Annual Compensation & Benefits Trends Survey India FY

Transcription

1 Annual Compensation & Benefits Trends Survey India FY Human Capital Consulting April 2015

2 To receive sector-wise analysis, please visit contact us section at the end of this report Table of Contents Scope, approach and methodology Executive summary Overall industry report Sector-wise analysis About Deloitte Human Capital Consulting

3 Scope, approach & methodology

4 Scope, approach and methodology Scope of the survey The Deloitte India Compensation Trends Survey is an annual study conducted by Human Capital Consulting. The objective of the study is to understand the key compensation and benefits trends across sectors in the Indian market. Increment & variable Pay projections for FY 2016 and comparison with FY 2015 Attrition rates, key levers for mitigation and talent attraction Key benefits given across sectors Managing and rewarding critical talent Organizations Sectors 4

5 Scope, approach and methodology Survey methodology Design the survey instrument The parameters of the study were finalized and a structured questionnaire was designed as a primary data collection tool Collect and validate data The responses received from all participants were validated and checked for accuracy and intended interpretation Analyze data The data received was collated and analyzed to get detailed insights on sector wise practices, compensation and benefits trends Finalize the target basket The sectors covered in the study were finalized along with the leading organizations from each sector Invite participation A formal invitation and online questionnaire was sent to the Human Resources teams in the chosen organizations requesting for participation Generate the Compensation Trends Survey Report (FY ) 5

6 Scope, approach and methodology Definitions Top Management The most senior executive in the organization (CEO), coordinating a full range of functions, providing leadership, overall direction and control of company operations. Also, includes key executives (direct reportees to CEO) within the organization, heading key functions, businesses and geographies Senior Management Middle Management Junior Management Executives who directly report to the Top Management, and manage a range of functions. However, they are not regarded as Top Management. This also includes direct reportees to different key functional, business and geographical heads Includes executives who directly report to Senior Management, with supervisory responsibility for a sub-function, part of a business, geography etc. Includes supervisory staff usually involved in the day to day functioning of a small team (First Level of Management Cadre). Also, includes entry level employees with professional qualification 10P/ 25P/ 50P/ 75P/ 90P/ Percentile definitions The lower decile position (where one-tenth of the sample has lower data) The lower quartile position (where one quarter of the sample has lower data) The middle position (where half of the sample has lower and half has higher data) The upper quartile position (where three-quarters of the sample has lower data) The upper decile position (where nine-tenth of the sample has lower data) Clerical Includes non-management staff who work as individual contributors reporting to Management 6

7 Scope, approach and methodology Participant profile 15.2% (38) 12.0% (30) 10.0% (25) 8.0% (20) 8.0% (20) 6.0% (15) 7.2 % (18) 6.0% (15) 6.0% (15) 4.8% (12) 4.0% (10) 4.8% (12) 4.8% (12) 3.2% (8) Auto & auto Comp. BFSI Chemical Consumer business Engineering & Energy Hi-Tech ITeS manufacturing Infrastructure & real estate Logistics Media & advertising Pharma, life sciences Retail Others** 250 organizations from 18 sectors have participated in the Compensation Trends Survey for FY % 6.0% 13.6% 46.0% <100 Crore Crore Crore Annual revenue < % 28.8% 9.2% 16.8% 32.8% Crore >1000 Crore Employee strength > % 20.4% (38) ** Others include companies in Hospitality, Professional Services, Agriculture, Aviation, Export and Social Services sectors. Considering the limited number of responses from these sectors within the specified timelines, separate sector reports have not been published 7

8 Executive summary

9 Executive summary Key findings Increment The average salary increment across sectors is projected at 10.7% in FY 2016, which is 0.4% points higher than the previous FY 2015 (10.3%) The highest projected average increment is in the Pharma sector at 12.1%, and the lowest projection is observed in the Retail sector at 9.4% Variable pay The average variable pay across sectors is projected at 17.4% in FY 2016, which is 0.4% points higher than the previous FY 2015 (17.0%) Voluntary attrition In FY 2015 highest attrition across industries was seen in the ITeS sector (21.9%) whereas the lowest attrition was seen in the Energy & natural resources sector (10.5%) Reasons for attrition Better pay, better career opportunities and need for work life balance have emerged as top reasons for attrition across industries Top compensation levers for retention Long term incentive plans, strong performance based variable pay, and monetary / non monetary recognition awards are the three most widely used compensation levers for employee retention The highest projected average variable pay is in the BFSI sector at 19.4%, and the lowest projection is observed in the Logistics sector at 15.6% The highest projected increments across industries are at the Junior Management level at 11.0% The Consumer Business sector shows conservative projections towards increments along with an increased focus towards variable pay 9

