HR 2014 Salary & Employment Insights The Rocky Road to Recovery

Transcription

1 The Rocky Road to Recovery

2 2 Contents UK Overview 3 Adapting to the changing economic conditions 4 The rocky road to recovery 5 Uncertainty versus the upturn 7 The ticking time bomb The employer/employee disconnect 9 About Hudson 10 Market Overview 11 Salary Tables London 14 The South 29 The Midlands & The North 44 Scotland 59

3 3 UK Overview Welcome to the Hudson Salary and Employment Insights Review for The document begins with an overview of the UK recruitment market as a whole, before focusing in more detail on the market. As your recruitment partner and adviser, we take great pride in our in-depth knowledge of the marketplace, and also the factors currently affecting it, including general economic conditions and the expectations of organisations and their people. We hope you will find this review both interesting and useful in terms of planning and implementing recruitment activity in the year ahead. Sarah Greensmith Managing Director, England Lesley Cameron Director, Scotland

4 4 UK Overview Adapting to the changing economic conditions After a number of challenging years for the UK recruitment sector caused by difficult economic conditions, there were signs of an upturn in many areas during These improvements were not spectacular - indeed the general mood could best be described as one of cautious optimism - but there were encouraging indications that businesses were more willing to invest in new talent, and that candidates were adopting a rather less risk-averse approach to seeking out and considering new opportunities. The exact nature of the improvements varies by sector and by geographical area, and for some companies it will take a lot more than a glimpse of the much-vaunted green shoots of recovery to persuade them to abandon the rigorous focus on scaling back and cost cutting which has been the prevailing corporate culture for so many organisations in recent times. The evidence we are seeing is that many companies now realise that, in business development terms, standing still is only an option for a limited period, while other organisations already need to staff up to service project wins in the light of general improvements in market conditions in their particular sector. Against this background, there are two key questions for 2014 and beyond. The first is are employers ready - in recruitment terms - to adapt to the changing economic conditions and equip themselves with the people they need for the next stage of their development? The second is are employees ready - and willing - to take advantage of the new opportunities that a recovering economy will create? 72% of respondents said that colleagues are being always or mostly replaced when they leave a company 69% of respondents workloads have been redistributed among the remaining team members

5 5 UK Overview The rocky road to recovery 18% of staff thought that a sound appraisal system is a good employee retention tool Hudson conducted our in-depth survey of what companies and candidates think of the changing economic environment, and its likely impact on them. We looked at its effect on work practices, compensation and benefits and, equally importantly, on employee engagement, morale, loyalty and job seeking behaviour. Our findings overall suggest that, recruitment wise, the road to recovery could be rather a rocky one for employers. The evidence is that while many businesses are focused on what the revival could mean to them in terms of increased revenue and profits, they have taken their eye off the ball where staff morale and retention issues are concerned. At the same time, employees are beginning to look for other jobs because they have more confidence in the market. And our survey has also revealed a fundamental difference between the retention strategies that organisations feel will work effectively, and what employees are actually looking for. A key place to begin an analysis of these findings is the fact that 64 per cent of employers in the survey said they believe the recruitment market in 2014 will be more candidate driven. In other words, the emphasis will move away from the buyer s market scenario that has existed in many sectors in recent years, and it will be more difficult for organisations to find, attract or retain high calibre people. At the same time, 40 per cent of candidates in the survey told us that the economic upturn is giving them more confidence to look for another job, with 45 percent anticipating a job change in the next 12 months and 25 per cent actively seeking a job at the moment. 25 per cent of employees say they feel insecure or very insecure in their current position, and more than half of respondents (55 per cent) said that they had experienced increased pressure in the workplace over the last year. Add to this the fact that a quarter of employees (25 per cent) said they were having to work more hours than 12 months ago, and 39 per cent were reporting that workplace morale had got worse over the same period, and it is clear that there is now some inherent volatility in the marketplace. 64% believe the market will be candidate driven 40% are more confident in looking for another job 45% are anticipating a job change in the next 12 months 25% of candidates are actively seeking a job at the moment 2014 Recruitment 64% 40% 45% 25% Market

