Compensation & Benefits Survey - EY - United · PDF fileGeorgia Compensation & Benefits Survey...

December 2016People Advisory Services

People Advisory Services

Georgia

Compensation & Benefits Survey

2016

Demo version

GeorgiaCompensation & BenefitsSurvey

2016

This survey is proprietary information for the use of the participants and purchasers only. It may not be passed on in whole or in part to third parties nor quoted nor disseminated in public in any way without the prior approval of EY.

This document is proprietary information for the familiarization. It may not be passed on in whole or in part to third parties nor quoted nor disseminated in publicin any way without the prior approval of EY.

DEMO-VERSION

EY. COMPENSATION AND BENEFITS SURVEY (GEORGIA) - DEMO VERSION - 2016 2

• General information about the Survey……………………………………………….........13• Monthly Fixed Pay – summary………………………………………………………….......15• Annual Fixed Pay and Annual Total Pay - summary……….………………………..........22• Remuneration on particular positions……………………………………………………........24• Electronic tool for benchmarking analysis………………………….....………………........26

Volume 2. HR Policies and Practices report

• Key points………………………………………………………………………………….......30• Characteristics of the participants ……………………………………………………….....32• HR Policies and Practices ……………………………………………………………….....34• HR metrics …………………………………………………………………………………......36

Table of contentsGeneral information about Survey

• How to use Compensation & Benefits Survey Report ……………………………………………………………………......5• Methodology of the Survey ……………………………………………………………………………………………....... 5• Structure of the Compensation Package……………………………………………………………………………….... 7• Definitions of Terms used in the Survey ………………………………………………………………………………...... 8• Description of the job code formation ………………………………………………………………………………….... 9 • Description of Categories and Levels ...................................................................................................................10

• List of participants ………………………………………………………………………………………………………….......11• Contact information …………………………………………………………………………………………………………..38

Volume 1. Salary reportDEMO-VERSION


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General information about survey

How to use Compensation & Benefits Report This section of the survey contains information on how the data was put together, what it represents, and how to use the report in the most meaningful way possible.

This section sets out the methodology through which the survey was compiled, defines key statistical terms, describes main elements of pay, and also gives a series of tips regarding easy access to various pieces of data.

It is strongly recommended that persons unfamiliar with the usage of such reports read this section carefully before going into the survey report. Even those who have used to deal with such data could find this section a useful.

Methodology of the survey

Participants

• Companies, which operate in the Georgian market (see the section “List of Participants”).

• Survey covers information on persons employed in Georgia. Expatriate packages are not covered by the survey.

Data Collection

• The questionnaire was provided to the participants in the electronic format. Traditionally it consists of four sections:

• Sections A & D covering general information about the company,

• Sections B covering HR policies and practices (including non-cash benefits policies),

• Section C covering remuneration for particular positions.

• While completing the Questionnaire (Section C), participants matched jobs in their companies to the standard jobs defined by EY

for reporting purposes. In this process, called job matching, the Job Descriptions Manual has been used.

• The Job Descriptions Manual was compiled and developed in the electronic format.

• We introduced a simple job classification table to help in job matching process; jobs were matched on the basis of

responsibilities, and not the job title itself. Clarifications were given by telephone in order to ensure that data was given for

appropriate jobs and categories.

• While the questionnaires were being filled out and data submitted, EY representatives could be contacted by participants via a

"hotline" for consultations and explanations.

• The information and data received from each participating company was put into the unified, protected database. Each incoming

questionnaire was checked for accuracy and consistency. In case of any doubts, the consultants contacted participants for

refinements and clarifications.

• The degree to which the information provided corresponded to job duties was examined. Consultants evaluated the data by

position, using a variety of indicators such as high and low salary levels, accountability of a job holder official and other

indicators, casting doubt on the representative nature of the information for each group of jobs. Any significant variations were

then checked with the provider for accuracy.

• The aggregated data was published in a format guaranteeing confidentiality and preventing the possibility to identify data o

separate companies.

Timeframe

• Data on monthly base salaries was gathered as of June 30, 2016.

• Data on variable pay received by jobholders was gathered for a 12-month period ending June 30, 2016.

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Data presentation

• Information about monthly fixed pay is expressed in GEL before taxation (gross). For companies, which denominate salaries in

foreign currency, we used the exchange rate of the National Bank of Georgia as of 30 June 2016 (2.3423 GEL/USD, 2.5976

GEL/EUR), if another exchange rate was not specified in a certain questionnaire.

• Salary data was presented in an aggregated format, with the use of statistical measures:

• deciles

• quartiles

• median

• average

• In addition to standard jobs, the report also provides information on job groups. Jobs with similar functions and tasks were

included in groups (the level and experience of the jobs may differ). For example, the group FID110 «Accountants» includes such

positions as: FID110.07.10 «Senior Accountant», FID110.08.10 «Accountant» and FID110.09.10 «Junior Accountant».

• The salary data was presented in the three sections: “Monthly Fixed Pay”, “Annual Fixed Pay and Annual Total Pay”, and

“Remuneration on particular positions”.

• Please note that statistics on monthly salary and annual total pay are calculated separately. Therefore, the sum of statistical

measure on a monthly salary for 12 months and the corresponding statistical measure on variable pay, in general, will not

correspond to the annual total pay of the position.

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Structure of the Compensation Package The information was gathered for the following main elements of pay: Monthly Fixed Pay, including:

Monthly base salary Basic element of compensation package; paid on a monthly basis or more frequently, usually guaranteed to the employee by the employment agreement.

Allowances Paid regularly (usually on a monthly basis), always in the same amount, in addition to the base salary; usually linked to the function or working conditions (e.g. allowance for harmful conditions). These allowances may be statutory or company-provided.

