9 report sample - aon...survey highlights and insights this report presents the results of the 31st...

Country Salary Planning Report 2018–2019

Consulting Performance, Reward & Talent

Proprietary & Confidential | Legal Disclaimer

Sample Report

Table of Contents

Survey Highlights and Insights 1

Global Salary Increase Survey Report Availability 3

Economic Highlights xx

Overview of Survey Results xx

Pay and Performance xx

Workforce Size xx

Pay Delivery & Management xx

High Potentials and Top Performers xx

Participation Demographics 5

Appendix 8

Definitions of Terms 9

Sample Report

Survey Highlights and Insights This report presents the results of the 31st annual Global Salary Increase Survey conducted by Aon. The survey focuses on overall changes in employee compensation for the calendar year xxxx and on current projections for xxxx. The survey spans xxxx markets with xxxxxx country submissions received during July and August. Participants include service, manufacturing, and multi-industry organizations.

The <Country Name> country report consist of xxx companies.

Country Salary Planning Report 2018-2019 1

Sample Report

Survey Highlights and Insights

How Data is Collected The survey data is collected through multinationals that submit multicountry data and also from companies that are recruited locally and submit data for one single country. The salary increase budget information reported in this report encompasses data for all companies reporting data for <Country Name> .

Key Insights

Economic and political global uncertainty is casting a pall over the compensation budgeting process for xxxx. Organizations continue to remain apprehensive about increasing their fixed costs. The chart belowshows the comparison between xxxx average actual salary increase for all employees and projected consumer purchase index (CPI) for xxxx.

10.0%

10.0%

CPI

2018 Salary Increase

Companies are instead increasing their reliance on variable forms of rewards. Details on variable spending can be found in the country reports or in our Global Variable Compensation Measurement™ (VCM™) survey.

Special Note Occasionally we are asked how survey antitrust rules apply to collecting and reporting salary increase information. In fact, some organizations request that they receive the report with any prospective information removed. Aon believes that, because such data (as is presented in this report) is widely available and is sufficiently general in nature, it falls within standard survey safe harbor guidelines.

However, if your company’s legal counsel suggests taking a more conservative approach, we can provide a version of the report that excludes projected data.


Sample Report

Global Salary Increase Survey Report Availability


Sample Report

Global Salary Increase Survey Report Availability

North America Canada United States

Asia Pacific Australia China Fiji Guam Hong Kong India Indonesia Japan Korea Macau Malaysia New Zealand Papua New Guinea Philippines Singapore Sri Lanka Taiwan Thailand Vietnam

Europe/Middle East/ Africa Angola Austria Azerbaijan Bahrain Belgium Botswana Bulgaria Croatia Cyprus Czech Republic Denmark

Egypt Estonia Finland France Georgia Germany Ghana Gibraltar Greece Hungary Ireland Israel Italy Jordan Kazakhstan Kenya Kuwait Latvia Lebanon Lithuania Luxembourg Malta Morocco Mozambique Netherlands Norway Oman Poland Portugal Qatar Romania Russia Saudi Arabia Serbia Slovakia Slovenia South Africa Spain Sweden

Switzerland Tanzania Tunisia Turkey Uganda Ukraine United Arab Emirates United Kingdom Yemen Zambia

Latin America Antigua Argentina Bahamas Barbados Bermuda Bolivia Brazil Chile Colombia Costa Rica Dominican Republic Ecuador El Salvador Guatemala Honduras Jamaica Mexico Netherlands Antilles Nicaragua Panama Peru Puerto Rico Trinidad and Tobago Uruguay Venezuela

You may purchase detailed survey results from any of the countries above. The 31st annual Global Salary Planning Report will be available in September 2018.


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Economic Highlights


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Economic Highlights

<< Brief Write up>>


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Overview of Survey Results


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Overview of Total Salary Increases Across Employee Groups

<<Brief write up>>

Employee Groups

Top Executive/Sr. Mgmt

Middle Management

Junior Mgmt/Prof./Supv

Clerical/Admin/Tech

Manual Workforce

All Employees

Average

Actual 2018 Projected 2019

100.0%100.0% 100.0% 100.0% 100.0%

Including Salary Freezes and Pay Cuts

Excluding Salary Freezes and Pay Cuts



100.0% 100.0% 100.0%(100) (100) (100) (100)(100) (100) (100) (100)

100.0% 100.0% 100.0% 100.0%(100) (100) (100) (100)100.0% 100.0% 100.0%(100) (100) (100) 100.0% (100)

100.0% 100.0% 100.0%(100) (100) (100)(100) 100.0%(100) (100) (100) (100)100.0% 100.0% 100.0% 100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%


Middle Management


Clerical/Admin/Tech

Manual Workforce

All Employees

2018 Average, Including Salary Freezes and Paycuts

2019Average, Including Salary Freezes and Paycuts

2018 Average, Excluding Salary Freezes and Paycuts



Sample Report

Overview of Total Salary Increases Across Employee GroupsOverview of Merit Increases Across Employee Groups

Employee Groups


Middle Management


Clerical/Admin/Tech

Manual Workforce

All Employees


100.0% 100.0% 100.0%(100) (100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%(100) (100) (100)

(100) (100) (100)

(100)

(100) (100) (100) (100)100.0%

Average

Actual 2018 Projected 2019

100.0% 100.0% 100.0% 100.0%




(100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%


Middle Management


Clerical/Admin/Tech

Manual Workforce

All Employees






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Overview of Total Salary Increases Across Employee GroupsOverview of General Salary Increases Across Employee Groups

