2012 Retail Industry Compensation & Benefits SurveyFall HR Roundtable
September 18, 2012
Bill Strobl, Mercer
Annisa Au, Mercer
2012 Retail Industry Compensation & Benefits SurveyFall HR Roundtable
September 18, 2012
Bill Strobl, Mercer
Annisa Au, Mercer
MERCER
Today’s Agenda
Morning8:30 – 8:45 Welcome8:45 – 9:45 Guest Speaker: Trevor Lawson, McCarthy T9:45 – 10:00 Break10:00 – 11:15 2012 Survey Results11:15 – 11:30 Break11:30 – 12:15 HR Roundtable Discussion Lunch12:15 – 1:00 Networking LunchAfternoon1:00 – 2:00 Guest Speaker: Stephen Hornberger, Mercer 2:00 – 2:15 Break2:15 – 3:15 Guest Speaker: Allison Griffiths, Mercer 3:15 – 3:30 Break3:30 – 4:15 HR Roundtable Discussion 4:15 – 4:30 Meeting Evaluations / Adjourn
1
Guest Speaker: Trevor Lawson, McCarthy Tétrault
HR Roundtable Discussion – Part I
Guest Speaker: Stephen Hornberger, Mercer – Compensation Planning
Guest Speaker: Allison Griffiths, Mercer – Talent Management
HR Roundtable Discussion – Part IIMeeting Evaluations / Adjourn
Guest SpeakerTrevor LawsonMcCarthy T
Guest SpeakerTrevor LawsonMcCarthy Tétrault
MERCER
Networking Break
3
Networking Break
2012 Survey Results2012 Survey Results
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Retail Trends
• New Competition (for customers and employees)– Influx of US retailers into Canada– Product Mix
- Food retailers offering non-food items (and vice versa)- Private label and exclusive collections
– Acquisitions
• Unionization
• Gender based selling
• Direct sourcing of products
5
New Competition (for customers and employees)
food items (and vice versa)Private label and exclusive collections
5
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2012 Survey ResultsPublished Reports
2009 Survey Results
• Survey Published in Mercer WIN 16th
6
2009 Survey Results
th August
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Overview of Compensation ResultsWhat We Will Cover
• Survey Sample• Year-Over-Year Report• Base Pay Analysis• Total Cash Compensation Analysis• Employee Group Analysis• Store Management Career Progression• Geographic Analysis• Selected Policy and Practice Data• Scope Data Differentials
Changes in market base salary and total cash data reflect a combination of factors, which may include: – Changes in number of incumbents reported– Sampling– Individual salary increases
NOTE!
7
Store Management Career Progression
Changes in market base salary and total cash data reflect a combination of factors, which may include:
Changes in number of incumbents reported
Individual salary increases
Survey SampleSample
MERCER
2012 Participants (N=79)
9
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2012 Participants (N=79)
10
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20
15
26
1816
23
17
0
10
20
30
Apparel / Footw ear Gif ts / Entertainment /Communication
Home / Office / Multi-
General Merchandise Category
# of
Org
aniz
atio
nsSurvey SampleSample Size and Industry Distribution
• Number of Companies – 79 (+9.7%)
• Number of Positions – 120 (+3.5%)
• Number of Incumbents – 343,226 (+5.7%)
• Number of Geographic Regions (Cities) Reported
11
26
9
5
26
8
3
20
8
3
Home / Office / Multi-Department
Grocery / Convenience Restaurants
General Merchandise Category
2010 2011 2012
Sample Size and Industry Distribution
%)
Number of Geographic Regions (Cities) Reported – Over 250
Participation was up compared to last year
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SO FT/PT81.6%
Other18.4%
HO/DC Salaried1.5%
Survey SampleDistribution of Incumbents by Employee Group
A similar distribution to 2011 with a slight increase in the proportion of HO/DC
and Salaried incumbent matches
LegendSO FT/PT – Store Operations Full-time/Part-timeSO Mgmt – Store Operations ManagementHO/DC Hourly – Head Office/Distribution Center HourlyHO/DC Salaried – Head Office/Distribution Center SalariedHO/DC Mgmt – Head Office/Distribution Center Management
SO Mgmt11.7%
Executives0.1%
HO/DC Hourly4.5%
HO/DC Mgmt0.6%
12
Distribution of Incumbents by Employee Group
A similar distribution to 2011 with a slight increase in the proportion of HO/DC - Hourly
and Salaried incumbent matches
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Survey SampleDistribution of Incumbents by Geography
14%
7%
5%
7%
2%
8%6%
Movement in the geographic distribution of incumbents
remain fairly constant this year
13
Distribution of Incumbents by Geography
5% 8%
9%
2%
6%
6%
22%
Greater Vancouver 7%Other British Columbia & Territories 5%Alberta 14%Saskatchewan & Manitoba 7%Southwestern Ontario 8%Northern Ontario 2%Greater Toronto 22%Eastern Ontario 6%Other Ontario 6%Greater Montréal 9%Other Québec 5%Atlantic Canada 8%
Year-OverOver-Year Report
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Year-Over-Year Report
2012 Position Comparison to Prior Year Report
• 2011 vs. 2012: by job– All organizations– Same organizations (Core companies– % range of pay changes
• Shows changes in Average (Mean) Base Salaries
• Core Companies are those organizations that participated in the survey in both 2011 and 2012.
