hay group hong kong pulse survey report group | hong kong pulse survey, october 2012 6 4. main...
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Hay Group Hong Kong
Hay Group Hong Kong – Pulse Survey Report
October 2012
Hay Group | Hong Kong Pulse Survey, October 2012
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1 Introduction .......................................................................................... 4
2 List of Participants ................................................................................ 7
3 Main Findings – Analysis on All Organizations ................................... 14
4 Main Findings – Sector Analyses ....................................................... 19
– Consumer Goods .................................................................................................. 22
– Consumer Services ............................................................................................... 24
– Financials .............................................................................................................. 26
– Industrials .............................................................................................................. 30
– Natural Materials, Chemicals, Oil & Gas................................................................ 34
– Public Sector & Not-For-Profit ............................................................................... 36
– Others .................................................................................................................... 38
5 Employee Turnover Rate ................................................................... 40
6 Recruitment Plan ................................................................................ 43
7 HR Issue – Paternity Leave Policies .................................................. 46
8 Appendix ............................................................................................ 50
Methodology and Definitions .................................................................................... 51
Hay Group | Hong Kong Pulse Survey, October 2012
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About Hay Group Hay Group assists clients in interpreting the findings of the survey and is involved in numerous assignments to define and implement compensation philosophies and strategies. It is our goal to continually enhance our products and services to assist you with your human resources issues. Any comments or suggestions from you will be much valued. For further information, please contact:-
Hay Group – Hong Kong
Hay Group Limited 27/F, No. 3 Lockhart Road
Wanchai, Hong Kong
Tel: (852) 2527-9900 Fax: (852) 2866-1111
Email: [email protected]
Website: www.haygroup.com and www.haygrouppaynet.com
Hay Group Hong Kong. Copyright Hay Group 2012. This report is confidential to participating organizations and its contents should not be disclosed to any other party without the written consent of Hay Group.
Hay Group | Hong Kong Pulse Survey, October 2012
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1 Introduction
1 Introduction
01
Introduction
Hay Group | Hong Kong Pulse Survey, October 2012
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The Hay Group Hong Kong – Pulse Survey Report – October 2012 presents findings based on 120 organizations that participated in this survey. All data refers to a base date of October 2012. The purposes of the report are as follows:-
Enables you to understand the latest salary trends in Hong Kong. Provides information on variable pay – actual payouts and targets. Understands the employee turnover rates in Hong Kong Recruitment plan and HR issues that organizations are facing in Hong Kong.
Report Contents This report is divided into the following sections:-
1. Introduction This section contains an overview of the report structure.
2. Participants This section lists the participating organizations and their sectors.
3. Methodology and Definitions Explanation of the various terms and methodologies used by Hay Group in the report is outlined in this section. This information will help you understand, interpret and apply the report results.