Employee Groups


Middle Management


Clerical/Admin/Tech

Manual Workforce

All Employees

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

Average

Actual 2018 Projected 2019Including

Salary Freezes and Pay Cuts




100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

(100) (100) (100) (100)100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

100.0%(100) (100) (100) (100)

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%


Middle Management


Clerical/Admin/Tech

Manual Workforce

All Employees






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Overview of Total Salary Increases Across Employee GroupsOverview of Mandatory Increases Across Employee Groups

Employee Groups


Middle Management


Clerical/Admin/Tech

Manual Workforce

All Employees

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

Average Actual 2018 Projected 2019





(100) (100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%(100) (100) (100)

(100) (100) (100)

(100)

(100) (100) (100) (100)100.0%

(100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%


Middle Management


Clerical/Admin/Tech

Manual Workforce

All Employees






Sample Report

Overview of Total Salary Increases Across Employee GroupsTotal Salary Increase Budgets by Type of Company Ownership

Type of Company OwnershipLocally owned companyForeign owned companyJoint venture company

Other Increase Budgets

Budgets

Salary structure movement

Promotional budget

Special adjustments

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

Actual 2018Average Median

Projected 2019 Average Median

100.0%100.0% 100.0% 100.0%(100) (100) (100) (100)

100.0% 100.0%(100) (100) (100)

Actual 2018Average Median

Projected 2019 Average Median

(100)100.0%100.0%

(100) (100) (100) (100)100.0%(100) (100) (100) (100)

(100) (100) (100) (100)100.0%100.0% 100.0% 100.0%(100) (100) (100)

100.0% 100.0% 100.0% 100.0%(100)


Sample Report

Overview of Total Salary Increases Across Employee GroupsTotal Salary Increase Budgets by Annual Revenue (in USD)

Annual Revenue

Less than $0.5 million

$0.5–$1.0 million

$1.1–$5.0 million

$5.1–$10.0 million

$10.1–$25.0 million

$25.1–$50.0 million

$50.1–$100.0 million

$100.1–$250.0 million

$250.1–$500.0 million

Above $500 million

Annual RevenueLess than $0.5 million$0.5–$1.0 million$1.1–$5.0 million$5.1–$10.0 million$10.1–$25.0 million$25.1–$50.0 million$50.1–$100.0 million$100.1–$250.0 million$250.1–$500.0 millionAbove $500 million

Annual Revenue


$0.5–$1.0 million

$1.1–$5.0 million

$5.1–$10.0 million

$10.1–$25.0 million

$25.1–$50.0 million

$50.1–$100.0 million

$100.1–$250.0 million

$250.1–$500.0 million

Above $500 million

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

Top Executive/Sr. MgmtAll Employees Actual 2018 Projected 2019 Actual 2018 Projected 2019

(100) (100) (100) (100)(100) (100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%(100) (100) (100)

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

Middle Management Junior Mgmt/Prof./SupvActual 2018 Projected 2019 Actual 2018 Projected 2019

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0%

(100)

(100) (100) (100) (100)(100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

(100)

(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

100.0%

100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)

(100) (100) (100) (100)

100.0%

Clerical/Admin/Tech Manual WorkforceActual 2018 Projected 2019 Actual 2018 Projected 2019

100.0% 100.0% 100.0% 100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

100.0%

(100)

(100) (100) (100) (100)(100) (100) (100) (100)


Sample Report

Overview of Total Salary Increases Across Employee GroupsTotal Salary Increase Budgets by Number of Full-Time Employees

Full–Time Employees

Under 500

500–1,000

1,001–2,000

2,001–5,000

5,001–10,000

10,001–20,000

20,001–50,000

Over 50,000


Under 500

500–1,000

1,001–2,000

2,001–5,000

5,001–10,000

10,001–20,000

20,001–50,000

Over 50,000


Under 500

500–1,000

1,001–2,000

2,001–5,000

5,001–10,000

10,001–20,000

20,001–50,000

Over 50,000

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

Middle Management Junior Mgmt/Prof./SupvActual 2018 Projected 2019 Actual 2018 Projected 2019

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%

(100) (100) (100)

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)100.0%

100.0% 100.0%

(100) (100) (100) (100)

Top Executive/Sr. MgmtAll Employees Actual 2018 Projected 2019 Actual 2018 Projected 2019

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

(100)

(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

100.0%

100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

100.0%

(100)

(100) (100) (100) (100)(100) (100) (100) (100)

Clerical/Admin/Tech Manual WorkforceActual 2018 Projected 2019 Actual 2018 Projected 2019

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

100.0% 100.0%(100) (100) (100)

(100)

(100) (100) (100) (100)(100) (100) (100) (100)


Sample Report

Overview of Total Salary Increases Across Employee GroupsOverall Salary Increase by Performance

% of % of % of % of % of % Salary % Salary % Salary % Salary % Salary

Far Exceeding Expectations

Often Exceeded Expectations

Met ExpectationsOften Did Not Meet

ExpectationsDid not meet Expectations

(100) (100)

Employees

100.0% 100.0%

Increases Employees Increases Employees Increases Employees Increases Employees Increases

100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%(100) (100) (100) (100) (100) (100) (100) (100) (100) (100) (100)


Sample Report

Total Salary Increases By Industry

Manufacturing

Aerospace

Agriculture

Automotive/Vehicle Manufacturing

Auto BrandsAuto Parts

Chemicals (not Pharmaceutical)

Consumer Products

Consumer Products - Durable Goods

Consumer Products - Nondurable Goods

Electronics/Electrical

Food/Beverage/Tobacco

Diversified/Multi-Organization

Energy (Power/Oil/Gas)