• The number of Core Companies is 51, representing 65% of the survey participants.
• A high proportion of Core Companies in the sample enhances the degree to which the statistics are truly reflective of the market movement.
15
2012 Position Comparison to Prior Year Report
Same organizations (Core companies)
changes in Average (Mean) Base Salaries
Core Companies are those organizations that participated in the survey
The number of Core Companies is 51, representing 65% of the survey
A high proportion of Core Companies in the sample enhances the degree to which the statistics are truly reflective of the market
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Year-Over-Year Report Example
All Organization Market Changes
Position Code Position Title
Current Year # Orgs
% Change
in # Orgs
Current Year # Obs
% Change
in # Obs
Change
70020
Top Domestic Traffic / Logistics Manager 14 40 14 40
In this example, there are 14 organizations matching to this position, a 40% increase from the previous year’s survey
Increase in pay from previous survey is 10.6%, which is substantially higher than the 5.4% market increase obtained when we use the same 8 orgs. and same positions to calculate the market change.
Approach 1
16
Same Organizations, Same PositionMarket Changes
Actual OrganizationPercent Changes in Base
% Change
Base
# Same Orgs
Current Year # Obs
% Change
in # Obs
% Change
Base 25%ile 50%ile 75%ile
10.6 8 8 0 5.4 2 6 8
Increase in pay from previous survey is 10.6%, which is substantially higher than the 5.4% market increase obtained when we use the same 8 orgs. and same positions to calculate the market change.
For the individual organization changes, we see a range of increases of:• 2% (25th %ile)• 8% (75th %ile) • Typical increase of 6% (50 %ile).
Approach 2 Approach 3
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Year-Over-Year ReportCore Participants (N=51)
17
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Base Pay Analysis
18
Base Pay Analysis
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Base Pay AnalysisOverall Changes
Base Pay
2012 - Overall 2.3%
2012 - Core 2.1%
2011 - Overall 3.4%
19
% Change of Medians
Base Pay TCC
2.3% 1.3%
2.1% 0.5%
3.4% 4.6%
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Base Pay AnalysisOverall Changes – HO/DC
% Change of Median Market Data
Base Pay
Hourly - All -5.9%
Hourly - Core -4.7%
Salaried - All -0.7%
Salaried - Core -5.4%
Mgmt - All 2.8%
Mgmt - Core -0.8%
Execs - All 8.1%
Execs - Core 11.8%20
% Change of Median Market Data
Base Pay TCC
5.9% -6.6%
4.7% -4.9%
0.7% -2.1%
5.4% -6.0%
2.8% 3.2%
0.8% -0.7%
8.1% 3.4%
11.8% 9.0%
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0%
5%
10%
15%
20%
25%
30%
Med
ian
Bas
e S
alar
y %
Cha
nge
All Orgs 8% 23%
Core 28% 27%
Head of Store Planning/Design and
ConstructionHuman Resource Manager Head of Store Operations
Base Pay Analysis Hot Jobs: Market Movement Comparison
Overall % Chg 2.3%
Core % Chg 2.1%
Note: Data from 2012 Market Pay Trends Report with at least 10 organizations
21
16% 17% 19%
19% 15% 13%
Head of Store OperationsHead of Visual Merchandising Special Events Coordinator
Hot Jobs: Market Movement Comparison – All Orgs vs. Core (HO/DC)
#5 Hot Job in 2011
+7.8% (Core)
It’s always a good idea to compare both samples to get a better picture of the
movement
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-40%
-35%
-30%
-25%
-20%
-15%
-10%
-5%
