WORKFORCE 01 07 27 - Nelsonmarketing.nelsonjobs.com/acton/attachment/11006/f-03f7/1...that you won’t be micromanaging them. To retain Gen Xers, make sure you continue this approach

WORKFORCE STRATEGIES

SALARY GUIDE

ABOUT NELSON

10 10 11 12

AdministrativeHuman ResourcesManufacturingWine & Beverage

07 08

About the Salary GuideLocations We Serve

Nelson Staffing

01 03 05

Welcome to Your 2016 Advisor

Generationally Speaking Competing for Talent

Nelson & Associates

Nelson Technology

14 17 18

Accounting & Finance

20 21 23 24

25 26

Digital & Creative

27

28

iWorkGlobal & Nelson Compliance

Table of Contents

01 07 27

Public AccountingLegal

EngineeringInfrastructureIT Management/ Executive LevelNiche SkillsSDLC Technology

About Nelson

Welcome to Your 2016 Advisor

Today, forward-thinking organizations realize to attract key talent and thrive in a vast, fast-paced, tech-savvy candidate landscape, they need to embrace new talent acquisition technologies.

—Entrepreneur Magazine““

1 2016 Nelson Advisor

After more than 45 years of working with clients to overcome recruiting and staffing hurdles, we understand your challenges and how to successfully navigate them. For that reason, we publish this Nelson Advisor each year to offer innovative solutions for workforce planning, including compensation projections across a variety of positions and fields.

Our research shows employers will continue to struggle in 2016 to fill certain jobs or to find qualified people. The Congressional Budget Outlook projects that the rate of labor force participation will continue to decline (to 62.5%) through the end of 2017 reaching 62% by 2019. To help you overcome recruiting and retention obstacles, we have included two articles: “Generationally Speaking” and “Competing for Talent.”

While labor demand remains robust, companies are keeping a close eye on salaries to ensure they’re offering competitive packages. As Bloomberg reported from a Duke University business survey, U.S. employers plan to boost wages by 3.3% in 2016 to remain competitive. We at Nelson are here to ensure the salaries you offer are competitive with what is offered elsewhere. To that end, we have compiled salary charts you may find helpful all year.

As your partner in all things related to your number one asset—your people—we hope you know you can rely on us. You’ll undoubtedly have questions throughout the year related to candidate search, interview processes, compensation packages, safety programs, and the like. For all of this and more, don’t hesitate to contact your Nelson representative or any member of our management team.

Workforce Strategies 2

Generationally SpeakingMillennials may be the largest workforce group, but there are Traditionalists and boomers delaying retirement, not to mention Gen X and Gen Y workers. In a tight candidate market, it’s important to understand the motivators for each generation and to tailor your approach for each type of candidate to attract and retain all the best talent.

MEETING EXPECTATIONS

“Each generation has a different set of driving values and prevailing attitudes,” explains Pam Clingerman, owner of Performance Connections, a leadership development consulting company that conducts interactive courses on generational communications in the workplace.

The more a hiring manager understands the values of the different generations, the better questions you can ask to get the information you are looking for.

Expectations differ among generations and so should your approach in hiring messaging, interviews, and workplace communication.

TRADITIONALISTS (BORN 1922-1945):

In messaging, show your esteem using phrasing such as, “Your experience is respected here.” Include print items, such as newspapers and flyers, in your marketing efforts and workplace communications. For many in this group, workplaces used to be much more formal, so don’t be overly casual or colloquial. A little deference will go a long way.

BOOMERS (BORN 1946-1964):

When hiring, let these candidates know they’ll have some room in the job to forge their own path; and give employees the opportunity to do just that. Consider using real-life scenarios in your recruitment messaging. You’ll gain their attention by touching their hearts. In an interview or progress check-in, let them know the experience they bring is highly valued. Offer employee loyalty programs and pensions or flexible work options that will help them ease into retirement.

GENERATION X (BORN 1965-1980):

Gen Xers especially value opportunities to learn, grow, and improve themselves. Let them know your company offers these chances. The internet is completely integrated into their lives, so make sure your website is strong and mobile friendly. When talking one-to-one, use a frank but fun approach. If applicable, let them know “there aren’t a lot of rules here” and that you won’t be micromanaging them. To retain Gen Xers, make sure you continue this approach. Set clear goals, but allow them the freedom to autonomously do their jobs.

GENERATION Y, MILLENNIALS (BORN 1981-2000):

Millennials are visual learners, so the importance of videos, infographics, and pictures in your messaging cannot be understated. Calls to action shouldn’t include a phone number or the need to call someone. Many Millennials want to make the world a better place and desire better work-life integration. Let them know in the interview how your company culture or product/service aligns with their personal values and lifestyles. On the job, offer opportunities for company-sponsored community service.

GENERATION Z (BORN 2001 - ):

Members of Gen Z respond to messaging that reflects their reality instead of a perfect world, so more serious messaging works well here. They’re diligent researchers. Make sure your web and social sites represent your company well. They were kids during difficult times and saw retirement plans and savings disappear, so they understand the need to save for the future. Show how your company can help.

““

2016 Nelson Advisor3

This generation has grown up with a “there’s an app for that” mentality and are used to technology being integrated in everything they do. To retain these workers, be sure to offer a reliable, comprehensive IT infrastructure that supports the technology crucial to their jobs.

TAILOR YOUR APPROACH FOR A DIVERSE, SUCCESSFUL WORKFORCE

Flexibility in communication styles can reap huge rewards for your company. Clingerman explains,

Each generation has its own unique values and attitudes. These values can benefit an organization in many different and positive ways.

For example, “Mentoring can flourish in organizations when generations are communicating effectively and authentically.”

By understanding the motivations and communication differences between generations, you can portray your organization in the best light possible and effectively communicate with every candidate and employee. And by learning what makes each candidate tick, you are bound to find (and keep!) the best people for you—no matter their ages.

““


Competing for TalentIt’s no secret—good talent is increasingly hard to find. Today’s talent market requires making the most of your unique offerings to attract the best talent, regardless of your company’s size. The following examples illustrate some of the best strategies in today’s competitive industry.