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4. Main Findings
This section presents the key findings of the survey on Movement and Forecasts of Base Salary and Bonus Payment by all organizations and by sectors: Analysis on All Organisations
- Actual Base Salary Movement and Forecasts - Actual Variable Bonus Payment and Forecasts
Sector Analyses
- Consumer Goods - Consumer Services
Consumer Services – Leisure & Hospitality Consumer Services – Retail
- Financials Financials – Banks Financials – Financial Services Financials – Insurance
- Industrials Industrials – High Technology Industrials – Transportation Industrials – Others Industrial Activities
- Natural Materials, Chemicals, Oil & Gas - Public Sector & Not-For-Profit - Others
5. Employee Turnover
6. Recruitment Plan
7. HR Issues
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2 Executive summary
2 List of Participants
02
List of Participants
Hay Group | Hong Kong Pulse Survey, October 2012
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No Organizations Sector
1 Carlsberg Hong Kong Limited Consumer Goods
2 Jebsen & Co. Ltd. Consumer Goods
3 P&G Hong Kong Consumer Goods
4 TAL Apparel Limited Consumer Goods
5 Whirlpool (Hong Kong) Ltd. Consumer Goods
6 Birdland (Hong Kong) Ltd. Consumer Services - Leisure & Hospitality
7 Hongkong International Theme Parks Limited Consumer Services - Leisure & Hospitality
8 McDonald's Restaurants Hong Kong Limited Consumer Services - Leisure & Hospitality
9 Melco Services Limited Consumer Services - Leisure & Hospitality
10 Belle Worldwide Limited Consumer Services - Retail
11 Dah Chong Hong Holdings Ltd Consumer Services - Retail
12 FAIRTON INTERNATIONAL GROUP LIMITED Consumer Services - Retail
13 Hanesbrands Japan Inc. Consumer Services - Retail
14 Hong Kong Seibu Enterprise Company Ltd Consumer Services - Retail
15 ImagineX Management Company Limited Consumer Services - Retail
16 Luxba Group Limited Consumer Services - Retail
17 Marks and Spencer (Asia Pacific) Limited Consumer Services - Retail
18 MGB METRO Group Buying HK Limited Consumer Services - Retail
19 Richemont Asia Pacific Limited Consumer Services - Retail
20 Tesco International Sourcing Ltd Consumer Services - Retail
21 The Dairy Farm Company Limited Consumer Services - Retail
22 Water Oasis Company Limited Consumer Services - Retail
23 Bank of China (Hong Kong) Limited Financials - Banks
24 China Construction Bank (Asia) Corp. Ltd. Financials - Banks
25 CITIC Bank International Limited Financials - Banks
26 Dah Sing Bank, Limited Financials - Banks
27 ORIX Asia Ltd Financials - Banks
28 Shanghai Commercial Bank Ltd. Financials - Banks
29 The Bank of East Asia, Limited Financials - Banks
30 The Hongkong and Shanghai Banking Corporation Ltd Financials - Banks
31 CITIC Securities International Company Limited Financials - Financial Services
32 Dun & Bradstreet (HK) Ltd. Financials - Financial Services
33 Ernst & Young Financials - Financial Services
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No Organizations Sector
34 Guosen Securities(HK) Financial Holdings Co.Ltd Financials - Financial Services
35 Hong Kong Exchanges and Clearing Ltd Financials - Financial Services
36 K. Wah Management Services Limited Financials - Financial Services
37 S E A Holdings Limited Financials - Financial Services
38 Securities and Futures Commission Financials - Financial Services
39 Shun Tak Holdings (Macau) Limited Financials - Financial Services
40 SOCAM Development Limited Financials - Financial Services
41 ACE Life Insurance Company Ltd. Financials - Insurance
42 Ageas Asia Holdings Limited Financials - Insurance
43 AIA Co. (Bermuda) Ltd. Financials - Insurance
44 AXA Asia Financials - Insurance
45 AXA China Insurance Co. Ltd. Financials - Insurance
46 Blue Cross (Asia-Pacific) Insurance Limited Financials - Insurance
47 BOC Group Life Assurance Co. Ltd. Financials - Insurance
48 Manulife (International) Limited Financials - Insurance
49 Prudential Services Limited Financials - Insurance
50 Standard Life (Asia) Limited Financials - Insurance
51 Sun Life Hong Kong Limited Financials - Insurance
52 Swiss Reinsurance Company Ltd Financials - Insurance
53 The Prudential Assurance Co Ltd Financials - Insurance
