salary primer · 2019. 12. 16. · bangalore–it continues to drive rewards with a stupendous, 16%...

This primer contains proprietary information of TeamLease Services Private Limited and should not be reproduced without permission and / or acknowledgement

SalaryPrimerTrend analysis and a compilation of salaries for permanent and temporary jobs across various functions, industries and cities in

TMIndia by TeamLease

http://www.teamlease.com

The biggest increase in salary this year was 41.24% for a Project Coordinator

in IT-Chennai; the biggest decrease of 12.31% was for an Admin Supervisor's

role in Retail-Bangalore

The biggest salary at junior / middle levels, drawn this year was Rs.142,000

per month by a SAS Programmer in IT-Bangalore. This profile received an

increment of 14% y-o-y, across geographies

Hiring in the Information Technology sector grew by almost 20% y-o-y, and

growth is still trending upward. This sector also managed to retain top

talent without having to increment salaries by a large margin

The temp market (stands at 90 million strong in India) hired close to 82,000

people this year representing a growth of almost 10%

Healthcare is the industry with the healthiest growth in salaries this year.

The industry topped with a whopping 19% average rate of growth across

profiles and cities

While the average salary growth in India could hit near 20% levels in 2012,

the 20 most valuable profile-city opportunities could average as high

as 53%

Trending

Foreword

Introduction

Executive Summary

Methodology

Salary, Skills, Longevity & Increment Trends - by Industry

Agriculture / AgrochemicalsAutomotive & Allied IndustriesFMCDFMCGIndustrial Manufacturing & Allied industriesPower & EnergyBFSIHospitalityHealthcareInformation TechnologyITeSRetailTelecommunication

Salary Ready Reckoner

Agriculture & AgrochemicalsAutomotive & Allied IndustryFMCDFMCGManufacturingPower & EnergyBFSIFood & HospitalityHealthcare & PharmaITITeSRetailTelecommunication

Perm Salaries Mini Reckoner

Profile Library

National Index

Contact Information

Contents

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5

6

7

9

10 101111121213131414151516

17

18 202123252729313334363840

42

43

47

48



Dear Reader,

Planning and consolidation are finally in. Global labour markets have witnessed tumultuous change over the past half a decade; but India, quick on its heels, has embarked on an otherwise much delayed journey of job market maturity. Following a phase of sentiment swings and corresponding hiring trend fluctuations, Indian businesses seem to be finally finding fixes for many woes that plagued talent acquisition and retention. TeamLease heralds this phase with new tools of trade that will integrate the people supply chain in India.

This bodes well for three critical factors of the labour market in India: Diversity, Value for Skill and Longevity. From a rather homogeneous approach to identifying and assigning value to skills, businesses have begun to put various mechanisms to use in segmenting the job market and targeting valued talent – effectively getting better at cherry picking and paying for the best talent. This approach, fast evolving into a practice, is translating into an effective antidote for attrition. Longevity is no longer just a mirage; it is, indeed, peaking in niches that seem all set to proliferate.

TeamLease's acquisition and integration of IIJT's vocational training capabilities is paving way for hitherto new possibilities in the Indian labour market. We remain hungry for transformative change and will continue to add capabilities to our already formidable Talent and Skill Management suite. TeamLease University is a harbinger of this quest for a more inclusive, integrated and mature Indian job market.

Our research into the numerous dimensions that influence choice, capabilities, pay action and talent retention continues to yield insights we share with you. We continue to map industry and geographical trends and model the workings of the staffing industry to add value to your fact based approach to making key talent related decisions.

Thanks are due to our in-house Staffing Team and our solution partner, inTouch analytics, for devising the Salary Primer and putting the document together. This document manifests our thoughts for the future of the industry and we would like to know what you think about it.

We are keen to hear from you.

Warm Regards

The TeamLease Team

[email protected]

4

Foreword

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About TeamLease

About Salary Primer

TeamLease Services, celebrating its 10th year anniversary, spearheads the people supply chain practice in India. It is India's largest and foremost people supply chain and HR Services Company. With services that include Permanent Search and Selection, Temporary Staffing, Regulatory Compliance, Payroll Process Outsourcing, Assessment and Training, TeamLease is the preferred partner to Corporate India.

Our services are encapsulated in a 3-legged offering comprising Hiring, Hygiene and Productivity. This value proposition is reinforced with focused, in-depth industry knowledge and best practices that offer specific solutions to each vital link in the people supply chain.

With a national footprint across 8 cities, 70,000 associates deputed across 800+ locations and 1,400+ clients spread across 13 industry verticals (listed in this primer), TeamLease is the only integrated HR services provider, offering corporate customers an end-to-end solution.

Research initiatives such as this Salary Primer (an annual publication), a quarterly TeamLease Employment Outlook and an annual India Labour Report has put us as a thought leader in this space.

The Salary Primer is an annual compilation of Permanent and Temporary market salaries across the most relevant geographies and industries, accompanied by trends and insights which add value to hiring and talent management decisions our stakeholders make. Data points covering these attributes for Temporary staff working across 318 different Job Profiles, 13 Industries and 8 Functional Domains in 14 major locations; and Permanent employees working across 9 industries, 6 cities and 41 profiles.

The Primer serves as a guide for both job seekers and employers to obtain relevant information and useful insights on talent, skills, salaries, increments and talent longevity.

5

Introduction

Industry Verticals Covered

Agriculture & Agrochemicals

Automotive & Allied Industries

Consumer Durables

Manufacturing & Allied Industries

Power & Energy

FMCG

BFSI

Telecommunication

Hospitality

Healthcare & Allied Industries

Information Technology

ITeS

Retail

Functional Domains Covered

Accounts

Administration

Blue Collar

Information Technology

Sales and Marketing

Support Services

Engineering

Human Resources

Locations Covered

Ahmedabad

Bangalore

Chandigarh

Chennai

Delhi

Goa

Hyderabad

Indore

Jaipur

Kochi

Manufacturing Services

About Profile Library

Kolkata

Lucknow

Mumbai

Pune

The Profile Library (pg 43) lists job description details for the set of profiles, covered in this Primer.



