united states – retail/wholesale · · 2011-03-08united states – retail/wholesale. ... afy...

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United States – Retail/WholesaleOverview of 2011 Product Portfolio and Survey Methodology

Dana Furrow, Todd Manas and Eric Zitaner March 1, 2011

Towers Watson Data Services


Towers Watson Data Services Agenda

Introduction/CDB Product Overview

Survey Job Structure

MMPS Survey Methodology

Functions and Disciplines

Retail Industry Trends

Functions and Disciplines (continued)

Participation Process

Survey Results

Questions and Comments

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Towers Watson Data ServicesIntroduction/CDB Product Overview


Towers Watson Data ServicesBackground

Prior to the merger, TP and WW had two Retail surveys with combined participation of 175 companies

Going forward, TWDS U.S. will have one Retail/Wholesale offering that will cover all employee levels through an Executive and a Middle Management, Professional and Support (MMPS) survey

In 2011 all TWDS MMPS surveys will have a Career Level design based on CDB General Industry

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Towers Watson Data Services Geographical Breadth – Survey coverage in over 100 countries

CanadaUnited States

AlbaniaAlgeriaAustriaAzerbaijanBahrainBelarusBelgiumBosniaBulgariaCroatiaCyprusCzech RepublicDenmarkEgyptEstoniaFinlandFranceGeorgiaGermanyGhanaGreeceHungary

IraqIrelandIsraelItalyIvory CoastJordanKazakhstanKenyaKuwaitLatviaLebanonLibyaLithuaniaLuxembourgMacedoniaMoldovaMontenegroMoroccoNetherlandsNigeriaNorway

OmanPolandPortugalQatarRomaniaRussiaSaudi ArabiaSenegalSerbiaSlovakiaSloveniaSouth AfricaSpainSwedenSwitzerlandTunisiaTurkeyUkraineUnited Arab EmiratesUnited Kingdom

ArgentinaBrazilChileColombiaCosta RicaDominican RepublicEcuadorEl SalvadorGuatemala

HondurasMexicoNicaraguaPanamaPeruPuerto RicoTrinidad & TobagoUruguayVenezuela

AustraliaBangladeshCambodiaChinaHong Kong IndiaIndonesiaJapanKoreaMalaysia

New ZealandPakistanPhilippinesSingaporeSri LankaTaiwanThailandVietnam

Europe, Middle East and Africa

Latin America

North America

Asia Pacific

Over 35,000 organizations participate, providing data on 9.2 million incumbents worldwide

Hernan Ventura

Jasbir Singh

Jeric Ramos

Marc McBrearty


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Towers Watson Data Services Compensation Data Bank (CDB)

Middle Management, Professional and Support Compensation Survey

• Functions and Disciplines reported by Career Level with reference to corresponding Global Grades

• Single data solution for support through middle management levels• Globally adopted methodology• Total direct compensation

Executive Survey• Executives reported by benchmark jobs• Long-term incentive values by benchmark and pay level• Total direct compensation• Results by organization unit by revenue

Leveling Approach

FunctionsDisciplines

Career Levels

Benchmark Job Approach

Exec. Benchmarks Scope Measures


Towers Watson Data Services Long-Term Incentives

Towers Watson is a leader in long-term incentive expertise. In the U.S. market, we have been valuing long-term incentives for over 30 years

The CDB surveys collect long-term grants for all employee levels; providing a complete picture of the expected value of long-term incentives from the CEO to the lowest eligible salary level

Expected values are presented by pay level and also:Executive Benchmarks in the Executive SurveyFunction/Discipline/Career Level in the MMPS Survey

Accounting value is our standard methodology; we also have a proprietary valuation methodology

Long-term incentive policies and practices have been enhanced this year based on the extensive coverage in both of our legacy databases

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Towers Watson Data Services CDB Retail/Wholesale and General Industry Survey Integration

CDBGeneral IndustryDatabase

CDBRetail/Wholesale Survey Report

CDBGeneral IndustrySurvey Report

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Towers Watson Data ServicesSurvey Job Structure


Towers Watson Data ServicesFunctions

All Industry

Customer/Client Management and Sales

Code FunctionAAA Top ExecutiveAAB Profit Center ManagementAAS Administrative ServicesAAT Administrative Transportation ServicesAAY SecurityACA Corporate Affairs/CommunicationsACD Strategic Planning/Corporate DevelopmentAEO Business Operations AnalysisAFA FinanceAFB AccountingAFC Credit and CollectionsAFT Financial Analysis and TaxAFU Audit and Financial/Business ControlsAFY Risk ManagementAGA General AdministrationAHR Human ResourcesAHS Environmental, Health and SafetyAIC Information TechnologyAID IT DevelopmentAIT IT AdministrationALG LegalALS Legal SupportAMJ Sales and MarketingAMK MarketingAMS Customer Support/OperationsAMT Technical Customer SupportAOL Manufacturing and EngineeringAOM Manufacturing/OperationsAOO Outsourced/Contract ManufacturingAPM Project/Program ManagementAQY Quality Assurance Methods