54 Belden Asia (Hong Kong) Limited Industrials - High Technology
55 Belton Holdings Limited Industrials - High Technology
56 Checkpoint Systems Hong Kong Limited Industrials - High Technology
57 Defond Electrical Industries Ltd. Industrials - High Technology
58 Hong Kong Aero Engines Services Limited Industrials - High Technology
59 Jardine OneSolution (HK) Limited Industrials - High Technology
60 Linkz Industries Ltd. Industrials - High Technology
61 NXP Semiconductors Hong Kong Limited Industrials - High Technology
63 PCCW Limited Industrials - High Technology
62 SAE Magnetics HK Ltd Industrials - High Technology
64 Sony Corporation of Hong Kong Ltd Industrials - High Technology
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No Organizations Sector
65 Waters China Limited Industrials - High Technology
66 Atkins China Ltd Industrials - Other Industrial Activities
67 Build King Holdings Limited Industrials - Other Industrial Activities
68 Chun Wo C&E Company Limited Industrials - Other Industrial Activities
69 Gammon Construction Limited Industrials - Other Industrial Activities
70 Heidelberg Hong Kong Ltd Industrials - Other Industrial Activities
71 Mitsui & Co. (HK) Ltd. Industrials - Other Industrial Activities
72 PACIFIC MICROELECTRONICS HK LTD Industrials - Other Industrial Activities
73 The Jardine Engineering Corporation, Ltd Industrials - Other Industrial Activities
74 Asia Container Terminals Ltd Industrials - Transportation
75 Asia Region of DP World Industrials - Transportation
76 LSG Lufthansa Service HK Ltd. Industrials - Transportation
77 Modern Terminals Limited Industrials - Transportation
78 MTR Corporation Limited Industrials - Transportation
79 New Hong Kong Tunnel Company Limited Industrials - Transportation
80 Sky Shuttle Helicopters Limited Industrials - Transportation
81 AFSC OPERATIONS LIMITED Natural Materials - Chemicals, Oil & Gas
82 Air Products Asia, Inc. Natural Materials - Chemicals, Oil & Gas
83 BP Natural Materials - Chemicals, Oil & Gas
84 Chevron Phillips Chemical Int'l Inc - HK branch Natural Materials - Chemicals, Oil & Gas
85 Du Pont China Limited Natural Materials - Chemicals, Oil & Gas
86 FMC Corporation Natural Materials - Chemicals, Oil & Gas
87 LANXESS Hong Kong Limited Natural Materials - Chemicals, Oil & Gas
88 PPG Coatings (Hong Kong) Co., Limited Natural Materials - Chemicals, Oil & Gas
89 SABIC Innovative Plastics HK Ltd Natural Materials - Chemicals, Oil & Gas
90 Total Petrochemicals (Hong Kong) Ltd. Natural Materials - Chemicals, Oil & Gas
91 Airport Authority Public Sector & NFP
92 British Council Public Sector & NFP
93 City University of Hong Kong Public Sector & NFP
94 Hong Kong Baptist University Public Sector & NFP
95 Hong Kong Cyberport Management Company Limited Public Sector & NFP
96 Hong Kong Examination and Assessment Authority Public Sector & NFP
97 Hong Kong Housing Authority Public Sector & NFP
98 Hong Kong Housing Society Public Sector & NFP
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No Organizations Sector
99 Hong Kong Productivity Council Public Sector & NFP
100 Hong Kong Red Cross Public Sector & NFP
101 Hong Kong Tourism Board Public Sector & NFP
102 Lingnan University Public Sector & NFP
103 Mandatory Provident Fund Schemes Authority Public Sector & NFP
104 The Hong Kong Institute of Education Public Sector & NFP
105 The Hong Kong Jockey Club Public Sector & NFP
106 Tung Wah Group of Hospitals Public Sector & NFP
107 Urban Renewal Authority Public Sector & NFP
108 Vocational Training Council Public Sector & NFP
109 West Kowloon Cultural District Authority Public Sector & NFP
110 Abdoolally Ebrahim Group Others
111 CITIC Pacific Limited Others
112 CLP Holdings Limited Others
113 Hutchison Ports Limited Others
114 John Swire & Sons (H.K.) Ltd. Others
115 Kojimoa Group Limited Others
116 Lei Shing Hong Ltd. Others
117 Meiya Power Company Limited Others
118 Otto International (HK) Limited Others
119 Power Assets Holdings Limited Others
120 The Hong Kong and China Gas Co., Ltd. Others
Hay Group | Hong Kong Pulse Survey, October 2012
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* Please refer to Section 4 for detail break down of distribution for each sector.
