Talent Trends 2021 Report in

INDIA
TA L E N T 20
T R E N D S 21
EMPLOYMENT
TALENT
OUTLOOK
RECRUITMENT
India Talent Trends 2021 2
C O N T E N T S
A S I A P A C I F I C
Foreword 4
Leading with impact 5
Digital transformation 6
Organisation (re)design 7
Bridging skill gaps 8
Rethinking workplace flexibility 9
Assessing performance: What has changed? 10
Leadership communication 11
Mental health & wellbeing 12
Women in leadership 13
Diversity & inclusion 15
I N D I A
Market Highlights 17
Hiring outlook 18
Contracting / temporary recruitment 19
Salary increases 20
Expectations for bonuses 21
Promotion 22
Talent attraction strategies 23
Salary expectations 24
Attracting & hiring talent 25
Employer branding 26
Candidate experience 27
Talent attraction to retention 28
Talent retention strategies 29
Employee experience 30
S E C T O R S I N F O C U S
Technology 32
Healthcare & Life Sciences 35
Banking & Financial Services 38
E-commerce 42
Property & Construction 45
S A L A R Y T A B L E S
Banking & Financial Services 49
Digital & Analytics 60
Engineering & Manufacturing 61
Finance & Accounting 63
Healthcare & Life Sciences 65
Human Resources 68
Legal & Compliance 70
Property & Construction 71
Procurement & Supply Chain 72
Technology 74
Sales & Marketing 75
A S I A PAC I FI C
F O R E W O R D
I am pleased to share our Talent Trends 2021 Report, which areas in terms of recruitment activity. We expect to see ongoing
features insights and market sentiment in Asia Pacific on growth and emphasis in these sectors across a variety of job
prominent recruitment and talent-related topics including digital types in 2021 and beyond. 
readiness, organisational design, flexible work, leadership,
performance management and diversity and inclusion. The Temporary work and contracting on the rise
results draw from a survey of 12 Asia Pacific markets, with over
This form of employment has been well-established in
5500 businesses and 21,000 employees providing responses,
certain Asia Pacific markets for decades. However, it remains
of which 3500-plus are directors or CXOs.
embryonic in several Asian markets with momentum steadily
We are focused on four key areas as we look ahead to 2021 building. The impact of COVID-19 and the related market
and these seem to be closely aligned to the feedback we’re uncertainty has accelerated the demand for flexible staffing
hearing from the marketplace.  solutions.
At PageGroup, we continue to focus on protecting the shape
High potential, talented professionals remain in demand
of our business while having a real eye on the future and
While this fluctuates from market to market, and sector to the exciting opportunities that exist across Asia Pacific.
sector, these individuals require significant incentive to move Encouragingly, many of our clients appear to be adopting the
from their existing companies with ongoing concerns around same approach.
job security. Many organisations are choosing to consolidate
This report provides insights into what businesses and
while protecting the shape of their business in the short-term,
employees experienced in 2020, practical learnings and what
yet many are also focused on attracting talented people to
is expected in 2021. With a footprint across 27 offices and over
allow for future growth.
1400 people across the Asia Pacific region, we are in a position
to interact and engage with thousands of clients and job
Growing investment into Chinese companies
seekers every day, which provides us with unique and exclusive
We are seeing encouraging signs of recovery across parts insights. If you’d like to discuss what might be relevant in your
of Asia Pacific, particularly in China and Japan. Asian market or have any other recruitment-related questions, please
markets have a strong track record of rebounding quickly don’t hesitate to contact us.
from past disruptions – and we’re beginning to see signs of
All the best in 2021. 
that again. Business performance within China continues
to improve while we also see a clear focus on strengthening
relationships with Chinese-owned companies investing in
markets outside of China.  
Ongoing demand in Technology and Healthcare

& Life Sciences
ANTHONY THOMPSON
We witnessed strong demand in these areas pre-COVID-19 Regional Managing Director, Asia Pacific
and throughout 2020. These have proven to be very resilient Global Executive Board Director
APAC OUTLOOK
L E A D I N G
W I T H I M PAC T
The COVID-19 pandemic dealt a major blow to the global

economy across virtually all sectors and markets in 2020 KEY INSIGHTS
- the impact varied across countries but all were affected
in some way. Recruitment activity for PageGroup in
terms of vacancies reduced by 8% to 35% depending on
the location. Several businesses reported a much more 2021 Top priorities for business leaders
conservative approach to their hiring strategy, choosing
instead to freeze or even reduce their headcount in order to
reduce costs. Others focused on maintaining their business
shape with longer term growth in mind but always with an Driving employee engagement
eye on the future. and motivation
A reduced rate of hiring does not necessarily mean that
businesses are shutting their doors to qualified talent
altogether. We saw very positive trends upward from Q2 to
Q3 and Q4 versus Q3. Optimism certainly exists for 2021, Focusing on health and
as 42% of businesses said that they are already looking to safety of employees
increase headcount in the coming year.
While the global pandemic presents an unprecedented set

of circumstances, business leaders across Asia Pacific
responded to these global challenges by implementing: Reviving revenue
generation
1. Flexible and remote work policies
2. Digital transformation initiatives to drive efficiency
3. Steps to increase and improve internal communications
APAC FUTURE WORKPLACE STRATEGIES
D I G I TA L
T R A N S FO R M AT I O N
Throughout the COVID-19 pandemic, digital transformation

went from an industry buzzword to a top-of-mind priority for
businesses across all sectors and markets. Our survey found
that as communication and operations migrated online at a
rapid pace, most businesses found ways to quickly adapt to
the new normal. Productivity and effectiveness took some
hit, at least in the short term, as businesses also reported
some challenges with execution due to skills gaps and lack
of training.
KEY INSIGHTS
68%
of companies intend to
increase investment in
technology and digital
tools in 2021
TOP 3 INVESTMENT AREAS
CUSTOMER RELATIONSHIP
COMMUNICATION TOOLS COLLABORATIVE SUITES
MANAGEMENT (CRM) TOOLS
Video and web conferencing, Calendar sharing, file sharing, Operational CRM, analytical CRM,
enterprise social networking services document synchronisation, cloud collaborative CRM, campaign
storage, whiteboards management CRM, strategic CRM
Benefits Benefits Benefits
 Streamlined communications  Increased creative thinking D

ashboards that visually
showcase data
 Company knowledge archive  More flexibility in project direction
 Improved messaging with automation
 Real-time crowdsourced content  Increased learning possibilities
 E fficiency enhanced by automation
Popular tools Popular tools Popular tools

O R G A N I S AT I O N
( R E ) D ES I G N
The breakout of COVID-19 has adversely impacted

revenue for many organisations and brought profound KEY INSIGHTS
change for many companies in the long term. From
53%
our survey findings, adapting to the changing
environment is a business priority. Many respondents
felt that reviewing organisation design is a necessary of companies expect to
focus for future business recovery and growth. undergo certain levels of
According to Anthony Thompson, Regional Managing restructuring in 2021
Director, Asia Pacific, this will impact existing
employees, require the attraction of new ones and
will see the implementation of a blend of staffing
strategies involving permanent, temporary and
outsourced solutions.
Our survey results indicate that only 26% of

26%
38%
companies are confident that they will not have any
form of restructuring in 2021. The way these changes No
are managed will have a major impact on the ability of
Yes, minor
these organisations to retain and also attract talent. restructuring
Feedback from our candidate community in Asia
Pacific indicates a strong desire for environments that
are agile and progressive, but avoids constant change
without a very clear and well-communicated purpose. 21%
15% Undecided
Yes, major
restructuring
B R I D G I N G
S K I L L G A P S
Many businesses will focus on staffing

KEY INSIGHTS
flexibility to better optimise and
allocate resources
20%
Under normal market conditions, contractors and
temporary staff add value by covering critical skill gaps,
permanent staffers’ holidays, important projects and
parental leave — all without incurring substantial risks or
certain headcount-related costs and issues. However,
during the recovery phase, businesses will want even
more staffing flexibility, which is where contractors and of companies would prioritise hiring
temporary staff come into play. Beyond the benefits short-term contractors/temporary
mentioned above, our survey results found that employers professionals to bridge skill gaps
believe contractors and temporary staff afford the
freedom to increase or decrease headcount based
arising from investment in digital tools
on short-term business needs. Increasingly, there are and organisation redesign – this is an
specialist contractors preferring this form of employment. increase from 15% in 2019
Furthermore, certain business verticals will see a faster
58%
increase seen by LinkedIn
rebound than others within the same organisation.
in contract/temporary job
Businesses are taking the opportunity to assess the
listings globally in 2020
resources currently available, where their priorities
truly lie, as well as how these resources can be better
optimised and allocated.
R E T H I N K I N G WO R K PL AC E
F L E X I B I L I T Y
According to our survey, working from home, either some

KEY INSIGHTS or most of the time, in 2021 will be increasingly adopted by
companies. However, only 5% of employees in Asia Pacific
prefer to work 100% remotely, citing a need for frequent
social interaction. Most prefer a combination of working
Even though remotely and in a workplace, with 87% of employees in
4 in 5
favour of blended flexibility, and having a choice.
Flexible working arrangements

preferred by employees
employees feel equally or more Same total working hours across the same
productive working from home, only 5% workdays but with flexible timing
prefer to work completely remote.
52%
Instead, most employees prefer a Completely flexible at your discretion

blended combination of remote work
27%
and at the workplace, citing the need for
frequent social interaction.
My preference is still to have fixed start and
end work timings across the weekdays
Our findings also show that employees
prefer to have flexible work timings 13%
across the same workdays and total
Compressed work week (4 days work week
working hours. with extended hours)
Organisations are recognising that there 8%

is no “one-size-fits-all” workplace or
work arrangement. When professionals across Asia Pacific are forced to work
remotely, with many grappling with the reality of working
from home for extended periods of time, 1 in 5 employees
found themselves less productive working at home. Past
studies suggest that working from home actually makes
professionals better at administrative tasks but cited greater
challenges with collaboration. Working from home also
requires strong technology support, being self-disciplined,
and a comfortable working environment, The loss of any
elements above may cause a decrease in productivity.
From our findings, it is clear there is no “one-size-fits-all”

workplace to suit everyone. Good work can be carried out
in different ways across multiple workplaces. Organisations
have to recognise that flexible work arrangements should be
tailored to individuals and setting a clear definition of flexible
work would be the first step towards nurturing the motivation,
performance and engagement levels of employees.
A S S ES S I N G
PE R FO R M A N C E:
W H AT H A S C H A N G E D ?
With most of the world experiencing some form