SHARE YOUR COMPETITIVE ADVANTAGES

It’s rarely compensation alone that attracts the most qualified candidates. Stability, work-life balance, and a work environment that allows employees to make an impact are also important. Identify your competitive advantages and share them during the hiring process.

Large companiesTo attract the crème de la crème, tout your unique benefits, from free catered lunches and bring-your-dog-to-work day to unlimited vacation— but make sure the extras aren’t the only things you promote. Your name and reputation may carry weight, but to attract the best talent, prospects need to get to know your company culture and understand how they can make an impact in a larger environment. Blogs, Instagram feeds, and employee testimonials all help prospective hires get to know your company.

Small companiesEven if you can’t offer the same benefits as larger companies, you still provide a unique environment. Have less bureaucracy than larger organizations? Share how employees can implement new ideas and see them put into action. Have an environment that fosters close collaboration and friendship? Feature that in employee testimonials.


In 2015, a survey from Glassdoor revealed that nearly 30% of companies aren’t seeing enough candidates when they try to fill a position.

MILLENNIAL MENTORING

Training and mentoring are desirable perks for most employees. Millennials—the largest generation in today’s workforce—list mentoring as the most desired type of career development (CIO.com). If you have the resources, invest in formal training and mentorship programs and promote them throughout your recruitment messaging.

Even if the expense of formal mentoring and training programs make them out of reach for your company, this shouldn’t be a barrier to appealing to career-development-focused millennials. Share the amount of face-to-face time your new hires get with their supervisors, or even with senior leadership. Informal meetings when employees run into challenges can be more effective than scheduled sessions. See if some of your senior employees would be willing to volunteer for a cross-departmental mentorship lunch program once a month. These investments can pay significant dividends in your recruiting and retention efforts.

RECRUITING THEN & NOW

Then Newspaper ads, college recruiting, and job fairs were favorite recruiting tactics in the past. To be successful with these methods, companies used to rely on large print advertising budgets and reputations that preceded them at recruiting events—which meant only large companies saw significant success.

While these methods are still a part of many companies’ recruiting strategies, additional methods for attracting talent have given smaller companies more tools to compete with larger organizations.

NowThree major developments are changing the hiring landscape:

1. Increasing popularity of outside recruiters. In our highly connected world, recruiters have the advantage of casting a wide net. In doing so, they can reach people currently working but ready for a change (those passive candidates who don’t seek you out) and/or people working outside of their client’s locale.

2. Use of peer networking. Another phenomenon is the use of employees as ambassadors. Via social media, your employees can tell their friends why you would make a great employer. Don’t be afraid to ask them to do so. Corporate social media strategies and tools that encourage employee participation can also increase employee networking.

3. Reliance on smartphones. It’s amazing how many people are constantly glued to their phones. Optimizing your website and careers page for easy mobile viewing is a wise spend of your marketing dollars. It also helps to make sure your online application doesn’t require pages of information!

SPELL IT OUT

Whether your company has more in common with the high-end department store with a well-known brand or with the small corner store that competes through superior customer service instead of prices, you must spell out why you’re the best choice. Is it job diversity, where your positions offer more breadth than those specialty niches in large companies, or job focus, where your employees are able to concentrate on doing one thing very well? Say so! Does the company owner treat employees like an extension of the family? Share it! Whether your company is small or large, you’ll have the most success attracting the best talent if you understand what you have to offer as a company and actively use it in recruiting.


About Nelson & AssociatesSpecializing in the placement of accounting, finance, and legal professionals, the Nelson & Associates team of tenured recruiting experts has deep experience in their chosen area of specialty. With locations throughout California, we employ a network of teams that have established strong ties in their local markets. This long-term, in-market tenure and specialization allows us to source, evaluate, and recruit talent that is otherwise inaccessible. We partner with your company to address immediate staffing needs while also consulting on long-lasting talent planning strategies with direct-hire, contract, and executive placement services.

See page 13 for related salaries.

About the Salary GuideThe following pages contain salary ranges for many positions Nelson supports. Our experts in staffing and recruiting have combed through our extensive internal records and conferred with clients to compile this salary data and ensure it is up to date and accurate. These figures are designed to help you determine appropriate, competitive compensation for the talent you need to drive your organization’s success. Appropriate salaries may vary depending on geography, economic factors, and skillset requirements.

If you would like more detailed information or have any questions regarding the information presented here, please reach out to your local Nelson representative.

About Nelson StaffingWith experience in finding the one person with exactly the right specialty skillset for a specific role and in high-volume hiring, Nelson Staffing has a track record of helping to drive clients’ success by pairing companies with exceptional talent. The Nelson Staffing team will partner with your organization to thoroughly understand your business needs and collaboratively develop customized solutions. We specialize in recruiting, screening, and placing quality candidates in a variety of positions, including administrative, human resources, manufacturing, wine & beverage, and more.


About Nelson TechnologyNelson Technology can help ensure you have hard-to-find technical talent available when you need it. Our knowledgeable technical recruiters understand technology skillsets and leverage our expansive, diverse candidate networks to help you increase job visibility, reduce your cost to hire, and deliver the right people to meet your specific needs, whether your organization is a startup or a Fortune 100 company. Specialties include digital & creative, engineering (hardware engineering, engineering management, and more), infrastructure, IT management, niche skills, and SDLC.



In addition to providing services to clients across California and throughout the U.S., we also serve companies worldwide.

For a full list of Nelson locations please visit nelsonjobs.com.

LOCATIONS WE SERVE

San Francisco

Silicon ValleySan Mateo & Santa Clara Counties

East Bay & Tri-ValleyAlameda & Contra Costa Counties

Marin County

Napa & Sonoma Counties

Los Angeles

Orange County

Inland Empire Riverside & San Bernardino Counties

San Diego

Nelson Locations

Solano County

Greater Sacramento Sacramento, El Dorado, Placer & Yolo Counties

Central ValleySan Joaquin, Stanislaus & San Benito Counties

Nelson Locations

Northern California Southern California

LOS ANGELES

SAN BERNARDINO

ORANGERiVERSIDE

SAN DIEGO

PLACER

NAPASONOMA

MARIN

EL DORADO

ALAMEDA

SOLANO

SANJOAQUIN

SANTACLARA

SAN BENITO

SAN FRANCISCO

SAN MATEO

STANISLAUS

CONTRA COSTA

SACRAMENTO

YOLO


Nelson Staffing Salary Guide

Nelson Staffing took the time to visit our facility and got to know our business and the culture of our personnel. They then went the extra mile to help us address any workplace issues they saw at our facility. They found us an excellent employee who went from being a temporary hire to being a permanent and valued member of our staff. I appreciate their service and highly recommend Nelson Staffing.