Hay Group | Hong Kong Pulse Survey, October 2012
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Hay Group | Hong Kong Pulse Survey, October 2012
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3 Salary markets overview 3 Main Findings – Analysis on All Organizations
03
Main Findings – Analysis on All Organizations
Hay Group | Hong Kong Pulse Survey, October 2012
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Average Base Salary Movement and Forecasts by Employee Categories
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Actual Base Salary Movement (Excluding Promotion Increment) – All Organizations
Statistics
Actual Base Salary Movement (%) – All Organizations (October 2011 – September 2012)
Clerical/ Operations
Supervisory/ Junior
Professional
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
P90 7.8% 7.3% 7.0% 7.0% 6.8%
Q3 5.7% 5.6% 5.8% 5.9% 5.7%
Median 5.0% 5.0% 5.0% 5.0% 5.0%
Q1 4.0% 4.3% 4.0% 4.0% 4.2%
P10 3.0% 3.1% 3.0% 2.9% 3.3%
Average 5.0% 5.1% 5.1% 4.9% 5.0%
Total Responded 85 88 88 79 112
Base Salary Forecasts – All Organizations
Statistics
Base Salary Forecasts (%) – All Organizations (October 2012 – September 2013)
Clerical/ Operations
Supervisory/ Junior
Professional
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
P90 5.5% 5.8% 6.0% 5.4% 6.3%
Q3 5.0% 5.0% 5.0% 5.0% 5.0%
Median 4.5% 4.5% 4.6% 4.5% 5.0%
Q1 4.0% 4.0% 4.0% 3.8% 4.0%
P10 3.0% 3.0% 3.0% 3.0% 3.0%
Average 4.3% 4.5% 4.5% 4.1% 4.7%
Total Responded 50 50 50 44 73
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Average Variable Bonus Payment and Forecasts by Employee Categories
Hay Group | Hong Kong Pulse Survey, October 2012
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Actual Variable Bonus Payment – All Organizations
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) All Organizations (October 2011 – September 2012)
Clerical/ Operations
Supervisory/ Junior
Professional
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
P90 2.39 2.67 3.34 5.62 3.20
Q3 1.58 2.00 2.50 4.35 2.60
Median 1.10 1.32 1.90 2.90 1.80
Q1 0.68 0.80 1.06 1.58 1.15
P10 0.21 0.32 0.50 1.00 0.50
Average 1.38 1.62 2.07 3.34 2.01
Total Responded 77 80 84 81 86
Variable Bonus Forecasts – All Organizations
Statistics
Variable Bonus Forecasts (in multiple of monthly basic salary) All Organizations (October 2012 – September 2013)
Clerical/ Operations
Supervisory/ Junior
Professional
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
P90 2.00 2.40 3.00 4.21 2.85
Q3 1.50 2.00 2.40 3.41 2.00
Median 1.00 1.40 1.88 2.40 1.56
Q1 0.86 1.00 1.01 1.50 1.10
P10 0.24 0.48 0.52 0.70 0.58
Average 1.16 1.40 1.83 2.46 1.65
Total Responded 55 57 60 58 54
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4 Main Findings – Sector Analyses
04
Main Findings – Sector Analyses
Hay Group | Hong Kong Pulse Survey, October 2012
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Average Base Salary Movement and Forecasts by Sector
Note
1: insufficient data due to small sample size for the category 2013 (Forecasts) for sector Consumer Services – Leisure &
Hospitality.
Hay Group | Hong Kong Pulse Survey, October 2012
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Average Variable Bonus Payment and Forecasts by Sector
Note
1: insufficient data due to small sample size for the category 2013 (Forecasts) for sector Financials – Banks, Financials –
Insurance, Industrials – High Technology, Industrials – Transportation..
Hay Group | Hong Kong Pulse Survey, October 2012
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– Consumer Goods
Hay Group | Hong Kong Pulse Survey, October 2012
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Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Consumer Goods
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 4.2% 5.0% 5.2% 4.3% 5.0%
Average 4.3% 6.8% 6.5% 4.2% 5.9%
Total Responded 4 4 4 4 5
Statistics Base Salary Forecasts (%)
Median * * * * 5.0%
Average * * * * 5.8%
Total Responded 3 3 3 3 4
Note: (*) indicates insufficient data due to small sample size.
Actual Variable Bonus Payment and Forecasts
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Consumer Goods
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median * * 1.54 2.40 1.65
Average * * 1.63 2.27 1.45
Total Responded 2 3 4 5 4
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median * * 2.20 2.60 1.70
Average * * 2.06 2.85 1.73
Total Responded 2 3 4 5 4
Note: (*) indicates insufficient data due to small sample size.
Hay Group | Hong Kong Pulse Survey, October 2012
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– Consumer Services
– Consumer Services – Leisure & Hospitality
Actual Base Salary Movement
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Consumer Services – Leisure & Hospitality
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median * 4.4% 4.5% 4.5% 4.5%
Average * 4.4% 5.6% 6.5% 5.5%
Total Responded 3 4 4 4 4
Note: (*) indicates insufficient data due to small sample size.