of city or nation-wide lockdown, businesses have KEY INSIGHTS
had to move parts of their communication and
operations online. As employees migrated from an
office setting to a home-based one, they also gained
51%
of organisations in Asia Pacific
a significant amount of autonomy and trust in activity
from their employers. For example, in Asia Pacific, chose to re-establish new
51% of businesses did not closely monitor their metrics to measure individual
employees’ productivity as they have in the past, performance by placing
while they worked remotely.
greater importance on
The need to improve overall performance in a time positive behaviours
of unprecedented business disruption became the
next crucial challenge once workforces were set up
to work from home. Organisations considered the following points
when evaluating individual performances:
Long-established strategies, plans and processes
became redundant overnight, therefore almost  Strive for balance and establish how far an
all employees’ responsibilities were impacted by
individual’s personal challenges hampered
circumstances out of their control. Assessing them
against KPIs that were put in place before COVID-19
their ability to complete a task or hit a target
became unbalanced, in some cases unrealistic and
potentially demoralising.  Allow individuals to take the lead on explaining
the outcome, to ensure accountability and
Our findings indicate it’s important to create KPIs ownership
and measures relevant to the circumstances, with a
key question here being: Will assessing performance
revert back post-COVID-19 or is this a lasting
 Recognise positive behaviour change that are
change? Time will tell. valuable to the team during times of crisis
ATTRIBUTES THAT COMPANIES VALUE IN EMPLOYEES DURING TIMES OF CRISIS
56% 21% 5%
Agility Stress management Influencing
64% 61%
Collaboration Resilience
43% 16% 4%
Initiative Fast learning Conflict management
APAC PEOPLE-FIRST STRATEGIES
L E A D E R S H I P
C O M M U N I CAT I O N
80% of companies surveyed believed

they increased transparency in the KEY INSIGHTS
following areas:
Our findings show both employers and their
Financial situation employees found openness and transparency
33% key to effective internal communications
53%
People management
31%
Business strategy
56%
of businesses will maintain or even increase
Salaries and bonuses the frequency of communication and
14% number of channels beyond emails in 2021
Townhalls and webinars will be staples for

effective leadership communication
APAC PEOPLE-FIRST STRATEGIES
M E N TA L H E A LT H
& W E L L B E I N G
Mental health is a subject that is receiving increased attention

in the workplace. As the global pandemic continues, it further KEY INSIGHTS
emphasises the importance of prioritising the mental health of
people throughout any organisation.
Our findings reveal a need for companies
Aside from simply being a part of overall health, the direct
relationship between mental health and productivity is
to focus on authentic, empathetic
becoming clear, with multiple studies showing that those communication. This will help bridge the
who are enjoying sound mental health being generally more gap between perceived and real levels of
productive. A study1 by the World Health Organisation found empathy from business leaders
that for every US$1 invested in mental care programmes, there
was a US$4 improvement in health and productivity. These
results are pointing to a truth that a focus on mental health is Empathetic Communication Strategies
good for both employees and a company’s performance.
Some approaches and views from our findings:
From our survey, 9 in 10 employees agree that their top
management has communicated more often with them
 Regular pulse surveys with communication on
during times of crisis, however, a large proportion of them results and actions that will be taken
indicated that workplace empathy had decreased, citing the
following reasons:  The implementation of shadow boards
and reverse mentoring programs driving
1. Even though the frequency of leadership communication upwards, as well as top down
communications increased, some employees felt most
messages delivered lack sincerity. T
raining and coaching courses for leaders on
how to really connect. Tell stories and bring
2. Most managers did enough to abide by their messages to life
company’s health and wellbeing policies but
respondents felt that lacked genuine concern and C
larity and consistency but recognising each
understanding of employees’ circumstances.
individual in the audience is different, with
different motivators and emotional triggers
How would you rate workplace empathy in your
company now compared to pre-pandemic?  The emphasis needs to be what is understood
and received, not just what is communicated
Level of empathy increased
Employer 60%
Employee 36%
Level of empathy remained the same
Employer 34%
Employee 21%
Level of empathy reduced
Employer 6%
Employee 43%
1 https://www.who.int/teams/mental-health-and-substance-use/
mental-health-in-the-workplace
APAC GENDER DIVERSITY
WO M E N I N
L E A D E R S H I P
When Jane Fraser was appointed as the Chief Executive Officer of Citigroup in early 2020, she became the first ever female CEO
of a Wall Street bank. Together with a few other senior female appointments, they pushed the number of female-led companies
on Fortune 500 to 37 from 33 in 2019. In Asia Pacific, we saw a 3.5% increase* in the number of new female appointments for
senior executive job openings over the last 24 months, reflecting a slow but steady increase in senior leadership diversity.
%
of senior executive1 job openings filled by females in 2020*
Thailand 53%
Hong Kong 45%
Taiwan 42%

China Mainland 36%
Australia 33%
Vietnam 31%
Japan 27%
Singapore 24%
Indonesia 23%
Malaysia 23%
India 13%
Top 3 sectors Top 3 job types

with highest number of with highest number of
senior female appointments senior female appointments
Industrial & Retail Internet Chief Finance Marketing Legal

Manufacturing Officer Director Director
1 Senior executive refers to Director/VP level and above

* Information based on PageGroup’s proprietary data
APAC GENDER DIVERSITY
WO M E N I N
L E A D E R S H I P
What are your thoughts around mentorship?

As businesses in Asia Pacific recognise the benefits
women leaders bring to the board, we expect
that we will see increased focus and discussions “When I mentor other people, I get the
around gender diversity. In a bid to find out more opportunity to share my learnings and help
about women leaders, PageGroup launched a people navigate obstacles that they might
be facing. On another level, when you are
content series titled ‘Leading Women’ highlighting mentoring someone within your industry or
the professional challenges and life aspirations of organisation, you get to know some of the
female leaders in Asia Pacific. challenges that people are facing, and it gives
you insights to the culture and obstacles. This
feedback system allows you to drive change.”
Leanne Taylor, Chief Operating Officer,
KEY INSIGHTS Asia Pacific & Japan at Citrix
“To me, a mentor doesn’t need to be very

5 traits many successful strong. You just need a listening heart and
lend your ears in your daily work and in your
female leaders possess life. People can see you for who you are. This
shortens the distance between you and the
mentee, so that you can build up mutual trust.”
1. Authenticity Jingle Pang, Deputy General Manager

They recognise that showing vulnerability not & Chief Information Officer
only conveys transparency, it builds trust and at Ping An Technology
relatability with the team at large, as well as
confidence within themselves.
2. Strong belief in the What is your tip for women to succeed in

power of mentorship male-dominated industries?
hey are enthusiastic not just to receive it from
T
those that came before, but to pay it forward to “Build a support system and identify allies as
others as well. you progress through an organisation. This is
something that men are generally better at,
and I think women can take a leaf from that.”
3. The ability to overcome
Anita Menon, Chief Risk Officer at
negative voices and self-doubt Prudential BSN Takaful Berhad
Regardless of background or gender
acknowledging their own skills and experience
“[It’s important to find] both men and women
would define their potential to succeed.
as allies, mentors and sponsors. Also, focus
on the transition points in your careers. For
4. Humility and curiosity for the new example, if you are having kids, you are going
hey are comfortable about not having the right
T to need more support, [so] having the right
answer all the time and are willing to learn from network is really critical.”
their teams. Davina Yeo, Chief of Staff at
Microsoft Asia Pacific
5. Empathy
They offer employees the opportunity to feel “[Be] proud of being the only woman in the
heard, and that creates a collaborative and open room. Over time, I understood what it meant
environment where people are more open to to be there, how to leverage the opportunity
alternative viewpoints and more willing to meet and minimise the constraints that come
with it. It’s about getting a seat at the table,
others halfway.
remaining there and enjoying every minute of
the rollercoaster.”
Anna Campagna, Director, Sales
Transformation APAC at
Heineken Asia Pacific
APAC OTHER DIVERSITY & INCLUSION
D I V E R S I T Y & I N C LU S I O N
Organisations prioritise D&I strategies for various social reasons but also
extremely compelling commercial ones. According to a report1 by Credit Suisse,
companies, in which women held 20% or more management roles, generated
2.04% higher cash flow returns on investment than companies with 15% or
less women in management roles. This was based off a study of 30,000 senior
executives at over 3,000 businesses across the world.
High potential talent are also inclined to work for organisations with active Businesses have to
D&I strategies, underpinned with current policies and a diverse workforce
recognising the commercial returns that diversity brings.
remember the vital role
that senior leadership
It is clear that many businesses now embrace and implement strategies to
reduce bias at the interview stage by designing questions with clarity and
plays in driving
fairness based around behaviour and performance. This starts with identifying inclusive cultures.
leaders who carry the right skill set for the position of talent management duties.
Even during the global pandemic, frequent communication, webinars, SARAH KIRK
resources and personal stories continue to be shared across organisations to Global Diversity & Inclusion
reinforce their commitment to a culture that takes pride in its focus on D&I and Director at PageGroup
encourages inclusion without exception.
According to Sarah Kirk, Global Diversity & Inclusion Director at PageGroup,

businesses have to remember the vital role that senior leadership plays in driving
inclusive cultures. Employees can benefit from directly hearing senior executives
talk about their career journeys and vision for an inclusive workplace.
1 https://www.catalyst.org/research/why-diversity-and-inclusion-matter-financial-performance/
I N D I A
Hiring activities among internet-

IMAGE TO BE
based businesses, such as
CHANGED
e-commerce and educational
technology, remained relatively
robust across India.
I N D I A
Entering 2020, India was riding on a high in terms of hiring Together with your support, we have made a difference to
activities, which was driven by the country’s burgeoning over 7,000 people’s careers and we hope to achieve even
economy. However, the COVID-19 pandemic quickly put the more in the next 10 years.
brakes to India’s financial boom, and the world, to a standstill.
Caution was top of mind as businesses remained in a holding We have also had over 250 internal promotions, bringing a
position during the early months of the nation-wide lockdown. significant number of our talent to the next rung of their career
By mid-2020, it was clear that the pandemic, and the resulting ladders. Despite all the movements, it is also extraordinary
economic downturn, was not going away anytime soon. that the original 10 people who joined us in 2011 are still part
our India family today. This is testament to not just the scale
With that said, there were multiple bright spots to be had. to which we have grown, but the resilience we have forged as
Hiring activities among internet-based businesses, such as a team.
e-commerce and educational technology, remained relatively
robust across India. By September, the mindsets of even Much of India’s economic miracles occurred within the same
the most traditional industries began to lean towards the timeframe and from its rapidly developing technology and
positive, with businesses switching gears to recovery mode fintech sectors to the burgeoning role as a logistics and
for 2021 and beyond. Some companies even saw 2020 as manufacturing hub. Michael Page is proud to have witnessed
an opportunity to reassess their priorities and implement India’s progress through the years, supporting businesses
changes. For instance, in India, startups examined their core with human resources needs. Besides growing from one to
businesses and retrained their focus on profitability. Larger three offices, the Michael Page India team has also survived
conglomerates, too, took the time to increase their reach and arguably the most grueling parts of the COVID-19 pandemic.
influence and establish new lines of business. The experience has made us more resilient, and I believe that
the year ahead is going to be the best one yet.
These positive movements have already spurred job-related
activities across India. In fact, according to our internal data,
activities have resumed to about 85% of pre-COVID levels by
the end of 2020. With technology and healthcare sectors in
India showing promising recovery signs, Michael Page India’s
assignments will likely return to full capacity come Q2 2021.
NICOLAS DUMOULIN
Perhaps even more exciting is that Michael Page is Managing Director, India
celebrating its 10th anniversary in India this year. Since 2011,
we have grown to 150 consultants across two distinct brands
and three offices. I am immensely proud of the lives that
we have changed in positive ways throughout the journey.
INDIA
H I R I N G O U T LO O K
The COVID-19 pandemic and the resulting economic downturn has had a significant
impact across the Asia Pacific, and India was not spared. In terms of recruitment, hiring
activities in the second-most populated country dipped 18% in 2020. With that said,
optimism is already starting to show, with about 53% of companies in India looking to
increase their headcounts in 2021.
75%
Reducing
11%
Remains the same

