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Insights and thought leadership from the consultants of Hay Group

Benjamin Frost

Benjamin Frost looks at the dangers of focusing on your home market when setting global pay policy. Alarm bells rang recently when I was in a meeting with the head of reward for a multinational chemicals company. Talk turned to the firm’s global reward policies. She explained that her organization pays 5 per cent above [...]

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David Smith

What springs to mind when you think of Innocent Drinks, Ben and Jerry’s ice-cream, Apple or Google?  Strong brand? Great culture? Social-responsibility? Ethics?  From a people management perspective, you do get the sense that it would indeed be great to work for one of these companies.  Dan Germain, Brand Manager of Innocent is quoted as [...]

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Henriette Rothschild

The business terrain is volatile like no other time before, and as 2012 draws to a close, one lesson is clear – this isn’t likely to change any time soon. Globally we are dealing with tectonic shifts impacting traditional business models (e.g. in the retail, print media and manufacturing sectors). On top of this is the power shift from the mature economies of Europe and the US, to the growth economies of Asia and Latin America.

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David Smith

A recent survey by the CIPD ranked reward communications as the number one risk for professionals working in this area.  To be exact, respondents are most worried about employees not appreciating the total value of the offering provided.  It’s staggering, given these times of pay restraint, disclosure and pension reform that it’s communications keeping pay [...]

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Mark Williams

This year, Hay Group in the Middle East is focusing its research on the changing expectations of employers and employees under the banner of the Tawaqquat series. As part of this we explored the idea of how business leadership in the region has changed in the wake of the global financial crisis. Has leadership behaviour in the region changed since Hay Group’s Lift Off research in early 2009?

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David Smith

I have an odd fascination with those programmes where people sit around discussing football. I have been known to switch this stuff on at 10am on a Saturday and turn it off again about 8 hours later. If you’ve never found yourself in such a position, let me explain the concept.

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Stephen Welch

I gave a speech recently to a group of financial directors at the UK Government Department of Business Innovation and Skills, and the brief around change management got me thinking about Charles Dickens. Let me explain why.

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Carl Sjostrom

Ask any passer-by if they agree with the EU’s move to limit bankers’ bonuses (and, as is now being discussed, fund managers’), and the chances are they’d say yes. But we think that the emotion and politics around the topic have clouded the real issues. Take them out of the equation, and the question isn’t: ‘Why wouldn’t you cap bonuses?’, but: ‘Why would you?’

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Graeme Yell

The dramatic ups and downs of the past four years have transformed risk, taking it from being a fairly obscure function and casting it firmly into the glare of corporate, regulatory and public attention. Despite this, it’s not at all clear what people mean by ‘risk’. In the public understanding, risk is synonymous with investment bankers placing billion-pound deals. In the corporate mind, risk is sliced and diced into operational, credit, reputational, market and so on. For politicians, it’s a risk-averse public and business community that is contributing to stalled economic recovery.

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David Smith

The s-word? I have a confession to make, I like sales.  I like sales, I like the sales process, it interests me and I hate it when the profession gets derided, mocked or cheapened.  There, I said it! It’s unfair that ‘sales’ is often treated like a dirty word.  There’s an art to selling.  Whether [...]

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