Actual Variable Bonus Payment
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Consumer Services – Leisure & Hospitality
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median * 0.65 0.92 1.80 *
Average * 0.94 1.09 1.80 *
Total Responded 3 4 4 4 3
Hay Group | Hong Kong Pulse Survey, October 2012
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– Consumer Services - Retail
Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Consumer Services - Retail
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 5.0% 5.0% 5.0% 5.0% 4.7%
Average 4.6% 4.9% 4.8% 5.6% 5.0%
Total Responded 11 11 11 9 13
Statistics Base Salary Forecasts (%)
Median 4.0% 4.0% 4.0% 4.0% 4.0%
Average 4.1% 4.1% 3.9% 4.4% 4.1%
Total Responded 8 8 8 7 9
Actual Variable Bonus Payment and Forecasts
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Consumer Services - Retail
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 1.30 1.80 2.00 3.00 1.95
Average 1.41 1.65 1.93 2.93 1.85
Total Responded 9 9 9 9 8
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median 1.08 1.50 2.00 2.00 1.78
Average 1.34 1.44 2.13 2.61 1.64
Total Responded 9 9 9 8 8
Hay Group | Hong Kong Pulse Survey, October 2012
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– Financials
Hay Group | Hong Kong Pulse Survey, October 2012
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– Financials – Banks
Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Financials – Banks
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 3.9% 4.3% 3.8% 4.5% 4.0%
Average 4.0% 4.2% 4.1% 4.5% 4.0%
Total Responded 4 4 4 4 7
Statistics Base Salary Forecasts (%)
Median * * * * 4.0%
Average * * * * 3.8%
Total Responded 1 1 1 1 4
Note: (*) indicates insufficient data due to small sample size.
Actual Variable Bonus Payment
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Financials – Banks
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 0.79 1.58 1.93 4.67 2.02
Average 0.86 1.40 2.02 4.01 2.05
Total Responded 4 4 4 4 7
Hay Group | Hong Kong Pulse Survey, October 2012
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– Financials – Financial Services
Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Financials - Financial Services
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 4.0% 4.4% 4.9% 5.0% 5.2%
Average 3.8% 4.2% 4.3% 4.1% 3.6%
Total Responded 5 6 6 5 8
Statistics Base Salary Forecasts (%)
Median 3.8% 4.1% 5.0% * 4.9%
Average 3.4% 3.4% 4.0% * 4.0%
Total Responded 4 4 4 3 6
Actual Variable Bonus Payment and Forecasts
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Financials - Financial Services
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 1.45 1.45 1.50 1.70 2.12
Average 1.45 1.92 2.44 2.99 3.44
Total Responded 6 6 7 7 8
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median 1.25 2.00 2.00 2.00 2.00
Average 1.35 2.06 2.17 2.05 2.19
Total Responded 4 4 4 4 6
Hay Group | Hong Kong Pulse Survey, October 2012
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– Financials - Insurance
Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Financials – Insurance
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 5.0% 5.3% 5.3% 5.3% 5.2%
Average 5.4% 5.3% 5.3% 5.2% 5.2%
Total Responded 9 9 9 9 12
Statistics Base Salary Forecasts (%)
Median * * * * 5.0%
Average * * * * 5.1%
Total Responded 3 3 3 3 7
Note: (*) indicates insufficient data due to small sample size. Actual Variable Bonus Payment and Forecasts
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Financials – Insurance
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 1.07 1.32 2.40 3.62 1.92
Average 1.07 1.34 2.25 3.95 1.98
Total Responded 8 8 10 10 9
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median 1.10 1.50 2.40 4.20 *
Average 0.99 1.44 2.23 4.11 *
Total Responded 6 6 7 7 2
Note: (*) indicates insufficient data due to small sample size.
