2017 SALARY GUIDE EMPLOYER CONFIDENCE RECOVERS BUT HIRING PLANS REMAIN CONSERVATIVE

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1 217 SALARY GUIDE EMPLOYER CONFIDENCE RECOVERS BUT HIRING PLANS REMAIN CONSERVATIVE Compensation, benefits, recruitment and retention trends

2 #EmployersSay Contents Highlights from Survey Foreword Canada at a Glance Key Findings & Recommendations Hiring Insights Compensation Insights Market Confidence Salary Guide Accounting & Finance Architecture & Interior Design Construction Human Resources Information Technology Legal Life Sciences Manufacturing & Logistics Marketing Office Professionals Oil & Gas Procurement Property & Facilities Management Resources & Mining Sales About Us SALARY GUIDE KEY HIGHLIGHTS 62% 81% 31% 35% 54% 22% of employers say they believe business activity will increase in 217 of employers say the skills shortage has negatively impacted their business activity of employers say the economy will strengthen in the coming year of employers say they plan to increase headcount in 217 of employers say they plan to utilize temporary or contract workers in 217 of employers say they plan to increase salary levels by between 3 and 6 per cent

3 FOREWORD Compensation predictions are very similar to last year s actual increases, with 55 per cent of employers saying they will increase salaries by less than 3 per cent. Compare this to just a few years ago in 212 when 44 per cent of employers said they would increase salaries by 3 per cent or more in 213. This was very close to the actual outcome, with 41 per cent of employers saying salaries increased by at least 3 per cent in 213. Four years later, we are seeing just a quarter of employers predict a similar increase. Overall, this tells me that while employers expect the economy to pick up and business activity to continue to increase, most are hoping to do more while keeping payroll costs the same. This is understandable with the turbulent economy still causing some uncertainty, but it does mean that even as the economy and business activity pick up, most Canadian workers will not see that improvement affect their lives for at least another year. After the sudden downturn in 215, the consensus among Canadian employers is that 216 was not as grim as expected and many are predicting a solid rebound in economic outlook and business activity. For example, 63 per cent of BC employers say business activity increased in 216, and 69 per cent say it will increase again in 217. Sixty seven per cent of Ontario employers also predict increasing activity, and 68 per cent of Quebec respondents say the same. Alberta s outlook is less optimistic with 42 per cent predicting an increase, and 38 per cent saying activity will remain stable. However, this is still more confident than last year s expectation when just one-third of Alberta employers expected an increase in activity. Overall, 31 per cent of employers say the economic outlook is strengthening a 19 per cent increase from 216. The proportion who are saying it will stay the same is still higher at 52 per cent. Alberta is still reeling from the oil and gas downturn, and not all local employers are convinced the worst is over with 28 per cent saying the economy will weaken further in 217. Other provinces are much more confident, with 4 per cent of BC employers saying the economy will strengthen, along with 33 per cent of Ontario and 39 per cent of Quebec employers. Optimism not reflected in hiring or compensation plans Despite improving business expectations, employers remain conservative about their predictions for headcount growth and compensation increases. Overall, 35 per cent of employers expect to increase headcount next year, which is just one percentage point higher than last year s expectation of 34 per cent. Despite most employers saying 216 was better than 215, we saw a 1 per cent drop in the proportion of employers who increased headcount. Oil and gas impact not entirely isolated to Alberta The oil and gas downturn continues to challenge Canadian employers, and while Alberta is most affected, it is not alone. In fact, of the employers who said the downturn had impacted business activity, 58 per cent are not in Alberta (Ontario: 3%; BC: 2%). Overall, 38 per cent of employers say the downturn impacted activity. One in five (22%) have delayed or slowed down projects as a result of it, and 17 per cent say they will delay or slow down projects in the next 6 to 12 months. This has affected compensation rates and the availability of talent, with 26 per cent saying it has been faster to hire and 19 per cent offering lower than usual compensation rates due to the downturn. However, Alberta is showing the effects much more strongly. Where in 214 the province was more optimistic than ever and leading the country in compensation and hiring rates now half of those reducing compensation are from Alberta, and 69 per cent of Albertan employers say they have delayed projects in the last 12 months. Focus on targeted talent management If employers intend to regroup in 217, focusing on improving business activity and results, and hold off on major hiring plans or compensation increases, then we suggest taking a broader view on talent management and preparing the workforce for changing market conditions. Instead of broad recruitment, retention, and training programs, Canadian employers should take a targeted approach to build a stronger workforce. For example, more employers are implementing succession plans, which will help direct training and coaching resources to the places of the highest impact. On the other hand, fewer employers are concerned about their company reputation and profile when hiring, which could have a significant impact on talent acquisition in the future as those who ignore their employer brand today may regret that when they are trying to hire in demand candidates. Take the time this year to assess where your company is going, who is going to help reach those goals, and what skills are necessary for success. Then you can implement strategically targeted hiring, retention, and training plans that will ensure you can achieve those long term plans. Rowan O Grady President Hays Canada Hays Salary Guide 217 Hays Salary Guide 3

4 CANADA AT A GLANCE TEMPORARY/CONTRACT HIRING TRENDS IN CANADA Despite once primarily being used for vacation or sick coverage, Canada s contingent workforce is now millions strong. The traditional temp is still prevalent, but today s temporary and contract workforce is being led by a new breed the knowledge worker, such as experienced IT consultants or senior finance professionals. Highly skilled, highly paid, they have the freedom to choose when and how they would like to work. This is an asset for employers who can move quickly to identify and source the skilled workers they need for real-time adjustments to plans and tactics. Travis O Rourke, Head of Hays Talent Solutions, Canada PERMANENT HIRING TRENDS IN CANADA Permanent hiring remains steady across Canada, especially in construction, property, and IT/technology. However, demand outpaces supply in a number of industries. At the same time, employers are placing much more emphasis on getting the right fit when they make their hiring decisions. They are doing this by investing more time at the start of the recruitment process to ensure they understand what makes someone the right employee, not just for today but for the long term. Return on investment is now becoming a higher priority consideration when making a permanent hire. Andy Robling, Vice President, Client Development British Columbia Central Canada Ontario Quebec Eastern Canada While the foreign investors tax could temper the construction market, any slowdown in GDP growth could be offset by the coal mining sector as the coal price rebounded in the second half of 216 and new mines opened. In combination with significant infrastructure spend and a technologies market that continues to grow, 217 should be another year of steady to strong growth for the BC economy. There continues to be high demand in areas such as skilled trades, construction management, and IT, meaning attraction, development, and retention will remain a key topic for most employers. Jim Fearon, Vice President, Central and West 216 continued to be a significant challenge for most employers in the Prairies. As the HQ hub for the energy sector, Calgary has felt the backlash from the continued oil slump most harshly, with the cycle of redundancies continuing as major projects failed to gain funding and were cancelled or postponed. A lack of headway in any major pipeline projects has only exacerbated an already troubled landscape. The construction market has remained relatively steady across the entire region, but as projects come into completion, and without a significant wave of projects being planned behind them, 217 is expected to get tougher. Jim Fearon, Vice President, Central and West Market conditions in many parts of Ontario are looking very strong, largely due to the low dollar and investment in infrastructure. The IT sector continues to grow due to the low cost of labour compared to areas such as Silicon Valley, which is putting a strain on the existing skills shortage. We expect to see a higher than market average increase in salaries in the GTA in the coming year. Ottawa is seeing significant opportunities outside of government from a resurgent high-tech sector, a consistently buoyant construction market, large secondary education employers, and non-federally dominated crown corporations. Louisa Benedicto, Director, GTA Montréal is the economic development leader for all of Quebec. Current conditions present an optimistic future for the city. 216 saw a clear improvement in the labour market for Montréalers, and the employment growth should remain stable for 217. Construction is especially strong, with major infrastructure projects launched in recent months, generating business opportunities for companies, but also challenges and issues. Employment in construction should consequently remain at historically high levels this year and next year. We are also seeing labour shortages in niche ICT and demand is expected to increase in 217. Benjamin Ostrowski, Office, Montréal Atlantic Canada was quiet in early 216, but has picked up in the last few months. The property market was quieter than expected after predicted Liberal spending on office space did not arise. The price of oil has affected hiring, especially in Newfoundland, but the number of openings across the region is back at a level normal for this market. Construction is one of the strongest industries, boosted with funding for projects and infrastructure linked to next year s 15th anniversary of confederation. We expect steady work from this sector as a number of projects were recently approved or announced. Soley Soucie, Director, Eastern Canada Hays Salary Guide 217 Hays Salary Guide 5

5 KEY FINDINGS & RECOMMENDATIONS Canadian employers are optimistic about improving economic conditions and business activity. However, that isn t translating into hiring or compensation changes. While your business is in a holding pattern, invest time and resources into preparing your workforce for the future. With that in mind, we wanted to share key insights into how employers can ensure they are able to evolve to keep up with changing conditions, and drive business results. Based on the results from our seventh annual Hays Canada Salary Guide, here are our key insights and recommendations to support employers in developing better talent management strategies to support their medium and long term business objectives. 1 Many employers don t have a good understanding of what skills they already have, what they are missing, or which employees have the most impact on the business Just 36 per cent of employers have a succession plan, with a further 2 per cent saying they are in the process of implementing a plan. This can seem like a daunting task, but it can be taken on in manageable steps. Beyond succession planning, you need to know which skills your company already has, where those resources are being used, and which individuals have the biggest impact on the organization so you can target recruitment and retention to where it will have the biggest impact. Start by asking managers to assess their team s skill sets and knowledge gaps and which employees they consider irreplaceable. Recommendation: Engage in talent mapping to identify skill gaps and your irreplaceable employees. 2 Mid level employees are the biggest focus of retention, and the most likely to leave for career growth You can t retain everyone, especially as job hopping becomes more common, so focus your retention efforts on the 1 per cent of employees who matter most. Fifty nine per cent of employers say keeping mid level employees and new managers is their biggest retention concern, and career progression continues to be the main reason for retention challenges. These experienced future leaders are crucial for knowledge transfer, to avoid the loss of expertise as more senior professionals retire. Like succession planning, career progression can sound daunting, but it doesn t mean you need to be able to promote everyone in the next 12 months. Most employees want variety in their work, and to learn new skills. Offering secondments, job shadowing, stretch assignments, or cross functional programs can be inexpensive ways of showing employees you re invested in their careers. Recommendation: Retain irreplaceable employees with career progression. 3 Despite knowing training is valuable for retention, less than half of employers are offering it to employees Training and professional development is rated as one of the top five benefits for recruitment and retention, but just 47 per cent say they offer it to full time employees. Why is this crucial workforce development and retention tool being underutilized? Often managers think training requires big budgets and external support, but you can use internal resources to develop employees technical and soft skill sets. For example, you could set up an internal mentoring program, or have top performers lead lunch and learns. This has two key business advantages. It upskills your existing workforce to be more effective and prepares them for future leadership roles, and it is a very effective retention tool because employees feel recognized and supported in their professional development. Recommendation: Invest in training to engage high potentials and to grow your own experts. 4 Employers are increasingly relying on contingent workers, but don t always have visibility on those resources Agility is increasingly important and workforce planning can help you make sure you know which parts of your workforce are fluid, and could be reassigned as your business direction evolves. Fifty five per cent of employers use contingent workers (temporary or contract employees) and one third (32%) say they use temporary workers to alleviate productivity concerns. This ad hoc use of temporary workers can be a stop gap for an internal skill shortage, but in the long term if your contingent workforce spend does not align with your business strategy then it s not driving results. Engage in workforce planning to improve visibility and strategic allocation of these resources. Recommendation: Know which workforce resources can be reallocated so you re prepared when they need to be. 5 Employers are less concerned about their profile, despite still struggling to increase their talent pools Last year, low company profile was the second highest recruitment concern. Between 216 and 217, we saw a 14 percentage point drop, and it is now the lowest concern. Employers are less worried about reputation and more worried about candidate shortages, but these problems are not independent of one another. A better profile among your target candidates is crucial for creating an engaged talent pool, so when you share a job opening you get relevant, high quality applications. Building this awareness is ongoing you can t do it once and check the box. Even if you re not hiring today, investing time in this is necessary to build and maintain your network. Don t forget to keep checking in with the business strategy as your company evolves or your target candidates change, you need to change your approach to building your profile. Recommendation: To develop a talent pipeline, create a social and online presence that reflects your company culture and values Hays Salary Guide 217 Hays Salary Guide 7

6 8 217 Hays Salary Guide 217 Hays Salary Guide 9

7 HIRING INSIGHTS Hiring Insights HIRING OVERVIEW There was a 1 per cent drop in the proportion of employers who increased headcount in 216, compared with 215. Looking ahead, one-third expect to increase headcount again in 217, on par with the 34 per cent who did so in 215. BC is most confident, Ontario is comparable to last year; almost half (48%) of Alberta employers decreased headcount in 216, but most are hopeful that the worst is over. One in five Alberta employers plan to increase or decrease headcount, with 57 per cent hoping to maintain headcounts in 217. Permanent hiring Looking at the national overall hiring picture, hiring was very similar in 216 to how it it was in 215. There has been a slight reduction in the number of employers who increased headcount. For 217, most employers (53%) expect to maintain current permanent staff levels. 6% 5% 4% 3% 2% 1% Trend Predicted increase Actual increase Predicted remain the same Actual remain the same Predicted decrease Actual decrease One third (31%) of Canadian employers increased permanent headcount, with 35 per cent predicting the same for 217. While 29 per cent decreased headcount in 216, just 12 per cent expect further reductions in the next year. Permanent hiring 216/17 Over the past 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: Breaking these trends down by province, BC remains one of the strongest regions in the country, with just 2 per cent decreasing headcount almost 1 percentage points below the national rate. When asked about 217, just 7 per cent say headcount will decrease. BC permanent hiring 6% 5% 4% 3% 2% 1% Actual increase Actual remain the same Actual decrease Predicted increase Predicted remain the same Predicted decrease Alberta employers tell a different story. In 216 almost half of employers (48%) decreased permanent staff levels, with just 18 per cent increasing headcount. However, 57 per cent of employers say headcount will remain the same next year. The proportion expecting to decrease staff levels is still double the national average, but it seems most employers believe that they have decreased as much as necessary to weather the storm of the downturn. If the oil price increases in 217 we will see significant demand in Alberta almost immediately, which would severely challenge the current available talent pool. One third of oil and gas respondents say they are concerned about workers leaving for other industries, and 41 per cent of Alberta employers say BC or Ontario are their biggest competition for talent. Alberta permanent hiring 6% 5% 4% 3.9% 34.6% 3% 4.4% 28.7% d 53.% 12.4% 2% 1% Actual increase Actual remain the same Actual decrease Predicted increase Predicted remain the same Predicted decrease Hays Salary Guide 217 Hays Salary Guide 11

8 Hiring Insights Hiring Insights Ontario employers align with national expectations, with one third having increased headcount in 216 and the same number predicting the same for 217. Quebec is also confident, with more employers predicting an increase (49%), while just 9 per cent expect a decrease next year. Ontario permanent hiring 6% 5% 4% 3% 2% Temporary/contract hiring Overall, Canadian employers kept temporary headcount the same in 216. More than half (55%) of employers used temporary or contract staff last year, and a similar number (54%) intend to use temporary workers in 217. Sixty-two per cent kept temporary staffing levels the same in 216, and 76 per cent say it will stay the same in 217 as well. On average, temporary/contract workers make up 2 per cent of the Canadian workforce, according to this year s survey results. Employers plans for hiring versus actual additions to temporary headcount four year analysis 8% 7% 1% 6% Actual increase Actual remain the same Actual decrease Predicted increase Predicted remain the same Predicted decrease 5% 4% 3% 2% 1% Trend Predicted increase Actual increase Predicted remain the same Actual remain the same Predicted decrease Actual decrease Quebec permanent hiring 6% % 4% Please indicate how temporary/contract staffing levels have changed in terms of years of experience over the last 12 months Please indicate how you expect temporary/ contract staffing levels to change in terms of years of experience over the next 12 months 3% 1% 1% 2% 8% 8% 1% 6% 6% % 2% 4% 2% Actual increase Actual remain the same Actual decrease Predicted increase Predicted remain the same Predicted decrease Years of experience Years of experience d Did not hire temp staff We do not hire temp staff Hays Salary Guide 217 Hays Salary Guide 13

9 Hiring Insights Hiring Insights International recruitment Slightly fewer Canadian employers hired from overseas in 216, but almost one quarter say they will hire internationally next year. By industry, we see a drop in 216 in oil and gas, and mining, which corresponds with the weaker oil and commodities markets. However, oil and gas employers suggest they will be hiring more talent from overseas in the year to come. Meanwhile, 28 per cent of pharma employers hired internationally in 216, and this industry could see an all time high in international recruitment in 217. The burdensome immigration process remains the biggest barrier to sponsoring overseas candidates. Most (57%) have not used the Temporary Foreign Worker Program, and of those who have, just 12 per cent say it made the process easier. One third (31%) say it made it more difficult. The Hays 216 Global Skills Index identified skilled migration as one of the most important tools for the growing skills gap. Canada has historically been a global leader in this area, but the government needs to ensure these programs are agile enough to keep up with changing labour needs. International recruitment activity % What would you say are the biggest barriers to sponsoring/recruiting qualified overseas candidates? 5% 3% % 2% Overall predicted 3% 1% Overall actual % Mining IT Oil and Gas Pharma Construction Over the last 12 months, did you sponsor/recruit overseas candidates? predicted 1% Lack of relative experience Language barriers Low government incentive Burdensome/ lengthy immigration process I don t consider there to be any barriers Other 7.4% 15.7% Yes No because we weren t hiring, but would consider 1.7% No only hired domestic candidates, but would consider No we do not provide sponsorship for overseas candidates at this time 55.7% 1.5% Unsure In this upcoming year, if recruiting, would you consider sponsoring/recruiting qualified overseas candidates? 6.1% 42.6% 1.7% 17.4% 23.2% Yes for all areas Yes only in skill shortage areas Undecided No for all areas Unsure Hays Salary Guide 217 Hays Salary Guide 15

10 Hiring Insights Hiring Insights RECRUITMENT CHALLENGES Employers say they are feeling slightly less pressure to hire, but time to hire for in demand skills is challenging employers ability to find the talent needed to achieve business objectives. Mid to senior level candidates critical to closing knowledge gap Two thirds (64%) of employers struggle to hire senior managers, and 6 per cent say they face at least some difficulty hiring intermediate to mid level managers. This corresponds with the knowledge gap many employers are seeing as they look to transition Generation X and older Generation Y workers into management. Based on seniority levels, please indicate the level of difficulty you ve experienced in recruiting recently 1% 8% 6% 4% 2% Junior staff Junior to middle management Senior management How long does it take you to fill your open positions? C level/ Executive staff Significant difficulty Difficulty Moderate difficulty Little difficulty No difficulty Employers say finding the right personality fit is more important than matching qualifications when hiring, but finding the right combination of personality, technical skills, and soft skills is challenging. Only a third of hiring managers (32%) rate themselves as experts in the most recent interview techniques, and most are spending one day or less on reviewing resumes. Time employers are allocating to reviewing resumes 3% 25% 2% 15% 1% 5% A few hours One day Two to three days One week More than a quarter (26%) of employers believe it is more difficult to recruit compared to 215. Eighty five per cent of employers say they feel a moderate to extreme amount of pressure to hire due to current workload, however, compared to last year s responses more employers feel a moderate amount of pressure rather than large or extreme. It is more difficult to fill vacancies today, than compared to: 1% 8% 6% 4% More than a week N/A Strongly agree Agree Undecided Disagree Strongly disagree >6 months 2% 2 6 months 2 weeks 1 month <1 week Roles you don t deem as candidate short Roles you deem as candidate short Last year Last 2 3 years Last 3 5 years Over 5 years ago When recruiting, how much pressure do you feel as a result of workload? % % of Employers 4% 35% 3% 25% 2% 15% 1% 5% Extremely large amount Large amount Moderate amount Small amount Extremely small amount Hays Salary Guide 217 Hays Salary Guide 17

