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2020-Compensation-Best-Practices-Report - Payscale PDF
2020-Compensation-Best-Practices-Report - Payscale PDF
CO MPE NS ATIO N BE S T
P R A CTICE S RE PO RT
WINNING THE
JUGGLING ACT
HOW STRATEGIC COMPENSATION ATTRACTS AND RETAINS
TOP TALENT IN A TIGHTENING LABOR MARKET
1
Contents
3 6 27 29
EXECUTIVE SUMMARY CHAPTER ONE SPOTLIGHT CHAPTER TWO
Compensation Best Practices 2019 Year in Review Hot Skills Define the New Variable Pay and Benefits to
When Qualified Talent is War for Talent Attract and Retain Top Talent
Scarce…and Getting Scarcer
38 49 52 54
CHAPTER THREE CHAPTER FOUR CRYSTAL BALL SURVEY METHODOLOGY
Compensation Perceptions, Compensation Practices of Predicted Challenges
Communication and Manager Top Performing Organizations for 2020
Training
2
EXECUTIVE SUMMARY
3
Highlights
COMPENSATION INCREASES
In 2019, 66 percent of organizations agree or strongly agree that retention is a top concern, which
is similar to last year. In 2019, 82 percent of organizations gave base pay increases, with 3 percent
being the most prominent increase given, which is also similar to last year. Eighty-five percent of
organizations plan to give base increases in 2020. In addition, organizations are continuing to employ
a variety of tactics to attract and retain top talent. These include merit-based pay (60 percent),
learning and development (57 percent), discretionary bonuses (34 percent), and more perks
(26 percent).
TOP PERFORMERS
In addition to all of the above, top performers also differentiate by offering higher base pay increases
as well as more varied incentive pay, such as company-wide bonuses, profit sharing, and employee
referral bonuses in addition to individual incentive bonuses. Top performers were more likely to have
a dedicated compensation team, to have conducted a full market study on compensation within
the last six months and use both third-party survey data as well as paid subscription data (like
PayScale). Top performing organizations were also better communicators about pay decisions and
offered manager training on compensation basics in higher percentages than non-top performing
organizations. Top performing organizations were more likely to provide more benefits, especially
tangible benefits, and agree that employees know how to get to the next level of their career
within their organization. Finally, top performers were more likely to ensure they are part of their
organization’s strategic decision-making processes.
MARKET DATA
The majority of organizations (57 percent) have completed a salary market data study at least once
in the last 12 months. The majority of organizations (52 percent) also reference market data for
individual job titles at least twice to year; 17 percent did so monthly, 14 percent did so weekly, and
6 percent do so daily. Organizations are also continuing to understand the importance of using
multiple data sources. Eighty-four percent of organizations use more than two data sources and
4 percent used more than five data sources.
4
BENEFITS AND PERKS
Organizations are continuing to offer standard benefits in high percentages, such as medical, dental
and vision insurance (78 percent), retirement contributions via a 401K or 403B (73 percent) and
accrued or granted PTO (60 percent). However, more atypical benefits are also being offered and
have grown in popularity. For example, remote work is now offered by 48 percent. Education or tuition
reimbursement is offered by 45 percent of organizations and flex-time is offered by 39 percent of
organizations. Paid parental leave is also growing in popularity at 38 percent. Unlimited PTO, which is
still unusual, has blossomed to 11 percent.
Seventy percent of organizations say that they either have a compensation philosophy/strategy or are
working on one. Thirty percent of organizations use pay ranges for each job position and 24 percent
still use pay grades. Seventeen percent use a mix. Most organizations continue to want to be more
transparent about their pay practices than they are currently, with the majority targeting Level 3 or
4 on the Pay Transparency Spectrum. However, only 38 percent of organizations currently share pay
ranges with employees on their job position, 2 percent higher than last year.
PAY BRAND
A pay brand is how employees and job candidates view an organization’s compensation philosophy
and practices. When we asked employers to provide commentary on their pay brand, responses were
all over the map, with some organizations lauding their pay brand as industry-leading and others
saying they do not have one at all or that their pay brand is perceived poorly. Most organizations
felt that their pay brand was perceived better by job candidates than actual employees. Forty-seven
percent of employers rate their pay brand as either good or very good for job candidates while only
43 percent of organizations rate their pay brand as good or very good for employees.
PAY EQUITY
Thirty-eight percent of organizations plan on doing some kind of pay equity audit in 2020. These
organizations were also more likely to be top performers. Sixty two percent said they don’t plan to
do an audit, but some from this group may have already done one or don’t need to because they
continuously monitor their compensation data for internal pay equity.
5
Chapter One
2019 YEAR
IN REVIEW
6
2019 was another year of record job growth and low unemployment. Many economists
predicted that we would enter a recession by the end of 2019 or early 2020, but that hasn’t
happened. We are now in an eleven-year bull market. The U.S. Bureau of Labor Statistics (BLS)
reported the national unemployment rate at 3.5 percent in December of 2019, which was 0.4
percent lower than in December of 2018. This is a 50-year low for the unemployment rate, which
was last at 3.5 in December of 1969.
Over 2.1 million jobs were added to the U.S. economy in 2019, with jobs added in November
smashing expectations as economists anticipated a recession. Nominal wages for all nonfarm
employees rose 3.01 percent year-over-year in December 2019. With unemployment at 3.5
percent, we are — still — in a job seeker’s market.
According to our survey data, organizations see recruiting (21 percent) and retention (22
percent) as their biggest HR challenges in 2020. Forty-two percent of organizations say that the
strong job market has increased their turnover rate while 48 percent say that it has not changed
their turnover rate. Regardless, there are more job opportunities than talent available to fill them,
making strategies to attract and retain top talent a high priority for most organizations.
In this chapter, we look at the leading compensation trends from 2019 to answer the questions
HR leaders and compensation professionals want to know most. These include the average
base increase employees received in 2019 as well as the leading rationale for raises, what
involvement executive leadership has in compensation strategy, how organizations are
evaluating and compensating competitive jobs by industry, which jobs are toughest to fill,
and what steps organizations are taking with compensation to retain top talent. In addition,
we will also look at the salary market data organizations are using and the top trends around
compensation strategy, structure, and team roles.