Hay Group | Hong Kong Pulse Survey, October 2012
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– Industrials
Hay Group | Hong Kong Pulse Survey, October 2012
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– Industrials – High Technology
Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Industrials – High Technology
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 5.1% 4.7% 4.7% 5.0% 5.4%
Average 6.0% 5.5% 5.4% 4.1% 5.9%
Total Responded 7 7 7 6 11
Statistics Base Salary Forecasts (%)
Median 5.0% 5.5% 5.0% 5.0% 5.5%
Average 4.8% 5.3% 4.8% 4.3% 5.5%
Total Responded 5 5 5 5 7
Actual Variable Bonus Payment and Forecast
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Industrials – High Technology
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 1.30 1.50 1.80 2.50 1.75
Average 1.26 1.69 1.91 4.28 1.89
Total Responded 8 8 8 7 5
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median 1.50 1.50 1.60 3.50 *
Average 1.33 1.60 2.12 3.50 *
Total Responded 6 6 6 6 3
Hay Group | Hong Kong Pulse Survey, October 2012
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– Industrials – Transportation
Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Industrials – Transportation
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 5.4% 5.0% 5.0% 5.0% 5.2%
Average 5.6% 5.0% 4.9% 5.3% 5.3%
Total Responded 7 7 7 6 7
Statistics Base Salary Forecasts (%)
Median 4.5% 4.5% 4.5% * 5.0%
Average 4.6% 4.6% 4.6% * 4.7%
Total Responded 4 4 4 3 5
Actual Variable Bonus Payment
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Industrials – Transportation
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 1.95 1.97 2.18 4.30 2.80
Average 2.03 2.13 2.34 4.08 2.38
Total Responded 6 6 6 5 7
Hay Group | Hong Kong Pulse Survey, October 2012
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– Industrials – Other Industrial Activities
Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Industrial – Other Industrial Activities
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 3.2% 3.2% 3.2% 3.6% 5.0%
Average 3.5% 4.1% 3.8% 3.4% 4.2%
Total Responded 6 6 6 4 7
Statistics Base Salary Forecasts (%)
Median 4.0% 4.0% 4.0% * 4.0%
Average 3.6% 3.8% 4.3% * 3.7%
Total Responded 4 4 4 3 7
Actual Variable Bonus Payment and Forecasts
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Industrial – Other Industrial Activities
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 0.93 1.00 1.50 1.91 1.63
Average 0.83 1.11 1.71 2.39 1.68
Total Responded 5 5 5 5 7
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median * * * * 1.92
Average * * * * 2.12
Total Responded 3 3 3 2 6
Note: (*) indicates insufficient data due to small sample size.
Hay Group | Hong Kong Pulse Survey, October 2012
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– Natural Materials, Chemicals, Oil & Gas
– Natural Materials – Chemicals, Oil & Gas Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Natural Materials, Chemicals, Oil & Gas
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 4.8% 5.0% 6.0% 4.6% 5.0%
Average 4.7% 5.1% 5.5% 5.0% 5.1%
Total Responded 8 9 9 9 10
Statistics Base Salary Forecasts (%)
Median 4.0% 4.3% 4.3% 4.8% 4.8%
Average 4.3% 4.4% 4.4% 4.6% 4.9%
Total Responded 6 6 6 6 8
Hay Group | Hong Kong Pulse Survey, October 2012
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Actual Variable Bonus Payment and Forecasts
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Natural Materials, Chemicals, Oil & Gas
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 1.20 1.52 2.11 3.10 1.95
Average 2.89 2.81 3.32 4.51 2.10
Total Responded 8 9 10 10 8
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median 1.10 1.52 1.83 2.45 1.80
Average 1.24 1.33 1.68 2.24 1.85
Total Responded 8 9 10 10 9
Hay Group | Hong Kong Pulse Survey, October 2012
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– Public Sector & Not-For-Profit
– Public Sector & Not-For-Profit Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Public Sector & Not-For-Profit
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 5.3% 5.3% 5.6% 5.6% 5.2%
Average 6.0% 5.9% 5.8% 5.7% 5.6%
Total Responded 13 13 13 13 19
Statistics Base Salary Forecasts (%)
Median 5.0% 5.0% 5.0% 5.0% 5.0%
Average 5.1% 5.1% 5.1% 5.0% 5.2%
Total Responded 5 5 5 5 7
Hay Group | Hong Kong Pulse Survey, October 2012
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Actual Variable Bonus Payment and Forecasts
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Public Sector & Not-For-Profit
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 0.85 0.90 1.41 1.56 1.23
Average 0.92 0.96 1.35 1.70 1.19
Total Responded 9 9 9 9 11
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median 1.00 1.00 1.56 1.56 1.56
Average 0.75 0.91 1.09 1.58 1.12
Total Responded 6 6 6 7 5
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– Others
Actual Base Salary Movement and Forecasts
Statistics
Actual Base Salary Movement (Excluding Promotion Increment) (%) – Others
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 5.5% 5.0% 5.0% 4.4% 5.0%
Average 5.9% 5.3% 4.9% 4.2% 5.2%
Total Responded 8 8 8 6 9
Statistics Base Salary Forecasts (%)
Median 4.3% 3.8% 3.8% * 4.0%
Average 4.1% 3.9% 3.9% * 5.0%
Total Responded 4 4 4 2 6
Note: (*) indicates insufficient data due to small sample size.