6 6 UK Overview The rocky road to recovery These figures however don t tell the whole story, because in 2012, 48 per cent of employees were saying morale had got worse in their organisation, and 40 per cent were actively looking for a job. In addition, 49 per cent of people in this year s survey say they feel secure or very secure in their current role - 10 per cent more than last year - and job satisfaction levels have also gone up to 52 per cent from 46 per cent last year. Furthermore, 39 per cent of respondents also said they felt more engaged with their job and workplace, and 61 per cent would actually recommend their employer to a friend. Nevertheless, the survey reveals that there is certainly a significant core group of people for whom a change of employment status is very much on the cards within the next 12 months. This will put pressure on employers to try and fill vacancies at a time when the market dynamic could well be changing, with demand starting to exceed supply in some areas, and shortages emerging for some of the most in-demand skill sets. Over time, if people cannot be found for key positions, this could inevitably have a negative impact on the ability of organisations to take full advantage of the improved economic conditions. Of course, one course of action that employers can take to prevent this problem - at least in part - is to keep hold of their key people by having effective staff retention strategies in place. However, our survey has shown that what businesses are offering in this area is not always what is most valued by employees. For example, 63 per cent of employees say that good career progression opportunities are the critical factor in them remaining with an organisation, yet only 26 per cent feel that their company offers them. There is a very similar difference of opinion over mentoring schemes, which are valued by employees but not as widely available as they would like to see. Conversely, only 18 per cent of staff in the survey thought that a sound appraisal system is a good employee retention tool, yet 55 per cent of employees offer one. Of course, most employee decisions on whether to seek a new opportunity remain salary driven, and the survey reveals that 35 per cent of candidates would move for a salary increase of 6-10 per cent, without promotion. In the workplace 49% 52% 39% 61% 63% 35% of people feel secure or very secure in their current role of people feel satisfied in their current role of people feel more engaged with their job of people feel they would recommend their employer to a friend of people say that good career progression opportunities are critical of people would move for a salary increase of 6-10 per cent, without promotion

7 7 UK Overview Uncertainty versus the upturn But even in the far from perfect recent economic conditions, 30 per cent of respondents had still actually received a pay rise of up to 5 per cent in their existing roles, although 8 per cent had seen their salary decrease. 16 per cent of employees had not been given a pay rise for two years but, rather more encouragingly, 56 per cent of people are expecting a salary increase of up to 10 per cent over the next 12 months, significantly up on the 45 per cent who said the same thing this time last year. Perhaps surprisingly in the light of market conditions around four in ten employees still received a bonus in 2013, although mainly of a relatively modest nature in the 1-5 per cent bracket. Benefits packages, bonus payments and pensions remain the most valued extra with employees, followed in order of importance by health benefits, flexible working arrangements and above-average annual leave. Our survey responses from employees reinforce the general impression of an upturn in the recruitment market in 2013, with 41 per cent of people saying they had seen an increase in headcount in their workplace over the past 12 months, compared with a figure of 33 per cent in % of people say they had seen an increase in headcount in their workplace over the past 12 months Equally encouragingly, almost three quarters of respondents (72 per cent) said that colleagues are being always or mostly replaced when they leave the company. However, when people are not replaced, the burden can fall on their previous colleagues. In 69 per cent of cases their workload was redistributed among the remaining team members, according to respondents.

8 8 UK Overview Uncertainty versus the upturn Looking at career development and planning, 64 per cent of employees had been in their permanent role for less than two years. However 10 per cent of people in a contracting or interim position had actually been in the same role for more than two years! In terms of the optimum time to stay in a role 2-3 years was the most popular period with respondents (34 per cent) followed by 3-4 years (21 per cent), 1-2 years (16 per cent) and 4-5 years (13 per cent). 15 per cent of employees thought more than 5 years was best. Meanwhile, company responses to the survey reveal that 49 per cent of employers believe that there has still been uncertainty in the market in their particular sector. As a result, 13 per cent said they had implemented a freeze on new hires for all roles, although this figure has gone down from 18 per cent last year. Rather more encouragingly, 47 per cent of companies had increased headcount in the last 12 months, 10 per cent more than last year. 30 per cent had seen employee numbers remain the same, and only 23 per cent had seen a decrease. Where headcount went up, 81 per cent of firms said it was due to genuine growth, with 58 per cent of employers believing there is further growth potential in their businesses over the next 12 months. Overall, 49 per cent of companies said their total headcount will increase in 2014, compared with 37 per cent who were of the same opinion this time last year. In terms of remuneration packages, 84 per cent of companies said they had awarded pay rises within the last two years, although 3 per cent admitted that it had been more than five years since they last gave a rise. 81 per cent expected to award rises when they next review pay. Optimum time to stay in a role 34% 21% 2-3 years 3-4 years 16% 1-2 years 13% 4-5 years 15% more than 5 years