Oil/Gas

PowerEngineering/Manufacturing

Industrial Machinery/Equipment

Building Materials

Textiles/Apparel Manufacturing

Rubber/Plastics/Glass

Forest & Paper Products/Packaging

Life SciencesAnimal Health

CRO

Pharmaceutical

Medical Devices

Metals

Mining/Milling/Smelting

Other Manufacturing

All Manufacturing

100.0%(100) (100)100.0% 100.0%

Average

Actual 2018 Including



Projected 2019 Including



(100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%

(100) (100) (100)

(100) (100) (100) (100)

100.0%100.0% 100.0%

100.0% 100.0% 100.0%(100) (100) (100) (100)

100.0%

100.0% 100.0% 100.0%

100.0% 100.0% 100.0% 100.0%100.0% 100.0%

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%(100) (100) (100)

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

100.0% 100.0% 100.0%

(100) (100) (100) (100)(100) (100) (100) (100)

100.0%

100.0%

(100)

(100)(100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)100.0%

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)


Sample Report

Total Salary Increases By Industry

Average

Actual 2018 Including



Projected 201 Including



Services

Banking/FinanceBanks

Insurance - Life & Health

Insurance - Property & Casualty

Insurance - Other

Funds/Asset Management

Investment Banks

Securities

Other Financial Services

Construction/Engineering

Education Services

Engineering Design

Entertainment/Communications/PublicationMedia

Printing/Publishing

Government

Health Care/Medical Services

Hi - Tech

Business/Computer Services

Computers (Software and Hardware)

Application Services/Consulting

Semiconductors

Hospitality/Restaurants/ Travel

Infrastructure

ITeS (IT Enabled Services)

BFSI Captives

KPO/Analytics

Other Captives

Third Party Service Providers

Not-for-Profit (not Hospitals/Schools)

Professional ServicesAdvertising and PR

Accounting

Consulting

Legal

Real Estate

Research/Development

Retail (incl. Wholesale & Distribution)

Telecommunications

Mobile Service ProvidersOther Telecommunication Services

Transportation/ Logistics/ Shipping Services

Other Service

All Services

All Companies

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

100.0%100.0% 100.0% 100.0% 100.0%100.0% 100.0% 100.0%

(100) (100) (100)

100.0% (100) 100.0% (100) 100.0% (100)

100.0%

100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% 100.0% 100.0%

100.0% (100)

(100)

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0% (100)(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)

(100)(100) (100) (100) (100)

(100) (100) (100) (100)(100) (100) (100) (100)


Sample Report

Pay and Performance


Sample Report

Pay and PerformanceVariable Pay Plans

<<Brief write up>>

Alignment of Variable Pay Plan<<Brief write up>>

<<Brief write up>>

Adjustments made to the global/regional plan at the country level

No adjustments are made

Eligibility Criteria

Targets

Measures

*Percentages will total more than 100% due to multiple responses given by some participants

(n=100)

(n=100)

(n=100)

Percent of Organizations*

100.0% (100)

100.0% (100)100.0% (100)100.0% (100)

Yes, 10%,

No, 20%,

Yes, Corporate, 10%

Yes, Global Business Line,

10%

Yes, Regional, 10%

Yes, Regional Business Line,

10%


Sample Report

Pay and PerformancePrevalence by Award Type

<<Brief write up>>

Individual performance awards

Special recognition awards

Cash profit sharing awards

Business incentive awards

Team awards

Gain Sharing/Productivity Awards

*Percentages will total more than 100% due to multiple responses given by some participants

**Any bonus or incentive plans intended only for sales population have been excluded from these calculations.

Type of PlansPercent of

Organizations*

100.0% (100)100.0% (100)

100.0% (100)

100.0% (100)100.0% (100)

100.0% (100)

(n=100)


Sample Report

Pay and Performance<<Brief write up>>

Individual performance awards

Top Executive/Sr. Mgmt (100)Middle Management (100)Junior Mgmt/Proff./Supv (100)Clerical/Admin/Tech (100)Manual Workforce (100)

Special recognition awards


Cash profit sharing awards


Business incentive awards


Team awards


Gain sharing/productivity awards


*Percentages will total more than 100% due to multiple responses given by some participants (n=100)**Any Bonus or incentive plans intended only for sales population have been excluded from these calculations.

100.0%

100.0%

100.0%100.0%100.0%

100.0%

100.0%

100.0%100.0%

100.0%100.0%

100.0%100.0%

100.0%

Type of PlanPercent of

Organizations

100.0%100.0%100.0%100.0%100.0%

100.0%100.0%100.0%

100.0%100.0%100.0%

100.0%100.0%

100.0%100.0%

100.0%


Sample Report

Pay and PerformancePrevalence of Variable Pay by Industry

Manufacturing

Aerospace 100.0% (100)Agriculture 100.0% (100)Automotive/Vehicle Manufacturing 100.0% (100)

Auto Brands 100.0% (100)Auto Parts 100.0% (100)

Chemicals (not Pharmaceutical) 100.0% (100)Consumer Products 100.0% (100)

Consumer Products - Durable Goods 100.0% (100)Consumer Products - Nondurable Goods 100.0% (100)Electronics/Electrical 100.0% (100)Consumer Products - Food/Beverage/Tobacco 100.0% (100)

Diversified/Multi-Organisation 100.0% (100)Energy (Power/Oil/Gas) 100.0% (100)

Oil/Gas 100.0% (100)Power 100.0% (100)

Engineering/Manufacturing 100.0% (100)Industrial Machinery/Equipment 100.0% (100)Building Materials 100.0% (100)Textiles/Apparel Manufacturing 100.0% (100)Rubber/Plastics/Glass 100.0% (100)