36%
of those employed
Increasing
anticipate looking for new
job opportunities in 2021 53%
Sectors with highest Job types with the

TOP 5 hiring activities TOP 5 highest hiring activity
Technology & E-commerce Engineering & Data Scientists
Healthcare & Life Sciences Growth Hackers / Performance Marketing
Fintech Sales & Business Development
Professional Services
Research & Development
Industrial & Manufacturing Legal Counsels

INDIA
C O N T R AC T I N G
Contracting has been widely adopted as a popular hiring How will your company address skills
solution by companies and a popular career option for
professionals of all levels of experience across key countries
gaps within your current workforce as
in the Asia-Pacific region. According to The future of work – A you move into business recovery?
journey to 2022, released by PwC, 46% of HR professionals
expect at least 20% of their workforce to be made up of
Investment in training of existing employees
contractors or temporary workers by 2022. Contracting
within the technology sector is one of the long-term growth 47%
areas in India, and according to a Michael Page survey
conducted in 2018, 55% of professionals in India were Automation for basic processes
interested in becoming a contractor. 34%
Both employers and professionals are beginning to see the Full-time hires in key areas
advantages of contracting. For professionals, it provides a
38%
lot of flexibility and a variety of experience in a short time.
They can be well-paid and can build transferable and soft Short-term contract hires
skills. Meanwhile, especially in the economic downturn,
professionals are finding that even if there aren’t many full- 23%
time jobs available in their field, there are opportunities for
contract work or project-based roles. And most importantly, Third-party service providers/Outsourcing
if a professional tries contracting and finds that it isn’t right 20%
for any number of reasons, it’s fairly easy to find the way
back to full-time employment.
There are many advantages to hire contract, interim or

temporary workers as well. Contracting can be the solution
to headcount limits or project hire, and can save cost and
improve flexibility. Employers only pay for what they get, and
that is according to the hours/days the candidates worked.
Based on this, we can see more and more companies, over
22%, across APAC are seeking short-term contract hire for
filling in skill gaps.
INDIA
PR O J EC T E D A N N UA L
S A L A RY I N C R E A S E
Although India registered its first Does your company anticipate having an annual
economic recession for nearly salary increase for your employees in 2021?
30 years, more than
60%
of employers intend to
increase salaries in 2021
60%Yes
10% No
30%
Undecided
Benchmark
your salary
Retrieve the salary list
for India here.
Average annual salary increase by sector

Key sectors Average annual salary increase in 2021
Banking & Financial Services 6.8%
E-commerce / Internet 7.5%
Fast Moving Consumer Goods (FMCG) 7.6%
Healthcare & Life Sciences 8.0%
Industrial & Manufacturing 5.9%
Natural Resources & Energy 4.9%
Professional Services 6.7%
Property & Construction 5.3%
Retail 6.1%
Technology 7.3%
Transport & Distribution 6%

INDIA
PR O J EC T E D
B O N U S PAYO U T
Less than one month
55%
10%
of companies intend to give
out bonus payments. About one month
Out of these companies, 46%
about 43% would give out
more than one month’s More than one month
worth of bonus. 44%
Percentage of companies giving out more than one-month bonus by sector  
Banking & Financial Services Professional Services

61% 40%
E-commerce / Internet Property & Construction

38% 27%
Fast Moving Consumer Goods (FMCG) Retail

40% 33%
Healthcare & Life Sciences Technology

49% 34%
Industrial & Manufacturing Transport & Distribution

38% 60%
INDIA
PR O M OT I O N A N D
CA R E E R PR O G R ES S I O N
1 in 3
companies anticipate
employee promotions to
be postponed in 2021.
Middle management
employees are
expected to be most
impacted.
Does your company anticipate promotion / Which job level(s) would promotion / career
career progression plans for your employees to progression plans for your employees be
be significantly affected or postponed in 2021 affected?
due to the business impact of COVID-19?
Entry-to junior-level
49%
23%
Undecided
Middle management
79%
42% No Senior leadership
44%
35%
56%
Yes
However,
of the companies believe that
things would change for the better
from Q2 2021 onwards.
INDIA
TA L E N T AT T R AC T I O N
S T R AT EG I ES
60%
of respondents state remuneration and
benefits as their top consideration when
accepting a job offer
Talent attraction strategies by considerations when

companies in India TOP 5
accepting a job offer
Competitive remuneration and benefits package
35%
Remuneration and benefits
Dynamic company culture Job scope and responsibilities

41%
Future internal growth opportunities
Professional development opportunities
32% Work culture
Flexible work arrangements
30% Company brand and reputation
Company’s reputation
26%
Constant technology advancement

19%
INDIA
S A L A RY E X PEC TAT I O N S
Average remuneration increases for

potential new hires in 2021
Banking & Financial Services 13%
E-commerce / Internet 16%
Fast Moving Consumer Goods (FMCG) 14%
Healthcare & Life Sciences 15-20%
Industrial & Manufacturing 14%
Natural Resources & Energy 13%
Professional Services 14%
Property & Construction 11%
Retail 13%
Technology 15-25%
Transport & Distribution 11%
Jobseekers’ average salary expectations on a new job offer in 2021
1 in 10
Average salary expectations
Job levels
in 2021  
20% more than their current /

Non-managerial level
last-drawn salary
expects zero increase from their
20% more than their current / current / last-drawn salary for a
Middle management
last-drawn salary
new offer in 2021
19% more than their current /
Director / VP level
last-drawn salary
Benchmark your salary
19% more than their current / Retrieve the salary list for India here.
CXO
last-drawn salary
INDIA
H I R I N G TA L E N T
Quality candidates will continue to
command top salaries
As companies begin to look beyond the Even though there may be many
pandemic, a question comes up: how will candidates on the market, those with the
hiring evolve in response to changes in right combination of experience and soft
skills will still command high salaries, and
workplaces around the world? There are
become even more in demand as the
several trends already becoming clear, market returns to normal.
and these are likely to continue in the
upcoming years.
Contractors and temp staff in
high demand
Contractors and temp staff give
Employers’ current concerns when companies the flexibility needed
during periods of uncertainty.
recruiting talent
Skill sets and experience
Focus on purpose and vision
69% Companies must clearly define their
purpose and vision, and understand how
Soft skills to effectively communicate these key
messages to stakeholders, clients and
13% prospective employees
Cultural fit
Emphasis placed on soft skills
48% Soft skills, such as communication,
teamwork, relationship management and
Headcount budget leadership will become the differentiating
factors between good and great talent.
31%
Focus on humans in the recruitment

Location
process
12% Considering the automation
opportunities presented by AI and
machine learning, the human side of the
recruitment process, such as cultural
fit, growth potential and evaluating soft
skills will become even more important in
relation to growth opportunities.
INDIA
E M PLOY E R B R A N D I N G
A strong and respectable brand message and reputation Good employer branding includes the
can make all the difference in a company’s ability to land
top talent or lose out to the competition.
following elements:
Mid-to-senior professionals consider company values  A strong employee value proposition (EVP)
when they plan their career progression. These
prospective candidates strive to work in a business where  A good company website
company values are aligned with their goals, perspectives
and personal branding. They see an employer branding as
an extension of their branding.
P
ositive presence on social media and
review sites
Therefore, companies need to do more than publish a job
description and present an offer when hiring. They have to
communicate their brand values and promote themselves
to candidates just as much as the other way around during
the hiring process.
Along with the offer, candidates are also looking at working

environment, brand purpose, diversity and inclusion,
and environmental and corporate social responsibility
initiatives.
Prospective candidates are also increasingly empowered

by the wealth of information available, from review job
sites, such as Glassdoor, and social media platforms. It is
crucial to note that while employer branding is essential,
the company’s reputation is just as vital.
Popular channels for

TOP 3
job searches
Factors that influence employer
TOP 3
brand ranking by work generation
1 Online job boards
2 LinkedIn jobs
Boomer 1 Healthy work culture
3 Recruitment company’s webpages Born in or before 1965 2 Company mission and values
3 Strong financial performance

respondents say they do
2 in 5 extensive research before

applying for a job, while
others do brief ones
Gen X & Y
Born in or between
1966 and 1994
1 Healthy work culture
2 Possible career growth
opportunities
Platforms for research 3 Company mission and values

TOP 3
on company
Gen Z 1 Healthy work culture
Born in or after 1995 2 P
ossible career growth
opportunities
3 Company mission and values
Company Review Social

websites Sites media
INDIA
CA N D I DAT E As competition for top talent gets fiercer, companies are

adopting a candidate-first mentality and paying more
attention to candidate experience to dramatically improve
E X PE R I E N C E
their recruitment process and win the talent race.
A great candidate experience is made up of several

elements, such as: reducing friction and repetition in
the application process; automating time-consuming,
low-touch processes to speed up time to fill; having
9 in 10
mechanisms to communicate with candidates and answer
have had frustrating questions as close to real time as possible; following
up with candidates who are passed over and letting
experiences during them know of other relevant opportunities they might be
interviews. 66% of interested in.
them say such frustrations would affect their
decision to accept an offer. There are also best practices to improve candidate
experience. For example: writing clear job descriptions;
setting clear expectations about the recruiting process
Common frustrations during from pre-application to onboarding; active listening
TOP 3
the interview process and communicating more often; knowledge, skills and
experience deserves genuine consideration for the job to
which candidate has applied; providing candidates with
1 Lack of follow-up information about what to expect at in-person or video call
interviews; and importantly, if you want to keep specific
2 Lack of transparency on expectations and remunerations candidates in mind for future openings, keep track of them
and regularly stay in touch.
3 Process is too long and tedious
5 steps to a successful
remote hiring process
Step 3
Adapt your communication with candidates by
utilising video technology.
Step 1 Step 4
Scrutinise your branding, employee value Make a strong offer but remember that it isn’t
proposition and write better job descriptions just about the money.
to attract the right talent.
Step 5
Step 2 Close the loop with a remote onboarding
Assess CVs and pay extra attention to skills process, which includes clear communication,
and competencies rather than career fluidity. as well as regular check-ins and feedback.
INDIA
TO R E T E N T I O N
How a good talent attraction plan is the In addition to culture and values, top professionals will want
to know how they can grow within an organisation, along
start of talent retention with other factors such as the following:
When it comes to talent management, there is a fair bit of  How diverse is the company?
emphasis placed on talent retention within an organisation.
However, many companies miss out on developing good
 What’s the peer group they will be working with?
talent attraction strategies to ensure they are making the W hat do the leaders stand for, especially in
right hires in the first place. difficult times?
To ensure a match between candidate and organisation, A company that can answer these questions definitively will
companies should clearly define company culture and be able to attract the right talent – and can then shift the
values, and be able to communicate it throughout the hiring focus to retaining them.
process. Through smart hiring, companies will ensure
continuity of culture and values throughout any challenges.
INDIA
TA L E N T R E T E N T I O N
S T R AT EG I ES
Although job security is

top of mind
72%
Talent retention is a vital element of a company’s long-
term success and a strong indicator of the overall culture,
values and effectiveness in bringing employees into an
of those employed anticipate organisation. To improve talent retention, organisations
themselves looking for new job must think beyond monetary benefits to provide an overall
opportunities well-rounded experience for their employees.
Yes, actively looking Here are several strategies to improve employee

retention:
72%
 rovide frequent opportunities for learning and
P
professional development.
Yes, passively open to new opportunities
24% hart a clear path for career advancement that