9 9 UK Overview The ticking time bomb The employer/employee disconnect There is a clear difference of opinion between employers and employees on the reasons for salary increases. 52 per cent of employees believe they deserve a rise to maintain their standard of living, however only 9 per cent of employers cite this as the reason they do it. Instead, 69 per cent of companies say they award rises in order to keep hold of high performing staff. Perhaps reflecting something of the same impetus, 58 per cent of businesses plan to award bonuses in the next 12 months, up from 47 per cent last year. However, once again the survey provides evidence of a disconnect between employers and employees in terms of overall benefits packages. While 75 per cent of companies believe they are offering appropriate reward and recognition to staff, only 51 per cent of employees believe this to be the case. Clearly, this and other similar issues highlighted by the survey need to be addressed, because as market conditions continue to improve, it is vital that the expectations of organisations and candidates are closely aligned to ensure maximum business development and growth and the continued revival in the fortunes of the UK economy. 52% of employees believe they deserve a pay rise to maintain their standard of living 69% of companies say they award pay rises in order to keep hold of high performing staff 58% of businesses plan to award bonuses in the next 12 months Key priorities for employers in 2014 and beyond will include developing staff retention strategies that are more valued by employees, and also increasing investment in training and development programmes to enable them to become more self-sufficient in the key skills they require in the future. Methodology The Hudson salary survey of employers and employees was conducted online over a three-week period in December Current salary information has been obtained from Hudson s internal database and quality checked against survey data. In-house recruitment specialists and company directors were interviewed to obtain their experiences of current market trends in order to compile the regional and sector-specific market overviews.

10 10 25% About Hudson of professionals feel insecure in their role Hudson is a global talent solutions company with expertise in leadership and specialised recruitment, contracting solutions, talent management, outplacement and ediscovery. Hudson helps clients and candidates succeed by leveraging our expertise, deep industry and market knowledge, and proprietary assessment tools and techniques. With approximately 2,000 people in 20 countries, and relationships with millions of specialised professionals, we bring an unparalleled ability to match talent with opportunities by assessing, recruiting, developing and engaging the best and brightest people for our clients. We combine broad geographic presence, world-class talent solutions and a tailored, consultative approach to help businesses and professionals achieve higher performance and outstanding results. We have more than a decade of experience in the UK and Ireland markets and have recruitment consultants based in nine locations across the region. Combining our global capabilities with in-depth local market knowledge, we have been able to build strong and trusted relationships with a wide-ranging client base that include multi-national and SMEs and SME companies. Hudson specialises in, but is not limited to: Banking and Finance Oil & Gas, Energy and Utilities Telecommunications, Media and Technology Public sector, Not for Profit and Charity Professional Services Retail, Leisure & FMCG Manufacturing, Production and Industry Across these sectors, we recruit for a large variety of roles, from training professionals to directors. Our consultants accredited, so you can be certain that we understand your business, no matter what that might be.