0%
5%
Med
ian
Bas
e S
alar
y %
Cha
nge
All Orgs -31% -12%
Core -36% -15%
Warehouse Shipper/Receiver Distribution Centre Processing Supervisor
Distribution Centre Manager
Base Pay Analysis Cold Jobs: Market Movement Comparison
Overall % Chg 2.3%
Core % Chg 2.1%
Note: Data from 2012 Market Pay Trends Report with at least 10 organizations
22
-14% -7% -9%
-14% -13% -6%
Distribution Centre Manager Lease Administrator Loss Prevention Auditor
Cold Jobs: Market Movement Comparison – All Orgs vs. Core (HO/DC)
#3 cold jobs last year at -4.1% (Core)
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Base Pay AnalysisOverall Changes - SO
Base Pay
FT/PT - All 1.3%
FT/PT - Core 1.6%
Mgmt - All -0.8%
Mgmt - Core -1.6%
23
% Change of Medians
Base Pay TCC
1.3% 0.6%
1.6% 1.4%
0.8% -1.3%
1.6% -2.0%
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0%
5%
10%
15%
20%
Med
ian
Bas
e Sa
lary
% C
hang
e
All Orgs 13%
Core 5%
Head Cashier
Base Pay Analysis Hot Jobs: Market Movement Comparison
Overall % Chg 2.3%Core %
Chg 2.1%
Note: Data from 2012 Market Pay Trends Report with at least 10 organizations
24
4% 15%
4% 3%
Store Manager Sales Specialist
Hot Jobs: Market Movement Comparison – All Orgs vs. Core (SO)
#1 Cold job last year at -11.7% (Core)
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-15%
-10%
-5%
0%
5%
Med
ian
Bas
e Sa
lary
% C
hang
e
All Orgs -7%
Core -10%
Assistant Store Manager Department Sales Mgr/Second Assistant Mgr
Base Pay Analysis Cold Jobs: Market Movement Comparison
Overall % Chg 2.3%
Core % Chg 2.1%
Note: Data from 2012 Market Pay Trends Report with at least 10 organizations
None of these positions were on the cold
25
-1% 3%
-1% 0%
Department Sales Mgr/Second Assistant Mgr Shift Supervisor
Cold Jobs: Market Movement Comparison – All Orgs vs. Core (SO)
None of these positions were on the cold jobs list last year
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Total Cash Compensation Analysis
26
Total Cash Compensation
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$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Head of Store Planning/Design and Construction
Human Resource Manager
Head of Store
Med
ian
Tota
l Cas
h
All Core
Total Cash Compensation Analysis Hot Jobs: Actual Total Cash – All Orgs vs. Core (HO/DC)
Head of Store Operations
Head of Visual Merchandising
Special Events Coordinator
27
All Orgs vs. Core (HO/DC)
XX%% Difference in Median Total Cash Between All and Core Sample
MERCER October 1, 2012
Total Cash Compensation Analysis Cold Jobs: Actual Total Cash – All Orgs vs. Core (HO/DC)
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
Warehouse Shipper/Receiver
Distribution Centre Processing
SupervisorCentre Manager
Med
ian
Tota
l Cas
h
All Core
28October 1, 2012
All Orgs vs. Core (HO/DC)
Distribution Centre Manager
Lease Administrator
Loss Prevention Auditor
XX%% Difference in Median Total Cash Between All and Core Sample
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Total Cash Compensation Analysis Hot Jobs: Actual Total Cash – All Orgs vs. Core (SO)
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
Head Cashier
Med
ian
Tota
l Cas
h
All Core
29
All Orgs vs. Core (SO)
Store Manager Sales Specialist
XX%% Difference in Median Total Cash Between All and Core Sample
MERCER
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
$50,000
Assistant Store Manager Department Sales Manager/Second Assistant
Med
ian
Tota
l Ca