7
BASE PAY INCREASES IN 2019
BUDGET FOR BASE PAY INCREASES IN 2019 AVERAGE BASE PAY INCREASE GIVEN TO EMPLOYEES IN 2019
34%
29%
15%
16% 13%
12% 9% 9%
11% 8%
8% 8% 6% 6%
6% 3%
4% 4% 1%
1%
3%
9%
5%
1%
5%
49
99
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8
When looking at the highest pay increases organizations gave in
2019 (not related to promotion), the allocations are varied. Similar
to previous years, 7 percent cited 3 percent raises as the highest
amount they gave while 19 percent gave 10-14.99 percent raises.
Nine percent of organizations gave raises between 20-30 percent
and 4 percent gave more than 30 percent raises. Enterprise
organizations (5,000 or more employees) were more likely to give
higher raises of 20-30 percent (11 percent) or over 30 percent HIGHEST BASE INCREASE GIVEN TO ANY EMPLOYEE IN 2019
(7 percent) compared to small organizations (1-99 employees), of
which 8 percent gave raises between 20-30 percent and only 19%
3 percent gave raises over 30 percent.
14%
9% 9%
8% 8%
7% 7%
5%
4%
3% 3%
2%
1%
3%
9%
9%
9%
9%
0%
%
1%
99
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9
TOP THREE REASONS FOR GIVING BASE PAY INCREASES
IN 2019 IN ORDER OF IMPORTANCE
The reasons for giving raises varied by organization, but HOT SKILLS
reason for base adjustments at 23 percent each, followed by INTERNAL PAY INEQUITIES
(NON COMPLIANCE-RELATED)
Performance at 18 percent. The least cited reasons for base pay
increases were Merger or Acquisition and Compliance. However, COST-OF-LIVING
Internal Pay Equity not related to Compliance was a strong third RETENTION
reason for base pay increases, following only Retention
(22 percent) and Market Adjustment (21 percent). COMPLIANCE
10
BASE PAY INCREASES BY OCCUPATION
When breaking down 2019 base pay increases by occupation, we find that a 3 percent raise is
the largest category of raise for most occupations. However, some organizations gave increases
less than 3 percent to a majority of employees (Education, Government, Healthcare & Social
Assistance) or increases of greater than 3 percent to a majority of employees (Agencies &
Consultancies, Engineering & Science, and Technology).
CONSTRUCTION
EDUCATION
GOVERNMENT
MANUFACTURING
NONPROFIT
OTHER INDUSTRIES
11
IMPACT OF BASE PAY INCREASES 2019 OCCUPATIONS WITH 3% OR HIGHER WAGE GROWTH
Wage stagnation is the study of how income has failed to keep INSTALLATION,
MAINTENANCE & REPAIR
3.4% 2.5% 14.2% 11.4%
pace with inflation, resulting in reduced purchasing power even
TRANSPORTATION 4.4% 3.3% 15.8% 12.4%
when increases are given annually. The nominal wage growth
rate is how much wages have increased year over year. The real INFORMATION TECHNOLOGY 3.2% 2.2% 20.9% 16.4%
risen marginally since 2013, with another dip in 2018. ACCOUNTING & FINANCE 2.3% 1.6% 16.9% 13.3%
10%
CONSTRUCTION 2.9% 2.1% 13.8% 10.8%
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 HEALTHCARE PRACTITIONERS
& TECHNICAL
2.7% 1.9% 18.1% 14.2%
-5%
-10%
HUMAN RESOURCES 1.2% 0.7% 18.1% 14.2%
NOMINAL OCCUPATIONAL INDEX (BASE 2006) REAL OCCUPATIONAL INDEX (BASE 2006)
LEGAL 2.5% 1.9% 16.9% 13.3%
MANUFACTURING &
PRODUCTION
2.2% 1.6% 14.7% 11.5%
However, when we look at wage increases by occupation, we
MARKETING & ADVERTISING 1.7% 1.1% 20.3% 15.9%
don’t see the same story. Professional occupations have fared
better than general occupations, with some seeing notable growth MEDIA & PUBLISHING 2.0% 1.4% 16.6% 13.0%
compared to 2006, even when adjusted for inflation. In 2019, RETAIL 2.0% 1.4% 12.9% 10.1%
some occupations showed nominal wage growth higher than SALES 1.2% 0.8% 10.1% 7.9%
the common 3 percent increase base pay, such as Installation, SCIENCE & BIOTECH 2.3% 2.0% 17.7% 13.9%
Maintenance & Repair, Transportation, and Information SOCIAL SERVICES 2.5% 2.0% 18.4% 14.4%
Technology. When adjusted for inflation, occupations in
PayScale’s index to see the least amount of increased purchasing
power are Food Service & Restaurant occupations and Sales.
12
THE IMPORTANCE OF
COMPENSATION PLANNING
As salary data becomes more accessible online, organizations are DOES YOUR COMPANY HAVE A FORMAL
becoming more aware about the importance of fair and transparent COMPENSATION STRATEGY/PHILOSOPHY?
pay practices and more sophisticated in their compensation
management and planning abilities.
13
We asked respondents for the top reasons that would lead them
to change their compensation strategy. Retention was at the
top of the list, with 34 percent of organizations citing it first.
Recruitment was also a high priority. Interestingly, paying for
hot skills was third overall, and the most prominent third reason COMPETITIVE JOBS
organizations gave for changing their compensation strategy.
Satisfying Millennial employees and conducting a gender pay We define competitive jobs as those that can be hard to fill
equity audit factored somewhere in the middle, but with enough because they are in high demand. We asked organizations
prominence to warrant consideration for future compensation to share their strategies for compensation when it comes to
planning and budget allocation. competitive jobs. Overall, 50 percent of organizations say they
compensate more for competitive jobs (e.g. you pay in the 50th
percentile for most jobs but in the 75th for engineers, which is a
TOP 3 REASONS TO ADJUST YOUR COMPENSATION STRATEGY competitive category).
RECRUITMENT
MILLENNIAL EMPLOYEES
GENDER PAY
EQUITY AUDIT
50%
OTHER
CEO-TO-WORKER
PAY RATIO
NO
CONTRACTOR RULES
UNSURE
PAY FOR OTHER
PROTECTED CLASSES
14
We also looked at compensation practices by industry for competitive When it comes to how organizations compensate more for
jobs and found that some industries are more likely to compensate competitive jobs, larger organizations were more likely to target
more for competitive jobs, such as Real Estate, Rental & Leasing a higher market percentile than smaller organizations. Small
(62 percent), Engineering & Science (60 percent) and Technology organizations were more likely to emphasize tangible and intangible
(59 percent) while other industries were less likely to do so, such as benefits. However, small organizations were also slightly more
Education (30 percent) and Government (31 percent). likely to offer a market premium in base pay (48 percent) over larger
organizations.