Forest & Paper Products/Packaging 100.0% (100)Life Sciences 100.0% (100)

Animal Health 100.0% (100)CRO 100.0% (100)Pharmaceutical 100.0% (100)Medical Devices 100.0% (100)

Metals 100.0% (100)Mining/Milling/Smelting 100.0% (100)Other Manufacturing 100.0% (100)

All Manufacturing 100% (100)

Percent ofOrganizations


Sample Report

Pay and PerformancePrevalence of Variable Pay by Industry


Services

Banking/Finance 100.0% (100)Banks 100.0% (100)Insurance - Life & Health 100.0% (100)Insurance - Property & Casualty 100.0% (100)Insurance - Other 100.0% (100)Funds/Asset Management 100.0% (100)Investment Banks 100.0% (100)Securities 100.0% (100)Other Financial Services 100.0% (100)

Construction/Engineering 100.0% (100)Education Services 100.0% (100)Engineering Design 100.0% (100)Entertainment/Communications/Publication 100.0% (100)

Media 100.0% (100)Printing/Publishing 100.0% (100)

Government 100.0% (100)Health Care/Medical Services 100.0% (100)Hi - Tech 100.0% (100)

Business/Computer Services 100.0% (100)Computers and Related Products (Software and Hardware) 100.0% (100)Application Services/Consulting 100.0% (100)Semiconductors 100.0% (100)

Hospitality/Restaurants/ Travel 100.0% (100)Infrastructure 100.0% (100)ITeS (IT Enabled Services) 100.0% (100)

BFSI Captives 100.0% (100)KPO/Analytics 100.0% (100)Other Captives 100.0% (100)Third Party Service Providers 100.0% (100)

Not-for-Profit (not Hospitals/Schools) 100.0% (100)Professional Services 100.0% (100)

Advertising and PR 100.0% (100)Accounting 100.0% (100)Consulting 100.0% (100)Legal 100.0% (100)

Real Estate 100.0% (100)Research/Development 100.0% (100)Retail (incl. Wholesale & Distribution) 100.0% (100)Telecommunications 100.0% (100)

Mobile Service Providers 100.0% (100)Other Telecommunication Services 100.0% (100)

Transportation/ Logistics/ Shipping Services 100.0% (100)Other Service 100.0% (100)

All Services 100.0% (100)

All Companies 100.0% (100)


Sample Report

Pay and PerformanceOrganisation's Variable Plan Payout

<<Brief write up>>

All employees


Middle Management

Junior Mgmt/Proff./Supv

Clerical/Admin/Tech

Manual Workforce

Organization Spending on Broad Based Variable Pay Awards

<<Brief write up>>

Average Spending as a Percent of Payroll

All employees


Middle Management


Clerical/Admin/Tech

Manual Workforce

*All organizations having no or zero payout have been excluded from the above numbers

(100)100.0%

(100)100.0% (100)100.0%

(n=100)

100.0% (100)

Employee Groups

(100)

Employee GroupsAverage percentage of Employees

receiving a payout

(100)100.0% (100)100.0%

Actual 2013 Actual 2014

(100)(100)

100.0%100.0%

(100)(100) 100.0%

100.0%100.0%100.0%100.0%100.0%100.0% 100.0%(100)

(100)(100)(100)(100)(100)(100)

100.0%100.0%

Yes, 20.0%

No, 10.0%


Sample Report

Pay and Performance<<Brief write up>>

Restricted Stock


Middle Management


Clerical/Admin/Tech

Manual Workforce

Stock Options


Middle Management


Clerical/Admin/Tech

Manual Workforce

Performance Shares/Units


Middle Management


Clerical/Admin/Tech

Manual Workforce

Phantom Stocks


Middle Management


Clerical/Admin/Tech

Manual Workforce

Other


Middle Management


Clerical/Admin/Tech

Manual Workforce

*Percentages will total more than 100% due to more than one response by some participants (n=19)

100.0%

Types of Plans

(100)(100)(100)(100)

100.0%100.0%100.0%100.0%

(100)

(100)(100)(100)(100)(100)

(100)

(100)(100)(100)(100)

(100)(100)(100)(100)

(100)(100)(100)(100)100.0%

100.0%

100.0%100.0%100.0%100.0%

(100)

Percent of Organisations *

100.0%

100.0%100.0%100.0%

100.0%

100.0%100.0%100.0%100.0%

100.0%

100.0%100.0%100.0%100.0%

(100)


Sample Report

Pay and PerformancePercentage of Employees Receiving Long-Term Incentives

Employee Group


Middle Management


Clerical/Admin/Tech

Manual Workforce

LTI Earning Opportunity / Potential Gain as a percentage of Total Fixed Pay

Employee Group


Middle Management


Clerical/Admin/Tech

Manual Workforce

100.0%100.0%

100.0%100.0%100.0%100.0%100.0%

(100)

(100)

(100)(100)(100)(100)

an average to Total Fixed Pay

100.0%

for 2013

Average percent of Employeesreceiving grants of any type

100.0%100.0%

(100)

Opportunity / Potential Gain asAverage LTI Earning

(100)(100)(100)


Sample Report

Pay and PerformanceLong-Term Incentives

<<Brief write up>>

<<Brief write up>>

Restricted Stock

Stock options

Performance shares/unitsPhantom Stock

Other

*Percentages will total more than 100% due to multiple responses by some participants (n=100)

100.0% (100)

Types of PlansPercent of

Organizations*

100.0% (100)

100.0% (100)100.0% (100)

100.0% (100)

(n=100)

