2010—2011 Survey Solutions Catalog - Retirement - · PDF file2010—2011 Survey...

Aon Hewitt U.S. Surveys:2010—2011 Survey Solutions Catalog

Consulting Compensation

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Aon Hewitt U.S. Surveys2010—2011 Survey Solutions Catalog

Contents

Aon Hewitt Survey Solutions—Overview

Aon Hewitt Total Compensation Measurement™ Survey (TCM™)

Aon Hewitt Global Variable Compensation Measurement™ Survey (Global VCM™)

Aon Hewitt Variable Compensation Measurement™ Survey (VCM)™

Aon Hewitt Salary Increase Survey (SIS)

Aon Hewitt Sales Compensation Survey (SC)

Aon Hewitt General Industry Compensation Surveys

Aon Hewitt Distribution and Fulfillment Center Compensation Survey (DFC)

Aon Hewitt Retail Nonexempt Compensation Survey (RENEX)

Aon Hewitt Health Care Executive Compensation Survey (HCEX)

Aon Hewitt High-Demand Clinical Skills Compensation Survey (HDCS)

Aon Hewitt Project and Program Management Compensation Survey (PPM)

Aon Hewitt Technology Compensation Surveys

Aon Hewitt HOT Technologies Survey (HOT)

Aon Hewitt SAP Skill Compensation Survey (SAP)

Aon Hewitt Energy Industry Compensation Surveys

Aon Hewitt Midstream Oil and Gas Industry Executive Compensation Survey (MOG)

Aon Hewitt Energy Marketing and Trading Compensation Survey (EMT)

Aon Hewitt IEHRA Energy Industry Compensation Survey (IEHRA)

Aon Hewitt Wind and Renewable Energy Compensation Survey (WREC)

2011 Aon Hewitt Compensation Surveys Listing

Unprecedented economic changes are impacting how companies approach compensation and talent management. As the economy improves, employers need to define the “new normal.”

It’s clear pay practices will not return to prerecession levels, so organizations must determine the proper amount and mix of compensation to motivate, retain, and engage high-potential workers. They need accurate, robust, and consistently collected data to make meaningful talent and reward decisions. Aon Hewitt provides leading organizations around the world with expert human resource consulting and outsourcing solutions to help them anticipate and solve their most complex compensation, benefit, talent, and related financial challenges.

Aon Hewitt’s compensation and engagement databases are recognized as the most reliable source of current data for human capital planning. With offices and resources worldwide, we analyze and publish an extensive library of printed and online survey reports.

Uncompromised SolutionsWhether you are developing compensation policies across global markets, creating sales compensation plans for the U.S., reviewing compensation for key officers, or tightening up benchmark structures in your organization, Aon Hewitt data solutions are the foundation to help you:

• Retain, motivate, and attract new talent in an increasingly mobile talent market

• Create or sustain a high-performance workforce

• Achieve higher returns on

your people investment

With pragmatic insights based on facts, not hunches, Aon Hewitt data solutions are drawn from our experience delivering HR services to nearly 20 million people—data supported by extensive research across the HR spectrum, including our benchmark studies such as:

• Aon Hewitt Total Compensation MeasurementTM Survey

• Salary Increase Survey

• Sales Compensation Survey

• Variable Compensation MeasurementTM Survey

Global Leverage and Local ExpertiseWe gather and analyze market data to offer general and custom surveys, includ-ing both total compensation competi-tiveness and engagement levels. Aon Hewitt leverages employee information to uncover country-specific, economic, regional, and global trends—information that helps your company stay ahead of the talent curve. Our consultants apply their expertise in the varied employment markets, practices, and customs to

deliver robust and comprehensive local market-based talent programs. In addition to compensation surveys, Aon Hewitt’s Survey Solutions also publishes reports that provide HR practitioners with the necessary insights to attract, retain, motivate, and reward exceptional employees. These reports cover a variety of subject areas including pay, performance management, benefits, and best practices on a local, regional, and global basis.

Custom Surveys CapabilitiesThrough Aon Hewitt’s custom survey capabilities, clients work with experienced survey consultants and receive in-depth personalized comparisons of their organization’s total compensation and pay practices information against those specified in a unique comparator group. With the ability to use either previously conducted surveys as well as custom designed surveys, clients gain access to valuable insights regarding their total pay mix and the competitiveness of their compensation practices.

Pricing OffersPricing options offered within this catalog are subject to change.


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With surveys spanning over 40 countries, 2,000 positions, and over 3 million employees, Aon Hewitt global compensation data provides organizations with the quality information needed for effective human capital planning in 2011.

Aon Hewitt

5Aon Hewitt U.S. Surveys: 2010-2011 Data Solutions Catalog

Aon Hewitt Total Compensation MeasurementTM (TCMTM)

Survey Benefits

TenureFor 30 years, Total Compensation Measurement has helped organizations drive performance. Total Compensation Measurement delivers total compensation facts, including base salary, bonus, long-term incentives, and benefits through innovative products, insights, services, and solutions.

Global RepresentationWith over 7,000 participants from over 40 countries, Total Compensation Measurement can provide you with global compensation information that will help your organization position itself competitively worldwide.

Robust DataOver 50 industries and more than 700 companies across 2,500 business units are represented annually in Total Compensation Measurement, making it the largest and most comprehensive data resource available to HR professionals, senior management, and boards of directors.

Job Matching Made EasyCompensation components are measured in salary-equivalent terms. As data is submitted by position, Aon Hewitt’s unique JobLink leveling methodology allows results analysis by a variety of measures including position, organizational level, salary level, industry, and size.

TCM Online

TotalCompensationCenter.comAon Hewitt’s convenient online tool offers HR specialists complete access to the full array of Total Compensation Measurement results, allowing clients to create customizable compensation solutions. TCM Online offers one of the most efficient compensation data solutions in the market.

Custom ReportsDefine an unlimited number of com-parator groups using parameters such as industry, name, location, or financial measure. Calculate custom percentiles and compare your company data to the comparator group of your choice.

View and Age Age results with multiple annual adjustment percentages and convert data to any currency. View results by job, or view all jobs by pay component and sort by job title or job code. With advanced functionality, users can blend multiple jobs together easily.

DownloadDistribute your data easily with unlimited user IDs and passwords. Browse customized survey portfolio by region, year, and language, and search job portfolio by family, title, code, and keyword.

Aon Hewitt Total Compensation MeasurementTM

Survey (TCMTM ) United States 2011

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Timeline

Collection Materials Available: February 15

Effective Date of Participant Data: March 1

Participant Data Submission Deadline: April 15

Survey Results Published: Various

Aon Hewitt

Making meaningful talent and reward decisions in today’s competitive environment requires a comprehensive data source. With a reputation as the world’s definitive source for compensation information, thousands of HR professionals turn to Total Compensation Measurement for the answers they need for their most challenging compensation issues.

https://www.totalcompensationcenter.com/TCC/home/home.jsp

Executive Products

Collecting data on over 490 core executive jobs, Aon Hewitt’s portfolio of Total Compensation Measurement executive reports gives your organization the high-quality information necessary to make critical reward decisions.

Total Compensation by Industry Features a full range of statistics on cash compensation, long-term incentive values, total compensation for multiple positions and salary bands, and award sizes. Results also include:

• Trend information for base salary, bonus, total cash, long-term incentives, and total compensation.• Prevalence of long-term incentives executive benefits, and perquisites by position.• Long-term incentive data for all incumbents, as well as receivers only.• Results reported by industry, as well as on a consolidated basis.

Cash Compensation by Industry Receive data on base salary, short-term incentives, total cash compensation, prevalence of long-term incentives, executive benefits, and perquisites. A full range of statistics is analyzed by organizational level, industry, and salary band plus compensation trends by position.

Regression AnalysisCalculate size-adjusted pay levels based on user-defined scope measures, regressed values by industry, and custom and reverse percentiles. Additionally, age, print, and export the data to improve the ease of use of compensation information.

Custom StudiesReceive an in-depth analysis of a comparator group you choose based on industry, reputation, revenue, and/or financial performance. Aon Hewitt consultants will help you interpret the results so you reach your business objectives.

Management and Professional Products

Aon Hewitt’s portfolio of Total Compensation Measurement management and professional reports provide total compensation data on over 500 nonexecutive jobs in all sectors, including manufacturing, service, financial, and retail industries.