Guaranteed payments Payments predefined in the amount or percentage of a basic salary and are paid to employees. Payments that are not connected to employee or company performance. This type of remuneration is typically paid monthly or at the end of the year.

+ Variable Pay, including:

Annual performance-related bonus Bonus paid only if company / employee meet certain annual goals. May be determined as a percentage of basic salary or based on other approach.

Monthly, quarterly and semi-annual bonuses Bonus paid to the employee on a monthly/ quarterly/ semi-annual basis, if company/ employee meets certain goals in the respective period.

Commission remuneration Bonus paid to the employee after carrying out commercial operations /

transactions, usually calculated as a percentage of the transaction amount.

Long-term incentive payments Cash payments to employees according to long-term incentive programs (e. g., bonuses based on the valuation of the company’s shares, price of the company, company's key performance indicators, progress towards long-term projects, etc.)

Other forms of variable pay Other forms of variable pay not covered in the previous categories.

= Annual Total Pay Sum of all the elements paid to a certain jobholder in annual terms. This

is the main information for benchmarking, as it describes the overall remuneration for the jobholder.

In the final report we present information regarding total monthly fixed pay, total annual pay and each element of variable pay for each of the jobs. However, the most important information concerns:

• Monthly Fixed Pay

• Annual Total Pay Structure of the compensation package (Fixed / Variable) The Survey also contains the proportion between the Fixed Pay and Variable Pay for each job. The average structure of the package shows how widespread are cash incentives within the compensation package for each position. The average percentage of Variable Pay in the Annual Total Pay is calculated for each job. This figure is calculated by determining

the percentage of variable pay for each jobholder and then taking the median of this data.

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Definitions of Terms used in the Survey Number of incumbents For each position, the number of employees reported by participants is presented. The higher the number, the more reliable are the results. Deciles For the purposes of statistical analysis, all the data is organized in an ascending order. Lower decile is the parameter that describes the first 10th percent of the sample. For example, if there were 100 employees on a Financial Analyst position and their salaries were organized in the ascending order, the 10th lowest salary would be the figure for the lower decile. Similarly, the upper decile describes the 90th percent point of the sample (in the above example — the 90th salary). Generally speaking, deciles “cut off” the lower and upper 10 percent of the sample, due to this they describe the sample much better than the minimum and maximum that can sometimes be misleadingly extreme. Quartiles The abovementioned approach is used, the only difference is that quartiles represent respectively 25th percent (first or lower quartile) and 75th percent (upper quartile) of the sample, i.e., 25th salary out of 100 and 75th salary out of 100. Quartiles are considered as a stable and valid measure, because they represent the middle 50 percent of the sample (i.e., 50 percent of the salaries are between first and third quartile). Median Median represents the salary of the middle employee in the sample (or the average of the two middle employees if the number of data points in the sample is even). It is used for the purposes of compensation analysis due to its stability. Median shows the value that is considered to be “the most representative” for the distribution. For example, the answer to the question “How much is HR Specialist paid?” would be the value of the median. Average Standard arithmetic average calculated as a sum of all the salaries divided by the number of incumbents. Average itself is not a good measure, because it is highly sensitive to the extreme minimum and maximum values. However, it is commonly used together with the median, because it serves properly as a “control parameter”, and the comparison of both values gives additional information on the distribution of the sample.

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Description of the job code formation

The scheme below shows an example of job code formation, and also the link between the organizational structure and individual job code.

Warehouse worker LOG300.10.40

LOG 300 10 40

Function (In example – Logistics)

Number of subfunction to which the given position is matched (In example – The Department of Warehousing as Logistics subfunction)

Level of position (1-10)

Number of position in the given subfunction at the given level. For example, if subfunction at one level has three positions, the last digits of their codes will be, respectively, 10, 20 and 30.

“Where should I look if I want to know…”

…what “lower decile” really means? How to use this salary survey

…what is the average remuneration for middle management?

Monthly Fixed Pay and Annual Total Pay – information by levels

…what is the monthly fixed pay of HR Director?

Monthly Fixed Pay

…what is the annual fixed pay and annual total pay for a Senior Accountant?

Fixed Pay and Total Pay

…how much I should pay my Sales Representative?

Remuneration on particular positions

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Description of Categories and Levels

Job categories used in the survey

Level Examples of job titles

Top Management

1 CEO / President

2 First Deputy of CEO / First Vice-President

Senior Management

3 Vice-President / Director

4 Head of Department / Directorate

Middle Management

5 Head of Division

6 Head of Division (Unit) / Manager

Professional

7 Chief / Leading Specialist

8 Specialist

Clerical / Manual Workers

9 Junior Specialist / Worker 5-6th grade

10 Assistant / Worker 1-4th grade

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List of participants

List of participants of

General Industry Survey - 2016*

1. ABC Pharma

2. APM terminals Poti

3. Europe-bet

4. Geocell

5. Georgian National Communications Commission

6. Georgian Railway

7. GPC

8. Heidelberg Cement

9. Iberia Refreshments

10. Insurance Company GPI Holding

11. Insurance Company IC Group

12. Jacobs Georgia

13. Lukoil

14. Magticom

15. Megatechnica

16. Mobitel

17. Mondelez

18. Oriflame

19. PSP Insurance

20. PSP Pharma

21. Railway Property Management

22. Rompetrol

23. Saga

24. Silknet

25. Tegeta Motors

26. Telasi

27. VTB Bank

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* The list of participants of Volume 1 “Salary report” and Volume 2 “HR Policies and Practices report” may insignificantly vary from this list.