Yes20.0%

No10.0%


Sample Report

Pay and PerformancePrevalence of Long Term Incentive Plans by Industry

Manufacturing

Aerospace

AgricultureAutomotive/Vehicle Manufacturing

Auto Brands

Auto Parts


Consumer Products




Consumer Products - Food/Beverage/Tobacco

Diversified/Multi-Organisation


Oil/Gas

Power

Engineering/Manufacturing


Building Materials




Life Sciences

Animal Health

CRO

Pharmaceutical

Medical Devices

Metals


Other Manufacturing

All Manufacturing 100.0%

100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%

100.0%

100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%

100.0%


100.0%100.0%100.0%100.0%100.0%

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)

(100)


Sample Report

Pay and PerformancePrevalence of Long Term Incentive Plans by Industry


Services

Banking/Finance

Banks



Insurance - Other


Investment Banks

Securities



Education Services

Engineering Design

Entertainment/Communications/Publication

Media

Printing/Publishing

Government


Hi - Tech


Computers and Related Products (Software and Hardware)


Semiconductors


Infrastructure


BFSI Captives

KPO/Analytics

Other Captives



Professional Services

Advertising and PR

Accounting

Consulting

Legal

Real Estate



Telecommunications

Mobile Service Providers

Other Telecommunication Services


Other Service

All Services

All Companies

100.0%

100.0%

100.0%

100.0%100.0%100.0%100.0%100.0%100.0%

100.0%

100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%

100.0%

100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%

100.0%

100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%100.0%

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)(100)(100)

(100)(100)(100)

(100)

(100)

(100)(100)(100)(100)(100)


Sample Report

Workforce Size


Sample Report

Workforce SizeAttrition across Employee Groups


Middle Management


Clerical/Admin/Tech

Manual Workforce

Critical Talent

All Employees 100.0% (100) 100.0% (100) 100.0% (100)

(100)100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0%

(100)100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)

Employee GroupsInvoluntary Turnover

RateVoluntary

Turnover RateOverall

Turnover Rate

(100)100.0% (100) 100.0% (100) 100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%

100.0%


Middle Management


Clerical/Admin/Tech

Manual Workforce

Critical Talent

All Employees

Overall Turnover Rate Voluntary Turnover Rate Involuntary Turnover Rate


Sample Report

Workforce SizeOverall Attrition by Industry<<Brief write up>>

Manufacturing

Aerospace

Agriculture


Auto Brands

Auto Parts


Consumer Products







Oil/Gas

Power



Building Materials




Life Sciences

Animal Health

CRO

Pharmaceutical

Medical Devices

Metals


Other Manufacturing

All Manufacturing

(100) 100.0% (100)

100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100)

(100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100)

Junior Manager/

Supervisor/Professional

General Staff Manual Workforce

(100) 100.0% (100)(100) 100.0% (100)

Overall

100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

Top Executive

Middle Management

(100) 100.0% (100) 100.0% (100)

Critical Talent

100.0%

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0%(100)(100)

100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)


Sample Report

Workforce SizeOverall Attrition by Industry<<Brief write up>>

Junior Manager/

Supervisor/Professional

General Staff Manual WorkforceOverallTop

ExecutiveMiddle

ManagementCritical Talent

Services

Banking/Finance

Banks



Insurance - Other


Investment Banks

Securities



Education Services

Engineering Design


Media

Printing/Publishing

Government


Hi - Tech


Computers and Related Products


Semiconductors


Infrastructure


BFSI Captives

KPO/Analytics

Other Captives




Advertising and PR

Accounting

Consulting

Legal

Real Estate



Telecommunications




Other Service

All Services

All Companies

(100) 100.0%

100.0

100.0% 100.0 100.0% 100.0 100.0%

(100) 100.0% (100)

100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0%

100.0100.0 100.0% 100.0 100.0% 100.0 100.0%

100.0 100.0 100.0%100.0%

100.0% (100) 100.0%

(100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0%

(100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)(100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100)(100) 100.0% (100) 100.0% (100) 100.0%100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0%

(100) 100.0% (100) 100.0% (100) 100.0%(100) 100.0% (100)

(100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% 100.0%

100.0%(100)(100)

100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0%

100.0

100.0

100.0% (100)100.0% (100)100.0% (100)100.0% (100)

100.0%

100.0% (100)100.0% (100)100.0% (100)100.0% (100)100.0% (100)


Sample Report

Workforce SizeReasons for Voluntary Attrition

External Equity of Compensation

Better External Opportunity

Limited growth opportunities

Work life balance

Other

(n=100)* Prevalence denotes the frequency of reason for attrition as cited by responding organisations, irrespective of rank.

Key Retention Measures

Pay above market (Off cycle Market Adjustment or Merit Increases)

Long-Term Incentives

Short-Term Incentives

Accelerated Career Development Opportunities

Improved Work Life Balance

Timely and meaningful feedback from managers

Other

(n=100)* Prevalence denotes the frequency of retention measures cited by responding organisations, irrespective of ran

Key Attraction Measures

Competitive fixed compensation

Competitive variable compensation (eg. Bonus, stock awards etc)

Competitive benefits and perquisites (eg. Pension, company car, time off)

Work environment (eg. Leadership, culture, flexible work arrangements)

Career development opportunities

Other

(n=100)* Prevalence denotes the frequency of attraction measures cited by responding organisations, irrespective of rank.