Total Compensation by Industry Receive data on cash compensation, long-term incentive values, total compensation, and award sizes, as well as trend information for base salary, bonus, total cash, long-term incentives, and total compensation.

Cash Compensation by IndustryWith more than 450 general industry/financial services positions and over 240 retail positions, this report offers a full range of statistics on base salary, short-term incentives, and total cash compensation data for management and professional positions.

Cash Compensation by Geographic RegionPresents base salary, short-term incentive, and total cash compensation data from 24 metropolitan and 5 national regions. Salary band, national averages, and regional breakouts are included in the total cash analysis.

Aon Hewitt Total Compensation MeasurementTM Survey (TCMTM) United States 2011

7Aon Hewitt U.S. Surveys: 2010-2011 Survey Solutions Catalog

Management and Professional Custom Total Compensation Measurement StudiesIn-depth analysis of a comparator group you choose based on industry, reputation, revenue, and/or financial performance. Aon Hewitt consultants will help you interpret the results to help you Reevaluate your talent and reward policies and strategies.

Other Products

Total Compensation Measurement Cash OnlineOnline access to the cash compensation data for all companies in the Total Compensation Measurement database.

» Click here for information on additional subscription services.

Additional Total Compensation Measurement ProductsWe provide an additional series of reports and analyses with our Total Compensation Measurement database. Each is a customized analysis based on your requirements.

Additional Subscription ServicesBenefit SpecSelect™ OnlineMarket-leading web-based competitive analysis tool for broad-based employee benefits.

Results

How Collected Data is ReportedResults are delivered through TotalCompensationCenter.com and can be downloaded as report-ready Adobe® portable document format (PDF) or as Microsoft® Excel® spreadsheets. Job Families/Industries » Click here for a list of job families and

industries represented in 2010.

How to PurchaseThe participant order form is part of the data collection materials and includes prices for subscription services, Total Compensation Measurement products, and related products and services.

For nonparticipant purchase, please complete the linked U.S. Total Compensation Measurement Order Form.

Results Fee » Click here to view the 2011 U.S.

Total Compensation Measurement Product Guide.

» Click here to access the 2011 Aon Hewitt Global Compensation Surveys Product Guide.

Participation

Past Participants » Click here to view a list of

previous Total Compensation Measurement participants.

Who Can ParticipateAll companies are welcome to participate.

How to Participate » Click here to register your participation

in the 2011 Aon Hewitt Total Compensation Measurement Survey.

Additional InformationFor more information, please contact the Aon Hewitt Compensation Survey Sales Team at 800-441-3078, option 2 or via email at [email protected].

Aon Hewitt Total Compensation MeasurementTM

Survey (TCMTM ) United States 2011

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https://www.totalcompensationcenter.com/TCC/solutions/ctlgpreview.jsp?srvyId=139134&ctlgId=4620&langId=1&countryId=1&year=2011&image=0

https://host2.agsdc.net/hewitt/files/AudienceForm/2011_GTCMGPCG_Product_Guide.pdf

mailto:[email protected]






Aon Hewitt Global Variable Compensation MeasurementTM

(Global VCMTM )

Survey Benefits

Global View, Local Focus: Aon Hewitt’s Global Variable Compensation Measurement SurveySurvey expands the reach of our tenured U.S. and Canadian Variable Compensation Measurement surveys across the globe, focusing on local broad-based variable pay programs, or global programs implemented at the subsidiary level.

Market Data LeaderConducted for nearly 15 years, Aon Hewitt’s Variable Compensation Measurement Survey is the only annual broad-based study capturing unique plan characteristics for cash and special recognition.

Areas evaluated include: • Plan objectives

• Plan eligibility

• Funding

• Design

• Plan effectiveness

General Information

Special StudiesParticipants have the option of ordering custom studies based on their own specifications, subject to data volume.

Type of Data Collected Focus on:• Broad-based, short-term incentives• Special recognition awards

How Collected Data is Reported

Analysis of How Plan Design Characteristics Link to Plan Effectiveness• Design and administrative aspects summarized by type of plan and objective of plan• Participant demographics and

business results

• Plan objectives and degree of accomplishment of plan objectives

• Eligibility criteria

• Funding arrangements and performance criteria

• Targeted awards, actual payouts, and award determination

Summary of Characteristics of Special Recognition Awards• Participant demographics and

business results



• Type and size of special recognition awards

• Communication issues

Regional Executive Summaries• Country highlights

• Cross-border trends

• Similarities and differences across countries

Aon Hewitt Global Variable Compensation MeasurementTM Survey (Global VCMTM) 2011

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With variable pay spending increasing, companies are closely analyzing their variable pay plans at global and local levels. Our meaningful data spans industries, geographies, and business models.

Timeline


Effective Date of Participant Data: N/A


Survey Results Published: July 1

Aon Hewitt

CountriesCountry listing is subject to change at any time without notice.

Asia PacificAustraliaChinaHong KongIndiaIndonesiaJapanKoreaMalaysiaPhilippinesSingaporeTaiwanThailandNew Zealand

EuropeAustriaCzech RepublicFranceGermanyNetherlandsPolandSpainSlovakiaSwedenSwitzerlandUnited Kingdom

Middle EastBahrainEgyptQatarSaudi ArabiaUAE

Latin AmericaArgentinaBrazilColombiaMexicoPuerto Rico

North AmericaCanada United States

Results

The report summarizes each major component of the plan or program presented using tables, graphs, charts, or narrative form to illustrate how various participants responded. Where appropriate, 75th percentile, average, median (50th percentile), and 25th percentile responses are provided.

Additional Information » Click here to access the 2011 Aon Hewitt

Global Compensation Surveys Product Guide. For more information, please contact the Aon Hewitt Compensation Surveys Sales Team at 800-441-3078, or via email at: [email protected].

Please also visitwww.TotalCompensationCenter.com.

How to PurchaseThe participant order form is included as part of the data collection materials.

» Click here for nonparticipant ordering information.

Results Fee (per country)*• Participants $300 - $900 USD

• Nonparticipants $1,800 USD

*Multiyear discounts/Total Compensation Measurement™ (TCM™) bundling could apply.

Pricing may vary, dependent upon the country.

Participation

Participant CriterionAll companies are welcome to participate.


interest in the 2011 Global Variable Compensation Measurement Survey.

Aon Hewitt Global Variable Compensation MeasurementTM (Global VCMTM) Survey




https://www.totalcompensationcenter.com/TCC/solutions/ctlgpreview.jsp?srvyId=139734&ctlgId=4638&langId=1&countryId=75&year=2011



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Aon Hewitt Variable Compensation MeasurementTM (VCMTM )

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Survey Benefits

Tenure AdvantageAon Hewitt’s Variable Compensation Measurement survey is the only broad-based survey covering variable pay plans that has been in existence for 15 years. Our trend reports are the most meaningful in the market.

Market Data LeaderVariable Compensation Measurement is the only annual broad-based survey capturing plan characteristics for cash and special recognition programs.

Areas evaluated include:

• Plan objectives

• Plan eligibility

• Funding

• Design

• Plan effectiveness

Participant RetentionA robust variable compensation plan database that includes information from 275 companies covering 682 plans.

Extensive Segmentation OptionCustom reporting is available including options for specific comparator groups, industry, and multiyear evaluations.

General Information

Special StudiesParticipants have the option of ordering custom studies based on their own specifications.

Type of Data CollectedAll types of variable pay including:

• Cash variable pay awards

• Special recognition awards

How Collected Data is Reported• Analysis of how plan design characteristics link to plan effectiveness

• Design and administrative aspects summarized by type of plan and objective of plan• Participant demographics and

business results



• Funding arrangements and performance criteria

• Targeted awards, actual payouts, and award determination

Aon Hewitt Variable Compensation Measurement SurveyTM (VCMTM) United States 2011

How well do your variable pay plans stack up? This plan design survey captures the information your organization needs to make competitive design choices while providing access to best practices in variable compensation by analyzing the factors that drive the effectiveness of incentive programs.

Timeline


Effective Date of Participant Data: Calender Year 2010

Participant Data Submission Deadline: May 15

Survey Results Published: August 31


General Information

Summary of Characteristics of Special Recognition Awards• Participant demographics and

business results



• Type and size of special recognition awards

• Communication issues

Additional Information

For more information, please contact the Aon Hewitt Compensation Surveys Sales Team at 800-441-3078, or via email at [email protected]. Please also visitwww.TotalCompensationCenter.com.