—Vice President, Aqua Environment Co. Inc.

“

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administrative human resources manufacturing wine & beverage

Our Areas of Specialty


San Francisco

Silicon Valley

East Bay & Tri-Valley

Marin County


Solano County

Greater Sacramento

Central Valley

Los AngelesOrange County

Inland Empire

San Diego

Administrative Assistant 42–58 42–58 40–55 42–58 37–50 35–47 35–45 27–40 38–48 38–48 33–43 35–45

Customer Service 37–62 35–55 35–52 33–53 30–40 25–35 28–40 22–32 35–45 30–45 26–38 28–40

Data Entry 33–48 32–45 32–45 33–48 29–40 25–35 27–38 22–30 30–48 32–50 30–42 30–45

Executive Assistant 60–96 60–96 53–80 54–90 50–85 43–60 48–65 40–65 48–75 48–75 42–65 42–65

File Clerk 30–42 30–42 30–42 30–40 25–40 23–27 24–34 22–29 30–45 31–42 25–35 25–35

Mailroom 27–35 27–35 26–33 27–35 25–33 23–27 23–31 22–27 25–38 25–35 22–28 22–30

Marketing Assistant 48–66 44–62 42–57 42–62 37–52 35–50 35–50 27–43 35–50 35–50 35–45 35–45

Office Clerk 32–45 31–45 30–43 32–45 27–41 23–35 26–38 22–32 28–33 25–38 21–28 25–30

Office Manager 57–82 57–82 53–75 52–75 50–70 42–60 46–65 38–60 45–70 43–70 40–70 40–70

Receptionist 34–45 33–45 31–40 34–45 27–38 24–32 26–38 23–32 30–45 28–40 24–37 30–39

Sales Assistant 44–64 40–60 38–53 40–60 35–45 35–45 33–45 30–42 38–48 38–48 33–43 35–45

Sr. Administrative Assistant 50–72 48–72 48–67 48–72 42–60 42–55 42–55 35–50 45–65 45–65 39–53 40–55

San Francisco

Silicon Valley


Marin County


Solano County

Greater Sacramento

Central Valley


Inland Empire

San Diego

Benefits Manager 85–150 80–145 75–140 75–140 75–135 75–135 75–135 70–130 80–150 75–145 70–140 75–140

Business Partner 80–135 80–135 75–130 75–130 75–120 75–125 75–120 75–110 80–150 75–140 75–125 75–125

Compensation Manager 95–165 95–165 90–160 90–160 85–155 85–155 85–150 80–150 90–160 90–160 80–150 80–150

Director 90–170 90–170 85–160 85–160 85–150 75–140 75–135 75–135 90–170 90–175 80–140 85–140

Administrative

Human Resources

Nelson Staffing Salary GuideAll salaries are in the $1,000s 10

San Francisco

Silicon Valley


Marin County


Solano County

Greater Sacramento

Central Valley


Inland Empire

San Diego

Generalist 60–105 60–110 55–100 55–100 55–100 55–90 45–85 40–75 55–120 50–120 50–120 50–120

HR Coordinator 45–85 60–110 45–80 45–80 45–80 45–80 40–70 40–70 45–85 45–85 45–70 45–70

Manager 80–145 80–145 75–140 75–140 75–130 75–125 75–125 70–125 75–150 70–150 65–135 65–135

Recruiter 75–140 75–140 70–135 70–135 60–120 65–125 65–125 60–120 75–175 65–175 60–140 60–140

Sourcer 55–90 55–90 50–85 50–85 50–80 50–80 50–80 45–75 50–90 50–90 45–80 45–80

Vice President 160–410 160–410 150–400 150–400 150–375 150–375 145–365 145–365 125–300 125–300 100–240 100–240

San Francisco

Silicon Valley


Marin County


Solano County

Greater Sacramento

Central Valley


Inland Empire

San Diego

Assembler 29–45 29–44 27–38 28–43 25–38 23–30 23–30 22–26 24–34 24–34 22–32 22–32

Electronic Assembler 32–48 32–48 30–44 30–38 28–37 24–32 24–35 22–27 26–36 26–36 24–32 24–32

Electronic Technician 40–70 42–78 36–48 40–55 39–48 32–44 34–48 30–41 39–55 39–55 34–50 34–50

Facilities Supervisor 55–85 55–85 48–75 50–70 45–75 45–73 45–70 42–60 50–70 50–70 45–65 45–65

Forklift Operator 35–55 35–55 33–40 30–42 30–40 31–42 30–38 26–37 28–40 28–40 25–35 25–35

Inventory Control Clerk 30–45 29–44 28–42 28–42 27–40 27–37 27–37 23–30 25–35 25–36 24–32 24–30

Maintenance Mechanic 45–70 45–70 40–55 42–60 40–58 37–52 40–55 35–50 40–55 40–55 35–50 34–47

Material Handler 32–47 31–47 27–37 28–42 26–36 24–32 24–32 22–29 26–40 26–40 23–32 23–32

Mechanical Assembler 30–45 30–45 29–41 30–45 29–37 24–32 24–32 22–30 27–40 27–40 25–38 25–38

Production 27–41 26–41 24–35 24–38 22–32 22–32 22–32 22–30 25–40 25–40 23–33 23–33

QA Technician 40–60 40–60 32–47 34–45 33–42 29–40 30–40 25–38 40–52 40–52 37–47 37–47

Human Resources (cont.)