Code FunctionCAM Account ManagementCSC Channel SalesCSD Direct SalesCSR Retail Store SalesCTS TelesalesCUS Sales Support and Administration

ARE Real Estate and FacilitiesASC Supply Chain ManagementAZE EngineeringAZT Technical Specialty/Skilled TradeAZU Manual/Unskilled Labor

RetailCode FunctionRAM MerchandisingRBY Retail BuyingRDA Design/Product DevelopmentRDC Creative DesignRDT Technical DesignRIL Inventory Control/Loss PreventionRPS Retail Private Label SourcingRSF FranchisingRSM Retail Store ManagementRSO Retail Store OperationsRST Retail Store Technical SpecialtyRVM Visual Merchandising

Retail Channel Type (code collected for all incumbents )Online/E-tail/CatalogPhysical (Bricks and Mortar) StoreCombined Online/Physical Store


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Towers Watson Data Services Job Coding – Functions

First letter of function codeA All functions included in multiple industriesC Customer/Client management and sales Industry specific Functions:— E Energy; N Nuclear; M Media; F Financial Services; P Pharma; T High Tech; R Retail

Last two letters of the function code derived from title to maintain sequence and group related functions together

— AID IT Development— AIT IT Administration— AMK Marketing— AMS Customer Support/Operations— AMT Technical Customer Support

New functions for top executives and executives responsible for multiple functions— AAA Top Executive— AAB Profit Center Management— AFA Finance

— AIC Information Technology— AMJ Sales and Marketing— AOL Manufacturing and Engineering


Towers Watson Data ServicesJob Codes ─ Executive Benchmarks and MMPS Disciplines

For Towers Watson surveys globally, codes are consistent

Executives continue to be matched to Benchmarks while MMPS jobs are matched to Disciplines and Career Levels

Job codes are eight digits consisting of the function/discipline and level,for example:

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Top Compensation Executive

Senior Compensation Analyst

Function: AHR–Human Resources AHR–Human ResourcesDiscipline: AHR020–Compensation

Generalist/MultidisciplineAHR020–Compensation Generalist/Multidiscipline

Level: Executive-EX Professional Level – P3-CareerJob Code: AHR020-EX AHR020-P3


Towers Watson Data Services Supervisory/Management vs. Executive Career Band

Supervisory/Management(Operational)

Executive(Strategic)

Organization Strategy

Implements organization strategies through the effective direction and management of resources

Sets Discipline or area strategy consistent with established organization strategies

Ensures compliance with organization policies

Focuses mainly on the management and implementation of operational objectives that help achieve long term organization strategy

Accountable for business, functional, operational processes and/or program management

Primarily involved in the development, evolution and approval of the long-term vision across a market function, division, region or country (depending on scope of organization) or a Function

Establishes strategies for area of responsibility (i.e. corporate, regional, subsidiary)

Leads development of country or function strategies

Makes decisions on strategic investments

May be a board or executive committee member or will have a comparable level of influence

Functional Responsibility

Responsible for part of a function for a business segment. Reports to the most senior role within a major function for a business segment

Most senior level within a major function for a business unit

Impact on Organization

Impacts broader organization performance directly

Impact limited to own Discipline or area

Impacts broader organization performance directly

Compensation Program

Not covered by executive compensation programs Covered by executive compensation programs (e.g., executive long-term plans, perquisites, executive bonus plans)

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Towers Watson Data ServicesMMPS Survey Methodology


Towers Watson Data ServicesSurvey Methodology – MMPS

Integrated approach based on our two proprietary leveling methodologies, Career Map and the Global Grading System (GGS)

Career Levels within Career Bands are underpinned by (provide the foundation for) Global GradesCDB MMPS survey participants match to Career Levels and results are present by Career Level Global Grades are not reported in North America, however, a reference with the alignment between Career Levels and Global Grade(s) is included

Career Bands and the individual Career Levels describe the responsibilities, scope and breadth of work, and impact on the organization for incumbents in specific jobs

Functions and Disciplines identify the content and purpose of your organization’s job. Functions represent a broad family of jobs, and disciplines within the function correspond to the area of specialization

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Towers Watson Data ServicesCDB Changes for 2011 – MMPS

CDB MMPS now covers all levels below executive

Six Career BandsSupervisory/Management (M1−M5)Professional (P1−P6)Customer/Client Management and Sales (S1−S6)Technical Support (T1−T4)Business Support (U1−U4)Production/Operations (W1−W4)

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Towers Watson Data Services General Career Level/Global Grade Alignment Map(without consideration for organization size)

Only match to Career Levels in North America. No need to match to individual Global Grades.