C
includes key behaviours, goals and KPIs.
Most probably not

ommunicate transparently and as frequently
C
4% as necessary.
 F oster a positive work environment and culture

Reasons that would cause  S eek out regular feedback often and use it to enact
TOP 5 employees to leave their job change as needed.
voluntarily in 2021
ffer non-monetary benefits that provide for a good
O
1 Better remuneration and benefits package from other offers work-life balance.
 E nsure that culture, vision and values are embodied

2 Lack of growth opportunities by management and leaders within
your organisation.
3 Skills are underutilised Talent retention is a complicated, multi-faceted issue, as
the reasons why people change jobs are as varied as the
4 Company’s lack of concern for employees’ well-being employees themselves. However, enacting strong talent
retention strategies can help ensure that the time and resources
invested in training new employees are well-rewarded.
5 Lack of transparency in leadership communications
INDIA
E M PLOY E E E X PE R I E N C E
Important aspects of employee

TOP 3 TOP 3 Areas of improvement
experience
1 Mutual respect / Relationship with colleagues

2 Transparent leadership communication
3 Professional development plans
90%
of those employed say
their companies have
Professional Transparent Recognition
room for improvement development leadership
in employee experience plans communication
INDIA
S EC TO R S I N FO C U S
T E C H N O LO GY
H E A LT H C A R E & L I F E S C I E N C E S
B A N K I N G & F I N A N C I A L S E R V I C E S
E - C O M M E R C E
P R O P E R T Y & C O N S T R U C T I O N
S EC TO R
T E C H N O LO GY
74%
Average annual salary
of Technology companies in increase in 2021
India expect a 14% increase in
7.3%
headcount in 2021
What is happening in the space?
As the world continues to deal with socio-economic impact of the COVID-19
crisis, India is emerging strong in the field of technology, specifically in tech
investments.
There has been a sudden uptick in recruitment in the SaaS, health-tech, Ed-tech
and gaming industries. Many companies have capitalised on the availability of Bonus payout in 2021
32%
Indian techies looking to return to India due to the COVID-19 pandemic. Start-ups
are also providing flexibility to the right talent to work from any location or work in
a hybrid model.
Artificial Intelligence (AI) and Machine Learning (ML) space are skills in key skills in
demand. There has also been a high adoption & migration to cloud across public,
private and hybrid models.
of Technology
Larger organizations are building capabilities in Automation and Digital
Transformation, with a specific focus on Industry 4.0 in manufacturing setups. companies anticipate
giving out more than
one month of bonus
In-demand roles Most applied for roles
Architect CIO / Head of Technology

Average salary offer for
(Cloud / Enterprise /
Chief Technology Officer new hires in 2021
Solution / software)
15-25%
VP / Director Engineering
Engineers
(Backend / Full stack / Mobile) Digital Transformation
CTO / Head of Engineering Enterprise Architect
Remuneration increase for new potential hires across more from current /
Technology sector in India last-drawn salary
1-5% 4%
6-10% 12%
11-20% 39%
21-30% 33%
30%+ 10%
SECTOR TECHNOLOGY
S T R AT EG I ES
77%
of employed Technology
professionals anticipate looking
for new job opportunities while
another 20% are passively open
to new roles in 2021
Reasons that would cause

TOP 3 Technology professionals to leave
their jobs voluntarily in 2021
Lack of growth Looking for higher Skills are

opportunities pay and better underutilised
benefits
Talent attraction strategies by

Technology companies in India
70%
of Technology
professionals state Competitive remuneration and benefits package
remuneration and benefits
as their top consideration 43%
when accepting a job offer Remote/flexible work arrangements
Tech professionals are currently in great demand. Hence, 47%

it is pertinent for employers to consider remote and hybrid
working models to expand the candidate pool to attract Professional development opportunities
the best talent. Entrepreneurs who have had a stellar 20%
track record are now looking to shut shop and explore
new opportunities due to the impact of the Covid-19 Dynamic company culture
pandemic. And with that, companies can look to hire these
entrepreneurial talents for their growth startups. 22%
Considerations for Technology Constant technology advancement

TOP 3 professionals when accepting 39%
a job offer in 2021
Company reputation
1 Remuneration and benefits 14%
2 Job scope & responsibilities
3 Professional development opportunities

SECTOR TECHNOLOGY
H I R I N G
FAC TO R S
Biggest considerations for Technology hiring managers when employing

new talent
Skill sets and experience 71%
Soft skills 16%
Cultural fit 47%
Headcount budget 22%
Discover more in-demand Tech skills and

other Tech hiring trends from our Humans
of Technology reports:
Humans of Artificial Intelligence (AI)

Humans of Blockchain
Humans of Cyber Security
S EC TO R
H E A LT H CA R E &
L I F E S C I E N C E S
42%
of Healthcare & Life Science increase in 2021
companies in India expect a 8%
8.0%
increase in headcount in 2021
What is happening in this space?
The onset of the COVID-19 pandemic saw a record spike in hiring within vaccines
companies. However, that has been challenging due to the limited talent pool in
India. We expect continued high volume of recruitment in this space and nurturing
existing talent in this segment to retain top talent.
Bonus payout in 2021
Significant deal activity and interest in the healthcare market has led to increased
45%
PE/VC funding in pharmaceuticals, API and Diagnostic companies building and
strengthening their leadership teams. Existing setups will also see ramping up of
investment in Research & Development talent, among others.
The government’s focus on “Aatmanirbhar Bharat” or “Self-Reliant India Mission”,
and its objective to roll out more conducive guidelines for API manufacturers will
set the stage for this industry to grow in 2021 and through 2025. This will also lead of Healthcare & Life
to a rise in demand for manufacturing and International Sales and Marketing talent.
Science companies
anticipate giving
In-demand roles Most applied for roles out more than one
Sales Director/ Business Unit Head Marketing Manager
month of bonus
Digital Transformation / IT Head Business Unit Head
Head Medical Affairs & Medical Affairs
Pharmacovigilence Average salary offer for
Clinical Operations
new hires in 2021
Site Head Vaccines
Remuneration increase to new potential hires across

Healthcare & Life Sciences sector in India
1-5%
6-10%
2%
17%
15-20%
more from current /
last-drawn salary
11-20% 49%
21-30% 30%
30+% 2%
SECTOR HEALTHCARE & LIFE SCIENCES
S T R AT EG I ES
69%
of employed Healthcare &
Life Sciences professionals
anticipate looking for new job
opportunities, while another
27% are passively open to new
roles in 2021

TOP 3 H&LS professionals to leave
their jobs voluntarily in 2021
Lack of growth Looking for higher Skills are

opportunities pay and better underutilised
benefits Talent attraction strategies by Healthcare &
Life Sciences companies in India
49%
of Healthcare & Life
38%
Sciences professionals state
professional development Remote/flexible work arrangements
opportunities as their
23%
top consideration when
accepting a job offer in 2021 Professional development opportunities
38%
considerations for H&LS Dynamic company culture

TOP 3 professionals when accepting 47%
a job offer in 2021
2 Job scope and responsibilities Company reputation

26%
With the impact of COVID-19 on business, we have observed that candidates’ negotiation leverage had become higher than
before. Most candidates have not been awarded as per their expectations when it came to bonuses or increments. Hence, they
are giving more emphasis to the monetary gain than usual.. They are cautious of switching jobs that would require relocation
and a wholly work-from-office arrangement. Here are our recommendations for employers looking to hire: 1) Employers need to
be more creative when making offers. For instance, offering bonuses in 2 to 3 trenches, which compensates candidates for the
loss of bonus, while making a switch and for employers acts as a retention tool at the same time. 2) Review flexible/WFH working
arrangements. It is an essential consideration for most job seekers while switching jobs in this climate.
SECTOR HEALTHCARE & LIFE SCIENCES
H I R I N G
FAC TO R S
Biggest considerations for Healthcare & Life Sciences hiring managers when
employing new talent
Soft skills 9%
Cultural fit 45%

S EC TO R
B A N K I N G &
F I N A N C I A L S E R V I C E S
increase in 2021
63% 6.8%
of Banking & Financial Services
companies in India expect
headcount to increase by 11%
in 2021

Bonus payout in 2021
55%
Private Equity/Venture Capital (PE/VC): In addition to PE/VC, we expect other
asset classes on buy-side like credit/distressed, hedge funds, public markets and
impact funds to scale up in India significantly. This would mean existing players will
further build up their teams, and new players will also set up operations locally. There
has been an increased demand for hiring at the leadership level in 2020, and we
expect this trend to continue in 2021.
of Banking & Financial
Private Banking/Wealth Management: With several wealth management setups
under stress in 2020, we expect some consolidation to happen across players. Services companies
While the industry is bouncing back in terms of numbers, good talent will be keen to anticipate giving out
look at only a handful of quality setups and non-wealth management roles. Hiring is more than one month
selectively picking up and should be on an upward trajectory in 2021. However, the
quality candidate pool remains limited. of bonus
Banking/Non-Banking Financial Company (NBFC): The future of finance is data-
driven. The pandemic has pushed the BFSI industry towards becoming completely
digital. Organisations focused on branch models have shifted their focus to digital
mode through co-lending arrangements with various Fintech firms. This radical shift Average salary offer for
in the business model has placed the business enablers at the forefront of hiring new hires in 2021
13%
plans. Most of the NBFCs and Fintechs will focus on skill sets such as analytics-
driven risk, digital marketing, strategy-driven portfolio management collections,
alliances and partnerships.
Insurance: For insurance growth in 2021 will be driven by product innovation, leading
to the development of newer distribution channels. Against the backdrop of stable
investments within actuarial, digital, and technology in 2020, 2021 will see hiring as more from current /
usual for India’s insurance companies and intermediaries. Even during the lockdown,
last-drawn salary
insurance players continued to be consistent with their broader hiring plans.
SECTOR BANKING & FINANCIAL SERVICES
I N - D E M A N D
R O L ES
In-demand roles Most applied-for roles
Investment Professionals Associate/Vice President

