12 Months Worth Writing A Year In Business Summary

Transcription

1 SELECTIVE INVESTMENT INSIGHTS TO INFORM The 2013 Hays Salary Guide: Salary & Recruiting Trends

2 STABILITY RETURNS As the dust starts to settle on the shifting picture for WA and QLD, forecasts point towards a more stable economic climate with increased confidence; 68% of respondents say they envisage business activity increasing in the coming months and record low interest rates will only support that. While it is clear that there is now sustained demand, much of it in the more traditional disciplines such as Accountancy & Finance, IT and Sales & Marketing it s not in every function, in every region. Our clients are making strategic hires into roles that will offer long term benefits for the organisation be they permanent or short term. The qualities of the most valued candidates are consistent though, with capability, culture fit and specific relevance to the job at the top of many shortlists. The keys to attracting those high potential candidates still lies with finding them, engaging with them and making sure that they see the right opportunities at the right time. Nick Deligiannis Managing Director, Hays Australia & New Zealand THANK YOU Hays would like to express our gratitude to all those organisations that participated in our online survey and provided such invaluable feedback, which we feel has contributed to making this the most accurate and up to date survey of its kind in Australia and New Zealand. A list of all contributors who kindly gave their permission to be named as participants can be found on our website. This Guide is reproduced in full in PDF format and can be requested from our website hays.com.au and hays.net.nz FEEDBACK We welcome any feedback or comments regarding this guide whether positive or negative to ensure that it continues to be relevant to Australian and New Zealand organisations across all industries. Please address any suggestions to your local Hays office or to: Hays, Level 11, Chifley Tower, 2 Chifley Square, Sydney NSW E: salaryguide@hays.com.au DISCLAIMER The Hays Salary Guide is representative of a value added service to our clients, prospective clients and candidates. Whilst every care is taken in the collection and compilation of data, the guide is interpretive and indicative, not conclusive. Therefore information should be used as a guideline only and should not be reproduced in total or by section without written prior permission from Hays Hays Salary Guide 3

3 MARKET OVERVIEW & TRENDS Hays Salary Guide

4 Employers are cautiously optimistic about the year ahead. Last year, only 27% saw the outlook for the economy as strengthening. In comparison, this year 40% say they see a more positive outlook on the horizon. When asked about the 12 months ahead, an encouraging 68% of employers expected their levels of business activity to increase. And 55% had already seen an increase in business activity over the 12 months prior to the survey. Of the total employer group, 8% had no plans to increase salaries in the 12 months after the survey and 11% had not awarded any increases in the preceding 12 months. Continuing to look at theses two time periods, 57% of employers plan salary increases of less than 3% (49% had awarded such increases in 2012); 32% increases of 3% to 6% (33% in 2012) and 2% increases of 6% to 10% (5% in 2012). Only 1% of employers planned salary increases of more than 10% compared to 2% in When asked about permanent headcount over the next 12 months, 37% of those surveyed expected headcount to increase, 51% for staff levels to stay the same and 12% for numbers to decrease. Reflecting on the past 12 months, 35% of employers had increased permanent headcount, 42% kept it on hold and 23% decreased numbers. Of those employers planning to hire, 83% say the roles will be full-time (down from 85% in 2012), 20% plan more part-time staff (18% in 2012), 14% more casual staff (15% in 2012) and 17% will increase their use of temporary/ contracting staff (unchanged). By sector, permanent headcount is expected to grow most within Engineering and Project Management with 60% and 49% respectively of employers predicting growth in these areas. Hiring intentions in Accountancy & Finance are consistent with the prior year at 26% planning to increase hiring. A large 80% of employers plan to keep Marketing headcount unchanged but of those employers surveyed none were planning to decrease headcount. Sales professionals are in demand but mostly for hunter roles that will increase the revenues of the organisation while demand for Account Management talent has declined. Resources & Mining employers remain focused on retention, a continuing trend from The largest area of skills shortage appears to be junior to mid management talent in both Operations and Accountancy & Finance. The next highest areas of skills shortage were for Junior to Mid Management talent for Engineering, Technical roles, Sales & Marketing and IT roles. As an indicator of the need to increase flexibility in the workforce we ve seen a 25% increase in the number of respondents expecting to utilize temporary and contract staff on an ongoing basis. In terms of skills shortages, more than 63% of those surveyed said that the effectiveness of their operations would be impacted by not finding the right skills for their business. Interestingly, career path and development was identified as being critical to attracting the best candidates by 41% of respondents, yet in contrast only 10% say their organization is perceived as offering those opportunities by the market. Similarly, in order to cope with skills shortages, 61% of employers would consider sponsoring candidates from overseas compared to 59% in Hays Salary Guide 5