INDUSTRIES THAT COMPENSATE MORE FOR COMPETITIVE JOBS
HOW ORGANIZATIONS COMPENSATE FOR COMPETITIVE JOBS
TARGET A HIGHER
MARKET PERCENTILE
OFFER A MARKET
PREMIUM IN BASE PAY
FOOD, BEVERAGE
OTHER INDUSTRIES 58% & HOSPITALITY
46%
PROVIDE TANGIBLE
BENEFITS OR PERKS
HEALTHCARE &
SOCIAL ASSISTANCE
56% NON PROFIT 33%
PROVIDE INTANGIBLE
BENEFITS OR PERKS
FINANCE &
54% EDUCATION 30%
INSURANCE
OVERALL 1-99 EMPLOYEES 100-749 EMPLOYEES
Note: Arts, Entertainment & Recreation and Energy & Utilities did not have enough
responses for statistical viability on this question.
15
TOUGH-TO-FILL ROLES
MARKETING 7%
60%
ENGINEERING 22%
FINANCE 9%
40%
SKILLED TRADESPEOPLE 22%
0%
SCARCITY OF UNABLE TO COMPANY LOCATION OTHER
QUALIFIED OFFER CULTURE NOT OF THE
APPLICANTS COMPETITIVE A MATCH POSITION
SALARY
13%
2019 16% 19% 66%
52%
2018 16% 19% 66%
24%
2017 22% 19% 59%
17
In asking why employees left, employers cited the top reasons as To combat employee turnover and the inevitable loss of knowledge,
personal (31 percent), compensation-related, such as higher pay employers turn to a variety of tactics to increase retention. The most
being offered elsewhere (23 percent), and professional advancement common strategy to retain employees overall is to increase base
(23 percent). A bad relationship with a direct supervisor or manager pay (71 percent). Enterprise organizations were more differentiated
was tied in prominence as a third reason, which is interesting given in increasing pay, giving a title change, and increasing variable
the widely-held belief that people leave managers, not organizations. compensation, whereas small organizations provided more benefits.
The prominence of professional advancement suggests that many
organizations could retain more talent by investing more in career STRATEGIES TO RETAIN EMPLOYEES
pathing, upskilling, and promoting top performers.
0% 10% 20% 30% 40% 50% 60% 70% 80%
PERSONAL REASONS
GAVE A
TITLE CHANGE
COMPENSATION
RETIREMENT
PROVIDED
MORE BENEFITS
PROFESSIONAL
ADVANCEMENT
ORGANIZATIONAL
UNCERTAINTY
OTHER OTHER
18
MARKET DATA &
COMPENSATION STRUCTURE
Creating an effective compensation plan requires strong FREE ONLINE DATA SOURCES GOVERNMENT DATA
compensation market data as well as a mature approach to
DOWN 2% DOWN 1%
compensation structure. Without reliable data, organizations can’t
know whether to compensate more for competitive jobs or by how
61% FROM 2018
31% FROM 2018
much. To get an understanding of what organizations are doing to TRADITIONAL, WE DON’T COMPARE OUR
inform compensation planning, we asked two key questions: THIRD-PARTY SURVEYS JOBS TO MARKET
19
COMPENSATION DATA FREQUENCY
More than half (57 percent) of the surveyed organizations We also asked how often organizations reference individual job
completed a full market study within the past 12 months. titles. We found that 24 percent of organizations referenced
That number rises with the size of the organization. Sixty-four market data for individual jobs annually and 17 percent did so
percent of enterprise organizations have done a full market monthly. This is similar to last year. Six percent reported that they
study sometime in the last year. Thirty percent of enterprise check salary market data for individual jobs daily.
organizations have done a full market study in the last 6 months.
Conversely, 27 percent of small companies with less than a
HOW OFTEN DO YOU REFERENCE MARKET
hundred employees have never done a full market study on
DATA FOR INDIVIDUAL JOBS?
compensation.
HOW LONG HAS IT BEEN SINCE YOUR LAST FULL MARKET STUDY? DAILY 6%
31%
WEEKLY 14%
26%
MONTHLY 17%
20%
2X PER YEAR 16%
ANNUALLY 24%
8%
LESS FREQUENTLY
5% 5% THAN ANNUALLY
11%
3% 2% WE NEVER REFERENCE MARKET
DATA FOR INDIVIDUAL JOB TITLES 6%
TH 6
UD R
ER
TH AN
TH
TH
TH
TH
ST VE
ON AN
OTHER 6%
S
H
ON H
T NE
ON
ON
ON
ON
OT
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M TH
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36 R
SS
AR AV
O
12
M
LE
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-2
-3
M H
6-
13
19
25
E E
N W
DO
20
Market data forms the backbone of an organization’s salary
structure. Seventy percent of organizations base their pay grades
and ranges on market data. This was similar to last year but still
COMPENSATION STRUCTURE
represents a continued shift up compared to 66 percent in 2017
and 49 percent in 2016. Compensation structure varies from organization to organization.
Most organizations develop pay ranges for each position (30
percent in 2019). That said, 24 percent of organizations have pay
HOW DO YOU ASSIGN JOB TO GRADES? grades in place. Pay grades group similar jobs together based on
market value, level of responsibility, and value to the organization.
QUALITATIVE JOB
24% PAY RANGES FOR EACH POSITION 30%
EVALUATION METHOD
OTHER 2%
OTHER 3%
21
The primary reason organizations shift from pay grades to pay The prevalence of pay ranges is lower in enterprise organizations
ranges for individual jobs is because pay ranges are more precise. than smaller organizations. Forty-seven percent of enterprises
Forty-nine percent made the move for a mix of reasons, including: use pay grades while 19 percent of enterprises use pay ranges.
Fourteen percent of organizations with between 100-749
FLEXIBILITY PRECISION employees use pay grades and 36 percent use pay ranges.