CXO/Business Heads Business Heads
Product Managers/Analytics/Digital Fund raising
Product Specialists
CXO’s
Remuneration increase for potential hires

across Banking & Financial Services sector
1-5% 3%
6-10% 15%
11-20% 52%
21-30% 30%
S T R AT EG I ES
73%
of employed Banking & Financial
Services professionals anticipate
looking for new job opportunities
while another 23% are passively
open to new roles in 2021
Reasons that would cause Banking

TOP 3 & Financial Services professionals
to leave their jobs voluntarily in 2021
Lack of growth Looking for higher pay Skills are

opportunities and better benefits underutilised
Talent attraction strategies by Banking &
Financial Services companies in India
70%
of Banking & Financial
Services professionals state 40%
remuneration and benefits
Remote/flexible work arrangements
as their top consideration
when accepting a job offer 37%

37%
Considerations for Banking &
Dynamic company culture
TOP 3 Financial Services professionals
when accepting a job offer 38%

1 Remuneration and benefits
19%
2 Job scope and responsibilities Company reputation

21%
In light of this year's Covid impact on business, we witnessed that candidates' negotiation leverage was higher than before.
Most candidates have not been awarded as per their expectations when it came to bonuses or increments and in addition they
are wary of switching jobs which require base relocation, 100% work from office etc. Hence they are giving more emphasis to the
monetary gain than usual.
H I R I N G
FAC TO R S
Biggest considerations for Banking & Financial Services hiring managers when
Soft skills 79%
Cultural fit 52%
Michael Page maintains a proactive partnership with a diverse portfolio of clients, including investment banks, retail banks, private
banks, family offices, hedge funds, asset management companies, as well as insurance companies. With long-established
networks in the finance sector and a balance between global reach and niche local knowledge, Michael Page continues to be the
leading recruitment choice for banking professionals.
Many of our consultants also come from the Banking and Financial Services industry. This means that they are able to understand
the essential skill sets that clients look out for in their next successful hire. Market expertise, too, ensures only candidates of the
highest quality are selected, all while maintaining consistent feedback and support throughout the hiring process. Finally, Michael
Page consultants also provide value-added services, such as meetings and events through online and offline channels.
S EC TO R
E - C O M M E R C E
68%
of E-commerce companies in India expect
a 12% increase in headcount in 2021
increase in 2021
7.5%
Growth in e-commerce has also led to growth of more tech enabled platforms in logistics
and warehousing.
Essential delivery start-ups and hyperlocal start-ups have come up to cater to community
needs which has increased the demand for P&L heads and product management
professionals.
Lots of start-ups have focus on M&A as well as fund raising/investor relations which has Bonus payout in 2021
led to increase in demand of such professionals.
In-demand roles
Product Management
Most applied-for roles
Strategy/Growth
30%
of E-commerce
Ad Sales Operations
companies anticipate
P&L/Business/Growth Head Product giving out more than
Sales one month of bonus
Digital Marketing
Remuneration increase for new potential hires across E-commerce Average salary offer for
in India new hires in 2021
16%
1-5% 14%
6-10% 41%
11-20% 23%
21-30% 23% more from current /
last-drawn salary
SECTOR E-COMMERCE
S T R AT EG I ES
66%
of employed E-commerce
professionals anticipate looking
for new job opportunities while
another 28% are passively open
to new roles in 2021

TOP 3 E-commerce professionals to
leave their jobs voluntarily in 2021
Lack of growth Looking for higher pay Skills are

opportunities and better benefits underutilised
Talent attraction strategies by E-commerce
companies in India
30%
of E-commerce professionals
state professional 69%
development opportunities as
Remote/flexible work arrangements
their top consideration when
accepting a job offer in 2021 46%

Most candidates join the E-commerce industry or digital
startups for faster career progression. They look to 28%
develop skills for future growth, which may lead to better
remunerations and stock options. Organisations should Dynamic company culture
focus on that aspect to attract and retain top talents in 23%
the market.
Considerations for E-commerce 14%

TOP 3 professionals when accepting a
Company reputation
job offer in 2021
9%
1 Remuneration and benefits
2 Work culture
3 Job scope and repsonsibilities

SECTOR E-COMMERCE
H I R I N G
FAC TO R S
Biggest considerations for E-commerce hiring managers when employing

new talent
Soft skills 9%
Cultural fit 55%

S EC TO R
P R O P E R T Y &
C O N S T R U C T I O N
44%
of Property & Construction companies in Average annual salary
increase in 2021
India expect headcount to increase by
5.3%
10% on average in 2021

Corporates are focusing more on health, safety & hygiene of their work places, which
would result into bigger focus on facilities management.
Continued focus/interest in industrial warehousing domain due to rise in e-commerce Bonus payout in 2021
plays (especially, in pandemic times).
In-demand roles
Business/Vertical Heads
Most applied-for roles
Project Management
19%
19% of Property &
Leasing Facilities Management
Construction companies
Sales Residential Sales
anticipate giving out more
Design than one month of bonus
Business Development
Remuneration increase for new potential hires across Property & Average salary offer for
Construction in India new hires in 2021
11%
0% 4%
1-5% 16%
6-10% 16%
11-20% 48% more from current /
16%
last-drawn salary
21-30%
SECTOR PROPERTY & CONSTRUCTION
S T R AT EG I ES
74%
of employed Property &
Construction professionals
anticipate looking for new job
opportunities while another
23% are passively open to
new roles in 2021
Reasons that would cause Property

TOP 3 & Construction professionals to
leave their jobs voluntarily in 2021
Lack of growth Lack of transparency Looking for higher

opportunities in leadership pay and better
communications benefits
Talent attraction strategies by Property &
Construction companies in India
92%
of Property & Construction 36%
professionals state
remuneration and benefits Remote/flexible work arrangements
as their top consideration 24%
when accepting a job offer
in 2021 Professional development opportunities
36%
Considerations for Property & Dynamic company culture

TOP 3 Construction professionals when 32%
accepting a job offer in 2021
Company reputation
2 Job scope and responsibilities
3 Work culture
SECTOR PROPERTY & CONSTRUCTION
H I R I N G
FAC TO R S
Biggest considerations for Property & Construction hiring managers when

Soft skills 16%
Cultural fit 64%

INDIA
S A L A RY TA B L ES
B A N K I N G & F I N A N C I A L S E R V I C E S
D I G I TA L & A N A LY T I C S
E N G I N E E R I N G & M A N U FAC T U R I N G
F I N A N C E & AC C O U N T I N G
H E A LT H C A R E & L I F E S C I E N C E S
H U M A N R E S O U R C E S
L E G A L & C O M P L I A N C E
P R O P E R T Y & C O N S T R U C T I O N
P R O C U R E M E N T & S U P P LY C H A I N
T E C H N O LO GY
S A L E S & M A R K E T I N G
SALARY TABLES
B A N K I N G &
FI N A N C I A L S E R V I C ES
General
Private Equity & Venture Capital
Base salary range for 12 months (INR Lacs)
Role / Seniority Associate VP Director Managing Director
Min Avg Max Min Avg Max Min Avg Max Min Avg Max
Global Fund 50 68 85 90 115 140 140 220 300 250 375 500
Fund Size USD 500M - USD 1B 35 50 65 65 80 95 100 125 150 150 200 250
Fund Size <USD 500M 25 35 45 45 55 65 65 80 100 100 125 150
Tier 1 Investment Banking

MNC Banks
Corporate Finance /
45 60 75 75 93 110 100 125 150 150 200 250
Mergers & Acquisitions (M&A)
Tier 2 Investment Banking

Domestic Financial Institutions
Corporate Finance /
20 33 45 45 60 75 75 90 105 100 138 175
Mergers & Acquisitions (M&A)
SALARY TABLES BANKING & FINANCIAL SERVICES
Private Banking
MNC Banks
Private Banker 15 23 30 30 50 70 50 75 120 130 178 225
Private Banking
Domestic Financial Institutions
Private Banker 10 20 30 25 43 60 45 68 90 100 140 180
Corporate Banking (Sales Function)

Role / Seniority AVP VP Director Managing Director
MNC Banks 17 24 30 28 55 90 80 100 130 125 175 250
Domestic Banks 16 21 25 25 40 70 60 80 120 120 150 250
NBFCs 12 16 25 25 32 45 50 60 80 100 120 180
Corporate Banking (Risk Function)

MNC Banks 15 22 28 25 45 80 70 80 110 100 150 180
Domestic Banks 14 18 25 22 35 65 55 75 100 100 125 180
NBFCs 13 16 24 24 28 35 50 60 80 90 110 180

Corporate Banking (Product Function)

MNC Banks 12 20 25 22 50 80 75 85 110 120 150 225
Domestics Banks 12 18 25 20 40 65 60 75 100 100 130 225
NBFCs 10 13 15 18 22 25 35 42 55 55 70 120
Commercial Banking (Sales Function)

MNC Banks 12 18 25 22 40 70 65 75 100 100 120 180
Domestic Banks 12 16 25 20 35 60 55 70 85 90 110 150
NBFCs 8 12 15 15 18 20 25 35 40 45 55 100
Commercial Banking (Risk Function)

MNC Banks 12 20 28 25 45 75 70 80 100 100 140 200
Domestic Banks 12 16 25 22 35 65 55 70 90 90 130 200
NBFCs 10 13 18 20 25 35 45 50 65 75 85 120
BFSI - Finance
Chief Financial Officer (CFO) - - - - - - 55 68 80 80 110 150
Financial Controller 20 25 30 30 40 50 50 60 70 5 85 100
Tax Accountant 20 22 26 30 38 45 45 55 60 70 75 80
Regulatory / Financial Reporting 20 25 30 30 38 45 45 60 70 75 85 100
Business Finance / FP&A + MIS 20 25 30 30 38 45 45 55 65 70 80 90
Treasury / Fund Raising 20 25 30 30 40 50 50 65 75 80 100 120

Tier 1 Audit, Compliance & Risk

MNC Banks & Captives
Internal Audit 22 27 32 32 46 60 50 70 100 80 100 130
Know Your Customer (KYC) /

20 25 30 30 40 50 45 60 70 70 80 90
Anti Money Laundering (AML)
Regulatory Compliance 22 27 32 32 46 60 50 65 80 80 90 100
Market Risk 22 29 35 35 48 60 55 70 80 80 90 100
Credit Risk 22 27 32 32 41 50 50 65 80 80 90 100
Operational Risk 22 27 32 32 41 50 50 65 80 80 90 100
Tier 2 Audit, Compliance & Risk

Domestic financial institutions & third party consulting companies providing
solutions to banking clients
Internal Audit 20 24 28 28 37 45 45 58 70 75 83 90
Know Your Customer (KYC) /

