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Welcome to
the team

Our drive:
The Hays Spirit

The "Hays Spirit" describes our typical culture of integration and the enthusiasm we radiate.

Willingness to change

We are open to change, suggestions and criticism and constantly scrutinise our own actions. It is only through passion, a thirst for knowledge and a desire to embrace innovation that we can further develop our skills and expertise, predict industry trends and continue to expand our leadership position on the market.

Results driven

As a high-performance organization in the "people business", being sustainably focused on achieving results is extremely important to us. We are guided by our customers' and candidates' needs and deliver high-value services – with professional competence and our fullest commitment.

Appreciation

We are respectful and sincere in our communications. We give our time, respect and full attention to everyone we deal with. We recognise good performance, give honest feedback and provide constructive criticism. We treat everyone with the same due consideration we would expect ourselves and strive toward and achieve our goals together.

Personal responsibility

We take responsibility, seize the initiative, stand by our decisions and accept the consequences – never losing sight of our overall corporate objectives and always weighing up potential risks. We take full control of our personal and professional development.

Trust

We trust in each other, because we know that those who act with initiative may also make mistakes – but this is how we learn. We always review and reflect on our results based on the given situation. Our fundamental philosophy is to lead constructively, positively and always with a focus on achieving our goals.

diversity & inclusion
at hays

Do you want to know more about our commitment to diversity in the company? Learn all about our pledge, awards and projects.

In Austria diversity is an important topic as well. Get further information here.

Board

Diversity Council

The members of our Diversity Council, founded in 2018, act as ambassadors to promote diversity: They initiate dialogues, examine existing structures and processes, prioritise fields of action and deviate appropriate measures.

Conduct

Diversity Code of Conduct

We regularly review our patterns of thinking and behaviour. Our Diversity Code of Conduct provides guidance for doing so. It is based on our corporate values and clarifies the behaviour we expect from managers and employees regarding diversity and inclusion.

Working Time

Flexible part-time working models

On the Diversity Council's initiative, our existing part-time working models have been reviewed and strongly adapted for managers and staff. Meanwhile, the different working time models have been implemented – for a good work-life balance.

Openness

Hays Pride Network

With the Hays Pride Network appreciative we have created an exchange platform for our LGBTIQ+ community and we demonstrate internally and externally that we stand for an open and appreciative corporate culture. All employees can support the Hays Pride Network as an ‘Ally’.

Family

The fathers-network HAYSd@ds

Offers to reconcile family and work often focus on mothers. However, at Hays, more and more men would like to play an active role in shared caring. Among others, we therefore have initiated a network to support fathers.

Women in Leading Roles

Hays „Lioness“

More than 40% of Hays' managers are female. However, as nice as this number is: Women in management positions still face particular challenges. Lioness, our network for female experts and leaders, helps them to exchange experiences and support each other.

Learning

Diversity & Inclusion training

Diversity cannot be imposed – it must be developed and experienced in a cultural process. Our mandatory Diversity & Inclusion training shows all employees and managers how they can contribute to this process individually.

Facts

Diversity Dashboards

In order to measure changes, we create division-specific Diversity Dashboards each on, amongst others, promotions, the gender distribution at each hierarchy level, the number of employees working part-time or the different nationalities in our company.

Strategy

Global D&I Roadmap

In our view, it is important that the D&I strategy is supported by top management and not seen as the sole responsibility of HR departments. Read the text of our global D&I roadmap here.

MENSCHEN MACHEN DEN UNTERSCHIED
STRATEGIE 2025

Der Blick in die Vergangenheit zeigt, dass unsere Werte und unsere Identität das Fundament sind, das uns stark gemacht hat. Diese Stärken nutzen wir heute, um mit unseren vier Key Strategic Priorities (KSPs) in Verbindung mit echter Veränderungs- und Innovationsbereitschaft unser Zielbild 2025 zu erreichen.