ExecutiveSummary

A fast maturing jobs market:

More talent for the buck:

Temp, Perm converge for better parity

A three-way play:

IT poised for faster growth:

Bangalore stays put:

Double-digit salary growth is ubiquitous:

Cluster-clutter is good news:

Longevity peaking:

India is quickly morphing into a growing market for jobs, with businesses striking the right balance between ebullience and pragmatism, between numbers and quality, and between achieving the right fit and paying right. The fast-clip, 18.3% rate of increase in hiring is underpinned by mechanisms for identifying, targeting and acquiring the right talent at an appropriate salary.

Across industries, and across geographies, the inclination to hire high quality talent and scale rewards in relation to skills has translated into a continually evolving practice. The practice, leveraged intelligently by industries, is also based on ground realities. Healthcare, for example, manages to reduce increments while still being able to retain top talent. Power & Energy makes smart gains in longevity by selectively rewarding high-skilled profiles.

: With even more parity forged across industries, cities and profiles, temp and perm jobs are seen to be fast converging on salaries. The average salary difference between temp and perm, across the top 10 temp jobs in terms of salaries paid, has narrowed down to 4% over the past year.

Ear-to-ground aside, businesses are juggling three hard attributes to be able to manage talent acquisition and retention: salaries, skills and increments. Where salaries are significant in magnitude (as in case of IT), increments are being upped only marginally with little, if at all, loss of higher skilled talent. Agriculture & Agrochemicals and Power & Energy reap handsome talent longevity gains on the back of incentives better aligned with skills than before.

IT continues to lead the charge and is seen to be generating jobs even faster this year – at a rate of growth of 19.5%, a shade better compared with the last year. The trajectory is clearly in the direction of further growth over the next 12 months. On the skills front, while IT gets away with lesser increments than many other industries, it still manages to retain top-of-the-line talent.

It has been holding the reins for about 3 years in succession now. With a median salary growth rate of 8.6% - incrementally higher than last year's – Bangalore seems in no mood to give up on its top position. Mumbai (8.1%), Delhi (7.7%) and Chennai (6.8%) stay their courses as well. Jaipur (3.6%)wrests the lowest-growth-rate distinction from Indore (4%).

As industries get smarter at hiring and rewarding the right talent, the diversity and sheer number of profiles getting rewarded with double digit salary growth have zipped up. There is increased prevalence of industry-city clusters where this incidence occurs – Healthcare in Bangalore, Automotive in Delhi and Hospitality in Mumbai and Goa are prime examples. Power & Energy beats 10% salary increments across 4 cities and three distinct profiles.

The more industry-city clusters, the merrier the job market gets. We define clusters as those city-industry combinations that drive salary growth. Bangalore–IT continues to drive rewards with a stupendous, 16% median salary growth rate. Mumbai–Healthcare at 14.6% comes in second and Bangalore–Power & Energy, with 12%, is at the third place. The number of clusters with above 8% increment growth rates have increased to 11, from the previous year's number of 6.

Attrition rates have dipped across several industries – and for specific profiles – and touched 3-year lows. Select profiles within Healthcare, Retail, FMCG and Agriculture / Agrochem have longevity scores that have now overshot 93%. Identifying high end skills and pivoting key attributes to make them stick, businesses are turning successful in ensuring talent loyalty where it matters.

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A Growth Market Story



Methodology

7

Analytic Objectives

Data and Analysis

Research Approach

Data Sources

The primary objective of salary data analysis is to aggregate and report market salaries across geographies and industries. Associated objectives include modeling attributes that influence salary and increment growth and longevity.

This holistic approach to understanding labour market dynamics is aimed at supporting our stakeholders – Businesses, Individuals, Educational institutions and Governments – with the marketplace intelligence that helps make effective Staffing and Talent Management decisions.

The Salary Primer 2012 mines over 70,000 salary records pertaining to associates employed across 800 locations. Salary data for the years 2010 and 2011 have been used and the analysis portrays skills scores, salaries, salary increments and longevity for industry-relevant job profiles.

Salaries quoted in the Ready Reckoner have been arrived at by computing salary figures for specific industries and job profiles using statistical measures - namely, median & mode and regression analysis.

The Longevity and Increments analysis begins where the Skills & Salaries analysis ended in the previous edition and explores the interrelationships among these four attributes for each of the industries covered.

The skill-salary framework extends the association between salaries and skills to two more attributes – increments and longevity. The approach to determine the drivers of market salaries and their interplay, therefore, is even more comprehensive and insightful in this edition.

As in the previous edition, the Ready Reckoner compiles and quotes salaries for Ideal Candidate Profiles (ICPs) – a smaller set of profiles that is representative of the thousands of job profiles and designations employed by industry.

This report compiled by TeamLease is based on the information gathered from the following sources:

Recruitment companies offering perm and temp placements

Employees in different companies

TeamLease Associates working in 800 locations

TeamLease Alumni

Information on temp staffing in India from a variety of secondary sources

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Methodology

8

Constraints

The document has the following constraints on data:

This analysis does not include Senior and CXO level profiles.

Results are based on the earnings between December 2009 and June 2011 across 70,000 associates employed in the organized job market.

Salaries benchmarked in this document are those pertaining to junior to mid-level profiles.

Figures are close to accurate. The earnings include regular salaries and do not include taxes / regulatory payouts, incentives, allowances, bonus, over-time, one-time or unusual representative amounts.

The information provided does not reflect level of responsibility of the job seekers.

The analysis and modeling are a work-in-progress and not purporting to be a complete descriptor of market phenomena.

The vacant slots may represent unavailability or lack of significant, current staffing activity.

This Primer is subject to limitations and only intended as a guide.

