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EXECUTIVE SUMMARY............................................................................................................. 3 RESEARCH METHODOLOGY ................................................................................................... 4 EMERGING CHALLENGES FOR HR LEADERS.................................................................... 9 COMPENSATION AND BENEFIT IN PERSPECTIVE ......................................................... 12 COMPENSATION STRUCTURES TODAY.............................................................................. 23 PERCEPTION OF CURRENT COMPENSATION & BENEFIT POLICIES........................ 28 EMERGING TRENDS IN COMPENENSATION & BENEFITS ........................................... 33 ANNEXURE................................................................................................................................. 37
EXECUTIVE SUMMARY This is the second year of publication of the annual Gallup-Businessworld Compensation and Benefit study. The aim of this study, besides identifying pay-scales across levels for select industry sectors, is also to understand how aspirations and expectations of white-collar employees are shaping up through the years. The study has therefore been conducted in two separate legs- the Employee Leg and the HR Head leg, both of which involved both qualitative and quantitative research. Gallup studied Salary packages across sectors. The IT sector leads by miles when it comes to salary packages offered at the Entry and Junior levels. It is at the Middle level that the churn really happens. While IT by far continues to lead when it comes to salary packages, Telecom comes a close second. At the Senior levels, it is Telecom which offers the highest salaries with IT coming next. Despite talk about the emerging retail sector, the industry is the lowest pay-master among all sectors studied. It is BPO however, which offers the biggest salary jump upon promotion fromJunior to Middle and Middle to Senior Management. Increments upon promotion are comparatively small in the Manufacturing Sector. The good news is that HR decision-makers of leading organizations have their finger very much on the pulse of employee opinion when it comes to factors, which attract talent to an organization. Compensation is critical but what is more important is Career Growth and learning Opportunities. Corporate Image goes far beyond an attractive package. HR Managers are aware of the need to package the organization as a desirable place to work. As an HR Leader put itCorporate Image is not just about how we come across in our campus placements or if we pay top dollar. “It is also about what an employee goes back and tells his spouse about his day at work. It is our effort that no employee ever needs to say ‘oh lets not talk about work please’ when he is with friends” Compensation is more of a hygiene factor but an important one. This is something that both, employees and HR Managers are in agreement with. Overall, employees were appreciative of the trend towards performance -based pay, much more than HR Managers gave them credit for. They, however, felt there was scope to innovate around compensation structuring especially given the changing social (increasing number of women in the workforce,) and economic conditions (Market yielding higher returns than PF) in the country. Employees also wanted more flexibility and more say in how their salaries were structured. Contrary to HR Manager opinion, they did not consider Car schemes more important than retirals. They viewed ESOP’s with cautious optimism, seeing ESOP’s as attractive, yet preferring a spot payment to an equal amount in ESOP’s. Very much like last year, Infosys, the Tata Group and Wipro were perceived to have the best compensation and benefits policies.
Context of the Study:
The Gallup-Businessworld Compensation Survey aimed to benchmark current practices in the area of Compensation and Benefits and understand how Organizations are effectively using Compensation and Benefits as a vehicle for enhancing productivity and organizational excellence.
The broad objectives of the study were • • To understand emerging trends in the field of compensation and benefits. To understand the top management view of the evolving expectations of employees and the effectiveness of existing practices in place in terms of boosting employee engagement and enhancing organizational effectiveness. To identify best practices in the area of compensation structuring and employee engagement measures. To understand the top management view of linkage of compensation and benefit practices with business drivers. To put compensation and benefits in perspective with other tools at the disposal of an organization and study emerging trends. To benchmark current practices in compensation and benefits across industries, levels and functions within organizations. To understand changing expectations on compensation and benefits from an employee’s perspective
• • • • •
Objectives of the Qualitative Phase: • • To understand emerging trends in the field of compensation and benefits. To understand the top management view of the evolving expectations of employees and the effectiveness of existing practices in place in terms of boosting employee engagement and enhancing organizational effectiveness. To understand the top management view of linkage of compensation and benefit practices with business drivers. To identify best practices in the area of compensation structuring and employee engagement measures.Research Design: In order to present an unbiased perspective of Compensation & Benefit practices the study was designed to include both employers and employees. The qualitative phase was largely exploratory involving Focus Group Discussions. The quantitative phase involved administering semi-structured questionnaires. To benchmark current practices in compensation and benefits across industries. To understand changing expectations on compensation and benefits from an employee’s perspective • • • • • 5 . Research was conducted in two phases -Qualitative and Quantitative. To put compensation and benefits in perspective with other tools at the disposal of an organization and study emerging trends. The purpose of this phase was to identify potential trends and provide inputs towards designing an instrument for the quantitative phase. HR managers/ Compensation managers were considered representatives of the employer viewpoint. The objective was to validate inputs gleaned from qualitative research and address the survey objectives stated above. In-depth one on one and telephonic interviews. levels and functions within organizations.
Financial sector (Bank/Insurance). IT. Pharmaceuticals. organizations which satisfied all of the below mentioned criteria were identified as targets for the study on the basis of the following Broad Guidelines o Reputation as an employer of choice o Reputation for having groundbreaking people practices o Profitability and position in the market 6 .To get a larger perspective Gallup and Businessworld identified certain Industry sectors as focus areas. Telecom. o o o o o o o o o Manufacturing. BPO/ITES FMCG Retail Consumer Durables Within each sector.
the research was designed to ensure adequate representation of functions* and levels* across sectors. 87% were amongst the top 20% (as per the perception of the employees covered). Phrama Telecom FMCG Fin. HR managers and Employees were met. The employee population being large and non-homogenous. Finance and Administration Levels: Entry level Junior Management. Mfg. NOTE: Functions and levels were defined as Functions: Front line = Sales and Service Line = Production/Manufacturing Support = HR. Middle Management. 7 . Top Management Majority of the organizations selected for survey featured amongst the top 10% paymasters in their respective industries.Sampling Plan: The sample distribution was as follows. across organizations. IT BPO Retail Consumer Durables Total Qualitative Phase FGDs (Employees) Depth Interviews (Employees) Depth Interviews (HR Heads) Semistructured interviews (Employees) Semistructured interviews (HR Heads) 1 4 5 5 5 5 1 5 1 5 5 5 3 44 2 2 2 2 2 2 2 2 2 18 Quantitative Phase 71 87 80 77 82 88 78 84 84 731 6 4 4 5 3 6 5 7 6 46 As is described above in each industry sector.
