HaysSalaryGuide 2013-AU Ret

SELECTIVE INVESTMENTINSIGHTS TO INFORMThe 2013 Hays Salary Guide: Salary & Recruiting Trends

STABILITY RETURNSWhile it is clear that there is now sustained demand, much of it in the more traditional disciplines such as Accountancy & Finance, IT and Sales & Marketing – it’s not in every function, in every region. Our clients are making strategic hires into roles that will offer long term benefits for the organisation – be they permanent or short term.

The qualities of the most valued candidates are consistent though, with capability, culture fit and specific relevance to the job at the top of many shortlists. The keys to attracting those high potential candidates still lies with finding them, engaging with them and making sure that they see the right opportunities at the right time.

Nick Deligiannis Managing Director, Hays Australia & New Zealand

THANK YOU

Hays would like to express our gratitude to all those organisations that participated in our online survey and provided such invaluable feedback, which we feel has contributed to making this the most accurate and up to date survey of its kind in Australia and New Zealand. A list of all contributors who kindly gave their permission to be named as participants can be found on our website.

This Guide is reproduced in full in PDF format and can be requested from our website – hays.com.au and hays.net.nz

FEEDBACK

We welcome any feedback or comments regarding this guide whether positive or negative to ensure that it continues to be relevant to Australian and New Zealand organisations across all industries. Please address any suggestions to your local Hays office or to: Hays, Level 11, Chifley Tower, 2 Chifley Square, Sydney NSW 2000. E: [email protected]

DISCLAIMER

The Hays Salary Guide is representative of a value added service to our clients, prospective clients and candidates. Whilst every care is taken in the collection and compilation of data, the guide is interpretive and indicative, not conclusive.

Therefore information should be used as a guideline only and should not be reproduced in total or by section without written prior permission from Hays.

2013 Hays Salary Guide | 3

As the dust starts to settle on the shifting picture for WA andQLD, forecasts point towards a more stable economic climatewith increased confidence; 68% of respondents say they envisagebusiness activity increasing in the coming months and record lowinterest rates will only support that.

4 | 2013 Hays Salary Guide

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Employers are cautiously optimistic about the year ahead. Last year, only 27% saw the outlook for the economy as strengthening. In comparison, this year 40% say they see a more positive outlook on the horizon.

When asked about the 12 months ahead, an encouraging 68% of employers expected their levels of business activity to increase. And 55% had already seen an increase in business activity over the 12 months prior to the survey.

Of the total employer group, 8% had no plans to increase salaries in the 12 months after the survey and 11% had not awarded any increases in the preceding 12 months. Continuing to look at theses two time periods, 57% of employers plan salary increases of less than 3% (49% had awarded such increases in 2012); 32% increases of 3% to 6% (33% in 2012) and 2% increases of 6% to 10% (5% in 2012). Only 1% of employers planned salary increases of more than 10% compared to 2% in 2012.

When asked about permanent headcount over the next 12 months, 37% of those surveyed expected headcount to increase, 51% for staff levels to stay the same and 12% for numbers to decrease. Reflecting on the past 12 months, 35% of employers had increased permanent headcount, 42% kept it on hold and 23% decreased numbers.

Of those employers planning to hire, 83% say the roles will be full-time (down from 85% in 2012), 20% plan more part-time staff (18% in 2012), 14% more casual staff (15% in 2012) and 17% will increase their use of temporary/contracting staff (unchanged).

By sector, permanent headcount is expected to grow most within Engineering and Project Management with 60% and 49% respectively of employers predicting growth in these areas. Hiring intentions in Accountancy & Finance are consistent with the prior year at 26% planning to increase hiring. A large 80% of employers plan to keep Marketing headcount unchanged but of those employers surveyed none were planning to decrease headcount.

Sales professionals are in demand but mostly for “hunter” roles that will increase the revenues of the organisation while demand for Account Management talent has declined. Resources & Mining employers remain focused on retention, a continuing trend from 2012.

The largest area of skills shortage appears to be junior to mid management talent in both Operations and Accountancy & Finance. The next highest areas of skills shortage were for Junior to Mid Management talent for Engineering, Technical roles, Sales & Marketing and IT roles.

As an indicator of the need to increase flexibility in the workforce we’ve seen a 25% increase in the number of respondents expecting to utilize temporary and contract staff on an ongoing basis. In terms of skills shortages, more than 63% of those surveyed said that the effectiveness of their operations would be impacted by not finding the right skills for their business. Interestingly, career path and development was identified as being critical to attracting the best candidates by 41% of respondents, yet in contrast only 10% say their organization is perceived as offering those opportunities by the market. Similarly, in order to cope with skills shortages, 61% of employers would consider sponsoring candidates from overseas compared to 59% in 2012.