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Actual Variable Bonus Payment and Forecasts
Statistics
Actual Variable Bonus Payment (in multiple of monthly basic salary) – Others
Clerical/ Operations
Junior Professional/ Supervisory
Middle Management/
Seasoned Professional
Senior Management/
Executives Overall
Median 0.80 1.74 2.18 4.71 2.46
Average 1.29 1.80 2.06 4.98 2.36
Total Responded 9 9 8 6 9
Statistics Variable Bonus Forecasts (in multiple of monthly basic salary)
Median 0.80 1.00 2.00 1.50 1.50
Average 0.66 1.10 1.70 1.95 1.12
Total Responded 5 5 5 4 5
Note: (*) indicates insufficient data due to small sample size.
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5 Employee Turnover Rate
05
Employee Turnover Rate
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Employee Turnover Rate Analyses contained in this section provide details on employee turnover rate for the period of October 2011 – September 2012. Employee turnover rate can be broken down into resignation, retrenchment and retirement rates. The formula used for the calculation of employee turnover rate is:
Total Turnover Rate = x 100
Voluntary Turnover Rate = x 100
Please note that voluntary turnover should not include those incumbents whose employment was terminated for the following reasons: fired, transferred within the organization, retired, downsized or deceased.
Statistics Employee Turnover Rate
Total (%) Voluntary (%)
P90 35% 32%
Q3 25% 22%
Median 16% 15%
Q1 11% 9%
P10 6% 5%
Average 21% 19%
Total Responded 106 106
Range of Turnover Rate (in per cent)
Percentage of organizations
Total Voluntary
Less than 5.0% 5% 10%
5.0 – 10.0% 15% 22%
10.1 – 15.0% 21% 20%
15.1 – 30.0% 45% 37%
More than 30.0% 14% 11%
Total Responded 106 106
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Average Employee Turnover Rate by Sector
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6 Recruitment Plan
06
Recruitment Plan
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Recruitment Plan for New Headcounts in the Next 3 months (November 2012 – January 2013)
Recruitment Plan (New Headcounts) Percentage of Organizations
Yes 53%
No 47%
Total Responded 112
Recruitment Plan by Sector (November 2012 – January 2013)
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The following tables summarize the type of employment and job families for the organizations which have any recruitment plan for the next three months (November 2012 - January 2013). Of the 120 participating organizations, 59 organizations have recruitment plans in the next 3 months, and provided feedback to section type of employment while 49 for type of job families.
Type of Employment
Type of Employment Percentage of Organizations
Permanent 89%
Contract 7%
Temporary 4%
Total Responded 59
Note: Multiple responses allowed.
Type of Job Families
Type of Job Families Number of Organizations
Engineering 15
Sales 14
Finance and Accounting 10
Administration/Support/Service 9
Call Center/Customer Service 7
Marketing 7
Logistics/Supply Chain 7
Executive/Management 5
Human Resources 4
Information Technology 4
Project Management 4
Retail Operations 4
Merchandise Operations 4
Legal 3
Production/Quality Assurance/Quality Control 2
Property Management 1
Others 13
Note: Multiple responses allowed.
Other type of job families include Management Trainee, Designer, Compliance & Risk Management, Acturial and Risk, Strategy, Underwriting, M&A Professional, Academic & Research, Acquisition & Clearance, Arts Administrators
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7 HR Issue – Paternity Leave Policies
07
HR Issues – Paternity Leave Policies
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Are you aware of the possible intention of the HKSAR government to make paternity leave a statutory requirement?
Percentage of Organizations
Yes 95%
No 5%
Total Responded 118
Does your company currently provide paternity leave as a staff benefit?
Percentage of Organizations
Yes 61%
No 39%
Total Responded 120
Does your company have any plan to provide such benefit in the coming 2 years? Among the 39% of companies currently not providing paternity leave, 38% expressed the plan to implement paternity leave in the coming 2 years, while 62% have not planned yet.