M&M Pharma Ranbaxy Wockhardt. Over three fourth of the respondents had previous work experience. TCS. Pfizer. Eicher Motors. 2] 35% of the employees were Graduates. ABN AMRO. HCL BPO. Convergys India Services Private Limited Employees contacted for the study belonged to leading organizations in the above. Biocon. Satyam. Idea Cellular. Wipro Technologies. Kotak Mahindra ICICI. NOTE: 1] All Employees who answered the survey had spent more than 3 months in their respective organizations.specified sectors. majority of them in the IT and Financial sector. VSNL Bharti. Hutchinson Telecom East Limited. 21% were MBAs and 10% had professional qualifications like Engineering/Medicine. Eli Lily Telecom Avaya Global Connect. Aviva. HCL. Standard Chartered IT Flextronics.Reddy's laboratories limited. Sutherland. 23% Post-Graduates. 8 . Wipro Infosys. Dr. Hero Honda. IBM Daksh Accenture. STM BPO/ITES Genpact. Birla Sunlife. Financial Bajaj Allianz.HR Managers included in the study belonged to leading organizations like Manufacturing Tata Steel Tata Motors Maruti Udyog Limited.
Employers need to concentrate on the total package which includes growth.Section 3 Emerging Challenges for HR Leaders Attracting and retaining top-drawer talent The demand-supply equation for talented professionals has heavily skewed in favor of the former.” What is the future of the Managerial Talent Pool in India? In the coming 5 years. the war for talent is not confined to any particular sector of industry as professionals.” This is an especially formidable challenge for the Manufacturing sector. As a result of this. While this sector is competitive at the junior/entry level in terms of compensation offered to freshers. This is the sector where compensation is proving to be a major roadblock in retaining talent. retention has emerged to be a major challenge for HR professionals and line managers across the sectors of industry. openness and transparency wherein the employee feels secured in the belief that the Company lives up to the promises made. which of the following statements do you think would most apply to India? 100% 80% 60% 40% 63% 17% 20% 0% Most attractive destination for the best managerial talent worldwide Home to the best managerial talent worldwide Struggle to meet its Need to look to other countries to meet it’s demand for managerial talent demand for managerial talent 4% 13% 9 . especially those with 3 years of more of experience are moving across sectors. compensation if you ask me is not a major issue. the organization culture and development of individuals. Unlike in yesteryear. rather it is important to create an ambiance of trust. while we believe in paying for retaining critical talent. AM Misra of Tata Steel however has a slightly different take on the issue “this is one of the biggest myths going around. We have been attracting and more importantly retaining the best talents at all levels. At Tata Steel. “switching within the same sector is now seen as “retro” and is generally confined to domain specialists and employees at the entry/junior levels. it simply can’t keep up with the new economy sectors like Telecom and IT when it comes to matching salaries at the higher echelons of the management hierarchy. Mr. It is wrong to consider that employees today are not loyal . As a matter of fact. What sets us apart is the challenging opportunities we provide (as distinct from normal job scenarios) wherein each employee is encouraged to nurture his professional aspirations. Perhaps a true vindication of this is the fact that today we have an attrition rate of 5% when the industry norm is around 10%.
Cross-cultural integration With Indian companies rapidly expanding footprint across the globe. Misra is of the opinion that “ in our quest for international acquisitions. in it’s quest for readymade talent. A lack of work-life balance has been found to drastically affect productivity levels and quality of working conditions for most employees. we need to make sure that we don’t lose what is unique to Tata Steel. We are likely to seen a huge influx of expatriates in the coming few years. A sizeable section (13%) however are worried about the Brain Drain phenomenon. cross cultural integration will be among the biggest challenges that HR Leaders face in the times to come.HR Heads seem to be extremely bullish on India as far as the future outlook of the Talent pool is concerned. According to Mr. By the time these people have 6 years of experience. Misra. We at the Tata Group have always believed in it. the strategy is 90% people centric” says Mr. operating efficiency and care and concern for environment and society. where the opportunities are. it is a survival imperative. Employees are expected to demonstrate how they tie in corporate values while achieving objectives. We need to go where the markets are. Its happened in Thailand. Sangram Tambe of Tata Motors “lies in homegrowing talent. 10 . “ Ensuring work-life balance Work-life balance has been the first casualty of the pressure packed working environment of the corporate world today. on the other hand contends “if you ask me the nationality of Genpact.” Says Sanjay Bhargav of Marico. ethical conduct. I will say that the question is irrelevant. they have had tremendous width in terms of exposure but not enough depth. Mehta. corporate India is borrowing against it’s future” Sanjay Singh of Whirlpool however has a different take “ at the end of the day. we need to make sure we align all our employees to the values and operating principles of the Tata group” Mr.” Mr. Going forward. This is a prerequisite to promotion in some of the forward-looking companies. Let me tell you. Jha “ make that 10 years. it is the job hopping that we are seeing among youngsters of today. We are already looking down the barrel. While operations is one aspect of it. Some organizations like Avaya Global Connect actually have work-life balance as a stated corporate value.they have a booming economy but no leaders to drive it. Whether in Singapore or South Africa. “ Global integration is no more a growth dimension. Many organizations have been trying to enforce this through a series of measures. Mexico or Europe” Building a leadership pipeline “If you ask me the single most worrying trend that I see today. China. If this trend continues. we could be looking at a leadership crisis another 10 to 15 years from now.employee centricity. we are looking at an integration strategy. it does not matter if India has the talent or China has the talent as long as India is an attractive talent destination. a belief in values. where the efficiencies are. “A global outlook and cross-cultural adaptability are among the key competencies that we are looking for in our leaders of tomorrow. We aspire to be a global player in every sense of the word and one our key strategic thrust is towards developing local leadership in all locations that we operate inIndia. Is has led to tremendous spare capacity” “The answer” according to Dr.
acquiring and internalizing them is an essential part of the race to stay ahead. This has emerged to be among the more popular perks in the New Economy organizations Building work-force capability To adequately equip and enable the workforce to improve performance is also an emerging challenge faced by HR Leaders. getting employees to live corporate values and operating principles is a challenge before HR Leaders. especially in view of increased competition in the marketplace. For HR. The nomination is highly coveted and the nominee is better compensated. For New economy industries identifying skills. upon meeting certain criteria of performance. Companies like Eli Lily have a scheme where. an employee.Organizations recognize the need for employees to unwind and spend time with their families. which will be ‘hot’ in the future. Ensuring quality and customer satisfaction It is a buyers market and customers are becoming increasingly demanding.g. Promoting innovation Organizations need to innovate to stay ahead in the race. Customer Satisfaction is built in as a metric in the performance scorecard of all associates in most organizations and carries a heavy weightage. In some organizations once future talent is identified and brought into the organization “Talent Transfer” is encouraged. depending on their performance and aptitude are nominated to work in the centre. Centre for innovation & New initiatives. To facilitate a culture of learning and innovation is an emerging challenge for the HR leaders of today. Some organizations have a separate Business Unit e. regardless of grade gets to pick a location (from a basket of national and international locales) for an all-expenses-paid family holiday. Employees across the organization. 11 . By linking compensation to acquiring the new skill existing employees are motivated to constantly upgrade. Companies like Ranbaxy are investing heavily to upgrade skills of their workforce and even offer incentives and career breaks to acquire higher qualification. employees are the customers and ensuring quality and transparency is paramount in all business processes that the organization undertakes HR as a function is moving away from being a support function to the fulcrum of business strategy. In the process work-force capability in enhanced. Customer Satisfaction is therefore as much a responsibility of HR as that of any other function. Enforcing corporate vales and operating principles In the age of cut-throat competition and considering that numbers are taken as the sole measure of performance.