SALARY INCREASESM

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1. Average % increases from last reviews: across all countries

For specific industries:

11%Nil

49%Less than 3%

33%From 3% to 6%

5%From 6% to 10%

2%More than 10%

Advertising & Media

Construction, Property & Engineering

Financial Services

Hospitality, Travel & Entertainment

IT & Telecommunications

Manufacturing

Mining & Resources

Professional Services

Public Sector

Retail

Transport & Distribution

Other

18

20

7

10

11

9

17

7

7

8

7

9

46

45

53

62

51

54

29

48

55

57

54

48

32

26

35

23

28

31

45

34

36

33

38

37

7

3

5

7

3

6

9

1

4

4

2

2

3

3

3

2

11

2

1

2


SALARY INCREASES

2. When you next review, by what percentage do you intend to increase salaries? across all countries


8%Nil

57%Less than 3%

32%From 3% to 6%

2%From 6% to 10%

1%More than 10%

Advertising & Media


Financial Services



Manufacturing

Mining & Resources


Public Sector

Retail


Other

21

16

5

5

8

9

10

4

3

2

14

5

39

52

58

72

46

59

41

56

65

67

60

59

32

25

35

23

36

30

43

37

31

29

25

33

4

6

1

7

2

5

2

1

1

4

1

1

3

1

1

2

1

2


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3. Does your company offer flexible salary packaging?

Of those who answered yes, the following benefits were indicated as being commonly offered to...

BENEFITS

All employees More than 50% Less than 50% Few employees

Car 13% 8% 29% 51%

Bonuses 25% 16% 22% 37%

Private health insurance 32% 5% 8% 55%

Parking 33% 14% 18% 36%

Salary sacrifice 54% 7% 14% 26%

Above mandatory superannuation 34% 6% 12% 48%

Private expenses 14% 5% 12% 70%

76%YES

24%NO


4. Over the last 12 months, have permanent staff levels in your department... across all departments

STAFFING

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23%Decreased

42%Remained the same

35%Increased

For specific departments:

Accountancy & Finance

Engineering

Human Resources

Information Technology

Marketing

Operations

Project Management

Purchasing

Sales

Other

19

16

21

21

30

25

27

21

26

31

53

44

45

54

60

34

24

29

48

31

28

40

34

25

10

41

49

50

26

38


STAFFINGM

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5. Over the coming year, do you expect permanent staff levels to... across all departments

12%Decrease

51%Remain the same

37%Increase



Engineering

Human Resources


Marketing

Operations

Project Management

Purchasing

Sales

Other

9

4

14

11

14

16

28

9

9

65

36

51

57

80

38

35

36

61

48

26

60

35

32

20

48

49

36

30

43


6. If you expect staffing levels to increase, please specify how:

STAFFING

Note: Multiple choices permitted.

Full time/ permanent staff

83%

Employment of part-time staff

20%

Employment of casual staff (on your payroll)

14%

Temporary/ contractors

(through an employment consultancy)

17%

Job sharing

3%

Mixture, other (inc. overseas recruitment,

acquisitions)

3%


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STAFFING

7. How often do you employ temporary/contract staff? across all departments

19%Regular ongoing

basis

43%Special projects/

workloads

38%Exceptional

circumstances/never



Engineering

Human Resources


Marketing

Operations

Project Management

Purchasing

Sales

Other

13

20

18

25

10

23

27

43

26

16

39

48

45

57

70

42

54

21

30

42

48

32

37

18

20

35

19

36

44

42


STAFFING

8. In the next 12 months, do you expect your use of temporary/contract staff to... across all departments

14%Decrease

71%Remain the same

15%Increase



Engineering

Human Resources


Marketing

Operations

Project Management

Purchasing

Sales

Other

12

8

15

18

30

15

13

14

9

12

77

84

71

57

70

67

65

57

56

72

11

8

14

25

18

22

29

35

16


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SKILL SHORTAGES

9a. Do you think that skill shortages are likely to impact the effective operation of your business/department?

37%No

45%Yes - in a minor way

18%Yes - signifcantly

9b. In skill-short areas, would you consider employing or sponsoring a qualified overseas candidate?

