HEALTH WEALTH CAREER MERCER S 2016 COMPENSATION PLANNING SEMINAR DOING MORE WITH LESS SEPTEMBER 2015 Toronto
TODAY S PRESENTERS PRESENTERS PEDRO ANTUNES ALLISON GRIFFITHS JAYNA KORIA MERCER 2015 1
TODAY S DISCUSSION 01 ECONOMIC OVERVIEW 02 HIGHLIGHTS FROM THE SURVEY 03 INSIDE EMPLOYEES MINDS MERCER 2015 2
HIGHLIGHTS FROM THE SURVEY MERCER 2015 3 MERCER 2015 3
MERCER RESEARCH MERCER 2015 4
PARTICIPANT PROFILE 590 PARTICIPANTS % 7 Financial Services % 5 Insurance % 8 High Tech % 6 Consumer Goods 18 % Services (Non-Financial) 16 % Energy MERCER 2015 5 9 % Other Non Manufacturing Government/Public Administration (3%) Life Sciences (4%) Mining & Metals (4%) Other Durable Goods Manufacturing (6%) Other Non Durable Goods Manufacturing (3%) Retail & Wholesale (7%) Transportation Equipment (1%)
PARTICIPANT PROFILE 5,000 AND OVER15% 15% LESS THAN 100 EMPLOYEES 3,000 4,9997% NUMBER OF EMPLOYEES 17% 100 299 1,000 2,99923% 500 99913% 9% 300 499 MERCER 2015 6
EMPLOYERS REMAIN CAUTIOUS SALARY BUDGETS REMAIN STEADY CANADA (ALL INDUSTRIES, ALL LOCATIONS, EXCLUDING ZEROS) YEAR ALL EMPLOYEES EXEC MGMT PROFESSIONAL CLERICAL OPERATIONAL 2016 2.8% 2.8% 2.8% 2.8% 2.7% 2.7% 2015 (ACTUAL) 2.8% 2.8% 2.8% 2.8% 2.7% 2.7% 2014 (ACTUAL) 3.0% 3.2% 3.1% 3.0% 3.0% 2.9% 2013 (ACTUAL) 3.2% 3.4% 3.3% 3.1% 3.2% 3.0% 2012 (ACTUAL) 3.2% 3.2% 3.3% 3.2% 3.2% 3.1% MERCER 2015 7
EMPLOYERS REMAIN CAUTIOUS RESULTS INCLUDING FREEZES CANADA (ALL INDUSTRIES, ALL LOCATIONS) YEAR ALL EMPLOYEES EXEC MGMT PROFESSIONAL CLERICAL OPERATIONAL 2016 EXCL. 0 S 2.8% 2.8% 2.8% 2.8% 2.7% 2.7% 2016 INCL. 0 S 2.6% 2.6% 2.6% 2.6% 2.6% 2.4% 2016 % OF FREEZES 3% 6% 4% 4% 3% 5% MERCER 2015 8
PROVINCES FOLLOW HISTORICAL TRENDS 2015 PROJECTIONS Territories 3.0 Other British Columbia Greater Vancouver 3.0 2.9 3.2 3.2 Greater Calgary Other Alberta 3.1 Saskatchewan Manitoba Other Ontario Other Quebec 2.8 3.0 2.9 2.8 2.8 Greater Montreal Atlantic Canada Greater Toronto 2.9 2.6 3.2 MERCER 2015 9
MORE BALANCED INCREASES AMONGST PROVINCES 2016 PROJECTIONS Territories 2.6 Other British Columbia Greater Vancouver 2.7 2.8 2.7 2.8 Greater Calgary Other Alberta 2.7 Saskatchewan Manitoba Other Ontario Other Quebec 2.7 2.7 2.7 2.7 2.7 Greater Montreal Atlantic Canada 3.0% Greater Toronto 2.7 2.6 3.2 MERCER 2015 10
DISTRIBUTION OF 2016 BASE SALARY INCREASES 2016ProjectedBaseSalary Increase(%) 7 6 5 4 3 2 1 0 MEAN: 2.7% MEDIAN: 3.0% MERCER 2015 11
FACTORS INFLUENCING COMPENSATION DECISIONS RETENTION CONCERNS 60% OVERALL ECONOMIC CLIMATE 62% ATTRACTION CONCERNS 53% NEED TO STRENGTHEN THE PERFORMANCE-BASED CULTURE AND DELIVER PAY FOR PERFORMANCE (49%) CONCERNS REGARDING EMPLOYEE ENGAGEMENT LEVELS (44%) DESIRE TO PROVIDE CAREER MOBILITY AND ADVANCEMENT OPPORTUNITIES (37%) OTHER (6%) MERCER 2015 12
LOOKING AT HISTORICAL TRENDS 2015 PROJECTIONS 3.7% 3.1% 3.1% 3.0% 3.0% 2.9% 2.9% 2.7% 2.7% 2.7% ENERGY OtherNonDurable GoodsMFG Services (NonFinancial) HighTech OtherDurable GoodsMFG FinancialServices Insurance Retail&Wholesale ConsumerGoods PublicSector 2015 PROJECTED MERCER 2015 13