Compensation at the end of the day is seen as a hygiene factor. build workforce capability and drive performance. A good compensation package will fail to be effective unless backed by suitable managerial input. We. According to Piyush Mehta of Genpact. if not greater determinants of an employee’s satisfaction and morale. Where base salaries are concerned. on the other hand are competitive because we pay for what we value. BN Jha of Avaya Global Connect “many of our competitors have innovation as a stated value but look at their PMS. trust me India will lose it’s price advantage sooner than you think.“ Industry leaders like Genpact carry the onus of setting trends for an economy sector. learning opportunities and the employee’s realization of her self-perceived potential are as important. According to Mr. If we get into the top-dollar game. We believe in pay for performance and have a very aggressive incentive plans. HR leaders feel that how much you pay is not as important as how you pay and what you pay for. To keep an employee happy and productive and to constantly provide avenues for her to hone and make optimum use of her skills and competencies is a challenge that compensation managers will constantly have to deal with. we have taken a conscious decision to be somewhere near the median mark. Factors like job content.if you pay peanuts. The companies today in order to compete.” This quote is fairly representative of how HR leaders feel about Compensation and Benefits as a tool to attract and retain top-drawer talent.” 12 . organizational climate. you get monkeys but paying top dollar will not necessarily get you top guns unless you have compensation practices seamlessly aligned to managerial intent. empowerment and autonomy. have to strike a fine balance between bottom-line orientation and genuine concern for the employee. the entire variable pay is based on meeting financial targets.Section 4 Compensation and Benefit in perspective Compensation put into perspective is nothing more than a reinforcement of management techniques and a reflection of the company’s values. career growth prospects. Our Compensation practices reinforce our values.
a training role in company X is different from a training role in company Y? Employees today carve out their own roles in an organization. Line. Factors like a professional working environment and a caring employer matter more than a fat paycheque when a prospective employee looks at options. as expressed by an HR head. Career Growth &Learning opportunities followed by brand equity of the organization. job content does not seem to figure as a factor for employees when choosing a career. in the pharmaceutical and financial sector and across brand management and production.Top Management. Compensation is also relatively more important to employees in functions like customer relationship and HR.“Job content has today become a hygiene factor.is it anybody’s case that say. The good news is HR managers of India’s leading companies are aware of this sentiment. 13 . employees rank compensation and benefits in second position and brand equity of the organization as a distant third. HR is only too aware of the need for enrichment. It is evident from the above that HR Managers have their finger on the pulse when it comes to the key factors behind attracting talent i. Given the upswing in the economy. attracting the right talent has emerged as one of the big challenges for HR managers of today How are Employers addressing this challenge? What do HR Managers perceive as being important to employees? What factors do they emphasize on while ‘selling’ positions to potential employees? Critical Factors in attracting talent to an organization 70% 60% 50% 40% 30% 20% 10% 0% Career Growth and Learning Opportunities Compensation 54% 55% HR Managers Employees 24% 11%14% 16% 4% Brand Name of the Training Programs Organization 3% Talent pool in the organization 7% 1% Prospects of Overseas assignments 4% 2% 3% Company policies and procedures Organizational culture The chart maps employers and employees perceptions of key attractants to an organization. Surprisingly.” However. Compensation and Benefits comes in a distant but significant third. The message is clearly and well understood all across-money matters but not at the cost of growth. the plethora of career alternatives and employment opportunities.COMPENENSATION & BENEFITS AS A TOOL TO ATTRACT TALENT Talented people are the key resources for any organization in any sector. Everyone in an organization.e. One line of thought regarding this. Look at the Telecom industry.
hone existing ones and work in an environment that’s professional and conducive. The MBA however seems to have lost it’s glitter when compared to last year.Compensation may be important. Another large section (37%) say they believe in paying competitively and stress on career growth opportunities. specialist Post-Graduates like CAs are preferred. In Finance. The writing in on the wall for HR managers to see. Only 11% of the HR Heads interviewed admitted to being in the Top Dollar Game. 87% of HR Managers said that they would prefer an MBA for recruitment at the entry level for the HR Function. HR Heads seem to have taken cognizance. 14 . How much does an MBA matter? An MBA is an overwhelming favorite when it comes to preferred qualification for recruitment at entry level positions. this year too. the Organization needs to package itself as an attractive destination where employees have opportunities to acquire new skills.Policymakers would be interested to know that employees in the pharmaceutical sector especially entry level employees) attribute significantly lower importance to Brand Equity (10%) while employees in Telecom (especially entry and junior management level employees) attribute significantly higher importance to Brand equity of the organization (18%). Like last year. only 67% of the HR Heads covered this year say that a premium is offered to MBAs over others. The corresponding figures for Marketing and Sales were 74% and 51% respectively. Compared to 75% last year. Most organizations(46%) believe in paying competitively and stressing on high rewards for good performance. MBAs don’t seem to enjoy much advantage in recruitment to the Finance function. but if one wants to attract the best talent.
it is again the FMCG Sector which is most open to hiring expatriates with 80% of the companies studied considering the option. The corresponding percentages for the Middle and Senior levels is 28% and 46% respectively. reversed in Support functions (Job content26%. This trend is maintained in Frontline functions.15%) 15 . as many as 40% of the leading companies in FMCG sector and a whopping 50% in the IT sector are considering the option. In the Middle Management. At the Senior level. Working environment -20% . COMPENENSATION & BENEFITS AS A TOOL TO DRIVE PERFORMANCE & BUILD WORKFORCE CAPABILITY The graph represents critical factors that drive performance from an employee perspective Critical factors that drive performance across sectors Total Telecom Manufacturing Financial Sector IT Consumer Durables BPO/ITES FMCG Pharmaceutical Retail Compensation Training Performance Management System Talent Fit Job Content W ork-life balance W orking environment Recognition Pride in work As is evident Compensation and Job content are critical across all industry sectors.20%) while for Line functions compensation is ranked third (Job content23%. compensation.The Expatriate Story Boundary-less effectiveness is the new credo of organizations operating in India. it is the Telecom sector which is most open to the idea of hiring expats (100% of companies studied are considering the option) followed by Manufacturing and IT sectors where 67% of the participating companies are game to having foreigners occupy Senior Management positions. compensation. 20% of the organizations studied are considering hiring expatriates. with compensation being highest at 22% and Job Content coming a close second at 21% on a total basis. The expatriate influx in India is a trickle but is likely to go up significantly in the coming few years. At the entry level.
