July 2.1% 3.2% Analysis of Remuneration Management...
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NGOs Salary Survey 2012 Analysis of Remuneration Management Practice General pay management practice adopted by participating Agency Members for different categories of staff. Pay management practices include: 1) Salary structure; 2) Salary review for individual staff 3) Criteria in determining salary adjustments for individual staff 4) Performance Assessment System 5) Contract End Payment 6) Discretionary Performance-based Incentive Payment Salary Review for Individual Staff Salary Structure Adjustment Review Number of Agency Members Responded: 94 Figure D2.1: Effective month of salary structure adjustment for individual staff 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0% 55.0% 60.0% January February March April May June July August September October November December Others 6.4% 0.0% 1.1% 59.6% 0.0% 0.0% 3.2% 2.1% 3.2% 4.3% 0.0% 1.1% 19.1% Percentage of agencies responded
Transcript of July 2.1% 3.2% Analysis of Remuneration Management...
NGOs Salary Survey 2012
Analysis of Remuneration Management Practice
General pay management practice adopted by participating Agency Members for different categories of
staff.
Pay management practices include:
1) Salary structure;
2) Salary review for individual staff
3) Criteria in determining salary adjustments for individual staff
4) Performance Assessment System
5) Contract End Payment
6) Discretionary Performance-based Incentive Payment Salary Review for Individual Staff
Salary Structure Adjustment Review
Number of Agency Members Responded: 94
Figure D2.1: Effective month of salary structure adjustment for individual staff
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0% 55.0% 60.0%
January
February
March
April
May
June
July
August
September
October
November
December
Others
6.4%
0.0%
1.1%
59.6%
0.0%
0.0%
3.2%
2.1%
3.2%
4.3%
0.0%
1.1%
19.1%
Percentage of agencies responded
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Explanatory note:
“Others”, as directly quoted from the returned questionnaire, refers to the practice of salary structure
review based on the following intervals
1. Anniversary Date
2. More than 1 fixed date/month
3. No salary structure or fixed date
4. No regular time for salary structure adjustment
5. According to the advice from Social Welfare Department and the decision from
the board
6. Follow Social Welfare Department’s change in scale
Criteria in Determining Salary Adjustment for Individual Staff
Criteria of Considering Staff’s Basic Salary Adjustment
Number of Agency Members Responded: 94
Figure D3.1: Criteria reported in determining individual staff’s salary adjustment
Explanatory note:
“Others”, as directly quoted from the returned questionnaire, based on the following criteria
- MPS adjustment
- Approved by annual budget
- Job transfer/promotion
- Net pay trend indicators
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0%
Performance level
Financial situation of organization
Market pay level alignment
Length of service
Cost of living
Attaining higher/recognizedprofessional qualifications/
certifications
Others
88.3%
81.9%
66.0%
27.7%
18.1%
6.4%
6.4%
Percentage of agencies responded
Number of Criteria Reported to Determine Staff’s Basic Salary Adjustment
Number of Criteria Reported
Number of Participating Agency
Members Reported
One criterion 1.06%
Two criteria 10.64%
Three criteria 88.30%
Total 100.00%
Figure D3.2: Distribution of participating Agency Members reporting number of criteria in determining salary adjustments for individual staff
Salary Review for Individual Staff
Number of Agency Members Responded: 94
Figure D2.2: Date of annual salary review for individual staff
Explanatory note:
“Others”, as directly quoted from the returned questionnaire, refers to the practice of salary review
based on the following intervals
1. More than 1 fixed date/month
2. Contract renewal date
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0% 55.0% 60.0%
January
February
March
April
May
June
July
August
September
October
November
December
On anniversary of staff's"date joined" organization
Others
7.4%
0.0%
1.1%
20.2%
1.1%
0.0%
4.3%
2.1%
6.4%
1.1%
1.1%
0.0%
56.4%
4.3%
Percentage of agencies respnded