22 27 32 32 41 50 50 65 80 80 85 90
Anti Money Laundering (AML)
Regulatory Compliance 20 24 28 28 37 45 45 58 70 75 83 90
Market Risk 22 27 32 32 41 50 50 65 80 80 85 90
Credit Risk 20 24 28 28 37 45 45 58 70 75 83 90
Operational Risk 20 24 28 28 37 45 45 58 70 80 85 90
Tier 1 Analytics
Marketing Analytics 23 29 35 35 44 52 52 66 80 85 93 100
Risk Analytics 23 29 35 35 44 52 52 66 80 85 93 100
Digital Analytics 23 29 35 35 44 52 52 66 80 85 93 100
Statistical Modelers 23 29 35 35 44 52 52 66 80 85 93 100
Analytics Consulting 25 31 37 38 45 52 55 68 80 85 93 100
Big Data / Machine Learning 25 33 40 40 50 60 60 80 100 100 110 120
Data Scientist 25 33 40 40 50 60 60 80 100 100 110 120
Tier 2 Analytics
Risk Analytics 20 25 30 30 38 45 45 60 75 75 85 95
Statistical Modelers 20 25 30 30 38 45 45 60 75 80 90 100
Big Data / Machine Learning 25 30 35 35 43 50 60 75 90 90 105 120
Data Scientist 25 30 35 35 43 50 60 75 90 90 105 120

Tier 1 Operations
Head of Operations /
- - - - - - 60 75 90 90 105 120
Chief Operations Officer ( COO)
Project Management 20 25 30 30 40 50 55 70 80 80 90 100
Quality 20 25 30 30 40 50 55 70 80 80 90 100
Transitions 20 25 30 30 40 50 55 70 80 80 90 100
Payments & Cash Management 20 25 30 30 40 50 55 70 80 80 90 100
Tier 2 Operations
Head of Operations /
- - - - - - 50 65 80 80 88 95
Chief Operations Officer (COO)
Project Management 18 23 28 28 34 40 45 55 70 65 73 80
Quality 18 23 28 28 34 40 45 55 65 65 73 80
Transitions 18 23 28 28 34 40 45 55 70 65 73 80
Payments & Cash Management 18 23 28 28 34 40 45 55 65 65 73 80
Tier 1 Operations (Middle Office)

Client Servicing 20 24 28 28 37 45 45 58 70 70 80 90
Trade Support / Capture 20 24 28 28 37 45 45 58 70 70 80 90
Reference Data 20 24 28 28 37 45 45 58 70 70 80 90
Corporate Actions 20 24 28 28 37 45 45 58 70 70 80 90
Business Management 22 27 32 32 40 50 50 65 80 80 90 120
Change Management 22 27 32 32 40 50 50 65 80 80 90 100
Fund Administration 22 29 35 32 41 50 50 65 80 80 90 100

Tier 2 Operations (Middle Office)

Client Servicing 18 23 28 28 34 40 45 55 65 65 73 80
Trade Support / Capture 18 23 28 28 34 40 45 55 65 65 73 80
Reference Data 18 23 28 28 34 40 45 55 65 65 73 80
Corporate Actions 18 23 28 28 34 40 45 55 65 65 73 80
Business Management 20 24 28 28 37 45 45 58 70 70 80 90
Change Management 20 24 28 28 37 45 45 58 70 70 80 90
Fund Administration 18 23 28 28 34 40 45 55 65 65 73 80
Tier 1 Operations (Back Office)

Collection 20 24 28 28 37 45 45 58 70 70 80 90
Settlement 20 24 28 28 37 45 45 58 70 70 80 90
Reconciliation 20 24 28 28 37 45 45 58 70 70 80 90
Documentation 20 24 28 28 37 45 45 58 70 70 80 90
Collateral Management 20 24 28 28 37 45 45 58 70 70 80 90
International Swaps and Derivatives

20 24 28 28 37 45 45 58 70 70 80 90
Association (ISDA) Documentation
Transaction Management 22 25 28 28 37 45 45 58 70 70 80 90
Trade Finance Operations 22 25 28 28 37 45 45 58 70 70 80 90
Credit Administration / Loan Operations 20 24 28 28 37 45 45 58 70 70 80 90

Tier 2 Operations (Back Office)

Collection 18 23 28 28 34 40 45 55 65 70 80 90
Settlement 18 23 28 28 34 40 45 55 65 70 80 90
Reconciliation 18 23 28 28 34 40 45 55 65 70 80 90
Documentation 18 23 28 28 34 40 45 55 65 70 80 90
Collateral Management 18 23 28 28 34 40 45 55 65 70 80 90
International Swaps and Derivatives

18 23 28 28 34 40 45 55 65 70 80 90
Association (ISDA) Documentation
Transaction Management 18 23 28 28 34 40 45 55 65 70 80 90
Trade Finance Operations 18 23 28 28 34 40 45 55 65 70 80 90
Credit Administration / Loan Operations 18 23 28 28 34 40 45 55 65 70 80 90
Tier 1 Finance (Finance Project)

Business Analyst / Change Management 20 30 35 35 42 50 55 68 80 90 105 120
Tier 2 Finance (Finance Project)

Business Analyst / Change Management 18 21 25 25 35 40 45 55 65 65 73 80

Tier 1 Finance (Product Control)

Money Market 25 30 35 35 48 60 60 80 100 80 105 130
Equities 25 30 35 35 48 60 60 80 100 80 105 130
Commodities & Derivatives 25 30 35 35 48 60 60 80 100 80 105 130
Tier 2 Finance (Product Control)

Money Market 18 23 28 28 34 40 45 55 65 65 78 90
Equities 18 23 28 28 34 40 45 55 65 65 78 90
Commodities & Derivatives 18 23 28 28 34 40 45 55 65 65 78 90

Insurance Companies
EVP /
Role / Seniority AVP & Below VP SVP
Appointed Actuary
Actuary 15 25 35 40 55 60 65 75 90 95 110 175
Role / Papers Cleared <5 5 - 10 10 - 12 Qualified
Actuary 8 10 14 12 15 22 18 28 40 60 90 175
Manager &
Role / Seniority AVP DVP / VP SVP
Senior Manager
Product 9 13 18 18 22 25 30 38 45 50 60 75
Manager &
Senior Manager
Strategic Alliances 7 10 15 19 21 28 32 38 45 50 65 85
Manager &
Senior Manager
Key Account Management 10 12 16 15 19 25 27 33 39 45 52 70
Role / Seniority Area Manager Regional Manager Zonal Manager National Head
Agency / Bancassurance Sales 10 11 15 13 16 21 20 27 40 60 80 100
Manager &
Senior Manager
Claims / Underwriting (UW) 8 10 14 16 18 22 25 33 38 45 65 80

Insurance Broking
Manager &
Senior Manager
Manager &
Senior Manager
Servicing / Operations 8 10 14 16 18 22 25 33 38 40 45 50
SALARY TABLES
D I G I TA L &
A N A LY T I C S
Tier 1 Digital & Analytics

MNC banks, management consulting, product companies, e-commerce, and
internet companies
Role / Years of experience 3-6 years 6-10 years 10-15 years 15+ years
Risk Analytics 18 27 35 25 43 60 40 80 110 110 130 150
Big Data / Data Engineering 16 23 30 25 40 55 50 70 90 75 108 140
Data Science / Machine Learning 25 32 38 30 48 65 65 108 150 140 160 180
Tier 2 Digital & Analytics

Domestic financial institutions, third party consulting companies, and early stage
start-ups
Role / Years of experience 3 - 6 years 6 - 10 years 10 - 15 years 15+ years
Risk Analytics 17 24 30 23 37 50 45 70 95 95 115 135
Big Data / Data Engineering 15 19 23 23 37 50 45 63 80 80 100 120
Data Science / Machine Learning 23 27 30 26 43 60 55 90 125 105 128 150

SALARY TABLES
E N G I N E E R I N G &
M A N U FAC T U R I N G
Manufacturing
Base salary sange for 12 months (INR Lacs)
Role / Years of experience 3-5 years 5 - 10 years 10 - 15 years 15+ years
Utilities and Controls 6 8 10 10 18 25 25 38 50 30 45 60+
Maintenance Manager 8 10 12 12 21 30 30 45 60 35 50 65+
Production Manager 10 15 20 18 29 40 40 55 70 - - -
Quality Assurance / Control 6 9 12 12 19 25 25 30 35 - - -
Quality Director - - - - - - 35 50 65 40 70 100+
Health, Safety and Environment (HSE)

5 8 12 12 18 24 25 37 50 50 100 150+
Manager / Head
Process / Operational Excellence 10 15 20 18 32 45 45 60 75 50 75 100+
Plant / Site Head - - - - - - 45 60 75 50 100 150+
Head of Manufacturing / Operations /

- - - - - - - - - 60 155 250+
Chief Operations Officer (COO)
Engineering
Role / Years of experience 3-5 years 5-10 years 10-15 years 15+ years
Construction Manager / Director 6 8 10 10 18 25 25 33 40 35 47 60+
Project Engineer 6 9 12 15 23 30 - - - - - -
Project / Program Director - - - - - - 30 45 60 60 93 125+
Civil / Electrical / Mechanical /

6 13 20 15 28 40 - - - - - -
Instrumentation Engineer
Head of Department (Engineering) - - - - - - 35 48 60 45 83 120+
Project Director - - - - - - 45 60 75 50 100 150+

SALARY TABLES ENGINEERING & MANUFACTURING
Projects / Technical Services

Field Service Engineer / Technician 6 9 12 - - - - - - - - -
Technical Sales Engineer 6 9 12 15 20 25 - - - - - -
Service Manager / Supervisor - - - 10 20 30 - - - - - -
Project Coordination - - - 20 28 35 30 40 50 40 53 65+
Research & Development (R&D)

Application Engineer 6 8 10 10 18 28 - - - - - -
Product Design Engineer 6 8 10 10 18 20 - - - - - -
Test Engineer 6 8 10 10 18 20 - - - - - -
Project Manager - - - 15 28 - 30 53 75 - - -
Head of R&D - - - - - - 35 55 75 60 155 250

SALARY TABLES
FI N A N C E &
AC C O U N T I N G
General
CFO / Finance Director 10,000 Cr+ - - - - - - - - - 150 400 800
CFO / Finance Director 1,000 Cr - 10,000 Cr - - - - - - - - - 90 200 400
CFO / Finance Director 200 Cr - 1,000 Cr - - - - - - 50 75 100 50 120 200
CFO with Fund Raising / IPO - - - - - - 60 98 120 100 185 250
GM Finance / Financial Controller

- - - - - - 50 75 90 90 120 150
10,000 Cr+
GM Finance / Financial Controller
- - - 25 35 45 35 60 80 50 95 120
1,000 Cr - 10,000 Cr
Finance Manager 12 20 30 16 29 40 20 35 45 30 35 45
Specialist
Chief Investment Officer - Family Office - - - - - - 50 70 90 60 105 120
FP&A / Business Controller 12 19 30 22 34 45 35 58 75 60 100 125
Financial Analyst / Business Analyst /