Results

The report summarizes each major aspect of the plan or program in question in tables, graphs, charts, or narrative form to illustrate how various participants responded. Where appropriate, 75th percentile, average, median (50th percentile), and 25th percentile responses are provided.


Results Fee• Participants $1,000*

• Nonparticipants N/A

On-Time Submission Discount:*Submit your data prior to the May 15, 2011 due date* and receive a $150 discount off the $1,000 participant price.

*All submissions must be received by Aon Hewitt by May 15 to receive this discount—no exceptions.

Participation

Past ParticipantsOver 130 organizations participated in the 2010 Aon Hewitt Variable Compensation Measurement Survey.

» Click here to view a list of past participants.



interest in the 2011 Variable Compensation Measurement Survey. Results Teleconference

A Variable Compensation Measurement results teleconference is planned for Thursday, September 29.

» Learn more here.

Variable Pay Index™ (VPI™)

Introduced in 2010, Aon Hewitt’s Variable Pay Index™ allows you to effectively measure your variable pay plans. Gain the Variable Pay Index Advantage today!

Aon Hewitt Variable Compensation Measurement SurveyTM (VCMTM) United States 2011







Aon Hewitt Salary Increase Survey (SIS)

Survey Benefits

Tenure Advantage• An invaluable resource for HR professionals, CFOs, and CEOs alike, originally launched in the U.S. almost 35 years ago.

• The survey today spans more than 40 markets and represents pay practices for over 1,000 U.S. organizations.

Pulse UpdatesBenefit from variable updates of the survey, where appropriate, in regard to changing economic conditions.

Preliminary ResultsParticipation in this questionnaire allows you complimentary access to the preliminary results (July 1), as well as a full detailed report at the end of August.

Participant RetentionWith over 1,400 participants in 2010, this survey brings the latest data from the U.S. economy.

General Information

Items ReportedBudget Increases• Overall salary increase budget

• Merit increase budget

• General salary increase budget

• Actual merit increases granted

• Salary structure increase

Variable Pay Plans (Annual Incentive Awards)—Prevalence

• Individual performance awards

• Team awards

• Gain sharing/productivity awards

• Cash profit sharing awards

• Business incentives

• Special recognition awards

• Nonexecutive stock options/ownership

Scope MeasurementsTotal number of full-time employees (U.S.)

• Under 500

• 501–1,000

• 1,001–2,000

• 2,001–5,000

• 5,001–10,000

• 10,001–20,000

• 20,001–50,000

• Over 50,000

Aon Hewitt Salary Increase Survey (SIS) United States 2011–2012

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Variable pay plans remain at historically high levels. Find out how organizations are managing fixed compensation costs with this leading survey that provides salary increase information for executive, salaried exempt, salaried nonexempt, nonunion hourly, and union U.S. employees.

Timeline

Collection Materials Available: June 1

Effective Date of Participant Data: NA

Participant Data Submission Deadline: July 1

Preliminary Results (Participants Only): July 1


Aon Hewitt

General Information

Annual Revenue• Under $50 million

• $50 million–$150 million

• $151 million–$500 million

• $501 million–$1 billion

• $1 billion–$5 billion



• Over $20 billion

Additional InformationFor more information, please contact the Aon Hewitt Compensation Surveys Sales Team at 800-441-3078, or via email at [email protected].


Results

How to PurchaseNonparticipant order information may be accessed here.

Results Fee• Participants: No charge

• Nonparticipants: $600

The full report, delivered at the end of August, provides data for each employee group by:

• All companies

• By industry

• U.S. region (east, midwest, south, west)

A special section of the results component will be devoted to insights on pay delivery and cost reduction approaches.

Participation

Past ParticipantsThe 2010 and 2011 U.S. Salary Increase Survey hosted over 1,400 participants.


Salary Increase Surveys are also conducted in non–U.S. markets.

» Click here for a complete list of countries.

How to ParticipateParticipant materials will be sent via email early June.

» Click here to register your participation interest in the 2011-2012 U.S. Salary Increase Survey or visit www.TotalCompensationCenter.com.

Aon Hewitt Salary Increase Survey (SIS) United States 2011—2012







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Aon Hewitt Sales Compensation Survey (SC)

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Survey Benefits

One Size Does Not Fit All Traditional benchmarking requires matching your roles to a generic job description, resulting in force-fitting your roles based on titles. Critical elements such as sales focus, customer segment, product versus service, and territory type can influence compensation for sales professionals.

With the Sales Compensation Survey, there is no emphasis on finding a “match” to your specific “job.” We know that sales forces are unique based on the complex interaction of sales strategy, industry dynamics, and unique talent markets. Instead, you have the ability to describe your roles, while the survey identifies similar roles from other survey participants.

Participants build unique roles using a predetermined series of key attributes related to their sales roles.

» Click here to view a selection of attributes by role.

Incumbent-Based DataIncumbent-based data is collected, not average company data. The result—you find out what a 75th percentile performer is paid rather than the 75th percentile of the company averages. 2010 Sales Compensation Survey results represented over 55,000 sales incumbents.

Targeted Benchmarking View similar jobs within your industry and in others, based on your custom-defined attributes. This survey provides the unique ability to take different views of the talent market, giving a broader perspective of how similar sales talent is rewarded.

Past Participant AdvantageParticipants of the 2010 Sales Compensation Survey will benefit from the prepopulation of their questionnaire for 2011 data collection.

Report BuilderUsage of the new and improved Report Builder allows you access to results spe-cific to your sales force.

» Click here to view an example.

General InformationType of Data Collected Data collected by position:

• Matching title

• Reports to

• Base salary

• Actual sales incentive

• Target sales incentive

• Actual company-wide bonus

• Target company-wide bonus

Pay practices:

• Turnover

• Sales incentive design

• Compensation governance and administration

• Sales recognition practices

• Prevalance of long-term incentives

• Automobile policy

Aon Hewitt Sales Compensation Survey (SC) United States 2011

Combinations of critical sales responsibilities such as territory type, product complexity, and sales cycle can influence nearly 50% of compensation costs for many sales positions. The Sales Compensa-tion Survey differentiates these attributes, providing the data neces-sary for a well-tailored sales compensation program.

Timeline






General Information


Please also visit:www.TotalCompensationCenter.com.

Results


Results Fee• Participant Results $1,800• Nonparticipant N/A

Survey results are available to participating companies only.

Sales Compensation Survey On-Time Submission Discount:Submit your data prior to the April 14, 2011 due date* and receive a $200 discount off the $1,800 participant price.

*All submissions must be received by Aon Hewitt by April 14 to receive this discount—no exceptions.

Participation

Past Participants Over 100 organizations participated in the 2010 Sales Compensation Survey. This rapidly growing survey saw a 30% increase from 2009. » Click here to view a list of

2010 participants.


If sufficient data is collected, industry breakouts by role are included in results.


interest in the 2011 Sales

Compensation Survey.

Aon Hewitt Sales Compensation Survey (SC) United States 2011






Aon Hewitt General Industry Compensation Surveys

26 Aon Hewitt

Survey Benefits

Extensive Segmentation Options Results include compensation data broken out by revenues, industry, and state. Additional pay information includes details on:

• Compensation planning

• Benefits and rewards programs

• Employee turnover

• On-call pay

• Overtime pay

• Shift differentials

Individual Incumbent DataThis survey collects data for 50 positions, both hourly and salaried, for job families involved in multiple phases of the supply chain process.

General Information

Industries RepresentedGeneral

Jobs/Skills » Click here for additional information

regarding jobs included in the 2010 Distribution and Fulfillment Center Compensation Survey.


Please also visitwww.TotalCompensationCenter.com

Results


» Click here for nonparticipant order information.

Results Fee

• Participants $1,500

• Nonparticipants $4,500

Participation Past Participants Fifty organizations participated in the Aon Hewitt 2010 Distribution and Fulfillment Center Compensation Survey.




interest in the 2011 Distribution and Fulfillment Center Compensation Survey.

Aon Hewitt Distribution and Fulfillment Center Compensation Survey (DFC) United States 2011

The Distribution and Fulfillment Center Compensation Survey delivers high-quality data specific to distribution and fulfillment center operations and related functions.

