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The Salary Survey of Lithuanian Employers and Employees, Spring-Summer 2013, The Salary Information Agency, OÜ Tark Tööandja
Citation preview
The Salary Survey of
Lithuanian Employers and Employees
Demo version
Spring 2013
The Salary Information Agency
Tark Tööandja OÜ
The Salary Information Agency
specialises in:
• Salaries offered by employers by
occupation
• Employees’ salary expectations by
occupation
• Reward and benefit packages by job
group
• Comparison of remuneration systems
• Salary adjustments and forecasts, and
their causes
• Application of smart work arrangements
The Salary Information Agency
organises:
• Employers’ and Employees’ Salary
Surveys
• Interpretation and analysis of salary
statistics
• Round tables, seminars and
conferences
• Advice to employers and employees on
matters of salary and work organisation
• Publications: salary survey reports,
compilations of articles
Unique Evolving and engaging Representative Reliable Quick and immediate
Sound methods Participant-friendly Smart investment
The Agency's mission is to generate useful information for employers to help
them create competitive remuneration packages and for employees to
develop adequate salary expectations.
Activities of the Agency
Publications available from the Salary Information Agency
Report name Description Date of
publication
Price (EUR
+ VAT)
Price for
participants
(EUR + VAT)
The Salary Survey Report
for the Baltic States
The Salary Survey Report for the Baltic States contains the conclusions of
employers’ and employees’ salary surveys from all three countries.
1.08.2013 790 590
Employers’ and Employees’
Salary Survey Country
Report (Estonia, Latvia,
Lithuania separately)
The report contains comparative conclusions of Employers’ Salary Survey and
Employees' and Job Seekers Salary Survey for each country: basic salary
adjustments and employers’ forecasts for adjustments, reasons behind
adjustments, employees’ gross salary adjustments, changes in labour demand
and how organisations react to these changes, work organisation and working
conditions in organisations, employers’ and employees’ views on work
organisation and working conditions, forms of employee representation and
employees’ participation in these representations, salaries in April 2013
(statistical average, median, 1st and 3rd quartiles, 10th and 90th percentiles),
including salary components and employees’ salary expectations, in 30 job
sectors.
22.07.2013 390 195
The Employers’ Salary
Survey Report
The report contains the conclusions of the Employers' Salary Survey in each
country: basic salary adjustments, forecasts and reasons for adjustments,
changes in labour demand and how organisations react to these changes, work
organisation and working conditions in organisations, forms of employee
representation, salaries in April (statistical average, median, 1st and 3rd
quartiles, 10th and 90th percentiles), including salary components, in 30 job
sectors.
22.07.2013 250 150/0*
Participant Report for
Employer
Similarly to the Employers’ Salary Survey Report this report contains summaries
of basic salary adjustments, work organisation and other related topics, as well
as average salaries (statistical average, median, 1st and 3rd quartile, 10th and
90th percentile) by occupation in April 2013 in those sectors that the particular
participant submitted salary data about. If the participant submitted data for more
than two job sectors, the Employers’ Salary Survey Report will be free of charge
for them.
22.07.2013 not
available
0
Sector report on
employers’ and employees’
salary survey outcomes
The report contains a short summary of the main conclusions of the salary
surveys, and April 2013 salaries in one sector (eg manufacturing, transport,
trade etc.) of the relevant country, incl. salary components and employees’
salary expectations.