100.0%100100

100.0%100.0%

100100.0%

100.0%100.0%

100100100

Measures Prevalence

100.0%

100.0%100.0%

Rank

100100100

100.0%100.0% 100

100

100.0%100.0%

100100

100.0%

Measures Prevalence Rank

100

Reasons Prevalence

100.0%

100.0%100.0%100.0%

100100100100

Rank


Sample Report

Workforce sizeApproaches adopted for New Joinees during the Increment Process

<<Brief wite up>>

(n=100)

Grant full increase in the current performance

year 10.0%

Grant prorated increase in the current

performance year depending on the no. of

months served 10.0%

Grant increase on Anniversary

10.0%


Sample Report

Pay Delivery & Management


Sample Report

Pay Delivery & ManagementPay Delivery & Management

Factors Considered while making Budget Recommendations

<<Brief write up>>

Organisation Performance

Competitive positioning with respect to the relevant market

Inflation

Industry Performance

Payroll Cost as a percentage to Revenue

Employee Attrition

Other Employee Costs such as Training, Recruitment etc.

Manpower Productivity

Others


Factors Influencing Organisation's Pay Decisions

<<Brief write up>>

Factors

Performance

Internal Equity

Market Competitiveness of Pay

Availability of Budgets

Knowledge & Skill

Potential

Scope & Size of Role

Seniority of Level

Others


100.0% (100)100.0% (100)

100.0% (100)

100.0% (100)100.0% (100)100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

Percent of Organizations*

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)100.0% (100)

100.0% (100)

100.0% (100)

Factors

100.0% (100)

Percent of Organisations*

100.0% (100)


Sample Report

Pay Delivery & ManagementPay Ranges for Internal Pay Management Process <<Brief write up>>

Methodologies Used to Determine Pay Increase

Frequency of Salary Increases

42.4% of responding organisations have a yearly frequency for Salary Increases.

No

Yes

2 Times a year

More than 2 times a year

(n=100)

100.0%100.0%100.0%

100100100

<<Brief write up>>

Percentage ofOrganizations

100.0%

(n=100)

(n=100)

100

Frequency

Level Pay Ranges, 10.0%

Level Functional

Pay Ranges, 10.0%

Position Pay Ranges, 10.0%

No Pay Ranges, 10.0%

Performance Rating25.0%

Merit Matrix based on performance and positioning/compa

ratio of the individual in the current range

25.0%

Discretionary25.0%

Others25.0%


Sample Report

Pay Delivery & Management<<Brief write up>>

Performance Rating Scale

Month of Salary Revision

<<Brief write up>>

April as the month of salary revision.

(n=100)

(n=100)

No performance rating scale,

10.0%

3-point scale, 10.0%




10.0%

10.0%

10.0%

10.0%

10.0%

10.0%

10.0%

10.0%

10.0%

10.0%

10.0%

10.0%

January

February

March

April

May

June

July

August

September

October

November

December


Sample Report

Pay Delivery & ManagementCommunication

<<Brief write up>>

Employees know their own salary range information only (100)Communicate all salary range information to all employees, excluding executive salary ranges (100)

Total Compensation Statements<<Brief write up>>

(n=100)

Communicate Compensation Philosophy<<Brief write up>>

(n=100)

Business/Line Manager (100)Human Resource Department (100)Joint responsibility between Business/Line Manager AND Human Resource Department (100)

(n=100)

100.0%100.0%100.0%

CommunicationPercent of

Organisations

100.0%100.0%

Responsibility of CommunicationsPercent of

Organisations

Yes20.0%

No10.0%

Yes20.0%

No10.0%


Sample Report

High Potentials and Top Performers


Sample Report

High Potentials and Top Performers

High Potentials—An elite group of employees who are seen as being capable of contributing to the organisation in

a role with greater complexity, impact, scope and scale than their current roles. They have the versatility to play

a number of roles in the organisation; demonstrate the ability to see things from new perspectives and to quickly

adapt; would be difficult to replace due to the value that they bring to the organisation; and consistently deliver

strong results.

Top Performers—A group of employees who clearly and consistently demonstrate extraordinary and exceptional

accomplishments in all major areas of responsibility. Performance of this caliber is rarely qualed by others who

hold positions of comparable responsibility. A top performer is not automatically a High Potential.

Critical Talent/ Key Positions —Those positions that require specific knowledge and specialisation.

Would be difficult to replace them due to the value that they bring to the organisation. Positions that support

the core business, without them the operations are at risk and with them profitability and growth is achieved.

Low Performers— A group of employees who clearly and consistently demonstrate a performance under

the minimum expectations in mayor areas of responsibility. Low performers could be either or both in terms of

results or versus individual objectives or disruptive behaviors for the team or for the company efficiency and/or values.

Identification of High Potentials, Top and Low Performers and Key Positions<< Breif write UP>>

<< Breif write UP>>

Separate Merit Budget for High Potentials, Top and Low Performers and Key Positions<< Breif write UP>>

<< Breif write UP>>

Separate Merit Budget

In addition to the overall merit budget for all employees

A "carve out" of the overall merit budget for all employees

Unsure

Percentage of Overall Merit Budget allocated for High Potentials, Top Performers and Key Positions

Count 100100 100 100 100 100

100.0% 100.0%

Actual 2013 Projected 2014 Actual 2013 Projected 2014 Actual 2013 Projected 2014

Percentage of Overall Merit Budget

Percentage of Organisations

100.0% (100)

High Potentials Top Performers Key Positions

100.0% (100)100.0% (100)

(n=100)

100.0% 100.0% 100.0% 100.0%


Sample Report

High Potentials and Top PerformersRewards with the Greatest Impact

<< Breif write UP>>

Type of Reward

Merit increases to base salary

Promotions

Variable pay (bonus/incentive)

Stock/Stock options

Unsure

Other

High Potentials Top Performers

Key Positions

(n=100) (n=100) (n=100)