Compensation and Benefits

Survey

Georgia

2016

Volume 1. Salary report

Data as of June 30,2016

Information bypositions and by EYlevels

Information onmonthly fixed pay

ACTUAL

PLAN

Summary27 companiesparticipated in theSurvey

71% of participated companiesincreased salaries during theperiod from July 2015 to June2016

8%Actual salary increase

(median)

50% of participated companies havealready planned salary increase for the

period from July 2016 to June 2017 7%

Planned salary increase(median)

Information on totalannual pay

Information on citiesand regions ofGeorgia

6

DEMO-VERSION


Monthly Fixed Pay - summary

Gross remuneration expressed in GEL, including allowances and "guaranteed" payments as of 30 June 2016

Job Code Job TitleLower

decile

First

quartileMedian

Third

quartile

Upper

decileAverage

Number of

incumbents

ADM000.04.10 Administration Director 7

ADM100.06.10 Office Manager 13

ADM100.06.20 Housekeeping Manager 15

ADM100 Translators/Interpreters 11

ADM100.07.10 Senior Translator / Interpreter 3

ADM100.08.10 Translator / Interpreter 8

ADM100.08.20 Personal Assistant to General Manager 13

ADM100.09.15 Executive Assistant / Secretary 16

ADM100.09.20 Department Assistant 19

ADM100.10.10 Receptionist 461 513 750 984 1,375 811 18

ADM300.06.10 Office Supplies Manager 7

ADM300.08.10 Office Supplies Specialist 14

ADM400.06.10 Head of Record Management Unit 6

ADM400.07.20 Chief Specialist of Record Management Unit 6

ADM400.08.10 Documentation Coordinator 8

ADM400.08.20 Archives Head 5

ADM400.10.10 Archivist 21

ADM500.06.10 Fleet Manager 6

ADM500.07.10 Head of Transport Department 3

ADM500.08.10 Traffic / Transportation Coordinator 32

ADM500 Drivers 57

ADM500.10.10 Driver 49

ADM500.10.20 Personal Driver 8

ADM500.10.30 Courier 9

ADM500.10.50 Bus Driver 7

ADM600.08.10 Facilities Engineer 11

ADM600.10.10 Mechanic 12

ADM600.10.20 Sanitary Technician 13

ADM600.10.30 Electrician 61

ADM600.10.40 Cleaner 70

ADM600.10.50 Landscape Architect 5

ADM700.09.10 Board Secretary 4

BDD000.05.10 Head of Business Development Department 8

BDD000.06.10 Business Development Manager 7

BDD100.06.10 Strategy Development Manager 3

CAC100.06.10 Head of Call Center 13

CAC100.07.09 Call Center Supervisor 14

CAC100.07.10 Call Center Direct Sales Specialist 5

CAC100 Call Center Operators 39

CAC100.08.10 Senior Call Center Operator 15

CAC100.09.10 Call Center Operator 24

CCD100.08.20 Architect 6

CCD200.06.10 Head of Real Estate Search and Evaluation Unit 3

CLS000.04.10 Customer Service Director 5

CLS100.06.10 Post-sale Service / Warranty Manager 3

CLS100.08.10 Post-sale Service Engineer 4

CLS200.05.10 Head of Customer Service Division 17

CLS200.06.10 Customer Service Manager 38

CLS200 Customer Care Specialists 134

CLS200.07.10 Leading Customer Service Specialist 25

CLS200.08.10 Customer Service Specialist 56

CLS200.09.10 Junior Customer Care Specialist 53

Monthly Fixed Pay Georgia

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decile

First

quartileMedian

Third

quartile

Upper

decileAverage

Number of

incumbents


CSD110 Specialists of Technical Claims Handling Unit 7

CSD110.08.10 Specialist of Technical Claims Handling Unit 4

CSD130 Specialists of Claims Settlement Unit 8

CSD130.07.20 Chief Specialist of Claims Settlement Unit 7

FID000 Finance Directors 16

FID000.03.10 Finance Director (Board) 9

FID000.04.10 Finance Director 7

FID100.04.10 Financial Department Head 7

FID100.06.10 Planning and Economic Department Head 6

FID100.07.10 Senior Planning and Economic Department Specialist 4

FID110.05.10 Chief Accountant 26

FID110.06.10 Deputy Chief Accountant 9

FID110 Accountants 113

FID110.07.10 Senior Accountant 27

FID110.08.10 Accountant 61

FID110.09.10 Junior Accountant 25

FID110.10.10 Cashier 74

FID120 Payroll Accountants 4

FID120.08.20 Accounts Receivable Control Specialist 16

FID130.05 Finance Controllers 19

FID130.05.10 Chief Finance Controller 9

FID130.06.10 Finance Controller 10

FID130 Finance Analysts / Economists 30

FID130.07.20 Senior Finance Analyst / Senior Economist 16

FID130.08.10 Finance Analyst / Economist 11

FID140.06.10 International Accounting Unit Head 4

FID140 IFRS/ GAAP Accountants 4

FID140.07.10 Senior IFRS / GAAP Accountant 3

FID200.06.10 Tax Manager 6

FID200 Tax Specialists 4

FID300.05.10 Head of Treasury 7

FID300 Specialists of Treasury 11

FID300.07.10 Chief Specialist of Treasury 3

FID300.08.10 Specialist of Treasury 6

FID400.06.10 Head of Payments Unit 7

FID400 Specialists of Payments Department 15

FID400.07.10 Chief Specialist of Payments Department 5

FID400.08.10 Specialist in Payments Department 10

FID600.05.10 Head of Budgeting Department 5

FID600 Budgeting Specialists 7

FID600.07.10 Senior Budgeting Specialist 5