Users of this document are advised to exercise due diligence and use the information at their own risk.

www.teamlease.com

As much as we would have liked the informal sector to

be part of the primer, the document does not represent

salary data for the millions employed in the unorganized

job market.

‘



‘

9

Illustration of Salary, Skills, Longevity & Increment Trends

The Skill Category Framework

Communication Skills: The ability of a candidate to read, write, comprehend, speak and articulate thoughts. The Communication skill score is thus dependent upon the candidate's understanding of language and his/her ability to put it to use in his/her interpersonal transactions. Vocabulary, grammar, diction, pronunciation and written communication abilities are the measures used to arrive at a score.

Transactional Skills: A measure of the most basic abilities that help transact business. They constitute Problem Solving skills - mathematical and logical abilities that aid in the understanding and resolution of business problems, and Decision Making skills - judgmental abilities that help one choose amongst alternatives.

Functional Skills: Constitute Analytical, Critical Thinking, Selling, Observation Skills and Functional Knowledge - the underlying abilities that aid a candidate's performance in a job. These abilities encompass a basic set of mental faculties and knowledge bases that various job functions necessitate. Either or all of these abilities go into the making of the right fit for a given job function.

Relationship Skills: People skills are thus distinguished from the other - more cerebral - categories. They constitute Networking, Organizational, Managerial and Interpersonal Skills - abilities that enable a candidate to build and manage business relationships.

2

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This section is an analysis of a sample of 5 ICPs [Ideal Candidate Profiles ] within each industry exploring the interrelationships between salaries, increments, skills and longevity for each of the profiles. The choice of the sample profiles that are analyzed is based on the following two considerations:

1. Industry representation: Profiles are typical of the industry.

2. Volume: Each profile being considered has a critical minimum number of candidates categorized under it. 500 candidates are considered to be the minimum in our analysis.

The analysis for each industry in the following section is, thus, limited to the 5 ICPs chosen for that industry and is about how skills relate to salaries for these ICPs.

1

SALARY, SKILLS,

LONGEVITY & INCREMENT TRENDS

Please refer Salary Primer 2009 for details on Ideal Candidate Profile For a backgrounder on this approach, please refer Salary Primer 2009.

ICP - 5 ICP Name

ICP - 2 ICP Name

ICP - 1 ICP Name

1.3

2.02.5

1.8

5.0

1.53.0

6.0

1.36.5

5.36.0

Longevity

Increment

92.73% (+)

5.1% (+)

92.39% (+)

4.75%(+)

91.6% (-)

6.28%(-)

93.82% (-)

5.15%(-)

88.54% (-)

7.92% (+)

....



2

1

Profile ICP - 5 ICP - 4 ICP - 3 ICP - 2 ICP - 1

SALARY, SKILLS, LONGEVITY & INCREMENT TRENDS

10

Significant improvement in increments and a

polarized movement in longevity are the highlight

for the Agriculture / Agrochemical industry. Given

the marginally stagnating longevity numbers of

the past year, the extreme movements are a sign

the stimulus works.

That the better skilled profiles – ACT and RSP – get

rewarded better is good news. While the first

reciprocates with a corresponding increase in

longevity, the attribute for the second profile dips

rather significantly.

The trends for the above two profiles make for an

interesting observation. Increments for both were

reduced marginally during the past year, and

attrition increased for both – and significantly for

RSP. The fall in longevity for RSP isn’t stemmed by

the significant increase in the increment this year.

Longevity

Increment

AGRICULTURE / AGROCHEMICALS

92.73% (+)

5.1% (+)

92.39% (+)

4.75%(+)

91.6% (-)

6.28%(-)

93.82% (-)

5.15%(-)

88.54% (-)

7.92% (+)

Continuing in a practice of handsome rewards,

Automobile & Allied Industries increase

increments for three profiles and see mixed

results. However, it decides to significantly lower

the increment for two of the profiles and reaps a

dip in longevity for these.

The higher skilled MEG sees an improvement in

both increments as well as longevity. It had seen a

decrement and a stagnant longevity number

during the past year.

Alongside a justifiable decrement for the lowly

skilled MMC, the industry decides to sizably

decrement the highest ranked PEG – this, with

corresponding losses in longevity. The PEG sees a

significant increase in attrition.

AUTOMOBILE & ALLIED INDUSTRIES

ACT Agro Chemist

CRA Crop Advisor

FMS Farm Security

TDV Tractor Driver

RSP Research Specialist

Longevity

Increment

88.24% (-)

10.72% (+)

Transactional CommunicationRelationship

92.45% (~)

9.94% (+)

91.29% (+)

7.72% (+)

89.11% (-)

8.18%(-)

90.53% (-)

9.25%(-)

DFM Draftsman

JIR Job Inspector

MEG Mechanical Engineer

MMC Motor Mechanic

PEG Production Engineer

The Agriculture/Agrochem industry has

rewarded profiles more-or-less in proportion

to their skill rankings and has reaped mostly

positive results. Except for the highly ranked

RSP profile – which doesn’t seem satisfied

with this year’s decent increment – all other

movements are in line with the increments.

There is proof, yet again, of a linear

relationship between skill values and

increments in the industry. A slightly better

calculated incentivizing structure could yield

desirable results for Automobile & Allied

Industries.

2.56.6

4.8

1.54.8

5.0

2.52.5

2.55.0

1.3

2.02.5

1.8

5.0

1.53.0

6.0

1.3

6.0

6.55.3

6.0

1.5

6.04.5

6.0

1.5

6.04.8

5.0

4.0

6.54.5

7.0

Functional

1.52.0

2.8

4.8

ACT CRA FMS TDV RSP Profile

Profile DFM JIR MEG

MMC PEG

Transactional CommunicationRelationshipFunctional

11


With a mostly positive, and reasonably high,

incentive structure FMCD still reaps a fall in

longevity. The drop is significant with two profiles,

both of which get incremented.