11 Hiring Insights Hiring Insights CANADA S SKILLS SHORTAGE Despite slightly fewer employers saying Canada is facing a skills shortage compared with last year (58% vs 61%), hiring managers say it is just as difficult to hire, and this is having a negative impact on business activity and growth. Talent short employers challenged by ongoing skills shortage Fifty eight per cent of employers believe there is a skills shortage in Canada, and 78 per cent say it is moderately to extremely difficult to hire the talent they need for their department. This is comparable to last year s survey results, showing that it is not becoming easier to recruit, despite the downturn. Generally speaking, do you feel Canada suffers from a skills shortage? 37.7% Main reason for skills shortage in your industry 4% 35% 4.1% 1.3% 47.9% Strongly agree Agree Disagree Strongly disagree Difficulty level department faces in recruiting top talent 23.6% 5.% 6.4% 49.5% 15.5% No difficulty Very little difficulty Moderate difficulty Significant difficulty Extreme difficulty.6% The lack of training and development continues to be the main reason for the skills shortage according to employers, closely followed by fewer people entering the industry. One change we see this year is that more employers say skilled workers are leaving for other industries. Sixteen per cent cite this as the main reason, up three percentage points from 13 per cent last year. This is largely driven by oil and gas respondents, 31 per cent of whom say they are concerned about candidates leaving for other industries. Where do you feel the most competition comes from when trying to recruit top talent? 3.9% 2.5% 3.8% 6.1% 83.7% Businesses within my own province Extra provincial businesses U.S. based businesses International businesses Other In your opinion, which province/territory do you feel most competition with? 2.9% 18.6% 18.8% 19.2% 35.7% 3.2% Ontario Quebec British Columbia Alberta Manitoba Saskatchewan Nova Scotia (.2%) New Brunswick (.2%) Newfoundland and Labrador (.1%) Prince Edward Island (.%) Northwest Territories (.1%) Yukon (.1%) Nunavut (.3%) N/A 3% 25% 2% Why do you think this province is most attractive to top candidates? 15% 1% 5% Lack of training and professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement High salary levels Work-life balance/allure Economic outlook Business growth Industry growth Better benefit offerings Incentives i.e. bonus Relocation packages Other % of Employers Hays Salary Guide 217 Hays Salary Guide 19

12 Hiring Insights Hiring Insights Organizations, government, and institutions must address awareness issue Lack of awareness of opportunities in school, both secondary and post-secondary, are the main reasons employers cite for the lack of people entering their industry. More than a third (35.5%) said these were the main causes, which is up a total of six percentage points from last year. This lack of awareness aligns with the second biggest cause, which was perceptions and stereotypes. Employers are prepared to take responsibility for tackling the issue of fewer people entering the industry, with 35 per cent saying it was their task, and 22 per cent saying the government or educational bodies should be responsible. A combined effort from all these stakeholders, as well as industry groups, to better inform and educate young Canadians about different industries would address both the lack of awareness and misperceptions. What do you think the main reason is for fewer people entering your industry? Asked about their biggest recruitment challenges, employers again cited the skills shortage. Last year we saw an increase in employers focused on company reputation and profile, but these appear to have dropped in priority. The skills shortage is causing significant challenges, but employers can t lose sight of maintaining their reputation and profile to attract top candidates if they want to remain competitive in a talent tight market. Main recruitment challenges three year analysis 8% 7% 6% 1.8% 16.1% 22.3% 1.6% 13.2% 22.3% 8.9% Lack of awareness of opportunities in grade school Lack of awareness of opportunities in university/college Time required to complete necessary education/training Cost of education/training Perception/stereotyping Glass ceiling Competition for roles/opportunity Other 5% 4% 3% 2% 1% 4.8% predicted Who do you feel should be responsible for tackling the issue of too few people entering the industry? 4% Candidate/Skill Shortages Salary Levels Lack of people entering the market Lack of internal resources Company reputation Low company profile Candidate/Skill Shortages Salary Levels Lack of people entering the market Lack of internal resources Company reputation Low company profile 3% 2% 1% In demand candidates have their pick of employers and those who have a good reputation and are known in their market will have an advantage when advertising jobs and making offers. For the 56 per cent of employers unconcerned with their reputation, if you are struggling to hire it may be worth asking whether candidates know who you are and want to work for your organization. Organizations/ businesses Government Educational bodies Industry groups Hays Salary Guide 217 Hays Salary Guide 21

13 Hiring Insights Hiring Insights ADDRESSING THE SKILLS SHORTAGE Employers across Canada say they are struggling to find the talent they need, but many are missing crucial differentiators from their talent attraction strategy. Training, development, and career progression no longer nice to haves Canadian employers are overwhelmingly focused on salary to attract top talent, with 62 per cent saying that was how they were trying to stand out to candidates. A close second is promoting company culture at 58 per cent. Interestingly, this is higher than last year (54%), despite fewer employers saying company reputation was a recruitment concern. How are you making your company attractive to recruit top talent? Offering competitive salary packages Promoting company culture Offering competitive benefit packages Offering training and professional development Promoting career progression Nothing Other Just 44 per cent of employers are using training and professional development as a recruitment tool, and 43 per cent are promoting career progression to stand out as an employer of choice. Candidates rated training and development as one of the top benefits for retention, and career progression is the number one reason employees leave a role, so why are so few employers seeing these gaps as opportunities for a competitive advantage? If you are struggling to attract in demand candidates, ensure you are offering the training, development, and long term career opportunities candidates are looking for. More employers hiring graduates despite concerns around job readiness Forty one per cent of employers are actively hiring new graduates, up from 35 per cent in 216. The industries most likely to be actively hiring new graduates were IT/telecommunications (69%) and hospitality/entertainment (67%). Least likely was the public sector, with just 26 per cent of employers in this sector saying they intended to hire new graduates with no experience. Are you actively recruiting new graduates (no experience)? 58.9% 41.1% Yes No % of Employers What percentage of employees hired within the last 12 months have been new graduates (no experience)? 21.2% 1.6% 3.% 65.2% 1 1% 11 2% 21 5% 51%+ Asked about their main concerns around hiring new graduates, employers cited a lack of soft skills as the top concern (63%), followed by lack of industry knowledge (59%). A lack of hard skills was also high on the list of concerns, with 44 per cent agreeing it was an issue. These three in combination indicate that young people are not leaving educational institutions with the skills they need to enter the workforce, leaving employers to pick up that training. Some employers are hesitant to invest in these skills, especially as younger generations have a reputation for job hopping (45% say loyalty is a concern when hiring new graduates). However, employers facing a potentially severe skills shortage and knowledge gap as Baby Boomers retire can t afford to skip this stage. Construction, IT, and other candidate short markets need to incorporate training for junior workers to create a leadership pipeline that will see them through the next 5 to 1 years of generational transition. Concerns around hiring less experienced workers or new graduates Lack of soft skills Lack of industry knowledge Lack of hard skills Loyalty Cost of training No concerns % of Employers Do you believe the expected learning outcomes of post secondary education match the expectations of today s employers? 35.6% 12.1%.8% 6.1% 45.4% Far exceed expectations Exceed expectations Meet expectations Meet some expectations Do not meet expectations Mid level management turnover exacerbates upcoming leadership gap Thirty eight per cent of employers are seeing annual turnover of less than 5 per cent and a further 26 per cent say attrition is 6 to 1 per cent per annum. This aligns with the most recent Conference Board of Canada figures showing the average Canadian business has a 7 per cent attrition rate. What s your company s annual attrition rate? 4.% 6.1% 7.4% 11.7% 5.9% 26.5% 38.4% Less than 5% 6 1% 11 15% 16 2% 21 25% More than 25% Don t know Hays Salary Guide 217 Hays Salary Guide 23

14 Hiring Insights Hiring Insights Who are you most concerned about retaining? Most employers say mid level to management employees are their main retention concern. This level of employee is often actively looking for their next opportunity to progress, and if employers can t offer that career progression, they will struggle to keep these valuable employees. Intermediate staff and managers represent the next generation of leaders who will be needed to fill the knowledge gap left by retiring Baby Boomers. In the next ten years these managers will be Canada s senior leaders. More than half (52%) of employers are seeing a more than 5 per cent turnover rate for this level of employee. While better career progression is one way to retain these employees, it is also natural that people will want to try different types of company or industry during their career. Ensure you maintain good relationships with exiting employees. As the boomerang employee trend becomes more prevalent, you could see these leaders returning to your company with an expanded business understanding and fresh ideas to help direct your business towards future success. Please rate the attrition rate by seniority level 1% 8% 6% 4% 2% 21.8% 4.1% 15.4% 58.7% Junior staff Junior level Mid level to management Senior management to director Executive to C suite Mid-level to management Senior management C level/ Executive staff Less than 5% Career progression is again cited as the main retention challenge, 1 percentage points above salary level. Employers who cannot offer a clear upwards career path should look at ways to provide the variety of tasks and stretch assignments that high potential employees are seeking. Secondments and job shadowing or rotation can be very effective tools for retaining employees who are ready to take the next step in their careers. Many employers are focusing primarily on the mid-level employee, as discussed above. However, ignoring these retention tools for junior candidates is one reason we see higher turnover at that level. 6 1% 11 15% 16 2% 21 25% More than 25% Reason for retention challenges Career progression Competitive market for top candidates Salary levels Culture/company reputation Immediate management Benefits Non monetary reward and recognition Learning and development Other 4% 3% 2% 1% % of Employers Please select the category that best represents your career aspirations 3.% 3.8% 6.5% 9.5% 46.2% 31.% C Suite/President Senior management Middle management Sole proprietor/incorporated Seniority level is not important Other Future-proof business with agile succession planning From 216 to 217 there was a four percentage point increase in the number of employers saying they have a succession plan, and a two percentage point increase in the proportion who say they are in the process of implementing a plan. However, the bulk of employers still say only 71 per cent of employees know about the plan. This means employers are still missing out on the critical role succession planning can play in attracting retaining top employees. Does your company have a succession plan? No Unsure In the process of implementing What percentage of your staff are aware of, or actively involved in your succession planning? 15.8% 3.5% 6.5% 3.6% Yes 7.6% <1% 1 25% 26 5% 51 75% 76 1% Hays Salary Guide 217 Hays Salary Guide 25

15 Hiring Insights Hiring Insights FIGURE 1 INDUSTRY COMPARISONS Permanent hiring by industry Over the last 12 months, permanent staff levels in your department have: d Permanent hiring by industry In the upcoming year, you expect permanent staff levels in your department to: Banking & Finance Construction Government & Non Profit IT & Telecommunications Banking & Finance Construction Government & Non Profit IT & Telecommunications 43.3% 31.% 29.1% 54.8% 45.% 39.8% 24.4% 56.% 38.4% 39.8% 45.4% 28.5% 46.7% 48.2% 59.3% 36.9% 18.3% 29.2% 25.5% 16.7% 8.3% 12.% 16.3% 7.1% Manufacturing Oil & Gas Pharma Professional Services Manufacturing Oil & Gas Pharma Professional Services 28.% 8.6% 38.5% 27.3% 35.6% 15.7% 46.2% 25.% 27.1% 43.2% 3.7% 43.1% 5.8% 55.7% 38.4% 61.4% 28.8% 64.3% 3.8% 29.6% 13.6% 28.6% 15.4% 13.6% Property & Facilities Resources & Mining Property & Facilities Resources & Mining 23.9% 23.1% 24.8% 3.8% 52.2% 46.1% 65.5% 53.8% 23.9% 3.8% 9.7% 15.4% Hays Salary Guide 217 Hays Salary Guide 27

16 COMPENSATION INSIGHTS Compensation Insights COMPENSATION OVERVIEW Salaries are increasing, but still at the slow rate of less than 3 per cent a year, and Canadian professionals are skeptical about whether they are being paid at or above market rate. Turbulent markets are affecting salaries As oil and gas employers settle into what could be a longer than forecast downturn, we are seeing this have a bigger impact on salaries and hiring than it did in 215. Last year 16 per cent of employers said they were able to hire at a faster than usual rate. This has increased to 26 per cent in 216, and 2 per cent say they are offering lower compensation, up from 18 per cent who said the same in 215. Salary level increases Last year, 74 per cent of employers predicted they would increase salaries by less than 3 per cent. This aligned with actual salary changes, with 73 per cent saying increases were below 3 per cent. However, where 24 per cent overall said salaries did not increase at all in 216, just 19 per cent are predicting the same for next year. Since 212 we have seen the proportion of employers offering increases of 3 to 6 per cent drop from around one third (37%) to less than a quarter (22%). Percentage employers increased salaries by five year analysis 6% 5% As a result of the oil and gas downturn, have you been able to hire professionals at a faster than usual rate? 8.8% 5.6% 6.% 5.1% 2.5% Very much Somewhat No change Not much Not at all As a result of the oil and gas downturn, how likely are you to offer lower than usual compensation rates when hiring in the next 6 to 12 months? 6.4% 9.2% 4.9% 65.4% 14.1% Highly likely Likely No change Unlikely Highly unlikely 4% 3% 2% 1% 1.6% 3.2% 7.% 22.4% % 48.8% Trend Predicted no increase Actual no increase Salary level increases 216/17 What percentage did you increase salaries by in the last 12 months? % <3% 3% to 6% 6% to 1% >1% We had a salary freeze Predicted increase by less than 3% Actual increase by less than 3% What percentage do you expect to raise salaries by over the next 12 months? 2.5% 1.3% 6.1% 22.3% Predicted increase by more than 3% Actual increase by more than 3% 13.2% 54.6% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Paying market rate a factor Less than two thirds (52%) of employers are certain they are paying market rate, and 22 per cent don t know what market rate is. What s more, almost half of professionals don t believe they are paid market rate, or don t know what market rate is. With fewer companies offering salary increases this trend is likely to continue. Employers who aim to maintain or improve retention without increasing payroll costs must ensure they are offering other benefits and perks to keep employees engaged. Do you think your company offers competitive salaries with the market rate? 6% 5% 4% 3% 2% 1% Yes No Unsure Unaware of market rates Do you think your own personal salary is competitive with market average? 6% 5% 4% 3% 2% % Yes No Unsure Unaware of market rates Hays Salary Guide 217 Hays Salary Guide 29

17 Compensation Insights Compensation Insights Despite an overall trend towards smaller salary increases, employers do show a willingness to adjust salaries and compensation to attract hard to find candidates with scarce or niche skill sets. As a result of wage pressure, what areas of your compensation package do you plan to increase (if any) in order to more effectively attract the right candidate? Have you altered your compensation plans to attract top talent? Yes 2.5% I plan to in the next 12 months 36.2% No, but would consider it 4.8% No, due to restricting factors 1% 8% 6% Base salary Performance related bonus Benefits package Commission levels None 38.5% 4% 2% Wage pressure is still an issue for employers especially at the mid level to management levels, which aligns with the demographic employers are most seeking to retain. As a result of this pressure, half of employers are planning at least one change to overall compensation packages, with one-third considering adding performance bonuses for intermediate to executive levels, and one-quarter considering base salary adjustments for intermediate and senior employees. Wage pressure your company is experiencing 1% 8% 6% 4% 2% Junior Mid level to management Senior management Director to C Suite/Executive Excessive pressure Fairly high pressure Some pressure Very little pressure No pressure 216 salary raise expectations not met will 217 be better? Fifty-four per cent of Canadian professionals say they received a base salary increase in 216. This is 11 percentage points lower than the number last year who said they expected an increase. Looking ahead, 66 per cent of professionals say their next raise will be within 12 months, but we will have to see if those expectations are met. When do you expect your next base salary increase? 4.4% 15.4% 14.2% Junior 39.% 27.% Mid level to management <6 months 6 months to 1 year 1 to 2 years >2 years N/A Senior management When was your last base salary raise? 1.% Director to C Suite/Executive 18.2% 18.1% 19.6% 34.1% <6 months 6 months to 1 year 1 to 2 years >2 years N/A Hays Salary Guide 217 Hays Salary Guide 31

18 Compensation Insights Eighty six per cent of employers say performance plays a critical role in deciding who gets a salary raise. More than half (58%) include tenure in their decision. While someone s time with a company can be an important part of this decision, if you are struggling to retain Generation Y workers, ensure you are communicating career progression and salary increase requirements with them early and often. These workers want to know what is required for a raise or promotion, and will often work better under clear, results oriented expectations, rather than a distant tenure goal. In your organization what merits a raise? 4.4% 9.1% 33.1% Tenure only Performance only Tenure and performance Other 53.4% Compensation plans your company offers to your employees 18.8% 19.2% 37.1% 45.5% 21.% 62.8% 4.% Annual salary only Salary plus commission 1% commission Annual salary plus bonus Annual salary plus overtime pay Annual salary plus overtime pay plus bonus Hourly/daily pay Hays Salary Guide 217 Hays Salary Guide 33

19 MARKET CONFIDENCE Market Confidence BUSINESS ACTIVITY OVERVIEW Despite a grim economic outlook, year on year business activity improved slightly across Canada, and in all regions more employers reported increasing activity, and fewer saw a decrease compared with 215. It s a story of shades of success, with Alberta seeing some much needed stability, while other regions experienced steady growth. Business activity national picture The 216 activity changes were very similar to 215, but employers are more optimistic about next year, with a 1 percentage point increase in the number saying activity would increase in 217. Fifty one per cent of employers say business activity increased last year, up from 46 per cent the year before. Employers are optimistic that next year s growth will return to 214 levels. Employers expectations of business activity versus actual five year analysis 7% 6% Last year, more than half (52%) of Alberta employers saw business activity decrease, with 25 per cent seeing activity increase. This year, conditions in Alberta appear to have stabilized, with 52 per cent saying business activity remained the same in 216, and 24 per cent seeing activity increase. Looking ahead, 42 per cent of employers are expecting to see business activity increase, with 38 per cent predicting it will remain the same. This leaves 2 per cent expecting decreasing activity, which would be an improvement on 216, but is still double the national expectations. Alberta employers expectations of business activity versus actual four year analysis 7% 6% 5% 4% 3% 2% 1% 5% 4% % 2% Actual increase Actual remain the same Actual decrease Predicted increase Predicted remain the same Predicted decrease 1% Actual increase Actual remain the same Actual decrease Business activity 216/17 In the last 12 months, business activity has: Predicted increase Predicted remain the same Predicted decrease Trend In the upcoming year, you expect business activity to: Across other key provinces we see a year on year uplift on business activity increases, and considerable optimism looking ahead at 217. BC employers had an especially strong year, with two thirds (63%) saying business activity increased and just 12 per cent seeing a decrease. Ontario and Quebec also had strong business activity gains, with 57 per cent of Ontario employers and 55 per cent of Quebec employers saying activity increased. All three provinces are confident going into next year with more than two thirds predicting increasing activity, and less than 1 per cent expecting decreases. 5.7% 61.8% 26.8% d 28.% 22.5% 1.2% Hays Salary Guide 217 Hays Salary Guide 35

20 Market Confidence Market Confidence BC employers expectations of business activity versus actual four year analysis 7% 6% 5% 4% 3% 2% 1% Actual increase Predicted increase Actual remain the same Predicted remain the same Actual decrease Predicted decrease Ontario employers expectations of business activity versus actual four year analysis 7% 6% 5% Quebec employers expectations of business activity versus actual four year analysis 7% 6% 5% 4% 3% 2% 1% Actual increase Actual remain the same Actual decrease Predicted increase Predicted remain the same Predicted decrease The oil and gas downturn is still affecting employers and not only in Alberta. Thirty eight per cent of employers say the oil and gas downturn has negatively affected their business activity, and 58 per cent of respondents who said they experienced that negative impact were from outside Alberta. However, fewer employers expect the downturn to impact their plans. Last year 21 per cent said they intended to delay or slow projects due to the downturn, whereas just 16 per cent say the same about plans in 217. How has the oil and gas downturn impacted your business activity? 1.4% 4% 3% 2% 1% 55.4% 5.5% 11.% 26.7% Very negatively Negatively Neutral Positively Very positively Actual increase Actual remain the same Actual decrease Predicted increase Predicted remain the same Predicted decrease Banking, construction, and technology lead Canada as sectors expected to perform well As with last year, Canadian employers point to banking and financial services, construction, and technology as the top three sectors expected to be strong performers in 217. Expected top five strongest performing industry sectors Banking/Financial Services Construction/Engineering IT/Telecommunications Public Sector/Non Profit Pharma/Bio Tech/Med Tech Hays Salary Guide % of Employers 217 Hays Salary Guide 37