sh
All Core
Total Cash Compensation Analysis Cold Jobs: Actual Total Cash – All Orgs vs. Core (SO)
0%
Department Sales Manager/Second Assistant
Manager
Shift Supervisor
30
All Orgs vs. Core (SO)
XX%% Difference in Median Total Cash Between All and Core Sample
0%
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Employee Group Analysis
31
Employee Group Analysis
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$0
$20
$40
$60
$80
$100
$120
2010 2011 2012 2010 2011 2012 2010
Med
ian
Bas
e Sa
lary
(00
0s)
75th percentile
Median
25th percentileAverage
Employee Group AnalysisBase Pay – 3 Year Trend – All Companies
SO FT / PT SO Mgmt
Moderate increases over period for most employee groups
Note: Data are incumbent weighted for the overall sample year-over-year
XX% % Change in Median Base Salary from 2010
32
2010 2011 2012 2010 2011 2012 2010 2011 2012
Companies
HO / DC Hrly
HO / DC Salaried
HO / DC Mgmt
Moderate increases over the 3 year period for most employee groups
% Change in Median Base Salary from 2010-2012
MERCER
Employee Group AnalysisIncentive Payouts vs. Targets – Core Companies
79%
89%
80%
54%
73%
81%
0%
20%
40%
60%
80%
100%
120%
SO Full-time SOManagement
HO Hourly
Perc
ent S
TI A
war
ded
vs. T
arge
t
2011 2012
33
Core Companies
104%
95%
111%
89%
99%
81%78%
HO Hourly HO Salaried HOManagement
Executives
STI payouts vs. Targets are much lower than 2011 for most groups
MERCER
$0
$40,000
$80,000
$120,000
$160,000
$200,000
$240,000
$280,000
$320,000
SO FT/PT SO Mgmt HO/DCHourly
Ave
rage
Tot
al C
ash
Com
pens
atio
n
Annual Base Average
Employee Group Analysis Average Total Cash Compensation and Pay Mix (All)
2%98% 100%
Note: Data are incumbent weighted for all incumbents. Total Cash Compensation = annual base pay + actual STI + Sales Commission
5%
95%0%
34
HO/DC HO/DCSalaried
HO/DC Mgmt HO/DC Execs
Annual Base Average Total Incentives
Compensation and Pay Mix (All)
77%
23%
95%87%
5%
13%
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Store Management Career Progression
35
Management Career Progression
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Store Management Career ProgressionMedian Market Base Pay – Core Companies
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Manager inTraining
Assistant StoreManager
Store Manager
Med
ian
Mar
ket B
ase
Pay 2011 2012
Career progression for the store management ladder remain consistent year
1.1%
36
Store Management Career ProgressionCore Companies
Store Manager District Manager RegionalManager of SO
2012
Career progression for the store management ladder remain consistent year-over-year
XX% % Change in Median Base Salary
MERCER
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
2011 2012 2011 2012 2011
Act
ual T
otal
Cas
h (0
00s)
75th percentile
Median
25th percentileAverage
Store Management Career Progression Actual Total Cash Compensation – Core Companies
ManagerIn
Training
AssistantStore
Manager
A reduced focus on the
XX% % Change in Median Total Cash from 2010
*Note: The jobs displayed include those where a minimum sample threshold of 10 organizations has been met. 37
2011 2012 2011 2012 2011 2012
Store Management Career Progression Core Companies
StoreManager
DistrictManager
RegionalManager
of SO
A reduced focus on the entry level?
% Change in Median Total Cash from 2010-20112
*Note: The jobs displayed include those where a minimum sample threshold of 10 organizations has been met.