QAN and PSE, the two profiles with which

increments are decent, but marginal, witness fairly

sizable drops in longevity.

BPR – the lowest skilled profile of the lot – gets an

incentive boost and responds positively and

adequately. VOF – the highest skilled profile –

receives the lowest increment, which is also lower

than the past year’s number, and loses marginally

on longevity.

Longevity

Increment

FMCD

91.12% (-)

7.93% (+)

FunctionalTransactional CommunicationRelationship

87.87% (-)

4.24%(-)

88.5% (-)

4.71%(-)

88.19% (-)

7.77%(+)

86.73% (-)

8.14%(+)

FMCG improves on a low incentive regime and

rewards profiles better this year. The results are

somewhat mixed, but better than the last year.

The best results are, however, reserved for two

lowly skilled profiles. BDE and FOS respond

favourably to significant increases in increment

levels – the former more than the latter.

Regardless of the minimal increment/ lack of it, the

higher-skilled profiles lose on longevity. SCE and

SUP witness big dips in longevity scores.

FMCG

PSE Project & Service Engineer

QAN Quality Analyzer

ISDIn-shop Demonstrator

VOF Vigilance Officer

PSE Project & Service Engineer

Longevity

Increment

91.14% (+)

5.58% (+)


90.69% (~)

5.17% (+)

89.22% (-)

2.82%(-)

93.49% (-)

5.51%(+)

90.73%

3.16%(-)

BDEBusiness Development

Executive

FOSFeet on Street Sales

SPR Sales Promoter

SCE Supply Chain Executive

SUP Supervisor

Not rewarding its higher talented profiles

costs the FMCG industry in terms of increased

attrition. Thankfully, the attrition rates are

well under 10% in most cases and the industry

can, perhaps, look at a more equitable reward

structure.

The low-skill bias over the past year in FMCD

continues and results in loss in longevity for

the high-skilled across the board.

3.32.5

6.5

0.6

1.87.5

5.88.0

2.56.0

4.85.0

1.56.0

4.85.0

6.04.8

5.0

3.03.0

2.97.0

2.52.5

2.57.0

1.63.3

2.56.5

4.0

1.87.0

3.58.0

4.86.0

4.57.0

PSE VOF ISD QAN PSEProfile

Profile BDE FOS SPR SCE SUP

12


With another dose of marginal increase in

increments, the Industrial Manufacturing & Allied

industry mostly loses on talent and labour

retention rates.

The good news, however, is that CAE – a high-

skilled profile – marginally increases longevity

while receiving a small raise in a small increment.

Profiles that are rewarded with better increments –

CMT, PEX and SFO – do not reciprocate and, in fact,

exhibit significant losses in longevity scores.

Longevity

Increment

INDUSTRIAL MANUFACTURING & ALLIED

90.04% (+)

3.17%(-)


91.33% (-)

6.13% (+)

92.72% (+)

4.26% (-)

90.74% (-)

5.99% (+)

92.58% (-)

4.79% (+)

With better increments for higher skilled profiles,

the Power & Energy industry gains well on

longevity – especially for the very profiles it

rewards well.

CHE and PRS – two of the higher rated profiles –

get rewarded, the second more so, and deliver

significant increases in longevity.

A marginally higher increment – compared with

the past year – does not work for another high-

rated profile, however. QFM dips in longevity

despite a small increase in incentive.

POWER & ENERGY

SFO Safety Officer

PEX Production Executive

MEG Mechanical Engineer

CMT Line Chemist

CAECAD Engineer

Longevity

Increment

89.93% (+)

4.27%(-)


92.33% (+)

7.11%(+)

90.03% (-)

5.92%(-)

88.26% (+)

9.13% (+)

87.11% (-)

6.47%(+)

QFM Quality Foreman

PRS Production Supervisor

EEGElectrical Engineer

CHE Chemical Engineer

QATQuality Technician

The Power & Energy industry seems to have

set its priorities right and rewarded higher-

ranked profiles with sizable increments. The

results are commensurate and put the

industry back on track with longevity after the

not-so-desirable results of the past year.

The Industrial Manufacturing & Allied industry

is in need for a more relevant and handsomer

reward structure, without which it might

continue to face retention problems,

especially with high quality talent.

6.57.0

5.37.0

1.86.0

3.37.0

3.36.5

5.66.0

7.37.0

3.58.0

1.56.0

5.56.0

1.83.0

2.56.0

4.5

4.86.0

4.5

4.86.0

4.5

2.56.5

5.0

6.0

7.0

6.0

4.5

6.0

CAE CMT MEG PEX SFO Profile

Profile QAT CHE EEG PRS QFM

13


Given that an inverse relationship exists between

skills and longevity, BFSI tries its hand rather

unsuccessfully at incrementing, and ends up

having mostly undesirable levels of attrition on

hand.

This attempt, however, needs to be seen for what it

is: a steady and continuing increase in increments

from rather low levels. Apparently, the stimuli are

not strong enough yet and results, therefore, will

take time.

Nowhere is the ungainly effect of inadequate

increments more apparent than with CSH. The

lowest ranked profile refuses to respond positively

to a significant improvement in increment. LAD – a

higher ranked profile – displays a very similar

effect.

The lone positive result is for the highest ranked

profile – the FLP – where the increment is raised by

a huge 3.5%. This is the only consolation in an

otherwise desolate situation for the industry.

Longevity

Increment

BFSI

90.72% (-)

7.14% (+)


92.35% (+)

7.91% (+)

89.9% (-)

5.37%(+)

92.52% (-)

4.04%(-)

92.77% (-)

6.55% (+)

From a lop-sided incentive structure to a uniformly

positive one, Hospitality attempts to set things

right across the board but seems to lose as much

as it gains.

The longevity gain with EVM – the highest ranked

profile – is somewhat offset by a significant loss in

longevity for RCP, a relatively low-skilled profile,

and a marginal loss in longevity for RAT.