Executive in NA reported by Revenues


Towers Watson Data ServicesCareer Level Profiles

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M2Manager

M1Supervisor

M3Senior Manager

M4Group Manager

M5Senior Group Manager

● Coordinates and supervises the daily activities of business or technical support or production team

● Sets priorities for the team to ensure task completion; coordinates work activities with other supervisors

● Decisions are guided by policies, procedures and business plan; receives guidance and oversight from manager

● Typically does not spend more than 20% of time performing the work supervised

● Manages professional employees and/or supervisors or supervises large, complex technical or business support or production operations team(s)

● Is accountable for the performance and results of a team within own discipline or function

● Adapts departmental plans and priorities to address resource and operational challenges

● Decisions are guided by policies, procedures and business plan; receives guidance from senior manager

● Provides technical guidance to employees, colleagues and/or customers

● Provides leadership to managers, supervisors and/or professional staff

● Is accountable for the performance and results of multiple related units

● Develops departmental plans, including business, production and/or organizational priorities

● Controls resources and policy formation in area of responsibility

● Decisions are guided by resource availability and functional objectives

● Provides leadership and direction through Senior Managers and Managers

● Is accountable for the performance and results of:

● A large, strategically important discipline in an extremely large market

● Related disciplines or a medium-sized function in a large market or medium-sized division

● A medium-sized discipline or department in a major region

● Adapts and executes functional or departmental business plans and contributes to the development of functional or departmental strategies

● Decisions are guided by functional strategies and priorities

● Applies only to large international or global organizations

● Provides leadership and direction through Group and/or Senior Managers

● Is accountable for the performance and results of:

● A large, strategically important function in an extremely large market

● Diverse disciplines or departments within a large geography or division

● A large, strategically important discipline within a major region

● A medium-sized global corporate discipline or department

● Develops, adapts and executes functional or departmental strategy to achieve key business objectives in area of responsibility

● Decisions are guided by organization and functional strategies and objectives

Supervisory/Management (M1−M5)



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P2Intermediate

P1Entry

P3Career

P4Specialist

P5Master

P6Renowned Expert

● Performs routine assignments in the entry level of the Professional Career Band

● Typically requires a college or university degree or the equivalent work experience that provides knowledge and exposure to fundamental theories, principles and concepts

● Develops competence by performing structured work assignments

● Uses existing procedures to solve routine or standard problems

● Receives instruction, guidance and direction from others

● Requires knowledge and experience in own discipline; still acquiring higher level knowledge and skills

● Builds knowledge of the organization, processes and customers

● Solves a range of straightforward problems

● Analyzes possible solutions using standard procedures

● Receives a moderate level of guidance and direction

● Requires in-depth knowledge and experience

● Uses best practices and knowledge of internal or external business issues to improve products or services

● Solves complex problems; takes a new perspective using existing solutions

● Works independently; receives minimal guidance

● Acts as a resource for colleagues with less experience; may direct the work of other staff members

● Represents the level at which career may stabilize for many years or even until retirement

● Is recognized as an expert in own area within the organization

● Requires specialized depth and/or breadth of expertise

● Interprets internal or external business issues and recommends solutions / best practices

● Solves complex problems; takes a broad perspective to identify solutions

● Works independently, with guidance in only the most complex situations

● Progression to this level is typically restricted on the basis of business requirement

● Is recognized as an expert within the organization, both within and beyond own function

● Anticipates internal and/or external business challenges and/or regulatory issues; recommends process, product or service improvements

● Solves unique and complex problems that have a broad impact on the business

● Contributes to the development of functional strategy

● Leads project teams to achieve milestones and objectives

● Progression to this level is typically restricted on the basis of business requirements

● Operates with no supervision in a complex environment

● Is recognized as an external thought leader within strategic function or discipline

● Influences the strategy to address internal or external business and regulatory issues

● Proactively identifies, defines, and solves the most complex problems that impact the management and direction of the business

● Significantly influences functional strategy; may participate in the development of the product or division strategy

● Leads multidisciplinary projects or initiatives

● Progression to this level is typically restricted on the basis of individual capabilities and business requirements