MERCER
$0
$30,000
$60,000
$90,000
$120,000
$150,000
Manager in Training Assistant StoreManager
Ave
rage
Tot
al C
ash
Com
pens
atio
n
Annual Base Average
Store Management Career Progression Actual Total Cash Pay Mix (All)
9%
97%
Note: Data are incumbent weighted for incumbents for all incumbents
3%
91%
38
Store Manager District Manager Regional Managerof SO
Annual Base Average Total Incentives
Store Management Career Progression
82%
18%
91%
85%9%
15%
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Executive Summary
• The survey continues to grow
– 10% more companies
– 6% more incumbents
– 250+ cities reported
• Head Office/Distribution Center (HO/DC)
– Hourly and Salaried positions saw an overall decrease in market median base pay and TCC
– Management and Executive positions saw an overall increase in market median base pay and TCC
• Store Operations positions also saw an increase in market median base pay and TCC
• There can be a big difference when reviewing data movement depending on which sample you are using (all, core, or peer group)
39
Head Office/Distribution Center (HO/DC)
Hourly and Salaried positions saw an overall decrease in market median base
Management and Executive positions saw an overall increase in market median
Store Operations positions also saw an increase in market median base pay and
There can be a big difference when reviewing data movement depending on which sample you are using (all, core, or peer group)
MERCER
Geographic Analysis
40
Geographic Analysis
MERCER
Geographic AnalysisHead Office / DC Executives
2%
22%
1%
22%
21%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
BC &Territories
Alberta Sask. &Manitoba
Perc
ent D
evia
tion
from
Nat
iona
l Med
ian
Nat
iona
l Med
ian
= 0
2010
41
1%
-12%
3%
-9%
-35%
1%
-19% -1
6%
GreaterToronto
OtherOntario
Québec AtlanticCanada
2010 2011 2012
2012 National Median Base Salary $200,000
MERCER
Geographic AnalysisHead Office / DC Management
-4%
-2%
-9%
3%
-1%
-6%
-10%
-6%
-16%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
BC &Territories
Alberta Sask. &Manitoba
Perc
ent D
evia
tion
from
Nat
iona
l Med
ian
Nat
iona
l Med
ian
= 0
2010
42
7%
-7%
-3%
-14%
10%
-10%
-8%
-5%
11%
-3%
-9%
-18%
GreaterToronto
OtherOntario
Québec AtlanticCanada
2010 2011 2012
2012 National Median Base Salary $90,000
MERCER
Geographic AnalysisHead Office / DC Salaried
-3% -1
%
-4%
-3%
-9%
-17%
-20%
-10%
-50%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
BC &Territories
Alberta Sask. &Manitoba
Perc
ent D
evia
tion
from
Nat
iona
l Med
ian
Nat
iona
l Med
ian
= 0
2010
43
9%
-4%
-7%
-32%
13%
-16% -1
4%
-2%
10%
7%
-11%
-40%
GreaterToronto
OtherOntario
Québec AtlanticCanada
2011 2012
2012 National Median Base Salary $54,000
MERCER
Geographic AnalysisHead Office / DC Hourly
-4%
-4%
-16%
7%9%
1%
-17%
-1%
2%
-22%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
BC &Territories
Alberta Sask. &Manitoba
Perc
ent D
evia
tion
from
Nat
iona
l Med
ian
Nat
iona
l Med
ian
= 0
2010
44
7%
-15%
-17%
-22%
10%
-11%
-14% -1
2%
23%
-12%
-13%
-5%
GreaterToronto
OtherOntario
Québec AtlanticCanada
2011 2012
2012 National Median Base Salary $32,000
MERCER
Geographic AnalysisStore Operations Management
-2%
3%
-6%
3% 3%
-5%
2%
5%
-4%
-20%
-10%
0%
10%
20%
BC &Territories
Alberta Sask. &Manitoba
Perc
ent D
evia
tion
from
Nat
iona
l Med
ian
Nat
iona
l Med
ian
= 0
2010
45
5%
1%
2%
-7%
6%
2%
-1%
-7%
8%
4%
-8%
-10%
GreaterToronto
OtherOntario
Québec AtlanticCanada
2010 2011 2012
2012 National Median Base Salary $44,000
MERCER
Geographic AnalysisStore Operations Full-Time / Part-Time
-2%
5%
-4%-2
%
4%
-4%-2
%
6%
-4%
-20%
-10%
0%
10%
20%
BC &Territories
Alberta Sask. &Manitoba
Perc
ent D
evia
tion
from
Nat
iona
l Med
ian
Nat
iona
l Med
ian
= 0
2010
46
Time
2% 1%
-5% -4%
2%
0%
-4%
-1%
0% 0%
-3% -1
%
GreaterToronto
OtherOntario
Québec AtlanticCanada
2010 2011 2012
2012 National Median Base Salary $21,000
MERCER
Geographic AnalysisSummary
• Alberta and Greater Toronto tend to have the largest geographic differential across all job families.