20 25 35 25 40 60 50 75 90 75 120 150
Strategy (Premier Business School MBA)
Corporate Finance - M&A, IR, Fund Raising 20 23 30 25 40 50 50 63 75 75 100 150
Treasury 12 16 25 15 25 45 30 55 70 50 85 120
Commercial - Sales, Supply Chain 15 18 20 15 30 40 30 50 60 65 85 100
Manufacturing / Plant Controller 12 16 20 15 23 30 25 35 45 40 58 75
Costing 8 10 14 12 16 25 20 28 40 30 50 65
Project Controlling 8 12 18 15 25 35 30 45 60 45 63 75
Financial Accounting / Consolidation /

12 17 25 22 35 40 35 48 65 50 75 90
Statutory Reporting
Internal Audit / Controls / Risk 12 18 25 20 35 45 40 60 75 50 80 120
Tax - GST (Indirect) 12 15 25 15 28 45 38 49 60 45 70 80
Tax - Direct / International 12 17 25 20 34 45 40 58 75 50 85 100
Mixed Tax 15 20 25 25 35 45 40 58 75 75 98 200

SALARY TABLES FINANCE & ACCOUNTING
Shared Services
Base salary sange for 12 months (INR Lacs)
Head - Finance Shared Services - - - - - - 50 65 80 80 115 200
Financial Accounting / Record to Report 12 17 25 15 28 40 30 50 75 50 65 120
MIS / Decision Support / FP&A 12 17 25 15 24 40 30 50 75 50 65 140
Accounts Receivable / Order to Cash 10 12 15 12 25 35 25 40 60 45 55 120
Accounts Payable / Procure to Pay 10 12 15 12 25 35 25 40 60 45 55 120
Finance Transformation /
12 15 25 20 30 45 30 50 70 40 65 100
Change Management
Transitions 10 12 14 14 24 40 30 45 65 35 47 65
SALARY TABLES
H E A LT H CA R E &
L I F E S C I E N C ES
Sales
Pharmaceuticals
Role / Seniority 3 - 5 years 5 - 10 years 10 - 15 years 15 - 25 years 25+ years
Min Avg Max Min Avg Max Min Avg Max Min Avg Max Min Avg Max
Sales 3 6 9 8 15 20 12 22 40 25 45 70 45 75 100
Sales (Candidates with pedigree) 10 15 20 20 40 65 50 75 110 85 95 130 130 150 270
Note: Details of candidates with 15+ years of experience ( 10+ years for those with pedigree) have been considered with a larger assumption that their progression usually is seen
towards Business Head / General Management roles
Medical Devices
Sales 4 6 10 8 16 22 22 35 55 50 60 80 55 75 120
Sales (Candidates with pedigree) 12 15 25 25 30 80 75 95 130 100 120 150 140 180 300
Marketing
Pharmaceuticals
Marketing 7 9 14 12 25 40 25 35 60 35 50 70 40 65 75
Marketing
12 16 22 22 30 55 40 50 70 60 85 120 100 125 150
(Candidates with pedigree)
Digital Marketing 5 11 17 15 24 30 28 35 50 40 50 65 -* -* -*
Market Access 7 12 20 18 20 35 26 32 45 40 50 65 -* -* -*
Communications and CSR 4 7 10 10 17 24 24 31 38 38 51 75 60 70 80
*Insufficient data to provide accurate range
SALARY TABLES HEALTHCARE & LIFE SCIENCES
Medical Devices / Life Sciences

Marketing 15 22 30 30 32 60 40 48 85 51 70 100 65 95 130
Digital Marketing 7 13 19 20 27 36 34 42 49 47 60 72 -* -* -*
Communications and CSR 6 9 11 11 17 24 24 30 37 38 51 75 60 70 80
Note: Details of candidates with 15+ years of experience have been considered with a larger assumption that their progression usually is seen towards Business Head / General
Management roles.
Healthcare Providers
Sales 4 7 12 10 35 65 20 50 100 45 60 130 45 70 250
Marketing 8 10 22 12 35 60 20 45 85 40 55 120 45 70 250
Since the healthcare provider market is more fragmented, we have taken sales & marketing overall which takes into consideration both pedigree & non-pedigree candidates
Note : Details of candidates with 15+ years of experience ( 10+ years for those with pedigree) have been considered with a larger assumption that their progression usually is seen
Others - Techno Commercial & Technical

Pharmaceuticals / Medical Devices / Life Sciences
Business Excellence / Strategy -* -* -* 12 20 35 25 40 85 45 70 100 60 90 150
SFE / SFA / Training 4 10 15 10 17 25 25 30 40 40 45 75 50 70 90
Medical / Regulatory Affairs 9 19 20 15 25 40 40 50 65 65 100 180 100 125 250
Government / Corporate Affairs -* -* -* -* -* -* 25 35 50 45 90 150 90 120 170
Quality & Compliance

Corporate Quality Assurance - - - 12 20 28 15 24 35 35 55 75 60 90 150
Manufacturing Quality 6 9 12 10 17.5 25 15 24 30 40 52.5 65 55 64 95
Quality Assurance and

- - - 12 20 28 18 29 40 38 49 60 50 60 75
Regulatory Affairs
Quality Control 5 9 12 10 16 22 14 21 28 30 45 60 52 62 85
SALARY TABLES HEALTHCARE & LIFE SCIENCES
Operations
Production 6 10 13 12 27.5 28 25 35 45 40 55 75 65 92.5 120
Engineering 5 8 10 10 24 25 22 31 40 30 44 60 55 72.5 90
Environment, Health and Safety

- - - 10 30 25 22 32 42 30 40 55 60 80 100
(EHS)
Operation Excellence - - - 10 20 28 20 27.5 35 28 37 50 50 65 80
Contract Manufacturing - - - 8 17.5 25 18 26.5 35 30 38 50 45 57.5 70
Procurement and Supply Chain

Direct Procurement - - 22 20 27.5 35 30 47.5 65 45 65 72 55 77.5 100
Indirect Procurement - - 20 18 24 30 25 36.5 48 35 51 60 50 67.5 85
Supply Chain 12 17 22 20 30 40 35 45 55 50 62 80 65 92.5 120
Logistics 6 10.5 15 15 20 25 25 30.5 36 35 45 50 45 52.5 60
Warehousing 5 7.5 10 15 17.5 20 20 25 30 - - - - - -
Distribution 6 10.5 15 16 19 22 18 26.5 35 - - - - - -
Planning 7 12.5 18 18 26.5 35 25 35 45 36 50 65 55 67.5 80

SALARY TABLES
H U M A N R ES O U R C ES
Commerce & Industry

Large & Middle Capital Companies / Listed Organisations
Role / Years of Experience 3 - 5 years 5 - 10 years 10 - 15 years 15+ years
Head of Human Resources

- - - - - - - - - 100 150 200
(Large Companies)
- - - 42 50 58 73 84 95 70 90 110
(Small / Medium Sized Companies)
HR Generalist / Business Partner - - - 20 34 47 42 58 74 55 68 80
Learning & Development - - - 18 27 35 40 49 58 50 65 80
Compensation & Benefits - - - 30 40 50 42 58 73 60 90 120
Talent Acquisition - - - 21 27 32 42 48 53 50 80 110
Talent Management /
- - - 32 40 47 47 53 58 60 75 90
Organisational Development (OD)
Industrial Relations - - - 21 27 32 37 48 58 55 65 75
HR Operations / Payroll / HRIS - - - 19 23 26 32 37 42 45 55 65
HR Consulting - - - 37 45 53 53 64 74 70 85 100
Small Capital Companies / Non-listed Organisations


- - - - - - 50 55 60 60 90 120
(Large Companies)
- - - 20 25 30 32 39 46 45 63 80
Talent Management /
- - - 20 28 35 35 40 45 45 53 60
Organisational Development (OD)
Industrial Relations - - - 15 18 20 15 20 25 25 40 55
HR Consulting - - - 25 30 35 35 43 50 50 63 75
SALARY TABLES HUMAN RESOURCES
Banking & Financial Services

Large & Middle Capital Companies / Listed Organisations

- - - - - - - - - 100 150 200
(Large Companies)
- - - - - - 55 63 70 70 95 120
Employee Relations - - - 25 35 45 45 63 80 80 95 110
Small Capital Companies / Non-listed Organisations


- - - - - - - - - 60 73 85
(Large Companies)
- - - - - - 30 40 50 50 63 75
HR Consulting - - - 25 30 35 35 43 50 50 63 75
SALARY TABLES
L EG A L , C S &
C O M PL I A N C E
Lawyer - Inhouse
Role / Years of Experience 3 - 5 years PQE 5 - 10 years PQE 10 - 15 years PQE 15+ years PQE
Lawyer - In-house
6 11 15 15 38 60 30 60 90 45 148 250
(All industries excluding Financial Services)
Lawyer - In-house (Financial Services) 8 14 18 18 34 65 50 60 75 70 135 250
Lawyer - Private Practice

Principal Associate / Associate Partner /

Role / Years of Experience Associate Senior Associate
Counsel Partner
Lawyer - Private Practice (Tier 1) 15 21 30 30 42 50 50 60 70 75 - -
Company Secretaries (In-house)

Role / Years of Experience 3 - 5 years PQE 5 - 10 years PQE 10 - 15 years PQE 15+ years PQE*
Company Secretary (Listed) 6 7 12 15 22 30 25 35 50 50 80 -
Company Secretary (Unlisted) 3 5 8 10 16 22 20 30 40 35 - -
Compliance - Ethics & Investigation Counsels (In-house)

Role / Years of Experience 3 - 5 years PQE 5 - 10 years PQE 10 - 15 years PQE 15+ years PQE
Ethics & Investigation Counsels 10 18 25 25 32 40 40 55 70 60 80 120

SALARY TABLES
PR O PE R T Y &
C O N S T R U C T I O N
Business Management
P&L Management - - - 25 44 65 40 65 90 50 85 150 80 125 350
Sales - - - 13 25 50 23 45 75 41 75 150 60 95 300
Marketing - - - 11 24 40 22 45 70 27 70 150 50 90 250
BD / Land Acquisition - - - 10 25 55 20 45 75 30 70 150 50 85 200
Leasing - - - 12 22 40 15 45 65 25 50 150 50 90 250
P&L & Operations

Property & Asset Management 7 12 20 10 30 45 30 50 100 50 80 200 70 100 225
Strategy 15 22 35 20 40 60 35 65 100 60 100 170 - - -
Executive Assistance 12 22 35 15 30 40 30 50 60 50 70 120 - - -
Facilities Management - - - 10 20 30 15 30 40 30 50 80 50 80 150
CRM - - - 8 15 30 15 35 50 21 55 100 40 75 150
Technical
Architecture & Design - - - 8 12 25 15 25 40 25 40 90 40 75 200
Project Management - - - 8 15 20 20 25 35 35 45 100 45 70 200
MEP - - - 6 15 25 12 30 45 25 50 100 40 70 150
Health & Safety - - - 6 12 25 12 25 50 25 35 100 35 45 150
Quantity Surveying - - - 6 10 17 10 20 50 20 30 65 35 50 100