11 11 77% Market Overview of professionals expect a salary increase in the next 12 months The willingness to invest After rather a flat year for recruitment in 2012 it was encouraging to see some clear signs of recovery in the market in 2013, reflecting the general upturn in the economy during the year. Inevitably the scale of this recovery varied across Hudson s regions, and some businesses and candidates remained resolutely cautious in spite of the generally positive signs. However, there was evidence across the country that after years of downsizing, departments were more willing to invest in attracting new talent, and also developing their existing staff, in order to support key business development, transformation and growth programmes. As a result, learning and development and talent management was a particularly busy area during the year, as clients realised the need to refocus their attention on L&D as a means of retaining their key people both now and in the future. As part of this process, it was noticeable that even a number of business partner roles had a more obvious L&D/TM slant in In addition, although many professionals in this field have specialisms in areas such as leadership or management development, we saw a lot more general L&D opportunities coming on stream during the year. The demand for high quality Against this background of an increased emphasis on employee retention, it is perhaps unsurprising that compensation and reward roles were another busy area for our teams during the year, with a noticeable increase in the reward contracting market. There has also been strong demand for high quality commercial business partners as companies seek to maximise the contribution that their staff can make to the business in terms of adding value and driving growth. We also saw a consistent requirement for in-house recruitment specialists during 2013, perhaps further evidence of renewed investment in and the general upward trajectory of the economy as a whole. What s trending? In terms of new trends during the year, as part of a more general focus on business intelligence, we saw an increased number of companies looking to analyse specific data in relation to their employees, creating a need for a new type of technical specialist. We have also seen a rise in demand for and OD hybrid roles. Traditionally these have been separate workplace specialisms, but due to cost reasons and commercial realignments employers are increasingly looking for candidates with a skill set that demonstrates proficiency in both areas. In terms of the candidate pool, while many people remained understandably cautious, there was some evidence during 2013 of a relaxation in the risk averse mood which had prevailed for several years. Where people had previously been playing safe, staying in a reasonable job if they had one, rather than looking for a new position at a time of economic uncertainty, we certainly saw an increase in the number of professionals looking round for new opportunities during the year.

12 12 84% Market Overview of companies said they had awarded pay rises within the last two years What s trending? Our regional focus In most cases the impetus to consider a move is still salary driven, but factors such as the nature of the work, the training and development opportunities provided by the role, the potential work-life balance of the position and even the actual working environment are becoming increasingly important considerations for candidates. They are also key issues for professionals to bear in mind as part of their forward planning strategies. Despite all of 2013 s ongoing and emerging developments however, there was little significant change in either salary rates or contractor rates during the year, although inevitably there was the potential for niche skill sets to command a modest premium. Looking ahead, there may be some upward pressure on salaries as the recovery continues and potential skills shortages occur. Looking at Hudson s teams across the country during 2013, there were positive signs in London in terms of both job flow and job volumes, with a significant amount of transformation, change and organisational development roles coming on stream as businesses sought to restructure their operations to boost efficiency, reduce costs and increase profits. Financial services and the digital sector were other busy areas for recruitment in the capital during 2013, and we also saw something of a revival in the public sector market with educational organisations in particular increasing their hiring activity for both permanent and interim positions. On the interim side we saw a noticeable increase in FTC roles which evolved - or had the potential to evolve - into permanent positions, a corporate try before you buy strategy that is perhaps indicative of some residual caution in the marketplace. In terms of in-demand skills in London there was an ongoing requirement for good quality candidates with specialisms in reward, compensation and benefits, training and development and change management and this will no doubt continue in 2014 as the recovery continues. Elsewhere across the south of England it was also a positive year for recruitment, building on the signs of recovery in the market that had been evident at the back end of Encouragingly, this recovery was fairly broad based across the region, with increases in job volumes across multiple sectors including technology, media, retail, leisure, financial services, pharmaceuticals and healthcare. The public sector also saw increased hiring by NHS, not-for-profit and educational organisations. However, side by side with the upturn in job volumes in the south, we saw many companies putting increased emphasis on L&D, talent management and employee engagement initiatives, as part of a strategy to retain their key people as the economy improves and more opportunities become available to skilled professionals. Another noticeable trend in the south during 2013 was a significant boost in FTC opportunities due to project work, maternity cover and ongoing caution about increasing permanent headcount. Compared with London and the south of England the recovery in the recruitment market in the Midlands and the North was less pronounced and less consistent during 2013, reflecting increased competition amongst recruitment specialists in the area, the number of roles being placed on hold and the trend towards extended recruitment cycles.