Professional (P1−P6)



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S1Entry

S3Career

S4Expert

S5Senior Expert

S6Elite Expert

● Has general awareness of business, financials, products/services and the market

● Complexity is limited (territory/account, products/services, sales process)

● Has very limited authority/opportunity to set and negotiate product/service terms

● Relies on manager to provide planning and manage resources

● Is developing an understanding of business, financials, products/services, the market, or account needs

● Complexity is moderate (territory/assigned accounts, products/services, sales or account management process)

● Has moderate authority/opportunity to set and negotiate product/service terms

● Is beginning to plan own territory or account approach and monitor resources

● Has a solid understanding of business, financials, products/services, the market, and the needs of assigned accounts; may help develop colleagues' understanding; may be recognized as an expert in one area

● Complexity is high (territory/account, products/services, sales or account management process); may serve as team lead

● Has high level of authority/opportunity to set and negotiate product/service terms

● Plans own territory or account approach and manages own resources

● Has a deep understanding of business, financials, products/services, the market or the needs/challenges of assigned accounts

● Develops colleagues' and customers' understanding

● Recognized as an expert in one or more areas

● Complexity is extremely high (territory/account, products/services, sales or account management process); serves as team lead

● Has extremely high authority/opportunity to set and negotiate product/service terms

● Plans own territory or account approach and has input into colleagues' approaches; manages own and often others' resources

● Has an extremely deep understanding of business, financials, products/services, the market, and the needs/challenges of assigned accounts; develops colleagues' and customers' understanding; is recognized as an expert in many areas

● Works with large/important/global accounts

● Has full authority/opportunity to set and negotiate product/service terms

● Plans own account management approach and has input into colleagues' approaches; manages own and often others' resources

● Is recognized externally as a leading sales strategist and business expert, with highly sophisticated understanding of customer needs and competitors’ offerings

● Is recognized internally as a role model and leader in planning and executing successful sales strategies for the organization’s largest and most complex clients or markets

● Develops and implements new and innovative approaches to the sales process, including negotiation of sales and service terms, and approaches to account management and utilization of resources

● Leads projects or initiatives that extend beyond the sales organization

● Progression to this level is typically restricted on the basis of individual capabilities and business requirements

S2Intermediate

Customer/Client Management and Sales (S1−S6)



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T2Intermediate

T1Entry

T3Senior

T4Lead

● Has basic skills in an analytical or scientific method or operational process

● Works within clearly defined standard operating procedures and/or scientific methods and adheres to quality guidelines

● Works with close supervision

● Expands skills in own work area within an analytical/scientific method or operational process

● Applies experience and skills to complete assigned work within own area of expertise

● Works within standard operating procedures and/or scientific methods

● Works with a moderate degree of supervision

● Has developed proficiency in a range of processes or procedures through job-related training and considerable on-the-job experience

● Completes a variety of atypical assignments

● Works within defined processes and procedures or methodologies and may help determine the appropriate approach for new assignments

● Works with a limited degree of supervision

● Acts as an informal resource for colleagues with less experience

● Has advanced and specialized expertise, typically developed through a combination of job-related training and considerable on-the-job experience

● Completes assignments and facilitates the work activities of others; may coordinate work beyond own area

● Proposes improvements to processes

● Acts as a lead, coordinating the work of others ⎯ but is not a supervisor

● Works autonomously within established procedures and practices

Technical Support (T1−T4)



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U2Intermediate

U1Entry

U3Senior

U4Lead

● Entry level job with little or no prior relevant work experience

● Acquires basic skills to perform routine tasks

● Work is prescribed and completed with little autonomy

● Works with either close supervision or under clearly defined procedures

● Has developed knowledge and skills through formal training or considerable work experience

● Entry level often for those with work experience in the skill area

● Works within established procedures with a moderate degree of supervision

● Identifies the problem and all relevant issues in straightforward situations, assesses each using standard procedures, and makes sound decisions

● Has developed specialized skills or is multi-skilled through job-related training and considerable on-the-job experience

● Completes work with a limited degree of supervision

● Likely to act as an informal resource for colleagues with less experience

● Identifies key issues and patterns from partial/conflicting data

● Takes a broad perspective to problems and spots new, less obvious solutions

● Has developed expertise in a variety of work processes or activities typically developed through a combination of job-related training and considerable on-the-job experience

● Typically acts as a lead, coordinating the work of others, but not a supervisor


● Anticipates patterns and links; looks beyond the immediate problem to the wider implications

● Generates new and innovative solutions to complex problems

Business Support (U1−U4)