LOOKING AT HISTORICAL TRENDS 2015 ACTUALS 3.1% 2.8% 2.6% 2.8% 2.8% 2.7% 2.7% 2.5% 2.9% 2.5% ENERGY Other Non Durable Goods MFG Services (Non Financial) High Tech Other Durable Goods MFG Financial Services Insurance Retail & Wholesale Consumer Goods Public Sector 2015 PROJECTED 2015 ACTUAL MERCER 2015 14
ARE WE PESSIMISTS OR IS THIS THE NEW REALITY? 2016 PROJECTIONS 2.9% 2.7% 2.6% 3.0% 2.8% 2.8% 2.7% 2.6% 2.9% 2.6% Energy Other Non Durable Goods MFG Services (Non Financial) HIGH TECH Other Durable Goods MFG Financial Services Insurance Retail & Wholesale Consumer Goods Public Sector 2015 PROJECTED 2015 ACTUAL 2016 PROJECTED MERCER 2015 15
HOW EMPLOYEES MOVE THROUGH THE RANGE 42% of organizations use a merit matrix Base Salary #1 way to differentiate MERCER 2015 16
EXAMPLE MERIT MATRIX Position in Range / "Compa-Ratio" 80% - 90% 90% - 110% 110% - 120% 5 Highest 6% 5% 4% Performance Rating 4 Next Highest 5% 4% 3% 3 Middle 4% 3% 2% 2 Low 2% 2% 0% 1 Lowest 0% 0% 0% MERCER 2015 17
FACTORS EMPLOYERS CONSIDER WHEN DEVELOPING A MERIT MATRIX 92% 77% 61% 24% 14% 7% BASE SALARY INCREASE BUDGET DISTRIBUTION OF EMPLOYEES WITHIN THE BASE SALARY RANGE DESIRED PERFORMANCE DIFFERENTIATION TIME TO MIDPOINT/ JOB RATE YEAR-OVER-YEAR ACTUAL INCREASES IN PAYROLL COSTS TIME TO MARKET ZONE MERCER 2015 18
AVERAGE PERFORMERS CAN EXPECT DIFFERENT INCREASES 2015 BASE SALARY INCREASES 3.1% 2.4% 1.9% DEVELOPING ZONE (80 90%) MARKET ZONE (100%) PREMIUM ZONE (110% OR GREATER) MERCER 2015 19
IDEAL VS. ACTUAL NUMBER OF YEARS TO MIDPOINT/JOB RATE 70% 60% 50% 61% 47% % OF ORGS 40% 30% 20% 31% 23% 26% 10% 0% 6% 5% 2% <3 YEARS 4 6 YEARS 7 9 YEARS >10 YEARS IDEAL % ACTUAL % MERCER 2015 20
STRUCTURE ADJUSTMENTS MOVE SLOWER THAN BASE SALARY INCREASES BASE SALARY INCREASE STRUCTURE ADJUSTMENT 2.1% 2.8% MERCER 2015 21
OFF-CYCLE ADJUSTMENTS ARE TYPICALLY USED TO RECOGNIZE PROMOTIONS TEMPORARY ASSIGNEMENT OTHER 15% 1% RETENTION 23% 57% PROMOTION MARKET COMPETITIVENESS 17% MERCER 2015 22
INSIDE EMPLOYEES MINDS MERCER 2015 23 MERCER 2015 23
INSIGHTS COME FROM MERCER S INSIDE EMPLOYEES MINDS SURVEY 1 2 3 4 5 Proprietary research on employee views on work, including engagement, health, and retirement More than 80 survey questions covering pay, benefits, careers, leadership, performance, engagement, etc. Conducted in early 2015 among nationally representative sample of Canadian workers Survey was also conducted in the US Reflects Canadian workforce demographics (age, gender, job level, in public and private sectors) Conjoint analysis to rank what employees value the most MERCER 2015 24
WHAT S ON EMPLOYEES MINDS: I M SATISFIED BUT LEAVING Two out of five private sector workers in Canada are seriously considering leaving Three out of five who say they are satisfied with the type of job they do are considering leaving Base pay continues to be most important reward element, followed by retirement, and lowcost health care MERCER 2015 25