SALARY TABLES
PR O C U R E M E N T &
S U PPLY C H A I N
FMCG / Retail & Healthcare / Pharmaceutical

Top Business Graduates
Procurement 15 23 30 30 50 70 50 75 100 80 140 200
Logistics
15 23 30 30 50 70 50 75 100 80 110 140
(Including Transportation, Warehousing)
Supply Chain 15 23 30 30 50 70 50 75 100 80 140 200
Sourcing 15 23 30 30 50 70 50 75 100 80 100 120
Planning 15 23 30 30 50 70 50 75 100 80 100 120
Non-Business School Graduates

Quality 8 12 15 15 25 35 25 38 50 45 68 90
Procurement 8 12 15 15 25 35 25 38 50 45 98 150
Logistics
8 12 15 15 25 35 25 38 50 45 83 120
(Including Transportation, Warehousing)
Supply Chain 8 12 15 15 25 35 25 38 50 45 98 150
Sourcing 8 12 15 15 25 35 25 38 50 45 68 90
Planning 8 12 15 15 25 35 25 38 50 45 68 90
Captives / Shared Services

Procurement Manager 16 18 20 20 30 40 30 40 50 40 50 60
Vendor / Supplier Relationship Manager 16 18 20 20 30 40 30 40 50 40 50 60
Strategic Sourcing Leader / Manager 16 18 20 20 30 40 30 40 50 40 50 60
Category / Commodity Manager 16 18 20 20 30 40 30 40 50 40 50 60
GM / Head of Procurement - - - - - - 50 60 70 60 80 100
CPO / Director P2P - - - - - - 50 60 70 60 80 100

SALARY TABLES PROCUREMENT & SUPPLY CHAIN
Industrial & Manufacturing

Procurement Manager 14 22 30 20 32 45 35 55 75 - - -
Logistics
14 20 25 20 30 30 30 43 55 40 65 90
(including transportation and warehousing)
Sourcing 14 22 30 20 32 45 35 55 75 75 98 120
Quality 10 13 15 15 25 35 25 43 60 50 70 90
Head of Procurement - - - 20 32 45 40 50 60 60 90 120

SALARY TABLES
T EC H N O LO GY
Corporate IT
MNC & Domestic companies (Listed / Non - Listed)
Role / Years of Experience 5 - 10 years 10 - 15 years 15+ years
Min Avg Max Min Avg Max Min Avg Max
CIO / IT Director - - - 45 63 80 65 100 150
Infrastructure / Cloud / Data Centre 20 30 40 40 55 70 65 75 85
Application / ERP 20 30 40 40 55 70 65 75 85
CISO / Information Security / Cyber Security 25 35 45 45 60 75 70 80 90
Service Delivery / IT Operations /

20 30 40 40 55 70 65 75 85
Project Management
Development, Design & Architecture

Product companies, e-commerce and internet companies
Role / Years of Experience 4 - 10 years 10 - 15 years 15+ years
Min Avg Max Min Avg Max Min Avg Max
CTO / Head of Engineering 30 45 60 60 105 150 80 130 180
Design & Architecture 30 45 60 60 75 90 90 105 120
Software Development 20 35 50 40 60 80 80 100 120
DevOps Engineering 20 35 50 40 60 80 80 100 120
Quality Assurance 15 25 40 40 55 70 60 75 95
Product Management 25 50 75 70 110 150 130 155 180

SALARY TABLES
S A L ES & M A R K E T I N G
Consumer Goods
Candidates with pedigree
Sales / Channel Management 20 26 32 30 50 70 40 70 100 80 140 200
Brand Management / Product Management 20 26 32 30 50 70 40 70 100 - - -
Trade Marketing 20 26 32 30 50 70 40 70 100 100 125 150
Category Management - - - 30 50 70 40 70 100 100 150 200
Communications / PR / CSR 13 17 20 20 30 40 30 43 55 60 105 150
Others
Sales / Channel Management 12 14 15 15 25 35 30 40 50 50 75 100
Brand Management / Product Management 15 17 18 18 29 40 30 40 50 - - -
Trade Marketing 12 14 15 15 25 35 25 35 45 50 75 100
Category Management - - - 18 29 40 30 40 50 50 75 100
Communications / PR / CSR 12 15 18 15 23 30 20 30 40 35 68 100
Pharmaceuticals
Sales (Candidates with pedigree) 8 14 20 18 29 40 25 50 75 60 90 120
Marketing (Candidates with pedigree) 8 14 20 18 29 40 25 43 60 50 75 100
Sales 5 9 12 10 15 20 15 23 30 25 50 75
Marketing 5 8 10 8 12 15 15 20 25 20 40 60
Regulatory Affairs / QA / RA 5 9 12 10 16 22 22 31 40 35 43 50
Communications & CSR 6 11 15 12 20 28 25 35 45 30 45 60
Medical Affairs 8 13 18 12 26 40 30 45 60 50 85 120

SALARY TABLES SALES & MARKETING
Medical Devices
Sales 8 14 20 12 21 30 25 43 60 50 100 150
Marketing 12 17 22 22 28 34 35 40 45 45 65 85
Regulatory Affairs / QA / RA 10 12 15 12 18 22 22 30 40 35 43 50
Clinical / Application / Product Specialist /

6 8 10 8 14 20 15 23 30 25 43 60
Service
Building Materials & Technologies

Sales 6 9 12 10 18 25 20 33 45 30 55 80
Pre-Sales / Specifications 5 8 10 8 17 25 20 30 40 30 40 50
Product / Brand / Marketing 8 12 15 12 19 25 20 30 40 30 45 60
Marketing Communications / PR /
- - - 8 17 25 20 28 35 30 45 60
Corporate Affairs
Education
Sales Manager 8 12 16 14 21 28 25 35 45 - - -
Marketing Manager 10 14 18 15 22 28 24 35 45 40 53 65
Digital Marketing Manager 12 15 18 16 23 30 - - - - - -
Business Director - - - - - - 40 50 60 50 63 75
SALARY TABLES SALES & MARKETING
Retail
Sales Manager / Director 8 13 18 15 23 30 30 45 60 50 100 150
Marketing Manager / Director 5 10 15 10 18 25 20 40 60 50 70 90
E-commerce Manager / Head /

5 9 12 10 15 20 20 35 50 40 65 90
Key Accounts Manager
Retail Business Development Manager /
5 8 10 10 15 20 20 35 50 40 65 90
Head
Retail Operations Manager / Head of Retail 5 12 18 15 23 30 20 30 40 40 95 150
Industrial Goods & Solutions

Sales (Others) 7 11 15 10 18 25 20 35 50 40 60 80
Product Management / Marketing 6 9 12 10 18 25 20 35 50 40 50 60
Application / Technical 5 8 10 8 13 18 15 23 30 25 38 50
- - - 8 17 25 20 33 45 30 45 60
Corporate Affairs
Chemicals
Sales 6 11 15 10 18 25 20 35 50 40 70 100
Brand / Product Management 6 8 10 10 18 25 15 28 40 30 53 75
Application / Technical 5 8 10 8 13 18 15 23 30 25 38 50
- - - 8 17 25 20 33 45 30 45 60
Corporate Affairs
INDIA
Mumbai
5th Floor, 2 North Avenue,
Maker Maxity, Bandra-Kurla Complex,
Bandra (E),
Mumbai BKC 400051
T +91 2242363300 | F +91 2242363301
Gurgaon Haryana
1st floor, Building 8, Tower A
DLF Cybercity, DLF Phase-II
Gurgaon Haryana 122002
T +91 1244525500 | F +91 244525555
Bengaluru
7th Floor, Spaces – The Fairway Business
Park Next to Embassy Golf Link,
Domlur, #10/1, 11/2 and 12/2B
Embassy Golf Links Business Park,
Challaghatta
Bengaluru Karnataka 560071
T +91 806826 6800
enquiries@michaelpage.co.in

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INDIA

Ongoing demand in Technology and Healthcare

The COVID-19 pandemic dealt a major blow to the global

While the global pandemic presents an unprecedented set

APAC FUTURE WORKPLACE STRATEGIES

Throughout the COVID-19 pandemic, digital transformation

TOP 3 INVESTMENT AREAS

Benefits Benefits Benefits

 Streamlined communications  Increased creative thinking D

Popular tools Popular tools Popular tools

APAC FUTURE WORKPLACE STRATEGIES

The breakout of COVID-19 has adversely impacted

Our survey results indicate that only 26% of

APAC FUTURE WORKPLACE STRATEGIES

Many businesses will focus on staffing

APAC FUTURE WORKPLACE STRATEGIES

According to our survey, working from home, either some

Flexible working arrangements

Instead, most employees prefer a Completely flexible at your discretion

Organisations are recognising that there 8%

From our findings, it is clear there is no “one-size-fits-all”

APAC FUTURE WORKPLACE STRATEGIES

With most of the world experiencing some form

ATTRIBUTES THAT COMPANIES VALUE IN EMPLOYEES DURING TIMES OF CRISIS

APAC PEOPLE-FIRST STRATEGIES

80% of companies surveyed believed

Townhalls and webinars will be staples for

APAC PEOPLE-FIRST STRATEGIES

Mental health is a subject that is receiving increased attention

Level of empathy remained the same

Level of empathy reduced

APAC GENDER DIVERSITY

Hong Kong 45%

Top 3 sectors Top 3 job types

Industrial & Retail Internet Chief Finance Marketing Legal

1 Senior executive refers to Director/VP level and above

APAC GENDER DIVERSITY

What are your thoughts around mentorship?

“To me, a mentor doesn’t need to be very

2. Strong belief in the What is your tip for women to succeed in

APAC OTHER DIVERSITY & INCLUSION

According to Sarah Kirk, Global Diversity & Inclusion Director at PageGroup,

Hiring activities among internet-

Remains the same

Sectors with highest Job types with the

Technology & E-commerce Engineering & Data Scientists

Healthcare & Life Sciences Growth Hackers / Performance Marketing

Fintech Sales & Business Development

Industrial & Manufacturing Legal Counsels

There are many advantages to hire contract, interim or

Average annual salary increase by sector

Banking & Financial Services 6.8%

E-commerce / Internet 7.5%

Fast Moving Consumer Goods (FMCG) 7.6%

Healthcare & Life Sciences 8.0%

Industrial & Manufacturing 5.9%

Natural Resources & Energy 4.9%

Professional Services 6.7%

Property & Construction 5.3%

Transport & Distribution 6%

Percentage of companies giving out more than one-month bonus by sector

Banking & Financial Services Professional Services

E-commerce / Internet Property & Construction

2. Strong belief in the What is your tip for women to succeed in

Percentage of companies giving out more than one-month bonus by sector  

3 Strong financial performance

Platforms for research 3 Company mission and values

24% hart a clear path for career advancement that

 F oster a positive work environment and culture

 E nsure that culture, vision and values are embodied