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W2Intermediate

W1Entry

W3Senior

W4Lead

● Entry-level job with little or no prior relevant experience

● Work is prescribed and completed with close supervision and little autonomy

● Duties are clearly defined and methods and tasks are described in detail

● Has developed skills through formal training or considerable work experience

● Works within established procedures with a moderate degree of supervision

● Has developed proficiency through job-related training and considerable on-the-job experience

● Completes work with a limited degree of supervision

● Likely to act as an informal resource for colleagues with less experience

● Has developed expertise, typically through a combination of job-related training and considerable on-the-job experience

● Typically acts as a lead, coordinating the work of others – but is not a supervisor


● Has developed a specialized level of skill to perform assigned tasks

Production/Operations (W1−W4)


Towers Watson Data Services Job Matching Process for MMPS Jobs

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For Each Job

Align your internal structures to

Career Bands/Career Levels and review for

cross-functional consistency

Identify appropriate

Function (Job Family)

Select appropriate Discipline

(specialty within Function)

Select appropriate

Career Level based on your

alignment

Align internal structures

to survey levelsSelect

DisciplineIdentify

FunctionAssignCareer Level


Towers Watson Data Services Job Matching Example Job to Match: Senior Computer Systems Administrator

Discipline Code Function/Discipline

AIT IT Administration

AIT000 IT Administration Generalist/Multidiscipline

AIT010 Computer Systems Administration

AIT015 Web Site Administration

AIT020 Help Desk Support

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1. Review and identify Career Band2. Select appropriate Career Level3. Corresponding Global Grade

4. Select Function and Discipline

Job Code: AIT010-P3

Grade 7 8 9 10 11 12 13 14 15 16 17

Professional (P)

P1 P2 P3 P4 P5 P6

Only match to Career Levels in North America. No need to match to individual Global Grades.

1. Professional2. Career–P33. Global Grade 11–12

Professional (P)


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Towers Watson Data ServicesFunctions and Disciplines


Buying

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Towers Watson Data Services Retail Life Cycle

Visual MerchandisingMarketing/PromotionSupply Chain/Logistics

Clearance/LiquidationInventory Control/Loss Prevention

Store Management,Operations and Sales

Private Label Sourcing

Creative andTechnical DesignMerchandising


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Towers Watson Data ServicesRetail Industry Trends

Creating a Sustainable Rewards and Talent Management Model


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Towers Watson Data Services Discussion Outline

Economic Context

Current Landscape of Rewards

Global Consistency

The Executive Compensation Landscape

Looking Forward

About the Surveys


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Recession forced companies out of “business as usual” mode and the retail experience is changing

Overall, the theme in retail is cautious optimism – balancing the need to remain conservative with heightened retention and engagement concernsNational Retail Foundation predicts modest growth in FY 2010 versus a fall in FY 2009

Retail industry will remain difficult but some relief in sightSeasonal hiring still not reaching pre-recession levels

However, the downturn changed behaviors for both retailers and consumersStores managing inventories to align with consumer spending – consumers heading to e-commerce for broader choicesConsumers looking for value for their money and low prices – retailers focusing on promotions and discountsSocial networking playing a bigger role in consumer spending habits

Economic Context


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The recession forced most companies to take multiple cost cutting actions and this focus on cost control will continue

Pay, bonuses and training budgets are the programs organizations are most likely to change if economic or business conditions change substantially in either direction

Retailers are more likely to reduce pay increases (91%) and less likely to eliminate bonuses (41%) when cost cutting is needed

Economic Context


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For rewards and talent management, there is a renewed focus on core elements

Base Pay

Renewed focus on competitiveness of base payRestoring merit budgets:

— Executive base salaries are projected to increase at an annualized rate of 2.9%— Broad-based salaries are projected to increase at an annualized rate of 2.9%

Annual Incentives

Broader use across all organizational levelsMore alignment between executive and broad based employee measuresIncreased focus on profit, revenue and individual goalsGoal-setting moving toward pre-recession practicesOn average, 2010 payouts are expected to be slightly above the “target” payout levels and closely aligned with corporate financial performance

Long-term Incentives

Increases in award value from 2009 – nearing pre-crisis levelsMore emphasis on performance shares and relative TRS goalsStock option use is prevalent but continues to decline

Talent Management

Renewed focus on career development opportunities, succession management and executive competenciesContinued focus on enhancing the performance management processIntegration of talent management and other reward programs

Rewards and Talent


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Companies with global operations are moving to increase consistency of their reward and talent management programs

Drivers of the move to more globally consistent design and administration include:

