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PAY (STILL) MATTERS
25 October 2012
Eleana Rodriguez, Principal
1MERCER 1
Baby boomer retirement
Labour shortage of high-skilled workers
Small merit budgets
Aging population
Talent and Pay Issues
2MERCER 11/9/2012
Mercer Resources
• Today’s presentation is based on the following Mercer research sources: – 2012 Mercer Survey Panel Attraction & Retention– 2012/2013 CA Compensation Planning Survey
3MERCER
Canadian Compensation Planning Survey ResultsA look back….
2008 2009 2010 2011
3.1%4.0% 3.0%2.9%
2012
Salary increase budget* 3.2%
Source: Mercer Global Compensation Planning Reports
2.0% including zeros
2.7% including zeros
*Excluding zeros
2.9% including zeros
3.0% including zeros
4MERCER 4
YEAR ALLEMPLOYEES EXECUTIVE MANAGEMENT PROFESSIONAL CLERICAL OPERATIONAL
2013 (projected)
3.2% 3.2% 3.2% 3.2% 3.1% 3.1%
2012(actual)
3.2% 3.4% 3.3% 3.2% 3.2% 3.1%
2011(actual)
3.0% 3.1% 3.0% 3.0% 2.9% 3.1%
2010(actual)
2.9% 3.0% 2.9% 2.8% 2.8% 2.8%
Canadian Compensation Planning Survey Results2013 Projections: Minimal differentiation across employee levels
Source: Mercer 2012/2013 Canadian Compensation Planning Survey
5MERCER 5
Oil and Gas 4.2% Durable Manufacturing 2.9%
For Profit Services 3.5% Transportation 2.9%
Natural Resources 3.4% Finance/Bank/Investment 2.9%
Utilities 3.3% Public Sector/Not for Profit 2.9%
Insurance 3.2% Wholesale/Retail 2.9%
Pharmaceutical and Biotech 3.1% Hospitality/Entertainment/Media 2.8%
Non-Durable Manufacturing 2.9% High-Tech/Telecom 2.8%
Canadian Compensation Planning Survey Results2013 projections: by industry
Source: Mercer 2012/2013 Canadian Compensation Planning Survey
6MERCER
Canadian Compensation Planning Survey Results2013 projections: CCBF Spot Poll
Do you provide retention awards? Answers Responses Percent
No 10 62.50%Yes, to retain organizational intellectual capital 2 12.50%
Yes, to reward special project completion 3 18.80%
Yes, to enhance market competitiveness 1 6.30%
Total 16
7MERCER 7
Canadian Compensation Planning Survey Results2013 projections: by geography
Source: Mercer 2012/2013 Canadian Compensation Planning Survey
8MERCER 8
Canadian Compensation Planning Survey ResultsContinued differentiation in performance and awards
0.6%
Source: Mercer 2012/2013 Canadian Compensation Planning Survey
0.1%1.2%
3.0%
3.9%
5.0%
9MERCER 9
Source: Mercer Canadian Compensation Planning Surveys
Canadian Compensation Planning Survey ResultsIncentive awards 1.5 times higher for top performers
10MERCER
Key considerations for 2013…and beyond
1 Competitiveness of your salary structure
2 Structure adjustment vs. merit budget differential
3 Geographic differentials
4 Employee performance differentiation
11MERCER 11
Attraction & Retention Survey Panel Results
12MERCER
Attraction & Retention Survey Panel ResultsDemographics: by industry (US and Canada)
8%
7%
7%
7%
6%
6%
6%
6%
5%
4%
4%
4%
3%
3%
2%
2%
1%
1%
1%
16%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
Professional services
Banking/Finance
Durable goods manufacturing
Energy
Healthcare-non insurance
Not for profit
Public administration/government
Retail
Pharmaceutical/Life Sciences
Electronic/high-tech
Transportation
Utilities
Food, beverage and tobacco manufacturing
Insurance-non healthcare
Insurance-healthcare
Telecommunications
Entertainment and publishing
Hospitality/Restaurant
Real estate and construction
Other
N=472
13MERCER
Attraction & Retention Survey Panel ResultsDemographics: by ownership (US and Canada)
N=472
-Public sector or not-forprofit20%
Private equity-owned4%
Subsidiary9%
Publicly-traded36%
Privately-held31%
14MERCER
Attraction & Retention Survey Panel ResultsDemographics: by revenue (Canadian participants)
Under 50 million27%
50 million < 99 million9%
100 million < 499 million23%
500 million < 999 million13%
1 billion < 5 billion20%
Over 5 billion9%
N=173
15MERCER
Attraction & Retention Survey Panel ResultsDemographics: by number of employees (Canadian participants)
Less than 10015%
100 to 50030%
501 to 1,00015%
1,001 to 5,00025%
Over 5,00014%
N=173
16MERCER