compensation needs to feature more prominently in strategies aimed at driving performance and building workforce capability. one wonders. To build workforce capability managers say they are currently focusing on talent fit and job content. The message is clear.do HR managers understand this? Is their perception of what drives performance in sync with what employees say? Employees 30% 25% 20% 15% 10% 5% 0% Compensation Training Performance Management System Talent Fit Job Content Work-life balance Working environment Recognition Pride in work HR Managers 28% 23% 16% 7% 7% 9% 11% 3% 4% 22% 15% 14% 10% 4% 9% 7% 5% 7% As is evident there is dissonance. but still at second place. Senior Management rate Job content as primary and Compensation much less important. Trends indicate that the importance of job content increases at higher levels of the management hierarchy. 16 . So Compensation and Job content are key.what HR managers see as key (Talent Fit and Performance Management System) feature only in 4th and 5th positions in an employees mind.is the importance of compensation being underrated? Compensation was the most important determinant of job satisfaction for 72% of employees (“agree” or “strongly agree”).The BPO Sector seems to be doing something right in aligning the PMS to developmental needs of employees as employees feel that the PMS is almost as vital as Compensation in building workforce capability. But considering that 76% of employees feel (either “agree” or “strongly agree”)that a higher pay package would motivate them to work harder towards organizational goals.
In order to retain talent HR Managers need to understand reasons for attrition and factors contributing to the same. In the Financial Sector too.ROLE OF COMPENENSATION & BENEFITS IN ARRESTING ATTRITION It is not enough to attract the right talent. Expectedly. the attrition rates have gone up significantly to hit the danger mark. How bad is the attrition problem? Manageable for the most part. Retaining Technical people is a challenge in the IT Sector. it is at a high 43% in the BPO sector. Marketing and Sales functions see the highest attrition in all sectors. All Industry Mfg. The following table gives the figures in percentage. it is equally important to retain it. the attrition menace in the BPO sector has become more menacing since last year. So why do employees leave? The chart below reflects employee speak Critical reason for attrition ( Employee perspective) 50% 45% % Respondents 48% Employees(Base: 730) 40% 35% 30% 25% 20% 15% 10% 5% 0% Compensation Learning Opportunities Job Content Immediate supervisor Lack of recognition 22% 8% 2% 8% 3% 2% 1% 2% As is evident career growth opportunities are the primary reason followed by the lure of better compensation. IT BPO / ITES Pharma Telecom Financial Sector Consumer Durables FMCG Retail Attrition rates (2006) Attrition rates (2005) 21 17 13 12 15 11 43 40 18 16 18 22 27 18 16 NA 19 NA 25 NA As can be seen. Expectedly again. 17 .
When comparing across levels. Other sectors largely reflect similar trends. So do HR Managers and employees see eye to eye on this one? Do HR managers really understand why employees leave? Reasons for attrition (Entry Level) 70% 60% 50% 40% 30% 20% 69% HR Managers Perspective (Base:45) 51% Employees Perspective (Base: 142) 53% 25% 20% 11% 13% 6% Compensation Career Growth Learning Opportunities 10% 0% 5% 4% Talent Fit Job Content 7% 4% 2% Immediate supervisor 1% Family responsibilities Location of workplace 2% Company policies & procedures Work-life balance Reasons for attrition (Junior Management) 80% 70% 60% 50% 40% 30% 20% 10% 0% 72% 61% HR Managers Perspective (Base:46) Employees Perspective (Base: 292) 46% 24% 17% 9% 8% 7% 2% Compensation Career Growth Learning Opportunities Talent Fit Job Content 8% 2% Work-life balance 11% 3% Immediate supervisor 1% Family responsibilities 2% Lack of recognition 1% Location of workplace 2% Company policies & procedures 18 . senior management (12% named it as a factor) attributes more importance to job content and work-life balance as compared to junior management (6% said that it matters).Is this true across sectors? Compensation seems to be most important in the BPO sector.
Should this be believed? Considering that a significantly higher number of employees (10% entry level employees as opposed to 3% -Junior mgmt.) said they would jump ship even for a hike of less than 20%.HR managers seem to think that entry level employees are easily lured by money. This is probably true given the fact that majority of the employees at this level said they would job hop only for salary differentials of 30-40% Reasons for attrition (Middle Mgmt Level) 60% 50% 40% 30% 49% 58% 51% HR Managers Perspective (Base:45) Employees Perspective (Base: 214) 22% 20% 10% 0% 17% 9% 7% 16% 7% 9% 2% 3% Job Content Work-life balance 16% 13% 2% 3% Lack of recognition Location of workplace 4% Company policies & procedures Compensation Career Growth Learning Opportunities Talent Fit Immediate supervisor Family responsibilities Reasons for attrition (Senior Mgmt Level) 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Compensation Career Growth Learning Opportunities Talent Fit Job Content Work-life balance Lack of recognition HR Managers Perspective (Base:45) 40% 37% Employees Perspective (Base: 82) 31% 22% 20% 12% 18% 16% 6% 7% 9% 10% 11% 7% 4% 7% Location of workplace Company policies & procedures 19 . 5% -middle mgmt and 0% -Senior mgmt.to employees it is clearly more important than compensation. HR managers underestimate the importance of growth and learning opportunities. maybe employee speak at this level needs to be taken with a pinch of salt. At a Junior management level also. compensation is a distant second.but employees at this level claim to differ – they say career growth and learning opportunities are the key enticers.
responses vary across levels. Given this. HR Managers give a higher billing to Job Content over Compensation for Senior Management. which prompts employees to jump ship. Senior managers clearly state that compensation is a distant second. this verified from the fact that almost none of them would consider a job switch for a pay hike of less than 20%. They are clearly underestimating the importance of Compensation for executives at this level. Yet compensation is important as is evident from above. so it is important for HR managers to understand how much of a salary hike would make an employee jump ship? Although close to 40% of the employees say 30-40% hike in pay. it is Career Growth and not Compensation. If organizations want to retain talent. Majority would only move if the salary differential was above 40%. Thus contrary to popular opinion. spot payments and renegotiated salaries (even deferred payments) can be rather ineffective.At the middle management level. they need to ensure that their high potential employees don’t feel stagnated. However.their understanding follows the same trend as employee perception although the importance attributed to parameters is different. sectors and functions 20 . HR managers seem to have better understood the pulse of the employees.