GEM000.01.10 General Manager 15

GEM000 General Directors / Viсe-Presidents Deputy 18

GEM000.02.10 First Deputy General Director / First Viсe-President 10

GEM000.03.10 General Director / Viсe-President Deputy 8

GEM300.04.10 Division Manager 5

GEM400.04.10 Head of Regional Development Department 3

GRD200.07.10 Government Relations Specialist 5

HRD000 HR Directors 12

HRD000.03.10 HR Director (Board) 5

HRD000.04.10 HR Director 7

HRD100.04.10 Head of HR Department 4

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decile

First

quartileMedian

Third

quartile

Upper

decileAverage

Number of

incumbents


HRD200.06.10 Human Resources Manager 13

HRD200 Human Resources Generalists 7

HRD200.08.10 Human Resources Generalist 5

HRD300.06.10 Training and Development Manager 6

HRD300 Training and Development Specialists 10

HRD300.07.10 Chief Training and Development Specialist 5

HRD300.08.10 Training and Development Specialist 4

HRD300.08.20 Internal Trainer 11

HRD400.06.10 Compensation and Benefits Manager 7

HRD400 Compensation and Benefits Specialists 3

HRD500.06.10 Recruitment Manager 5

HRD500 Recruitment Specialists 7

HRD500.08.10 Recruitment Specialist 5

HRD600.06.10 HR Administration Manager 3

HRD600 HR Administration Specialists 16

HRD600.07.20 Leading HR Administration Specialist 3

HRD600.08.10 HR Administration Specialist 11

HRD900.10.10 Human Resources Assistant 6

HSE100 Labor Safety Inspectors / Specialists 10

HSE100.07.10 Senior Labor Safety Inspector / Specialist 5

HSE100.08.10 Labor Safety Inspector / Specialist 4

HSE300 Environmental Security Inspectors / Specialists 5

HSE300.08.10 Environmental Security Inspector / Specialist 5

HSE300.10.10 Assistant in Health, Safety and Environmental Security Department 3

IAT000 Head of Internal Audit 4

IAT000.03.10 Head of Internal Audit (Board) 3

IAT000.06.10 Internal Audit Manager 7

IAT000.08.10 Internal Auditor 18

IAT000.08.20 Employee Fraud Detection Specialist 4

IAT100.06.10 Compliance Manager 4

ISD300 Corporate Sales Specialists 10

ISD300.08.10 Corporate Sales Specialist 7

ITD000 IT Directors / Chief Information Officers 10

ITD000.03.10 Chief Information Officer (board) 3

ITD000.04.10 IT Director 7

ITD000.05.10 IT Auditor 3

ITD000.06.10 IT Manager 12

ITD001 IT Specialists 27

ITD000.07.50 Senior IT Specialist 6

ITD000.08.10 IT Specialist 18

ITD100.05.10 Head of Implementation and Development Department 3

ITD110 Implementation Specialists 14

ITD110.07.10 Senior Implementation Specialist 4

ITD130 System Analysts 13

ITD130.07.10 Senior System Analyst 5

ITD135 System Architects 3

ITD200.06.10 Database Administration Unit Head 8

ITD200.07.10 Database Administrator 12

ITD300.06.10 Desktop Support Manager 10

ITD300 Desktop Support Specialist 18

ITD300.08.10 Desktop Support Specialist 12

ITD300.09.10 Junior Desktop Support Specialist 6

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decile

First

quartileMedian

Third

quartile

Upper

decileAverage

Number of

incumbents


ITD305.06.10 Service Desk Manager (Helpdesk) 4

ITD305 Service Desk Specialists 18

ITD305.08.10 Service Desk Specialist (Helpdesk) 13

ITD305.09.10 Junior Service Desk Specialist (Helpdesk) 5

ITD310.07.10 Telecommunication Systems Support Administrator 9

ITD400.06.10 Information Security Manager 3

ITD400 System Administrator 5

ITD500.06.10 Head of System Administration Unit 6

ITD500 Information Security Specialists 32

ITD500.07.10 Senior System Administrator 11

ITD500.08.10 System Administrator 16

ITS100.06.10 Team Lead 5

ITS110 Developers (General) 20

ITS110.07.10 Expert Developer, General 8

ITS110.08.10 Middle Developer, General 7

ITS114 Developers (SAP) 13

ITS320 Business Analysts 45

ITS320.08.10 Business Analyst 28

LEG000 General Counsels 19

LEG000.03.10 General Counsel (Board) 8

LEG000.04.10 General Counsel 11

LEG100 Legal Advisors 48

LEG100.06.10 Senior Legal Advisor 13

LEG100.07.10 Experienced Lawyer 14

LEG100.08.10 Legal Advisor 17

LEG100.09.10 Junior Lawyer 4

LEG200 Lawyers on Claims and Litigation 10

LEG200.06.10 Senior Lawyer for Claims and Litigation 8

LEG300 In-House Lawyers 21

LEG300.06.10 Senior In-House Lawyer 6

LEG300.07.10 Experienced In-House Lawyer 6

LEG300.08.10 In-House Lawyer 9

LEG400.10.10 Research Assistant (Legal) 3

LOG100.05.10 Head of Logistics Department 7

LOG100.06.10 Logistics Manager 17

LOG100 Logistics Specialists 31

LOG100.07.10 Senior Logistics Specialist 6

LOG100.08.10 Logistics Specialist 23

LOG110.06.10 Import / Export Manager 3

LOG110 Import / Export Coordinators 8

LOG110.08.10 Import / Export Coordinator 6

LOG120 Transportation Coordinators / Operators 9

LOG120.08.10 Transportation Coordinator / Operator 6

LOG120.10.10 Truck Driver 50