• Geographic differentials can vary across different job families. When using the data don’t just apply one differential for all positions.
47
Alberta and Greater Toronto tend to have the largest geographic differential
Geographic differentials can vary across different job families. When using the data don’t just apply one differential for all positions.
Selected Policy and Practice Data
• Compensation Practices• Employment Practices• Benefit and HR Staff Trends
Selected Policy and Practice
Compensation PracticesEmployment PracticesBenefit and HR Staff Trends
MERCER
Compensation PracticesMerit Increase Budget
For Employees who 'Meets Requirements' and areAt Midpoint
2.2% 2.2% 2.3%2.4% 2.4% 2.5%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
SO FT SO Mgmt HO / DCHrly
Mea
n m
erit
% in
crea
se
201149
For Employees who 'Meets Requirements' and areAt Midpoint
2.3% 2.3%2.5%2.5% 2.4% 2.4% 2.5%
HO / DC HO / DCSalaried
HO / DCMgmt
HO / DCExecs
2011 2012
MERCER
Compensation PracticesSalary Freezes
6.8%
5.6% 5.6%
1.4% 1.5% 1.4%1.4%
0.0%0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
SO PT SO FT SO Mgmt
% o
f Org
aniz
atio
ns
2010Source: Mercer 2012/2013 Compensation Planning Survey & 2012 Retail Industry Compensation & Benefits Survey
Salary freezes are back to the level we saw before 2009
50
11.5%
10.0%9.4%
3.1% 3.1% 3.4%
1.4%1.4% 1.6% 1.5% 1.7%
SO Mgmt HO/DC Hrly HO/DCSalaried &
Mgmt
HO/DCExecs
2010 2011 2012Source: Mercer 2012/2013 Compensation Planning Survey & 2012 Retail Industry Compensation & Benefits Survey
Salary freezes are back to the level we saw before 2009
MERCER
Employment PracticesAssociate Turnover Rates - Historical Trend
51%
18%23%
46%
16%
42%
16%
10%
38%
0%
10%
20%
30%
40%
50%
60%
All CompanyAssociates
District Managers Store Managers
Ave
rage
Tur
nove
r R
ate
2009
Turnover is still trending down for most employee groups
51
Historical Trend
18%
27%
18% 17%22%
13%
19%22%
14%17%
27%
18%
Store Managers Assistant StoreManagers
Home Office Staff
2010 2011 2012
Turnover is still trending down for most employee groups
MERCER
Employment PracticesAssociate Turnover Rates - Historical Trend
42%
81%
64%
40%
67%
32% 35%
56%
0%10%
20%30%
40%50%
60%70%
80%90%
Sales Associates - FT Sales Associates - PT(incl. temp/seasonal
staff)
Ave
rage
Tur
nove
r Rat
e
2009
Quite a sharp reduction in turnover rates for Sales Associates
52
Historical Trend
25%
74%
18%
67%
32%
53%56% 54%
20%
Sales Associates - PT(incl. temp/seasonal
Sales Associates - PT(excl. temp/seasonal
staff)
Distribution CentreHourly Staff
2010 2011 2012
Quite a sharp reduction in turnover rates for Sales Associates - PT
MERCER
2009 2010
1.21 1.10
Benefit & HR Staff Trends• Health Care Cost Coverage
– Although eligibility for most health benefits is similar to previous years it is worth noting that a number of these plans where costs are employee seems to be on the increase:- Extended Health- Dental - STD Supplemental Insurance- Basic Life Insurance- Stock Purchase Plan- Fitness Club- “Wellness” Physical Exams
• HR Staffing Ratios– Median HR staff levels per 100 associates has continued to rise
2010 2011 2012
1.10 1.44 1.5753
Although eligibility for most health benefits is similar to previous years it is worth noting that a number of these plans where costs are bared by the employee seems to be on the increase:
Median HR staff levels per 100 associates has continued to rise
Scope Data Data Differentials
MERCER
Scope Data DifferentialsIndustry
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
Store Stock Help Assistant StoreManager
Med
ian
Bas
e Sa
lary
Apparel / Footwear
Gifts / Entertainment / Communication
Home / Office / Multi-Department
Note: Data are Incumbent weighted for all organizations
55
Store Manager District Manager Regional Managerof Store
Operations
Gifts / Entertainment / Communication
Home / Office / Multi-Department
MERCER
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
Store Stock Help Assistant StoreManager
Med
ian
Bas
e Sa
lary