Manufacturing


San Francisco

Silicon Valley


Marin County


Solano County

Greater Sacramento

Central Valley


Inland Empire

San Diego

Sanitation (& Janitor) 28–46 27–44 27–38 25–43 24–34 24–32 24–32 23–30 25–45 25–45 21–33 25–35

Shipping, Receiving, Pkg 32–48 32–48 29–38 30–45 27–42 24–32 25–34 22–30 25–37 25–37 24–35 24–35

Warehouse Supervisor 50–70 50–70 42–58 45–62 42–60 42–60 45–65 37–51 45–60 45–60 40–50 40–50

Warehouse Worker 30–46 29–44 24–40 28–42 24–40 22–32 22–38 22–32 23–37 23–37 21–38 21–38

Northern California

Southern California

Banquet Server/Busser 33–40 33–40

Bottling Line Mechanic 45–72 40–70

Cellar Crew 29–37 27–40

Cellar Master 55–68 50–68

Enologist 50–70 50–70

Forklift Operator 31–40 31–40

Hospitality Manager 61–80 50–80

Lab Technician 35–42 35–42

Production Manager 65–80 52–80

Production/Bottling Line 27–35 22–35

Tasting Room/Tour Guide 30–40 27–40

Wine Club Manager 50–70 50–70

Wine Reset 25–31 25–33

Manufacturing (cont.)

Wine & Beverage

From the 2015 Prime Advantage Purchasing and Manufacturing Survey and the PriceWaterhouseCooper Manufacturing Barometer

According to U.S. Manufacturers

of manufacturers plan to maintain or add to their current workforce numbers in 2016.

of manufacturers anticipate maintaining or increasing revenue in 2016.

of manufacturers cite a lack of qualified workers as the top threat to manufacturing growth for the second consecutive year.

92%

83%

46%

$ $

Nelson Staffing Salary GuideAll salaries are in the $1,000s 12

Nelson & Associates Salary Guide

Nelson & Associates is a stellar recruiting firm. I have worked with the team for many years on both the hiring side as well as on the job seeker side. They are conscientious and thorough in their assessment of the needs of the company and the needs of the individual looking for employment. Their skill at listening, their extensive experience, and their judgment of people go a very long way towards ensuring a solid fit.

—Controller, Unique Recycling Corporation

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accounting & finance public accounting


legal


Sizes*San

FranciscoSilicon Valley


Marin County


Solano County

Greater Sacramento

Central Valley

Los Angeles

Orange County

Inland Empire

San Diego

Accounting ManagerS 90–105 85–120 80–110 80–100 75–100 60–90 60–75 55–75 70–95 65–85 55–75 70–90

L 120–150 125–155 120–150 110–150 100–130 90–120 80–110 75–110 95–140 90–115 75–100 95–135

Accounting SpecialistS 50–60 55–65 36–42 40–45 37–50 35–42 31–40 30–40 35–50 40–55 36–45 35–50

L 60–75 65–75 45–55 40–50 45–55 40–50 38–45 37–45 40–60 50–65 40–55 40–60

A/P-A/R SupervisorS 65–80 55–70 50–70 50–65 42–60 40–50 40–45 40–45 45–65 50–65 45–55 45–65

L 85–110 80–115 80–100 75–90 60–80 60–90 65–100 60–85 75–100 60–80 55–70 75–100

Assistant Controller S 110–120 N/A N/A 90–110 80–105 75–100 N/A N/A N/A 60–80 55–70 N/A

L 140–180 145–205 135–200 110–170 100–140 100–130 95–115 85–110 125–190 90–120 75–115 125–175

CFOS 150–275 140–200 125–180 150–225 140–225 105–208 115–130 105–125 130–190 130–180 100–160 105–155

L 275+ 215–385 200–500 250–400 200–300 207–305 175–250 150–225 225–350 225–300 170–250 180–290

Collections SpecialistS 50–60 55–65 35–55 45–55 40–50 37–41 37–42 31–40 35–55 40–55 36–40 35–55

L 70–80 60–85 55–75 55–70 45–60 45–55 40–55 40–55 55–80 55–75 45–60 50–75

Compliance/Internal AuditS N/A N/A N/A 65–85 65–80 N/A N/A N/A 50–65 50–75 45–70 50–60

L 80–110 85–110 90–110 70–100 70–100 75–85 60–75 60–75 75–105 80–120 75–110 75–100

ControllerS 115–160 105–145 100–150 100–150 100–150 80–160 85–120 80–120 85–135 85–120 75–110 75–125

L 180–250 165–265 160–250 140–200 140–200 140–220 120–170 115–185 145–225 130–180 120–170 140–225

Cost AccountantS 70–90 75–85 70–85 75–90 75–85 44–60 45–55 45–55 55–65 60–80 48–60 55–70

L 90–100 85–100 85–105 80–100 75–95 60–72 60–75 55–70 75–90 70–110 60–75 75–90

Credit ManagerS 70–85 65–75 55–75 65–80 60–75 48–63 45–55 45–60 50–65 55–75 48–60 55–65

L 80–100 95–140 85–135 90–110 90–110 65–106 75–115 75–105 80–135 75–120 65–90 80–135

Director of FinanceS N/A N/A N/A 125–175 125–175 95–165 N/A N/A N/A N/A N/A N/A

L 150–250 135–225 160–230 140–200 135–190 160–220 105–150 105–150 130–185 150–185 110–170 125–180

Data Entry OperatorS 45–50 45–50 30–40 40–45 35–40 24–38 30–35 30–35 35–40 35–40 30–36 35–40

L 50–60 45–60 35–45 40–50 40–50 38–44 32–40 32–40 35–55 40–50 35–45 35–50

Accounting & Finance

Nelson & Associates Salary Guide*Company Sizes: Small = Less than $250 million in annual revenue, Large = $250 million or more in annual revenue | All salaries are in the $1,000s 14

Sizes*San



Marin County


Solano County

Greater Sacramento

Central Valley

Los Angeles

Orange County

Inland Empire

San Diego

Financial AnalystS 70–90 75–90 65–80 65–85 60–80 48–65 55–70 50–60 60–75 50–60 48–55 65–75

L 85–110 85–105 80–100 75–95 75–90 58–79 65–80 60–75 75–95 60–80 55–75 75–95

FP&A/ External Reporting Manager

S N/A N/A N/A 100–140 100–130 N/A N/A N/A 115–135 80–100 75–95 85–100

L 150–185 134–185 125–185 120–160 115–160 115–170 105–135 108–155 124–175 120–180 105–165 115–165

Full-Charge BookkeeperS 50–75 60–75 55–70 50–75 50–70 40–50 42–50 35–50 40–65 40–65 35–55 40–65