LOG130.06.10 Customs Clearance Manager 4

LOG130.08.10 Customs Clearance Specialist / Customs Applicant 13

LOG130.10.20 Delivery Driver 9

LOG200 Supply Chain Specialists 5

LOG300.06.10 Warehouse Manager 14

LOG300.07.10 Warehouse Shift Supervisor 14

LOG300.08.10 Warehouse Specialist / Supervisor 15

LOG300.09.10 Warehouse Administrator 11

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decile

First

quartileMedian

Third

quartile

Upper

decileAverage

Number of

incumbents


LOG300.10.10 Warehouse Loader 19

LOG300.10.40 Warehouse Worker 21

LOG500.08.10 Inventory Inspector 9

LSS000.04.10 Supply Chain Director 3

LSS100 Distribution Specialists 24

LSS100.08.10 Distribution Specialist 16

LSS200.06.10 Purchasing Manager 18

LSS200 Purchasing Specialists 42

LSS200.07.10 Chief Purchasing Specialist 13

LSS200.08.10 Purchasing Specialist / Buyer 29

LSS300.06.10 Tender Manager 5

LSS300.10.10 Database Management Assistant 5

MAR000 Marketing Directors 9

MAR000.04.20 Marketing Director 6

MAR100.06.10 Advertising Manager 3

MAR100 Advertising Specialists 6

MAR100.07.10 Leading Advertising Specialist 3

MAR200.06.10 Marketing Manager 12

MAR200 Marketing Specialists 15

MAR200.07.10 Leading Marketing Specialist 5

MAR200.08.10 Marketing Specialist 7

MAR200.08.20 Designer 16

MAR200.09.10 Junior Marketing Specialist 3

MAR300.06.10 Research Manager 4

MAR300 Researchers 8

MAR300.08.10 Researcher 5

MAR400.06.10 Marketing Communications Manager / PR Manager 9

MAR400 PR Specialists 10

MAR400.07.10 Leading PR Specialist 3

MAR400.08.10 PR Specialist 7

MAR500.06.10 Product / Brand Manager 15

MAR500 Product / Brand Specialists 10

MAR600 Social Media Marketing (SMM) Specialists 5

MAR600.08.10 Social Media Marketing (SMM) Specialist 3

MAR800.07.10 CRM Specialist 3

MAR900.06.10 Digital Manager 6

PHS110.08.20 Senior Pharmacist 5

PHS110.09.10 Pharmacist 7

PHS120.07 Senior Medical Representatives 7

PHS120.07.10 Senior Medical Representative 7

PHS120.08 Medical Representatives 11

PHS120.08.10 Medical Representative 11

PMD000.05.10 Senior Project Manager 4

PMD000.06.10 Project Management Unit Head 9

PMD000 Project Management Specialists 15

PMD000.07.10 Chief Project Management Specialist 4

PMD000.08.10 Project Management Specialist 11

PRD000.04.20 Technical Director / Chief Engineer 5

PRD200.08.10 Shift Foreman 114

PRD400.06.10 Chief Maintenance Engineer 8

PRD400 Maintenance Engineers 17

PRD400.07.10 Senior Maintenance Engineer 5

PRD400.08.10 Maintenance Engineer 12

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decile

First

quartileMedian

Third

quartile

Upper

decileAverage

Number of

incumbents


PRD500 Senior Engineers (Production) 14

PRD500.07.10 Senior Engineer (Production) 9

PRD500.08.10 Engineer 5

PRD600.06.10 Chief Utilities Engineer 8

PRD600 Utilities Foreman 43

PRD600.07.10 Senior Utilities Engineer 30

PRD910.10.1 Crane Operators 58

PRD910.10.4 Welders 34

PRD910.10.5 Electric Fitters 84

PRD910.10.53 Electric Fitter (3rd Level) 78

PRD910.10.6 Mechanic, Repair of Process Equipment / Maintenance Service 199

PRD910.10.63 Mechanic, Repair of Process Equipment / Maintenance Service (3rd Level) 55

PRD920.10.60 Forklift Driver 13

PRE100.06.10 Registration Manager 4

PRE100 Registration Specialists 6

PRE100.08.10 Registration / Re-registration Specialist 4

QUC100.06.10 Quality Assurance Manager 12

QUC100.08.10 Quality Assurance Specialist 13

RST200.06.10 Retail Store Manager (less than 50 employees) 35

RST420 Sales Consultants 72

RST420.09.30 Senior Sales Consultant 25

RST420.10.10 Sales Consultant 47

SED200.05.10 Head of Security Department 9

SED220.06.10 Security Manager 19

SED220.08.10 Security Shiftman 12

SED220 Security Guards 49

SED220.09.15 Senior Security Guard 12

SED220.10.10 Security Guard 37

SLS000 Sales & Marketing Directors 7

SLS000.03.10 Sales & Marketing Director (Board) 5

SLS000.04.20 Sales Director / Commercial Director 11

SLS100.05 Sales Managers 56

SLS100.05.10 National Sales Manager 9

SLS100.05.20 Regional Sales Manager 23

SLS100.06.10 Area / Territory Sales Manager 24

SLS100.07.05 Supervisor (Sales Representative Group) 20

SLS100.07 Sales Representatives 35

SLS100.08.10 Sales Representative 31

SLS100.09.20 Merchandiser 11

SLS200.06.10 Key Account Manager 6

SLS200.07.10 Key Account Supervisor 7

SLS200.08.10 Key Account Specialist 7

SLS210.08.10 Technical Support Specialist 3

SLS300.07 Trainer 3

SLS400.06.10 Trade Marketing Manager 3

SLS700.06.10 Sales Manager 15

SLS700.07.10 Leading Sales Specialist 10

SLS700.09.20 Assistant of Sales Manager 16

SLS710.07.10 Sales Development / Support Leading Specialist 7

SLS710.08.10 Sales Analyst 16

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Annual Fixed Pay andAnnual Total Pay - summary