5 SALARY INCREASES 1. Average % increases from last reviews: across all countries 11% 49% 33% 5% 2% Nil Less than 3% From 3% to 6% From 6% to 10% More than 10% For specific industries: MARKET OVERVIEW & TRENDS: SALARY POLICY Advertising & Media Construction, Property & Engineering Financial Services Hospitality, Travel & Entertainment IT & Telecommunications Manufacturing Hays Salary Guide Mining & Resources 7 48 Professional Services 7 55 Public Sector 8 57 Retail 7 54 Transport & Distribution 9 48 Other

6 SALARY INCREASES 2. When you next review, by what percentage do you intend to increase salaries? across all countries 8% 57% 32% 2% 1% Nil Less than 3% From 3% to 6% From 6% to 10% More than 10% For specific industries: Advertising & Media Mining & Resources Construction, Property & Engineering Professional Services Financial Services Public Sector Hospitality, Travel & Entertainment Retail IT & Telecommunications Transport & Distribution Manufacturing Other 2013 Hays Salary Guide 7

7 BENEFITS 3. Does your company offer flexible salary packaging? MARKET OVERVIEW & TRENDS: SALARY POLICY 76% 24% YES NO Of those who answered yes, the following benefits were indicated as being commonly offered to Hays Salary Guide All employees More than 50% Less than 50% Few employees Car 13% 8% 29% 51% Bonuses 25% 16% 22% 37% Private health insurance 32% 5% 8% 55% Parking 33% 14% 18% 36% Salary sacrifice 54% 7% 14% 26% Above mandatory superannuation 34% 6% 12% 48% Private expenses 14% 5% 12% 70%

8 STAFFING 4. Over the last 12 months, have permanent staff levels in your department... across all departments 23% Decreased 42% Remained the same 35% Increased For specific departments: Accountancy & Finance Engineering Human Resources Information Technology Marketing Operations Project Management Purchasing Sales Other Hays Salary Guide 9 MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS

9 STAFFING 5. Over the coming year, do you expect permanent staff levels to... across all departments 12% Decrease 51% Remain the same 37% Increase MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS For specific departments: 9 65 Accountancy & Finance Engineering Human Resources Information Technology 80 Marketing Operations Hays Salary Guide Project Management Purchasing 9 61 Sales 9 48 Other

10 STAFFING 6. If you expect staffing levels to increase, please specify how: 83% 20% 17% 14% Full time/ permanent staff Employment of part-time staff Temporary/ contractors (through an employment consultancy) Employment of casual staff (on your payroll) 3% 3% Job sharing Mixture, other (inc. overseas recruitment, acquisitions) Note: Multiple choices permitted Hays Salary Guide 11

11 STAFFING 7. How often do you employ temporary/contract staff? across all departments 19% Regular ongoing basis 43% Special projects/ workloads 38% Exceptional circumstances/never MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS For specific departments: 13 Accountancy & Finance 20 Engineering 18 Human Resources 25 Information Technology 10 Marketing Operations Hays Salary Guide Project Management 43 Purchasing Sales Other

12 STAFFING 8. In the next 12 months, do you expect your use of temporary/contract staff to... across all departments 14% Decrease 71% Remain the same 15% Increase For specific departments: Accountancy & Finance Project Management Engineering Purchasing Human Resources Sales Information Technology Other 30 Marketing Operations Hays Salary Guide 13

13 SKILL SHORTAGES MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS 9a. Do you think that skill shortages are likely to impact the effective operation of your business/department? 37% No Hays Salary Guide 45% Yes - in a minor way 18% Yes - signifcantly 9b. In skill-short areas, would you consider employing or sponsoring a qualified overseas candidate? 61% 39% YES NO 10. For which areas have you recently found it difficult to recruit? Junior to mid management Senior management Junior to mid management Accountancy & Finance 19% 8% Operations 19% 11% Distribution 3% 1% Purchasing 2% 1% Engineering 15% 13% Sales & Marketing 14% 8% Human Resources 5% 2% Technical 15% 7% IT 12% 3% Other 15% 6% Senior management

14 WORK PRACTICES 11. Does your workplace allow for flexible work practices? 83% 17% YES NO 12. If yes, which practices do you currently offer?* 80% 76% 54% 35% Part time employment Flexible working hours Flex-place Flexible leave options 29% 17% 14% Job sharing *Multiple choices permitted. Career breaks Phased retirement 13. Has overtime/extra hours in your organisation over the last 12 months... 11% 63% 26% Decreased Remained the same Increased If increased, by how much? Per week Month end Year end 5 hours or less 37% 15% 9% 5-10 hours 35% 26% 15% More than 10 hours 10% 22% 34% 2013 Hays Salary Guide 15