Timeline

Collection Materials Available: March 14

Effective Date of Participant Data: April 1









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Timeline





Aon Hewitt U.S. Surveys: 2010-2011 Survey Solutions Catalog

Survey Benefits

Individual Incumbent DataWhen it comes to evaluating pay structure, retailers face a double challenge: controlling costs in a low-margin industry, while retaining workers in a high-turn-over environment. Federally mandated minimum wage legislation poses additional considerations.

This survey helps balance spending limitations while retaining a stable talent pool. In turn, your organization will remain competitive in an increasingly mobile talent market.

Participant RetentionWith a company participant retention rate of 70%, our results include data segmented by geographic region industry, state, and metro areas. Custom segmen-tation by ZIP codes are also available.

A detailed pay practices summary is also included, featuring information on compensation planning, benefits, and paid time off.

General Information

Type of Data CollectedData collected includes base pay, salary range, variable pay, and union status.

Results will include data on hourly base pay, hourly bonus, hourly total cash, average start rate, and average duration of service to assist you in your compensation decisions.

Industries RepresentedRetail Industries


regarding jobs included in the 2010 Retail Nonexempt Compensation Survey.



Results

How to PurchaseThe participant order form is included as part of the data collection materials. Nonparticipant order information may be accessed here.

Results Fee• Participants $1,500


Retail Nonexempt Compensation Survey On-Time Submission Discount:Submit your data prior to the April 20, 2011 due date* and receive a $200 discount off the $1,500 participant price.


Participation

Past ParticipantsFifty-four organizations participated in the 2010 Retail Nonexempt Compensation Survey.


Participant CriterionAll companies engaged in the retail industry are welcome to participate.


interest in the 2011 Retail Nonexempt Compensation Survey.

Aon Hewitt Retail Nonexempt Compensation Survey (RENEX) United States 2011

This annual survey collects data on over 1.2 million incumbents from leading retailers representing a variety of retail industries such as mass merchandisers, department stores, and supermarkets.






28 Aon Hewitt

Survey Benefits

Complete PictureThis survey provides a complete picture of all components of pay—cash, benefits, long-term incentives, and perquisites. It is the only available health care survey that values supplemental benefits and perquisites rather than costing them out. This provides the full picture of the cost for your executives.

CustomizationParticipants will find that the survey tool, process, and results reporting are specifically tailored to the health care industry, based on inputs provided by participants.

General Information

Type of Data CollectedData collected includes base pay, variable pay, supplemental benefits, perquisites, and long-term incentives.

Industries RepresentedHealth Care/Medical ServicesHospitalsLong-Term Care FacilitiesMedical


regarding jobs included in the 2010 Health Care Executive Compensation Survey.



Results



Results Fee• Participants $1,300*

• Nonparticipants $3,900 *$200 discount to participants that provide all detailed benefit information.

Participation

Past ParticipantsThirty organizations participated in the 2010 Health Care Executive Compensation Survey.


Participation CriterionAll companies engaged in the health care industry are welcome to participate.


interest in the 2011 Health Care Executive Compensation Survey.

Aon Hewitt Health Care Executive Compensation Survey (HCEX) United States 2011

This annual survey is the only industry survey that provides information on base salary, variable pay, long-term incentives, including the valuation of benefits and perquisites.

Timeline

Collection Materials Available: April 11











Survey Benefits

Data by LocationCompanies will now be able to obtain high-demand location-specific data at both a national and regional focus for “hot” clinical jobs in the health care industry. Regional areas include: Atlanta, Chicago, Dallas, and New York City.

Pay PracticesThis survey provides current pay practices information including details on:

• Position• Special recognition and pay programs

• Premium pay

• Evening/night/weekend differentials

• Bilingual differentials

• On-call pay

• Call-back pay

• Per-diem pay

• Higher-education pay

• Certification pay

General Information



Type of Data CollectedData collected includes base pay, variable pay, and pay practices information.

Industries RepresentedHealth Care/Medical ServicesHospitalsLong-Term Care FacilitiesMedical


regarding jobs included in the survey.

Participation

Past ParticipantsTwenty-two organizations participated in the 2010 High-Demand Clinical Skills Survey.


How to Participate » Click on the respective region name

to register your participation interest in these surveys:

• National

• Atlanta Area

• Chicago Area

• Dallas Area

• New York City Area





Aon Hewitt High-Demand Clinical Skills Compensation Survey (HDCS) United States 2011

This survey provides organizations with valuable cash compensation data and pay practice details for critical clinical skills in hospitals and health systems.

Timeline












30 Aon Hewitt

Survey Benefits

CustomizationThis survey has been customized to cater to roles specific to project and program management. Job descriptions and scope measures have been identified to ensure easy and accurate matching.

Relevant scope measures include:

• Size of project/program

• Number of projects/ programs managed

• Financial scope

• Project/program complexity

• Technical requirements

Participants will find that the survey tool, process, and results reporting are spe-cifically tailored to roles in project and program management.

General Information

Type of Data CollectedData collected includes base pay, variable pay, and prevalence of long-term incentives.

Industries RepresentedAll Industries


regarding jobs included in the 2010 Project and Program Management Compensation Survey.



Participation

Who Can ParticipateAll organizations that have a Project Management Office (PMO) or incumbents operating in project or program management roles are welcome to participate.


interest in the 2011 Project and Program Management Compensation Survey.

Results





Aon Hewitt Project and Program Management Compensation Survey (PPM) United States 2011

The Project and Program Management Compensation Survey is the only source of accurate pay data for a complete career ladder of project management and select program management roles.

Timeline











Aon Hewitt Technology Compensation Surveys

Survey Benefits

Industry-Specific Skill FocusThe HOT Technologies Survey focuses on leading-edge information technology skills as opposed to benchmark positions. This survey includes over 50 skills, with four levels for each skill. The skills are updated annually to represent what is “hot” in the technology field.

Broad OverviewData in these results include information on base pay, total cash compensation, stock options, and HR practices for attracting, retaining, motivating, and aligning “hot” skilled professionals. The report also includes results broken out by geographic region across the U.S.

General Information

Type of Data Collected• Base pay

• Variable pay

• Long-term incentives

• Pay practices for benefits and perquisites

For each skill set and level combination, tabular data pages display the number of companies reporting the position, the number of incumbents reported, the average, 10th, 25th, 50th, 75th, and 90th percentiles. Pay broken out by type of operating platforms is included in standard results. General organizational, benefits, and salary administration infor-mation are also included in the results.

Industries RepresentedGeneral Industry


regarding jobs included in the 2010 HOT Technologies Survey.



Results



Results Fees• Participants $1,400


Aon Hewitt HOT Technologies Sur-vey On-Time Submission Discount:Submit your data prior to the April 15, 2011 due date* and receive a $200 discount off the $1,400 participant price.


Participation

Past Participants Seventy-six organizations participated in the 2010 HOT Technologies Survey.


Participant CriterionAll companies interested are welcome to participate.

How to Participate » Click here to register your

participation interest in the 2011 HOT Technologies Survey.

Aon Hewitt HOT Technologies Survey (HOT) United States 2011

34

In its 15th year, the HOT Technologies Survey provides a unique skills-based approach to industrial technology positions, leveraging technical skills that employees contribute to your organization.

Timeline





Aon Hewitt







Survey Benefits

Timely Data for a Dynamic Talent MarketAs more organizations begin to implement SAP, the need to stay abreast of current salary trends is imperative. Participants will have the latest data in an ever-chang-ing, aggressive talent market.

Includes Key Business Analyst PositionsThis survey offers the ability to submit a wide array of SAP job positions, from positions involved in programming through functional business analysts and project leads.

General Information

Type of Data Collected

• Base pay

• Variable pay


Industries RepresentedGeneral Industry


regarding jobs included in the 2010 SAP Skill Compensation Survey.

Additional InformationFor more information, please contact the Aon Hewitt Compensation Surveys Sales Team at 800-441-3078, or via email at [email protected]. Please also visitwww.TotalCompensationCenter.com.

Results


» Click here for nonparticipant order information

Results Fees• Participants $1,600


Participation

Past ParticipantsForty-four organizations participated in the 2010 SAP Skill Compensation Survey.