Annual Fixed Pay and Annual Total Pay

Gross Annual Fixed Pay in GEL as of 30 June 2016:

Gross Annual Total Pay in GEL July 2015 - June 2016:


decile

First

quartileMedian

Third

quartile

Upper

decileAverage

Number of

incumbents



















ADM100.10.10 Receptionist 5,533 6,150 9,000 11,802 16,500 9,728 18

ADM100.10.10 Receptionist 5,835 6,532 9,570 11,997 19,758 10,522 18





















ADM500 Drivers 57

ADM500 Drivers 57











Georgia

Job title

Job title

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Remuneration on particularpositions

Position title: Receptionist

Code: ADM100.10.10 Number of companies: 7

<5 5-10 10-20 20-50 50-100 100-200 200-500 500-1,000 >1,000

0.0% 14.3% 0.0% 42.9% 42.9% 0.0% 0.0% 0.0% 0.0%

<50 50-100 100-200 200-500 500-1,000 1,000-2,000 2,000-5,000 >5,000

0.0% 0.0% 14.3% 28.6% 28.6% 28.6% 0.0% 0.0%

3. Annual Fixed Pay and Annual Total Pay distribution [GEL gross]

Entry-level

salary (Median)Lower decile First quartile Median Third quartile Upper decile Average

Number of

incumbents

Georgia

- 461 513 750 984 1,375 811 18

- 5,533 6,150 9,000 11,802 16,500 9,728 18

N/A 5,835 6,532 9,570 11,997 19,758 10,522 18

Tbilisi

- 498 500 625 999 1,300 815 13

- 5,978 6,000 7,500 11,988 15,602 9,777 13

N/A 6,087 6,476 8,125 11,988 18,902 10,309 13

Monthly Base Salary 18 461 750 1,375 811

Company-provided allowances - - - - -

Statutory allowances - - - - -

Amount of other forms of Monthly Fixed Pay - - - - -

Annual performance - related bonus 8 - - - N/A

Monthly, quarterly and semi-annual bonuses 3 - - - N/A

Amount of other forms of Variable Pay 1 - - - N/A

7 - - - N/ATarget total annual cash compensation (GEL)

Target percentage of variable compensation (from annual base pay) 7 - - - N/A

TOTAL VARIABLE PAY 12 97 688 2,823 1,192

Annual Variable Pay 4.6%

5. Annual Variable Pay distribution [GEL gross]Number of

incumbents

FROM

(Lower decile)Median

TO

(Upper decile)Average

FROM

(Lower decile)Median

TO

(Upper decile)Average 6. Compensation Structure (median)

Annual Fixed Pay 95.4%

4. Monthly Fixed Pay distribution [GEL gross]Number of

incumbents

Monthly Fixed Pay

Annual Fixed Pay

Annual Total Pay

Please, note that information on compensation is published only if data on not less than 3 incumbents have been provided.

Only those regions meeting the above requirement are included into the report.

Monthly Fixed Pay

Annual Fixed Pay

Annual Total Pay

0.0% 88.9% 11.1%

50.0% N/A

Actual scope of responsibilities: Slightly lower than in Job Description ManualExactly like in Job Description

ManualSlightly higher than in Job Description Manual

Level of professional qualification:Foreign language skills are

necessary for this positionInternational experience

1. Characteristics of the sample

Sales volume [mln USD]

% of companies

Number of employees

% of companies

2. Characteristics of the incumbents

DEMO-VERSIO

N


Electronic tool forbenchmarking analysis

► The determination of thecompany market position

► Position of company`s jobs againstthe market

► The results of the benchmarking analysis withmarket by levels and categories

► The deviation rate of employee’ssalaries with market data

Job Name Overpayment Job Name Underpayment

Courier - Kyiv +244% HR Director (Board) - Kyiv -43%Transportation Coordinator / Operator -Lviv

+171% Chief Purchasing Specialist - Kyiv -38%

Area / Territory Sales Manager -Kharkiv +157% General Counsel (Board) - Kyiv -34%

Transportation Coordinator / Operator -Ukraine +131% Head of Support Department - Kyiv -34%

Head of Call Center - Kyiv +105% Head of Supply Chain Department -Kyiv -25%

Housekeeping Manager - Kyiv +105% Finance Director (Board) - Kyiv -24%Transportation Coordinator / Operator -Donetsk

+100% Head of Security Department - Kyiv -23%

Transportation Coordinator / Operator -Kharkiv

+95% Sales Trainer - Dnipropetrovsk -23%

Project Management Specialist -Ukraine +94% Head of Trade Marketing - Kyiv -21%

Area / Territory Sales Manager -Donetsk +92% Office Manager - Kyiv -21%

The most overpaid positions The most underpaid positions

► The deviation analysis of employeessalaries on market indicators

► The positions, departments, levels andregions that have the highest deviationfrom the Survey data

► Comparison table - a detailed comparison of each position / employeeof the company with the market

The results of the Electronic tool for benchmarking analysis usage are presented below

The Participants of the Surveys can visit the training “How to use the Tool” for free

EY Level Standard EY levels description Low erDecile

FirstQuartile

Median ThirdQuartile

UpperDecile

1 This level represents personnel of ''Top Management'' Job categoryExamples of job t itles: CEO / President 0% 100% 0% 0% 0%

2 This level represents personnel of ''Top Management'' Job categoryExamples of job t itles: Firs t Deputy of CEO / First Vice-President