The highest increment goes, however, to HUK, one

of the lowest skilled profiles. It doesn’t disappoint

and delivers an even higher longevity score than it

earlier had.

HOSPITALITY

LAD Loan Advisor

ISRInsurance Sales Representative

FPL Financial Planner

FLP Finance Loss Prevention

Officer

CSH Cashier

Longevity

Increment

91.73% (~)

7.37%(+)


92.93% (+)

9.71% (+)

90.88% (-)

7.33% (+)

89.61% (-)

5.76%(+)

89.82% (+)

6.18% (+)

EVM Events Manager

RCP Receptionist

RAT Resort Attendant

HUK House Keeping Assistant

CHF Chef

The Hospitality industry seems to attempt a

homogeneous incentivizing structure. Given

that increments had been low earlier, and that

even the lowest skills get paid much better

this year, it seems to have failed in retaining

the best of talent as much as it should have.

The BFSI industry risks the loss of

longstanding and high levels of longevity. It

seems to be attempting repair to this

advantage eroding trend, but so far, the little-

and-late treatment is failing to stem the rot.

1.35.0

3.85.0

6.87.0

5.0

6.36.5

4.8

3.0

7.0

3.37.0

5.07.0

1.3

6.0

6.0

5.07.5

3.08.0

1.87.0

3.57.0

7.37.0

5.38.0

7.0

7.0

3.02.9

2.5

CSH FLP FPL ISR LAD Profile

Profile CHF HUK RAT RCP EVM

14


The Healthcare industry manages to improve

talent retention rates even while it decides to

shave off increment rates almost across the board.

With the lone exception of LBA – a lowly skilled

profile – all others receive less increment. Three of

the profiles improve on longevity despite reduction

in increments.

CCH and HPS, among the better skilled profiles,

respond to negative movements in increment with

significant increases in longevity. So does HIP – the

highest skilled profile – and against a significant

reduction in increment.

Longevity

Increment

HEALTHCARE

91.16% (+)

10.27%(-)


92.05% (+)

9.53% (-)

93.77% (+)

12.92% (-)

88.03% (-)

9.17%(+)

91.66% (+)

9.58%(-)

With modest to negative movement in increments,

the IT industry has mixed longevity results on

hand. The good news, however, is retention rates

are up for higher skilled talent despite this trend.

BAN and PRM, the highest skilled of the lot,

reconcile to new realities and deliver greater, and

significantly higher, longevity scores despite being

rewarded lesser than the last year. The IT

industry’s comparatively higher salary structure,

coupled with a not-so-ebullient market ensures

this works.

The attrition rate only increase significantly for

DVP despite a relatively higher increment this year.

WDS is the other profile that loses significantly on

longevity, although there is a reduction in

increment in its case.

INFORMATION TECHNOLOGY

HPS Health Promotion

Specialist

LBALab Assistant

MRE Medical Representative

HIPHealth Insurance Promoter

CCH CQL Chemist

Longevity

Increment

87.66% (+)

5.23% (-)


88.15% (-)

2.44% (+)

90.48% (-)

6.39% (+)

91.02% (+)

6.62% (-)

90.11% (-)

4.94% (-)

WDS Web Designer

PRM Program Manager

DVP Developer

DBA Database Administrator

BAN Business Analyst

A growing, and therefore an overall positive,

hiring sentiment has perhaps helped the IT

industry maintain retention rates at a

reasonable high despite the low-to-negative

increment raises. How long it can defy an

equitable rewarding logic is anybody’s guess.

That it can afford to, and has gone ahead with,

lower increments for most profiles this year is

Healthcare industry’s trump card. The

industry defies market constraints of talent

shortage and improves on longevity as well.

2.56.5

4.86.0

6.55.1

6.37.0

2.0

5.01.3

1.53.0

6.0

4.36.5

4.55.0

6.57.0

5.37.0

1.86.0

3.3

3.36.5

5.66.0

7.37.0

3.58.0

1.56.0

5.56.0

7.0

CCH HIP MRE LBA HPS Profile

Profile DFM JIR MEG

MMC PEG

15


With marginal changes to the increment structure,

the ITeS industry is perched between high and

increasing increments for the higher skilled and

low and reducing increments for the lower-skilled.

Among the higher skilled profiles, with the

exception of HDE, DAN and DTE get rewarded

slightly better than the previous year. DAN

responds positively in terms of longevity but DTE

doesn’t.

HDE seems to be a peculiar case of a high skilled

profile with extremely high retention rates vis-à-

vis low and falling increment rates.

Longevity

Increment

ITeS

91.76% (+)

4.18% (-)


91.52%

4.38% (-)

90.88% (+)

8.14% (+)

88.6% (-)

7.44% (+)

92.13% (-)

3.18% (-)

With a predominantly low magnitude increment

structure, Retail sees mixed results with talent

retention. Nil-or low-longevity mark two of its

better skilled profiles: USM and CSE, respectively.

With the lowest increment rates – although there is

a marginal increase this year – for its best skilled

profiles, Retail seems to be not displaying a pay for

skills orientation.

Naturally, the one significant gain Retail manages

to garner is with WHS – its least skilled profile. The

marginally higher increment it pays here is paid

back in gratitude with a significant increase in

longevity.

The moderately skilled SRE and the highly skilled

USM are the only profiles that have stable

longevity scores despite modest increases in

increment.

RETAIL

PRA Process Associate

DTE Desktop Engineer

DAN Data Analyst

CSE Customer Service

Executive

HDE Help Desk Executive

Longevity

Increment

90.31% (-)

3.14% (+)


91.89%

8.2%(+)

91.74% (+)

4.45% (+)

93.29% (~)

2.73% (+)

94.03% (+)

5.33%(+)

WHS Warehouse Supervisor

ISS In-Shop Supervisor

SRE Showroom Executive

USM Unit Sales Manager

WHS Warehouse Supervisor

Retail seems to have not capitalized on last

year’s favourable response to generous

increments and to have lost some of the talent

retention gains that might have potentially

come its way.