» Click here to visit the participant list.



interest in the 2011 SAP Skill Compensation Surveys.

Aon Hewitt SAP Skill Compensation Survey (SAP) United States 2011

35

An extension of Aon Hewitt’s HOT Technologies Survey, the SAP survey is a direct response to client demand for timely and deeply segmented SAP data than is currently available in the market.

Timeline





Aon Hewitt U.S. Surveys: 2010-2011 Survey Solutions Catalog








Aon Hewitt Energy Industry Compensation Surveys

Survey Benefits

As a commitment to the midstream oil and gas industry, Aon Hewitt is pleased to launch the 2011 Midstream Oil and Gas Industry Executive Compensation Survey. Benefits of the survey include:

• Advisory board involvement: Survey capabilities guided by an advisory board of industry partners.

• Industry insights: Survey participation includes an invitation to Aon Hewitt’s 2011 Energy Forum, an environment devoted to timely discussions surrounding energy industry technical and business issues.

General Information

Type of Data CollectedData collected for each position includes:

• Base pay

• Total cash compensation

• Job matching information

• Variable pay


• Short-term incentives

• Company/job scopes

• Geographic pay

• Overtime practices



Results



Results Fee• Participants $2,000• Nonparticipants N/A Participation

Who Can ParticipateAll organizations engaged in the midstream oil and gas industry are invited to participate.


interest in the 2011 Midstream Oil and Gas Industry Executive Compensation Survey.

Aon Hewitt Midstream Oil and Gas Industry Executive Compensation Survey (MOG) United States 2011

As a thriving industry, compensation data for industry-specific jobs is scarce. This survey is a direct response to client demand for key executive positions.

Timeline




Survey Results Published: June 27

38 Aon Hewitt






Survey Benefits

Individual Incumbent DataThis survey collects individual incumbent data rather than averages, capturing an accurate statistical representation for 91 energy marketing and trading roles. For 36 roles, data is collected by four levels of experience (Entry, Qualified, Senior, and a Combination of Levels), totaling over 190 unique roles.

Participant RetentionThe survey participant base has maintained consistency during the survey’s 16-year tenure with over 4,400 incumbents, and an average of 60–70 companies participating per year. 2010 survey results contain data from 70 companies.

Extensive Segmentation OptionsData is segmented by:• Company type

(Utility vs. Nonregulated)

• Energy type (Natural Gas, Electricity, Crude Oil)

• Experience level (Entry, Qualified, and Senior)

• Geographic region (NE, SE, MW, TX, West)

• Markets - NEW (Retail, Wholesale)

• Long-term incentive eligibility

General Information

Type of Data CollectedData collected for each position is:

• Matching title

• Reports to

• Experience level (where appropriate)

• Location of incumbent

• Base salary

• Target variable pay

• Actual variable pay

• Long-term incentive information

Industries RepresentedEnergy (Power/Gas)


regarding jobs included in the 2010 Energy Marketing and Trading Compensation Survey.



Results



Custom comparator reports are also available upon request. Fee may vary depending upon request.



Participation

Past ParticipantsSeventy organizations participated in the 2010 Energy Marketing and Trading Compensation Survey.

» Click here to view the participant list.

Participant CriterionAll companies engaged in energy marketing and trading are welcome to participate.


interest in the 2011 Energy Marketing and Trading Compensation Survey.

Aon Hewitt Energy Marketing and Trading Compensation Survey (EMT) United States 2011

The objective of this 16th annual Energy Marketing and Trading Compensation Survey is to provide a useful tool for analyzing pay levels and practices for 91 positions in this industry.

Timeline











Survey Benefits

Annual ConferenceGain exposure to industry compensation trends and more presented at the IEHRA Annual Conference.

» Click here to view the agenda and information about the 2011 Annual Conference.

Industry-Specific FocusParticipants benefit from an industry-specific focus on compensation for over 175 unique jobs—from executive to plant hourly positions. Participants will find jobs and comparators that are relevant to their organization.

Results BreakoutsBreakouts segment the survey results based on the following attributes:

• Company/plant size (revenues/megawatts/number of employees)

• Region (plant positions)

• Plant type (plant positions)

• Union status

General Information


• Base pay

• Total cash compensation

• Total cash and long-term incentives

• Job matching information

• Union status

• Variable pay


• Company/job scopes

• FLSA status

Pay Practices Reported• Company information (size, revenue)• Variable pay plan design and payout data• Experience level (where appropriate)• Salary increase information

Industries RepresentedEnergy Services


regarding jobs included in the 2010 IEHRA Energy Industry Compensation Survey.


Please also visitwww.TotalCompensationCenter.com

Results



• Nonparticipants $5,200 Participation

Past ParticipantsEighty-one organizations participated in the 2010 IEHRA Energy Industry Compensation Survey.

» Click here to view the participant list.

Participation CriterionAll companies engaged in energy services are welcome to participate.


interest in the 2011 IEHRA Energy Industry Compensation Survey.

Aon Hewitt IEHRA Energy Industry Compensation Survey (IEHRA) United States 2011

The survey is conducted annually by Aon Hewitt and guided by the Independent Energy Human Resources Association (IEHRA).

Timeline


Effective Date of Participant Data: May 1

Participant Data Submission Deadline: June 3


40 Aon Hewitt







Survey Benefits

Rapidly Growing Comparator GroupDemand for wind energy compensation data continues to increase as new companies enter the industry and more established players reach the end of their support contracts with turbine manufacturers.

Participant InvolvementAon Hewitt has worked in-depth with compa-nies during ongoing survey development since 2006. This collaboration has resulted in a significant growth and amount of data in this space.

General Information


• Base pay

• Short-term incentives (including sign-on bonuses)

• Geographic pay

• Overtime practices

Industries RepresentedEnergy (Wind)



Results



Results Fee• Participants $1,500 • Nonparticipants $4,500 Participation

Past ParticipantsNearly 20 organizations participated in the 2010 Wind and Renewable Energy Compensation Survey.

» Click here to view the participant listing.

Participation CriterionAll companies engaged in wind energy are welcome to participate.


interest in the 2011 Wind and Renewable Energy Compensation Survey.

Aon Hewitt Wind and Renewable Energy Compensation Survey (WREC) United States 2011

As an emerging industry, compensation data for wind-specific jobs is scarce and job matches to general energy products are often difficult. This survey takes the guesswork out of benchmarking by providing valuable data to help develop the best compensation practices.

Timeline


Effective Date of Participant Data: May 1

Participant Data Submission Deadline: June 3

Survey Results Published: September 9







2011 Aon Hewitt Compensation Surveys ListingDates and prices on all surveys are subject to change or discontinuation at any time without prior notice.Please click on the respective survey name for additional information.

Questions? Please send us an email at [email protected], or call 800-441-3078.

DataEffective Date

Data Collection MaterialsAvailable

Data Due to AonHewitt

ResultsReleased

Participant Price

Nonparticipant Price

Total Compensation Measurement™ (TCM™)*

2011 U.S. TCM Executive*,** 3/1/2011 2/15/2010 4/15/2010 7/29/2011 Varies N/A

2011 U.S. TCM Management & Professional*,** 3/1/2011 2/15/2011 4/15/2010 8/5/2011 Varies N/A

2011 Global TCM 2011*** 4/1/2011 Feb. - Apr. Jun.–Jul. Sept.–Oct. Varies Varies

U.S. Salary Increase Survey (SIS) N/A 6/1/2011 7/1/2011 8/31/2011 Complimentary $500

2011 Global Salary Increase Survey*** N/A Jun. Jul. Sept. Varies Varies

2011 Global Salary Planning Report 1/1/2010 Jul. Jul. Sept.–Nov. Complimentary for companies participating in at least 5 local market SIS surveys

$500

U.S. Variable Compensation Measurement™ Survey (VCM™)****

N/A 2/23/2011 5/15/2011 8/31/2011 $1,000 N/A

Global Variable Compensation Measurement Survey (Global VCM)***

N/A 2/15/2011 4/1/2011 7/1/2011 $300 - $900 $1,800

U.S. Sales Compensation Survey (SC)**** 3/1/2011 2/16/2011 4/14/2011 8/25/2011 $1,800 N/A

General Industry Compensation Surveys

Distribution and Fulfillment Center Compensation Survey (DFC)****

4/1/2011 3/14/2011 4/20/2011 7/29/2011 $1,500 $4,500

Health Care Executive Compensation Survey (HCEX) 4/1/2011 4/11/2011 5/15/2011 7/29/2011 $1,300 $3,900

High-Demand Clinical Skills Compensation Survey (HDCS)***

4/1/2011 4/11/2011 5/15/2011 7/29/2011 $1,300 $3,900

Midstream Oil and Gas Industry ExecutiveCompensation Survey (MOG)

4/1/2011 4/18/2011 5/15/2011 6/27/2011 $2,000 N/A

Project and Program Management Compensation Survey (PPM)****

4/1/2011 3/8/2011 5/20/2011 8/26/2011 $1,500 $4,500

Retail Nonexempt Compensation Survey (RENEX)**** 4/1/2011 3/15/2011 4/20/2011 7/22/2011 $1,500 $4,500

42 Aon Hewitt


2011 Aon Hewitt Compensation Surveys ListingDates and prices on all surveys are subject to change or discontinuation at any time without prior notice.Please click on the respective survey name for additional information.