21 Market Confidence Market Confidence There is considerable industry variation in expectations for 217, with four of the five sectors highlighted above making the top five for business activity expectations for next year. Fifty nine per cent of banking and financial services employers saw business activity increase in 216, and 73 per cent expect further activity growth next year. IT and telecommunications employers are even more optimistic, with 77 per cent predicting increasing activity in 217, and 58 per cent of construction employers saying the same. The most optimistic sector is pharmaceutical, with 86 per cent of employers saying they expect business activity to increase in 217. Productivity takes the biggest business hit from skills shortage Consistent with last year s results, 4 per cent of employers say the skills shortage is negatively impacting productivity. Overall, 81 per cent say it is affecting business activity, and 69 per cent say the skills shortage is affecting business growth. In your opinion, what is the single biggest factor negatively affecting your business growth as a result of the skills shortage? 31.3% 4.7% 21.2% 27.6% 13.5% 1.7% Headcount New office locations New markets Innovation The skills shortage has not impacted business activity Other In your opinion, what is the single biggest factor negatively affecting your business activity as a result of the skills shortage? 9.8% 19.4% 12.5% 3.4% 14.3% 4.6% Productivity Revenue/Profit Innovation Business Development The skills shortage has not impacted business activity Other One reason productivity challenges may be alleviated is because employers are introducing better processes to address these concerns. Compared to last year, more employers are utilizing internal training (34%) and temporary staff (33%). These have surpassed changes such as combining one or more roles, indicating that employers are willing to invest in the resources necessary to ensure their teams can achieve their goals without undue workload pressure. How is your company addressing productivity concerns? Change process/policies Change in organizational structure Internal training Temporary staff Combining one or more roles New technology/systems Succession Incentives (e.g. bonus, awards, etc.) I m unsure Hiring international staff % 5% 1% 15% 2% 25% 3% 35% 4% Despite these changes, workplace pressure remains on par with 216, with 81 per cent of employers saying their staff faced at least moderate pressure due to the lack of available candidates to fill open positions. Employers are slightly more likely to hire to relieve this pressure in the year to come, with 51 per cent saying they were slightly or very likely to hire, compared to 47 per cent in 216. How likely are you to hire new staff to address workplace pressure? % Probing the ways that productivity is affected, 58 per cent of employers point to general workplace inefficiencies. Twenty six per cent say stress leave has increased and 29 per cent are concerned that morale has decreased. However, these are all two to three percentage points lower than 215, indicating that the impact on productivity may be easing. How has the skills shortage negatively affected productivity? 6% 3% 25% 2% 15% 1% 5% Very likely Somewhat likely Neutral Not likely Highly unlikely % 4% What level of workplace pressure does your staff experience due to the skills shortage? 3% 2% 1% % 5% 4% 3% Employee stress leaves have increased Office morale has decreased Forced to increase overtime pay General inefficiencies It hasn t affected productivity 2% 1% Low Moderate High Extremely high Hays Salary Guide 217 Hays Salary Guide 39

22 Market Confidence Market Confidence MARKET OVERVIEW The general outlook for the economy has improved slightly across the board, with the national outlook returning to approximately 213 confidence levels. Economic outlook national picture At the end of 214, we saw a national high in economic confidence. For the first time, the proportion of employers expecting the economy to strengthen outnumbered those predicting it would remain static. As the oil price dropped, national confidence went with it and last year s economic outlook hit an all time low. Employers appear to believe the worst has passed, with 52 per cent saying the economy will remain static and 31 per cent predicting it will strengthen. Provincially, BC is most confident, with just 11 per cent saying the economy will weaken in the next 6 to 12 months, and 4 per cent saying it will strengthen. Ontario and Quebec are similar, with 39 per cent of Quebec employers saying the economy will strengthen in 217, and 33 per cent of Ontario employers agreeing. Alberta remains less optimistic, with more respondents saying the outlook will weaken rather than strengthen. The province did see the same improvement in expectations as the other regions, but had a more negative viewpoint to rebound from. Alberta employers economic outlook three year analysis 6% 4% Canadian employers economic outlook four year analysis 6% 2% Strengthening Static Weakening 5% 4% BC employers economic outlook three year analysis 6% 3% 4% 2% 1% Strengthening Static Weakening 2% Strengthening Static Weakening Ontario employers economic outlook three year analysis Thirty eight per cent of employers say the oil and gas downturn has negatively affected their economic outlook, down from 43 per cent last year. How has the oil and gas downturn affected your economic outlook for the upcoming 6 to 12 months? 56.4% 4.6%.8% 1.2% 28.% Very negatively Negatively Neutral Positively Very positively 6% 4% 2% Quebec employers economic outlook three year analysis 6% 4% Strengthening Static Weakening 2% Strengthening Static Weakening Hays Salary Guide 217 Hays Salary Guide 41

23 Market Confidence Market Confidence FIGURE 2 INDUSTRY COMPARISONS Business activity by industry In the last 12 months, business activity has: Business activity by industry In the upcoming year, you expect business activity to: d Banking & Finance Construction Government & Non Profit IT & Telecommunications Banking & Finance Construction Government & Non Profit IT & Telecommunications 59.1% 48.1% 5.4% 57.9% 72.7% 58.3% 55.3% 76.7% 25.% 15.9% 25.2% 26.7% 39.8% 9.8% 29.3% 12.8% 6.8% 2.5% 26.7% 15.% 38.2% 6.5% 15.8% 7.5% Manufacturing Oil & Gas Pharma Professional Services Manufacturing Oil & Gas Pharma Professional Services 49.7% 17.3% 74.6% 45.% 57.4% 4.7% 86.1% 56.6% 14.8% 29.5% 2.8% 67.9% 18.5% 6.9% 26.7% 28.3% 33.9% 8.7% 4.8% 18.5% 4.7% 9.2% 38.5% 4.9% Property & Facilities Resources & Mining Property & Facilities Resources & Mining 59.3% 38.% 65.1% 53.5% 26.8% 28.2% 26.% 36.6% 12.5% 35.2% 8.9% 9.9% Hays Salary Guide 217 Hays Salary Guide 43

24 Hays Salary Guide 217 Hays Salary Guide 45

25 SALARY GUIDE The following pages provide a listing of the typical base wages for the commonly filled roles for professional and skilled staff in Accounting & Finance, Architecture, Construction, Property & Facilities, Human Resources, Information Technology, Legal, Life Sciences, Manufacturing & Logistics, Office Support, Oil & Gas, Procurement, Resource & Mining, and Sales & Marketing. We generally provide a range for each role. For ranges, the first figure indicates the minimum and the second the maximum salary level typically paid in each city or Example table region. Where only one figure is reported, it represents the minimum wage for more senior positions that can have a very wide range and no clearly defined upper limit. Salaries are expressed in Canadian dollars (thousands, annual gross) and do not reflect any benefits packages, bonuses, or any other arrangements between employers and candidates. While every care is taken in the collection and compilation of data, this report is interpretive and indicative, not conclusive. This information should be used as a guide only. Typical Calgary GTA Montréal Ottawa Vancouver Audit Senior Audit Audit Senior Audit Staff Accountant Tax Senior Hays Salary Guide 217 Hays Salary Guide 47

26 MEASURES OF WORTH ACCOUNTING & FINANCE Accounting & Finance Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 51.8% 57.% 26.8% d 33.9% 21.4% 9.1% Accounting and finance professionals are often highly affected by the success or struggles of the industry they work in, but overall it remains a function with significant career opportunities and business impact. The ongoing strength of the construction and property industries is translating into high demand for accounting and finance professionals with this experience and has seen the most economic increase across Canada due to infrastructure plans. We are seeing some Alberta-based accounting and finance professionals applying to roles in BC, however, companies are not prepared to pay the salaries that these professionals are seeking. There has been an increase in the rate of US acquisitions of Canadian companies. In the banking sector, banking supervision is continuing to rise with OSFI/regulators extending regulatory requirements to insurance and money services business. Many global banks are waiting in line with domestic credit unions and lending institutions applying for their banking licenses. The banking sector in Ontario is also seeing an increase in hiring for professionals who focus in the commercial and real estate space. Market Insights Despite the effect of the downturn of oil and gas, accounting and finance professionals have a positive outlook for Canada s economy in 217, as 83 per cent say they expect it to remain static or increase. This positivity continues through to the expectations of business activity in 217. Ninety one per cent of respondents say they expect to see business activity stay the same or increase. Hiring Trends The positive outlook that accounting and finance respondents have for the economy and business activity in 217 continues when considering the future of their permanent staff. Over the past year, 25 per cent of respondents saw a decrease in headcount but that is cut by more than half as only 11 per cent expect a decrease in 217. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% 8% 6% 4% 2% Years of experience Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% 8% 6% 4% 2% Years of experience Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 27.% d Did not hire temp staff We do not hire temp staff 56.% Strengthening Static Weakening 17.% Hays Salary Guide 217 Hays Salary Guide 49

27 Accounting & Finance Accounting & Finance Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: Roles in Demand 28.1% 26.4% Assurance and audit clerks assurances Property accountant Cost accountant Project accountant 46.9% 25.% d 62.2% 11.4% Recruitment Challenges According to 78 per cent of respondents, it has been difficult to recruit top talent in the field, 25 per cent specifically saying it s been a significant to extreme challenge. Accounting and finance professionals are increasingly expected to provide analysis and opinions on their information to help guide business decisions. There has been an increased demand for candidates that have the combination of technical and soft skills to meet the changing demands businesses place on their finance teams, which have been in short supply. Larco Investments looks for people who bring new skills, expertise and vision to the company. There is no shortage of candidates; however, finding qualified candidates with communication, teamwork, and interpersonal skills has become ever more challenging. Millennials life and career goals are different from previous generations, so we have had to adapt our approach to workplace structure, career path development and rewards offered to our staff. We also actively work to ensure new hires support and fit with ongoing succession plans. We work hard to build a strong employer brand in order to attract the right candidates to ensure continued success and growth. William Moore, Vice President, Finance & Administration, Larco Investments Ltd Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 16.2% 11.2% 8.% 32.7% How are you making your company attractive to recruit top talent? Job Seeker Insights 1 Be up-to-date with your technical skills and different technologies. Companies are not compromising on educational requirements and want candidates who are up-to-speed with accounting software. Employer Insights 1 There is a surplus of junior candidates and candidates with foreign experience. Find someone with the right attitude and train them to fill your talent gap. Most employers aren t doing this, which will place you ahead of the competition. Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement 31.9% % of Employers Offering competitive salary packages Promoting company culture Offering competitive benefit packages Offering training and professional development Promoting career progression Nothing Other 2 Keep your LinkedIn profile up-to-date and network with others in the field. Most people in senior roles in accounting and finance are networking to share ideas which has helped them advance in their careers. 3 Become a strong communicator. To be a business leader it is important to be able to communicate well and with confidence because you will be expected to influence and be part of the decision-making process. 2 Promote career growth. Candidates in high demand will only consider moving if there is the opportunity to advance their career, so to attract top talent you need to show a clear career path. 3 Hire based on experience over education. Some candidates may not have the exact education requirement you are looking for, but their experience shows they have the skill set you are looking for Hays Salary Guide 217 Hays Salary Guide 51

28 Accounting & Finance Accounting & Finance Compensation and Benefits Compared to cross industry averages, the accounting and finance industry is more generous in their salary increases in 216 as well as in their expectations for 217. Over half (54%) of respondents said they increased salaries by up to 3 per cent last year and 63 per cent expect to increase by up to 3 per cent this coming year. Salary level increases What percentage did you increase salaries by in the last 12 months? What percentage do you expect to raise salaries by over the next 12 months? Publicly Traded Revenues of $5m and higher Vancouver Calgary GTA Ottawa Montréal Chief Financial Officer Vice President, Finance Director, Finance Controller Assistant Controller % 4.4% 4.4% 12.4% 22.9% 54.% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze 1.% 4.8% 3.5% 7.% 21.% 62.7% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Senior Accountant Treasury Treasury Analyst Senior Director, Tax/ Vice President, Tax Director of Tax Tax Tax Analyst Internal Audit Benefits Top five benefits offered by employers % of Employers The majority of organizations (81%) are offering their employees extended health benefits, so if you are not offering this benefit then you are potentially losing the interest of top talent. If you are already offering health benefits, differentiate your company by offering other desirable benefits, such as more vacation days or flexible work options. You will be more desirable to candidates than your competitors, improving your attraction and retention without raising base salaries. Internal Auditor , Financial Reporting, Financial Planning/Analysis Senior Financial Analyst Financial Analyst Extended health benefits More than 1 days of vacation (for new hires) Individual performance related bonus Training and/or certification support (financial/non financial) Pension/RRSP contribution/matching Hays Salary Guide 217 Hays Salary Guide 53

29 Accounting & Finance Accounting & Finance Public Practice Mid-tier Vancouver Calgary GTA Ottawa Montréal Audit Senior Audit Audit Senior Audit Staff Accountant Tax Senior Tax Tax Senior Big four Vancouver Calgary GTA Ottawa Montréal Audit Senior Audit Audit Senior Audit Staff Accountant Tax Senior Tax Tax Senior Private Enterprise Revenues up to $1 million Vancouver Calgary GTA Ottawa Montréal Chief Financial Officer Vice President, Finance Director, Finance Controller Assistant Controller Senior Accountant Accounting Treasury Treasury Analyst Director of Tax Senior Tax Tax Tax Analyst Internal Audit Internal Auditor , Financial Reporting , Financial Planning/Analysis Senior Financial Analyst Financial Analyst Hays Salary Guide 217 Hays Salary Guide 55

30 Accounting & Finance Accounting & Finance Private Enterprise Revenues from $1 $25m Vancouver Calgary GTA Ottawa Montréal Chief Financial Officer Vice President, Finance Director, Finance Controller Assistant Controller Senior Accountant Accounting Treasury Treasury Analyst Director of Tax Senior Tax Tax Tax Analyst Internal Audit Internal Auditor , Financial Reporting , Financial Planning/Analysis Senior Financial Analyst Financial Analyst Private Enterprise Revenues of $25m and higher Vancouver Calgary GTA Ottawa Montréal Chief Financial Officer Vice President, Finance Director, Finance Controller Assistant Controller Senior Accountant Accounting Treasury Treasury Analyst Director of Tax Senior Tax Tax Tax Analyst Internal Audit Internal Auditor , Financial Reporting , Financial Planning/Analysis Senior Financial Analyst Financial Analyst Hays Salary Guide 217 Hays Salary Guide 57

31 Accounting & Finance Accounting & Finance Accounting Support Low Vancouver Calgary GTA Ottawa Montréal Accounts Receivable Accounts Receivable Supervisor Accounts Receivable Clerk Accounts Payable Accounts Payable Supervisor Accounts Payable Clerk Senior Accountant Intermediate Accountant Junior Accountant Senior Property Accountant Property Accountant Senior Project Accountant Project Accountant Payroll Payroll Team Lead Payroll Specialist Payroll Coordinator Payroll Administrator Director, Credit/ Collections Credit/Collections Credit/Collections Supervisor Credit/Collections Specialist Credit/Collections Administrator Accounting Support Typical Vancouver Calgary GTA Ottawa Montréal Accounts Receivable Accounts Receivable Supervisor Accounts Receivable Clerk Accounts Payable Accounts Payable Supervisor Accounts Payable Clerk Senior Accountant Intermediate Accountant Junior Accountant Senior Property Accountant Property Accountant Senior Project Accountant Project Accountant Payroll Payroll Team Lead Payroll Specialist Payroll Coordinator Payroll Administrator Director, Credit/ Collections Credit/Collections Credit/Collections Supervisor Credit/Collections Specialist Credit/Collections Administrator Hays Salary Guide 217 Hays Salary Guide 59

32 Accounting & Finance Accounting & Finance Accounting Support High Vancouver Calgary GTA Ottawa Montréal Accounts Receivable Accounts Receivable Supervisor Accounts Receivable Clerk Accounts Payable Accounts Payable Supervisor Accounts Payable Clerk Banking and Financial Institutions Small Mid Size (National) Typical Big 5 Large (National) Typical Chief Financial Officer Chief Financial Officer 3+ Chief Risk Officer Chief Risk Officer 3+ Chief Compliance Officer Chief Compliance Officer 3+ Vice President, Risk Vice President, Risk Vice President, Compliance Vice President, Compliance Vice President, Audit Vice President, Audit Vice President, Finance Vice President, Finance Director, Finance Director, Finance Senior Accountant Intermediate Accountant Junior Accountant Senior Property Accountant Property Accountant Senior Project Accountant Project Accountant Payroll Payroll Team Lead Payroll Specialist Payroll Coordinator Payroll Administrator Director, Credit/ Collections Credit/Collections Credit/Collections Supervisor Credit/Collections Specialist Credit/Collections Administrator Director, Risk Director, Audit Director, Compliance Senior, Risk 8 11 Senior, Compliance 8 11 Senior, Audit 8 11, Risk 7 1, Compliance 7 1, Audit 7 1 Director, Risk Director, Audit Director, Compliance Senior, Risk 9 12 Senior, Compliance 9 12 Senior, Audit 9 12, Risk 7 9, Compliance 7 9, Audit 7 9 Investment Banking, Junior Associate Investment Banking, Senior Associate Investment Banking, Assistant Director 175+ Commercial Banking Small Business (>75K) 7 11 Commercial Banking Mid Market (1M 1M) Commercial Banking Large Market Syndicated (1M+) Commercial Banking AVP/Team Lead Vice President, Commercial Banking Hays Salary Guide 217 Hays Salary Guide 61

33 MEASURES OF WORTH ARCHITECTURE & INTERIOR DESIGN Business activity In the last 12 months, business activity has: Architecture & Interior Design In the upcoming year, you expect business activity to: 48.% 56.% 16.% 36.% d 36.% 8.% There is a good deal of movement between companies, as some lose projects while others gain projects, and staff retention and turnover has come more into focus for many firms. Due to the increase of green projects, being able to design for LEED certification is becoming a valuable commodity. Alberta is still in a recession but it appears the worst is over and the market has plateaued. There are still plenty of projects moving forward, but it is extremely competitive, which is making firms bid aggressively. With construction in Calgary having slowed considerably and the outlook for 217 likely to follow a similar trajectory, the industry in Edmonton has been more fortunate with the construction of some of the largest, most iconic projects such as the recently opened Rogers Place and the Stantec Tower (expected completion year of 218). Vancouver s architecture and design market remains very busy. Architects are having to be more innovative in their designs to win projects. A great example of this is Vancouver House (expected completion year of 218), designed by international architect Bjarke Ingels. This building is one of the world s first LEED Platinum high-rises and is influencing the local architecture firms to design unique buildings to evolve Vancouver s urban landscape. Hiring Trends Almost half of architecture respondents say they increased their headcount in 215. This is higher than last year s predictions, and could be why there is a more positive prediction for the coming year. Over half of respondents say they expect to increase their headcount even more in 217. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% 8% 6% 4% Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% 8% 6% 4% Market Insights Architects are aligned in their positive view for the future economic landscape with 84 per cent expecting the economy to either strengthen or stay consistent. Over the past year, respondents saw a considerable decrease in business (36%), however, the industry is very optimistic for 217 as only 8 per cent are expecting a decrease in business activity, slightly less than the national average. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 2% Years of experience d Did not hire temp staff 2% Years of experience We do not hire temp staff 4.% 44.% Strengthening Static Weakening 16.% Hays Salary Guide 217 Hays Salary Guide 63

