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This session will draw upon research from IBM's most recent compensation, rewards and engagement surveys to help you understand how organizations are changing reward programs to meet the challenges of 2014. Our speakers will address compensation, benefits, recognition, staffing and overall levels of preparedness among the nearly 1,500 HR teams who participated in our survey. Attendees will learn: What the top future challenges for rewards professionals are in 2014. How organizations are changing (or not changing) program funding this year. How compensation teams can help maximize engagement across an organization. How organizations can better prepare managers to be better "reward ambassadors."
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Speakers: Alison French, CCP, GRP Market Segment Leader, Compensation, IBM Deb Nielsen, CCP, GRP Director of Compensation Research, IBM Rena Rasch, Ph.D. Research Manager, IBM
Moderator: Ladan Nikravan Senior Editor, Workforce magazine
Total Rewards 'State of the Union': Top Trends, Challenges and Recommenda;ons for the Coming Year
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Ladan Nikravan Senior Editor Workforce magazine
Total Rewards 'State of the Union': Top Trends, Challenges and Recommenda;ons for the Coming Year
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Alison French, CCP, GRP Market Segment Leader, Compensation IBM
Total Rewards 'State of the Union': Top Trends, Challenges and Recommenda;ons for the Coming Year
Deb Nielsen, CCP, GRP Director of Compensation Research IBM
Rena Rasch, Ph.D. Research Manager IBM
© 2013 IBM Corporation
IBM Smarter Workforce
Agenda
• Macro forces - The economy and legislative climate
• Trends and Forecasts - What are reward professionals doing this year?
• People Matters - What are employees and managers thinking about?
• What does all this mean for 2014?
9
© 2013 IBM Corporation
IBM Smarter Workforce
Top areas of concern
Source: Kenexa Compensation Outlook Survey, 2014 10
CONCERNS THAT MAY IMPACT COMPENSATION AND HIRING
53%
39%
38%
16%
10%
7%
43%
55%
57%
72%
76%
73%
4%
5%
5%
12%
13%
20%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Scarcity of talent
Regulatory changes
Broader economic conditions
Social networking
Unemployment rates
Outsourcing/Offshoring
More concernedNo changeLess concerned
© 2013 IBM Corporation
IBM Smarter Workforce
Big news…
Source: Kenexa National Salary Budget Survey, 2013
11
© 2013 IBM Corporation
IBM Smarter Workforce
Increase budgets in the U.S. have bottomed out in 2009. Though the rebound is yielding increase, salary budgets are still below the pre-recession levels
“For the first time since 1980, the U.S. rate of inflation is higher than the average total salary budget increase”
WorldatWork – August 2011
More on increase budgets
2008 2009 2010 2011 2012 2013 2014
Kenexa Compensation 3.0% 3.0% 3.0% 3.0%
IPAS 3.9% 1.1% 2.5% 3.2% 3.2% 3.0% 3.0%
Buck 2.9% 2.9% 2.7% 2.8% 3.0% 3.0%
Conference Board - - 2.5% 2.5% 3.0% 3.0% 3.0%
Mercer - - 2.7% 2.9% 2.9% 2.9% 2.9%
Towers Watson 3.4% 1.7% 2.8% 2.7% 2.8% 2.8% 2.9%
WorldatWork 3.8% 1.9% 2.8% 2.9% 3.0% 3.0% 3.0%
12
© 2013 IBM Corporation
IBM Smarter Workforce
Certain HOT Jobs continue to outpace the market, exceeding the overall market average of 9% in the 5 years
between 2007 and 2012
Hot jobs
Job Title Change Long Term Care Executive 27.1%
Certified Occupational Therapist Asst 25.7% Hardware Engineer III 20.3% Chemical Engineer III 19.4%
Staff Nurse - Surgical First Assistant 17.4% Nurse Practitioner 17.2%
Certified Nursing Assistant 16.4% Network Administrator 15.1% Software Engineer III 14.7%
Source: CompAnalyst benchmark database 13
© 2013 IBM Corporation
IBM Smarter Workforce
Job Title Change Accounts Receivable Manager 2.9%
Administrative Services Supervisor 1.5% Communications Representative III 2.1%
Facilities Manager 2.3% Financial Analyst II 4.7%
Mainframe Programmer II 2.9% PC Maintenance Technician II -6.5%
Others jobs aren’t so lucky, significantly lagging the 9% average over the last 5 years
Not-so-hot jobs
Source: CompAnalyst benchmark database
14
© 2013 IBM Corporation
IBM Smarter Workforce
15
Job openings and unemployment Pay for Performance: A Clear Signal for Retention and Engagement
© 2013 IBM Corporation
IBM Smarter Workforce
Attrition
© 2013 IBM Corporation
IBM Smarter Workforce
Economic environment concerns
§ Are we emerging from the economic down turn?
§ What kind of turnover might we face?
§ Will we be able to retain top performers?
17
© 2013 IBM Corporation
IBM Smarter Workforce
Department Of Labor budget
§ Hundreds of new enforcement staff have been added to the DOL
§ 2014 DOL budget – $12.1 Billion versus 2013 $ 12.0 Billion – Nearly $14 million to combat the misclassification of workers as
independent contractors – An additional $3.4 million for the Wage and Hour Division to
support greater enforcement of the Fair Labor Standards Act and the Family and Medical Leave Act
– An increase in 61 FTEs for WHD alone
18
© 2013 IBM Corporation
IBM Smarter Workforce
More regulatory concerns
§ Impacts of the Affordable Care Act as the employer mandate looms
§ Home health care exemption status change
§ OFCCP and EEOC are deploying more compliance resources with a focus on pay equity
§ Potential changes to overtime regulations
19
“I hereby direct you to propose revisions to modernize and streamline the existing overtime regulations.”