Questions? Please send us an email at [email protected], or call 800-441-3078.

DataEffective Date

Data Collection MaterialsAvailable

Data Due to Aon Hewitt

ResultsReleased

Participant Price

Nonparticipant Price

Energy Industry Compensation Surveys

Energy Marketing and Trading Compensation Survey (EMT)****

3/1/2011 2/10/2011 4/7/2011 7/15/2011 $1,800 $5,400

IEHRA Energy Industry Compensation Survey (IEHRA) 5/1/2011 3/24/2011 6/3/2011 8/18/2011 $2,100 $5,200

Wind and Renewable Energy Compensation Survey (WREC)

5/1/2011 4/29/2011 6/3/2011 9/9/2011 $1,500 $4,500

* U.S. TCM includes separate data collection materials for General Industry, Retail, and Financial Services. ** Please click here to reference the 2011 U.S. TCM Product Guide to view specific pricing information.*** Global TCM and Global Salary Increase Surveys are available on a country-by-country basis in over 35 markets globally. Click here to reference the 2011 Global Compensation Surveys Product Guide. Check local market for specific schedule information. The month spans for data collection materials available, data due, results released identifying that different markets release materials on different schedules. Global VCM pricing is $900 in most markets, click here to review the Global Compensation Surveys Order Form for specific price per market.****On-time submission discount applies. See individual survey description for details.

Technology Compensation Surveys

HOT Technologies Survey (HOT)**** 4/1/2011 3/10/2011 4/15/2011 7/15/2011 $1,400 $4,200

SAP Skill Compensation Survey (SAP)**** 3/1/2011 2/17/2011 4/15/2011 7/8/2011 $1,600 $4,800



Copyright Aon Hewitt 2011

About Aon Hewitt Aon Hewitt is the global leader in human capital consulting and outsourcing solutions. The company partners with organizations to solve their most complex benefits, talent and related financial challenges, and improve business performance. Aon Hewitt designs, implements, communicates and administers a wide range of human capital, retirement, investment management, health care, compensation and talent management strategies. With more than 29,000 professionals in 90 countries, Aon Hewitt makes the world a better place to work for clients and their employees. For more information on Aon Hewitt, please visit www.aonhewitt.com.

www.aonhewitt.com

Challenge | Is your market data representative of the roles at your company? Are there specific characteristics of your sales roles that differentiate your company from the market data, such as: Product or service complexity Pure selling roles versus account management

activities Amount of time it takes to close a sale Specialists versus generalists Business risk if a representative leaves the

company

Solution | Aon Hewitt Sales Compensation Survey Our unique methodology applies the following principles: All sales roles are unique, based on the complex

intersection of talent markets and company sales strategies.

Sales competencies and skills for which a company can recruit exist along both of these dimensions.

Benchmarking sales compensation, as a result, requires the ability to understand how various traits of the selling role affect compensation.

Sales Compensation Survey United States 2011

Rather than match generic job descriptions that do not fit your organization, you build your own roles based on 12 attributes that affect compensation levels.

Role Selection You choose the generic role: Sales representative Inside sales representative

Attribute Selection In check-the-box format, further define your roles based on these attributes for Sales Representatives and Inside Sales Representatives:* Job role/sales mode Sales focus Primary customer segment Territory type Career level Product focus Sales cycle Service requirements Product/services Risk to business if leaves company Product complexity Team selling

*Definitions are provided.

Consulting | Talent and Rewards Proprietary & Confidential | Legal Disclaimer

2

Sales manager roles are also included in the survey. The attributes for these roles include: Management level Profit and loss responsibility Direct selling responsibility Manage sales reps, inside sales reps, or both

The following attributes that define their direct reports: Job role/sales mode Sales focus Primary customer segment Risk to business if leaves company Product complexity

You only need to build your roles once—your questionnaire will be pre-populated for next year.

Quick Role Review Forms—Easy check-the-box documents to share with your sales leader for attribute choice selection by role at your company.

Data elements collected by incumbent: Matching title Reports to Base salary Actual sales incentive Target sales incentive Actual company-wide bonus Target company-wide bonus Quota/goal information

Incumbent-Level Data All compensation statistics are based on individual incumbent data reported (not company averages). As a result, the 75th percentile data reported here truly represents what the 75th percentile performer earns, rather than the 75th percentile of the company averages.

Pay Practices Turnover Sales incentive design Compensation governance and administration Sales recognition practices Prevalence of long-term incentives Automobile policy

Reporting Results are reported in two separate files: an Adobe® portable document format, and an interactive Report Builder tool.

The Adobe report provides: Participant information Overview of survey findings Information about how to use the data Pay practices Definitions Data on select Sales Representative, Inside Sales,

and Sales Manager roles that are typical in many sales organizations for those who prefer more traditional reporting

The Report Builder file is an interactive tool that provides data on all Sales Representatives and Inside Sales roles for which data is reportable (representing at least 5 companies). On the dashboard sheet in this file, you choose the 5 attributes, out of the 12 available, that you are most interested in and a report is produced.

Samples of the dashboard and report page can be found on the following pages. Also included is list of our 2010 survey participants.

The last section, “Survey Methodology” contains additional information on our survey methodology, including a full list of attribute choices by role.

Participant Criterion All companies are welcome to participate. If sufficient data is collected, industry breakouts by role are included in results. If you desire a breakout of your industry, we encourage you to invite your peers to participate.

Fee for Results Participant results are available for $1,800.

Survey results are available to participating companies only.

Timeline Data collection materials available: February 16 Effective date of data: March 1 Data submission deadline: April 14 Survey results published: August 25

Additional Information For more information, please contact: Karen Haack (847) 442-3746

[email protected]

Barb Lozano (847) 442-3538 [email protected]

Sample I—Report Selection Dashboard

General email: [email protected]


3

Sample 2—Report Produced Based on Your Dashboard Choices


4


5


6

2010 Aon Hewitt Sales Compensation Survey Participants One hundred nine (109) companies participated in this survey reporting on 294 business units and over 57,000 incumbents.

The following companies participated in the 2010 Aon Hewitt Sales Compensation Survey:

ACCO Brands Corporation Acuity Brands, Inc. Aetna Inc. American Greetings Corporation Analytical Graphics Inc. Anheuser-Busch Companies, Inc. Armstrong World Industries Assurant Solutions AT&T Inc. AutoZone Avnet, Inc. Barnes Group Inc. Bausch & Lomb Blue Cross and Blue Shield of Nebraska Blue Cross Blue Shield of Arizona BlueGreen Boise Cascade Holdings LLC Botsford General Hospital C&S Wholesale Grocers, Inc. CDW Charter Manufacturing Company, Inc. Chrysler Financial Americas LLC Chrysler LLC CIGNA Corporation Constellation Energy Commodities Group Inc. CUNA Mutual Insurance Group Curtiss-Wright Corporation Dal-Tile International Inc. Dawn Food Products Dean Foods Company Delta Dental Plan of Michigan Deluxe Corporation Disney Vacation Development, Inc. Doosan Infracore International Inc. Dr. Pepper7-Up Bottling Group E.I. du Pont de Nemours and Company Emdeon Corporation Exelon Corporation FedEx Office

FirstEnergy Solutions Fiskars Brands Inc. G&K Services Inc. General Mills, Inc. Genie Industries, Inc. Georgia-Pacific Corporation GMAC LLC H.B. Fuller Company Hanesbrands, Inc. Harvard Business School Publishing Corporation Haworth, Inc. Herman Miller, Inc. Hess Corporation Hewitt Associates Hilton Grand Vacations Company LLC Hughes Network Systems, LLC Humana Inc. Hyundai Motor Finance Company Integrys Energy Group, Inc. Iron Mountain, Inc. JohnsonDiversey, Inc. Lennox International Inc. Manitowoc Company, Inc. Manpower Inc. Maritz, Inc. Marriott Vacation Club International The McGraw-Hill Companies Mead Johnson Nutrition Co. NCR Corporation Nestlé USA, Inc. Newark Electronics Corporation NRG Energy, Inc. OfficeMax Incorporated OMNOVA Solutions Inc. P&H Mining Equipment Inc. Parker Hannifin Corporation Paychex, Inc. Pitney Bowes Inc. Polaris Industries Inc.