PRECISION 20%
WE DON’T HAVE
A STRUCTURE
FLEXIBILITY 14%
OTHERS
IMPROVE PAY TRANSPARENCY 9%
22
“
QUOTE COMPENSATION STRUCTURE BY INDUSTRY
In an employee-driven market as we see today, where
unemployment is so low, no company can afford to have a
sudden and unexpected migration of its most critical employees
“ AGENCIES & CONSULTANCIES
0% 20% 40% 60% 80% 100%
because they failed to properly adjust their salary ranges. ARTS, ENTERTAINMENT
& RECREATION
- Susan Hollingshead, Chief People Officer, Vendini
CONSTRUCTION
EDUCATION
that more frequently use pay ranges include Food Beverage &
GOVERNMENT
Hospitality (42 percent), Agencies & Consultancies (41 percent)
and Construction (35 percent). HEALTHCARE &
SOCIAL ASSISTANCE
TECHNOLOGY
(INCLUDING SOFTWARE)
OTHER INDUSTRIES
WE DON’T HAVE
BROADBANDS I’M UNSURE OTHER
A STRUCTURE
23
PAY BY GEOGRAPHY
It’s a compensation best practice to adjust pay ranges according to the competitiveness
of the labor market and cost-of-living in different geographic locations. Of the
organizations who have multiple locations, more adjust pay ranges based on geography
than those who don’t. As organizations grow, they sometimes struggle to determine
when to start differentiating pay based on geography, but most start once they have
several hundred employees.
63%
57%
45%
42% 43%
35%
32%
31% 30% 29%
27%
26%
20%
13%
8%
YES, WE HAVE MULTIPLE PAY NO, WE MAINTAIN ONE PAY RANGE N/A, WE DON’T OPERATE IN
RANGES BASED ON GEOGRAPHY ACROSS MULTIPLE GEOGRAPHIES MULTIPLE LOCATIONS
OVERALL 1-99 EMPLOYEES 100-749 EMPLOYEES 750-4,999 EMPLOYEES 5,000 OR MORE EMPLOYEES
24
ROLES IN COMPENSATION
65%
WHO IS INVOLVED IN PAY INCREASES AND COMMUNICATION
CEO
35%
CFO 28%
COO
15%
BOARD OF DIRECTORS
FUNCTION MANAGER
HR TEAM/HR MANAGER
25
Similar to last year, we asked HR and compensation professionals
how they see their role evolving in the near future, specifically
what they envision themselves spending more, less, or the same
amount of time on in 2020. The top two activities that HR and
comp professionals see themselves spending more time on in
2020 are creating, analyzing, interpreting and presenting analytics
to a business audience and activities to further pay transparency.
These findings track similarly to last year and follow the trend of
HR becoming an increasingly strategic function of the business,
which we also asked about. This year, 27 percent said they are
part of the strategic decision-making process, which was also a
differentiator of top performers vs. non-top performers.
JOB EVALUATION/
MARKET PRICING 43% 49% 8% I COLLABORATE WITH &
PROVIDE STRATEGIC INPUT TO 57%
OTHER GROUPS IN MY ORG
EXPLAINING PRICING
43% 48% 9%
METHODOLOGY TO MANAGERS
26
SPOTLIGHT: HOT SKILLS DEFINE
THE NEW WAR FOR TALENT
Last year, we warned of the possibility of a recession coming. At Organizations simply don’t have enough people with highly developed
present, that concern has abated. When the treasury yield curve skills in technology, data science, and analysis — not to mention
inverted in mid-2019, it signaled a coming economic recession, but the complementary soft skills like critical thinking, creativity, and
the Federal Reserve responded by cutting interest rates, flattening communication — needed to propel the business into the future.
the curve, which then recovered in the fourth quarter. The result was
a surge in an already strong labor market and the unemployment rate With every business function experiencing similar opportunities and
dropping to 3.5 percent in December, a 50 year low for the United challenges, organizations are competing for top talent like never
States. before. Predictably, organizations are increasingly valuing skills
more — and paying premiums to obtain hot skills that are in high
The challenge now is navigating the ever-increasing talent shortage. demand. In some positions, skills are more important than education,
Job openings exceeded the available talent in the labor market in particularly new and emerging skills for which university degrees
2018. Without a recession to balance out supply and demand, the don’t currently exist or are insufficient to assess competency.
War for Talent that McKinsey first predicted would last 20 years in
1997 is only getting hotter. This is particularly true for highly skilled DOES YOUR ORGANIZATION PRIORITIZE SKILLS
technology professionals as organizations strive to digitally transform OR EDUCATION MORE?
in order to keep up with customer expectations in a digital world.
71%
professionals with data analysis skills in the last five years. However,
most organizations are still pretty immature in this area, in part 6%
because the technology is still evolving, but also because talent with
FORMAL EDUCATION SKILLS OTHER
the technology skills needed is in short supply. OR DEGREE
27
Given the growing prominence of hot skills, especially the
degree to which AI and automation is predicted to disrupt the
labor market in the future, we asked our audience to rank the
importance of the top skills needed for the future. Computer
programming is high on the list, but soft skills such as critical
thinking, complex problem solving, and emotional intelligence Overall, attraction and retention strategies centered around skills
outranked hard skills like programming ability. This is because need to be top-of-mind for industry-leading organizations. In
these are the skills needed to build the working models, glean the particular, organizations need to be thinking about Millennials,
insights to make strategic business decisions, and communicate who are becoming leaders now, and Generation Z, the young
the vision effectively with the rest of the organization. “digital natives” who are now graduating and entering the
workforce. According to data from Global HR consulting firm
Mercer, 54 percent of employees voluntarily leaving organizations
TOP THREE SKILLS NEEDED FOR THE FUTURE were Millennials/Generation Y (born 1978-1998), with better
job opportunity being the most common reason for leaving.
0% 10% 20% 30% 40% 50% 60% 70% 80%
Therefore, organizations should look closely at career pathing and
CRITICAL upskilling opportunities in addition to compensation and benefits
THINKING
to attract and retain the top talent of the future.
COMPLEX PROBLEM
THINKING
EMOTIONAL
INTELLIGENCE
WRITTEN
COMMUNICATION
28
Chapter Two
29
THE ROLE OF VARIABLE PAY
SEMIANNUALLY 7%
Similar to previous years, the majority of organizations in 2019
provided some form of variable pay (73 percent). Also similar to
previous years, variable pay is more prevalent in top-performing ANNUALLY 54%
organizations (81 percent) than non-top performing organizations
(77 percent). Variable pay is also more common in enterprise
PROJECT-BASED 7%
organizations of 5,000 or more employees (83 percent) than
small businesses of 1-99 employees (67 percent).
N/A 4%
In 2019, 54 percent of all organizations paid out bonuses on at
least an annual basis, which is similar to the last couple of years.
Eighteen percent of organizations paid out bonuses quarterly and
10 percent paid out bonuses monthly. This maps closely to what
has been reported over the last three years.