22.07.2013 150 150
PROFILE OF SURVEY
RESPONDENTS
The Employers’ Salary Survey
Number of respondents
283
243
179
0
50
100
150
200
250
300
Estonia Latvia Lithuania
Employers
9227
7488
3163
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
Estonia Latvia Lithuania
Employees
5
Need for relevant salary information
21%
41%
32%
6%
1%
0% 10% 20% 30% 40% 50%
Very rarely – once a year
Rarely – once a quarter
Regularly – once a month
Often - once a week
Very often – daily
Need for salary information
65%
20%
1%
12%
2%
11%
0% 50% 100%
Official statistics
The Salary InformationAgency
Fontes’ salary survey
Hay Group’s salary survey
Mercer’s salary survey
Other
Using salary market information
1%
1%
11%
1%
1%
3%
29%
4%
2%
9%
5%
1%
2%
1%
0%
3%
3%
0%
8%
15%
0% 5% 10% 15% 20% 25% 30% 35%
Agriculture, forestry and fishing
Mining and quarrying
Manufacturing
Electricity, gas, steam and air conditioning…
Water collection, treatment and supply
Construction
Wholesale and retail trade
Transportation and storage
Accommodation and food service activities
Information and communication
Financial and insurance activities
Real estate activities
Professional, scientific and technical activities
Administrative and support service activities
Public administration and defence,…
Education
Human health and social work activities
Arts, entertainment and recreation
Other service activities
Other
Respondents’ region of activity
29%
13%
12%
13%
21%
5%
6%
0% 5% 10% 15% 20% 25% 30% 35%
1-9 employees
10-19 employees
20-49 employees
50-99 employees
100-249 employees
250-499 employees
more than 500 employees
Responding organisations by employee ranges
30%
41%
49%
47%
29%
33%
36%
25%
25%
27%
42%
73%
0% 20% 40% 60% 80%
Alytus county
Kaunas county
Kaunas
Klaipeda county
Marijampoles county
Panevezys county
Šiauliai county
Tauragės county
Tent county
Utena county
Vilnius county
Vilnius
Respondents’ region of activity
PROFILE OF SURVEY
RESPONDENTS
The Employees’ Salary Survey
5%
3%
1%
15%
2%
1%
13%
0%
0%
3%
0%
0%
4%
0%
1%
1%
18%
4%
2%
0%
0%
2%
2%
1%
0%
3%
6%
8%
2%
0% 5% 10% 15% 20%
Construction and real estate
Energy, electricity and electronics
Representative organisations and other…
Finance and accounting
Education and training
Humanities and the creative sector
Information and telecommunication…
Information workers
Personal services
Management and business services
Mining
Environmental protection and waste…
Clerical and administrative work
Protective and emergency services
Earth and engineering sciences
Accommodation and food service
Sales and marketing
Banking and insurance
Human resources and employment
Cleaning works
Agriculture, forestry and fishing
Advertising and PR
State and public administration
Social work and welfare
Sports, culture and leisure
Health care and medicine
Transportation, storage and logistics
Industry and manufacturing
Law
Area of work
4%
2%
1%
10%
2%
2%
8%
1%
0%
8%
0%
1%
8%
0%
2%
2%
11%
5%
5%
0%
1%
4%
4%
1%
1%
2%
5%
7%
2%
0% 2% 4% 6% 8% 10% 12%
Construction and real estate
Energy, electricity and electronics
Representative organisations and other…
Finance and accounting
Education and training
Humanities and the creative sector
Information and telecommunication…
Information workers
Personal services
Management and business services
Mining
Environmental protection and waste…
Clerical and administrative work
Protective and emergency services
Earth and engineering sciences
Accommodation and food service
Sales and marketing
Banking and insurance
Human resources and employment
Cleaning works
Agriculture, forestry and fishing
Advertising and PR
State and public administration
Social work and welfare
Sports, culture and leisure
Health care and medicine
Transportation, storage and logistics
Industry and manufacturing
Law
Desired area of work
2%
84%
5%
0%
0%
4%
0%
0%
1%
3%
3%
2%
0% 20% 40% 60% 80% 100%
Entrepreneur
Full-time salaried employee
Part-time salaried employee
Apprentice
Voluntary worker
Studying at school or…
Conscript
Pensioner
On parental leave
Registered unemployed
Do not work or study
Labour status
13%
12%
15%
16%
16%
10%
18%
0% 5% 10% 15% 20%
1-9 employees
10-19 employees
20-49 employees
50-99 employees
100-249 employees
250-499 employees
more than 500 employees
Range of employees – current employer
Labour status and size of company
1%
37%
43%
8%
4%
4%
2%
1%
1%
0%
0% 10% 20% 30% 40% 50%
Doctoral degree
Master’s degree
Bachelor’s degree
Vocational higher education
Post-secondary vocationaleducation
General secondaryeducation
Vocational secondaryeducation
Vocational education afterbasic education
Basic education
Less than basic education
Education
2%
8%
16%
8%
2%
4%
5%
0%
2%
1%
6%
48%
0% 10% 20% 30% 40% 50% 60%
Alytus county
Kaunas county
Kaunas
Klaipeda county
Marijampoles county
Panevezys county
Šiauliai county
Tauragės county
Tent county
Utena county
Vilnius county
