s)market,withlittlepressureoropportunitytoraisesalaries.Infast-growingeconomies,talentshortagesandinflationmakeitaseller’smarket,inwhichemployeescannegotiate–orsimplyexpect–largerincreases.Ourresearchshowsthatwhenitcomestosettingexecutivepay,anincreasinglygloballabormarkethashelpedclosethegapbetweenfast-growingandmaturemarkets.InChina,forexample,managementpaywas32percentoftheUSlevelin2001;by2011,thisfigurehadrisento80percent.Atlowerlevels,though,payisstilldecidedbythecostoflivingandothereconomicconditionsinthatcountry–explainingthehugedifferencesaroundtheglobe.TheFinancialThespeedatwhicheconomieshaverecoveredfromrecessiondependsontheirstartingpointin2008.Fortheeconomiesenjoyingsubstantialgrowth,aslowdownwasn’tanautomaticdisaster.Butformatureeconomies,losing3percentfromGDPgrowthwasenoughtotipmanyintorecession,andsomeofthosecountriesarestillfeelingtheeffectsintermsofhighunemployment,whichisaffectingpayincreases.DemographicandstructuralUnderlyingallthesefactorsaresomebasicfactsaboutthewayinwhichwelivearoundtheworld.Developedeconomiestendtohaveageingpopulations,lowerbirthratesandstrainedwelfarestates,whilefast-growingeconomiesarebenefitingfromaninjectionofyoung,rurallaborintotheworkforce–andstillhaveroomtogrow.(Thoughnotallofthosenewworkershavetheskillstooperateinaglobalmarket,creatingtalentshortages.)Evenwithoutfactors1to3,thesedifferencesalonewouldkeepfast-growingeconomiesaheadofthegame.©2015HayGroup.AllrightsWhyispaysodifferentaroundtheInternational4International4PurchasingpowerwasPurchasingpowerwascalculatedmajorcitynetsalarypricelevelandcomparedtoNewYorkCity(100%)No<30-No<30-60-90->120©2015HayGroup.AllrightsGlobal:Domesticpurchasingpowervs.NYCclerical/operations(referencelevels4-11)No<30-No<30-60-90->120©2015HayGroup.AllrightsGlobal:Domesticpurchasingpowervs.NYCsupervisory/juniorprofessional(levels12-16)No<30-No<30-60-90->120©2015HayGroup.AllrightsGlobal:Domesticpurchasingpowervs.NYCmiddleman./seasonedprofesionals(levels17-20)No<30-No<30-60-90->120©2015HayGroup.AllrightsGlobal:Domesticpurchasingpowervs.NYCseniorman./executives(levels21andabove)Unit:ABC’sVPisinLevel25;SVPinLevelChina2014ExecutiveSalaryIncreaseRate: •China2015ExecutiveSalaryIncreaseRate(budget): ©2015HayGroup.AllrightsBaseTargetUnit:ABC’sVPisinLevel25;SVPinLevelChina2014ExecutiveSalaryIncreaseRate: •China2015ExecutiveSalaryIncreaseRate(budget): ©2015HayGroup.AllrightsBaseTargetTotal=basepay+annualTargetDirect=basepay+annualbonus+stock316,569,390304,916,1268,357,415293,678,9266,254,175282,753,0824,680,239272,060,2373,502,403261,541,7542,620,982251,153,7541,961,38224863,3981,467,777AChinaInternetCompanies’ExecutiveCompensation-CXOorVPBenchmarkUnit:ABC’sCEOandChairmanisinLevelXYZ’sCEOisinLevelChina2014ExecutiveSalaryIncreaseRate: •China2015ExecutiveSalaryIncreaseRate(budget): ©2015HayGroup.AllrightsBaseUnit:ABC’sCEOandChairmanisinLevelXYZ’sCEOisinLevelChina2014ExecutiveSalaryIncreaseRate: •China2015ExecutiveSalaryIncreaseRate(budget): ©2015HayGroup.AllrightsBaseTargetTotal=basepay+annualTargetDirect=basepay+annualbonus+stock3332313029282726AChinaInternetCompanies’ExecutiveCompensation-CEObenchmarkSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.Allrights1-Jul-ClericalSupervisorMidManagementSeniorManagementSeasonedNaturalSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.Allrights1-Jul-ClericalSupervisorMidManagementSeniorManagementSeasonedNaturalFastMovingConsumerHighConstruction&Oil&China:SalarycostindexbyPurchasingpowervs.NewYork©2015HayGroup.AllPurchasingpowervs.NewYork©2015HayGroup.AllrightsEmployeePurchasingpowerxemployeesatisfactionlevelsworldwideEmployeeSource:HayGroupSalarysurveyin©2015HayGroup.AllrightsTurnoverrateinEmployeeSource:HayGroupSalarysurveyin©2015HayGroup.AllrightsTurnoverrateinSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsHowtomanagetheemployee’shighExpectation:TurnoverrateinChinaSources:HayGroup2014AnnualCompensationStudy-©2015HayGroup.AllrightsHowtomanagetheemployee’shighExpectation:TurnoverrateinChinaLeadingLeadingWorklifeLimitedgrowth11 InternalinequityofExternalinequityof2LimitedLeadingLeadingWorklifeLimitedgrowth11 InternalinequityofExternalinequityof2LimitedgrowthUnderutilizationof33BusinessRole44UnderutilizationofInternalinequityof55©2015HayGroup.AllrightsTop5reasonsforvoluntaryattritionOnaverageonly39%ofOnaverageonly39%ofemployeesthinktheyarepaidfairlycomparedtopeopleinsimilarrolesinotherorganizations©2015HayGroup.AllrightsMostpeoplethinktheyarepaidThechartshowsbenefitsandincentivesasapercentageoftotalremuneration.Benefitsandincentivescanmakeupto40%ofthepackage.Andthatisjustthetangibles....Areyoucommunicatingyourtotalrewardpackage©Thechartshowsbenefitsandincentivesasapercentageoftotalremuneration.Benefitsandincentivescanmakeupto40%ofthepackage.Andthatisjustthetangibles....Areyoucommunicatingyourtotalrewardpackage©2015HayGroup.AllrightsThiscouldbeaboutGlobalfirmsarefacingatalentexodusasworldeconomiesreturntogrowth.Growthisexpectedtopickupover2013and2014–wecanexpectlabormarketstoreviveandstaffturnovertoOrganizationsthereforeneedtostartthinkingnowabouthowtosecurethelong-termcommitmentoftheirworkers.Failuretocreatetherightenvironmentwillencouragedisgruntledemployeestotakeoffinsearchofbetterconditions.98765HayGrouphaspinpointedwhenyourstaffaremostlikelytotakeflight.What’smore,wehaveidentifiedthefiveretentionfactorsthatwillhelpsecurethelong-termcommitmentofyourworkforce.4321Byconsideringhowyourfirmperformsagainstthefiveretentionfactorsnow,youwillbepreparingyourfirmfortheturnoverwaveheadingyourway.0Globalfirmsarefacingatalentexodusasworldeconomiesreturntogrowth.Growthisexpectedtopickupover2013and2014–wecanexpectlabormarketstoreviveandstaffturnovertoOrganizationsthereforeneedtostartthinkingnowabouthowtosecurethelong-termcommitmentoftheirworkers.Failuretocreatetherightenvironmentwillencouragedisgruntledemployeestotakeoffinsearchofbetterconditions.98765HayGrouphaspinpointedwhenyourstaffaremostlikelytotakeflight.What’smore,wehaveidentifiedthefiveretentionfactorsthatwillhelpsecurethelong-termcommitmentofyourworkforce.4321Byconsideringhowyourfirmperformsagainstthefiveretentionfactorsnow,youwillbepreparingyourfirmfortheturnoverwaveheadingyourway.0 