Mean% 21 50% 45% 47% HR Managers(Base:45)-Mean% 29 Employees(Base:292)-Mean % 34 42% 36% Employees(Base:142) . 21 .The below mentioned charts give an idea about the same Entry Level Junior Management 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Upto 20% 20-30% HR Managers(Base:45) .Mean % 32 40% 30% 25% 33% 29% 29% 32% 31% 35% 30% 25% 20% 11% 13% 7% 15% 10% 5% 11% 4% 11% 30-40% Above 40% 0% Upto 20% 20-30% 30-40% Above 40% % Increase in Salary that will make people shift their jobs % Increase in Salary that will make people shift their jobs Middle Management Senior Managemnet 50% 45% 40% 35% HR Managers(Base:44)-Mean% 32 Employees(Base:215)-Mean % 36 50% 41% 40% HR Managers(Base:44)-Mean% 36 Employees(Base:82)-Mean % 36 44% 41% 39% 45% 40% 30% 30% 23% 25% 20% 15% 10% 5% 0% 7% 4% 30% 35% 30% 20% 26% 26% 25% 20% 15% 10% 5% 0% 7% 4% 9% Upto 20% 20-30% 30-40% Above 40% Upto 20% 20-30% 30-40% Above 40% % Increase in Salary that will make people shift their jobs % Increase in Salary that will make people shift their jobs HR Managers appear to have underestimated the salary differential which will cause a person to change his/her job across levels.
while in the IT sector majority of the employees say they will consider a switch for a salary hike on 3040%.The ‘pricier among the priciest’ were junior management and frontline employees in the IT sector. followed by the financial sector (21%) and telecom (16%). Across Functions production/manufacturing seems least vulnerable to attrition. Interestingly people working for companies which rank amongst the top 10% paymasters seem to be the most flighty . though would jump largely for a 30-40% pay hike. Brand Management and HR clarify that they would not consider a switch if salary difference was less than 20%. BPO/ITES at 12% ranks lower than manufacturing (14%).significantly higher number of employees here said they would jump only for a salary hike of more than 40%. Quality. Finance. If one were to compare sectors to judge the ‘priciest’. legal. 22 .Across Sectors significantly higher number of employees in BPO/ITES (especially frontline employees) said they would consider a job switch even for a less than 20% hike in pay. Across functions. Actuarial less so. Employees working in Customer Relationship. Training. Where do employees leave for? IT was the hottest destination for most respondents (30% want to move there). As expected attrition in Marketing& Sales and HR is comparatively higher.a significantly higher % said they would jump even for a raise of less than 20% as compared to those who work for companies which are in the bottom 50% paymasters. it would have to be IT.
500 28.972 32.“what manufacturing offers besides a career is a lifestyle. not-as popular perception will tell you.111 86.571 NA 16. however.959 1.333 60.167 4.000 1.900 NA 1.500 IT 28. Something we here are trying to emulate.958 87.700 29. It is the market leader at the Entry. this is where every engineer should begin his career.17.345 1.20. 672 67.500 31.380 1.464 1.333 1. in-fact the Manufacturing biggies pay better. 912 33.20.from double PhDs to matriculates.249 70.44.840 18.300 Retail 10. These are monthly salaries in Rupees (gross figures).667 41.500 1.452 NA 33.143 NA 60.167 NA NA NA IT clearly comes across as the top paymaster overall.500 17.006 32.000 Telecom 18.14.671 42.976 Mfg. At the Senior levels.000 1.” This however does not explain why this sector has been successfully able to lay hands on some high profile talent at the very top level.500 16.861 27. According to a fresh IIT Graduate working in a leading Manufacturing Organization-“Manufacturing is not glamorous but if you really want to learn.Section 5 COMPENSATION STRUCTURES TODAY The following table indicates the payscales across sectors of Industry. Manufacturing is competitive only at the Entry level. As Mr.556 1. look at the challenge.00.200 81. Besides.15. to IT.296 48.575 NA 31. not hundreds of people and such a heterogeneous profile.500 45.500 84.333 22. For a fresher. 17.500 NA 1.771 57.333 NA 33.722 83. Even on Campus.758 BPO / ITES 12.51. Junior and Middle levels of the Management.778 Financial Sector 220.127.116.11.555 43.57.you are dealing with thousands.000 28.238 Senior Mgmt ‘05 1.667 2. it is is the Financial Sector which pays Top Dollar.755 17. puts it.347 11. Where else do you get to handle complexity of this magnitude?” 23 . The good ones.15.556 2.238 25.536 Pharma 12.317 33.981 65.000 1. BN Jha of Avaya Global Connect.63.200 20.333 2. Level Entry Level ‘06 Entry Level ‘05 Junior Mgmt ‘06 Junior Mgmt ‘05 Middle Mgmt ‘06 Middle Mgmt ‘05 Senior Mgmt ‘06 All Industry 16.47.333 NA 72.000 Consumer Durables 17.57. the really bright ones go for the bigger manufacturing firms.64. however don’t stay-they want to go in for higher studies.50.583 49.611 1. who has earlier worked with the Tata Group.167 FMCG 14.333 NA 62.
the pay-figures do not seem encouraging at all. Namely. The sector is just coming on its own. BPO is where the jobs are. there are no hot-skills which will really jack up salaries.Pharmaceutical The trend is roughly along the same lines as the Financial sector. we need feet-on-street people. BPO is not where the money is. The figures tell the rest of the story. with salaries heading northward across levels. We may be looking at a younger lot of people for the Senior Management. Once they have proved their merit.Yesterday’s sectors? An emphatic no. The odd Rajeev Karawal aside.The new BPO The retail sector seems to have a lot of parallels with the BPO sector where people issues are concerned. “We need good people but if you look closely. Enough said. We never claimed we create millionaires. “The market is glutted all right but you can never count these sectors out.” avers an HR executive. blinding growth rates. The other Sunrise sector.high attrition.What happened to BPO? “Well. It’s a new sector where all the learning will be from scratch. there are rewards galore. But trust me.” 24 . what about BPO? We create jobs. Retail. At the entry level. we are looking at an upswing sooner than you think. huge headcount.” Says a BPO HR manager rhetorically.” Says Pankaj Bhargav of Marico.“ We visit A-tier B schools but that’s not where we hire from in bulk. low entry barriers and low salaries. “There is some consolidation happening in these sectors which has led to jobs being cut. The challenges for retail in India are going to be of a different nature if you compare it with the rest of the world. The story of the Financial Sector The Financial Sector has seen the greatest spurt in Salary levels since 2005. And arguably for the same reasons.people who don’t come with baggage of experience or set paradigms” Consumer Durables and FMCG. These are exceptional people with the right attitude-they believe in working hard and are highly result oriented. Are we looking at an upward curve in the coming few years? “Unlikely” says the HR Head of a Retail Major. Meaningful jobs.conservative at the Entry and level and competitive at all other levels.