The ITeS industry continues to get away with

an incentive structure without much of a

pattern relative to skills. And it nevertheless

manages to maintain high levels of longevity.

6.57.0

5.37.0

1.86.0

3.37.0

3.36.5

5.66.0

7.37.0

3.58.0

1.5

6.05.5

6.0

6.57.0

5.37.0

1.86.0

3.37.0

3.36.5

5.66.0

7.37.0

3.58.0

1.56.0

5.56.0

HDE CSE DAN DTE PRA Profile

Profile WHS USM SRE ISS WHS

16


Despite a longevity loss the Telecommunication

industry suffered during the past, it decides to

keep increments low or negative this year. It needs

to be noted, however, that the increment levels are

higher than in most other industries.

The significant dip in longevity for NME comes with

a marginal decrement for the profile. The previous

year had witnessed a bigger fall in increment and a

smaller dip in longevity for NME.

TAS – the lowest skilled profile – receives a small

decrement and a correspondingly small loss of

longevity. TEG is not this fussy – it retains decent

longevity rates even with a small decrement.

Longevity

Increment

TELECOMMUNICATION

92.95%

9.91% (+)


90.03% (-)

5.38%(-)

90.11% (-)

8.72%(+)

89.29% (-)

7.29%(-)

90.39% (~)

6.86%(-)

TEG Telecom Engineer

TAS Technical Assistant

RFE RF Engineer

NME Network Monitoring

Engineer

TNO Trainee

Network Operations

The Telecommunication industry seems to be

in consolidation mode with incentivizing

talent. Accordingly, the results of longevity

follow a mixed trend.

1.53.0

4.36.0

1.56.5

4.86.0

2.56.6

4.86.0

3.01.8

6.0

1.56.0

4.55.0

TNO NME RFE TAS TEG Profile

SalaryReady Reckoner

17

About Salary Ready Reckoner

This section of the Primer carries salaries paid for staff for profiles, across cities and functional domains for each of the 13 industry verticals. The salaries are pivoted on industry verticals indicative of specific profiles in the industry and organized by functional Domain and Experience levels (0-1yr, 1-3yrs, 3-5yrs) respectively.

Under each function, the profiles would be color coded to differentiate profiles with different skill weights - the lower end of the color gradient would indicate few dimensional skills while the higher end would denote the multi/ high-end skill profiles.

The salary figures are indicative and have been derived from the treatment of 2008 salaries. Please refer the 'Methodology' section for more information on the computation of salary figures.

Illustration of Ready Reckoner

Locations

0-1 1-3 3-5

Bangalore Location

0-1 1-3 3-5 0-1 1-3 3-5

Accounts

Administration

Domain

Ahmedabad

Domains

97009700

9700

9700

Experience Levels

6300

ICP - 1

ICP - 2

ICP - 3

ICP - 1

ICP - 2

ICP - 3

ICP - 1

ICP - 2

ICP - 3

6400 7300 8200 7100 8300 10000 7000 7600 8500

7200 8000 8400 7900 9600 12800 7500 9300 11000

7100 8300 10000 7000 7600 8500 7900 9600 -

4500 4800 8400 7900 9600 12800 7500 9300 11000

7100 8300 10000 7000 7600 8500 7900 9600 -

9400 7300 8200 7100 8300 10000 7000 7600 8500

4500 4800 7900 9600 12800 7500 9300 11000

7100 8300 10000 7000 7600 8500 7900 9600 -

9400 7300 8200 7100 8300 10000 7000 7600 8500

Salary Data

4500 4800 7900 9600 12800 7500 9300 11000

7100 8300 10000 7000 7600 8500 7900 9600 -

9400 7300 8200 7100 8300 10000 7000 7600 8500

www.teamlease.com



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READY RECKONERAgriculture & Agrochemicals