10 Executive summary Industry snapshot In % Sectors Average increments Actual Projected Change Projected Rank Average variable pay Actual Projected Change Projected Rank Auto and auto components BFSI Chemical Consumer business Energy & natural resources Actual indicates actual figures for FY Engineering & manufacturing Hi-Tech ITeS Projected Indicates projected figures for FY Infrastructure & real estate Logistics Media & advertising Pharma, life sciences & healthcare Retail Overall industry

11 Overall industry report

12 Overall industry analysis Average annual increments FY 2016 (projections) vis-à-vis FY 2015 (Actuals) In % FY 2015 (Actuals) FY FY 2015 FY Overall Industry Auto BFSI Chem CB Energy Engg Hi-Tech ITeS Infra Log Media Pharma Retail Consumer business and Retail sectors show a decrease in projected increments for FY 2016 vis-à-vis last FY Infrastructure and real estate has the maximum increase in projected average increments over previous FY In Pharma, Media, Hi-Tech and ITeS sectors, the projected increments are significantly higher than Industry average whereas Logistics and Retail have lower than industry average increment projections 12

13 Overall industry analysis Average annual increments FY 2016 (projections) vis-à-vis FY 2015 In % 10P 50P 90P Average FY FY Level-wise increment percentiles (FY 2016) Average increments across levels In % In % 10P 50P 90P Avg Clerical JM MM SM TM Clerical JM MM SM TM FY 2016 FY

14 Overall industry analysis Annual increments FY 2016 (projections) Comparison of level-wise average increments across sectors In % TM SM MM JM CL Overall Industry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail The average increment projections at Top, Senior and Middle management level are lower than the projected Industry average at 10.7% The average increments at all levels in Pharma, Infrastructure and Chemicals sectors are significantly higher than the respective level-wise industry average The average increments at all levels in BFSI, Logistics and Retail are lower than respective level-wise industry average 14

15 Overall industry analysis Average annual variable pay FY 2016 (projections) vis-à-vis FY 2015 FY 2015 (Actuals) FY 2016 In % FY 2015 FY Overall Industry Auto BFSI Chem CB Energy Engg Hi-Tech ITeS Infra Log Media Pharma Retail BFSI and Infrastructure and real estate have the maximum increase in projected average variable pay over previous FY Logistics and Media have projected lower than average industry average variable pay In BFSI, Pharma and consumer business, the projected average variable pay are significantly higher than Industry average 15

16 Overall industry analysis Average annual variable pay FY 2016 (projections) vis-à-vis FY 2015 In % 10P 50P 90P Average FY FY Level-wise variable pay percentiles (FY 2016) Average variable pay across levels In % In % 10P 50P 90P Avg Clerical JM MM SM TM Clerical JM MM SM TM FY 2016 FY

17 Overall industry analysis Annual variable pay FY 2016 (projections) Comparison of level-wise average increments across sectors In % TM SM MM JM CL Overall Industry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail The average variable pay projections at Clerical and Junior management level are lower than the projected Industry average at 17.4% The average variable pay projections at all levels in BFSI and Consumer Business sectors are significantly higher than the respective level-wise industry average The average projected variable pay at all levels in Logistics, Media and Energy is lower than respective level-wise industry average 17

18 Overall industry analysis Key benefits Car policy car value In % Clerical JM MM SM TM 3-5 Lacs Lacs Lacs > 12 Lacs N/A Car policy fuel per annum In % Clerical JM MM SM TM Insurance policy Medical insurance coverage Employee only percent of the companies have life insurance policy percent of the companies have accident insurance policy percent of the companies have medical insurance policy Employee & spouse Employee, spouse and dependent children 37.9% 15.7% 17.4% Employee, spouse, dependent children and dependent parents/ inlaws 28.9% > On Actuals N/A percent of the companies have company leased and rest have company owned car option years is the average car replacement period Leave encashment policy 39.1 percent of the companies allow leave encashment during tenure and after separation 60.9 percent of the companies allow leave encashment only after separation Gratuity and superannuation policy 41.7 percent of the companies have superannuation policy 60.2 percent of these companies manage superannuation fund in-house and rest through third party 68.1 percent of the companies manage gratuity fund in-house and rest through third party Long term incentive plan percent of the companies have LTI plan percent of these companies extend LTI plans across all levels and rest at select management levels 18