100

100

100

100

100

100.0%

High Potentials Top Performers Key Positions

100.0% 100 100.0% 100 100.0%

100.0% 100 100.0% 100 100.0%

100.0% 100 100.0% 100 100.0%

100.0% 100 100.0% 100 100.0%

Special recognition (cash, merchandise, travel) 100.0% 100 100.0% 100

100

100.0% 100 100.0% 100 100.0% 100

100.0% 100 100.0% 100 100.0%

Merit increases to base salary,

10.0%

Promotions, 10.0%

Special recognition

(cash, merchandise, travel), 10.0%Variable pay

(bonus/incentive), 10.0%

Stock/Stock options, 10.0%

Unsure, 10.0%

Other, 10.0%

Merit increases to base salary,

10.0%

Promotions, 10.0%

Special recognition

(cash, merchandise, travel), 10.0%Variable pay



Unsure, 10.0%

Other, 10.0%

Merit increases to base salary, 10.0%

Promotions, 10.0%

Special recognition (cash, merchandise,

travel), 10.0%Variable pay



Unsure, 10.0%

Other, 10.0%


Sample Report

High Potentials and Top PerformersMethods Used to Ensure Differential Pay

<<Brief write up >>

Methods used

(100)

(100) 100.0% (100)

(100)

Managers receive training in differentiation in pay decisions for :

100.0% (100) 100.0% (100) 100.0% (100)(100)

Other 100.0% (100) 100.0% 100.0%(100)

Written guidance is given to managers around high differentiation for :

100.0% (100) 100.0%(100) (100) 100.0% (100)

100.0% (100)(100)Pay adjustments outside the merit process budget for :

100.0% (100) 100.0%(100)

Mid-year/more frequent salary reviews for:

100.0% (100) 100.0%(100)

(100) 100.0% (100)Separate merit budget for: 100.0% (100) 100.0%(100)

(n) High Potentials Top Performers Key Positions

Merit matrix includes highest increases for:

100.0% (100) 100.0% (100) 100.0% (100)(100)


Sample Report

Participation Demographics


Sample Report

Participant DemographicsParticipant Demographics by Industry

Manufacturing

Aerospace

Agriculture


Auto Brands

Auto Parts


Consumer Products







Oil/Gas

Power



Building Materials




Life Sciences

Animal Health

CRO

Pharmaceutical

Medical Devices

Metals


Other Manufacturing

All Manufacturing

100100100100100100100

100

100

100100100100100100100100100100100

100

Number of Participants

100100100100100100100100100


Sample Report

Participant DemographicsParticipant Demographics by Industry

Number of Participants

Services

Banking/Finance

Banks



Insurance - Other


Investment Banks

Securities



Education Services

Engineering Design


Media

Printing/Publishing

Government


Hi - Tech


Computers and Related Products (Software and Hardware)


Semiconductors


Infrastructure


BFSI Captives

KPO/Analytics

Other Captives




Advertising and PR

Accounting

Consulting

Legal

Real Estate



Telecommunications




Other Service

All Services

All Companies

100100100

100

100

100

100100100100100100100100100100100

100

100100100100100100100100100100100

100

100100100100100100100100100100100

100

100100100


Sample Report

Participant DemographicsParticipant Demographics by Annual Revenue

All Companies


$0.5-$1.0 million

$1.1-$5.0 million

$5.1-$10.0 million

$10.1-$25.0 million

$25.1-$50.0 million

$50.1-$100.0 million

$100.1-$250.0 million

$250.1-$500.0 million

Above $500 million

Manufacturing

z


$0.5-$1.0 million

$1.1-$5.0 million

$5.1-$10.0 million

$10.1-$25.0 million

$25.1-$50.0 million

$50.1-$100.0 million

$100.1-$250.0 million

$250.1-$500.0 million

Above $500 million

Services


$0.5-$1.0 million

$1.1-$5.0 million

$5.1-$10.0 million

$10.1-$25.0 million

$25.1-$50.0 million

$50.1-$100.0 million

$100.1-$250.0 million

$250.1-$500.0 million

Above $500 million

(n=100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

(n=100)

100.0% (100)

100.0% (100)

100.0% (100)

Annual RevenuePercent of

OrganizationsNo. of

Responses

Annual RevenuePercent of

OrganizationsNo. of

Responses

(100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0%

100.0% (100)

100.0% (100)

(100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0%

100.0% (100)

(n=100)

Percent of Organizations

100.0%

100.0% (100)

100.0% (100)

Annual RevenueNo. of

Responses

(100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)


Sample Report

Participant DemographicsParticipant Demographics by Organisation Size

All Companies

Under 500

500-1,000

1,001-2,000

2,001-5,000

5,001-10,000

10,001-20,000

20,001-50,000

Over 50,000

Manufacturing

Under 500

500-1,000

1,001-2,000

2,001-5,000

5,001-10,000

10,001-20,000

20,001-50,000

Over 50,000

Services

Under 500

500-1,000

1,001-2,000

2,001-5,000

5,001-10,000

10,001-20,000

20,001-50,000

Over 50,000

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

(n=100)

100.0% (100)

100.0% (100)

100.0% (100)

Number of Full-Time Employees

Percent of Organisations

No. ofResponses

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

(n=100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

(n=100)



No. ofResponses

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)

100.0% (100)



No. ofResponses

100.0% (100)


Sample Report

Appendix


Sample Report

Definitions of Terms

Report Definitions The following are brief definitions of some of the concepts that are used throughout this report.

Top Executive/Senior Management

Top executives and senior managers play a key role in both short- and long-term decision-making of a major function area or business unit, direct or coordinate activities within two or more major departments, establish policy, and have a major impact on the achievement of the business unit or function goal.