30
HIGHER FREQUENCY BONUSES OR INCENTIVES BY INDUSTRY
AGENCIES &
CONSULTANCIES
CONSTRUCTION
ENGINEERING &
SCIENCE
FINANCE &
INSURANCE
MANUFACTURING
OTHER INDUSTRIES
31
TYPES OF BONUSES
The most popular type of bonus is still the individual incentive bonus, The types of bonuses used to incentivize employees vary by
which includes the common annual performance bonus. Sixty-seven organization size. For example, enterprise organizations (those with
percent of organizations gave individual incentive bonuses in 2019, more than 5,000 employees) are more likely than small organizations
which is one point higher than the 66 percent of organizations who (those with fewer than 100 employees) to use multiple incentive
gave individual incentive bonuses in 2018. The employee referral types. For example, 70 percent of enterprise organizations gave
bonus (48 percent) and spot bonus (46 percent) were the next most individual incentive bonuses versus 61 percent of small organizations.
frequent bonus types, according to respondents. These top This difference is even more pronounced for employee referral
3 categories match last year’s, but the percentage of organizations bonuses (59 percent versus 26 percent), hiring bonuses (65 percent
participating in employee referral and spot bonuses is higher versus 18 percent), and retention bonuses (53 percent versus 12
(45 and 36 percent respectively for 2018). percent), all of which are directly connected to talent acquisition and
retention strategies rather than performance evaluation.
67%
70%
48% 60%
46%
38%
50%
32%
27%
24%
21% 40%
4% 30%
3%
20%
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ES
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ES E
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ES E
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US D
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BO OY
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32
BUDGETING FOR VARIABLE PAY
All-together, the majority of organizations (73 percent) have a budget When breaking out variable pay budgets by organization size,
dedicated to bonus or incentive payouts. This is a slight increase, 2 enterprise organizations are only slightly more likely to have a budget
percentage points higher, since last year. Having a budget for variable for variable pay (76 percent) than small organizations (74 percent).
pay shows commitment to rewarding good performance. Having no However, enterprise organizations allocated a larger portion of their
budget for variable pay doesn’t necessarily preclude paying out cash budget for incentive payouts than smaller organizations. For example,
bonuses contingent on performance, but it does send a different 14 percent of enterprise organizations allocated more than 15 percent
message. Whether you need to budget for variable pay will depend on of their budget to bonus or incentive pay while only 8 percent of small
your circumstances, such as how strictly you adhere to your budget. organizations did the same.
The amount which organizations allocate to incentive pay varied. BUDGET FOR BONUS OR INCENTIVE PAY BY ORGANIZATION SIZE
Eighteen percent of organizations allocate between 2 and 3.99
35%
percent of their total organization’s salary budget to incentive pay.
Fourteen percent of organizations say they budget between 4 and 30%
5.99 percent. Twelve percent of organizations say they budget
between 10 and 14.99 percent. Only 9 percent of organizations 25%
5%
18%
0%
14% 0-1.99% 2-3.99% 4-5.99% 6-7.99% 8-9.99% 10-14.99% 10-14.99% MORE THAN
12% 15%
10%
9% 1-99 EMPLOYEES 100-749 EMPLOYEES 750-4,999 EMPLOYEES 5,000 OR MORE EMPLOYEES
6%
5%
%
9%
9%
ET
99
99
99
99
15
organizations, said their budget would remain the same. This is a one
DG
9
4.
1.
3.
5.
7.
9.
AN
-1
0-
2-
4-
BU
6-
8-
10
TH
33
CURRENTLY IN PLANNED NEW
BENEFITS
2019 IN 2020
(48 percent) and flex-time (39 percent), both of which have 48% 28%
REMOTE WORK
increased by a few percentage points since last year and continue
to increase year over year. Paid family leave has also been PAID SABBATICAL 5% 4%
increasing year over year, now at 38 percent for 2019
UNPAID SABBATICAL 6% 4%
(32 percent for 2018 and 29 percent in 2017). Education and
tuition reimbursement is also popular (45 percent) but has not PAID FAMILY LEAVE 38% 22%
changed since last year.
EDUCATION OR TUITION REIUMBURSEMENT 45% 26%
Although on a smaller scale, we have also seen unlimited PTO 24% 19%
GYM MEMBERSHIP OR REIMBURSEMENT
tick up to 11 percent (from 9 percent in 2018) which is double
what it was in 2016 when unlimited PTO was offered by 5 percent TRANSPORTATION ALLOWANCE 16% 9%
of organizations. Accrued or granted PTO and sick leave has
PAID CHILDCARE 2% 3%
remained high at 60 percent and 46 percent respectively, similar
to last year. COMMUTING ALLOWANCE 6% 7%
OTHER 8% 20% 34
HOW ORGANIZATIONS REWARD HIGH PERFORMING EMPLOYEES
52%
PROMOTION
47%
36%
CAREER DEVELOPMENT
34%
GOAL-BASED 35%
BONUS OR INCENTIVE 27%
29%
AWARD & RECOGNITION
27%
NON-MONETARY 25%
PUBLIC RECOGNITION 23%
13%
EQUITY
One final consideration for variable pay has to do with how 10%
35
When broken out by company size, enterprise organizations with 5,000 or more employees
were more likely than small organizations with 1-99 employees to offer bigger base pay
increases (72 percent compared to 54 percent), awards/recognition (42 percent compared
to 19 percent), and promotions (57 percent compared to 36 percent). However, small
companies were more likely than enterprises to offer flexible work locations (11 percent
compared to 5 percent), flexible work schedules (19 percent compared to 15 percent), and
paid time off (13 percent compared to 4 percent).