OVERALL ENGAGEMENT TRENDS Private Sector Change 2011* 2015* Public Sector 2015 I am proud to work for my organization 66% 60% 62% My work gives me a feeling of personal accomplishment I would recommend my organization to others as a good place to work 67% 59% 65% 66% 52% 56% 1. Private sector employees only for trending purposes Inside Employees Minds Canada, 2011 and 2015 MERCER 2015 26
THE MARKET CONTEXT ECONOMIC CONCERNS CARRY OVER TO JOB INSECURITY LACK OF ECONOMIC CONFIDENCE Growing economic pessimism Concern about job security THE WAY EMPLOYEES SEE IT NOW: I EXPECT MINIMAL ECONOMIC GROWTH, AND POSSIBLY EVEN RECESSION, OVER THE NEXT YEAR. BECAUSE OF THIS AND OTHER CONCERNS IN MY JOB, I AM RECALIBRATING TO THE NEW NORMAL. MERCER 2015 27
JOB SECURITY DIVERGING VIEWS BASED ON POSITION AND SECTOR HOW CONCERNED ARE YOU THAT YOU MAY LOSE YOUR JOB IN THE NEXT 12 MONTHS? RESPONDENTS OVERALL SAYING THEY ARE VERY CONCERNED: Very concerned 7% 14% Somewhat concerned Not very concerned Not at all concerned 20% 26% 35% 32% 34% 32% Senior mgmt Mgmt Non-mgmt 9% 13% 27% Private sector Public sector MERCER 2015 28
THE STATE OF ENGAGEMENT: REDEFINING THE EMPLOYMENT VALUE-PROPOSITION BROAD ISSUES Engagement Paradox Public/ Private Split Generational Divide SPECIFIC ISSUES Bullish on Benefits Retirement Readiness Talent Challenges MERCER 2015 29
ENGAGEMENT PARADOX: SATISFACTION NOT ALWAYS THE PREDICTOR OF COMMITMENT In Canada, 2 out of 5 private sector employees are seriously considering leaving their organization 40% of private sector employees are looking to leave, compared with 36% in 2011 30% of public sector workers today are seriously considering leaving Even workers who are satisfied with their job and organization are eyeing the exits MERCER 2015 30
SATISFIED AND LOOKING TO LEAVE 35% Among the 35% of all workers who are seriously considering leaving their job: 51% 43% 42% of those very satisfied with career opportunities who strongly agree that their organization as a whole is well-managed who strongly agree that they have sufficient opportunity for growth and development in their organization MERCER 2015 31
SATISFIED AND LOOKING TO LEAVE SENIOR MANAGEMENT SENIOR MANAGERS ARE MORE THAN TWICE AS LIKELY AS NON- MANAGEMENT EMPLOYEES TO BE SERIOUSLY CONSIDERING LEAVING THEIR ORGANIZATIONS AT THE PRESENT TIME Senior management 67% 85% Management 45% 71% Non-management 30% 58% Satisfaction with organization Looking to leave MERCER 2015 32
PUBLIC SECTOR EMPLOYEES MORE ENGAGED My work gives me a feeling of personal accomplishment 57% 65% I am proud to work for my organization I feel a strong sense of commitment to my organization I would recommend my organization to others as a good place to work 59% 62% 52% 58% 52% 56% At the present time, I am seriously considering leaving my organization 30% 40% Private Public MERCER 2015 33
GENERATION GAP: YOUNG EMPLOYEES HAVE MIXED VIEWS OF WORK In Canada, 44% under age 35 are considering leaving Employees age 34 and under are more positive about most aspects of work, but: More likely to be seriously considering leaving their job Employees 50 and older are much less positive about work, less likely to leave MERCER 2015 34