Fig1:RealGDPgrowth,year-on-Source:IMF,Cebr©2015HayGroup.AllrightsPreparingfortakeFromHayInassociationwiththeCentreforEconomicBusinessEmployeeInassociationwiththeCentreforEconomicBusinessEmployeeturnovertohitnewWorkersaroundtheworldarealreadystartingtoseeknewjobopportunitiesasgrowthreturnsandlabormarketsbegintopickup.withthegreatestgrowthhappeninginthatyear.Butregionaleconomicandjobmarketforecastsshowthatturnoverwillspikesoonerinemergingeconomiesthanindeveloped(seefig.3).In2018,49millionmoreemployeeswillbeheadingoutthedoorcomparedto2012–atotalof192millionemployeesworldwide.EmergingeconomiesinAsiaandLatinAmericawillspikebetweennowand2014,whilematuremarketswillpeakbetween2014and2018,ledbydominanteconomiessuchasGermanyandtheUS.Theglobalemployeeturnoverratewillseethesharpestincreasein2014(seefig.2),Source:HayGroupCebr©2015HayGroup.AllrightsAbouttheHayGroupglobalmacroeconomictrendsandouropiniondatabaseofover5.5millionemployeesThisenabledustothetimingandscaleoftheemployeeturnover‘spike’for19countriesaroundtheworldthefivekeyretentionfactorsorganizationsneedtoconsiderinordertosafeguardstaffretention.PreparingfortakeoffEmployeeturnovertohitnewFromHayPreparingfortakeoff-EmployeeturnovertohitnewheightsFromHayTotalemployeesinmillions(rightPercentageofemployeeturnoverrate(leftFig.2:GlobalturnoverandnumberofSource:HayGroupCebr©2015HayGroup.AllrightsPreparingfortakeoff-EmployeeturnovertohitnewheightsFromHayTotalemployeesinmillions(rightPercentageofemployeeturnoverrate(leftFig.2:GlobalturnoverandnumberofSource:HayGroupCebr©2015HayGroup.AllrightsFig.3:TimingandscaleofthesharpestemployeeturnoverFig.3:Timingandscaleofthesharpestemployeeturnoverincreasesbycountry,Source:HayGroupCebr©2015HayGroup.AllrightsPreparingfortakeoffEmployeeturnovertohitnewFromHaySource:HayGroupCebr©2015HayGroup.AllrightsWhenwilltheturnoverspikehitSource:HayGroupCebr©2015HayGroup.AllrightsWhenwilltheturnoverspikehitDriversofemployeeTurnoverAverageturnoverrateGlobaleconomicrecoveryandgrowth,especiallyinemergingmarketsAsiaAmbitiousmiddleclassfuellingLatin spendon WorldCup/OlympicsDoubleRecoveringhousingmarket;energyproduction;businessservicesITandbusinessservicesPreparingfortakeoffEmployeeturnovertohitnewFromHayToidentifywhatmakesforToidentifywhatmakesforacommittedworkforce,westudiedHayGroup’sopiniondatabaseofover5.5millionemployeesworldwide.Wecomparedtheviewsof‘stayers’(committedtotheircompaniesformorethantwoyears)withthoseof‘leavers’(intendingtoleavewithinthenexttwoyears).TheanalysisidentifiedfivefactorsthatimpactemployeeConfidenceintheorganizationandleadership:Employeesneedtofeeltheyworkforawell-ledorganizationthatisheadinginapositivedirection.Thisrequiresleaderstocommunicatecompanystrategyclearly,consistently,regularlyandwithauthority.Roomforgrowth:Mostpeoplewanttoreachtheirpotentialatwork.Employeeswanttoknowthatthereareopportunitiestolearn,growandprogress.Ifnot,manywillbegintowonderiftheirfuturelieselsewhere.Afairexchange:Employeesneedtofeelvaluediftheyaretodelivermorewithlessindifficulttimes.Tappingintoemployees’discretionaryeffortdemandsafairbalancebetweenthecontributionstheymakeandtherewardstheyAnenvironmentforsuccess:Engagingemployeesisnotenough.Tosustaincommitment,firmsalsoneedtoenablethemtoperformattheirbest.Thismeansplacingtherightpeopleintherightroles,creatingefficientworkprocesses,enablingcollaborationandprovidingasupportiveworkingenvironment.Authorityandinfluence:Engagedworkerswanttocontributepositivelytotheirorganizationsandhelpthemtoperformbetter.Firmsneedtoprovidestaffwiththebasicauthoritytoallowthemtodotheirjobsandinfluencehowworkisdone.Source:HayGroupCebr©2015HayGroup.AllrightsPreparingfortakeoff–WhatmakespeoplestayFromHaySignificantnumbersofemployeesexpressSignificantnumbersofemployeesexpressdoubtovertheirfirms’abilitytoprovidetheseretention1.Confidenceintheorganizationand38percentofemployeesgloballyvoiceconcernovertheirfirm’sdirectionand31percentdonothavetrustandconfidenceintheirsenior2.Roomfor47percentofworkersareunsurethattheycanachievetheircareerobjectivesattheircurrentAlmostasmanyareseekingmorelearninganddevelopmentopportunities(44percent)andgreatersupervisorysupportfordevelopment(43percent).3.Afair53percentofstaffexpressconcernaboutthefairnessoftheir43percentdonotbelievethattheircompanydemonstratescareandconcernforits4.Anenvironmentfor60percentoftheglobalworkforcefeelthattheirfirmiseffectivelymanagedandwellBut46percentareunhappywiththeamountofcollaborationandsupportbetweendepartmentsintheir5.AuthorityandMostemployeesfeelthattheyhaveenoughauthoritytoeffectivelyperformtheirrolesandbelievethattheirorganizationssupportcreativityandinnovation.Source:HayGroupCebr©2015HayGroup.AllrightsPreparingfortakeoffHowdoorganizationsmeasureFromHayBusinessesmustgiveseriousthoughttowhatdrivesemployeecommitment,andwheretheyneedtoBusinessesmustgiveseriousthoughttowhatdrivesemployeecommitment,andwheretheyneedtofocustoprotectretentionasjobmarketsrecover.TakeactionMakenomistake:weareintheeyeofaturnoverstorm.Youmustgiveseriousthoughttowhatdrivesemployeecommitment,andwhereyouneedtoprioritizetoprotectretentionasjobmarketsThoseinregionsfacinganemployeeturnoverspikeinthenexttwoyearsmustfocustheirkeypotentials,aswellasemployeeswithmission-criticalskillsandincrucialroles.Forfirmsintheeconomieswiththeluxuryofalittlemoretime,thecalmbeforethestormshouldbeusedtosecurethecommitmentoftheircoreemployees.Source:HayGroupCebr©2015HayGroup.AllrightsPreparingfortakeoff–TakeactionnowFromHay随着世界经济的复苏，全球企业正面临着人才外流的挑战。经济的增长预计将于2013-2014年间达到顶峰 我们可以预见到，劳动力市场的复苏和员工离职率提高将成定势因此，企业需要开始思考如何保证员工的长期忠诚度。未能营造随着世界经济的复苏，全球企业正面临着人才外流的挑战。经济的增长预计将于2013-2014年间达到顶峰 我们可以预见到，劳动力市场的复苏和员工离职率提高将成定势因此，企业需要开始思考如何保证员工的长期忠诚度。未能营造出合适工作环境的企业将会使心怀不满通过考量企业现有平台与五大因素的偏离或一致程度，您就可以为员9876543210 全中印巴图1：年度实际GDP增数据来IMFCebr研究©2015HayGroup.Allrights准备起来自合益集团与经济和商业研究中心(Cebr)合作研员工离职与经济和商业研究中心(Cebr)合作研员工离职率创新高4900万新员工加入劳动力市场数据来源：合益集团Cebr研究©2015HayGroup.Allrights关于研准备起飞-员工离职率创新来自合益集团准备起飞-员工离职率创新来自合益集团预员工总数以百万计（右轴员工离职率百分比（左轴图2：全球员工离职率及人数据来源：合益集团Cebr研究©2015HayGroup.Allrights准备起飞-员工离职率创新来自合益集团预员工总数以百万计（右轴员工离职率百分比（左轴图2：全球员工离职率及人数据来源：合益集团Cebr研究©2015HayGroup.Allrights图3：2012-18员工离职率上升最大的时点及幅度（分国别图3：2012-18员工离职率上升最大的时点及幅度（分国别数据来源：合益集团Cebr研究©2015HayGroup.Allrights准备起飞-员工离职率创新来自合益集团数据来源：合益集团Cebr研究©2015HayGroup.Allrights2013-2018数据来源：合益集团Cebr研究©2015HayGroup.Allrights2013-2018年平均员工流全球经济的复苏和增长，特基础设施投资的增加；世界准备起飞-员工离职率创新来自合益集团1：员工需要感觉到他们在为一个被正确领导的、未来发展方向充满光明的企业而工作。这2：大部分人都希望在工作时能够发挥自己的潜力。员工需要知道他们有机会学习、成长及进步。如果没31：员工需要感觉到他们在为一个被正确领导的、未来发展方向充满光明的企业而工作。这2：大部分人都希望在工作时能够发挥自己的潜力。员工需要知道他们有机会学习、成长及进步。如果没3：员工需要感觉到自己的价值，即当他们在困难时期做出事半功倍的举动时是被肯定的。发4：仅有员工敬业度还远远不够。为了维持敬业度，企业还需要激发员工的最佳才能。这就意5：敬业的员工想为