N/A N/A N/A N/A N/A

3 This level represents personnel of ''Senior Management'' Job categoryExamples of job t itles: Vice-President / Director 50% 50% 0% 0% 0%

4 This level represents personnel of ''Senior Management'' Job categoryExamples of job t itles: Head of Department / Directorate

0% 0% 100% 0% 0%

5 This level represents personnel of ''Middle Management'' Job categoryExamples of job t itles: Head of the Division 10% 40% 10% 40% 0%

6 This level represents personnel of ''Middle Management'' Job categoryExamples of job t itles: Head of Division (Unit) / Manager

0% 11% 11% 36% 42%

7 This level represents personnel of ''Professionals '' Job categoryExamples of job t itles: Chief / Leading Specialist 8% 11% 40% 30% 11%

8 This level represents personnel of ''Professionals '' Job categoryExamples of job t itles: Specialist

0% 3% 22% 42% 33%

9 This level represents personnel of ''Clerical/Manual Staff '' Job categoryExamples of job t itles: Junior Specialist / Worker of 5-6th grade 0% 0% 44% 31% 25%

10 This level represents personnel of ''Clerical/Manual Staff '' Job categoryExamples of job t itles: Assistant / Worker of 1-4th grade

0% 2% 14% 36% 48%

1% 2%13%

29%

4%13%

38%

66%

74%

67%

66%

87%

61%

32%

13%

4%

30%

Lower Decile First Quartile Median Third Quartile Upper Decile Average

More than 25% underpay in comparison with the market benchmarkIn line with the market benchmarkMore than 25% overpay in comparison with the market benchmark

► Comparative graph is an illustrative representation ofthe positions’ remuneration levels (the company data andthe market)

Electronic tool for benchmarking analysisElectronic tool for benchmarking analysis (hereinafter – the Tool) is provided with Salary report and allows for comparing salary levels in yourcompany with corresponding market indicators on your own. Furthermore, the Tool allows the following:

• The Tool saves time you spent for analysis

• The results are presented in simple and illustrative format

• There is a possibility to prepare a brief analysis in PowerPoint or Excel format

Additional options:

• Converting Survey data from Gross to Net and Net to Gross

• Conducting the comparative analysis in any currency (GEL / USD / EUR)

• Updating data on the percentage of market movement


Georgia

Compensation and BenefitsSurvey2016

Volume 2. HR Policies and Practicesreport

* The table of contents of each report may vary due to the number of participants / quantity of provided information

HR Policies and Practices report table of contents*• Key points• List of participants• Characteristics of the participants• Salary arrangements• Salary adjustments

• Grading pay structure• Market data benchmarks policy• Salary adjustments

• Policy of usage of regional coefficients• Frequency of salary adjustments• Salary changes

• Short- and long-term incentive programs• Short-term incentive programs• Principles of variable pay determination• Indicators that are used for calculation of variable pay

• Incentive programs for employees of sales department • Bonus pool determination and distribution• Long-term incentive plans (LTIPs)• Performance management • Management by objectives / key performance indicators (KPIs) • Management by competencies• Sales Department• Employees in production• Social benefits and allowances• Benefits and non-cash remuneration• Learning and development opportunities• Health insurance and medical care• Perquisites• Non-cash benefits• Working Time Arrangements• Business travel policy• Recruitment policy• Policies / practices on transfer of employees to work in other Georgian regions / countries• Employment plans

• Characteristics of the employees• Succession pool• Diversity

• HR Agenda and development plans• Expatriate employees• Internship programs• HR metrics

DEMO-VERSIO

N


Key points

Parti

cipan

ts Participating companies represent more than 10different industries. The majority of participants arelarge companies (employing more than 500 em-ployees) with a sales volume of 20-50 mln USD

Insurance

45% of participating companies are 100% foreignowned companies

__% of companiesrely on market indicators while

reviewing salaries. The majority ofthem rely on

median and 3rd quartile

Salar

ycha

nges

__% ofcompanieshave already

planned a salaryincrease in 2017

of __%

__% of companies by __%



__% of companies by __% __%

__%

__%

__%

__%

__%

2011

2012

2015

2014

2013

2016

The majorityof companies -

__%,review salaries in January

Salar

yarra

ngem

ents __% of companies have changed the salary

denomination currency, the majority moved from foreigncurrency to local currency

__% of companiesuse graded pay structure, as in the

previous year

__% of companiesare planning to develop / implement a

graded pay structure in the next 12months

Banks

__%

__% of companies

Salary increase: actual (July 2015 / June 2016)

Insurance

__% of companies

__%

Agrochemical

__% of companies

__%

__% of companies__% of companies __% of companies __% of companies__% of companies

__%__% __% __%__%

Production Pharma FMCG Retail

__% of companies __% of companies__% of companies __% of companies__% of companies __% of companies __% of companies__% of companies

__% __%__% __%__% __% __%__%

Salar

ycha

nges

byin

dust

ry

__%

__%

__%

__%

__%

__%

__%

__%

__%

__%

__%

__%

Cash

comp

ensa

tion

stru

ctur

eBe

nefit

s

__% of companiesuse variable pay, that is _% more

than in the previous year

__% of companiesuse short-term incentive plans, whichis 9% more than in the previous year

Health insurance2015 2016__% __%

Pension plan2015 2016__% __%

Tablets2015 2016__% __%

Sports2015 2016__% __%

Transportation of employees2015 2016__% __%

Mobile phones2015 2016__% __%

Meals2015 2016__% __%

Loans2015 2016__% __%

Benefits(% of companies)