34 Architecture & Interior Design Architecture & Interior Design Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: Roles in Demand 46.6% 53.% Revit specialists Senior technologists Project managers Project architects Specification writers 26.7% 26.7% d 4.3% 6.7% Recruitment Challenges The more senior the architect, the harder it tends to be to attract them away from their current employer so be prepared to make a very competitive offer. Good technologists or architects proficient in Revit are highly sought after and best efforts are made to retain successful employees. Since employers are actively making efforts to retain their top talent almost 9 per cent believe they offer competitive salary and benefit packages it s not surprising to find that employers are having a difficult time filling job openings. Although 4 per cent of respondents say the skills shortage is due to fewer candidates in the market, it s not the only reason. Thirty per cent say there is a lack of training available for candidates who should otherwise be thriving in this tight labour market so it s interesting that companies are putting the least amount of effort into offering professional development to attract candidates. Recruitment challenges What do you think the main reason is for the skills shortage in your industry? How are you making your company attractive to recruit top talent? Job Seeker Insights 1 Learn Revit software. Revit is the new standard bearer and most employers are looking for candidates with at least two years of experience using the software. There is a lot of competition for experienced candidates and companies have to change their approach to attract and retain the high-potential employees. Many employers are focused on compensation and benefits, but job seekers are prioritizing opportunities for professional development, a modern and progressive work space, as well as flexible working hours and work-from-home options. Firms should consider hiring more junior or intermediate level candidates and training them up so they can grow with the organization. Laura Wishink, Senior Recruitment Consultant, Hays Architecture Employer Insights 1 Upgrade to Revit. Technologists want to be able to learn and use the most current software and NAIT are phasing out AutoCAD, which was previously the predominant drafting software in the architecture industry. 4.2% 13.7% 3.6% 1.4% 41.1% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement Offering competitive salary packages Offering competitive benefit packages Promoting company culture Promoting career progression Offering training and professional development Nothing Other % of Employers 2 Take evening classes to show you re invested in your own professional development. Employers will be willing to hire you and invest in your career growth if you are showing your own initiative. 3 Stay in one company for a decent amount of time before considering a move. Having tenure is a strong indicator to employers that you are likely to stay there a long time so, whenever possible, don t switch to another company unless you know it is the right move. 2 Implement a secondments program. If career progression is not an option available within your organization, offer the ability for your employees to learn operations within other departments to potentially move laterally. Employees are more likely to stay if there is lateral career development over no development at all. 3 Offer support for professional development. Financial support is a direct way to help employers take courses to develop new skills but non financial support such as lunch and learns, or internal mentoring programs can be just as effective Hays Salary Guide 217 Hays Salary Guide 65

35 Architecture & Interior Design Architecture & Interior Design Compensation and Benefits Salaries in 216 remained largely stable, with the majority (41%) of increases being less than 3 per cent. Only 24 per cent increased their salaries by 3 6 per cent, however, that percentage increases to almost a third when predicting how much salaries will increase over the next year. This predicted increase is higher than the overall average, indicating that the industry is seeing the benefit of the continued strength of the construction market. Architecture Low Vancouver Calgary Edmonton GTA Ottawa Montréal Architect Technologist Job Captain Salary level increases What percentage did you increase salaries by in the last 12 months? 5.9% 23.5% 11.8% 17.6% 41.2% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze What percentage do you expect to raise salaries by over the next 12 months? 29.4% 11.8% 18.5% 4.3% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Project BIM Typical Vancouver Calgary Edmonton GTA Ottawa Montréal Architect Technologist Job Captain Project BIM High Vancouver Calgary Edmonton GTA Ottawa Montréal Benefits Top five benefits offered by employers Extended health benefits Flexible work hours Training and/or certification support (financial/non financial) Time off in lieu % of Employers Individual performance related bonus Most organizations are offering extended health benefits but some organizations are smartening up to the fact that there aren t enough specially trained candidates available in the job market. More than half (57%) are offering employees training and/or certification support as well as flexible hours. These two benefits show employers are willing to make adjustments to invest in and retain their top employees. Architect Technologist Job Captain Project BIM Interior Design Low Vancouver Calgary Edmonton GTA Ottawa Montréal Interior Designer Interior Design Technologist Typical Vancouver Calgary Edmonton GTA Ottawa Montréal Interior Designer Interior Design Technologist High Vancouver Calgary Edmonton GTA Ottawa Montréal Interior Designer Interior Design Technologist Hays Salary Guide 217 Hays Salary Guide 67

36 MEASURES OF WORTH CONSTRUCTION Construction Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 48.1% 58.3% 25.2% d 26.7% 26.7% 15.% The landscape of the construction industry is diverse across Canada. In Vancouver, the residential sector has been one of the hottest in the world, however, to stop the increase of property pricing, the city introduced the controversial foreign buyers tax, and it has had an immediate cooling effect. Additionally, the first phase of the Site C Dam is under construction which is a major infrastructure project in Northern BC. Alberta, on the other hand, is still hurting. Mid sized construction projects have slowed down, contributing to less job opportunities available. Edmonton is an exception in the province, seeing a steady work opportunity thanks to the continual construction and development of the ICE district. As these projects approach completion, there are still opportunities in Fort McMurray due to the rebuild efforts after the fires. In Ontario, the Greater Toronto Hamilton Area s housing developments, infrastructure, and civil transportation projects are still very strong. Ottawa has seen an abundance of opportunities due to Canada s upcoming 15th anniversary as many buildings are receiving upgrades. Additionally, the LRT line not only continues to boost the economy and work, but has encouraged planning from other developers to build around the LRT line. In eastern Canada, recent acquisitions from major companies reduced the number of local general contractors able to deal with large-scale institutional projects. On a positive note, there has been major new investments for public health and education infrastructure. A large number of general contractors expanded their operations in Ontario in 216 to gain exposure in eastern Canada. Hiring Trends Over the past year, hiring trends in the construction industry were comparable to cross industry averages, with 4 per cent seeing consistent headcount and 31 per cent seeing an increase. However, when it comes to expectations for 217, construction professionals have a more positive outlook with 4 per cent planning to increase their headcount. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% 8% 6% 4% 2% Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% 8% 6% 4% 2% Market Insights Construction professionals are optimistic for the future, as 85 per cent expect to see an increase in business activity or at least a consistency in its volume. This optimism is matched by the outlook respondents have on the future of Canada s economy, with only 17 per cent expecting a weakening economy in 217. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? Years of experience d Did not hire temp staff Years of experience We do not hire temp staff 37.6% 45.2% Strengthening Static Weakening 17.2% Hays Salary Guide 217 Hays Salary Guide 69

37 Construction Construction Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: 31.% 39.8% 29.2% 12.7% 13.% 14.8% 32.% 27.5% d 39.8% 48.2% 12.% Recruitment Challenges Thirty five per cent of construction respondents say it is significantly to extremely difficult to recruit top talent in the industry. The challenge lies between two main factors: fewer people entering the job market and lack of skill/training in the current pool of candidates. As Baby Boomers retire or reach senior management, they are leaving a skills gap that can t be filled with the current workforce. Competition is tight for experienced workers and managers. The estimator shortage nationwide continues to be a challenge, especially since the bid process has become more complex and the construction models have changed with the introduction of P3 and other new models. Recruitment challenges What do you think the main reason is for the skills shortage in your industry? In the upcoming year, you expect permanent staff levels in your department to: How are you making your company attractive to recruit top talent? % of Employers Roles in Demand Estimators Multifamily professionals Job Seeker Insights 1 Keep up your training. Employers are looking for experienced professionals and being up-to-date on latest tools and trends of the industry will place you in their line-of-sight. Senior project managers 2 Tailor your resume to a specific role. There is greater competition for the available roles so be sure to emphasize your project experience as it relates to the job you are applying for. Commercial construction professionals Civil construction workers In the construction industry, we are starting to see more candidates than positions available, which means companies can be pickier with who they hire rather than the boom-time-mantra of two feet and a heartbeat. A tremendous effort will be put into sifting through the diluted pool of applications to find the best applications. In the last six months, we have been relying on professional recruiting to showcase the most qualified candidates, and we have seen great success. Though there are an excess of candidates available, we still strive to offer the most competitive salaries, and showcase the prospect of advancement within our firm. Wade Meyer, Senior Project, ServiceMASTER Restore Employer Insights 1 Implement a succession plan. Many senior construction professionals are thinking about retirement. Make sure you have a plan in place to fill those roles with employees already in your organization. 2 Train young professionals. Right now there is an experience gap in the industry. Fill this within your own organization by recognizing the potential of new hires and molding them to fit other roles in your workforce. Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement Offering competitive salary packages Offering competitive benefit packages Promoting company culture Promoting career progression Offering training and professional development Nothing Other 3 Be prepared to take a step back to allow your career to progress. In the construction industry you sometimes have to be more flexible when it comes to your job title or salary in order to continue obtaining the experience you need and, in the long run, contributing to your career progression. 3 Since there is a lack of trained candidates consider professionals from other areas, such as residential or ICI. Think about what transferable skills they have before discounting them altogether this could even be taken into account for candidates from the oil and gas industry Hays Salary Guide 217 Hays Salary Guide 71

38 Construction Construction Compensation and Benefits As is similar across all industries, the majority of employers offered a salary increase of less than 3 per cent in 216 and plan to do so in 217 as well. Almost a quarter (24%) of employers in the construction industry expect to increase salaries by 3 to 6 per cent in the coming year, which may be indicative of the efforts employers are undertaking to retain their senior level employees. Salary level increases What percentage did you increase salaries by in the last 12 months? 2.4% 3.6% 1.2% 24.3% Benefits 19.% 4.5% Hays Salary Guide % <3% 3% to 6% 6% to 1% >1% We had a salary freeze Top five benefits offered by employers % of Employers Extended health benefits More than 1 days of vacation (for new hires) Company car/car allowance Individual performance related bonus Onsite parking/parking subsidy What percentage do you expect to raise salaries by over the next 12 months? 2.4% 2.8% 9.3% 24.4% 16.6% 44.5% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Slightly more than three quarters of construction companies are offering extended benefits to their full time employees, but with only half of respondents saying they offer benefits such as more vacation and performance related bonuses, organizations offering two or more of the most sought after benefits will be more attractive to those senior candidates in high demand. General Construction Low VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman Mechanical & Electrical Coordinator Mechanical & Electrical Typical VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman Mechanical & Electrical Coordinator Mechanical & Electrical High VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman Mechanical & Electrical Coordinator Mechanical & Electrical Hays Salary Guide 73

39 Construction Construction Road Building & Heavy Construction Low VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman Typical VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman High VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Chief Estimator Civil Engineering Low VAN CG EDM WIN REG GTA Principal Partner Associate Partner Civil Project Civil Project Engineer Civil Engineer Civil Designer Civil CAD Drafter Typical VAN CG EDM WIN REG GTA Principal Partner Associate Partner Civil Project Civil Project Engineer Civil Engineer Civil Designer Civil CAD Drafter High VAN CG EDM WIN REG GTA Principal Partner Associate Partner Civil Project Civil Project Engineer Civil Engineer Civil Designer Civil CAD Drafter Estimator Superintendent Assistant Superintendent/ Foreman Hays Salary Guide 217 Hays Salary Guide 75

40 Construction Construction Environmental Engineering Low Vancouver Calgary Edmonton Winnipeg GTA Principal Partner Associate Partner Associate Environmental Project Environmental Project Engineer Hays Salary Guide Environmental Engineer Typical Vancouver Calgary Edmonton Winnipeg GTA Principal Partner Associate Partner Associate Environmental Project Environmental Project Engineer Environmental Engineer High Vancouver Calgary Edmonton Winnipeg GTA Principal Partner Associate Partner Associate Environmental Project Environmental Project Engineer Environmental Engineer High Rise Construction Low VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Senior Project Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Assistant Superintendent/ Foreman Site Clerk Construction Typical VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Senior Project Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Assistant Superintendent/ Foreman Site Clerk Construction Hays Salary Guide 77

41 Construction Construction High Rise Construction High VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Senior Project Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Assistant Superintendent/ Foreman Site Clerk Construction Residential Construction Low VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Senior Project Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Assistant Superintendent/ Foreman Architectural Technologist Architectural Designer Typical VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Senior Project Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Assistant Superintendent/ Foreman Architectural Technologist Architectural Designer Hays Salary Guide 217 Hays Salary Guide 79

42 Construction Construction Residential Construction High VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Project Coordinator Senior Project Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Assistant Superintendent/ Foreman Architectural Technologist Architectural Designer Development Management Low Vancouver Calgary Edmonton GTA Ottawa Vice President, Development Senior Development Development Junior/Assistant Development Typical Vancouver Calgary Edmonton GTA Ottawa Vice President, Development Senior Development Development Junior/Assistant Development High Vancouver Calgary Edmonton GTA Ottawa Vice President, Development Senior Development Development Junior/Assistant Development Hays Salary Guide 217 Hays Salary Guide 81

43 Construction Construction Mechanical Construction Low Vancouver Calgary Edmonton GTA Ottawa Vice President, Construction Project Project Coordinator Chief Estimator n/a 7 95 Estimator Superintendent Assistant Superintendent Electrical Construction Low Vancouver Calgary Edmonton GTA Ottawa Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent Typical Vancouver Calgary Edmonton GTA Ottawa Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent Typical Vancouver Calgary Edmonton GTA Ottawa Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent High Vancouver Calgary Edmonton GTA Ottawa Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent High Vancouver Calgary Edmonton GTA Ottawa Vice President, Construction Project Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent Hays Salary Guide 217 Hays Salary Guide 83

44 MEASURES OF WORTH HUMAN RESOURCES Human Resources Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 47.2% 62.3% 29.2% d 3.1% 23.6% 7.6% The human resources function continued to be stable in 216, and most HR professionals expect the same for the coming year as well. The increasing role of HR as a business partner has caused a growing demand on senior-level candidates with strategic planning and change management skills, and who have the insight to be able to align HR agendas with the larger business. Depending on the goals of the business, this may include anything from implementing new policies to incorporating an employee engagement program. Additionally, companies are looking for experts in talent management to improve their business value. Organizations are increasingly recognizing workforce planning and talent management as key to achieving business goals. This is causing increasing demand for HR professionals who can take a birds-eye-view of existing talent to identify gaps and develop strategies to meet those business needs. Hiring Trends One third (32%) of HR professionals noted an increase in the amount of permanent staff over the past year and a similar amount (33%) expect an increase in the coming year as well. Over half (57%) of the respondents have indicated that they expect their permanent staff levels will stay the same. In terms of their contingent workforce, a third of HR professionals did not hire anyone, and that will slightly increase in 217 to 37 per cent. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% Market Insights Although over half (57%) of the respondents believe the general outlook for the economy will stay static over the next half to full year, within their industry they predict that business activity will increase. This optimism builds on the 47 per cent who already saw an increase in business activity throughout 216. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 3.1% 56.6% Strengthening Static Weakening 8% 6% 4% 2% Years of experience d Did not hire temp staff 8% 6% 4% 2% Years of experience We do not hire temp staff 13.3% Hays Salary Guide 217 Hays Salary Guide 85

45 Human Resources Human Resources Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: 32.2% In the upcoming year, you expect permanent staff levels in your department to: 33.2% Roles in Demand HR business partners Talent management specialists HR operations 42.8% d 57.2% 25.% Recruitment Challenges Companies are striving for more sophisticated HR practices, connecting business needs with recruitment, retention, and talent management to ensure the right candidates and employees are being targeted with these programs. This requires specific skills, which creates a challenge for recruiting, as can be seen by the 22 per cent of respondents who say it has been significantly to extremely difficult to recruit new hires and 53 per cent indicating it s moderately difficult. According to HR leaders, a combination of candidates not having enough training or development (28%) and the lack of new people entering the industry (29%) only adds to the challenge of finding the right talent. To attract talent, employers strategies have mostly focused on company culture and salary, rather than career progression or training, which better targets some of these very specific skills requirements. 9.6% Strategic business expertise is increasingly in demand. HR leaders who understand their company s financials, market place competition, supply chains, and economic trends can elevate their function beyond the tactical to impactful business decisions. It s about being a general manager and bringing an HR expertise to the table. It s becoming more common for HR professionals to see the benefit of starting their careers in HR, moving to a business unit, then coming back to HR with a deeper business understanding. HR professionals should be focused on widening their searches to attract candidates from diverse industries and backgrounds. I believe strongly that a diverse workplace leads to better business outcomes. Sudha Dwivedi, Director, Human Resources, Stryker Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 17.8% 12.9% 28.2% How are you making your company attractive to recruit top talent? Job Seeker Insights 1 Be involved in your own professional development. Take on extra projects at work that don t hinder your day-to-day responsibilities. Employer Insights 1 More than most functions, HR professionals are invested in the culture and internal policies of the business. Implement innovative talent management programs to attract and retain engaged HR professionals. 12.3% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement 28.8% % of Employers Promoting company culture Offering competitive salary packages Offering training and professional development Offering competitive benefit packages Promoting career progression Nothing Other 2 Differentiate yourself by performing beyond your role. Demonstrate your planning or strategic skills so employers can see your potential to move past the technical, day-to-day tasks. 3 Stay up-to-date with trends and never stop networking. If you are unaware of what s coming down the pipeline, someone in your network may be able to guide you. 2 Offer training and professional development. Only one company can pay the most, so retain top talent by demonstrating that you are invested in their future. 3 Communicate clearly your Employee Value Program. Tell current and future employees where they stand from a talent management, performance management, succession planning and total compensation standpoint Hays Salary Guide 217 Hays Salary Guide 87

46 Human Resources Human Resources Compensation and Benefits Salaries over 216 did not increase significantly, with half of the increases reflecting standard cost of living increases. However, a quarter of respondents did indicate that salaries were increased between 3 and 6 per cent. Next year the increases are expected to be similar, as 58 per cent plan a less than 3 per cent increase and 23 per cent plan a 3 to 6 per cent increase. Salary level increases What percentage did you increase salaries by in the last 12 months? What percentage do you expect to raise salaries by over the next 12 months? Generalist Low Vancouver Calgary GTA Ottawa Montréal Vice President Director Business Partner Generalist Coordinator %.3% 25.2% 7.7% 15.2% 5.% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze 22.9%.6%.% 5.5% 12.9% 58.1% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Administrator/Assistant Typical Vancouver Calgary GTA Ottawa Montréal Vice President Director Business Partner Generalist Coordinator Benefits Top five benefits offered by employers % of Employers Within the industry the top five benefits offered are: extended health benefits; over two weeks vacation for new hires; professional development support; pension/rrsp; and performance related bonuses. Most in the industry are offering extended health benefits, which means those organizations including more vacation or a pension program as well will have a competitive edge, increasing the likelihood of talent attraction and employee retention. Administrator/Assistant High Vancouver Calgary GTA Ottawa Montréal Vice President Director Business Partner Generalist Coordinator Administrator/Assistant Extended health benefits More than 1 days of vacation (for new hires) Training and/or certification support (financial/non financial) Pension/RRSP contribution/matching Individual performance related bonus Hays Salary Guide 217 Hays Salary Guide 89

47 Human Resources Human Resources Organizational Development Low Vancouver Calgary GTA Ottawa Montréal Vice President Change Learning/Training Coordinator Typical Vancouver Calgary GTA Ottawa Montréal Vice President Change Learning/Training Coordinator High Vancouver Calgary GTA Ottawa Montréal Vice President Change Learning/Training Coordinator Compensation & Benefits Low Vancouver Calgary GTA Ottawa Montréal Vice President/Director Specialist Analyst Coordinator/ Administrator Typical Vancouver Calgary GTA Ottawa Montréal Vice President/Director Specialist Analyst Coordinator/ Administrator High Vancouver Calgary GTA Ottawa Montréal Vice President/Director Specialist Analyst Coordinator/ Administrator Hays Salary Guide 217 Hays Salary Guide 91

48 Human Resources MEASURES OF WORTH INFORMATION TECHNOLOGY Recruitment Low Vancouver Calgary GTA Ottawa Montréal Director Specialist Administrator Typical Vancouver Calgary GTA Ottawa Montréal Director Specialist Administrator High Vancouver Calgary GTA Ottawa Montréal Director Specialist Administrator HRIS Low Vancouver Calgary GTA Ottawa Montréal Specialist Administrator Typical Vancouver Calgary GTA Ottawa Montréal Specialist Administrator High Vancouver Calgary GTA Ottawa Montréal Specialist Administrator As we saw last year, the demand for IT professionals continues to grow across Canada, with several main cities seeing an increase in start-up companies and high-profile US companies moving in. Microsoft and Amazon have expanded north of Seattle into Vancouver, while other well-known US companies have acquired local companies and start-ups. But it s not just US companies that are moving in, Canadian companies such as Thomson Reuters are creating technology and innovation centres in Toronto. Major banks and consulting firms are increasing their budgets to obtain top talent in cyber security. IT leaders in banking and financial services specifically are paying close attention to the implementation of the directive PSD2, which allows consumers to use third party providers to manage their finances. Canadian banks are taking action to stay ahead of any similar directives in North America by ensuring their platforms are top of class. This is causing a surge in demand for developers and project managers with digital agency experience who can deploy the latest frameworks, primarily on the Java platform. In Ottawa, Amazon and Apple recently opened offices, and over the past year there have been several local success stories of start-ups receiving huge investments from private enterprises in the US. Over the last ten years, the IT sector in Quebec has grown twice as fast as the GDP and continues to grow. Montréal is ranked among the leaders in North America in terms of number of IT jobs and recruitment needs, with more than 12, jobs in the Montréal market and approximately 3,3 specialized companies in the region. Across Canada, strong developers are increasingly confident in the market and are more eager to switch to contract work. If this continues it will be even harder to find senior developers for full-time permanent positions without increasing salaries. Market Insights IT respondents have a positive outlook for the Canadian economy, as 83 per cent believe it will stay consistent or increase. This optimism continues when looking at business activity. Last year half of respondents saw an increase and a third say it remained the same. For 217, 64 per cent expect an increase with 22 per cent expecting consistency. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 32.4% 5.7% Strengthening Static Weakening 16.9% Hays Salary Guide 217 Hays Salary Guide 93