19 Overall industry analysis Voluntary attrition analysis Voluntary attrition rate across sectors FY In % FY FY 2014 FY Overall Industry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail Comparison of level-wise voluntary attrition rate across sectors In % TM SM MM JM CL Overall Industry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail 19

20 Overall industry analysis Attrition trends reasons and mitigation measures Top three reasons for attrition Better pay elsewhere Better career opportunities Better work life balance Long term incentive plans Performance based variable pay Recognition awards (cash/non-cash) Top three compensation levers for talent retention Top three compensation levers for talent attraction Sign on bonuses Guaranteed incentives / variable pay Attractive benefits offerings

21 About Deloitte Human Capital Consulting

22 About Deloitte Human Capital Consulting Deloitte Consulting s Human Capital practice is a leading global advisor and implementation partner working with companies, governments, and organizations around the world. Our goal is to improve our clients organizational results and impact by focusing on challenges at the intersection of business and people. Our global network of more than 5,000 Human Capital professionals serves 100 countries. The scale of our global Human Capital partner and practitioner network allows us to provide global and national clients with a network, which can respond quickly, flexibly, and at scale to meet client challenges. Our practice goes to market applying deep industry experience and globally recognized HR, talent, and organization transformation skills and capabilities. We offer a focused combination of breadth and expertise across HR service lines. Our India offerings: Organization Transformation, Talent & Rewards HR Transformation Strategic Change Culture Leadership Development Organization Design Technology Adoption Talent Strategies: Career Development and Succession Diversity and Inclusion Performance, Engagement, and Retention Talent Sourcing Talent Strategies for Growth Markets Learning Solutions Sales Force Effectiveness Rewards Job Evaluation Structuring & Benchmarking Incentive Plan Design HR Transformation Strategy and Planning HR Technology Strategy HR Service Delivery: HR Shared Services High Impact HR Operating Model Outsourcing Advisory HR Technologies: Oracle - EBS, HCM Cloud, PeopleSoft and Taleo SAP / SuccessFactors Salesforce.com Workday Cornerstone HR Technology Other Workforce Analytics India Operations Setup: India Operations HR Setup Location Feasibility Study Rules And Regulations Employment Contract Mergers, Acquisitions and Restructuring 22

23 Contact us Dr. Vishalli Dongrie, Sr. Director, Human Capital Consulting Tel/Direct: +91 (22) l Mobile: l vdongrie@deloitte.com For sector specific reports and technical queries, please reach out to: Saptarshi Chatterjee, Senior Manager, Human Capital Consulting Tel/Direct: +91 (22) l Mobile: l sapchatterjee@deloitte.com Mandar Ranade, Senior Consultant, Human Capital Consulting Tel/Direct: +91 (22) l Mobile: l mranade@deloitte.com Malvika Sharma, Consultant, Human Capital Consulting Tel/Direct: +91 (22) l Mobile: l malvikas@deloitte.com 23

24 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a more detailed description of DTTL and its member firms. This survey is a general survey carried out by Deloitte Touche Tohmatsu India Private Limited (DTTIPL) and data or information provided by you will be used in connection with this survey, other studies or analyses performed by DTTIPL. This survey and the survey results are the proprietary property of DTTIPL and will be disclosed only if required by law or in connection with this survey or such studies, analyses or services, however the data or information provided would not contain any information that identifies you or associates with you the responses you have provided. None of DTTIPL or its affiliate entities (Deloitte Network) are by means of this survey or the survey results, rendering professional advice or services. Neither this survey nor the survey results is a substitute for any kind of professional advice or services. The Deloitte network is not responsible for any loss whatsoever sustained by any person who relies on this survey or the survey results Deloitte Touche Tohmatsu India Private Limited. Member of Deloitte Touche Tohmatsu Limited