13 Market Overview 13 55% of employees said that they had experienced increased pressure in the workplace over the last year Our regional focus Growth is predicted Nevertheless, there was noticeable growth to report in the temporary market, particularly in the FMCG, construction, engineering and logistics sectors, and encouraging levels of public sector hirings by housing associations, charities and other organisations in the not-for-profit space. Although the overall picture was patchy, growth in these areas was enough to suggest that 2014 could be a year of more consolidated growth in the region. Meanwhile, in Scotland, the key growth areas during the year were process outsourcing, FMCG, the education sector and manufacturing, and inevitably there was ongoing demand for both permanent and interim oil and gas industry specialists in Aberdeen. There was also a consistent requirement in Scotland during the year for on-site recruitment professionals, as some organisations adopted new direct recruitment models. business partners were also much in demand, although clients are increasingly specifying that strong commercial skills are imperative for this role, particularly those in the public sector. In general, there was also a noticeable increase in FTC opportunities during the year, as businesses sought to buy in the skills required to service specific standalone projects, particularly in the areas of L&D and reward. In terms of trends in Scotland, we have also seen more companies opting to centralise their functions, creating additional shared service environments. Against this background of encouraging feedback from our teams across England and Scotland, we believe the recruitment market will continue to grow in 2014 in terms of both job flow and job volumes. Inevitably the rate of development will vary by area and by sector, and of course the performance of all markets is very much dependent on the continued revival of the UK economy as a whole. Overall however, we believe the outlook is positive. We do not foresee any major changes in recruitment trends during the year, with the most in-demand skills continuing to be for business partner, change management, reward and compensation and benefits specialists. However, if the performance of the sector continues to improve, leading to potential skills shortages in some areas, there are some fundamental issues that professionals will need to address if they are to help their organisations secure - and retain - the best talent in an increasingly candidate-driven market. For example, there is evidence that candidates are increasingly making decisions on new opportunities on the basis of the overall package provided by potential employers, rather than simply on salary. Businesses also need to ensure the best possible user experience for candidates during the recruitment process itself, which should be streamlined and flexible, enabling organisations to move quickly to secure the people they need, as the best candidates with in-demand skills will often have alternative offers on the table. In addition, companies in all sectors will need to devote time and resources to developing effective staff retention strategies for the future, which is why we anticipate further strong demand for L&D and TM specialists during 2014.

14 14 London Salary Tables

15 15 London Salary Tables London Banking & Finance Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

16 16 London Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

17 17 London Salary Tables London Oil & Gas, Energy & Utilities Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

18 18 London Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

19 19 London Salary Tables London Telecommunications, Media & Technology Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

20 20 London Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

21 21 London Salary Tables London Public Sector, Not for Profit & Charity Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

22 22 London Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator N/A N/A N/A N/A N/A N/A Officer/Advisor N/A N/A N/A N/A N/A N/A Manager/Specialist N/A N/A N/A N/A N/A N/A Head of N/A N/A N/A N/A N/A N/A Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

23 23 London Salary Tables London Professional Services Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

24 24 London Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

25 25 London Salary Tables London Retail, Leisure & FMCG Generalist Hr Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

26 26 London Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

27 27 London Salary Tables London Manufacturing, Production & Industry Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

28 28 London Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

29 29 The South Salary Tables

30 30 The South Salary Tables The South Banking & Finance Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

31 31 The South Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

32 32 The South Salary Tables The South Oil & Gas, Energy & Utilities Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

33 33 The South Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

34 34 The South Salary Tables The South Telecommunications, Media & Technology Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

35 35 The South Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

36 36 The South Salary Tables The South Public Sector, Not for Profit & Charity Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

37 37 The South Salary Tables Continued Graduate Recruitment N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

38 38 The South Salary Tables The South Professional Services Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

39 39 The South Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

40 40 The South Salary Tables The South Retail, Leisure & FMCG Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director

41 41 The South Salary Tables Continued Graduate Recruitment Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Reward, Compensation & Benefits Analyst Manager Head of Director Reporting/MIS Analyst Manager Head of Employee Relations/IR Officer/Advisor Manager Head of Equality & Diversity Consultant Head of

42 42 The South Salary Tables The South Manufacturing, Production & Industry Generalist Assistant/Admin/Co-ordinator Officer/Advisor Manager Business Partner Head of Director Learning & Development/Talent Assistant/Admin/Co-ordinator Officer/Advisor Manager/Consultant Head of Director Organisational Development/Change Management Consultant Manager Head of Recruitment/Resourcing Assistant/Admin/Co-ordinator Officer/Advisor Manager/Specialist Head of Director