Alignment

Governance

Cost Management

Efficiency

Quality

Talent Mobility

Complexity

Global retailers are balancing the need for local variation with the benefits of global consistency

The pattern of global consistency varies by job level

Multinational organizations are more likely to develop consistent programs for top management

Foundational programs, such as recognition programs and performance management are utilized more frequently across all levels of the organization in global retailers

Global Retail

Top management

Other Employees

Long-term incentives 79% 50%

Short-term incentives 64% 43%

Succession management 63% 25%

Performance management 56% 50%

Leadership development 50% 42%

Recruiting/selection 44% 33%

Job leveling or job evaluation 38% 23%

Base pay 38% 38%

Competency models and architecture 30% 20%

Recognition programs 29% 50%

Job design 25% 13%

Career pathing and planning 23% 31%

Workforce planning 22% 22%

Employee learning and development 21% 26%

Global Consistency


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Trend Implications

Economic recovery leads to increased retention concerns

• Upward pressure on executive compensation levels• Additional weight given to individual vs. corporate performance in annual bonus plans, allowing for greater

differentiation, although most companies continue to heavily weight corporate financial performance objectives

Equity use increases to maximize retention and improve performance alignment

• Longer vesting schedules and “hold-until-retirement” are becoming more common, although three- and four-year vesting remains the most prevalent by far

• Prevalence and level of stock ownership requirements increase (3-5 times salary is most common for CEO)• Performance-based equity now used by over 50% of companies

Goal-setting challenges change the way performance is assessed

• Discretionary, qualitative and strategic goals are more commonplace, although corporate financial goals are still the most prevalent

• Increased use of relative performance measurement, particularly for measuring total shareholder return relative to a peer group or index under performance-based equity plans

• Increased use of capital efficiency and balance sheet measures (i.e., ROE, cash flow, working capital, etc.) in annual incentive plans

Companies reduce perquisites and differentiated benefits for executives in response to shareholder and regulatory pressures

• Most companies are eliminating tax protections (gross-ups) associated with perquisites and new change in control plans or employment contracts; some companies are eliminating them from existing agreements as well

• Double-trigger change in control vesting is nearly universal

Incentive programs are linked to enterprise risk

• More critical focus on compensation planning as it related to succession planning• Renewed focus on balancing short-term and long-term incentives • Continued shift towards longer-term incentives to reinforce the importance of sustainable performance

Disclosure and transparency is emphasized over regulation

• “Principles-based” approach to governance replacing “rules-based” approach• Increased focus on pay for performance driven by Say on Pay votes

The executive compensation landscape continues to evolve based on economic pressures and public, media and government scrutiny

Executive Landscape


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Dodd Frank Say-on-Pay and Say-on-When will create a significant impact on executive compensation

Both a Say on Pay vote and a vote on the frequency of future Say on Pay votes are required in the first year

Many retailers, since they typically have a later fiscal year end, are at an advantage to be able to gauge actual market practice prior to determining their approach

In mid-December, Towers Watson conducted an online poll of 135 U.S. companies and 51% of respondents indicated a preference for annual say-on-pay votes

Towers Watson also is monitoring proxy filings for the first companies holding annual meetings on or after January 21, 2011 and, as of February 21, 2011, 53% of Russell 3000 companies and 53% of Fortune 1000 companies recommended votes every three years

Results for 49 say-on-pay proposals are available so far. Most proposals have won support of 80% or more of the votes cast

Results for frequency proposals suggest companies recommending annual votes will receive broad support for those recommendations, while companies recommending triennial votes could face a split vote

Executive Landscape


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As we emerge from the recession, companies are faced with additional challenges

Continue to get the basics right: competitive base pay and benefits

Respond to increasing demands by employees for security, stability and opportunity that are difficult to meet

Confront the complexities caused by lack of career advancement opportunities for top talent and employees with critical skills

Develop new leadership competencies for their executives to ensure they can manage in the new and changing environment

Manage executive compensation through a complex and highly charged regulatory and governance environment

Looking Ahead


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Towers Watson Data Services About the Surveys

Global Talent Management and Rewards Survey

Conducted in May through June 2010Captures the current landscape of rewards and talent managementRepresents 1,176 companies across 17 locations52 Global Retailers

Employee Data from Towers Watson’s Global Workforce Study

Conducted online in 22 markets around the world between November 2009 and January 2010 Includes over 22,000 full-time employees in mid-size to large organizations


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Towers Watson Data ServicesFunctions and Disciplines (continued)


Buying

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Towers Watson Data Services Retail Life Cycle