7

ProBuild Holdings, Inc. PSC Metals Inc. Randstad North America L.P. Redcats USA Ryder System, Inc. S. C. Johnson & Son, Inc. Safety-Kleen Systems, Inc Sanofi Pasteur Inc. Sanofi-Aventis Schreiber Foods, Inc. Sears Holdings Corporation Sentry Insurance The ServiceMaster Company Sodexo, Inc. Staples, Inc. Starwood Vacation Ownership, Inc.

Suez Energy Resources NA SuperMedia Inc. Surewest Communications TDS Telecommunications Service Corporation Thomas & Betts Corporation TransUnion LLC The Travelers Companies, Inc. TreeHouse Foods, Inc. Uline, Inc. United Stationers Supply Co. W.W. Grainger, Inc. Walgreens Health Services Wolters Kluwer U.S. Wright Express Corporation Wyndham Worldwide Corporation

Consulting | Talent and Rewards Proprietary & Confidential | Legal Disclaimer 8

Survey Methodology The Aon Hewitt Sales Compensation Survey is designed to overcome a number of limitations that sales compensation professionals face when using traditional compensation surveys. The most critical constraint is overcoming the common objection that sounds something like this, “Our account managers sell differently than other account managers.” Other sales compensation surveys have tried to fight this challenge by providing more specific job descriptions, only to find that this results in more complexity and new objections about how jobs do not fit.

Our unique methodology approaches this problem from a different perspective:

All sales roles are unique, based on the complex intersection of talent markets and company sales strategies.

Sales competencies and skills for which a company can recruit exist along both of these dimensions.

Benchmarking sales compensation, as a result, requires the ability to understand how various traits of the selling role affect compensation.

The Aon Hewitt Sales Compensation Survey was developed with these principles in mind. The survey provides insights into how sales people are rewarded that are not possible in any other established sales compensation survey. It allows you to better understand how different sales skills and competencies—termed generically in this survey as “attributes”—are rewarded.

How This Unique Methodology Works Let us use this example. “FasterTech,” is a provider of software products and related implementation and maintenance services to medium-sized businesses. The sales representatives at FasterTech sell the company’s services directly to business buyers, and in the sales process typically do not team sell with other FasterTech sales representatives. They are deployed in a specific territory and have responsibilities for both selling new business and maintaining relationships (and expanding business) within current customers.

Attributes That Describe the Role at FasterTech Using the attributes in this survey, (reference the Role Descriptions, Attribute Definitions, and Structure of Survey Codes section of this report), FasterTech’s sale representatives can be defined as follows:

Job Role Type = Direct Sales

Sales Focus = Combination (Current Customers and New Customers)

Customer Segment = Medium Business

Product/Service = Both

Territory Type = Geography-Based

Career Level = Career (competent in their role)

Product Focus = Generalist (they sell all of the company’s products and services)

Sales Cycle = Long (average 8 months to close)

Service Requirements = Moderate (30%–60% of time servicing rather than selling)

Risk to the Company if Representative Leaves = Moderate (relationships are built and deals in the sales cycle will likely not be completed)

Product Complexity = High

Team Selling = Individual

The Aon Hewitt survey methodology contends that each of these attributes exist in the broader talent market for sales representatives. By identifying each of these attributes for over 57,000 sales representatives captured in the survey, we can identify pay levels within the talent market represented by those individual attributes or combination of attributes. In other words, we can identify the group of sales representatives that share that characteristic and report on the pay levels among those incumbents.

For example, for FasterTech, we can identify the “Direct” sales representatives from the survey population:


This “circling” of the market can be done on any of the attributes included in the survey. So within the broader talent market, there are various circles of sales talent representing different attributes.

Obviously, these circles are not distinct from one another—the sales representatives at FasterTech are both part of the “Direct” circle, and are part of the “Career level” circle. As such, think of these circles as overlapping. In some cases, two circles may overlap quite a bit. In other cases, there may be less overlap. This is illustrated for the first five of the attributes used at FasterTech in the image below:


Ideally, to determine the market pay levels for the roles at FasterTech, you would want sales representatives with exactly the same attributes, as specified. Think of this as the overlap between the various market circles described previously.

Within this defined talent market, FasterTech can look at roles beyond their industry to determine how to appropriately compensate for the unique combination of skills required in such a sales role. The data can be found by making these choices on the Dashboard sheet in the online reporting tool.

However, talent markets are usually not this narrowly defined. Good sales talent for a specific job role can be found among other companies with similar—but not exactly the same roles. FasterTech can use the Aon Hewitt Sales Compensation Survey to look for “near perfect” matches.


For example, they might realize that the specific distinction of having both “Hunting” and “Farming” responsibility is important, but they have found good sales people in environments where they only did one or the other. As such, FasterTech can ignore the Sales Focus attribute, thereby broadening the set of sales talent that matches all of the remaining attributes.

Using this example, the talent market of interest now looks like this:

By varying the attribute selection, you may be able to increase your data set. You can also test the effect various ttributes have on pay and choose those that are most applicable to the role at your company.

ompanies reporting those same five attributes in order to have enough reportable data. As participation in this survey continues to

Job Role Type (Direct)

Sales Focus (Combination)

Primary Customer Segment (Medium Business) Career Level (Career)

Territory Type (Geo-based)

All Attributes

Match FasterTech

Broader Market By “Ignoring”

Focus

Job Role Type (Direct)

Sales Focus (Combination)

Primary Customer Segment (Medium Business) Career Level (Career)

Territory Type (Geo-based)

All Attributes

Match FasterTech

Broader Market By “Ignoring”

Focus

a

Note for many combinations of attributes, data is “not available.” There needs to be at least five c

increase, the instance of this happening will decrease.


Remaining Seven Attributes When comparing your company’s compensation levels to any view of the market, it is also important to look at how similar or dissimilar your roles are using the other attributes collected in the survey. This is done using the attribute prevalence section at the bottom of each report page. It will give you much insight into what makes up your chosen data subset and why pay at your company may be different.

For FasterTech, using the broader talent market view of the 14 companies, the prevalence of attribute data looks as follows:

Note: not all attributes are shown.

This chart represents the percent of incumbents included in the report page that are in each category of the attribute. For instance, in this example, 47% of the incumbents, with the chosen attributes, have a high degree of service as part of their job, and 12% have no servicing responsibility.

Some immediate observations can be made about how FasterTech compares to the others in this view of the talent market:

FasterTech’s sales cycle is long but only 9% of the sample population have a “long” sales cycle.

Some of the incumbents in the talent market are product specialists (34%), whereas FasterTech’s roles are all generalists.

These observations might help explain why FasterTech’s pay levels are generally higher or lower, or that the mix of pay between salary and incentive is more or less aggressive. For example, we would expect to find that in general higher service requirements will result in a more conservative pay mix (more base salary), or that a higher risk to the business if the seller leaves might result in higher pay levels.


The “Insights” section included in this report will help FasterTech understand the difference by identifying the average impact of each attribute. In the FasterTech example, we see that only 6% of this subset of incumbents sell highly complex products. And looking at the Insights sheet, you see that selling highly complex products tends to result in about 11% higher target total cash than selling products with typical complexity. Since the data primarily represents low complexity, it would be understandable if FasterTech’s target pay is higher than the pay reported for their chosen data subset.