70%
60%
50%
40%
30%
20%
10%
0%
EA SE
IV D
AN E
TY
UL K
TI RK
IT OR
EN ER
IO Y
’T
ER
OF
PL IV
IT AR
ON
ED R
NT SE
IO
N
UI
SE
ON
T
CR BA
PM RE
H
H WO
CA O
AL ENT
DO
GN RD
OT
GN ET
CE A
IO
OT
LO LE W
SI
E
EQ
LO CA
IN L-B
M
IN R
CO WA
IS
OM
CO ON
E
SC LE
RM NC
Y GE
TI
W
M
A
IB
IB
RE M
RE A
PR
OR GO
PA BIG
D
M
FO I
EX
EX
O OR
-
I
IC N
CO
PA
VE
BL NO
FL
FL
US
DE
US
N
BO
N
N
PU
BO
36
HOW ORGANIZATIONS PLAN TO ATTRACT AND
RETAIN HIGH PERFORMERS IN 2020
60%
MERIT-BASED
PAY PLAN 65%
57%
LEARNING & DEVELOPMENTAL
OPPORTUNITIES
We also asked organizations to tell us what they plan to do to 58%
help recruit and retain high-performing employees in 2020. The
majority of organizations (60 percent) plan to use a merit-based 34%
DISCRETIONARY
BONUS PLAN
pay plan — a tactic that is more prevalent for top-performing 40%
organizations (65 percent) as well as for enterprise organizations
26%
(67 percent). Providing learning and development opportunities MORE PERKS
ranked as a close second (57 percent). Using a discretionary 32%
37
Chapter Three
COMPENSATION
PERCEPTIONS,
COMMUNICATIONS, &
MANAGER TRAINING
Providing the right mix of compensation to attract and retain top
talent is only part of compensation best practices. Equally important
is how compensation practices are communicated, understood
and perceived by an organization’s employees. Forward-thinking
organizations acknowledge the importance that pay transparency
has on workplace culture and actively establish a pay brand to drive
positive perceptions of fairness and increase employee engagement.
Organizations with more mature compensation practices also train
managers on how to effectively communicate compensation policies.
38
THE CORPORATE CHASM
Collectively, the data show that employers are both more COMPENSATION DRIVES EMPLOYEE
ENGAGEMENT AT MY ORGANIZATION 47% N/A N/A
optimistic about employee perception of their compensation
practices, communications, and workplace culture, and more EMPLOYEES AT MY ORGANIZATION
65% 48% 17%
pessimistic about employee relationships with managers and FEEL APPRECIATED AT WORK
to do their own work. All in all, the data indicate that employers
can do a better job validating and communicating compensation
practices and workplace engagement with employees.
39
PAY BRAND
The last few years have a seen a steady rise in employer branding
as organizations strive to apply customer experience best
practices to candidate and employee experiences. At PayScale,
we define a “pay brand” as the perception that employees and job
candidates have about an organization’s compensation practices DOES YOUR COMPANY HAVE A FORMAL COMPENSATION STRATEGY/
and communications. Through prior research, we know that PHILOSOPHY AND DO YOU SHARE IT WITH EMPLOYEES?
a strong pay brand equates to more satisfied employees and
smaller gaps in perception between employees and management
on key workplace issues.
When employees understand how pay decisions are made and NO, AND WE ARE NOT WORKING ON ONE
“
HOW WOULD YOU EVALUATE PERCEPTION OF YOUR
We are known for paying less than competitors, but we feel
ORGANIZATION’S CURRENT PAY BRAND?
that our culture is different than theirs and will make up the
difference.
44%
39% 40%
We pay at market or slightly above with outstanding
36%
benefits.
We strive for pay that is within the range for our talent market.
We know that pay is a driving factor but not the only one and
we seek to hire people who are not only driven by pay.
15%
3%
2%
NEITHER BAD
OR GOOD
VERY GOOD
41
FAIRNESS AND PAY EQUITY
Pay equity was in the spotlight a lot in 2018 and continuing into 2019. When we asked our audience if they were interested in conducting
Part of the reason for this were several highly publicized class-action a pay equity audit in 2020, 1 percent said they planned to do one for
lawsuits. Later in 2019, Melinda Gates made headlines with her racial pay equity, 7 percent said they planned to do one for gender pay
announcement to commit $1 billion to promote gender equality and equity, and 30 percent said they planned to do one for both race and
expand women’s power and influence in the United States. gender pay equity. However, the majority of organizations, 62 percent,
said they don’t plan to conduct a pay equity audit in 2020. Some of
The Equal Pay Act was passed in 1963 when women made $0.59 these may have already done one and don’t need to do another, or
for every $1.00 a man made. Research from PayScale on the Gender they might continuously monitor their compensation data for internal
Pay Gap shows that although the gender wage gap is narrowing, it’s pay equity. Others may not be ready yet.
closing more slowly with little progress made in recent years.
A valid pay equity case doesn’t have to prove active and intentional PERCENT OF ORGANIZATIONS WHO PLAN TO
discrimination. Pay inequity is commonly the result of unconscious PERFORM A PAY EQUITY ANALYSIS
bias. The way the Equal Pay Act is worded also doesn’t require that
women have to make less than men systemically in an organization
for a lawsuit to be viable. You only need one instance of a woman 62%
making less than a man in the same role with similar responsibilities
to be in violation of the Equal Pay Act. Indeed, any employee who
makes less than any other employee doing the same job with similar
job responsibilities can lodge a complaint about pay inequity and land
an organization in hot water.
42
COMMUNICATION AND PAY TRANSPARENCY
If a tree falls in the forest and no one is there to hear it, does it make a sound? More importantly, does it
matter to anyone who wasn’t there? The answer to this question can also apply to your compensation
strategy. You can have an extremely organized and data-driven process for determining pay as well as a
superior culture with generous benefits, but if you don’t explain it to employees, they aren’t going to be able
to appreciate it, and you won’t realize as much value from it.
First, don’t assume that employees know what is considered competitive pay for your industry and
company size. Talking to your employees about how you compete in the market, what this means for pay
decisions, why employees are paid what they are for their positions, and what market data you used to
determine pay is essential for improving engagement and narrowing the corporate chasm.
Second, make sure your employees understand their total rewards. This is particularly important when
it comes to variable pay, stock ownership, and benefits. For example, it is not altogether uncommon for
employees to accept an offer including a year-end bonus but never learn from their manager how the
bonus is achieved or paid out. If there are also intangible benefits for working with your organization,
such as flexible work hours, catered meals, or the ability to bring a pet to work, make sure you explain that
differentiation as well.
Third, don’t forget about growth. Most employees are more concerned with what they can make in the
future than what they currently make right now, especially new graduates or if it’s been awhile since the
employee received their last raise or promotion. The clearer you can be about your policy for raises — both
merit-based and annual — as well as what it takes for employees to be promoted or otherwise grow and
move up in their field to earn more compensation, the more incentive employees have to work hard and
commit to the long term with your organization.