Attraction & Retention Survey Panel ResultsTalent hiring strategy
N=173
37%
48%
13%
2%
0% 10% 20% 30% 40% 50% 60%
Hiring talent and expandingoverall workforce
Hiring talent to replacementlevels only, no net change from
last year
Hiring talent in some criticalareas, while at same timereducing overall workforce
Reducing the overall workforce
17MERCER
What is your talent hiring strategy? Answers Responses Percent
Hiring to replacement levels only 8 47.10%
Expanding workforce overall 1 5.90% Hiring in critical areas but reducing overall workforce 7 41.20%
Reducing overall workforce 1 5.90% Total 17
Canadian Compensation Planning Survey Results2013 projections: CCBF Spot Poll
18MERCER
What is your planned merit increase budget for 2013? Answers Responses Percent
Higher than 3 % 2 11.80%
3% 7 41.20%
Lower than 3 % 8 47.10% Total 17
Canadian Compensation Planning Survey Results2013 projections: CCBF Spot Poll
19MERCER
Attraction & Retention Survey Panel ResultsEmployee engagement over the past 12-18 months
N=173
3%
25%
43%
26%
3%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Decreased significantly
Decreased somewhat
Stayed about the same
Increased somewhat
Increased significantly
20MERCER
Attraction & Retention Survey Panel ResultsVoluntary turnover
N=173
0%
1%
48%
46%
5%
0% 10% 20% 30% 40% 50% 60%
Will decrease significantly
Will decrease somewhat
Will stay about the same
Will increase somewhat
Will increase significantly
21MERCER
Attraction & Retention Survey Panel ResultsCompeting for talent - by industry
N=173
59%
56%
55%
34%
58%
41%
44%
45%
66%
42%
0% 10% 20% 30% 40% 50% 60% 70%
Executives
Middle Management (e.g.,Managers/Directors)
Professional (Non-sales andSales)
Office/Clerical/Technician
Trade/Production Workers
Industry-specific Cross industry
22MERCER
Attraction & Retention Survey Panel ResultsCompeting for talent – by region
N=173
39%
57%63%
88%
78%
44%37%
29%
8%
18%17%
6% 9%3% 4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Executives Middle Management (e.g.,Managers/Directors)
Professional (Non-salesand Sales)
Office/Clerical/Technician Trade/Production Workers
Local National Global
23MERCER
Attraction & Retention Survey Panel ResultsImportance of talent and reward actions
N=173
87%
83%
52%
47%
47%
46%
46%
43%
42%
35%
31%
29%
22%
18%
17%
13%
12%
9%
9%
9%
8%
13%
15%
40%
36%
41%
46%
44%
47%
44%
47%
45%
54%
50%
47%
48%
27%
32%
41%
31%
39%
23%
0%
2%
8%
17%
12%
9%
10%
10%
14%
18%
23%
17%
28%
35%
35%
61%
57%
51%
60%
52%
69%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Retaining and engaging the ‘right’ talent
Attracting/hiring the ‘right’ talent
Gathering relevant market compensation data
Ensuring performance and pay differentiation for high performers
Developing/implementing a rewards strategy aligned to business direction
Keeping rewards affordable and sustainable
Communicating the value of rewards to employees
Improving performance coaching and development planning
Enhancing succession planning processes
Increasing effectiveness of variable/incentive pay
Identifying lateral and vertical ‘career paths’ for employees
Expanding use of HR analytics/metrics to predict future workforce outcomes
Investing more in employee training and development
Increasing effectiveness of rewards administration and management systems
Developing rewards programs that better meet employee lifestyle needs
Becoming more globally integrated in the design of rewards programs
Modifying employee benefits programs
Improving governance of reward programs
Introducing globally consistent job leveling tools
Enhancing employee mobility programs
Segmenting reward programs by different employee populations
Critical importance Moderate importance Minimal importance
24MERCER
Attraction & Retention Survey Panel ResultsHot jobs
N=173
33%
37%
26%
24%
22%
19%
9%
7%
6%
4%
4%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Information Technology
R&D/Scientific/Engineering
Executives/Top Management
Operations
Sales
Finance & Administration
Marketing
Human Resources
Digital Communications
Legal & Compliance
Contact Center/Customer Service
25MERCER