Percentage of Organizations
Yes 38%
No 62%
Total Responded 42
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Conditions for applying for paternity leave
Percentage of Organizations
Total Responded
a. Legitimate marriage only 72
Yes 58%
No 36%
Case by Case 6%
b. Employment status 73
Permanent 73%
Permanent and Contract 14%
Others* 14%
* Others include part-time staff, full-time staff fulfills “continuous contract” requirement as defined in the Employment Ordinance
c. Employment period 72
After Probation (range from 1 - 3 months) 35%
After a period of 3 - 6 months 15%
After a period of 6 - 9 months 8%
After a period of 9 - 12 months 10%
Others:
Commencement of Employment 7%
After probation 1%
After Probation (3 – 6 months) 3%
Not less than 40 weeks of continuous service 8%
Completed one year of employment 7%
2nd year of employment 1%
Same as maternity benefits 1%
No Specific requirement 4%
d. Place of birth of the child 73
Yes (Hong Kong only) 4%
Yes (Hong Kong and Mainland China) 4%
No 92%
e. Number of times of taking paternity leave 73
Yes 5%
No 95%
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Entitlement and supporting document
Percentage of Organizations
Total Responded
a. No. of days of paid paternity leave 73
1 day 7%
2 days 19%
3 days 42%
4 days 1%
5 days 27%
Others 3%
b. The ways that the leaves should be taken 68
Before or after the actual delivery date 71%
Up to the applicant 18%
Others
On the day of and the day following the birth of the child
1%
Within one month of the child birth 4%
Within 4 weeks before the expected date to 8 weeks after the actual date of childbirth.
3%
Within 3 months after the baby's birth 3%
Supporting documents required
Percentage of Organizations
Total Responded
a. Marriage certificate 69
Yes 43%
No 57%
b. Birth Certificate 73
Yes 95%
No 5%
Some companies may require doctor’s certificate confirming spouse confinement date.
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8 Appendix
08
Appendix
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Methodology and Definitions The following methodology and definitions will help you understand the information provided in the report and assist you in applying this information to your own organization.
Statistics on the Range of Market Data The following statistical measures are used in the presentation of the survey findings:
P90 The value that divides the top 10 per cent of data values from the bottom 90 per cent, when all data values are ordered sequentially.
Q3 The value that divides the top 25 per cent of data values from the bottom 75 per cent, when all data values are ordered sequentially.
Median The mid-point value that divides the top 50 per cent of data values from the bottom 50 per cent, when all data values are ordered sequentially.
Q1 The value that divides the bottom 25 per cent of data values from the top 75 per cent, when all data values are ordered sequentially.
P10 The value that divides the bottom 10 per cent of data values from the top 90 per cent, when all data values are ordered sequentially.
Average The value derived when the sum of all individual values is divided by the number of items in the sample. Average differs from median in that it is influenced by all values in the sample and does not just represent the mid-point. When the average and the median are close or identical, the distribution of values above and below the median tends to be symmetrical. Where there is a larger variance between the median and the average indicates that the spread of values on each side of the median is asymmetrical, with extremely high or low values skewing the average away from the median.
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Definitions of Employee Categories The table below describes the employee categories used in the report. A broad translation of the categories into Hay Reference Level and Hay Point range is also given.
Employee Categories
Hay Reference Level
Hay Points Description
Clerical/ Operations 4 – 11 54 – 191
Performs routine tasks, under supervision, which have specific objectives. Requires basic knowledge of work routines or simple machinery. Generally, tasks are repetitive in nature and training is acquired on the job.
Supervisory/ Junior Professional
12 – 16 192 – 438
Performs standard work routines under general guidance. Requires authoritative knowledge of specialized methods acquired on the job or through professional qualification. May supervise a group of workers.
Middle Management/ Seasoned Professional
17 – 20 439 – 879
Performs general practices in a specialized field with considerable freedom to achieve end results. Requires proficiency in a specialized field or broad understanding of relationships between different fields and an ability to assess the suitability of techniques. This will be an individual contributor or a manager of a team.
Senior Management/ Executives
21 – 27 880 – 3020
Performs practices requiring in depth specialization in a professional field or a broad understanding of relationships between different fields. Both are gained through deep and broad experience built on concepts and principles. These jobs require the ability to select, develop and assess the suitability of techniques, not just the application of those techniques. The level represents generalist and managerial skills. Final responsibility for supervision of functions. Controls a major function in a large organization or all functions in a small organization.