Visual MerchandisingMarketing/PromotionSupply Chain/Logistics

Clearance/LiquidationInventory Control/Loss Prevention

Store Management,Operations and Sales

Private Label Sourcing

Creative andTechnical DesignMerchandising


Towers Watson Data Services Key Terms

Merchandising: Identifying merchandise trends and anticipating consumer demand to determine product line selection consistent with the brand target market

Sourcing: Finding, evaluating and engaging suppliers for private label goods including buying raw materials, contract manufacturing and/or finished goods for rebranding

Buying: Using trends established by merchandising and geographic/ demographic purchasing patterns to select and buy finished goods for resale

Purchasing: Buying products used in business operations (not for resale)

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MerchandisingCreative and

Technical Design

Private Label Sourcing Buying Supply

Chain/LogisticsMarketing/ Promotion

Visual Merchandising

Store Management,

Operations and Sales

Inventory Control/Loss Prevention

Clearance/ Liquidation


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Towers Watson Data Services AAA Top Executive AAB Profit Center Management

AAA000-EX Chief Executive OfficerAAA010-EX Executive Chairman of the Board

(not CEO)AAA015-EX Vice Chairman of the BoardAAA020-EX Chief Operating Officer

Responsible for the profitability and growth of the company.


Technical Design




Store Management,




Responsible for one or more major segments of the company's operations.

AAB001-EX Sector HeadAAB002-EX Multi-Profit Center (Group) HeadAAB003-EX Single Profit Center (Division)

HeadAAB005-EX Profit Center Chief Operating

OfficerAAB010-EX Top International ExecutiveAAB012-EX Top Regional ExecutiveAAB300-EX Top E-Tailing/Online/Catalog

Executive


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Towers Watson Data Services RAM Merchandising

RAM000-EX Top Merchandising ExecutiveRAM002-EX General Merchandise Management (GMM) ExecutiveRAM004-EX Division Merchandise Management (DMM) ExecutiveRAM006-EX Top Private Label/Brands ExecutiveRAM010-EX Top Merchandise Planning and Allocation ExecutiveRAM020-EX Top Merchandise Planning ExecutiveRAM030-EX Top Merchandise Allocation ExecutiveRAM000 Merchandising Generalist/MultidisciplineRAM010 Merchandise Planning and AllocationRAM020 Merchandise PlanningRAM030 Merchandise Allocation

Sets company vision for merchandise selection. Identifies trends, colors, features and brands that will attract customer interest and maximize sales. Identifies suppliers and provides direction for designers and buyers.


Technical Design




Store Management,





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Towers Watson Data Services Job Matching Example

Retail Segment― Grocery/Drug

Career Band/Career Level― EX/NA

Retail Channel Type― Physical (Bricks and Mortar) Store

Function/Executive Benchmark― Merchandising/RAM002-EX General

Merchandise Management (GMM) Executive

Organization Unit― Group

Health and Beauty General Merchandise Manager (GMM)


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Towers Watson Data Services RDA Design/Product Development

Develops products for resale under one of the company’s brands. Responsibilities include both creative and technical aspects of design. Typically coordinates with internal and external creative and technical design resources to ensure consistency.


Technical Design




Store Management,




RDA000-EX Top Design/Product Development and Production ExecutiveRDA001-EX Top Design/Product Development Executive


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Towers Watson Data Services RDC Creative Design RDT Technical Design


Technical Design




Store Management,




Ensures that technical aspects of product designs, including color, pattern, sizing and fabric to produce desired product and conform to company and industry quality standards. RDT000-EX Top Technical Design ExecutiveRDT000 Technical Design

Generalist/MultidisciplineRDT010 Pattern MakingRDT020 Color StandardsRDT030 Fabric ResearchRDT040 Technical Design − Sizing/Fit

Creates product designs based on the concepts established by product development and merchandising.

RDC000-EX Top Creative Design ExecutiveRDC000 Creative Design

Generalist/MultidisciplineRDC010 Creative Design − ApparelRDC012 Creative Design − Women’s ApparelRDC014 Creative Design − Men’s ApparelRDC016 Creative Design − Children’s

ApparelRDC030 Creative Design − AccessoriesRDC040 Creative Design − FootwearRDC060 Creative Design − HousewaresRDC160 Creative Design − Packaging


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Towers Watson Data Services RPS Retail Private Label Sourcing

RPS000-EX Top Retail Private Label Sourcing ExecutiveRPS001-EX Retail Private Label Sourcing Category ExecutiveRPS000 Retail Private Label Sourcing Generalist/MultidisciplineRPS010 Retail Private Label Sourcing − ApparelRPS030 Retail Private Label Sourcing − AccessoriesRPS040 Retail Private Label Sourcing − FootwearRPS060 Retail Private Label Sourcing − HousewaresRPS070 Retail Private Label Sourcing − AppliancesRPS080 Retail Private Label Sourcing − Consumer ElectronicsRPS090 Retail Private Label Sourcing − Toys

Identifies, evaluates and engages suppliers of raw materials and manufacturing facilities to produce private label goods. May also arrange to have established products produced by third parties under the company’s brands.