No surprises here. As an HR Leader put it. HR today does not fetch much premium as a functional discipline. we will have to ensure parity for existing employees. 13 17 IT 20 17 BPO / ITES 18 15 Pharma 15 15 Telecom 13 13 Financial Sector 15 15 Consumer Durables 12 15 FMCG 13 15 Retail 21 24 Middle Mgmt 18 17 18 15 20 20 12 18 15 25 Senior Mgmt 17 15 15 12 20 18 12 18 17 24 Retail clearly emerges to be the leader here with 20% salary jumps across levels. does the differential hold true across levels etc. The following table helps put all this in perspective (data only indicative) Assuming a base salary of Rs. We will increase headcount but there’s no point going overboard to get people in. which function/specialization pays more. If we bring in new people at higher salaries. 2007 will see salaries going up but it won’t exactly be a bonanza. HR and Quality are the functional disciplines likely to command a premium. The scenario is however likely to undergo a sea change. salaries pan out as follows Production/ Manufacturing 85 91 101 HR Junior Management Middle Management Senior Management 100 100 100 Marketing 104 109 118 Sales 102 110 112 Technical 95 100 98 Training 91 91 95 Finance 94 97 105 As can be seen. We don’t want a situation where we cannot justify our wage bill and have to retrench. In the next 5 years Marketing. Jobs will created but those looking for quantum jumps in their salary package are likely to be disappointed.100 for HR at leach level. This could snowball into something we had rather avoid” There is always curiosity about who is earning how much.“We are being cautious. 25 . Marketing and Sales are the highest paid functions.How much will Salaries rise? Salaries are expected to rise as follows at various levels of Management in the next 12 months Level Entry Level Junior Mgmt All Industry 16 17 Mfg.
Market Research. if figures are to be believed. Competency Mapping at Senior management level Within Marketing. Market Research at Senior management level Although HR may not be coveted at senior levels. Supply chain at Middle management level New Product development. which will command a premium. post-graduates are likely to receive higher raises as the table below indicates. does sticking to an organization make sense? Yes. Good Performer Graduate Post Graduate Engineer 97 120 117 Average Performer 57 72 74 26 . In this age of job-hopping. Market Research at Junior management level New Product development. Even average performers who are simple graduates can expect a 65% increase in salary. include: Sales promotion management. Compensation and Competency mapping at Junior management level . which will command a premium.Training. specific skills. Recruitment. which matters. Does qualification matter? In one word-Yes.Organizational development. Marketing and Technical will certainly command a premium. In other words.Performance Management. he can more than double his starting salary. Performance management. Though some organizations claim that qualifications are only looked at the time of recruitments and subsequently. Organizational development. Marketing communication. Competency mapping. Compensation and Training at Middle management level . include: . Supply chain. A post-graduate who is a good performer can expect an increase of 117% over 5 years if he sticks to his first job.Within HR specific skills. it is performance.
Raises are conservative in the Manufacturing Sector. Level Junior-middle management Middle-senior management All Industry 29 35 Mfg. This. “ There is a deep sense of stagnation among employees in this sector. Progress here is very slow but it can’t be helped.Retail is where to head if it is money one is looking for.How much does salary go up upon promotion? The following table gives the percentage increase upon promotion in various sectors of the Industry. when I started out on a higher package when we passed out. it continues to be a favoured destination for Middle level executives looking for a change. it is Retail which offers the biggest jump. the BPO sector offers maximum jump upon promotion. Figures confirm what anecdotal evidence seems to suggest. Upon promotion from Middle to Senior level. The message for middle level executives looking at a jump. There are simply too many levels” 27 .” Says an employee with an automobile major. 21 29 IT 28 28 BPO / ITES 50 44 Pharma 13 38 Telecom 25 31 Financial Sector 29 38 Consumer Durables 25 25 FMCG 28 33 Retail 41 54 As can be seen. However. “I see my batch-mate from IIT who works with a Telecom sector driving an Esteem while I still drive an Alto.that employees in the Manufacturing sector have a long wait before they see a significant difference in their financial lot.
Section 6 PERCEPTION OF CURRENT COMPENSATION & BENEFIT POLICIES Is compensation commensurate with efforts involved? Probably given the bias in the sampling where majority of the respondents worked for organizations which featured amongst the top 20% paymasters in their industry sector. this opinion was more pronounced in Manufacturing and Telecom and more pronounced in junior management than other levels 28 . three fourth of the respondents felt they were fairly compensated for their efforts. majority of the respondents agreed that their salaries were competitive when compared to colleagues at the same level in different companies. Across sectors. I feel that I am fairly compensated for my efforts by my company 100% 85% 78% 80% 76% 68% 76% 69% 74% 74% 76% 60% 40% 20% 0% Manufacturing IT BPO / ITES Pharmaceutical Telecom Financial Sector Consumer Durables FMCG Retail Is compensation competitive? Again being from the top 20% paymasters. Employees asserted that a satisfactory system to reward good performance existed in their organization.
the key grievance seemed to be that although the pay package took care of medical needs of self. The pay package offers me enough flexibility to do what I want with my money 100% 80% 74% 65% 72% 78% 70% 64% 51% 65% 67% 60% 40% 20% 0% Manufacturing IT BPO / ITES Pharmaceutical Telecom Financial Sector Consumer Durables FMCG Retail When referring to flexibility in compensation package employees were also perhaps referring to salary structure.given a choice between a higher aggregate pay package which translates into a lower take-home post taxes to a lower aggregate package which is more tax friendly. spouse and children. Comparatively higher number of employees in manufacturing and telecom strongly assert that their pay package offers adequate flexibility. This was especially true in the BPO/ITES and Manufacturing sector. As pointers to innovate around employee where asked about their specific grouses with regards to their compensation package. most employees preferred the latter. it did not adequately address medical needs of dependent parents.My company is competitive in terms of the salary offered to employees at my level 100% 77% 80% 80% 64% 64% 65% 64% 68% 74% 56% 60% 40% 20% 0% Manufacturing IT BPO / ITES Pharmaceutical Telecom Financial Sector Consumer Durables FMCG Retail Is the compensation package flexible? There is scope for innovations around structuring of the pay package as less than a fifth of the employees strongly feel that their pay package offers them enough flexibility to do what they want with their money. 29 .