43
THE PAY TRANSPARENCY SPECTRUM
THE PAY TRANSPARENCY SPECTRUM
1. WHAT 2. HOW 3. WHERE 4. WHY 5. WHOA
The pay transparency spectrum defines the degree to which your Your organization
tells employees
Your organization
shares some
Your organization
has a comp plan
Your
organization's
Ranges and
employee pay
organization shares its compensation strategy with employees when and what to market data with and shares pay comp plan reflects information is
expect on their employees ranges with org culture, drives available to all
or — at the far end of the spectrum — publicly. Although pay paycheck individual talent strategy, employees
employees and is open to EEs
transparency is often conflated with pay communications, they
are not the same thing. There are no right or wrong answers with
TRANSPARENCY
CURRENT PAY
pay transparency and our data show that both top performing 45% 22% 19% 8% 6%
TRANSPARENCY
DESIRED PAY
21% 19% 27% 23% 10%
Year over year, most organizations confess that they are less
transparent than they would like to be with the majority of
organizations targeting Level 3 or Level 4 on the pay transparency
spectrum. The percentage of organizations targeting Level 5 pay
transparency has ticked up two percentage points since last year.
44
WHAT ORGANIZATIONS CAN DO TO FOSTER GREATER TRANSPARENCY
Greater pay transparency requires a more mature compensation Most organizations do not communicate as much as they could to
strategy. It’s difficult to communicate transparently when you employees, even on an individual basis. In 2019, just 38 percent of
don’t have clear methodologies to answer questions about how organizations share pay ranges with employees on their job position,
you determine pay and it’s dangerous to be transparent if you have which is only a 2 percent increase from last year. In addition, only
internal pay equity problems. Most compensation strategies begin 33 percent of employers share market data when giving a raise.
with a salary structure. For example, you might use pay grades or Enterprise organizations with over 5,000 employees are most likely
grade-based pay ranges to manage employee pay at scale. Grades to share pay ranges with employees as well as where employees fall
offer a useful framework for stacking the relative importance of jobs within their range. However, enterprises are least likely to share salary
against each other. This is especially useful when market data on a market data when giving the rationale for a raise.
new or unusual job position is scarce. However, salary grades don’t
work as well when data for job positions are plentiful as it will make
more sense to employees to be benchmarked against their specific PAY TRANSPARENCY ACTIONS BY COMPANY SIZE
job rather than a general grade when possible.
70%
and why. The reasons why include things like years of experience,
1-99 EMPLOYEES 100-749 EMPLOYEES
education, specific skills, location, past performance and other
750-4,999 EMPLOYEES 5,000 OR MORE EMPLOYEES
compensable factors. When you are forthcoming about pay, you
communicate to employees that you care about getting their pay
right and are interested in their career growth and future within the
organization.
45
Lastly, forward thinking organizations provide employees with total TOTAL COMPENSATION STATEMENTS PROVIDED TO
compensation statements or total reward statements that outline EMPLOYEES BY INDUSTRY
all of the employee’s rewards. These include base pay, variable pay,
0% 20% 40% 60% 80% 100%
and benefits, sometimes with a monetary value assigned so that
the employee can understand the total value of their position within AGENCIES &
CONSULTANCIES
the organization. In 2019, only 38 percent of organizations provided
CONSTRUCTION
a total compensation or total rewards statement to employees.
Total compensation statements are more commonly provided in EDUCATION
HEALTHCARE &
Although giving employees so much information about their SOCIAL ASSISTANCE
terms of base pay, variable pay, and benefits. Not explaining this RETAIL &
CUSTOMER SERVICE
information to employees only leaves the door open for employees to
TECHNOLOGY
misunderstand or undervalue their compensation and benefits. (INCLUDING SOFTWARE)
OTHER INDUSTRIES
TOTAL COMPENSATION STATEMENTS PROVIDED TO
EMPLOYEES BY ORGANIZATION SIZE YES NO UNSURE
Note: Arts, Entertainment & Recreation, Energy & Utilities and Real Estate and Rental
and Licensing did not have enough responses for statistical viability on this question.
61%
58% 57%
43% 46%
39% 40%
34%
DID YOU KNOW?
PayScale’s Compensation Management
10%
5% Software can generate total compensation
2% 3%
statements for each employeee
YES NO UNSURE
automatically.
1-99 EMPLOYEES 100-749 EMPLOYEES
46
TRUST IN MANAGERS TO TALK
ABOUT COMPENSATION
In order to share total compensation statements with employees, However, this isn’t as surprising when most organizations do not
you have to trust your managers to have these conversations train managers on how to talk to employees about compensation.
effectively. Unfortunately, trust in managers to have pay Similar to last year, only 32 percent of organizations offered
conversations continues to be low. Similar to last year, we find training to managers on how to have conversations with
that most organizations don’t trust their managers to have tough employees about compensation, while 60 percent do not.
conversations about pay with employees. Only 17 percent are Perhaps unsurprisingly, top-performing organizations provided
very confident and 44 percent are confident. That still leaves 36 more training to managers on how to talk about compensation
percent who are not confident and 3 percent who are unsure or (36 percent).
don’t know if they are confident.
MANAGER TRAINING ON HOW TO TALK ABOUT
COMPENSATION WITH EMPLOYEES
CONFIDENCE IN MANAGERS’ ABILITY TO HAVE TOUGH
60%
CONVERSATIONS WITH EMPLOYEES ABOUT PAY
55%
3%
36%
32%
17%
VERY CONFIDENT
UNSURE
44% YES NO UNSURE
47
Even when organizations do train managers, only
55 percent train managers on how to have specific
compensation conversations. Clearly, there’s an
opportunity to improve pay communications through
manager training. Manager training on compensation
should be more important to organizations given
that the majority of managers are responsible for
communicating pay decisions to employees.
80%
60%
40%
20%
0%
COMMUNICATION STYLES COMPENSATION BASICS SPECIFIC COMPENSATION ORGANIZATION ORGANIZATION OTHER
CONVERSATIONS PERFORMANCE CULTURE
48
Chapter Four
COMPENSATION
PRACTICES OF
TOP-PERFORMING
ORGANIZATIONS
In this year’s report, we looked at what the top-performing
organizations are doing differently when it comes to
compensation planning and communications in order to isolate
compensation best practices and better identify what really sets
top-performers apart.