20

Automobile & Allied IndustryREADY RECKONER

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-7

,90

08

,80

09

,80

08

,70

09

,40

01

0,8

00

8,9

00

9,9

00

10

,30

09

,60

01

0,5

00

11

,00

08

,50

08

,50

01

0,0

00

8,9

00

9,7

00

10

,50

0

10

,80

011

,10

0-

11

,40

01

2,2

00

14

,70

011

,70

011

,60

01

4,0

00

11

,40

01

2,9

00

17

,30

011

,20

01

3,6

00

17

,40

01

2,0

00

15

,10

01

4,7

00

12

,00

01

4,2

00

15

,90

0

--

-1

4,4

00

16

,00

01

8,8

00

13

,30

01

5,2

00

16

,60

01

3,2

00

14

,80

01

4,6

00

12

,50

01

5,2

00

15

,30

01

4,2

00

16

,70

01

8,5

00

15

,30

01

5,1

00

16

,80

0

Ah

med

ab

ad

0-1

1-3

3

-5

Ban

galo

reD

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i

0-1

1-3

3

-5

0-1

1-3

3

-5

0-1

1-3

3

-5

0-1

1-3

3

-5

0-1

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3

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Acco

un

ts

Acco

un

ts A

ssis

tan

t

Co

llecti

on

Execu

tive

Blu

e C

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Op

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tor

Mech

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9,7

00

11

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01

4,5

00

9,7

00

11

,00

01

4,8

00

8,8

00

10

,00

01

2,8

00

7,7

00

13

,10

01

4,5

00

18

,50

011

,10

01

2,5

00

10

,20

01

2,2

00

13

,10

09

,50

01

2,3

00

13

,30

0

10

,20

011

,10

01

3,4

00

11

,30

01

2,7

00

14

,50

011

,20

01

2,6

00

13

,60

01

0,8

00

11

,40

01

3,5

00

9,6

00

11

,40

01

2,8

00

12

,20

01

3,7

00

15

,30

01

0,9

00

13

,30

01

6,2

00

6,0

00

7,0

00

8,0

00

6,5

00

7,3

00

7,8

00

--

-6

,20

07

,10

08

,10

05

,50

06

,50

06

,80

06

,00

06

,70

08

,30

05

,90

06

,90

07

,90

0

7,1

00

8,4

00

9,6

00

8,7

00

9,6

00

10

,40

08

,30

08

,80

01

0,2

00

7,0

00

7,8

00

9,6

00

7,7

00

9,0

00

9,7

00

7,7

00

9,8

00

10

,40

07

,90

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00

Ad

min

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Data

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try O

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6,4

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7,5

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8,0

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9,6

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6,8

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8,6

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9,3

00

7,1

00

8,1

00

8,7

00

7,3

00

7,8

00

8,4

00

7,2

00

8,4

00

10

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08

,20

07

,70

08

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0

8,6

00

9,6

00

10

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09

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01

0,9

00

13

,00

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01

0,5

00

11

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01

0,3

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11

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2,2

00

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2,9

00

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14

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01

0,0

00

11

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01

3,6

00

11

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01

4,3

00

15

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01

3,0

00

15

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01

8,6

00

--

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2,8

00

16

,20

01

7,7

00

13

,00

01

4,3

00

18

,20

01

3,9

00

15

,40

01

6,1

00

11

,40

01

2,7

00

18

,10

0

READY RECKONER

21

FMCD

Ah

med

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0-1

1-3

3

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Ban

galo

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dig

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Acco

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ts

Cash

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tan

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min

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IT

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tive

IT Execu

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Hard

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eer

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su

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Tech

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Pro

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ng

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3-5

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3

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7,4

00

7,6

00

9,0

00

8,3

00

9,6

00

10

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06

,80

09

,20

01

0,0

00

10

,10

09

,10

09

,80

08

,20

01

0,2

00

10

,10

01

0,9

00

12

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01

2,8

00

5,5

00

7,9

00

8,6

00

7,6

00

9,9

00

11

,00

01

0,2

00

11

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011

,20

09

,10

07

,70

011

,00

08

,40

01

0,2

00

9,9

00

9,4

00

11

,10

09

,90

08

,10

09

,40

09

,80

08

,70

011

,40

01

2,3

00

8,0

00

8,9

00

10

,20

01

2,9

00

16

,80

01

7,5

00

8,0

00

12

,10

01

4,7

00

9,3

00

10

,60

01

0,8

00

9,1

00

10

,20

01

0,7

00

9,9

00

10

,30

011

,20

01

0,3

00

11

,30

01

2,1

00

5,4

00

6,1

00

6,4

00

8,1

00

8,5

00

8,6

00

6,1

00

7,0

00

9,7

00

10

,80

01

0,6

00

12

,10

09

,30

011

,20

01

6,9

00

9,8

00

9,8

00

10

,70

06

,20

06

,40

07

,70

0

5,3

00

6,7

00

8,5

00

8,7

00

9,5

00

9,9

00

9,1

00

9,5

00

10

,70

07

,00

07

,80

08

,80

01

0,2

00

11

,70