49 Information Technology Information Technology Business activity Permanent hiring activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: 48.5% 63.9% 39.1% 4.2% 3.9% d 22.1% 27.6% d 46.% 2.6% 14.% 33.3% 13.8% Hiring Trends According to respondents, the hiring trend for IT contract work is expected to stay relatively similar to that of 216 between 4 and 55 per cent hiring contract workers at any given level of experience. In terms of permanent staff, 83 per cent of respondents say they increased the headcount or it remained the same this past year. That amount increases by almost 1 percentage points as 93 per cent expect either an increase or consistency in headcount in 217. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% Recruitment Challenges Due to the rapid growth of the IT industry in Canada, a considerable amount of respondents (4%) are having a significant to extreme challenge filling the roles they have. The shortage of available talent is driving up wages, especially in contract work, resulting in fewer strong candidates for permanent jobs, and a large challenge in filling roles. Web development and its corresponding software are in high demand as more and more companies try to boost their online presence for brand awareness or by integrating e-commerce. This type of specialist knowledge contributes to why most respondents (36%) find the challenge to hire is due to lack of training. Recruitment challenges What do you think the main reason is for the skills shortage in your industry? How are you making your company attractive to recruit top talent? 8% 8% 6.8% 6% 4% 6% 4% 18.8% 35.9% 2% Years of experience d Did not hire temp staff 2% Years of experience We do not hire temp staff 19.7% 18.8% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement Promoting company culture Offering competitive salary packages Promoting career progression Offering competitive benefit packages Offering training and professional development Other Nothing % of Employers Hays Salary Guide 217 Hays Salary Guide 95

50 Information Technology Information Technology Roles in Demand Senior software developers Cyber security professionals Senior front end professionals Mobile developers DevOps engineers Compensation and Benefits The shortage of available talent is driving up wages in the IT industry. Although base salaries are trending towards a higher range, the rate at which salaries are raised is consistent with other industries. Forty-seven per cent of respondents said they increased salaries by less than 3 per cent in 216 and just over half expect the same for the next year. Salary level increases What percentage did you increase salaries by in the last 12 months? What percentage do you expect to raise salaries by over the next 12 months? As technology has become crucial across all business, competition for talented tech employees is no longer just between technology companies, but between all companies. It s a great time for someone to be working as an IT professional, but it has created challenges for small and medium businesses. One advantage smaller companies have is that they are often more agile. We want to stand out to great candidates as an innovative company that is focused on our employees careers, and we also ensure we offer benefits that people want such as flexible hours, catered lunches, and stock options. Roger Singh, CTO, Rubikloud Technologies 24.2% 2.1% 5.3% 4.2% 16.8% 47.4% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze 3.2% 23.2% 3.2% 5.2% 14.7% 5.5% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Job Seeker Insights 1 Stay up to date with technology. IT is constantly moving, what was current yesterday may not be in demand tomorrow. To stay ahead of the curve, read news articles and journals on technology and identify trends to find out where the field is moving. Employer Insights 1 Ensure you are offering competitive salaries and career progression. The IT industry is growing faster than the available candidates, so to attract top talent you need to be competitive in what your company offers. Benefits Top five benefits offered by employers IT employers are more likely to offer work from home, flexible work, and extended vacation compared to employers in other industries. The high demand for full time IT candidates is driving employers to offer the benefits that will have the most impact on recruitment and retention. It s likely that since many IT professionals enter into contract work, companies are offering benefits that somewhat mimic the environment of contract work. 2 Get involved in as many projects as possible. To stay in demand you need to expand your experience and show your growth potential. 2 Use cutting edge technologies, it will attract top candidates because they jump on opportunities to learn new technologies and work on interesting projects. Extended health benefits Ability to work from home Flexible work hours % of Employers More than 1 days of vacation (for new hires) Pension/RRSP contribution/matching 3 Focus on client and user facing opportunities. Companies continue to outsource their infrastructure overseas, which means your best chance at a long-term career is working in a function that places you in front of the client or user. 3 Empower your developers by letting them innovate. Giving them the freedom to test their ideas may result in the creation of a new product or solution. This ability to push boundaries will be a retention tool for ambitious developers Hays Salary Guide 217 Hays Salary Guide 97

51 Information Technology Information Technology Business Intelligence National Low Typical High BI/Data Warehouse Architect BI MI Data Information Database Designer Database Administrator Database Developer ETL Developer BI Developer MI Developer Performance Analyst BI Analyst MI Analyst Cloud Infrastructure National Low Typical High Enterprise Architect AWS/Azure Enterprise Architect Citrix Enterprise Architect Vmware Architect AWS/Azure Architect Citrix Architect Vmware Project AWS/Azure Project Citrix Project Vmware Senior Engineer AWS/Azure Senior Engineer Citrix Senior Engineer Vmware Engineer AWS/Azure Engineer Citrix Engineer Vmware Development National Low Typical High Development Director Development Software Architect C#/ASP.net Software Architect Java Software Architect VB.net Technical Lead C#/ASP.net Technical Lead Java Technical Lead VB.net Senior/Analyst Developer C#/ASP.net Senior/Analyst Developer Java Senior/Analyst Developer VB.net Developer C#/ASP.net Developer Java Developer VB.net Junior Developer C#/ASP.net Junior Developer Java Junior Developer VB.net Senior Mobile Developer ios/android/win Junior Mobile Developer ios/android/win Web Developer LAMP Web Developer Ruby on Rails Web Developer Drupal/Wordpress/Joomla Front End Web Developer; Angular/Backbone/React/Ember Back End Developer Node.js/PHP/Ruby/Python Front End Web Developer HTML/CSS/XML/etc Sharepoint Developer Analyst Programmer C/C Database Developer MSSQL/PL/SQL Dev Ops AWS/Azure/Etc Hays Salary Guide 217 Hays Salary Guide 99

52 Information Technology Information Technology Enterprise Resource Planning (SAP) National Low Typical High Program Project Solution Architect Technical Architect AFS Consultant APO Consultant BASIS Consultant BI Consultant BI BO Consultant CRM Consultant CS Consultant FI/CO Consultant HCM Consultant IS Automotive Consultant IS Oil Consultant IS Public Services Consultant IS Retail Consultant IS Utilities Consultant Netweaver Consultant PP/PI Consultant Enterprise Resource Planning (Oracle) National Low Typical High UCM Developer ODI Developer OBIEE Developer HR Consultant Procurement Consultant Financials Consultant Infrastructure National Low Typical High Dev Ops Infrastructure Infrastructure Specialist/Architect Service Delivery Network Engineer Server Support Engineer Field Engineer Service Desk Systems Administrator Application Support Analyst Desktop Support Analyst Helpdesk/Service Desk Analyst SD/MM Consultant SRM Consultant WM/QM/PP Consultant ABAP Developer Hays Salary Guide 217 Hays Salary Guide 11

53 Information Technology Information Technology Leadership National Low Typical High Transformation Director CIO TSX CIO TSX CIO SME CTO TSX CTO TSX CTO SME IT Director TSX IT Director TSX IT Director SME Chief Information Security Officer Head of IT Security Head of IT Head of Development Head of Infrastructure Head of Service Delivery Head of Business Intelligence Business Architect Enterprise Architect Technical Architect IT Projects & Change Management National Low Typical High Program Director Head of PMO Portfolio Program Project Senior Project Mid Project Junior Change Release Business Analyst Senior Business Analyst Mid Business Analyst Junior Security National Low Typical High Information Security Architect Information Security Information Security Software Developer Information Security Engineer Information Security Analyst Information Security Administrator CLAS Consultant Penetration Tester Hays Salary Guide 217 Hays Salary Guide 13

54 Information Technology Information Technology Telecoms National Low Typical High Program Project Project Coordinator Business Analyst IP & Ethernet Engineer Network Deployment & Support Engineer PDH/SDH Transmission Design Engineer NOC/NMC Support Engineer Provisioning Engineer Voice & Contact Centre Engineer Network Capacity Planning Engineer RAN/RF Engineers Mobile Network Architect OSS/BSS Solutions Architect Product Testing (functional) National Low Typical High QA Analyst Senior Test Analyst Testing (functional) National Low Typical High Manual QA Analyst Automated QA Analyst Senior Test Analyst Technical Lead Test Analyst Test Lead Test Dev Ops Testing (non functional) National Low Typical High QA Analyst Senior Test Analyst Technical Lead Test Analyst Test Lead Test Technical Lead Test Analyst Test Lead Test Hays Salary Guide 217 Hays Salary Guide 15

55 MEASURES OF WORTH LEGAL Legal Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 45.% 56.7% 26.7% 28.3% d 38.3% 5.% The past year has seen a lot of change in some parts of the legal environment. In Ontario specifically, insurance has seen a shift with new regulations causing firms to adapt. These changes have seen some firms forced to lay off both lawyers and support staff. At the professional level, there has been an influx of lawyers moving in-house to work for large insurance companies. Continuing with trends from years prior, real estate law remains consistent and continues to have a high demand for lawyers with experience in commercial real estate and support staff in both residential and commercial. Other demands at the professional level are within employment and labour, corporate securities, and family law. In private practice, the market is fairly saturated at the junior level as the majority of law firms are looking to hire mid to senior-level candidates. With regards to legal support, across all practice areas, senior legal support staff with at least five years of experience are given higher priority. Hiring Trends Due to the shifting field within insurance and the overall economy, it is not surprising to see that staff levels have been negatively affected. A third of respondents said that their headcount decreased within the past 12 months, but that has not deterred them from having a positive outlook. Most respondents (61%) believe the next year will see constant staff levels, while a quarter believe there will be an increase. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. In the in-house market, there is demand for corporate lawyers with 2-5 years of experience. In addition to practice experience, emphasis is also placed on industry experience. Overall there continues to be a major shift among lawyers looking to make the move from private practice into the in-house market. Market Insights The legal industry is a competitive landscape, with a lot of specialized firms competing for the same business. Many companies are bringing legal work in-house in order to cut costs while still being able to handle all business-related matters. Despite this, a large number of respondents (45%) said that they saw an increase in business activity and 57 per cent expect that increase to continue through 217. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 1% 8% 6% 4% 2% Years of experience d Did not hire temp staff 1% 8% 6% 4% 2% Years of experience We do not hire temp staff 33.3% 5.% Strengthening Static Weakening 16.7% Hays Salary Guide 217 Hays Salary Guide 17

56 Legal Legal Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: 27.3% 43.2% 29.5% d 25.% 61.4% 13.6% Recruitment Challenges More than half (57%) of respondents say that it is moderately to extremely difficult to find the right skill sets in candidates for current opportunities. According to over a third (36%), this skill shortage is due to fewer candidates entering the industry, however, another third say that the available candidates lack the training needed for the positions they are applying for. Close behind, at 22 per cent, are respondents who see capable candidates leaving for other industries. Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 22.% 6.% 6.% 36.% 3.% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement In the upcoming year, you expect permanent staff levels in your department to: How are you making your company attractive to recruit top talent? % of Employers Promoting company culture Offering competitive salary packages Promoting career progression Offering competitive benefit packages Offering training and professional development Nothing Other Roles in Demand Corporate commercial lawyers Family lawyers Family law clerks Job Seeker Insights 1 Think two steps ahead in your career. Broader experience is in high demand in the legal industry for both lawyers and support staff, so when considering a new position ask yourself how that job will open or limit your ability to consider other opportunities in the future. 2 For support staff, consider more than salary in a new opportunity. Salaries are similar across the legal industry, but benefits, career progression, and types of work will vary, and that will have a significant impact on your career, and workplace satisfaction. 3 Become an expert. Those with indemand, niche skills will be able to command higher salaries and bespoke compensation packages. Invest in your own education and utilize spare time to become that sought-after candidate. Commercial real estate lawyers Commercial real estate clerks Law firms are trying to attract the same talent in an increasingly competitive marketplace for legal talent and are adapting their strategies to match changing demographics and appeal to millennials. Digital media is becoming a prominent means to attract talent. Millennials seek flexibility and transparency and want to participate in decisions about the firm s future. Firms are witnessing more changes given the war on talent, the increase of competition and the way that legal services are being provided to meet clients expectations. Only those who will be able to adapt to those changes will continue to thrive in this profession. Phil Donnelly, Chief Talent Officer, Borden Ladner Gervais LLP Employer Insights 1 Be prepared to match a new hire s current compensation. Legal support salaries are not as competitive as in other industries, but that does not mean you can low-ball potential employees. If you cannot provide a higher salary then offer the same as their current amount and emphasize other benefits to working with your organization. 2 Connect with your employees. Lawyers and support staff are very aware of their career path and motivated by responsibility and title. Be sure to discuss with your staff where you see them in the business in the future, and how that aligns with their own plans. 3 Offer a work-from-home option. This is increasingly becoming an option across the legal industry, and if you re not following suit you will lose top talent Hays Salary Guide 217 Hays Salary Guide 19

57 Legal Legal Compensation and Benefits Half of respondents increased salaries by less than 3 per cent, which is comparable with the cross-industry results. However, there was a significant difference in other areas. The amount of salaries in the legal industry increased by 6 to 1 per cent was three times more than the cross-industry average. 217 salary increases are predicted to be similar to 216 with one exception: no one is expecting an increase of more than 1 per cent. Lawyers Small Firm National First Year Associate 6 75 Lawyer (2 4 years post call) 7 11 Lawyer (5 7 years post call) Legal Support Small Firm National Junior Legal Assistant 3 36 Intermediate Legal Assistant Senior Legal Assistant 45 6 Salary level increases Income Partner/Senior Lawyer 15 2 Junior Law Clerk What percentage did you increase salaries by in the last 12 months? What percentage do you expect to raise salaries by over the next 12 months? Mid size Firm National Intermediate Law Clerk Senior Law Clerk % 6.5% 6.4% 21.7% 13.% 41.3% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze.% 8.7% 13.% 8.7% 28.3% 41.3% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze First Year Associate 7 9 Lawyer (2 4 years post call) Lawyer (5 7 years post call) Income Partner 17+ Paralegal 4 55 Legal Secretary 3 45 Office 5 7 Mid size Firm National Large Firm National Junior Legal Assistant 35 4 First Year Associate 85 1 Intermediate Legal Assistant 4 52 Lawyer (2 4 years post call) Senior Legal Assistant 5 6 Lawyer (5 7 years post call) Junior Law Clerk 4 48 Benefits Top five benefits offered by employers Vacation, flexible working hours, and the ability to work from home are the top three benefits being offered by employers. Sixty-three per cent of respondents said promoting their company culture is how they are making their organization a desirable workplace. Income Partner 25+ In House Small Medium Company Junior Counsel (typically 1 3 years post call) Legal Counsel (typically 3 5 years post call) Senior Counsel (typically 5 8 years post call) General Counsel (typically 8 years plus post call) National Intermediate Law Clerk 5 65 Senior Law Clerk 6 8 Paralegal Legal Secretary Office Large Firm National Junior Legal Assistant Intermediate Legal Assistant % of Employers Senior Legal Assistant 55 7 Extended health benefits More than 1 days of vacation (for new hires) Flexible work hours Ability to work from home Individual performance related bonus Large Company Junior Counsel (typically 1 3 years post call) Legal Counsel (typically 3 5 years post call) Senior Counsel (typically 5 8 years post call) General Counsel (typically 8 years plus post call) National Junior Law Clerk 4 5 Intermediate Law Clerk 5 7 Senior Law Clerk Paralegal 55 7 Legal Secretary Small Firm: up to $25m in revenue Mid size Firm: $25 25m in revenue Large Firm: $25m or more in revenue Hays Salary Guide 217 Hays Salary Guide 111

58 MEASURES OF WORTH LIFE SCIENCES Life Sciences Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 74.6% d 18.5% 6.9% 86.% 9.3% 4.7% Globally, we are still seeing large mergers and acquisitions continue to be the trend in the pharmaceutical industry, such as the merger of Quintiles and IMS Health. This market means more big players, driving more competition between large companies, and making it more difficult for smaller players to compete. In some cases, streamlining of operations has seen skilled candidates enter the market, however, this has not made it easier to hire, especially for in-demand skills such as clinical research associates. The market overall continues to trend towards specialty/rare disease research and we expect that to continue. The industry is one of Canada s most optimistic, and the past year s results show this optimism is well-founded. Hiring Trends Despite three-quarters saying business activity has increased, just 38 per cent increased headcount in the past year. One-third (31%) had a decrease in permanent staff. However, there is a more positive outlook for the future as almost 5 per cent believe there will be an increase, and just 15 per cent predict further headcount decreases. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. Market Insights Life sciences respondents have a similar economic outlook for 217 as they had in 216, and this optimism is reflected in continued increasing business activity. Even more (86%) are predicting a continued increase over the coming year. These results and expectations are far above the cross-industry averages, showing that the life sciences industry is one of Canada s strongest sectors. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 34.9% 55.8% Strengthening Static Weakening 1% 8% 6% 4% 2% Years of experience d Did not hire temp staff 1% 8% 6% 4% 2% Years of experience We do not hire temp staff 9.3% Hays Salary Guide 217 Hays Salary Guide 113

59 Life Sciences Life Sciences Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: 38.5% In the upcoming year, you expect permanent staff levels in your department to: 46.2% Roles in Demand Clinical research associates Sales Operations 3.7% d 38.4% 3.8% Recruitment Challenges Sixty-four per cent of respondents say there is a moderate to extreme skill shortage in the life sciences industry. This is a considerable leap from the prior year, when just half said the same. Most professionals believe that the lack of training is to blame, yet their organizations are not taking the time to invest in training new employees. Instead, most are focusing on competitive salary and benefit packages to attract top talent. 15.4% The pharmaceuticals market is constantly growing and the competition is getting stiffer as larger companies buy out the smaller ones. Although this creates some challenges for smaller companies, there is still hope in their success if they focus on specialties or research and development in rare diseases. This competition is causing a high demand for candidates that aren t there, which doesn t bode well for future innovations in the industry unless companies consider training current employees. Greg Donatelli, Senior, Life Sciences, Hays Life Sciences Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 16.2% 8.2% 43.2% How are you making your company attractive to recruit top talent? Job Seeker Insights 1 Invest in your own professional development. Look at your potential career path and what you need to get there. Employers cite lack of training as a major issue, so invest in your own to stand out. Employer Insights 1 Invest in training new employees. They may not have the exact skills needed right now but young candidates are the future top talent and will feel more loyal to your organization if you show you re invested in their future. 18.9% 13.5% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement % of Employers Offering competitive salary packages Offering competitive benefit packages Promoting company culture Promoting career progression Offering training and professional development Nothing Other 2 Work on your transferable skills. There are other options in life sciences beyond research and development, such as medical editing/writing, science communications, and project management. 3 No matter what function you re in, learn the business side of the industry. Business acumen will help you advance your career beyond the functional. Take the time to learn the workings of the company and provide insights to your direct manager to show your interest in furthering the business. 2 Meet market rate. Only one company can offer the highest salaries, but if your rates aren t competitive, top talent won t take a second look at the job description. 3 Show career progression. Few life science organizations are emphasizing opportunities for new hires to grow their careers so this could be a key differentiator for attracting ambitious candidates Hays Salary Guide 217 Hays Salary Guide 115