30 . However there was good news on the gender equity front. movement towards nuclear families etc). The scenario is healthiest in the IT and Telecom sectors. I feel that I will be able to maintain my current standard of living post-retirement 100% 80% 60% 40% 20% 0% Manufacturing IT BPO / ITES Pharmaceutical Telecom Financial Sector Consumer Durables FMCG Retail 74% 67% 54% 58% 47% 55% 49% 58% 49% With my current levels of savings and investments. I feel that I will be able to provide for medical emergencies like accidents/severe illness post-retirement 100% 80% 65% 60% 40% 20% 0% Manufacturing IT BPO / ITES Pharmaceutical Telecom Financial Sector Consumer Durables FMCG Retail 73% 56% 39% 50% 55% 53% 51% 51% Is the compensation structure innovative in the context of changing socioeconomic scenario? Only slightly over 50% of the employees felt that their company’s compensation policies are innovative in terms of addressing changing needs of employees in view of today’s social and economic changes (increase in the number of female employees. Employees in Manufacturing were particularly unhappy on this count.Does the package effectively address post retirement needs? There is concern that the current levels of savings and investment may not make it possible to maintain the same standard of living post retirement and provide for medical emergencies like accidents/severe illness post retirement. This concern was voiced across sectors. particularly the Pharma sector. With my current levels of savings and investments.87% of respondents asserted that there is no discrimination in how men and women are paid in their organization.
the social security needs of employees are still calling for attention. Car scheme and Credit card are offered to Middle and Senior Management in most companies. other benefits including Foreign Trips. but they do not consider retirals as employees do. Manufacturing also scores significantly lower on ‘system to determine salary hikes is fair and objective’. Perception of benefits.Opinion of promotion policies. From an employee perspective Medical Benefits (87%) Housing Support (67%) and Retirals (57%) are the three most essential benefits. Employees also approve that HR leaders are doing a reasonably good job of bringing in transparency into promotion practices (60% of employees polled are of this opinion).they feel that to employees Car scheme. Employees seem satisfied with this. HR managers’ opinions seem to reflect the employees’ viewpoint when it comes to Housing and Medical schemes being important.78% of employees endorsed that promotions were accompanied by a commensurate hike in pay. 31 . ESOPs and Flexible benefit plan are as or more important than retirals. Housing Support and Employee referral are more universal in scope. Is the dissonance real? Despite the conflict it is evident that while decision makers are focusing on higher order needs. financial services significantly better. Manufacturing fares the worst on this count. The most common benefits across industries seem to be o Performance based rewards o Health Benefits o Car Scheme o Medical Benefits for spouse and children o Cell phones and laptops o Medical Benefits for dependent parents o Employee referral scheme o Housing Support The comparatively less common ones are o Credit card o Flexible Benefit Plan o ESOPs o Foreign Trips/ Vacations o Sponsored Family outings The uncommon ones are o Crèche o Post retirement medical benefits o Paternity leave o Adoption Leave While ESOPs.
living alone and need Social security. Corporate India has a long way to go to display more sensitivity towards the new trend of nuclear families where fathers need to take time off to support their wives during pregnancy.most companies who are not offering these benefits currently are considering offering them in the next 2 years. Both spouses need to share responsibility. Gender roles are getting redefined. However this scenario will change in the next two years as most of these benefits could come into effect across organizations. 32 . postretirement medical benefits become extremely important. This is evident from the fact that paternity leave has still not come into vogue. The message is clear.that the HR policies are not responsive to the changing socio-economic scene of Corporate India. employees are living longer. Creche facilities need to be made available keeping in view the increasing incidences of mothers of children taking up work. Among the gripes heard from Employees.Corporate India needs to be better aware of the changing needs of it’s employees. Considering that people today are living longer and in the age of nuclear families.Today.
Pay for performance in.Section 7 EMERGING TRENDS IN COMPENENSATION & BENEFITS 1] Towards performance based pay The credo most leading organizations seem to follow is to pay competitively and stress on high rewards/career growth for good performance. The quantitative phase validated this . Why? Perhaps because employees understand the monetary benefits and perhaps because employees’ working for organizations where pay for performance exists are significantly more likely to feel that o My company is competitive in terms of salary offered to employees at my level. So do employees across sectors welcome this trend? Perception of performance based pay across sectors Employees who feel the trend is welcome 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Mfg. causing them to view their compensation package more positively. Close to a third of HR managers though expressed concern that ‘pay for performance’ was not going down well with employeesthese managers can now relax as a whopping 82% employees are saying that the trend in fact a welcome one. 33 .81% of the respondents asserted that this was indeed a noticeable trend. o Promotions are accompanied by a commensurate increase in salary Thus. IT BPO/ITES Pharm a Telecom Financial Sector Consum er Durables FMCG Retail 90% 70% 75% 67% 70% 83% 77% 66% 65% Industry sectors From the above graph it is evident that the trend is welcomed by employees across sectors especially in the Manufacturing industry. Qualitative research had indicated that performance based pay was increasing becoming popular with HR managers and employees.
As can be seen. So. All Industry Entry Level Junior Mgmt Middle Mgmt Senior Mgmt 12 14 17 20 Mfg. 17 IT 20 BPO / ITES 19 Pharma 14 Telecom 18 Financial Sector 21 Consumer Durables 14 FMCG 14 Retail 18 No surprises here. If there are any doubts left. we consistently reward good performance with monetary incentives. It is also interesting to note that 50% of weightage is assigned to non-financial parameters of performance and “leadership competencies” for incumbents in Senior Management role. All Industry 17 Mfg. The variable component of the pay depends on both individual/team and organizational performance and increases across levels of the management hierarchy. There is greater acceptance among employees regarding variable pay and the total variable payout as a percentage of the total wage bill has been increasing over the last 3 years The Retail sector has the greatest orientation towards performance in it’s pay structure. According to an HR head of a Banking major-“ A big part of Compensation Package of most associates is at risk and unlike many other sectors.” 34 . 100% of the organizations studied have a Variable Pay Plan in their salary structure. where the variable component is added only to swell the CTC figure. 10 11 15 17 IT 5 14 24 26 BPO / ITES 12 13 13 19 Pharma 20 Telecom 13 14 18 25 Financial Sector 11 11 14 23 Consumer Durables 10 13 14 12 FMCG 10 13 14 16 Retail 19 22 25 27 Performance based pay is increasingly becoming popular even among the support functions. the percentage of variable pay increases across levels. the Financial Sector takes the cake in rewarding performance.Is Variable pay here to stay? The following table answers the query. how much do organizations shell out to reward performance? The following table indicates the total variable payout as a percentage of the wage bill over the past 12 months for various sectors.