011

,30

08

,70

08

,20

01

0,6

00

6,8

00

7,4

00

8,0

00

8,4

00

9,4

00

10

,20

09

,00

09

,20

01

0,3

00

10

,60

01

2,5

00

13

,80

09

,90

01

0,0

00

9,4

00

11

,80

01

2,8

00

15

,20

01

0,9

00

10

,10

01

2,0

00

10

,00

01

0,7

00

11

,50

0

5,7

00

6,8

00

7,6

00

4,4

00

4,5

00

6,7

00

7,1

00

7,4

00

8,1

00

4,6

00

4,9

00

5,3

00

4,3

00

5,6

00

6,0

00

4,7

00

4,3

00

4,8

00

3,9

00

3,5

00

4,5

00

5,4

00

5,7

00

6,5

00

4,4

00

4,6

00

5,4

00

6,6

00

7,3

00

8,4

00

4,5

00

4,9

00

5,2

00

5,4

00

5,4

00

5,9

00

4,8

00

5,7

00

6,3

00

3,6

00

4,0

00

4,4

00

4,1

00

4,3

00

4,7

00

4,2

00

5,9

00

8,1

00

6,5

00

7,3

00

10

,30

05

,30

06

,20

08

,90

04

,80

06

,80

09

,30

04

,50

04

,90

05

,30

03

,90

04

,30

04

,60

0

5,5

00

6,4

00

7,0

00

7,1

00

8,4

00

8,2

00

6,0

00

7,2

00

7,7

00

6,8

00

6,9

00

7,7

00

8,2

00

9,4

00

11

,20

04

,50

05

,10

06

,10

04

,10

04

,40

04

,90

0

6,4

00

7,2

00

7,6

00

11

,30

01

6,1

00

19

,50

07

,90

07

,50

08

,10

06

,20

08

,40

01

0,8

00

9,0

00

9,3

00

11

,80

05

,10

05

,80

06

,90

04

,90

05

,50

05

,60

0

7,3

00

7,7

00

8,2

00

7,4

00

9,6

00

11

,70

07

,50

09

,40

09

,30

08

,10

08

,30

01

5,9

00

9,6

00

10

,50

01

7,1

00

6,3

00

9,9

00

12

,20

05

,60

05

,60

06

,80

0

4,6

00

5,2

00

7,2

00

4,2

00

6,3

00

8,2

00

9,5

00

9,5

00

10

,90

07

,20

08

,90

011

,30

07

,50

09

,70

01

2,0

00

5,7

00

7,7

00

10

,70

04

,60

05

,50

06

,40

0

6,2

00

8,0

00

12

,30

07

,40

08

,40

01

0,4

00

9,0

00

9,2

00

12

,70

08

,80

09

,20

01

0,4

00

8,1

00

8,5

00

10

,30

07

,10

07

,30

01

0,5

00

5,6

00

6,5

00

6,7

00

10

,90

011

,10

01

6,0

00

10

,40

011

,90

01

6,1

00

15

,00

01

6,8

00

19

,40

011

,20

01

2,3

00

14

,60

08

,90

09

,10

011

,10

01

0,9

00

12

,60

01

2,2

00

10

,60

011

,20

01

2,7

00

7,6

00

8,2

00

9,0

00

13

,40

01

4,3

00

13

,70

08

,60

01

0,1

00

13

,10

01

0,3

00

13

,30

01

3,2

00

10

,70

01

2,3

00

12

,90

09

,10

01

2,0

00

13

,50

07

,60

08

,00

08

,80

0

9,6

00

10

,50

011

,80

01

5,9

00

17

,90

01

9,4

00

11

,90

01

0,3

00

14

,60

01

6,6

00

15

,70

01

8,3

00

12

,60

01

3,5

00

13

,70

01

8,4

00

18

,70

01

9,5

00

8,5

00

8,8

00

10

,20

0

6,9

00

6,8

00

8,5

00

12

,80

01

5,7

00

18

,20

07

,60

08

,90

011

,10

01

2,1

00

13

,60

01

5,6

00

12

,00

01

4,3

00

16

,30

01

0,4

00

12

,70

01

2,5

00

8,5

00

10

,00

011

,50

0

9,1

00

9,2

00

11

,60

01

4,8

00

16

,00

01

8,5

00

9,5

00

10

,90

01

3,4

00

13

,30

01

4,5

00

14

,30

01

3,7

00

13

,80

01

6,2

00

13

,10

01

3,9

00

14

,00

0-

--

10

,00

011

,40

01

3,6

00

10

,80

01

5,0

00

18

,00

08

,10

01

2,4

00

15

,20

01

3,7

00

15

,10

01

7,3

00

14

,50

01

5,7

00

19

,40

01

3,7

00

14

,80

02

0,2

00

11

,10

01

2,6

00

14

,40

0

5,8

00

7,0

00

8,8

00

5,2

00

5,5

00

7,5

00

4,5

00

5,6

00

6,1

00

4,3

00

5,0

00

6,5

00

5,9

00

6,9

00

7,5

00

6,0

00

6,7

00

6,9

00

4,2

00

4,8

00

5,2

00

4,2

00

5,7

00

6,7

00

4,3

00

5,8

00

7,4

00

6,9

00

7,4

00

8,9

00

4,3

00

5,6

00

6,5

00

6,6

00

7,7

00

8,2

00

5,5

00

6,2

00

6,6

00

4,2

00

4,8

00

6,1

00

5,5

00

6,5

00

7,1

00

7,2

00

6,8

00

8,5

00

8,0

00

7,7

00

9,3

00

6,5

00

8,1

00

10

,80

06

,60

08

,10

09

,50

05

,90

06

,70

09

,10

04

,70

05

,40

06

,20

0

22

READY RECKONER

Jaip

ur

0-1

1-3

3

-5

Ko

ch

iK

olk

ata

Lu

ckn

ow

Mu

mb

ai

0-1

1-3

3

-5

0-1

1-3

3

-5

0-1

1-3

3

-5

0-1

1-3

3

-5

0-1

1-3

Acco

un

ts

Ad

min

istr

ati

on

Blu

e C

ollar

Su

pp

ort

Serv

ices

En

gin

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ng

HR

IT

Sale

s &

Mark

eti

ng

Pu

ne

3-5

7,9

00

9,6

00

10

,20

01

0,0

00

10

,50

011

,80

07

,60

08

,10

09

,00

01

0,3

00

9,9

00

11

,50

08

,60

08

,90

01

0,3

00

8,7

00

10

,20

01

0,5

00

9,3

00

9,4

00

10

,60

07

,70

08

,60

09

,00

08

,50

09

,30

09

,80

09

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09

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09

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01

0,5

00

12

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01

4,9

00

9,0

00

13

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01

5,6

00

10

,90

01

0,6

00

12

,90

09

,30

09

,70

01

0,1

00

9,9

00

9,1

00

12

,30

09

,80

01

0,8

00

10

,70

01

2,6

00

13

,90

01

6,4

00

10

,50

011

,40

01

2,1

00

6,1

00

6,3

00

7,7

00

7,9

00

7,8

00

8,8

00

9,8

00

9,5

00

11

,10

011

,00

011

,30

01

2,0

00

11

,90

01

2,8

00

16

,10

01

3,4

00

12

,60

01

7,5

00

7,0

00

8,3

00

9,7

00

7,7

00

8,2

00

10

,30

07

,80

011

,70

01

3,1

00

10

,30

011

,60

01

0,8

00

10

,30

01

0,4

00

10

,80

01

0,7

00

9,6

00

11

,20

0

8,7

00

10

,60

01

3,3

00

9,2

00

10

,70

01

2,3

00

9,1

00

9,7

00

10

,20

08

,90

01

0,6

00

12

,00

011

,10

011

,20

011

,40

011

,70

01

4,4

00

13

,50

0

4,3

00

4,5

00

4,8

00

5,1

00

5,5

00

6,5

00

5,1

00

5,3

00

7,3

00

4,2

00

4,6

00

5,1

00

7,0

00

7,2

00

7,4

00

4,7

00

5,4

00

5,5

00

4,0

00

4,3

00

4,6

00

6,1

00

6,3

00

7,9

00

4,4

00

4,8

00

5,1

00

5,4

00

6,0

00

6,8

00

6,7

00

7,2

00

8,2

00

5,1

00

5,6

00

6,2

00

4,8

00

5,1

00

8,1

00

7,5

00

8,0

00

9,3

00

6,3

00

6,2

00

6,9

00

5,7

00

6,3

00

7,7

00

10

,20

01

0,6

00

8,9

00

6,3

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5,9

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salary primer · 2019. 12. 16. · bangalore–it continues to drive rewards with a stupendous, 16%...

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