L N/A N/A N/A N/A N/A 50–60 N/A N/A N/A 60–85 55–75 N/A

Payroll Manager/DirectorS 70–85 70–85 70–100 70–95 65–85 55–68 50–60 45–65 45–75 60–80 50–60 45–70

L 100–150 100–155 100–150 85–110 85–110 68–110 80–105 75–100 85–145 80–125 70–95 80–130

Payroll SpecialistS 50–65 55–65 45–65 40–55 40–50 35–42 39–45 39–45 35–45 38–46 32–40 35–45

L 70–85 60–80 60–85 45–60 45–55 42–50 42–50 42–50 55–80 50–65 45–50 45–70

Revenue AnalystS N/A N/A 70–90 75–85 75–85 N/A N/A N/A N/A N/A N/A N/A

L 85–110 85–100 80–100 85–100 85–100 80–95 75–90 75–90 75–100 75–100 60–80 75–100

Revenue DirectorS N/A 125–135 120–155 120–140 110–140 100–140 100–135 100–135 100–135 100–140 80–110 100–135

L 140–190 150–185 130–175 150–170 145–160 130–175 120–160 120–160 120–180 125–185 100–160 120–175

Revenue ManagerS N/A 80–90 90–120 90–100 85–100 70–85 65–80 65–75 80–110 85–110 75–95 80–105

L 115–150 125–160 120–155 110–140 110–140 100–125 80–95 80–95 115–155 110–130 95–120 110–155

SEC Reporting Manager S 95–135 95–135 110–140 N/A N/A 90–125 90–125 85–120 85–125 90–120 80–110 85–125

L 150–185 145–185 135–185 140–180 140–180 130–175 130–175 120–175 135–170 140–175 130–160 135–165

Senior AccountantS 75–90 75–90 70–95 75–90 75–85 58–65 55–60 50–60 55–70 60–85 45–60 55–75

L 90–110 100–115 90–110 85–110 80–100 65–88 70–90 70–90 80–100 80–100 55–80 80–100

Senior Compliance/Internal Audit

S N/A N/A N/A 75–100 75–100 N/A N/A N/A N/A 70–85 60–75 N/A

L 100–145 100–145 110–150 90–120 85–110 85–110 85–105 75–105 95–135 90–125 80–110 80–125

Senior Cost AccountantS N/A N/A 80–100 80–100 80–100 65–80 N/A N/A N/A N/A N/A N/A

L 90–120 90–130 90–115 85–110 85–120 70–92 75–95 70–90 90–115 90–120 75–90 80–115

Accounting & Finance (cont.)


Sizes*San



Marin County


Solano County

Greater Sacramento

Central Valley

Los Angeles

Orange County

Inland Empire

San Diego

Senior Financial AnalystS N/A N/A 90–110 80–100 80–100 60–85 N/A N/A N/A 70–85 60–80 N/A

L 90–120 95–135 95–130 85–110 80–110 85–101 80–110 70–95 85–125 90–125 80–100 80–120

Senior Payroll Specialist(3+ years experience)

S 50–65 48–65 55–75 55–70 55–65 45–55 40–47 40–47 35–55 45–65 40–55 35–55

L 80–100 75–95 65–90 60–75 60–70 55–65 45–60 42–60 60–90 65–75 55–65 55–75

Staff AccountantS 55–65 55–70 60–80 55–70 55–70 40–52 42–55 40–50 45–65 48–60 40–55 45–65

L 70–90 70–85 70–90 65–80 60–75 53–70 55–65 50–65 60–80 55–65 45–60 60–75

Tax AccountantS 60–75 N/A N/A 65–75 65–75 N/A N/A N/A N/A 45–55 40–45 N/A

L 80–95 95–124 100–125 75–95 65–95 65–90 65–85 65–85 90–115 60–85 50–75 80–105

Tax ManagerS 100–120 N/A N/A 90–120 90–120 N/A N/A N/A N/A 75–90 60–80 N/A

L 120–150 145–200 120–190 120–140 115–140 100–140 100–140 95–140 120–185 110–130 90–120 115–175

VP/Director of Internal AuditS N/A N/A N/A N/A N/A N/A N/A N/A 100–125 120–145 100–130 110–135

L 155–245 155–245 150–225 140–190 125–180 130–200 130–210 120–180 135–215 150–200 140–180 140–200

VP FinanceS 140–160 N/A N/A 130–170 130–170 N/A N/A N/A N/A N/A N/A N/A

L 185–260 190–260 165–265 150–200 150–200 120–195 115–185 130–195 155–245 175–250 150–200 155–245

VP TaxS N/A N/A N/A N/A N/A N/A N/A N/A 90–125 N/A N/A 80–120

L 160–250 185–255 165–250 150–190 150–190 140–190 130–190 130–190 145–205 160–250 140–200 145–185

Accounting & Finance (cont.)

Expected Percentage Growth in Employment 2012-2022

From the Bureau of Labor Statistics Occupational Outlook Handbook

6%Budget

Analysts

9%Financial Managers

11%Bookkeeping, Accounting &

Auditing Clerks

13%Accountants &

Auditors

16%Financial Analysts


Sizes*San



Marin County


Solano County

Greater Sacramento

Central Valley

Los Angeles

Orange County

Inland Empire

San Diego

Assurance AssociateS 50–65 55–65 45–70 55–65 50–60 45–65 45–55 40–50 50–65 50–60 48–52 45–50

L 60–75 65–75 55–80 60–65 55–60 55–75 50–65 45–60 55–75 55–65 50–58 55–70

Assurance SeniorS 70–80 70–80 70–90 70–80 65–75 65–85 60–75 45–65 65–80 60–70 55–60 55–70

L 80–90 80–90 80–100 75–90 70–85 75–95 70–90 55–75 75–95 65–75 60–65 65–85

Audit AssociateS 50–65 55–65 45–70 55–65 55–60 45–65 45–55 40–50 50–65 50–60 48–52 45–50

L 60–75 65–75 55–80 60–65 55–65 55–75 50–65 45–60 55–75 55–65 50–58 55–70

Audit SeniorS 70–80 70–80 70–90 70–80 65–75 65–85 60–75 45–65 65–80 60–70 55–60 55–70