60 Life Sciences Life Sciences Compensation and Benefits Salary increases remain stable in the life sciences industry, as the majority said that they increased salaries by less than 3 per cent and expect to do the same in 217. The industry shows some optimism for the coming year, as all respondents said salaries would increase in 217. Salary level increases What percentage did you increase salaries by in the last 12 months? 27.3% 3.% 6.1% 63.6% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze What percentage do you expect to raise salaries by over the next 12 months? 33.3% 3.% 63.7% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Quality Assurance National Low Typical High Vice President, Quality Assurance Quality Assurance Director Quality Assurance Quality Assurance Auditor Quality Assurance Senior Associate Quality Assurance Associate Quality Assurance Consultant 5 75/day 5 75/day 1 15/day Regulatory Affairs Pharmaceuticals Low Typical High Vice President, Regulatory Affairs Regulatory Affairs Director Regulatory Affairs Regulatory Affairs Project Leader Regulatory Affairs Senior Associate Regulatory Affairs Associate Regulatory Affairs Associate 1 2/hr* 1 2/hr* 15 25/hr* Benefits Top five benefits offered by employers Extended health benefits More than 1 days of vacation (for new hires) Onsite parking/parking subsidy Pension/RRSP contribution/matching Ability to work from home % of Employers Companies within the life sciences industry are keeping up with each other in terms of benefits offered. A fairly high percentage are showing they offer health benefits, additional vacation, or pension matching to attract top talent, which aligns with the desires of candidates within the industry. Additionally, some organizations are putting slightly more effort in by increasing their base salaries or offering performance-related bonuses. Medical Device Low Typical High Vice President, Regulatory Affairs Regulatory Affairs Director Regulatory Affairs Regulatory Affairs Project Leader Regulatory Affairs Senior Associate Regulatory Affairs Associate Regulatory Affairs Associate 1 2/hr* 1 2/hr* 1 2/hr* Generic Low Typical High Vice President, Regulatory Affairs Regulatory Affairs Director Regulatory Affairs Regulatory Affairs Project Leader Regulatory Affairs Senior Associate Regulatory Affairs Associate Regulatory Affairs Consultant /hr* /hr* /hr* Daily rate * Hourly rate Hays Salary Guide 217 Hays Salary Guide 117

61 Life Sciences Life Sciences Regulatory Affairs NHP Low Typical High Vice President, Regulatory Affairs Regulatory Affairs Director Regulatory Affairs Regulatory Affairs Project Leader Regulatory Affairs Senior Associate Regulatory Affairs Associate Regulatory Affairs Consultant /hr* /hr* /hr* Biostatistics & SAS National Low Typical High Biostatistician SAS Programmer Clinical National Low Typical High Clinical Project Clinical Data Clinical Research Associate Health Economics & Market Access National Low Typical High VP, Market Access Director, HEOR Director, Market Access Director, Reimbursement and Pricing , Market Access and Government Relations , Stakeholder Relations , Reimbursement and Pricing , HEOR * Hourly rate Medical Affairs National Low Typical High Vice President, Medical Affairs Medical Director Medical Advisor Medical Science Liaison Medical Science Liaison Validation National Low Typical High Validation Consultant 5 75/day 5 75/day 75 1/day Validation Validation Specialist Sales & Marketing National Low Typical High General Business Unit Head Marketing Director Sales Director Marketing Product Specialty/Hospital Sales Representative Sales Representative Patient Services National Low Typical High, Patient Services Regional Nurse Case , Reimbursement Reimbursement Specialist Daily rate Hays Salary Guide 217 Hays Salary Guide 119

62 MEASURES OF WORTH MANUFACTURING & LOGISTICS Manufacturing & Logistics Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 49.7% 57.4% 29.5% d 33.9% 2.8% 8.7% Hiring Trends The hiring trends within the manufacturing and logistics industry have been relatively stable over the past year, and look to be similar for 217. The industry is on par with cross-industry results, as half or close to half say their permanent staff has and will stay the same. The market has been growing, with a positive outlook for 217. Although the decline of the Canadian dollar has discouraged capital projects, it is helping to increase the export sector in manufacturing. Employers continue to focus on the fit within their organization. Hiring practices aren t the only changes occurring within the manufacturing and logistics industry. We are seeing an increase of technology integration, automation, and system implementation. This suggests that in the near future employers will need to find candidates who can develop, implement, and maintain systems that automate the manufacturing process. Companies continue to focus on providing training and career progression, but the skill shortage continues in operations, supply chain, and skilled trades. Market Insights More than half (57%) of the manufacturing and logistics industry respondents said the Canadian economy is likely staying the same over the next year, however, they are more optimistic when asked about their business activity. Half of the respondents said that they saw an increase in their business, and 57 per cent say that it will increase in 217. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% 8% 6% 4% 2% Years of experience d Did not hire temp staff Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% 8% 6% 4% 2% Years of experience We do not hire temp staff 27.3% 57.4% Strengthening Static Weakening 15.3% Hays Salary Guide 217 Hays Salary Guide 121

63 Manufacturing & Logistics Manufacturing & Logistics Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: 28.% In the upcoming year, you expect permanent staff levels in your department to: 35.6% Roles in Demand Maintenance workers Engineers Licensed skilled tradespeople 43.2% d 5.8% 28.8% Recruitment Challenges Attracting top talent has been moderately to extremely difficult over the past year, according to 79 per cent of respondents. Though hiring has been stable, it doesn t mean the amount of candidates have been plentiful. In fact, 34 per cent of manufacturing and logistics respondents say that there are fewer people entering the industry. In order to attract the candidates available, companies are offering competitive salary packages (65%) and promoting company culture (51%). Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 16.% 11.3% 28.7% 13.6% How are you making your company attractive to recruit top talent? Job Seeker Insights 1 Develop your people skills. Employers are placing more emphasis on how new hires will fit with their organization and team members. Your technical skills may get you the interview, but how you interact with the interviewers will determine whether you get an offer. The manufacturing and logistics sector is constantly changing due to the evolving automation. As most manufacturing and logistics processes are now more machine-intensive than labour-intensive, candidates must pay special attention to consistently acquiring and upgrading their technical abilities. Shortage of licensed skilled trades is a true example of that. On the other hand, employers are showing more flexibility by hiring candidates for their technical fit, providing more cross training and career progression opportunities, and a better work-life balance. Preeti Dayal, Senior Business, Hays Manufacturing & Logistics Employer Insights 1 Technical skills are important, but the fit to the organization remains equally so. This is especially true for maintenance roles, as technology is playing a more significant role in the industry. 1.% 34.% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement % of Employers Offering competitive salary packages Promoting company culture Offering competitive benefit packages Offering training and professional development Promoting career progression Nothing Other 2 Stay focused on your specialization. Employers want new hires who are experts in a specific sector but you should still participate in cross-functional projects to enhance your skill set and business understanding. 3 For permanent workers, commit at least two years to an employer. Manufacturing and logistics employers invest in their permanent hires and are less likely to consider hiring a candidate who has moved from company to company without being on a contract. 2 Find your competitive edge. As fewer candidates enter the industry, you need to stand out. This could be through salary levels and benefits, or demonstrable career progression and great company culture. 3 Make use of multimedia in your recruitment strategy. Young and upcoming professionals are attracted to innovative organizations, so use videos to show your work culture, production process, and other features to draw them in Hays Salary Guide 217 Hays Salary Guide 123

64 Manufacturing & Logistics Manufacturing & Logistics Compensation and Benefits When asked about salary increases over the past year, the majority (61%) of manufacturing and logistic respondents said their increases were less than 3 per cent. In the coming year, a similar amount (66%) say they plan to increase salaries by less than 3 per cent. The outlook for some may not be as positive, since more respondents indicated they would not raise salaries at all in 217, than in 216. However, this is still less than the cross-industry average. Salary level increases What percentage did you increase salaries by in the last 12 months?.7% 2.8% 22.7% 4.1% 9.% 6.7% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze What percentage do you expect to raise salaries by over the next 12 months? 2.8%.7% 15.2% 4.1% 11.% 66.2% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Manufacturing National Low Typical High Chief Operating Officer Vice President, Operations Vice President, Warehousing/Transportation Vice President, Manufacturing Regional/District Operations Regional Director, Manufacturing Regional Director, Corporate Compliance Regional Director, Quality Assurance Vice President, Supply Chain Director, Sales & Operations Planning , Supply Planning , Demand Planning Benefits Top five benefits offered by employers % of Employers Extended health benefits Pension/RRSP contribution/matching Onsite parking/parking subsidy Training and/or certification support (financial/non financial) Individual performance related bonus The top four benefits being offered by employers in the industry are health benefits, pension matching, parking, and training. Performance bonuses and extra vacation follow closely. Not many employers plan to add more benefits over the coming year, but of those who expect to increase benefits, the most popular is flexible working hours. Operations Plant Operations Group Leader Group Leader Team Leader Materials Group Leader , Production Planning Production Planner Scheduler Maintenance Reliability Group Leader Reliability Team Lead Reliability Engineer Director, Process Optimization Director, Industrial Engineering Director, Process Improvement Vice President, Reliability & Engineering Director, Plant Automation Hays Salary Guide 217 Hays Salary Guide 125

65 Manufacturing & Logistics Manufacturing & Logistics National Low Typical High Maintenance Supervisor Manufacturing Engineer MRO Planner Production/Packaging Supervisor Engineering Production Quality Assurance Sanitation Group Leader Sanitation Team Leader Quality Engineer Process Engineer Process Modelling Analyst Industrial Engineer Chief Operating Engineer Second Class Stationary Engineer 32 4/hr* 32 4/hr* 32 44/hr* Dual Ticket 35 4/hr* 4 42/hr 4 42/hr Certified Electrician 27 32/hr* 32 38/hr 38 42/hr Certified Millwright 27 32/hr* 32 38/hr 38 42/hr Refrigeration A 27 32/hr* 32 38/hr 38 42/hr Refrigeration B 27 32/hr* 32 38/hr 38 42/hr * Hourly rate Logistics National Low Typical High Vice President, Warehousing/Transportation Vice President, Operations Regional Director Director, Account Management Director, Inventory Director, Process Improvement Director, Supply Chain Director, Operations Transportation Logistics Inventory Customs & Compliance Direct to Store Delivery Fleet Forecasting Warehouse Operations Transportation/Logistics Supervisor Fleet Supervisor Fleet Analyst Process Engineer Forecasting Analyst Warehouse Supervisor Transportation Analyst Supply Chain Analyst Logistics Coordinator Dispatcher Hays Salary Guide 217 Hays Salary Guide 127

66 MEASURES OF WORTH MARKETING Marketing Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 7.4% 77.8% d 11.1% 18.5% 11.1% 11.1% Hiring Trends In terms of contract workers, marketing respondents who hire temporary staff expect the levels to stay the same in 217. Similarly, 56 per cent of respondents say they expect their permanent headcount to be consistent throughout the coming year, even though in the past year most (44%) saw an increase in permanent staff, and a third saw a decrease. The marketing world continues to grow and play a larger role in achieving the goals of the business. While recognition of the importance of marketing in an organization has continued to increase over 216, employers are still hesitant to hire entry-level marketers. On top of work experience, the industry is now making a post-secondary education a must-have when considering new hires. This combination is difficult to come by, though there are now educational systems offering digital marketing degrees, it s still a relatively new designation. Junior level applicants have the degree but not the experience, while mid to senior level applicants have experience but not the degree. It s a challenging place to be and no quick fix either. Within the retail sector, ecommerce continues to grow but experts in this field are also difficult to come by, even without the limiting factors employers are now adding to their candidate search. Market Insights According to 7 per cent of marketing respondents, business activity increased over the course of 216, and 78 per cent expect an increase for 217. This is considerably higher than the cross-industry average and is to be expected as more organizations recognize the contribution marketing can make to their business. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% 8% 6% 4% 2% d Did not hire temp staff Years of experience Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% 8% 6% 4% 2% We do not hire temp staff Years of experience 44.4% Strengthening Static 33.4% Weakening 22.2% Hays Salary Guide 217 Hays Salary Guide 129

67 Marketing Marketing Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: 44.4% 22.3% d In the upcoming year, you expect permanent staff levels in your department to: 33.3% 55.6% Roles in Demand ecommerce specialist SEO specialist Digital marketing analyst Social media specialists 33.3% Recruitment Challenges When asked how challenging it is to attract top talent, 77 per cent of marketing respondents said it is moderately to extremely difficult. The main reason, according to survey respondents, is a lack of training. Part of this trend may be due to increasing expectations for function-specific degrees. In order to attract the desired skill sets, marketing employers are mostly offering competitive salary and benefits packages, with only 5 per cent willing to offer training. Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 8.3% 16.7% 4.2% 8.3% 62.5% 11.1% How are you making your company attractive to recruit top talent? It s a minimum expectation today that marketers possess digital skills and experience, and the most successful marketers will be those who can harness the data generated by thousands of digital interactions and turn it into actionable business insight. The shift towards analytics gives marketing the opportunity to be at the centre of the business, informing future strategy and providing direction. The marketers who recognize this and position themselves this way are likely to have the most career success. To attract the best candidates, we focus on our culture, benefits, and perks in addition to just base compensation. Jennifer Crisp,, Marketing & Communications, Scalar Decisions Job Seeker Insights 1 Stay up-to-date on your industry. Marketing is constantly developing new ways to function and new technologies to use for optimal audience engagement. Make sure you know what s coming through the pipeline and be aware of new ways to help your organization or client. Employer Insights 1 Stay open-minded about transferable skills and experience. Look outside your industry, or consider someone from a different area of marketing. Not only will you increase your talent pool, but you could tap into new expertise to enhance your strategy and improve results. Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement % of Employers Offering competitive salary packages Offering competitive benefit packages Offering training and professional development Promoting company culture Promoting career progression Nothing Other 2 Keep up with the latest technologies. With so many retailers moving towards ecommerce, you need to make sure your skills are moving with it. Employers are looking for candidates who understand which technologies are best driving online business. 3 Invest in your education. More employers are looking for candidates with digital marketing-specific degrees or diplomas, so if you can show you have a designation or certificate in the field you will stand out. 2 Be flexible with your education and experience requirements. Look at the job description and ask whether both experience and education are necessary for the role. Your narrow focus could lose you candidates. 3 Assess your total compensation package to ensure you re meeting market expectations for in-demand talent such as mid-level candidates with proven success of using digital tools Hays Compensation, Benefits, Recruitment and Retention Guide 217 Hays Salary Guide 131

68 Marketing Marketing Compensation and Benefits As is standard across all functions, the majority of marketing respondents say they increased salaries by less than 3 per cent in 216 and a similar amount expect the same increase in 217. A positive outcome in the industry is the amount of respondents saying they will not increase salaries at all. In 216, 21 per cent did not increase staff salaries, but only half that (1.5%) say they won t offer increases in 217. Salary level increases What percentage did you increase salaries by in the last 12 months? What percentage do you expect to raise salaries by over the next 12 months? Marketing National Low Typical High Chief Marketing Officer Vice President, Marketing Marketing Director Marketing Assistant Marketing Marketing Assistant % 1.5% 63.2% 21.% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze 15.8% 5.3% 1.5% 68.4% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Marketing Coordinator Digital Marketing Specialist Social Media Specialist Social Media Strategist Copy Writer Layout Designer Graphic Designer Creative Director Benefits Top five benefits offered by employers Extended health benefits More than 1 days of vacation (for new hires) Ability to work from home Flexible work hours % of Employers Onsite parking/parking subsidy Marketing roles can often be executed from anywhere, so it makes sense that the ability to work from home and flexible hours falls within the top five benefits offered. The top two benefits of health coverage and extended vacation are similar to cross-functional offerings, but companies are missing opportunities to attract and retain employees with desired benefits such as bonuses and training. Production Production Coordinator Content Developer Proposal Writer Media Buyer Market Researcher Product Marketing Analyst Event Brand/Product Brand Ambassador Hays Compensation, Benefits, Recruitment and Retention Guide 217 Hays Salary Guide 133

69 MEASURES OF WORTH OFFICE PROFESSIONALS Office Professionals Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 61.% 68.3% 19.5% d 19.5% 19.5% 12.2% Overall, the office professionals function across Canada is conservative with their expectations for 217, saying headcount will remain relatively stable, despite a third of teams seeing decreases in 216. With the downturn of the oil and gas industry, and further challenges seen in Alberta due to the Fort McMurray fires, the office professionals function, along with others, is acting more cautiously in its business moves. Although most of the impact is specific to Alberta, it is contributing to an overall feeling of caution, and employers across Canada are running on lean teams. This is increasing the temporary opportunities in the market as employers look for cost-effective ways to achieve their business objectives. Across Canada, we are seeing an increase in requests for bilingual candidates, as Ottawa and Montréal are no longer the only cities seeing the advantages of the skill. There is a fairly large pool of office professionals and there continues to be a surplus, especially in junior level administrators/receptionists. Hiring Trends Most companies are not planning to hire temporary staff, but of those that have, the number expecting to hire in 217 is fairly similar to those that hired in 216. In terms of permanent staff, one-third saw a decrease in headcount, however, the outlook for 217 is more positive, as only 8 per cent expect to see a decrease. Due to the surplus of candidates, not many companies are actively promoting ways to attract top talent, with the highest number of respondents (44%) saying they offer a competitive salary package. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% Market Insights The general outlook for the Canadian economy is positive as 9 per cent of office professionals say they expect it to strengthen or stay consistent. This is also reflected in their expectations for business activities. Sixty-eight per cent of respondents say they expect an increase in business activity in 217, this is 7 percentage points more than the amount who saw business increase in 216. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 36.6% 8% 6% 4% 2% Years of experience d Did not hire temp staff 8% 6% 4% 2% Years of experience We do not hire temp staff 53.6% Strengthening Static Weakening 9.8% Hays Salary Guide 217 Hays Salary Guide 135

70 Office Professionals Office Professionals Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: 29.2% 33.3% d In the upcoming year, you expect permanent staff levels in your department to: 37.5% 54.2% Roles in Demand Senior property administrators Senior executive assistants Bilingual (French, English) administrative assistants 37.5% 8.3% Recruitment Challenges Only half of survey respondents in the office professionals function say that it is moderately difficult to find appropriate candidates. Those challenges are mostly due to the lack of senior professionals available, specifically in the executive assistant space as most are retiring or very loyal to their current employer. This is further acknowledged through the 35 per cent of respondents blaming the challenge on lack of training and professional development available. When we recently brought our business to Canada we needed to fill many positions over a short amount of time. Fortunately there were a lot of candidates available but the challenge was finding the ones that would be the best for the job. With Hays help, we were able to find employees who wanted what we were offering experience, flexibility, and a set timeline. Not everyone is looking for a permanent, regular hours position, so there are opportunities for both employers and candidates to find the right fit. Neerajah Rajeswaran, Human Resources, Uniqlo Canada Recruitment challenges What do you think the main reason is for the skills shortage in your industry? How are you making your company attractive to recruit top talent? 13.8% 24.2% 1.3% 17.2% 34.5% % of Employers Job Seeker Insights 1 Emphasize transferable skills on your resume. There are many candidates available for employers to choose from, so show your ability to bring more to the role than the expected skills. Employer Insights 1 Recognize transferable skills. Since there is a lack of senior professionals available, look at skill sets of mid-level candidates which can be further developed to create the senior professional you are looking for. Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement Offering competitive salary packages Promoting company culture Offering training and professional development Offering competitive benefit packages Nothing Promoting career progression Other 2 Stick to a specific industry. The more experience you have in one sector, the more attractive you will be for employers. 3 Don t discount temporary positions. Contract employment is a good opportunity to develop more skills and show employers your capabilities. 2 Be clear about the expectations of the role. Some employers can be too general when writing job descriptions, resulting in fewer appropriate applicants. 3 Office professionals are looking for long-term careers. To ensure that you get the top talent, show they have room to grow within your organization Hays Salary Guide 217 Hays Salary Guide 137

71 Office Professionals Office Professionals Compensation and Benefits As is similar to many other functions, the majority of increases to salaries in 216 were less than 3 per cent, with 56 per cent of respondents expecting the same range of increase to salaries in 217. The amount of respondents expecting to raise salaries 3 to 6 per cent doubled from those who raised salaries by that range in 216. Office Professionals Low Vancouver Calgary GTA Ottawa Senior Executive Assistant Customer Service Salary level increases What percentage did you increase salaries by in the last 12 months?.% 3.7% 7.4% 7.4% Benefits 63.% 18.5% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze Top five benefits offered by employers What percentage do you expect to raise salaries by over the next 12 months? 3.7%.% 14.8% 7.4% 18.5% 55.6% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze The average employer is offering office professionals extended health benefits, with fewer offering pension matching or more vacation. Employers are less likely to increase benefit options in 217 as there remains a surplus of candidates and competitors are not promoting bigger overall packages. Senior Administrative Assistant Executive Assistant Project Administrator/Assistant Office Administrative Assistant Front Desk Coordinator Switchboard Operator Receptionist Customer Service Representative (CSR) Bilingual CSR General Office Clerk Mail Room Clerk Order Desk Records Control Clerk Data Entry Clerk Data Entry Supervisor % of Employers Extended health benefits Pension/RRSP contribution/matching More than 1 days of vacation (for new hires) Time off in lieu Flexible work hours Hays Salary Guide 217 Hays Salary Guide 139