Vilnius
Place of residence
Place of residence and education
58%
42%
0%
10%
20%
30%
40%
50%
60%
70%
Female Male
Gender of respondents
0%
12%
53%
21%
11%
3% 0% 0%
0%
10%
20%
30%
40%
50%
60%
15 oryounger
16-24 25-34 35-44 45-54 55-64 65-74 75 orolder
Age group of respondents
Gender and age of respondents
CHANGES IN BASIC SALARIES
The Employers’ Salary Survey
• Share of respondents who had not changed and did not plan to change basic salaries
• Share of respondents who had raised basic salaries and average rises during the
previous 6 months (Nov 2012 – Apr 2013)
• Share of respondents who were planning to raise basic salaries and average planned
rises in the following 6 months (May–Oct 2013)
• Employees impacted by pay adjustments (%)
• Reasons behind salary changes during the previous 6 months (%)
• Reasons behind salary changes scheduled for the following 6 months
Slides in the full version of the Salary Survey Report
NET SALARY CHANGES
The Employees‘ Salary Survey
Slides in the full version of the Salary Survey Report
• Changes in net salary Apr 2012 – Apr 2013, share of respondents (%)
• Average rise in net salary Apr 2012 – Apr 2013
• Net salary changes Apr 2012 – Apr 2013, by occupation group
• Average rise in net salary Apr 2012 – Apr 2013, by occupation group of respondents
• Net salary changes Apr 2012 – Apr 2013, share of respondents by size of employer’s
organisation
• Changes in net salary Apr 2012 – Apr 2013, share of respondents by gender
• Changes in net salary Apr 2012 – Apr 2013, share of respondents by age group
• Changes in net salary Apr 2012 – Apr 2013, share of respondents by level of
education
• Changes in net salary Apr 2012 – Apr 2013, share of respondents by place of
residence
JOB SEEKING
The Employees‘ Salary Survey
• Job seeking activities
• Job seekers by labour status and area of activity
• Job seekers by occupation group and by years in service
• Job seekers by size of current employer’s organisation
• Job seekers by gender, age group and level of education
Slides in the full version of the Salary Survey Report
CHANGES IN LABOUR DEMAND &
ASSESSMENT OF LABOUR MARKET
SITUATION
The Employers’ Salary Survey
• Changes in labour demand – share of respondents who need
additional people
• Changes in labour demand by economic activity
• Changes in labour demand by size of organisation
• Labour demand forecast
• Employers’ assessment of labour market situation
• Dealing with labour shortage
Slides in the full version of the Salary Survey Report
WORK ORGANISATION
Sponsored by Microsoft
16%
19%
29%
25%
25%
38%
35%
25%
10%
8%
16%
21%
22%
28%
35%
64%
0% 20% 40% 60% 80% 100%
I can plan my own work process and when Ido what.
I can greatly influence my pay.
I can influence the criteria used to assessmy work performance.
I can decide where I work and how andwhen I get there.
I can organise my own working hours, fixedhours are not enforced.
I have a say in setting my work andperformance targets and deadlines.
I can choose myself how to do my work andwhat methods and techniques I use.
Independence in organising my work isimportant to me.
Autonomy in work organisation
4- agree
5- strongly agree
Work organisation – employees’ views
58%
57%
43%
32%
30%
21%
18%
18%
0% 20% 40% 60% 80% 100%
Employees have a say in setting work andperformance targets and deadlines.
Employees' independence in organising theirwork forms an important part of our
organisation's work culture.
Employees can greatly influence their pay.
Employees can influence the criteria used toassess their work performance.
Employees can plan their own work processand when they do what.
Employees can choose how they do theirwork and what methods and techniques they
use.
Employees can manage their own workinghours, fixed hours are not enforced.
Employees can decide when they need tocome in and how and when they get there.
Employees’ autonomy in work organisation
5 – true for most employees
4 – true only in case of managers and top professionals
3 – true for office workers depending on the nature of their job
Work organisation – employers’ views
52%
48%
59%
22% 20%
28% 26%
33%
13%
0%
10%
20%
30%
40%
50%
60%
70%
All employees Satisfied with theirwork organisation
Not satisfied with theirwork organisation
Teleworking possibilities and satisfaction with work organisation
No, the nature of my job doesn't allowthat
No, even though the nature of my jobwould allow that
Yes, I can work elsewhere if I wish
Work organisation – employees’ responses
Work organisation – employers’ views
32%
16%
51%
0%
10%
20%
30%
40%
50%
60%
No, the nature of our organisation’s work doesn’t allow that
No, even if the nature of some jobswould allow that
Yes, if the nature of the job allowsthat
27%
33%
34%
33%
32%
35%
29%
16%
18%
20%
27%
30%
46%
61%
0% 20% 40% 60% 80% 100%
Our organisation and/or department is wellmanaged.