49
TOP PERFORMERS USE MORE TOP PERFORMERS GIVE MORE
COMPENSATION DATA AND VARIED BONUSES
As was true last year, top-performing organizations consult Top-performing organizations were also more generous with
salary market data more frequently than non-top performing variable pay and incentive-based bonuses (81 percent) than
organizations. Thirty-one percent of top-performing organizations non-top performing organizations (77 percent). Top-performing
have completed a market study within the last six months organizations were also more creative with bonus structures, as
compared to 23 percent of non-top performing organizations. they were more likely to incentivize employees with a variety of
Top-performing organizations are also more likely to use paid bonuses. Giving a company-wide bonus was particularly more
online data sources (41 percent) or traditional third-party survey common in top-performing organizations.
data (34 percent) versus non-top performing organizations
(36 percent and 30 percent respectively). TYPES OF BONUSES
HIRING BONUSES
COMPLETE A MARKET 31%
STUDY IN THE LAST
6 MONTHS 23% INDIVIDUAL
INCENTIVE BONUSES
TEAM
41% INCENTIVE BONUSES
USE PAID ONLINE
DATA SOURCES SPOT BONUSES OR
36% OTHER DISCRETIONARY
BONUS PROGRAMS
MARKET
PREMIUM BONUSES
34%
USE TRADITIONAL,
3RD PARTY SURVEYS PROFIT SHARING
30%
COMPANY-WIDE BONUS
OTHER
50
TOP PERFORMERS COMMUNICATE OTHER DIFFERENTIATORS
COMPENSATION BETTER OF TOP PERFORMERS
As we’ve seen already, top performing organizations are more We looked across the data points to ascertain where top
likely to have trained managers on communicating compensation performers statistically differed from non-top performers in their
(36 percent) compared to non-top performers (30 percent). The approach to compensation. In addition to what has been covered
differentiation was especially apparent for top performers in already, the following stood out as compensation best practices:
training on compensation basics (79 percent) and organizational
performance (71 percent) compared to non-top performing
organizations (70 percent and 67 percent respectively). As EMPLOYEES KNOW HOW TO GET TO ORGANIZATION HAS A DEDICATED
we’ve also seen, top performing organizations provide total THE NEXT LEVEL OF THEIR CAREER COMPENSATION TEAM
compensation statements to employees more (43 percent) TOP PERFORMERS NON-TOP PERFORMERS TOP PERFORMERS NON-TOP PERFORMERS
TRAIN MANAGER ON
COMPENSATION BASICS
70%
79%
36% 30% 38% 27%
TRAIN MANAGER 71%
ON ORGANIZATION
PERFORMANCE 67%
51
CRYSTAL BALL
PREDICTED
CHALLENGES IN 2020
2020 is going to be a year of uncertainty in which some will make bold moves and
others will play it safe. The fear of a recession that seemed certain last summer has
dissipated, but it is unclear for how long. In addition, the Presidential Election in the
United States may impact the economy and labor market. Finally, we are still in the
War for Talent in which technology talent in particular is in high demand in every
industry and organization looking to digitally transform in order to remain relevant
and competitive in the upcoming Age of AI. Organizations with strong values that
prioritize people and develop a winning workplace culture and employer brand will be
best positioned to succeed in 2020 and beyond.
52
FUTURE OUTLOOK BIGGEST PREDICTED HR
INVESTMENTS AND CHALLENGES
85 PERCENT 55 PERCENT
We asked respondents to share their predictions for the biggest
investments and challenges HR will face in 2020. This year,
talent acquisition and retention were easily the most important
OF ORGANIZATIONS PLAN THE MAJORITY OF
TO GIVE INCREASES IN ORGANIZATIONS PREDICT
concern for the majority of respondents, followed by employee
2020. THAT THEIR BONUS OR engagement and training & development:
INCENTIVE BUDGETS WILL
NOT CHANGE IN 2020. BIGGEST HR CHALLENGES OF 2020
RECRUITING 21%
OTHER 3%
AVERAGE EXPECTED PAY INCREASE IN 2020
34%
Meanwhile, the biggest HR investments for 2020 include training
& development (25 percent), recruiting (14 percent), and
compensation changes (13 percent).
3%
9%
5%
1%
5%
49
99
49
99
99
.4
4.
AN
AN
1.
1.
2.
2.
3.
-3
1-
5-
2-
5-
5-
TH
TH
01
OTHER 2%
1.
2.
3.
3.
SS
E
OR
LE
53
SURVEY METHODOLOGY
We defined four organizational sizes for comparison as follows: NUMBER OF LOCATIONS IN ORGANIZATIONS SURVEYED
Small (1-99 employees), Mid-Size (100-749 employees), 44%
Large (750-4,999 employees) and Enterprise (5,000 or more
employees). Forty-two percent of respondents reflect small
32%
organizations; 31 percent of respondents come from mid-
sized organizations; 15 percent of respondents come from
large organizations, and 12 percent come from enterprise
16%
organizations.
9%
SMALL
LARGE 80%
ENTERPRISE
31%
9%
5%
TOP PERFORMING ORGANIZATIONS 1% 2% 0% 1% 1%
AN W
RI TH
OM D
ER
AT ED
AD
LI
DI
GD E
A L NE
ES
CA
N IT
H
ST NIT
AF OU
RA
IN
their revenue goals in 2019. Twenty-one percent of respondents N
OT
KI UN
S
CA
ST
U
AU
ZE
fit this criterion.
54
INDUSTRY AND ORGANIZATION TYPE
62%
ENERGY & UTILITIES 1%
ARTS, ENTERTAINMENT
& RECREATION 2%
COOPERATIVE
AGENCIES & CONSULTANCIES 4% GOVERNMENT
SCHOOL/SCHOOL
OTHER
EDUCATION 4% DISTRICT
CONSTRUCTION 5%
JOB LEVEL
FINANCE & INSURANCE 7%
OTHER 18%
55
ROLES IN COMPENSATION
Our respondents play a variety of roles in the compensation process — ranging from
setting comp budget (34 percent), to updating comp structures (53 percent), reviewing
pay increase recommendations (59 percent), to setting new hire pay (49 percent) to job
evaluation (59 percent).
56
Occupational Index for CBPR
ABOUT THE DATA
For this Index, we evaluate the difference between these two pay
Provided in this file is an index of nominal and real wage growth,
figures over the entire sample of employee profiles in each quarter.
which tracks changes in total cash compensation for full-time U.S.
The aggregate difference reflects changes in pay over time, and forms
employees in 19 occupational groups and Nationally since 2006.
the basis of the Occupational Index.
The real wage index provided in this analysis has been adjusted for
inflation using a CPI deflator. Labor force estimates and percentage
The percentage of the labor force for each occupational group is
of the labor force for each group are provided for additional context.
calculated using May 2018 National Occupational Employment
Estimates from the Bureau of Labor Statistics
The occupational groups measured include:
(https://www.bls.gov/oes/2018/may/oes_nat.htm)
58