72 Office Professionals Office Professionals Office Professionals Typical Vancouver Calgary GTA Ottawa Senior Executive Assistant Customer Service Senior Administrative Assistant Executive Assistant Project Administrator/Assistant Office Administrative Assistant Front Desk Coordinator Switchboard Operator Receptionist Customer Service Representative (CSR) Bilingual CSR General Office Clerk Mail Room Clerk Order Desk Records Control Clerk Data Entry Clerk Data Entry Supervisor Office Professionals High Vancouver Calgary GTA Ottawa Senior Executive Assistant Customer Service Senior Administrative Assistant Executive Assistant Project Administrator/Assistant Office Administrative Assistant Front Desk Coordinator Switchboard Operator Receptionist Customer Service Representative (CSR) Bilingual CSR General Office Clerk Mail Room Clerk Order Desk Records Control Clerk Data Entry Clerk Data Entry Supervisor Hays Salary Guide 217 Hays Salary Guide 141

73 MEASURES OF WORTH OIL & GAS Oil & Gas Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 17.3% 4.7% 14.8% d 4.8% 67.9% 18.5% 216 was another tough year for the oil and gas industry. The forest fires that devastated Fort McMurray caused the shutdown of many of the oil sands during the summer. This, in addition to the continued global downturn in commodity prices, made quite a challenge for oil workers in the region. The downward pressure on the oil price has led to further projects being cancelled or at least put on ice until the economics become more favourable. Companies in the region are now undertaking far-reaching restructuring programs as they look to preserve capital and control costs. However, in September, OPEC announced that they will cut production rates. This will help correct the per-barrel price to become more economically favourable for some capital investment to return to the region and in turn drive job creation. There is still a lot of uncertainty as to how effective the OPEC announcement will be. In September 216 the cartel pumped a record level of production and the agreement excluded Nigeria, Libya, and Iran who are predicted to have an additional 7,bpd ready to come online. Hiring Trends Oil and gas respondents are still conservative about staff levels next year, however, most organizations are hoping to avoid further decreases, with 56 per cent saying they expect their headcount to remain the same. Industry analysts are predicting five years of subdued activity, so this conservatism is likely to continue. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. Coal prices have risen sharply and new projects are coming online despite the green agenda. The industry will lose talent to those projects. To counteract the loss of employees and to prepare for when the downturn ends companies such as BP and Exxon are hiring young recruits and molding them into the experts they will need when business picks up. Market Insights Most (56%) oil and gas industry respondents say the Canadian economy will remain consistent next year, and 82 per cent are hopeful that business activity will stay the same or increase. More than two thirds (68%) saw a decrease in business activity last year, however, the OPEC announcement may have given the industry some hope. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 1% 8% 6% 4% 2% Years of experience d Did not hire temp staff 1% 8% 6% 4% 2% Years of experience We do not hire temp staff 21.% 55.6% Strengthening Static Weakening 23.5% Hays Salary Guide 217 Hays Salary Guide 143

74 Oil & Gas Oil & Gas Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: Roles in Demand 8.6% 15.7% Restructuring consultants 27.1% d 55.7% 64.3% Recruitment Challenges Due to the lack of job opportunities available, the oil and gas industry has fewer challenges in recruiting top talent. Eighty-nine per cent say it is moderately to not at all difficult to attract the right candidates. With this surplus of candidates, some organizations are taking advantage and preparing for the future. ExxonMobil made a deliberate decision to continue hiring graduates and entry-level recruits through the downturn in order to avoid a repeat of the lost generation in the 198 s. For those who are finding it difficult, it is mostly because of workers leaving for other industries. In such cases, a third of employers are offering training to attract younger talent and encourage their loyalty to the company. 28.6% As a result of further restructuring programs and cost control activities, it is likely that employment in Canada s oil and gas industry will continue to decline throughout the remainder of 216. While the OPEC decision does offer a glimmer of hope, even if the proposed production cuts have the desired effect of driving the oil price higher, many leading analysts have stated that neither industry nor employment will recover to 214 levels before 22 in the region. However, I would suggest employers retain a core skilled workforce where possible, especially of potential leaders, because as the industry picks up in the next two to four years we could see high competition for qualified industry leaders and skilled professionals. Neil Gascoigne, VP, Hays Oil & Gas Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 31.3% 1.9% 12.5% 25.% 2.3% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement How are you making your company attractive to recruit top talent? % of Employers Offering competitive salary packages Offering competitive benefit packages Promoting company culture Offering training and professional development Promoting career progression Nothing Other Job Seeker Insights 1 Think about your next steps. Now is the time to look at where you would like your career to progress, and to develop the skills you need to get there. 2 Keep up with your networking. The oil and gas industry continues to be in flux, but when opportunities start arising you will have a solid network to draw on to help find your next position. 3 Be open to salary negotiation. Right now there is an abundance of candidates which means employers have their pick of the cream of the crop. Don t miss out on an opportunity because the salary does not meet your expectations. Employer Insights 1 Consider outsourcing to control labour costs and increase efficiencies. There may be temporary staff available with the right skills to complete your short-term projects. 2 Keep track of top candidates. Although you may not have the capacity to hire right now, develop a pool of potential hires for when there is a turn in the industry and you need the proper skills to continue. 3 If you re in holding pattern now, ensure you re still retaining the employees you need. You could lose critical staff if they feel underappreciated or limited in their career options Hays Salary Guide 217 Hays Salary Guide 145

75 Oil & Gas Compensation and Benefits Considering the challenges the industry has had throughout 216, it is not surprising to see that half of oil and gas respondents did not increase staff salaries this past year, and that a quarter had a salary freeze. 217 will see a comparable outcome, with 62 per cent of respondents saying they will have a salary freeze or no salary raises. MEASURES OF WORTH PROCUREMENT Salary level increases What percentage did you increase salaries by in the last 12 months? What percentage do you expect to raise salaries by over the next 12 months? 7.% 25.4% 17.% Benefits 16.9% 49.3% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze Top five benefits offered by employers Extended health benefits More than 1 days of vacation (for new hires) Individual performance related bonus Pension/RRSP contribution/matching Flexible work hours % of Employers 21.2% 1.4% 4.8% 2.8% 5.6% 28.2% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze The top five benefits being offered by employers in the oil and gas industry are health benefits, vacation, performance bonuses, pension matching, and flexible work hours. Most organizations (51%) are not planning to add to their benefits program in the coming year, but of those who are able to, the most common benefit is flexible working hours. The procurement profession as a whole is doing well and gaining awareness in the market. Organizations that previously did not have an emphasis on procurement have identified the strategic need to invest in better procurement teams to improve process, cost savings and find ways of making their organization more competitive. Acquisitions and mergers throughout 216 saw some changes in team size and fluctuating market needs, and with further mergers and acquisitions in retail, manufacturing, and service industries expected in the year to come, we will see a shift in market demand, with restructuring. Strategic sourcing is a key area for a lot of businesses where they are trying to identify saving opportunities and improve the sourcing process. IT category management and IT strategic sourcing are the two job titles that are on the horizon. A lot of organizations are looking to keep up with the new trends in technology and want a specialist that can deal with Tier-1 vendors in this area, review their ERP system, and find ways to have a smoother procurement operation. Market Insights Overall, procurement professionals were positive about 216, and optimistic about 217. Two-thirds (64%) say business activity increased in 216, almost 15 percentage points higher than the overall average of 51 per cent. A further 67 per cent predict further activity increases next year. Their expectations for the economic outlook are on par with the cross-functional results, indicating that the function is not being as negatively affected by the economic downturn as other areas. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 31.% 5.% Strengthening Static Weakening *Due to insufficient response, oil & gas salaries are not available for % Hays Salary Guide 217 Hays Salary Guide 147

76 Procurement Procurement Business activity Permanent hiring activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: 64.3% 66.7% 28.% 56.% 21.4% d 26.2% 44.% d 28.% 14.3% 7.1% 28.% 16.% Hiring Trends Despite a strong year to date, procurement hiring was conservative, and comparable with national averages. However, next year s optimism may be translating into hiring plans as more than half (56%) say they will increase headcount in 217, and just 16 per cent expect to have to reduce permanent staffing levels. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% 8% Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% 8% Recruitment Challenges One-third of procurement hiring managers (35%) say people leaving to join other functions is the biggest cause of the skills shortage, with a further third (32%) saying it is the lack of training and professional development available. However, only 41 per cent say they offer training, and just half that number (19%) say they are using their training programs to recruit top talent. A surprising 29 per cent say they are doing nothing to make their company more attractive to top talent. Recruitment challenges What do you think the main reason is for the skills shortage in your industry? How are you making your company attractive to recruit top talent? 6% 4% 6% 4% 17.6% 32.4% 2% 2% Years of experience d Years of experience 35.3% 5.9% 8.8% % of Employers Did not hire temp staff We do not hire temp staff Lack of training & professional development available Fewer people entering the job market in your industry Offering competitive salary packages Promoting company culture People relocating to other regions Offering competitive benefit packages People leaving to join a different industry Nothing Retirement Promoting career progression Offering training and professional development Other Hays Salary Guide 217 Hays Salary Guide 149

77 Procurement Procurement Roles in Demand IT category managers Strategic sourcing experts Procurement business partner Buyers Compensation and Benefits As with most functions, we are seeing few large salary increases this year. Twenty-one per cent say there were no salary increases in 216, and a further 57 per cent say salaries increased by less than 3 per cent, in line with inflation. Looking ahead, the picture is very similar, with just 24 per cent saying salaries will increase by more than 3 per cent. Salary level increases What percentage did you increase salaries by in the last 12 months? What percentage do you expect to raise salaries by over the next 12 months? Procurement is an increasingly strategic role in businesses and employers are focused on finding procurement professionals who can build great supplier relationships and make better strategic sourcing decisions for the organization, but who can also take on a leadership position as seasoned change agents. Organizations are offering bonuses and benefits to attract the best, but we are seeing some hesitance around hiring across different industries. Employers struggling to find the talent with transferable skills and competencies they need would do well to look outside their own industry for skilled procurement professionals. Wael Safwat, Chartered FCIPS, Chair of CIPS, Canada Branch 3.6% 3.3% 7.1% 14.6% 14.3% 57.1% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze 3.6% 3.6% 1.7% 17.9% 1.7% 53.5% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Job Seeker Insights 1 Employers are looking for candidates with proven skills and business acumen. Take the time to complete a designation such as SCMP, or invest in a degree such as an MBA. Employer Insights 1 Some employers are limiting their talent pool unnecessarily. Be open to candidates from different industries and sectors who have the proven results and transferable skills you need. Benefits Top five benefits offered by employers With most procurement employers offering extended health benefits and pension support, differentiate yourself to candidates by offering increased vacation time, individual bonuses, or flexible work options. 2 Sourcing and procurement is all about relationship building. Use tools such as LinkedIn and other networking methods to build your industry connections. This will help you tap into the local job market, and can expand your understanding of how others are approaching similar challenges. 2 Know what role you re hiring for, and be specific in the job title. If a title is too broad you miss out on targeted applications from relevant candidates % of Employers Extended health benefits Pension/RRSP contribution/matching More than 1 days of vacation (for new hires) Individual performance related bonus Flexible work hours 3 Ensure your resume includes tangible achievements. Employers don t just want to know what your job title was, they want to know what you achieved and how you could do the same for them. 3 Top candidates are increasingly demanding work-from-home and flexible work options. As a role that can be done anywhere, you can stand out by offering these sought-after benefits Hays Salary Guide 217 Hays Salary Guide 151

78 Procurement Procurement Procurement Low Vancouver Calgary GTA Ottawa Head of Procurement/ Chief Procurement Officer Vice President Procurement Director Procurement Senior Procurement Procurement Vendor Category Senior Contracts Contracts Contracts Specialist Contracts Administrator Senior Procurement Specialist Procurement Specialist Senior Procurement Analyst Procurement Analyst Strategic Sourcing Sourcing Specialist Purchasing Purchasing Officer/Specialist Purchasing Assistant Purchasing Coordinator Senior Buyer Buyer Junior Buyer Procurement Typical Vancouver Calgary GTA Ottawa Head of Procurement/ Chief Procurement Officer Vice President Procurement Director Procurement Senior Procurement Procurement Vendor Category Senior Contracts Contracts Contracts Specialist Contracts Administrator Senior Procurement Specialist Procurement Specialist Senior Procurement Analyst Procurement Analyst Strategic Sourcing Sourcing Specialist Purchasing Purchasing Officer/Specialist Purchasing Assistant Purchasing Coordinator Senior Buyer Buyer Junior Buyer Hays Salary Guide 217 Hays Salary Guide 153

79 Procurement Procurement High Vancouver Calgary GTA Ottawa Head of Procurement/ Chief Procurement Officer Vice President Procurement MEASURES OF WORTH PROPERTY & FACILITIES MANAGEMENT Director Procurement Senior Procurement Procurement Vendor Category Senior Contracts Contracts Contracts Specialist Contracts Administrator Senior Procurement Analyst Procurement Analyst Strategic Sourcing Sourcing Specialist Purchasing Purchasing Officer/Specialist Purchasing Assistant Purchasing Coordinator Senior Buyer Buyer Junior Buyer Overall, 216 has been another strong year for commercial real estate, with an increased number of acquisitions and decreased vacancy. Eastern Canada has slowed down slightly over the past year, only one major transaction occurred when Dream sold off a portion of their portfolio and KRP Properties picked up their buildings. Vacancy rates in Ottawa in particular remain high, Class A and Class B landlords are continuing to compete for tenants potentially reducing the demand for staffing level increases. There continues to be high demand for qualified operations staff at the intermediate to senior levels and not enough qualified candidates to fill the roles in an expedient manner. In western Canada there have been some strong developments. The biggest was the announcement from the British Columbia Investment Management Corporation on its restructuring of its real estate portfolio with the launch of QuadReal Property Group, where its assets were previously managed largely by Bentall Kennedy, GWL Realty Advisors, and Realstar. This transfer starts in January 217 and will be an interesting process to watch. The office market in Calgary continues to struggle with high vacancy rates from low demand and almost 7 million sq. ft of new completions is set to come online within the next 12 months. However, Calgary still boasts one of the lowest vacancy rates for industrial space in North America, and retail vacancy rates are consistently low. There has been a rise in purpose-rental projects by some owners and developers to balance their exposure to the real estate market in the city. Edmonton has not been as hard hit as Calgary regarding soaring vacancy rates. Currently rates are between 1 15 per cent. However, with a large amount of growth planned for the downtown core, it will be a challenge for the organizations managing the older buildings to compete for tenants with the new assets coming online. Market Insights Property and facilities professionals are anticipating a stable economy in Canada for 217. In terms of business activity, most respondents (59%) said they saw an increase and slightly more (65%) say they expect an increase in 217. This is 1 percentage points more confident than the cross-industry results, showing the strength of the property and facilities industry, despite the ups and downs seen across the country. Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 26.6% 56.8% Strengthening Static Weakening 16.6% Hays Salary Guide 217 Hays Salary Guide 155

80 Property & Facilities Management Property & Facilities Management Business activity Permanent hiring activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: 59.3% 65.1% 23.9% 24.8% 28.2% d 26.% 52.2% d 65.5% 12.5% 8.9% 23.9% 9.7% Hiring Trends Permanent staffing in the industry remained consistent according to 52 per cent of respondents much higher than the cross-industry average (4%). Despite two-thirds saying business activity will increase, few expect to increase headcount (25%) with a further 65 per cent saying they expect to see their headcount remain the same. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. Recruitment Challenges Eighty-three per cent of respondents say they have moderate to extreme difficulty finding top talent for two main reasons. The highest proportion of respondents (4%) blame the lack of training in candidates, followed closely by those saying that there are fewer people entering the job market. There is a common misconception that jobs in the property and facility industry are maintenance roles when, in fact, many roles are about customer service, business development, and life cycle planning and energy management. Strata/condo management professionals are especially in high demand as it is a very demanding and intense area of the industry, which causes professionals to move on to other areas fairly quickly. Despite the difficulty in finding top talent, employers aren t doing very much to attract them. Only 64 per cent are offering competitive salaries and 54 per cent promoting company culture. 1% 8% 6% 1% 8% 6% Recruitment challenges What do you think the main reason is for the skills shortage in your industry? How are you making your company attractive to recruit top talent? 4% 4% 2% Years of experience 2% Years of experience 1.3% 5.5% 8.3% 4.7% d Did not hire temp staff We do not hire temp staff 35.2% % of Employers Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement Offering competitive salary packages Promoting company culture Offering training and professional development Offering competitive benefit packages Promoting career progression Nothing Other Hays Salary Guide 217 Hays Salary Guide 157

81 Property & Facilities Management Property & Facilities Management Roles in Demand Commercial property managers Condo property managers Technical services Building operators Commercial leasing We have a unique portfolio-based team structure at NorthWest that made us look at how our employees are appreciated. Now, our leasing managers are paid salary plus commission on new and renewal leasing transactions and the property managers are paid salary and bonus, plus a transaction bonus for renewal leasing transactions. All team members, including building operators and maintenance and porter services, are evaluated on the same goals and objectives, with occupancy, NOI, and tenant satisfaction being equally weighted. This adjustment to our compensation package was worth the time and effort required to rework and incorporate, as it has improved team alignment, results, communication, and employee empowerment. Dave Casimiro, Regional General, NorthWest Healthcare Properties REIT Compensation and Benefits The majority of respondents say that they increased their salaries in 216 by less than 3 per cent, however, a quarter raised salaries by between 3 and 6 per cent. By the end of 217, closer to a third of respondents expect to increase salaries by between 3 and 6 per cent, with the majority still expecting to increase by less than 3 per cent. Salary level increases What percentage did you increase salaries by in the last 12 months?.8% 2.5% 2.5% 25.% 13.4% 55.8% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze What percentage do you expect to raise salaries by over the next 12 months? 28.4%.8% 3.3% 1.7% 5.8% 6.% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Job Seeker Insights 1 Develop experience in budgeting and working with high-rise structures. These additional technical skills are in high demand in the industry, with not enough candidates who have the skills. 2 Wait for the right role. This is an industry of dependability, so jumping from job to job will give future employers the idea that you are a flight risk when they are looking for someone to stay long-term. 3 Demonstrate your customer service skills. Property and facilities is more than just maintenance, employers are looking for candidates with other skills such as customer service and business development. Employer Insights 1 Develop an attraction strategy. Most top talent is happily employed with your competitor, so work on promoting your organization by answering questions such as: why is your company a great place to work? 2 If you are not paying competitively then be prepared to pay for training costs. You can find staff below market rates, however, most of these candidates are coming from outside of the sector, most likely the industrial side. 3 Try to implement flexibility in the workplace. Many organizations are not offering this, but it is in high demand for professionals in the industry. You are more likely to attract top talent if you are offering what candidates want. Benefits Top five benefits offered by employers % of Employers Extended health benefits More than 1 days of vacation (for new hires) Individual performance related bonus Pension/RRSP contribution/matching Onsite parking/parking subsidy When asked what employers are offering to full time employees, 79 per cent said they offer extended health benefits. The next three most popular benefits are extremely close in percentage at slightly more than 5 per cent: more vacation, performance bonuses, and pension matching. Employers can take advantage of this knowledge by offering more than one of these benefits to become the more attractive employer to potential candidates Hays Salary Guide 217 Hays Salary Guide 159

82 Property & Facilities Management Property & Facilities Management Commercial Property Management Low VAN CG EDM WIN GTA OTT MTL Real Estate Commercial Property Management Typical VAN CG EDM WIN GTA OTT MTL Real Estate Vice President, Property Management Vice President, Property Management Director, Property Management Director, Property Management Senior Property (Commercial Office, Retail or Industrial portfolio) Senior Property (Commercial Office, Retail or Industrial portfolio) Property (Commercial Office, Retail or Industrial portfolio) Property (Commercial Office, Retail or Industrial portfolio) Assistant Property Assistant Property Property Administrator Property Administrator Tenant Services Coordinator Tenant Services Coordinator Hays Salary Guide 217 Hays Salary Guide 161