--President Barack Obama to Labor Secretary Perez, March 13, 2014
© 2013 IBM Corporation
IBM Smarter Workforce
Compensation Outlook 2014
20
© 2013 IBM Corporation
IBM Smarter Workforce
Reward program funding
PERCENT OF ORGS INCREASING FUNDING VERSUS PREVIOUS YEAR
23%
28%
37%
28%
23%
20%22%
24%25%
35%
22%
26%
0%
5%
10%
15%
20%
25%
30%
35%
40%
2011 2012 2013 2014
PE
RC
EN
T O
F O
RG
AN
IZA
TIO
NS
Healthcare Merit Increases Bonus
PERCENT OF ORGS INCREASING EMPLOYEE SHARE OF HEALTHCARE COST
27%
43% 45%
15%
67%64%
51%
23%29% 44%
45%
16%
0%
10%
20%
30%
40%
50%
60%
70%
80%
2011 2012 2013 2014P
ER
CE
NT
OF
OR
GA
NIZ
AT
ION
S
Deductibles Employee Contributions Co-Pays/Co-Insurance
Source: Kenexa Compensation Outlook Survey, 2014 21
© 2013 IBM Corporation
IBM Smarter Workforce
Staffing
Source: Kenexa Compensation Outlook Survey, 2014 22
NET CHANGE IN STAFFING LEVELS, YEAR-OVER-YEAR
42%
44% 45% 45%49% 47%
37%35%30%
29%
25%27%
14%14% 15%
0%
10%
20%
30%
40%
50%
60%
2010 2011 2012 2013 2014
PERC
ENT
INDI
CATI
NG C
HANG
E
Increase No Change Decrease
© 2013 IBM Corporation
IBM Smarter Workforce
Reductions
Source: Kenexa Compensation Outlook Survey, 2014 23
47%
60%
27%
29% 29%
27%
0%
10%
20%
30%
40%
50%
60%
70%
2009 2010 2011 2012 2013 2014
% o
f res
pond
ents
indi
catin
g R
IF
© 2013 IBM Corporation
IBM Smarter Workforce
Will they stay or will they come?
Source: Kenexa Compensation Outlook Survey, 2014 24
71% 73%
15%16%
15% 11%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Retaining high performers/critical functions Attracting quality new hires
UnpreparedNeutralPrepared
© 2013 IBM Corporation
IBM Smarter Workforce
Compensation challenges
§ Big data and analytics
§ Generational issues/baby boomer
retirement
§ Automation/Technology
§ Decentralization/remote workforce
§ Regulation
§ Skills scarcity
§ Economy/volatile markets
§ The influence of HR in
implementing change
§ Pay for performance
§ Modest merit and HR budgets 25
Prepared Neutral Unprepared Succession planning 45% 24% 30% Baby boomer retirement 35% 38% 27% Increasingly remote workforce 34% 39% 27% Engaging the next generation of workers 45% 29% 26% Automating Comp & HR processes 52% 24% 23% Leadership development 56% 23% 22% Social networking 45% 34% 21% HR analytics 52% 27% 21% Aligning pay with performance 61% 20% 19% Big data 37% 44% 19% Globalization 32% 51% 17% General employee engagement 64% 22% 14% Economic uncertainty 48% 41% 12% Containing healthcare costs 70% 23% 7%
© 2013 IBM Corporation
IBM Smarter Workforce
Compensation & communication
Source: Kenexa Compensation Outlook Survey, 2013 26
© 2013 IBM Corporation
IBM Smarter Workforce
Managers
Source: Kenexa Compensation Outlook Survey, 2013 27
© 2013 IBM Corporation
IBM Smarter Workforce
Executive compensation
§ European decisions relative to Say on Pay and new focus on how
much is too much
§ Say on Pay’s influence on the board of directors
§ Stronger executive pay disclosure
§ Better linkage of pay to performance
§ Shift from use of time to performance-based equity
§ Additional definitions of what annual pay means
§ Debates over peer group use
§ Passage of requirement to disclose ratio of CEO pay to average
employee
28
© 2013 IBM Corporation
IBM Smarter Workforce
How Managers and Employees Feel
29
© 2013 IBM Corporation
IBM Smarter Workforce
Pay fairness over time
Notes: WorkTrendsTM U.S. only. * Data were not collected in 2006, so mean across all years was used.
30
© 2013 IBM Corporation
IBM Smarter Workforce
Perception matters
Notes: WorkTrendsTM 2013 U.S. only. 31
© 2013 IBM Corporation
IBM Smarter Workforce
Drivers of fair pay
Notes: WorkTrendsTM 2013 U.S. only. 32
© 2013 IBM Corporation
IBM Smarter Workforce
Building belief in pay fairness
Notes: WorkTrendsTM 2013 U.S. only. Values are relative weights.
33
© 2013 IBM Corporation
IBM Smarter Workforce
Current perceptions
Notes: WorkTrendsTM 2013 U.S. only. 34
© 2013 IBM Corporation
IBM Smarter Workforce
Communication breakdown
Notes: WorkTrendsTM 2013 U.S. only. 35
© 2013 IBM Corporation
IBM Smarter Workforce
How well are raises and bonuses handled?
Notes: WorkTrendsTM 2013 U.S. only. 36
© 2013 IBM Corporation
IBM Smarter Workforce
How well raises and bonuses are handled impacts perceptions of pay fairness.
Notes: WorkTrendsTM 2013 U.S. only. 37
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