15 WORK PRACTICES MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS & EMPLOYER BRANDING 14. For non-award staff in your organisation, is overtime/extra hours worked... $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ 38% Paid 15. Is it your policy to counter-offer staff when they resign? Of those you counter-offered, on average, did they Hays Salary Guide 62% Unpaid 61% 38% 1% No Sometimes Yes 3% 22% Stay less than 3 months 16. Over the last 12 months has your staff turnover rate: 22% Decreased Stay 3-12 months 52% Remained the same 33% Stay longer than 12 months 42% Leave anyway 26% Increased

16 EMPLOYER BRANDING 17. How important do you think the following factors are for an employer brand and how well do you think your organisation is perceived on the same criteria? Level of importance No impact Minor impact Some impact Significant impact Major impact Organisational perception Poor Okay Good Very Good Excellent Career path/training & development An individual s fit with the company s vision, culture and values Direct/indirect experience of the company Salary and benefits Work/life balance Hays Salary Guide 17

17 ECONOMIC OUTLOOK 18. In the past 12 months, has business activity... 21% 24% 55% Decreased Remained the same Increased 19. In the next 12 months, do you envisage business activity: across all industries 7% 25% 68% Decreasing Remaining the same Increasing MARKET OVERVIEW & TRENDS: ECONOMIC OUTLOOK For specific industries: Advertising & Media Construction, Property & Engineering Financial Services Hospitality, Travel & Entertainment IT & Telecommunications Manufacturing Hays Salary Guide Mining & Resources Professional Services Public Sector Retail Transport & Distribution Other

18 ECONOMIC OUTLOOK 20. What are the key factors driving your business activity? None Some Significant Interest rates Currency/forex rates Consumer/business confidence Capex investments Projects driven by government Current economic conditions Do you see the general outlook for the economy in the forthcoming 6-12* months as... $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ 10% Weakening *This data was collected during March % Static 40% Strengthening 2013 Hays Salary Guide 19

19 SKILLS SHORTAGES STILL POWERING SALARY MOVES Using our salary tables Salaries are in 000. The bold number represents the typical salary. The number(s) underneath represent the salary range. Refer to the notes section under the salary table to determine if superannuation or other benefits are included. All salaries are represented in local currencies. Sydney Head of HR 300 Typical salary Salary range SALARY INFORMATION: SALARIES & SECTOR OVERVIEWS Hays Salary Guide

20 BANKING AUSTRALIA Hiring activity within the banking and financial services sector has been erratic for several years as Australia s domestic market responds to challenges presented by the global economy in general and international banking sector in particular. These volatile conditions continued into Taking a general look at trends, permanent hiring started fairly strongly in the first half of 2012 and continued until the end of that year when it slowed dramatically. Many organisations started 2013 with a hiring freeze but by the end of the first quarter we saw a move back into the positive with permanent candidates in demand. In contrast, temporary and contract appointments have increased consistently, particularly in the latter quarter of 2012, and first quarter of 2013, when the use of temporary staff in the banking sector went through the roof. We expect the current high use of temporary staff to continue for some time to come. Permanent hiring will also continue in pockets of particular demand within banking. Candidates with strong relevant skills will be considered across all areas of banking. Retail online banking has been an area of particular growth. Coupled with the demands of regulatory reform and significant restructuring projects within many of the larger banks, the growth in this area has led to an increased demand for Business Analysts and Project s engaged on long term contracts. Regulatory/Operational Risk Experts and Credit Risk Analysts and Credit Risk s continue to be in demand as both permanent employees and contractors. In mainstream banking, hiring demand has been high at the more junior processing end particularly in mortgage support and settlements, mortgage broking and compliance. Phone-based lending and telesales roles have also been at a premium. Relationship s with strong sales experience continue to be in demand, particularly in niche areas such as trade finance and equipment leasing. In general there have not been significant salary increases within the banking & finance sector but candidates with strong experience in the areas of demand mentioned above have been able to attract a premium. Wealth management and financial planning continue to generate high demand for quality skilled candidates. In particular Financial Planners with proven sales skills and strong interpersonal skills are highly sought after. Financial Planners based in regional/rural locations are also in high demand in most states but are being supplemented by an increasing number of phone-based Advisors providing a service to regional customers without access to financial advice. In terms of candidate trends we have seen an increased demand for professionals with foreign language skills within financial planning and private banking. Asian language skills are in particular demand to help banks compete and grow their migrant banking client base. Paraplanning continues to be an area of demand particularly Complex Paraplanners who can put together high level technical plans. We are also witnessing an increased focus on gender diversity at the senior and professional level particularly within the larger banks as they proactively work towards improving the diversity demographics of their workforce. NEW ZEALAND There has been a consistent increase in business activity across the banking sector driven by three main factors. These are commercial activities related to the Christchurch rebuild, an increase in rural activity, and growing confidence in the housing market, particularly in Auckland and Christchurch. However, improved business confidence did not translate into greater hiring activity as employers had capacity in existing teams to manage the increases in workload. Overall, permanent hiring activity remained largely static across the sector and any new hiring decisions had to first go through a stringent authorisation process. The use of temporary workers increased to cover backlogs and complete special projects. Looking forward, with continual improvements in the residential housing market in New Zealand and expected growth in the commercial market, we predict pressure on the existing workforce in the banking sector to build eventually leading to increased hiring activity. For example, we expect to see hiring activity grow for customer relations roles, relationship management and analytical roles in wealth/investments. The use of temporary staff will also continue and even increase as a way to manage headcount on a project-by-project basis. 73% OF EMPLOYERS WITHIN FINANCIAL SERVICES SEE BUSINESS ACTIVITY AS INCREASING OVER THE NEXT 12 MONTHS 2013 Hays Salary Guide 53 SALARY INFORMATION: BANKING