Industry Breakouts Industry breakouts are available for some attribute combinations when there is sufficient data. This is shown as a separate drop-down in the selection dashboard.

Reportable Combinations A list of all reportable combinations of attributes for the Sales Representative, the Inside Sales, and Sales Manager roles is in a separate file accompanying this report, named Reportable Combinations. This list identifies all attribute combinations that will produce data in the Report Builder this year. By using the filters on each column you are able to choose the attribute combinations most applicable to the roles at your company for which there is sufficient data to report.

Benchmark Roles The methodology used in the Report Builder enables the comparison of literally millions of possible combinations of role attributes and industries; so many that they cannot be included in this report. For those who prefer more traditional reporting, Aon Hewitt has developed a set of 39 benchmark job roles using the underlying attributes. The benchmark job roles are defined in the Survey Results section along with the corresponding data.



Attribute Definitions 100 Sales Representative: Face-to-face selling.

200 Inside Sales/Telesales: Telephone-based selling.

300 Sales Manager: Manages others who are engaged in selling.

Attribute Definitions for Sales Representative/Inside Sales Category Attribute Definition

Direct Sales Face-to-face selling, directly to the end-user of the company’s products or services

Indirect Sales Face-to-face selling, to either a distributor or integrator (includes consumer product sales)

Job Role (sales rep only)

Combination Job includes both Direct Sales and Indirect Sales as defined above

Inbound Only Sales representative receives calls only; does not proactively contact customers

Outbound Only Sales representative places calls proactively only; may receive calls in return from contacted customers

Sales Mode (inside sales only)

Both Inbound and Outbound

Sales representative receives calls and proactively contacts customers

Sales Focus Prospects ("Hunting")

Job is focused on selling to new customers; turns newly acquired accounts over to others after a certain period of time or status; no more than 20% of their role should involve working with current customers

Current Customers ("Farming")

Job is focused on selling to existing customers, with limited prospecting for new customers; no more than 20% of their role should involve working with prospects

Combination Job is focused on both securing new accounts and selling to existing accounts

Primary Customer Segment

Global Enterprise Global companies who purchase globally from the incumbent sales representative; if the customer buys in a foreign country from a separate sales representative, define based on other choices below

Large Business Business customers with revenue typically greater than $1 billion

Medium Business Business customers with revenues typically between $100 million and $1 billion

Small Business Business customers with revenues less than $100 million

Consumers Sells to individual consumers, not business

Government Sells to governments of any level or size (national, state, etc.)


Category Attribute Definition Territory Type Geography-Based Sales assignment purely based on clients or prospects clustered in and

around a defined geography (states, zip codes, etc.)

Account-Based Sales assignment based on defined list of named accounts (may be vertical markets or otherwise)

Customer Queue Customers are "assigned" as they approach the company or on an as-needed basis

Other/Hybrid Combination of the above

Career Level Senior Generally 12+ years of sales experience; fully competent in the industry and role; often carries a higher quota than other similar sellers

Career Role is not "senior" or "junior" as defined above and below; generally 4–12 years experience, and competent in their sales role

Junior Requires relatively little prior sales experience (<4 years); developing knowledge in the industry and sales role; often viewed as an entry-level or "trainee" role

Product Focus Generalist Responsible for selling the company’s full suite of products and services as the primary point of contact for customers

Specialist—Unique Sells a single product/service or product family on their own, having an assigned territory/account list and sole accountability for driving sales of their products/services

Specialist—Overlay Supports the selling of a single product/service or product family by working with other sales representatives

Sales Cycle Transactional One call/meeting to close

Short Less than 2 months to close

Moderate 3–6 months to close

Long 6–12 months to close

Multi-year 12 months+ to close

Service Requirements

High More than 60% of time is allocated to servicing (fulfillment, implementation, responding to customer requests/disputes/problems, ongoing maintenance, etc.; no incremental selling occurs during the servicing process)

Moderate Between 30% and 60% of time is allocated to servicing (servicing defined above)

Low Less than 30% of time is allocated to servicing (servicing defined above)

None No time is allocated to servicing (servicing defined above)

Product/Services Product Product only sale; product defined as a tangible good or a defined financial service with limited personal customization (e.g., insurance)

Service Service only sale; service defined as generally intangible work or value

Both Combined product/services sale


Category Attribute Definition Significant Concern Company may lose more than 50% of representative's business if

representative leaves company

Moderate Concern Company may lose 10%–50% of representative's business if representative leaves company

Risk to Business if Leaves Company

Not a Concern Company not concerned about losing representative's business, if representative leaves company

Product Complexity Low Commodity product/service, with limited customization and an understood purpose in the marketplace; purchasing process generally not focused on product differentiation

Typical Not high or low complexity, as defined

High Highly technical sale, often highly differentiated between providers and with detailed integration requirements and/or a high degree of customization; often requires specialized training and/or education to successfully sell

Team Selling Team Lead Formal team selling, with this role as the leader but without formal management responsibility for other team members; if incumbent has formal managerial responsibility, please include in the Sales Manager role

Team Participant Member of a broader sales team, or in a support role in the sales process (includes overlay specialists and similar roles)

Individual Individual seller; no explicit teaming

Attribute Definitions for Sales Management Category Attribute Definition Level Level 1 Manages individual contributors

Level 2 Manages level 1 managers

Level 3 Manages level 2 managers

Yes Incumbent has direct selling responsibility in addition to managerial responsibility; has a territory or account list

Direct Selling Responsibility

No Incumbent does not have direct selling responsibility; may assist in closing business, but does not have a territory or account list

Yes Incumbent has profit and loss responsibility for a geography or account segment; costs being managed include more than sales headcount and expenses

Direct Profit and Loss Responsibility

No Incumbent does not have profit and loss responsibility, as defined above


Category Attribute Definition

The following 3 attributes describe the direct reports of the manager. Sales Reps Face-to-face selling (outside sales)

Inside/Telesales Telephone-based selling, including both inbound and outbound sales

Job Roles Reporting to Manager

Both Sales Reps and Inside Sales

Manages both outside and inside sales roles

Direct Sales Face-to-face selling, directly to the end-user of the company’s products or services

Indirect Sales Face-to-face selling, to either a distributor or integrator (includes consumer product sales)

Job Role of Sales Reps, if direct reports include sales reps

Combination Job includes both Direct Sales and Indirect Sales as defined above

Inbound Only Sales representative receives calls only; does not proactively contact customers

Outbound Only Sales representative places calls proactively only; may receive calls in return from contacted customers

Sales Mode for Inside Sales, if direct reports include inside/telesales

Both Inbound and Outbound

Sales representative receives calls and proactively contacts customers

The following 4 attributes describe the most prevalent role reporting to the manager. Sales Focus

Prospects ("Hunting")

Job is focused on selling to new customers; turns newly acquired accounts over to others after a certain period of time or status; no more than 20% of their role should involve working with current customers

Current Customers ("Farming")

Job is focused on selling to existing customers, with limited prospecting for new customers; no more than 20% of their role should involve working with prospects

Combination Job is focused on both securing new accounts and selling to existing accounts

Multiple No single attribute represents a majority of reps reporting to manager

Primary Customer Segment

Global Enterprise Global companies who purchase globally from the incumbent sales representative; if the customer buys in a foreign country from a separate sales representative, define based on other choices below

Large Business Business customers with revenue typically greater than $1 billion

Medium Business Business customers with revenues typically between $100 million and $1 billion

Small Business Business customers with revenues less than $100 million

Consumers Sells to individual consumers not business

Government Sells to governments of any level or size (national, state, etc.)

Multiple No single attribute represents a majority of reps under management


Category Attribute Definition Significant Concern Company may lose more than 50% of representative's business if

representative leaves company

Moderate Concern Company may lose 10%–50% of representative's business if representative leaves company

Not a Concern Company not concerned about losing representative's business if representative leaves company

Risk to Business if Leaves Company

Multiple No single attribute represents a majority of reps under management

Product Complexity Low Commodity product/service, with limited customization and an understood purpose in the marketplace; purchasing process generally not focused on product differentiation

Typical Not high or low complexity, as defined

High Highly technical sale, often highly differentiated between providers and with detailed integration requirements and/or a high degree of customization; often requires specialized training and/or education to successfully sell

Multiple No single attribute represents a majority of reps reporting to manager

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