AlbertaAtlantic CanadaBritish Columbia & TerritoriesGreater TorontoOther OntarioQuébecSaskatchewan & Manitoba
Scope Data DifferentialsLocation
Note: Data are Incumbent weighted for all organizations
Store Manager District Manager RegionalManager of Store
Operations
British Columbia & Territories
56
MERCER
Scope Data DifferentialsFTEs
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
Store Stock Help Assistant StoreManager
Store Manager
Med
ian
Bas
e Sa
lary
Less than 1,000
1,000 - 5,000
5,001 - 10,000
Greater than 10,000
Note: Data are Incumbent weighted for all organizations
57
Store Manager District Manager RegionalManager of Store
Operations
HR Roundtable DiscussionPart IHR Roundtable Discussion
MERCER
Hot Topics / Key InitiativesBelow is a summary of some of the key initiatives provided:
Key Initiative
Compensation Planning/Structure/Re-design
Attraction and Retention
Benefit, Wellness, Pension Plan (Review/Re-design)
Business Process and Communication
Employee Engagement/Recognition
Geographic Differentials
Succession Planning/Training and Development
System and Technology
Compliance and Regulation
Incentive Plans (Review/Redesign)
Performance Management and Review59
Below is a summary of some of the key initiatives provided:
# of Orgs
15
12
design) 12
7
6
5
Succession Planning/Training and Development 5
4
3
3
2
MERCER
Key Initiatives / Hot Topics
1. Compensation Planning2013 Compensation planningRegional compensation trendsSalary structure re-designOvernight/On-call pay for Loss Prevention and IT staff
2. Attraction and RetentionRecruitment and retention in AlbertaCompetition with new retailers entering into Canada
3. Benefit, Wellness, Pension PlanChanges in benefit plansPart-time benefits
4. Employee Engagement/Recognition Recognition programsService awards
60
call pay for Loss Prevention and IT staff
Recruitment and retention in AlbertaCompetition with new retailers entering into Canada
Employee Engagement/Recognition
Networking LunchNetworking Lunch
Guest SpeakerStephen HornbergerMercer
Guest SpeakerStephen Hornberger
MERCER
Networking Break
63
Networking Break
Guest SpeakerAllison GriffithsMercer
Guest SpeakerAllison Griffiths
Networking BreakNetworking Break
HR Roundtable DiscussionPart IIHR Roundtable Discussion
2013 Retail Survey2013 Retail Survey
MERCER
2013 Survey OverviewKey Dates
Survey Milestones Feb
Participation Materials Distributed Mid
Retail Spring Roundtable/Job Matching Meeting
Data Effective Date
Early Bird Bonus Deadline
Data Submission Deadline
Results Available
WIN Webcast
Fall Roundtable/Post-Survey Meeting
68
Mar Apr May June July Aug Sept
Mid
1
Mid
Early
Mid
Early
Late
MERCER
2013 Survey OverviewSuggested Enhancements and Revisions Process
• Review feedback from 2012 Submissions
• Review feedback from Spring and Fall meetings
• Client conversations throughout the year
• Review data submitted - job analysis
69
Suggested Enhancements and Revisions Process
Review feedback from 2012 Submissions
Review feedback from Spring and Fall meetings
Client conversations throughout the year
Mercer WINMercer WIN® is finally here!
MERCER 71
Introducing Mercer WIN
• The Mercer Workforce Intelligence Network is:
– An interactive search and analysis tool
– Providing local, regional and global survey results
– And producing charts, graphs and reports at the click of a button
71 71
MERCER 72
What’s in it for you?
• Interactive, easy to use, solution
• Access to your survey results across industry and across borders
• Unlimited, free peer cut reports
• Ability to compare your submission to the market
• Refine the results exactly the way you want
• Interactive, configurable charts
• And more
72
, solution
survey results across industry and across borders
Unlimited, free peer cut reports, on the fly, for participants
compare your submission to the market instantly
exactly the way you want
Thank you for joining us today
Please remember to fill out your meeting evaluation
Thank you for joining us today
Please remember to fill out your meeting evaluation
MERCER