21 BANKING BRANCH STAFF Teller Customer Service Advisor Branch Supervisor Lending Officer Branch Regional/District NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars Hays Salary Guide

22 BANKING OPERATIONS SUPPORT Data Entry Officer Banking/ Operations Officer Mortgage Settlements Securities Officer Officer Collections Officer Team Leader/ Supervisor Senior General NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars 2013 Hays Salary Guide 55

23 BANKING RESIDENTIAL LENDING Senior Mortgage Mortgage Assessor Assessor /Credit Analyst /Credit Analyst Mobile Lending Senior CORPORATE & COMMERCIAL LENDING Assistant Relationship Relationship Senior Relationship Executive State Business Development NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars Hays Salary Guide

24 BANKING ASSET/AUTO FINANCE/FINANCE Settlements Officer Credit Analyst Senior Credit Analyst Business Development Senior Business Development RURAL LENDING Assistant Relationship Lending/ Relationship Senior/District Relationship NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars 2013 Hays Salary Guide 57

25 BANKING SUPERANNUATION Administrator Senior Administrator Team Leader Fund SUPERANNUATION ADMINISTRATION (DEFINED BENEFIT) Fund Administrator Senior Administrator Team Leader Administration Fund NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars Hays Salary Guide

26 BANKING SUPERANNUATION CLIENT SERVICES Call Centre Senior Member Member Services Services Senior Member Services Team Leader Team Leader Call Centre Call Centre FUNDS MANAGEMENT Administrator Senior Administrator Business Development General NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars 2013 Hays Salary Guide 59

27 BANKING FUNDS MANAGEMENT Settlements Officer Senior Settlements Officer Supervisor Unit Registry Unit Pricing Client Services Officer Senior Client Services Officer Client Services Supervisor NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars Hays Salary Guide

28 BANKING TREASURY OPERATIONS MONEY MARKET/FX/FIXED INTEREST SETTLEMENTS/DERIVATIVES/CAPITAL MARKET Officer Senior Officer Supervisor Senior FINANCIAL MARKETS Settlements Officer Senior Officer Supervisor Corporate Actions Officer NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars 2013 Hays Salary Guide 61

29 BANKING FINANCIAL MARKETS/ MARGIN LENDING Client Services Support Business Development TRADE FINANCE Processing Officer Senior Processing Officer Team Leader NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars Hays Salary Guide

30 BANKING FINANCIAL PLANNING Para Planner Senior Para Planner (Qualified) Associate Financial Planner Financial Planner (Qualified) Client Services Financial Planner Practice (Qualified - Development Banking Ind.) Dealership Adviser Assistant NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation New Zealand salaries are represented in New Zealand dollars Financial planner (qualified) salaries are exclusive of a bonus 2013 Hays Salary Guide 63

31 BANKING TRANSACTIONAL BANKING Relationship Senior Relationship Transaction Banking s Senior Transaction Banking s Implementation Transaction s Banking BDMs PRIVATE BANKING Assistant Relationship Relationship State NOTES: Australian salaries include superannuation New Zealand salaries exclude superannuation * New Zealand salaries are represented in New Zealand dollars Hays Salary Guide

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