level or function. employers and employees had both lost interest in ESOPs. Rewards can be in the form of Certificates/Mementos/Cash /Paid holidays/foreign trips/expensive dinners. Some lessons have however been learnt from the past and employers are more discriminating while offering ESOPs. Incidence increased with increase in management level.timely/early project completion. (this is at variance with the opinion of HR Leaders of the Financial Sector as a majority say that Performance Orientation is strongly built into the Compensation Structure). customer satisfaction etc. A significantly higher proportion of experienced professionals had a performance based component in their compensation package as compared to freshers.000. HR leaders contend that ESOPs are here to stay. Performance based Rewards Rewards are used as a tool for recognition. Rewards are fast gaining popularity and the trend is towards providing one time reward/ recognition rather than compensation renegotiation. All companies surveyed had a Performance Pay Plan in their salary structure. the rest was cut as tax.00. Some organizations offer ESOPs to their best performing employees irrespective of grade. Besides. 70. 1. I received only Rs.000” 2] ESOP’s on a comeback trail 63% of the employers polled said they currently offer ESOP’s and of those who don’t a third indicated that they were considering offering ESOP’s in the next 1 or 2 years. Many things are rewarded. Other organizations restrict ESOPs to middle and higher management 35 . motivation and sometimes even for attracting and retaining employees. The company should have borne the tax on this or at least clarified that the award is only Rs. ESOPs are again flavor of the season among HR Leaders in the new economy sectors of the industry. 70.How common is pay for performance? Majority (69%) of the employees polled also said they had a performance based component in their compensation package. However unlike what employers would like to believe rewards are not entirely appreciated even by rewarded employees-“ What’s the point of sending me on a foreign trip and making me pay the tax on it?” or “ I was told I would receive Rs. excellent project execution.000 for my performance. The percentage was significantly higher in BPO/ITES and Telecom sectors where 77% and 83% respectively said that they had a Performance Based component in their pay structure. The exceptional performance of stock markets is a factor behind this. and significantly lower in the financial sector where only 58% said that a part of their pay was at risk. After the slump in stock markets post 2001. ESOPs will have a higher lock-in period. HR leaders however feel that ESOPs are a potent retention tool and also boost performance by giving employees a stake in the organization’s fortunes.
3] Are retirals in or out? There is a reasonable amount of contradiction concerning ‘Retirals’.59% felt ESOPs were an attractive mode of compensation.many (54%) feel that as the market yields more benefits than retirals like pension.What is the response of employees? Cautious optimism. 36 . However 75% of employees perceive retirals as mandatory savings. Employees obviously prefer the solid reassurance of cash in their bank accounts to the lure of notional lucre. Despite this faith employee opinion is divided. Policymakers are of the opinion that retirals are a component of the compensation package only because the law mandates it. Senior management was more positive then middle management. needs. However given a choice between ESOPs worth 20% of their annual take home or a spot payment of the same amount. junior management was more positive than entry level employees. The sentiment was reflected across sectors. This was especially true of the BPO/ITES sector. a growing number of employees demand post-retirement health benefits. which are effective in addressing post retirement financial. However. the retirals component should be brought down to 15-16% from the current 20% of basic pay. Perhaps at higher levels of management ESOP’s look more favorable. more employees (54%) preferred the latter option. They are clear that a higher take home is preferable in lieu of retirals like PF.
1 A satisfactory system to reward good performance exists in my company 100% 80% %Top2Box 75% 77% 78% 66% 82% 74% 73% 76% 77% 60% 40% 20% 0% Mfg. IT BPO/ITES Pharma Telecom Financial Sector Consumer Durables FMCG Retail Chart .ANNEXURE I feel that I am fairly compensated for my efforts by my company 100% 85% 80% 69% 78% 76% 68% 76% 74% 74% 76% %Top2Box 60% 40% 20% 0% Mfg. IT BPO/ITES Pharma Telecom Financial Sector Consumer Durables FMCG Retail 37 .
IT BPO/ITES Pharma Telecom Financial Sector Consumer Durables FMCG Retail 65% 74% 72% 78% 70% 64% 51% 65% 67% %Top2Box 38 .Chart .3 The pay package offers me enough flexibility to do what I want with my money 100% 80% 60% 40% 20% 0% Mfg.2 The pay package offers me enough flexibility to do what I want with my money 100% 70% 65% 70% 80% %Top2Box 67% 60% 40% 20% 0% Entry Level Junior Management Middle Management Senior Management Chart .
4 With my current levels of savings and investments. IT BPO/ITES Pharma Telecom Financial Sector Consumer Durables FMCG Retail Chart . I feel that I will be able to maintain my current standard of living post-retirement 100% 80% %Top2Box 74% 67% 54% 58% 47% 55% 49% 58% 49% 60% 40% 20% 0% Mfg.Chart .5 Three most important benefits that should be provided to employees in your organization? 100% 80% 60% 40% 20% 0% Medical Retirals Housing Support Car Scheme ESOPs Flexible Benefit Plan Loyalty Bonus Incentives Performance Based 85% 76% 51% 24% 55% 48% 50% 37% 34% 43% 34% 17% 20% 1% Employees HR 39 .
7 Why do you feel Infosys has the best Compensation and Benefit Policies? 100% Employees 80% 60% 39% 40% 20% 0% Good Pay Package Good Compensation Good Company Good Benefits Others 31% 15% 5% 10% 40 .Chart .6 Which of the following benefits do you currently offer to your employees? 98% 100% 87% 80% 60% 40% 20% 0% 80% 72% 64% 65% 48% 38% 24% 28% 20% 9% ESOPs Performance Based Rewards Sponsored Family outings Foreign Trips/Vacations Car Scheme Housing Support Corporate Credit Card Cell Phones & Laptops Employee Referrel Scheme Health Benefits Flexible Benefit Plan Paternity leave Adoption Leave Creche Facilities Post retirement medical benefits Medical benefits for employees spouse and children Medical benefits for employees dependent parents Loyalty Bonus 96% HR 64% 93% 80% 30% 35% Chart .
9 Why do you feel Tata has the best Compensation and Benefit Policies? 100% Employees 80% 60% 40% 19% 20% 0% Insurance Policy for Good Pay Package Employees Inexpensive food Good facilities Good Compensation Others 31% 15% 11% 12% 12% Chart .Chart .8 Why do you feel Wipro has the best Compensation and Benefit Policies? 100% Employees 80% 60% 40% 16% 20% 3% 0% Good Pay Package Good Compensation Good Company Good Benefits Others 48% 16% 17% Chart .10 41 .
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