L 80–90 80–90 80–100 75–90 70–85 75–95 70–90 55–75 75–95 65–75 60–65 65–85

Manager of AuditS 90–120 90–100 90–120 85–100 85–100 85–115 75–90 60–90 95–135 70–80 60–75 75–110

L 120–140 100–110 100–135 90–110 85–110 95–130 90–140 80–120 110–170 80–105 70–85 90–145

Manager of TaxS 90–120 85–95 90–120 85–100 85–100 85–115 70–100 65–85 90–120 70–80 60–75 80–110

L 110–140 100–110 100–135 90–120 90–115 95–130 90–140 80–120 120–180 80–105 70–85 110–150

PartnerS 135–235 135–235 145–200 150–200 135–170 150–200 135–180 135–170 145–170 150–170 130–150 140–165

L 200–450 195–445 185–415 200–350 175–300 200–350 185–330 180–330 185–420 170–240 150–200 175–410

Sr. Accountant/Supervisor (2−5 years experience)

S 75–90 55–90 60–80 70–85 55–70 65–80 60–75 45–55 55–75 60–75 55–70 55–70

L 90–110 75–100 70–100 80–100 70–90 80–95 70–90 55–75 75–90 70–95 60–80 65–85

Senior ManagerS N/A N/A 100–130 N/A N/A 100–135 N/A N/A N/A 100–120 80–100 100–140

L 150–210 130–215 140–175 110–150 110–150 110–175 115–200 105–150 140–170 120–170 90–125 135–165

Staff Accountant (0−2 years experience)

S 60–75 45–60 50–70 55–60 50–60 38–50 45–55 40–45 45–60 50–58 45–55 45–50

L 75–90 55–85 60–75 55–65 55–65 50–70 50–65 45–60 55–70 55–65 50–60 55–70

Tax AssociateS 55–65 55–65 70–90 55–65 55–60 65–85 45–55 40–50 60–75 50–60 48–52 50–70

L 65–75 65–75 80–100 60–65 55–65 75–95 50–70 45–60 75–95 55–65 50–58 70–85

Public Accounting


Sizes*San



Napa, Sonoma& Marin Counties

Greater Sacramento

Los Angeles

Orange County

Attorney Associate (0−5 years experience)

S 80–160 80–160 75–150 75–120 65–125 65–125 60–110

L 160–225 160–225 90–180 90–180 100–165 100–185 95–165

Attorney Associate (6−10 years experience)

S 100–200 100–200 95–180 80–150 80–150 90–175 80–150

L 160–350 160–350 110–300 100–250 115–300 150–250 135–225

Attorney In–House (0−5 years experience) All 90−160 95−170 85−150 75−125 70−120 80–150 70–135

Attorney In–House (6−10 years experience) All 160−260 165−275 135−250 115−210 115−205 130–250 115–235

Contracts Administrator/Manager All 60−120 65−120 60−100 50−90 50−100 55–110 50–100

Docketing Clerk All 50−65 50−70 50−60 45−55 45−55 50–60 45–55

Legal Assistant/Case ClerkS 40–65 35–60 35–60 30–45 30–45 40–60 40–55

L 45–70 45–70 40–65 35–55 35–55 50–65 45–60

Legal Records Clerk All 35−50 35−50 35−45 30−45 30−45 35–50 35–50

Legal SecretaryS 50–75 55–75 50–65 45–60 40–60 50–70 45–65

L 65–95 65–95 55–85 50–70 45–70 55–75 55–75

Legal Word Processor All 50−70 50−75 45−65 40−60 40−55 50–70 45–65

ParalegalS 50–75 55–75 50–70 45–65 45–65 50–65 45–60

L 65–110 70–110 60–100 60–85 55–90 60–100 55–85

Legal

From the American Bar Association

Number of Resident Attorneys in CA

157,388

159,824

163,163

163,327

165,952

140,000 150,000 160,000


Nelson Technology Salary Guide

I was thrilled that Nelson Technology was able to find not only the perfect candidate, but delivered a pool of highly qualified candidates. They worked very closely with me, to fully understand our needs – cultural as well as technical – and I truly valued their advice. I know I would be thrilled to work with them again, and I recommend their services wholeheartedly!

—CFO, Traditional Medicinals

“ “

digital & creative engineering technology infrastructure IT management sdlc niche skills



Digital & Creative

San Francisco

Silicon Valley



Greater Sacramento


Animation, Environment & Technical Art 65–90 75–110 65–100 65–90 60–85 65–100 65–90