83 Property & Facilities Management Property & Facilities Management Commercial Property Management High VAN CG EDM WIN GTA OTT MTL Real Estate Vice President, Property Management Director, Property Management Senior Property (Commercial Office, Retail or Industrial portfolio) Property (Commercial Office, Retail or Industrial portfolio) Assistant Property Property Administrator Tenant Services Coordinator Residential Property Management Low VAN CG EDM WIN GTA OTT MTL Director, Property Management Senior Property Property Property Administrator Condominium Site/Resident Leasing Representative/ Agent Operations Supervisor Senior Building Operator Building Operator Maintenance Worker Typical VAN CG EDM WIN GTA OTT MTL Director, Property Management Senior Property Property Property Administrator Condominium Site/Resident Leasing Representative/ Agent Operations Supervisor Senior Building Operator Building Operator Maintenance Worker Hays Salary Guide 217 Hays Salary Guide 163

84 Property & Facilities Management Property & Facilities Management Residential Property Management High VAN CG EDM WIN GTA OTT MTL Director, Property Management Senior Property Property Property Administrator Condominium Site/Resident Leasing Representative/ Agent Operations Supervisor Senior Building Operator Building Operator Maintenance Worker Asset Management Low VAN CG EDM WIN GTA OTT MTL Vice President, Asset Management Director, Asset Management Asset Typical VAN CG EDM WIN GTA OTT MTL Vice President, Asset Management Director, Asset Management Asset Management High VAN CG EDM WIN GTA OTT MTL Vice President, Asset Management Director, Asset Management Asset Commercial Leasing Low VAN CG EDM WIN GTA OTT MTL Vice President/ Director/Senior of Leasing Leasing / Representative Leasing Assistant/ Coordinator Typical VAN CG EDM WIN GTA OTT MTL Vice President/ Director/Senior of Leasing Leasing / Representative Leasing Assistant/ Coordinator High VAN CG EDM WIN GTA OTT MTL Vice President/ Director/Senior of Leasing Leasing / Representative Leasing Assistant/ Coordinator Asset Hays Salary Guide 217 Hays Salary Guide 165

85 Property & Facilities Management Property & Facilities Management Lease Administration Low VAN CG EDM WIN GTA OTT MTL Lease Administrator Lease Administrator lease drafting Lease Administrator non lease drafting Typical VAN CG EDM WIN GTA OTT MTL Lease Administrator Lease Administrator lease drafting Lease Administrator non lease drafting High VAN CG EDM WIN GTA OTT MTL Lease Administrator Lease Administrator lease drafting Lease Administrator non lease drafting Operations and Maintenance Low VAN CG EDM WIN GTA OTT MTL Director, Operations Operations Operations Supervisor Chief Power Engineer Senior Building Operator Building Operator Maintenance Worker Typical VAN CG EDM WIN GTA OTT MTL Director, Operations Operations Operations Supervisor Chief Power Engineer Senior Building Operator Building Operator Maintenance Worker High VAN CG EDM WIN GTA OTT MTL Director, Operations Operations Operations Supervisor Chief Power Engineer K Senior Building Operator Building Operator Maintenance Worker Hays Salary Guide 217 Hays Salary Guide 167

86 Property & Facilities Management Property & Facilities Management Facilities Management Low VAN CG EDM WIN GTA OTT MTL Head of Facilities Management Director, Facilities Management General Facilities Facilities Coordinator Typical VAN CG EDM WIN GTA OTT MTL Head of Facilities Management Director, Facilities Management General Facilities Facilities Coordinator High VAN CG EDM WIN GTA OTT MTL Head of Facilities Management Director, Facilities Management General Sustainability Low VAN CG EDM WIN GTA OTT MTL Director of Sustainability of Sustainability Project Typical VAN CG EDM WIN GTA OTT MTL Director of Sustainability of Sustainability Project High VAN CG EDM WIN GTA OTT MTL Director of Sustainability of Sustainability Project Facilities Facilities Coordinator Hays Salary Guide 217 Hays Salary Guide 169

87 MEASURES OF WORTH RESOURCES & MINING Resources & Mining Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 38.% 53.5% 35.2% d 36.6% 26.8% 9.9% Commodity prices were still low for base metals throughout 216, and look to be similarly low for 217. As a result, there has been limited available work in the resources and mining sector, however, employment has remained relatively stable. Coking coal has recently seen a resurgence, spurring on more activity amongst the coal mines, and crude oil has momentarily stabilized. This stabilization may have an effect on manufacturing and forestry if skilled trades take it as a sign that there will be a upturn in oil and gas. As such, the resources and mining industry is following what is happening in oil and gas very closely, not wanting to lose their employees to another industry when the market changes. Hiring Trends Over the past year, a third of respondents say they saw a decrease in their headcount, however, that amount cuts by half for those expecting to see a decrease in 217. Resources and mining professionals are keeping an eye on the oil and gas industry to identify what actions they will need to take in hiring practices, as many of their skilled trades entered the industry from oil and gas. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% 8% Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% 8% Market Insights Resources and mining professionals have a positive outlook for Canada s economy in 217, with 87 per cent expecting it to remain consistent or increase. Although there was a 27 per cent decrease in business activity in 216, over half of respondents are expecting their business activity to increase over the next year. Despite the difficulties in obtaining projects, these percentages are fairly close to those of the cross-industry results. 6% 4% 2% Years of experience 6% 4% 2% Years of experience Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 36.6% d Did not hire temp staff We do not hire temp staff 5.7% Strengthening Static Weakening 12.7% Hays Salary Guide 217 Hays Salary Guide 171

88 Resources & Mining Resources & Mining Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: Roles in Demand 23.1% 3.8% Millwrights Electricians Heavy duty mechanics 46.1% 3.8% d Recruitment Challenges Of the resources and mining respondents, 65 per cent indicated that they are experiencing moderate difficulty in hiring top talent. Although there are skilled tradespeople coming from the oil and gas industry, there are a lack of candidates for some specialties, such as electricians. Employers are wary of an upturn in oil and gas as it means they could lose personnel, increasing the already difficult challenges of filling positions. To combat an exodus, 47 per cent of employers are promoting company culture, followed by 37 per cent offering competitive salary packages. Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 8.8% 19.3% 19.3% 24.6% 28.% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement 53.8% 15.4% How are you making your company attractive to recruit top talent? % of Employers Promoting company culture Offering competitive salary packages Offering competitive benefit packages Offering training and professional development Promoting career progression Nothing Other Job Seeker Insights 1 On your resume, include equipment brands and models you have worked with so employers get a good sense of what you are capable of. Employers are looking for talent with the skills to maintain the equipment they are already using. 2 Resource and mining companies are facing a challenge filling positions. Take advantage of this by knowing what skills you have that are transferable for a different role. This will increase both your options and likelihood to be offered the job. 3 Be open to relocation. In this industry, more opportunities may be found elsewhere based on the commodity market and demand. Your ability to move will allow the chance for career progression and further immersion in the industry. Over the past few years, the forest products industry has been one of Canada s strongest export sectors, with demand for pulp and specialty paper products a driving force for our growth in the face of market declines for traditional printing and writing papers. The forest products industry has been able to tap into transferable skills from other natural resources industries, which has partly alleviated talent strategies. There is a feeling of wait and see post-us election as possible changes to NAFTA or other policies could impact the industry. Kerris Hougardy, Director, Talent & Corporate HR Business Partner, Catalyst Paper Employer Insights 1 Work on a retention strategy. Since many workers in the resources and mining industry have transitioned from oil and gas, put in place a plan that will make them want to stay even if there is an upturn in oil and gas. 2 Provide training to skilled trades. Take advantage of your talented tradespeople by teaching them skills to fill gaps in other areas. Look at what transferable skills a candidate has and build on that with training for another role. 3 Promote the stable work environment. Many professionals in the industry and similar industries are seeing that it is difficult to maintain a career in the field, so they will be attracted to a company that shows it is stable and less likely to see mass layoffs Hays Salary Guide 217 Hays Salary Guide 173

89 Resources & Mining Resources & Mining Compensation and Benefits The resource and mining industry followed closely behind cross-industry averages, with 46 per cent saying they offered less than a 3 per cent increase in 216, and 49 per cent saying they will offer less than 3 per cent in 217. Almost a third of respondents were not able to offer any increase last year, but that amount is expected to decrease in 217. Salary level increases What percentage did you increase salaries by in the last 12 months? 12.7% 3.6% 27.3% 3.6% 7.3% Benefits 45.5% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze Top five benefits offered by employers % of Employers Extended health benefits Individual performance related bonus Pension/RRSP contribution/matching More than 1 days of vacation (for new hires) Training and/or certification support (financial/non financial) What percentage do you expect to raise salaries by over the next 12 months? 14.5% 1.8% 7.3% 5.5% 21.8% 49.1% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Most resource and mining companies (83%) are offering their full time employees extended health benefits, which means if you aren t offering the same, top talent won t give you a second look. The next most popular benefit offered is performance bonuses, at 61 per cent. To help retain your top talent, it is worth offering at least two benefits, to set you apart from the competition. MINING Head Office National President/Chief Executive Officer Typical 18 4 Chief Operating Officer Senior Investor Relations 9 15 Vice President, Exploration Continuous Improvement 9 14 Mining Engineering National Typical General Mine 15 17, Technical Services Superintendent Engineering Chief Engineer Senior Mine Engineer 1 12 Mine Engineer 75 1 Mine Technician Mechanical Engineer 7 8 Senior Mechanical Engineer 9 11 Electrical Engineer 7 8 Senior Electrical Engineer 9 11 Ventilation Engineer 8 12 Metallurgy/Processing National Typical Mill /Process Chief Metallurgist Mill Superintendent Senior Process Engineer 9 11 Process Engineer 7 8 Senior Metallurgist 9 11 Metallurgist 7 8 Senior Maintenance & Production National Typical Maintenance Maintenance Superintendent Maintenance Planner 9 11 Maintenance Foreperson 9 12 Pit or U/G Superintendent Pit or U/G Foreperson Hays Salary Guide 217 Hays Salary Guide 175

90 Resources & Mining Resources & Mining Geology Mining Development & Construction FORESTRY Technical & Operations Forestry Trades & Maintenance National Typical National Typical National Typical National Typical Exploration Project Geologist Senior Exploration Geologist 8 95 Exploration Geologist 65 8 Chief Geologist Geology Superintendent 1 14 Senior Resource Geologist 9 12 Senior Mine Geologist 85 1 Mine Geologist 75 9 Health, Safety & Environment Project Project Controls /Lead 14 2 Senior Cost Controller 1 14 Senior Planner 1 14 Intermediate Cost Controller 8 15 Intermediate Planner 8 15 Project Controls Analyst 7 1 Intermediate Estimator 9 12 Mining Trades & Maintenance National Typical Forestry Engineer/ Planning Forester Process Engineer & Quality Control Plant Production/Sawmill Supervisor 8 11 Sawmill Superintendent Maintenance Supervisor Maintenance Superintendent Maintenance Health, Safety & Environmental 6 13 Silvicultural Forester 6 8 Millwright apprentice Millwright Red Seal Certified HD Mechanic apprentice HD Mechanic Red Seal Certified Electrician apprentice Electrician Red Seal Certified *Hourly rate /hr* 37 43/hr* 28 35/hr* 37 43/hr* 28 35/hr* 37 43/hr* National Typical Millwright apprentice 27 35/hr* Land Management HSE Superintendent 1 14 Millwright Red Seal Certified 35 44/hr* Lumber Sales 8 1 HSE 8 12 HD Mechanic apprentice 27 35/hr* Mechanical Engineer 7 8 HSE Supervisor HSE Coordinator 6 9 HSE Officer 5 75 Senior Environment 1 14 Environment 7 11 HD Mechanic Red Seal Certified Electrician apprentice Electrician Red Seal Certified * Hourly rate 35 44/hr* 27 35/hr* 35 44/hr* Senior Mechanical Engineer 9 11 Electrical Engineer 7 8 Senior Electrical Engineer 9 11 Energy 9 11 Environment Coordinator 6 9 Energy Hays Salary Guide 217 Hays Salary Guide 177

91 MEASURES OF WORTH SALES Sales Business activity In the last 12 months, business activity has: In the upcoming year, you expect business activity to: 44.4% 6.% 22.2% d 24.4% 33.4% 15.6% Sales is the key to business success, and employers are constantly looking for the best sales people the ones who will have the biggest positive impact on the business. Although it seems there is always an abundance of sales representatives available, finding those who are able to attain set targets and goals is still the challenge of the industry. As a means to filter candidates, sales employers are starting to make a bachelor s degree a requirement for sales positions even for more junior roles. The enterprise software solutions industry continues to grow, but available permanent positions remain high across all industries. In the senior positions there is a demand for proven B2B skills and account management experience. Market Insights When asked how they see the general outlook of Canada s economy for the coming year, 78 per cent say they expect it to remain consistent or increase. In terms of business activity in 216, a third of respondents saw a decrease in activity. However, their outlook for 217 is more positive as that number gets cut by more than half. The majority (6%) of sales professionals expect an increase of business activity in 217, which is in line with the cross-industry average. Hiring Trends This past year was not a generous one for the sales environment when looking at permanent staff, as seen by the forty per cent of respondents who said their headcount was decreased in 216. Fortunately, sales professionals can look forward to more opportunities in 217, with 47 per cent of respondents expecting to increase their permanent staff. Temporary/contract hiring activity Please indicate how temporary/contract staffing levels have changed over the last 12 months. 1% 8% 6% 4% 2% Years of experience Please indicate how you expect temporary/contract staffing levels to change over the next 12 months. 1% 8% 6% 4% 2% Years of experience Economic outlook How do you see the general outlook for the economy in the next 6 to 12 months? 26.7% d Did not hire temp staff We do not hire temp staff 51.1% Strengthening Static Weakening 22.2% Hays Salary Guide 217 Hays Salary Guide 179

92 Sales Sales Permanent hiring activity Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: Roles in Demand 33.3% 46.7% B2B sales experts Account managers CRM platform specialists 26.7% 4.% d Recruitment Challenges Sales employers are finding it challenging to attain the right talent. Thirty-seven per cent of respondents say it is moderately difficult and an equal amount are saying it s significantly to extremely difficult. There is now a high demand for sales candidates with a bachelor s degree, as well as those with experience using Salesforce as a customer relationship management platform. Employers are looking for candidates who can demonstrate both the ability to gain new clients and nurture existing client relations. The greatest challenges respondents are seeing are people leaving sales to work in other functions, and not enough new candidates entering the job market. To try and attract top talent, half of sales respondents say they are promoting company culture and offering competitive salary packages. Recruitment challenges What do you think the main reason is for the skills shortage in your industry? 43.3% 1.% How are you making your company attractive to recruit top talent? Job Seeker Insights 1 Develop your relationship skills. Sales is not just about selling a service, it s about creating relationships with clients. Employers are looking for candidates who are able to attract new clients and nurture relations with existing ones. We are always looking for sales people who are results-driven, adaptable, and who can communicate across a range of levels. We ll hire from a wide range of sectors and industries to find candidates with the right combination of passion, drive, and potential. Millennial s embrace of technology means new recruitment tools, and new approaches in the workplace. They challenge traditional thinking and methods, and employers need to be flexible and innovative to get the most from this demographic. In order to be competitive employers will need to tap into that same flexibility and innovation to attract top candidates with the sought after policies such as work-from-home options. Stephen Pickett, Director, Inside Sales, Acklands-Grainger Inc. Employer Insights 1 Build your employer brand. Since only half of employers are promoting their brand to candidates, you will have a competitive edge on attracting top talent by showing them you have what your competitors don t. 1.3% 2.5% 3.8% 25.6% 12.8% Lack of training & professional development available Fewer people entering the job market in your industry People relocating to other regions People leaving to join a different industry Retirement % of Employers Promoting company culture Offering competitive salary packages Promoting career progression Offering competitive benefit packages Nothing Offering training and professional development Other 2 The sales environment is very competitive, so employers are always cognizant of whether potential candidates have been jumping from one sales position to the next. In order to secure your career, choose a company in which you can invest your time. This will show future employers your commitment and reliability. 3 Know your industry. Make the effort to understand the business in order to align whatever your services are with those needs. 2 Provide training or job shadowing to employees. You can help make the difference between a good sales person and a great one. Not only will employees see this as a development opportunity, but you will develop the skilled talent you need. There are many candidates leaving sales for other functions but they may not know what opportunities exist. 3 Offer a premium commission/bonus structure. Most sales environments offer their professionals incentives to do well through bonuses or commissions. If your company isn t implementing a plan for this then you will be left behind Hays Salary Guide 217 Hays Salary Guide 181

93 Sales Sales Compensation and Benefits As is common across all industries and functions, the majority of sales employers (47%) increased salaries by less than 3 per cent in 216. What is not common is the outlook of salary trends for the coming year, as the amount of sales respondents expecting to increase salaries by 3 to 6 per cent doubles from those who offered that salary raise last year. Salary level increases What percentage did you increase salaries by in the last 12 months? What percentage do you expect to raise salaries by over the next 12 months? Sales National Low RFP Specialist 55 6 Head of Business Development 75 9 Sales Director* 1 12 Sales * 85 1 Account 4 5 National High RFP Specialist Head of Business Development 9 1 Sales Director* Sales * Account %.% 1.% 6.6% 2.% 46.7% % <3% 3% to 6% 6% to 1% >1% We had a salary freeze 3.3%.% 6.7% 33.3% 13.3% 43.4% % <3% 3% to 6% 6% to 1% >1% We will have a salary freeze Sales Assistant 3 35 Business Development Coordinator 4 45 Client Services Representative 3 35 Outside Sales Representative 4 5 Inside Sales Representative 3 35 Sales Assistant 5 55 Business Development Coordinator 5 55 Client Services Representative Outside Sales Representative 6 7 Inside Sales Representative 5 55 *Typical commission on top of base salary 3 5% of base National Typical RFP Specialist 6 7 Head of Business Development 8 95 Sales Director* Benefits Top five benefits offered by employers % of Employers Most sales professionals are offering health benefits to full time employees, with several also offering performance-related bonuses. To attract the talent needed, employers need to be sure they are offering the same benefits as their competitors, meaning at the very least health benefits and bonuses. Other organizations are offering the ability to work from home and more vacation, so these could be key attraction tools in the next year. Sales * 1 12 Account 5 6 Sales Assistant 4 45 Business Development Coordinator 4 45 Client Services Representative 4 45 Outside Sales Representative 5 6 Inside Sales Representative 4 45 *Typical commission on top of base salary 3 5% of base Extended health benefits Individual performance related bonus Ability to work from home More than 1 days of vacation (for new hires) Pension/RRSP contribution/matching Hays Salary Guide 217 Hays Salary Guide 183

94 ABOUT US Our global, leading brand underpins our local and niche attraction efforts, resulting in Hays being the #1 most followed recruitment company on LinkedIn. We have the best network of available qualified candidates as a result of our digital recruitment strategy, enabling us to find you the best talent. WE ATTRACT THE BEST TALENT SERVICE EXCELLENCE 9/1 customer satisfaction *Hays Performance Indicator WE PROVIDE INDUSTRY EXPERTISE Through our 36 model of client onboarding, assessment, servicing, and candidate matching, we understand your needs, providing you with the best qualified candidates. Our standardized compliance of complete due diligence, tailored delivery model, and full service management guarantees your peace of mind. WE MAKE THE BEST MATCH ABOUT HAYS GLOBAL REACH 33 Countries 252 Hays offices worldwide 9, Hays employees worldwide 67, Permanent placements last year 22, Contract workers last year 45 Years in business LOCAL PRESENCE 212 Specialist recruitment consultants 2,5 Placements per year Top 3 Permanent recruiter in Canada 9 Offices ABOUT OUR CANADIAN OPERATIONS CANADIAN OFFICES Calgary Edmonton Ottawa Mississauga Montréal Toronto Vancouver Winnipeg SERVICES Temporary Contract Permanent Retained search MSP/RPO VMS CANADIAN SPECIALISMS 15 Accounting & Finance Banking & Capital Markets Construction & Property Energy, Oil & Gas Engineering & Manufacturing Executive Search Financial Services Human Resources Information Technology Legal Life Sciences Office Professionals Procurement Resources & Mining Sales & Marketing Our specialist consultants know your industry, based on their specialization by location, discipline and niche skill sets. As a result of our global, leading recruitment and industry training and renowned thought leadership, our team of experts deliver labour market insight and advice, supporting you throughout your hiring process Hays Salary Guide /HaysNorthAmerica /Hays 217 Hays Salary Guide 185

95 Hays Salary Guide 217 Hays Salary Guide 187