10. For which areas have you recently found it difficult to recruit?

61%YES

39%NO

Junior to mid management

Senior management

Junior to mid management

Senior management

Accountancy & Finance 19% 8% Operations 19% 11%

Distribution 3% 1% Purchasing 2% 1%

Engineering 15% 13% Sales & Marketing 14% 8%

Human Resources 5% 2% Technical 15% 7%

IT 12% 3% Other 15% 6%


WORK PRACTICES

11. Does your workplace allow for flexible work practices?

83%YES

17%NO

12. If yes, which practices do you currently offer?*

Flexible leave options

Career breaks Phased retirement

Part time employment

80%

Flexible working hours

76%

Flex-place

54%

Job sharing

29%

35%

17% 14%

13. Has overtime/extra hours in your organisation over the last 12 months...

If increased, by how much?

Per week Month end Year end

5 hours or less 37% 15% 9%

5 - 10 hours 35% 26% 15%

More than 10 hours 10% 22% 34%

11%Decreased


26%Increased

*Multiple choices permitted.


14. For non-award staff in your organisation, is overtime/extra hours worked...

15. Is it your policy to counter-offer staff when they resign?

Of those you counter-offered, on average, did they....

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WORK PRACTICES

38%Paid

62%Unpaid

61%No

38%Sometimes

1%Yes

16. Over the last 12 months has your staff turnover rate:

22%Decreased


26%Increased

3% 22%42%

33%

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

Stay less than 3 months

Stay 3 - 12 months

Stay longer than 12 months

Leave anyway


EMPLOYER BRANDING

17. How important do you think the following factors are for an employer brand and how well do you think your organisation is perceived on the same criteria?

Level of importance

Organisational perception

Career path/training & development

An individual’s ‘fit’ with the company’s vision, culture and values

Direct/indirect experience of the company

Salary and benefits

Work/life balance

2

2

2

1

2

3

3

9

4

4

14

14

29

20

18

40

38

41

52

45

5

2

2

2

3

16

12

8

12

11

35

30

33

41

34

34

36

45

38

37

41

43

19

23

31

10

20

12

7

15

Poor

No impact

Okay

Minor impact

Good

Some impact

Very Good

Significant impact

Excellent

Major impact


ECONOMIC OUTLOOKM

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ECO

NO

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OK

18. In the past 12 months, has business activity...

21%Decreased


55%Increased

19. In the next 12 months, do you envisage business activity: across all industries

7%Decreasing

25%Remaining the same

68%Increasing


Advertising & Media


Financial Services



Manufacturing

Mining & Resources


Public Sector

Retail


Other

15

13

2

4

8

7

4

7

5

13

5

25

24

25

19

8

32

23

26

26

22

24

26

60

63

73

81

88

60

70

70

67

73

63

69


ECONOMIC OUTLOOK

20. What are the key factors driving your business activity?

Current economic conditions

Projects driven by government

Capex investments

Consumer/business confidence

Currency/forex rates

Interest rates 46

50

15

39

30

5

46

37

42

37

36

36

8

13

43

24

34

59

None Some Significant

21. Do you see the general outlook for the economy in the forthcoming 6-12* months as...

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

10%Weakening

50%Static

40%Strengthening

*This data was collected during March 2013.

SKILLS SHORTAGESSTILL POWERING SALARY MOVES


SALA

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Using our salary tablesSalaries are in ‘000. The bold number represents the typical salary. The number(s) underneath represent the salary range. Refer to the notes section under the salary table to determine if superannuation or other benefits are included. All salaries are represented in local currencies.

Head of HR

Sydney300 Typical salary220 - 400 Salary range


SALA

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: RET

AIL

RETAIL

AUSTRALIAThe retail market shows some promising signs of growth for 2013 with many CEOs cautiously optimistic for the year ahead.

The grocery market will continue to perform well. Competition for market share within this sector will bring aggressive discounting and a focus on promoting private label.

With the housing market starting to strengthen, we expect support for DIY retailers as households take on projects and boost hardware sales.

Retention of staff within department stores will continue to be challenging with further competition from international fashion brands opening their doors, and ongoing growth from pure ecommerce players. The luxury sector will hold up well as we saw in 2012.

Overall salaries have followed inflation and this trend is predicted to continue through 2013.

Need for Merchandise Planners at all levels remains high, and we expect to see further salary increases for talented candidates.

On-line specialists are a skills shortage, and premiums are available for

experienced professionals at all levels. Similarly, Loss Prevention is a focus and is skills short when it comes to experienced candidates with a proven track record.

Encouragingly, the volume of retailers looking to recruit Buyers has increased with competitive packages being offered to secure top talent. Those candidates bringing a track record of results, along with loyalty, innovation and drive are in demand.