Art Director 85–130 85–135 85–110 85–120 60–110 65–95 65–95

Content Manager 85–170 65–160 85–164 75–170 65–120 65–130 65–125

Copywriter 65–110 65–145 65–110 60–90 55–85 60–90 60–85

Creative Director 85–140 85–160 85–140 75–140 65–125 70–140 70–130

Digital Marketing Manager 80–170 85–175 80–170 80–160 70–135 75–155 75–155

Game Designer 65–135 65–190 80–110 65–135 55–100 60–135 60–135

Interactive Designer 60–95 65–135 70–100 55–95 55–80 55–95 55–95

Marketing Manager 70–155 65–175 70–160 70–155 60–125 65–134 60–125

SEO/SEM Specialist 80–160 80–160 80–150 80–150 60–110 65–120 65–120

Social Media Strategist 60–130 65–140 60–125 60–115 60–110 60–100 60–100

User Experience (UX) 90–155 90–190 90–155 90–135 85–114 90–145 90–130

Web Designer 75–140 75–190 75–140 65–130 55–110 65–115 65–115

168%

Content Marketing

112%

Inbound Marketing

137%

Social Media

109%

Google Analytics

73%

SEO

Growth in LinkedIn Profile Keywords Between 2013-2015

From Fractl and Moz

Nelson Technology Salary GuideAll salaries are in the $1,000s 20

Engineering

San Francisco

Silicon Valley



Greater Sacramento


ASIC/FPGA Engineer 120–150 120–150 120–150 110–140 110–140 110–130 115–135

Design Engineer 75–120 75–120 75–120 75–120 60–110 75–120 75–125

Director of Engineering 170–250 170–250 170–250 170–250 150–230 135–225 135–175

DSP Engineer 90–145 90–145 90–145 90–145 80–135 90–155 90–155

Electrical Engineer 110–140 110–140 110–140 110–140 90–130 80–120 90–130

Embedded Controls Engineer 90–150 90–150 90–150 90–150 80–140 85–135 90–150

Engineering Manager 130–205 130–205 130–205 130–205 120–195 110–180 120–185

Hardware Engineer 85–140 85–140 85–140 85–140 75–130 85–130 85–130

Mechanical Designer 80–130 80–130 80–130 80–130 70–120 70–120 75–120

Mechanical Engineer 75–125 75–125 75–125 75–125 65–115 60–105 60–105

Principal Engineer 120–185 120–185 120–185 120–185 90–160 89–144 90–145

Program Manager 100–170 100–170 100–170 100–170 60–150 85–133 90–135

Project Engineer 95–145 95–145 95–145 95–145 85–135 85–125 85–127

QA/QC Engineer 70–130 70–130 70–130 70–130 60–120 60–105 70–130

R&D Engineer 90–150 90–150 90–150 90–150 80–140 80–130 85–130

RF/Analog Engineer 85–145 85–145 85–145 85–145 75–135 85–145 85–145

Supplier Quality Engineer 80–130 80–130 80–130 80–130 70–120 75–125 80–130

Sustaining Engineer 80–140 80–140 80–140 80–140 70–130 80–130 80–135

From LinkedIn

What Tech Engineers Want in a Job

Women in tech Men in tech

Good work/life balace

Excellent compensation/benefits

Challenging work

A strong career path

Good relationships with colleagues

Flexible work arrangements

Job security

Strong employee development

Culture fit

Good relationships with superiors

A place I would be proud to work

60%56%

57%61%

45%52%

43%40%

38%32%

36%30%

35%

35%30%

23%25%

23%28%

25%22%

31%


Engineering/Manufacturing

San Francisco

Silicon Valley



Greater Sacramento


CNC/CMM Programmers 70–110 70–110 70–110 60–100 60–100 70–110 70–110

Component Engineer 110–140 110–140 110–140 100–140 90–130 110–140 110–140

Drafter/Detailer 50–90 50–90 50–90 50–90 40–80 50–90 50–90

Industrial Engineer 80–135 80–135 80–135 80–135 70–125 80–135 80–135

Manufacturing Engineer 80–130 80–130 80–130 80–130 70–120 80–130 80–130

New Product Introduction, NPI Engineer 80–140 80–140 80–140 80–140 70–130 80–140 80–140

Operations Manager 100–160 100–160 100–160 100–160 90–150 100–160 100–160

Plant Engineer 90–120 90–120 90–120 90–120 80–110 90–120 90–120

Program Quality Engineer 90–140 90–140 90–140 90–140 80–130 90–140 90–140

Reliability Engineer 100–140 100–140 100–140 100–140 90–140 100–140 100–140

Tooling Engineer 100–130 100–130 100–130 100–130 90–120 100–130 100–130

From Manufacturing Engineering Magazine, the Bureau of Economic Analysis, and the National Association of Manufacturers

Engineers in Manufacturing

of the US workforce is employed directly in manufacturing

of manufacturing companies report medium or high levels of difficulty

finding qualified workers

81% 9% 92%

of manufacturing companies identify engineering as a medium or high

priority recruiting area


Technology Infrastructure

San Francisco

Silicon Valley



Greater Sacramento


Cloud Engineer 140–180 140–180 130–160 130–160 100–110 87–138 89–141

Data Architect 150–190 150–190 140–175 140–175 100–125 95–162 98–165

Data Analyst/Data Modeler 90–160 90–160 80–140 80–140 90–110 80–125 85–120

Database Administrator 110–150 110–150 100–140 100–140 90–105 90–145 90–145

Database Developer 110–140 110–140 100–130 100–130 90–105 115–140 115–140

Desktop Support 75–90 75–90 65–85 65–85 55–70 40–63 40–63

DevOps Engineer 130–160 130–160 125–150 125–150 100–140 90–130 90–130

Hadoop Engineer 130–180 130–180 140–160 140–160 120–140 120–150 120–150

IT Helpdesk 60–80 60–80 55–75 55–75 65–75 40–63 40–63

Network Administrator 100–145 100–145 90–130 90–130 70–110 72–90 72–90

Network Architect 150–180 150–180 130–170 130–170 110–150 90–145 105–155

Network Engineer 100–145 100–145 90–130 90–130 90–110 80–130 80–130

SAN/Storage Engineer 110–150 110–150 90–140 90–140 90–115 85–130 85–130

Security Engineer 125–165 125–165 110–145 110–145 100–115 82–115 82–115

Systems Administrator 110–145 110–145 90–135 90–135 90–110 65–105 65–105

Systems Engineer 110–155 110–155 90–140 90–140 100–120 75–120 75–120

VOIP Engineer/Architect 140–180 140–180 130–170 130–170 100–120 70–110 70–110

From the CompTIA 2015 IT Industry Outlook

U.S. IT Companies

43% Report being understaffed

68% Rate the hiring climate for technical positions as either challenging or very challenging

31% Use contract

or temporary workers to address understaffing

40% Have job openings


IT Management/Executive Level

San Francisco

Silicon Valley



Greater Sacramento


Business Analyst 80–130 80–130 80–120 80–120 80–100 70–110 75–115

CTO/CIO 180–225+ 180–225+ 175–200+ 175–200+ 160–190+ N/A N/A

Director of IT/Systems 130–180 130–180 120–160 130–160 120–140 115–150 120–155

Director of Software Engineering 130–180 130–180 130–170 130–160 130–160 130–175 140–175

Engineering Manager 125–160 125–160 125–150 125–160 115–135 120–150 120–150

Enterprise Systems Manager 150–180 150–180 130–170 150–180 110–130 145–180 145–180

IT Manager 125–150 125–150 100–130 110–140 95–120 110–135 110–135

PMO/Program/Portfolio Manager 140–200 140–180 120–180 130–180 100–110 130–175 120–160

Product Development Manager 140–180 140–180 130–170 130–170 120–130 125–155 130–165