BASE PAY RANKS MOST IMPORTANT SATISFACTION IS LOW COMPARED TO OTHER ELEMENTS MOST VALUED ELEMENTS OF THE VALUE PROPOSITION (OUT OF 13) 1 2 3 4 5 Base pay/hourly wage Retirement savings/pension plan 1 Health care coverage 2 Paid time off/vacation schedule Flexible schedule 54% 69% 70% 66% 57% AND EMPLOYEE SATISFACTION WITH EACH ELEMENT 1. Employee has retirement benefits 2. Employees enrolled in employer sponsored health plan MERCER 2015 35
RETIREMENT READINESS: BENEFITS VALUED,BUT READINESS IN DOUBT In Canada, 7 out of 10 are satisfied with their retirement plan Perfect storm of factors is creating insecurity and increasing importance of retirement benefits DB plan cuts/freezes/terminations, primarily in private sector organizations Retirement readiness decreases substantially with age Younger workers losing confidence in future support from government-provided plans MERCER 2015 36
BENEFITS DILEMMA: IMPORTANCE AND SATISFACTION GROW AMID ANXIETY OF COST In Canada, 3 out of 4 are satisfied with their benefits Satisfaction is high with all benefits, especially medical coverage (76% satisfied) and retirement plans (69% satisfied) However, rising health care cost is a concern for all employees Fewer expect health care to be affordable in five years 28% were asked to pay more out of pocket for health benefits last year; 15% saw their health benefits scaled back MERCER 2015 37
MATCHING PAY AND PERFORMANCE In Canada, about 1 out of 3 say their organization does an adequate job of matching pay to performance Disconnect exists between pay and performance Employers providing less support in careers and not retaining the best, say employees Scores in most categories trend lower since 2011 Upbeat assessments on diversity, dignity, and respect MERCER 2015 38
PAY AND PERFORMANCE I am paid fairly given my performance and contributions to my organization 2011 My organization does an adequate job of matching pay to performance 57% 51% 46% 39% I have clearly defined performance goals and objectives 60% 69% When I do a good job, my performance is rewarded 35% 39% 2011 Today Inside Employees Minds Canada, 2011 and 2015. Private sector employees for trending purposes MERCER 2015 39
DIVERSITY EFFORTS PAYING OFF My organization actively supports diversity in the workplace 63% 68% Employees in my organization are treated with dignity and respect, regardless of their position or background 62% 62% 2011 Today Inside Employees Minds Canada, 2011 and 2015. Private sector employees for trending purposes MERCER 2015 40
WHAT S NEXT STAY TUNED MERCER 2015 41
KEY TAKEAWAYS MAJORITY OF CANADIAN ORGANIZATIONS ARE BEING MORE CAUTIOUS WITH THEIR BUDGETS IN 2015 AND 2016 COMPARED TO PREVIOUS YEARS OVERALL ECONOMIC CLIMATE IS THE MOST COMMON FACTOR INFLUENCING DECISION-MAKERS COMPENSATION DECISIONS FOR 2016 HAPPY DOES NOT MEAN STAYING ARTICULATE A VALUE PROPOSITION THAT SPEAKS TO ALL DEMOGRAPHICS AND EVOLVES OVER TIME ORGANIZATIONS NEED TO UNDERSTAND THE ENGAGEMENT DRIVERS FOR THEIR WORKFORCE IN ORDER TO MOTIVATE AND RETAIN TALENT MERCER 2015 42
QUESTIONS FROM THE AUDIENCE MERCER 2015 43
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