The appetite for international candidates continues, but time to hire is a key consideration.

Having the right workforce in 2013/2014 is essential if your team is going to beat the competition. Attracting and retaining the best talent will be high on most retailers’ agenda. Getting your employer value proposition correct, while rewarding staff both financially and through recognition and progression is essential. LESS THAN

3%THE AVERAGE INCREASE THAT CAN BE EXPECTED BY RETAIL PROFESSIONALS

MERCHANDISE PLANNINGMerchandise Assistant

Assistant Planner

Merchandise Planner

Senior Merchandise Planner

Planning Manager

Group PlanningManager/Director

Sydney 45 - 55 50 - 75 75 - 120 100 - 140 125 - 200 150 - 350

Melbourne 45 - 55 50 - 75 75 - 120 100 - 140 125 - 200 150 - 350

BUYINGBuying Assistant

Assistant Buyer Buyer Senior Buyer

Buying Manager

Merchandise Manager/Buying Director

Sydney 45 - 55 50 - 70 70 - 130 90 - 150 125 - 200 150 - 400

Melbourne 45 - 55 50 - 70 70 - 130 90 - 150 125 - 200 150 - 400

• All salaries shown exclude superannuation NOTES:

hanim

Highlight


RETAIL

NOTES:• All salaries shown exclude superannuation

DESIGN Assistant Designer Designer

Senior Designer

Head of Design/Creative Director

Sydney 45 - 60 60 - 125 90 - 150 120 - 250

Melbourne 45 - 60 60 - 125 90 - 150 120 - 250

PRODUCT DEVELOPMENT & TECHNICAL Pattern Cutter

Garment Technician/QA

Asst Product Developer

Product Developer

Product Development Manager

Sydney 60 - 90 50 - 85 50 - 65 60 - 90 85 - 125

Melbourne 60 - 90 50 - 85 50 - 65 60 - 90 85 - 125

VISUAL MERCHANDISING VMCoordinator

Store Visual Merchandiser

Area Visual Merchandiser State VM

National VM Manager

Sydney 45 - 55 42 - 55 45 - 80 65 - 100 80 - 200

Melbourne 45 - 55 42 - 55 45 - 80 65 - 100 80 - 200

OPERATIONSIn-store SalesProfessional

Assistant SM/2IC(Turnover up $2m)

Assistant SM/2IC(Turnover $2-5m)

Assistant SM/2IC (Turnover $5-10m)

Assistant SM/2IC (Turnover $10-20m)

Assistant SM/2IC (Turnover $20m+)

Sydney 38 - 55 38 - 45 40 - 55 50 - 75 65 - 90 75 - 100

Melbourne 38 - 55 38 - 45 40 - 55 50 - 75 65 - 90 75 - 100

Store Manager(Turnover up $2m)

Store Manager (Turnover $2-5m)



Store Manager (Turnover $20m+)

Cluster / Area Manager 5 – 10 Stores

Sydney 45 - 60 50 - 70 65 - 110 80 - 115 90 - 125 60 - 85

Melbourne 45 - 60 50 - 70 65 - 110 80 - 115 90 - 125 60 - 85

Area/Regional Manager10 - 20 Stores

Area/Regional Manager 20+ Stores State Manager

Big Box - Multi-site 5–10 Stores

Big Box - Multi-site 11–20 Stores

Big Box - Multi-site 20+ Stores

Sydney 70 - 110 90 - 150 80 - 150 75 - 150+ 85 - 180 120 - 200

Melbourne 70 - 110 90 - 150 80 - 150 75 - 150+ 85 - 180 120 - 200

HEAD OFFICE

National Operations Manager

Retail Director

Loss Prevention Manager

E-Commerce Manager

General Manager

Sydney 150 - 300 150 - 400 80 - 120 85 - 250 200 - 500+

Melbourne 150 - 300 150 - 400 80 - 120 90 - 250 200 - 500+

HAYSJOURNAL A BI-ANNUAL PUBLICATION FROM HAYS,

PROVIDING GLOBAL INSIGHT FOR EXPERTS IN HR AND RECRUITMENT

To request a copy or read it online, visit hays.com/haysjournal or download the free iPad app from the App store.

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LOOKING FOR TOMORROW’S WORKFORCE? The skills that jobseekers offer today don’t always match those needed by employers tomorrow. If business and education can’t adapt, what does the future hold? The Hays Journal analyses the complexities of the modern workplace and asks the tough questions facing those who employ and manage people.

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