Attraction & Retention Survey Panel ResultsTalent acquisition strategy
N=173
73%
17%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
It will be an even balance between buyingand building
We will focus on buying talent externally(rely on new hires)
We will focus on building talent from within
26MERCER
What is your talent acquisition strategy? Answers Responses Percent Focus on building talent from within 7 41.20%
Focus on buying externally 0 0.00% Even balance between buying and building 10 58.80%
Total 17
Canadian Compensation Planning Survey Results2013 projections: CCBF Spot Poll
27MERCER
Attraction & Retention Survey Panel ResultsShort-term incentive participation and awards
N=173
85%
6%1%
8%4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
No changes planned toparticipation or award
opportunities
Expanded annualincentive participation
Reduced annualincentive participation
Increased annualincentive awardopportunities
Reduced annualincentive awardopportunities
28MERCER
New! Mercer Incentive Plan Design Survey
• Short-term incentives
• Sales incentives
• As CCBF members, you get the National report free if you submit by the Nov 9 deadline
• www.imercer.ca/ipd
29MERCER
Attraction & Retention Survey Panel ResultsLong-term incentive participation and awards
N=173
87%
6%1%
6%3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
No changes planned toparticipation or award
opportunities
Expanded long-termincentive participation
Reduced long-termincentive participation
Increased long-termincentive awardopportunities
Reduced long-termincentive awardopportunities
30MERCER
Attraction & Retention Survey Panel ResultsRetention awards
N=173
72%
11%
9%
8%
6%
3%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80%
No retention awards provided
Yes, to retain organizational intellectual capital
Yes, to reward special project completion
Yes, to enhance market competitiveness
Yes, to retain key employees during restructuring, downsizing orM&A situations
Yes, to retain key employees during time of financial difficulty
Other (describe):
31MERCER
Attraction & Retention Survey Panel ResultsNon-cash rewards offered
N=173
20%
23%
22%
23%
21%
23%
20%
16%
8%
8%
6%
78%
75%
76%
74%
75%
74%
76%
81%
87%
87%
90%
2%
2%
2%
3%
4%
3%
4%
4%
4%
4%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Communicating the value of total rewards to employees
Use of social media to enhance the employee work experience
Formalized career paths to provide vertical and lateral developmentopportunities
Formal training and/or re-training (internal or external)
Special recognition programs (e.g., spot awards, gift cards, certificates,public acknowledgment, etc.)
Social and team-building events
Special project opportunities
Work-life programs (e.g., telecommuting, flexible schedules, part-timeschedules)
Workplace facilities and perquisites (e.g., on-site heath clubs, on-sitechildcare, concierge services, etc.)
Employee mobility (short- and long-term relocation assignments)
Time-off programs (vacation, sabbaticals, etc.)
Offered more Remained the same Offered less
32MERCER
Attraction & Retention Survey Panel ResultsReward elements impacting ability to retain and engage the right talent
N=173
50%
44%
52%
40%
25%
38%
39%
37%
39%
28%
23%
31%
22%
24%
25%
24%
19%
44%
47%
38%
42%
58%
44%
49%
49%
52%
51%
44%
52%
55%
57%
51%
51%
47%
6%
9%
11%
18%
17%
18%
12%
15%
9%
21%
32%
18%
23%
19%
24%
25%
34%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Annual base salary increases
Vertical career progression
Leadership development programs
Short- and long-term variable pay
Healthcare benefits
Work-life programs (e.g., telecommuting,flexible schedules, part-time schedules)
Enhanced performance management
Time-off programs (vacation, sabbaticals, etc)
Formal training and /or re-training
Off-cycle base salary increases/adjustments
Retirement benefits
Lateral/cross-functional career progression
Inter-organization mobility
Cross-functional work assignments
Employee communication campaigns
Non-cash recognition programs
Workplace facilities and perquisites
Strong impact Moderate impact Weak impact
Mercer (Canada) Limited