Example: Country manager and direct reports

Middle Management

Middle management are first-line managers, who manage the activities of one major department and set-up standard procedure and policy or lead projects or programs which have broad effect on overall policy and achievement of organization-wide objectives.

Example: Plant manager, business unit controller, marketing manager, systems manager

Junior Management/Professional/Supervisor

Provide day-to-day management of a team, has knowledge of a specialized field of technical or administrative function and resolve problems of some difficulty, could be supervising a team or individual contributor or be an entry-level professional.

Example: Production engineer/production planning manager, key account manager systems analyst, business process team leader

Clerical/Admin/Tech

Administrative and support level staff.

Example: Administrative employee—sales trainee, merchandiser, business process associate—junior

Manual Workforce

Employees in positions such as skilled-production worker, unskilled-production worker, and warehouse handler.

Example: Assembler, loaders etc.


Sample Report

Data Collection Terms The following are brief definitions of some of the concepts that are used within the data collection materials.

Mandatory Salary Increase Budget

This is an increase that is mandated by either a government or by a union. It could apply to the entire company or to different groups in the organization.

Merit Salary Increase Budget

The amount of any nonguaranteed, individual performance-based increases, including merit lump sums. The budget percentage is calculated by dividing the sum of increases granted/anticipated in the year, divided by the total salaries of all eligible employees, whether or not they received a merit increase.

Note: For India the numbers represent a percent of total fixed pay.

General Salary Increase Budget

Any increases given over and above the merit salary and mandatory increase. The budget percentage is calculated by dividing the sum of increases granted/anticipated in the year, divided by the total salaries of all eligible employees, whether or not they received a general increase. General increase includes market correction, special adjustment and promotional budgets.


Total Salary Increase Budget

The total amount of all increases combined (that is, merit increases plus general increases plus mandatory salary increases).


Special Adjustment and/or Miscellaneous Budget

The amount of any salary adjustment granted to an employee for a special, or unique, situation that is not typically covered by a merit increase. This would include market, equity, or "hot skills" adjustments. The budget percentage is calculated by dividing the sum of increases granted/anticipated in the year, divided by the total salaries of all eligible employees, whether or not they received a special adjustment and/or miscellaneous increase.



Sample Report

Promotional Budget

The amount of any promotional increase granted to an employee for receiving a promotion. The budget percentage is calculated by dividing the sum of increases granted/anticipated in the year, divided by the total salaries of all eligible employees, whether or not they received a promotional increase.


Salary Structure Movement

This is an increase that is applied to the salary grades and bands to reflect movements in the market. In other words, this represents an increase to the salary structure and not an individual or employee group increase.


Sample Report

Participant List

Manufacturing Services

ABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC LtdABC Ltd ABC Ltd

ABC LtdABC LtdABC LtdABC LtdABC LtdABC Ltd


Sample Report

Number of Participants per Country Country Participants

Angola 10Antigua 10Argentina 10Aruba 10Australia 10Austria 10Azerbaijan 10Bahamas 10Bahrain 10Barbados 10Belgium 10Belize 10Bermuda 10Bolivia 10Botswana 10Brazil 10Bulgaria 10Canada 10Cayman Islands 10Chile 10China 10Columbia 10Costa Rica 10Croatia 10Cyprus 10Czech Republic 10Denmark 10Dominican Republic 10Ecuador 10Egypt 10El Salvador 10Estonia 10Fiji 10Finland 10France 10Georgia 10Germany 10Ghana 10Gibraltar 10Greece 10Guam 10Guatemala 10Guernsey 10Guyana 10

Country Participants

Haiti 10Honduras 10Hong Kong 10Hungary 10India 10Indonesia 10Ireland 10Isle of Man 10Israel 10Italy 10Jamaica 10Japan 10Jordan 10Kazakhstan 10Kenya 10Korea 10Kuwait 10Latvia 10Lebanon 10Lesotho 10Lithuania 10Luxembourg 10Macau 10Malawi 10Malaysia 10Malta 10Mexico 10Morocco 10Mozambique 10Netherlands 10Netherlands Antilles 10New Zealand 10Nicaragua 10Norway 10Oman 10Panama 10Papua New Guinea 10Peru 10Philippines 10Poland 10Portugal 10Puerto Rico 10Qatar 10Romania 10


Sample Report


Russia 10Saipan 10Saudi Arabia 10Serbia 10Singapore 10Slovakia 10Slovenia 10South Africa 10Spain 10Sri Lanka 10Suriname 10Swaziland 10Sweden 10Switzerland 10Taiwan 10Tanzania 10


Thailand 10Trinidad and Tobago 10Tunisia 10Turkey 10Uganda 10Ukraine 10United States 10United Arab Emirates 10United Kingdom 10Uruguay 10Vanuatu 10Venezuela 10Vietnam 10Yemen 10

Grand Total xx,xxx


Sample Report

About AonAon is the global leader in human resource solutions. The company partners with organizations to solve their most complex benefits, talent and related financial challenges, and improve business performance. Aon esigns, implements, communicates, and administers a wide range of human capital, retirement, investment management, health care, compensation, and talent management strategies. With more than 29,000 professionals in 90 countries, Aon makes the world a better place to work for clients and their employees. For more information on Aon, please visit

www.aon.com

© 2018 Aon plc. All rights reserved.

To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the prior written consent of Aon.

Authorized and regulated by the Financial Services Authority.

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Aon does not accept or assume any responsibility for any consequences arising from any person, other than the intended recipient, using or relying on this material.

Sample Report

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