Product Manager 130–150 130–150 120–140 120–140 100–200 105–135 110–135

Project Coordinator 85–130 85–130 75–120 75–120 80–90 65–95 70–110

QA Manager/Director of QA 130–180 130–180 120–160 120–160 100–140 85–145 90–145

Technical Project Manager 125–155 125–155 110–140 120–150 105–125 85–115 90–115

Technical Trainer 100–140 100–140 90–130 100–130 90–100 90–120 90–120

VP of Development/SW Engineer 175–200+ 175–200+ 175–200+ 175–200+ 130–160 165–210 165–210

VP of IT/Systems 175–200+ 175–200+ 175–200+ 175–200+ 150–170 150–200 155–200

Top-Paying IT Management Positions in California

From the Bureau of Labor Statistics


Niche Skills

San Francisco

Silicon Valley



Greater Sacramento


API Technical Writer 100–140 100–150 80–130 100–140 75–100 85–105 90–110

BI/Analytics Engineer 120–160 120–160 110–150 110–150 90–120 110–147 115–150

Embedded Software Engineer 140–180 140–180 120–160 130–160 110–130 120–160 125–165

ERP/CRM Functional/ Technical 130–170 130–175 120–155 130–155 100–120 110–160 115–160

ERP/CRM Technical Developer 130–160 130–160 120–150 120–150 90–110 100–150 110–160

ETL Developer 90–135 90–135 85–120 90–125 90–105 86–105 86–105

Force Administrator 90–120 90–130 85–110 85–110 75–100 N/A N/A

Force Architect 160–200 160–200 140–180 150–180 110–140 N/A N/A

Report Writer 90–130 90–130 80–120 80–120 55–75 59–90 65–90

Technical Writer 90–130 90–130 85–125 85–125 55–75 52–75 58–85

From Dice.com

Average Technology Salaries

20142013201220112010

$50k

$60k

$70k

$80k

$90k

$100k

Average technology salaries in California

Average technology salaries in the U.S.


SDLC Technology

San Francisco

Silicon Valley



Greater Sacramento


.NET Developer 110–155 110–155 100–145 100–145 85–100 85–145 90–145

Force Developer 140–160 140–160 130–150 135–150 100–120 N/A N/A

Integration Engineer 125–160 125–160 110–140 110–140 100–120 77–107 85–108

Java Developer 140–180 140–180 130–160 130–160 95–110 90–145 95–155

Javascript Engineer 150–180 150–180 130–160 130–160 90–100 N/A N/A

Mobile Developer 140–180 140–180 130–160 130–160 90–100 85–155 105–165

Platform Engineer 140–180 140–180 130–170 130–170 90–110 125–155 125–155

Python Developer 140–160 140–160 130–150 130–150 90–120 130–170 130–170

QA Tester 85–110 85–110 75–95 75–95 80–100 65–87 65–87

QA/Automation Engineer 120–160 120–160 115–130 115–130 100–120 110–150 115–155

Ruby/Open Source Developer 140–180 140–180 130–160 130–160 100–120 115–155 115–160

SOA Architect 150–200 150–200 150–190 150–190 100–120 132–165 132–169

Software Architect 160–190 160–190 150–180 150–180 120–140 140–175 140–175

Test Framework Architect 140–180 140–180 130–160 130–160 120–140 125–155 125–155

Web Developer 130–160 130–160 120–150 120–150 90–110 57–88 60–90

Web UI Application Developer 120–150 120–150 115–140 115–140 100–110 85–128 92–130

Analyze Needs

Plan

Design Solutions

ImplementTest

Maintain & Support

Release

Software Development Life Cycle


Payroll, Compliance & Global ServicesiWORKGLOBAL

Global expansion is no longer a choice for many companies; it’s an imperative. iWorkGlobal makes expanding internationally simple and safe by providing one-of-a-kind, turnkey employer-of-record solutions, freelancer classification assessment, and a variety of workforce support

services in over 160 countries. Through our international network of best-in-class partners, we bring you in-market expertise and guidance everywhere you need your workforce to be. Visit iworkglobal.com to find out more about how our high-touch service and innovative technology will help you mitigate risk, control costs, and cut through the red tape surrounding global expansion.

NELSON COMPLIANCE

Whether your company engages independent contractors, a payrolled workforce, or a combination of both, Nelson Compliance can help you manage your workforce by offering complete payrolling and independent contractor classification risk mitigation services. By seamlessly partnering with you and providing innovative solutions utilizing the latest technology, we ensure that you can focus on running your business instead of managing your workforce. Go to nelsoncompliance.com to learn more about Nelson Compliance, our workforce solutions, and how those solutions will benefit your organization.

27 2016 Nelson Advisor

About NelsonHaving the right people on your team is crucial to achieving your business goals. That’s why the Nelson team has been passionate about bringing companies together with the right people for more than 45 years. One of the largest family-owned and independent staffing and recruiting companies in the United States, Nelson specializes in being a strategic staffing partner to our clients. The extraordinary level of service we provide keeps candidates and clients alike recommending our services to their friends and colleagues. Our dedication to client satisfaction paired with our guiding values—excellence, integrity, empathy, and innovation—drive Nelson to uphold high standards, ever exceeding our clients’ expectations. Together, we work to build your most important asset: your team.

To learn more about the services Nelson provides, visit nelsonjobs.com or contact your local Nelson office.

Nelson StaffingGary Nelson founds the company, focused on administrative

staffing

1988

2003

2012

2011

Nelson & AssociatesNelson expands into

accounting and finance staffing

WorkforceLogicNelson enters the MSP and

VMS space with WorkforceLogic (sold in 2011)

Nelson ComplianceNelson re-enters the payrolling and

1099 compliance services market

Nelson TechnologyNelson seizes market opportunity by entering theIT staffing market

ABE Services Nelson begins providing

1099 compliance and payrolling services

iWorkGlobalNelson launches

international services through iWorkGlobal

1994

1970

28About Nelson

A History of Service-Focused Innovation

866.GO.NELSON | nelsonjobs.com

EXCELLENCE INTEGRITY EMPATHY INNOVATION

Documents

WORKFORCE 01 07 27 - Nelsonmarketing.nelsonjobs.com/acton/attachment/11006/f-03f7/1...that you won’t be micromanaging them. To retain Gen Xers, make sure you continue this approach