My work environment fully supportsachieving the best performance.
I am satisfied with my work organisation.
Work organisation in my current job suitswell with my personal lifestyle.
My job offers me professional development.
I feel that I am trusted at work.
I have good relations with my colleagues.
Working conditions and environment
4- agree
5- strongly agree
Work organisation – employees’ views
35%
45%
37%
36%
29%
35%
40%
23%
32%
43%
49%
61%
55%
51%
0% 20% 40% 60% 80% 100%
Our organisation has the best possible workorganisation.
Our organisation and/or department is wellmanaged.
Work organisation takes into account employees’ personal lifestyles (studies,
family etc.).
Our work environment is fully supportive ofachieving the best performance.
Our employees have opportunities todevelop professionally.
The relations between our employees aregood.
We trust our employees.
Working conditions and environment
4- agree
5- strongly agree
Work organisation – employers’ views
30%
33%
40%
35%
29%
43%
34%
34%
43%
12%
21%
25%
32%
38%
25%
40%
46%
37%
0% 20% 40% 60% 80% 100%
Allowing teleworking damages team work and causes tensiondue to unfairness.
Teleworking at home presents various risks for the employee – responsibility for their work equipment and covering the costs
related to working at home.
Flexible working makes it more difficult to keep work andprivate life apart.
Organisations that offer flexible working, including teleworking,are more attractive as employers.
If the nature of the work does not require fixed hours in theoffice then it is pointless to enforce it.
Many employees lack sufficient self-discipline and sense ofresponsibility to work independently.
Managers should spend more time on assessing performancerather than enforcing fixed working hours.
In order for flexible working to be successful it would have tobe a natural part of the organisation's work culture and not just
an individually agreed exception.
Employees are better motivated and more efficient when theyhave more say in their work organisation.
Pros and cons of flexible work organisation
4- agree
5- strongly agree
Work organisation – employees’ views
34%
37%
37%
36%
41%
41%
48%
27%
35%
9%
11%
12%
23%
20%
23%
27%
60%
57%
0% 20% 40% 60% 80% 100%
The majority of employees cannot be trusted withmanaging their own work organisation as they lacksufficient self-discipline and sense of responsibility.
Allowing teleworking presents various risks for theemployer, such as security risk, health and safety risk
and loss of assets risk.
Allowing teleworking damages team work and causestension due to a sense of unfairness.
Offering flexible working, including teleworking, improves the employer’s reputation, which in turn
helps to recruit better candidates.
Giving employees more autonomy allows managersmore time to deal with organisational matters instead
of checking adherence to fixed working hours.
Allowing flexible work organisation makes people andwork process management significantly more
complex.
Giving employees more freedom and responsibility toorganise their own work improves their motivation
and performance.
In order for flexible work organisation to be successfulit would have to be a natural part of the organisation's
work culture and not just an individually agreed…
With non-manual employees it is more important toassess their performance rather than enforce fixed
working hours.
Pros and cons of flexible work organisation
4 - agree
5 - strongly agree
Work organisation – employers’ views
GROSS WAGES AND SALARIES
The Employers’ Salary Survey
Slides in the full version of the Salary Survey Report
• Average gross wages for 223 occupations
• Comprehensive pay reports for 75 individual occupations
• Gross monthly salary ranges (quartiles 25, 75; percentiles 10, 90;
median)
• Internal pay differences in organisations
• Basic pay and variable pay
2725
4490
2510
3950
Gross monthly salary range
Lowest 73%
Average 100%
Highest 143%
Internal pay differences
80%
20%
Share of base pay and variable pay in salary
Variable pay
Base pay
EMPLOYEE MOVEMENT AND
SALARY EXPECTATIONS
The Employees‘ Salary Survey
• Existing job and desired job – movement of employees
• Existing net pay and desired pay for 320 occupations
• Desired pay by gender, age, educational level, etc. (on
request)
Slides in the full version of the Salary Survey Report
3000
1920
2500
6000
3500 3900
2500
1800 2000
5000
3000
3500