Top Management

Senior Management

Middle Management

Professional / Clerical

Manual Workers

__% - minimum % of salesplan accomplishment required for

bonus eligibility for salesdepartment specialistsCompany in general

Sales departmentFixed payVariable pay

__%

__%

__%

__%

__%

__%

__%

__%

__% general staff turover rate in 2016(in 2015 – __%)

Staf

f

__%

__%

__%

Companies’ employment plans for the next year,% of companies

Plan to reduce number of staffin 2017 by __% on average

Plan to keep number of staff

Plan to increase number ofstaff in 2017 by __% onaverage

Top-5 priorities in HR agendas in 2017,% of companies

1

2

3

4

5

__% __%__%

__%

__% __% __% __%

__% __%__%

__% __% __% __% __%

Banks Production Retail Insurance Pharma FMCG Telecom Agrochemical

General staff turnover rate by industry (median)

2015

2016

The top-3 scarcest skills for management

The top-3 scarcest skills for other specialists

1

2

3

1

2

3

__ yearsis the average length of

employee’s service in oneposition, as was in 2015

Staf

ftur

nove

r

27 participating companiesBanks

FMCG

Telecommunication

Pharma

Retail

Salary increase: plan (July 2016 / June 2017)

__% of

companiesreview salaries

annually, that is _% lessthan in the previous

year, due to an increasein the number of

companies that reviewsalaries less frequently

than annually

__% of companies by _%

__% of companies by _%

__% of companies

denominate salaries in foreign

currency, that is _% less than in theprevious year

__% of companies

apply regional coefficients, that is _%

more than the previous year’s indicator

__% of companies outsource payroll

calculation to an external provider, that is _% less than

in the previous year

*General Industry Compensation and Benefits Surveys 2010-2016, EY

__% of companies

use long-term incentive plans, that is

_% less than in the previous year

GEL ___is the annual training budget (median GEL

amount per employee trained) which is _%lower than in the previous year

__% of companies

provide trainings to employees, that is _%

less than last year’s indicator

_% of companies track training

needs, which is _% more than in 2015

Benefits for employee’s children2015 2016_% _%

Company cars2015 2016__% __%

__% of companies

lease personnel from external providers,

that is _% more than in the previous year

__% of companies

use services of recruitment agencies

(_% in 2015)

__% of companies

offer internship programs, which

is _% more than the previousyear’s indicator

__% of employees

changed positions in 2016,

which is _% more than in theprevious year

Telecom


Nataliia.Tkachenko

Typewriter

Key points

Characteristics of theparticipants

Legal structure Ownership

Annual revenue (mln USD)

Characteristics of the participants

Total number of participating companies 24

Total number of employees

13%

8%

8%

21%

25%

25%

<50

50-100

100-200

200-500

500-1,000

>1,000

Joint-stock company (JSC),

33%

Limited Liability Company (LLC),

63%

State agency, 4%

100% locally owned, 38%

100% foreign owned, 45%

Joint venture, 17%

8%

17%

4%

29%

17%

21%

0%

0%

4%

<5

5-10

10-20

20-50

50-100

100-200

200-500

500-1,000

>1,000

DEMO-VERSIO

N


HR Policies and Practices

Internal exchange rate determined by the company 17% 25% - - - -

Salary payment

Salary contracted as:

Professional /

ClericalManual Workers

National Bank's exchange rate 83% 75% 100% - - -

Foreign currency used (as a % of companies denominating salaries in foreign currency)

Exchange rate arrangements % of companiesTop

Management

Senior

Management

Middle

Management

Salary denominated in foreign currency 17% 8% - - -

92% 100% 100% 100%

Top ManagementSenior

ManagementMiddle Management Professional / Clerical Manual Workers

Salary denominated in local currency 79%

Salary denominated in foreign currency 21%

Salary arrangements

Currency regulations

% of companies

Salary denominated in local currency 83%

100% 100% 100%

80% 75%

100%

% of companies Top Management Senior Management

USD EUR

Net, 29%

Gross, 71%

DEMO-VERSIO

N


HR metrics

HR metrics• Organizational effectiveness

• Annual revenue per FTE• Annual average cost per FTE• Annual profit per FTE• …and others HR metrics

• Remuneration• Annual average remuneration• Annual average cash compensation• Percentage of total cash compensation costs in total personnel costs• …and others HR metrics

• Recruitment• External recruitment rate, internal recruitment rate• Average monthly number of job openings• Cost per hire• …and others HR metrics

• Performance management metrics• % of top performers• % of low performers• …and others HR metrics

• Training policy• Proportion between internal and external trainings• Annual training budget, GEL per employee completed training• Percentage of the training budget in the total annual remuneration fund (%)• …and others HR metrics

• HR function• Annual HR budget per FTE• Outsourcing level of HR function• …and others HR metrics

DEMO-VERSIO

N


Contact information

Contact information

Zurab [email protected]. +995 (32) 215-8811

Tina [email protected]. +995 (32) 215-8811

Olena [email protected]. 380 (44) 499-2404

Miranda MorchadzeSenior [email protected]. +995 (32) 215-8811

Nana [email protected]. +995 (32) 215-8811

EY. Compensations & Benefits Survey - 2015

DEMO-VERSIO

N


mailto:[email protected]






EY|Assurance|Tax|Transactions|AdvisoryAbout EYEY is a global leader in assurance, tax, transaction ad advisory services. The insights and qualityservices we deliver help build trust and confidence in the capital markets and in economies theworld over. We develop outstandingleaders who team to deliver on our promises to all of our stakeholders. In sodoing, we play a critical role in building a better working world for our people, for our clients andfor our communities.EY refers to the global organization and may refer to one or more of themember firms of Ernst & Young Global Limited, each of which is a separate le-gal entity. Ernst &Young Global Limited, a UK company limited by guarantee, does not provide services to clients.For more information about our organization, please visit ey.com.

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