Technical Design




Store Management,





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Retail Segment― Department Store

Career Band/Career Level― Supervisory/Managment/M2–Manager

Retail Channel Type― Combined Online/Physical Store

Function/Discipline― Retail Private Label Sourcing/

RPS030 Retail P.L. Sourcing–Accessories

Organization Unit― Corporate

Department Store Accessories Private Label Sourcing Manager


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Towers Watson Data Services RBY Retail Buying

Buys finished goods for resale based on trends and forecasts established by merchandising. Assembles merchandise inventory by identifying suppliers, reviewing available products, placing orders and ensuring delivery of appropriate quantities of merchandise for each season.


Technical Design




Store Management,




RBY000-EX Top Retail Buying ExecutiveRBY001-EX Retail Buying Category ExecutiveRBY000 Retail Buying Generalist/MultidisciplineRBY010 Retail Buying − ApparelRBY012 Retail Buying − Women’s ApparelRBY014 Retail Buying − Men’s ApparelRBY016 Retail Buying − Children’s ApparelRBY030 Retail Buying − AccessoriesRBY035 Retail Buying − JewelryRBY040 Retail Buying − FootwearRBY060 Retail Buying − Housewares

RBY070 Retail Buying − AppliancesRBY080 Retail Buying − Consumer

ElectronicsRBY090 Retail Buying − ToysRBY100 Retail Buying − FurnitureRBY110 Retail Buying − Books and

Audio/Video RecordingsRBY120 Retail Buying − Office SuppliesRBY130 Retail Buying − GroceryRBY140 Retail Buying − Pharmacy,

Health and Beauty


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Retail Segment― Specialty−Apparel

Career Band/Career Level― Professional/P4–Specialist

Retail Channel Type― Online/E-tail/Catalog

Function/Discipline― Retail Buying/RBY012 Retail

Buying−Women’s Apparel

Organization Unit― Noncorporate

Online Division Women’s Apparel Senior Buyer


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Towers Watson Data Services ASC Supply Chain Management

ASC000-EX Top Supply Chain ExecutiveASC005-EX Top Materials Procurement and

Logistics ExecutiveASC030-EX Top Logistics ExecutiveASC040-EX Top Warehousing ExecutiveASC050-EX Top Transportation ExecutiveASC051-EX Top Distribution ExecutiveASC060-EX Top Procurement/Purchasing ExecutiveASC300-EX Top Raw Materials

Sourcing/Procurement ExecutiveASC000 Supply Chain Management

Generalist/MultidisciplineASC010 Supply Chain Development and

OptimizationASC015 Materials Planning/SchedulingASC020 Materials ManagementASC022 Forklift OperationsASC030 LogisticsASC032 TrafficASC033 Traffic Rate Analysis

Performs supply chain and logistics functions, which may include, but are not limited to, material procurement, production planning, inventory control, outsourcing, vendor selection, and distribution. Creates integrated processes among internal functions such as operations, purchasing and logistics, and outside suppliers. Focuses resources on continuous improvement of the movement of materials through various production processes, and establishes key performance metrics and benchmarks relating to supply chain planning/forecasting to measure actual performance against goals on a regular basis. Promotes alignment by understanding and communicating customer needs and requirements throughout the organization.

ASC035 Import/ExportASC040 WarehousingASC045 FulfillmentASC046 Merchandise HandlingASC047 Order Selection/PickingASC048 Order PackingASC050 TransportationASC052 Transportation − Delivery Vehicle Operations

Generalist/MultidisciplineASC053 Transportation − Light Delivery Vehicle OperationsASC054 Transportation − Heavy Delivery Vehicle OperationsASC055 Transportation − Tractor Trailer Delivery Vehicle

OperationsASC058 DispatchASC060 Purchasing Generalist/MultidisciplineASC070 Goods PurchasingASC080 Services PurchasingASC090 Technical PurchasingASC095 Commodity PurchasingASC300 Distribution Center Operations


Technical Design




Store Management,





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Retail Segment― Specialty–Books

Career Band/Career Level― Professional/P4–Specialist


Function/Discipline― Supply Chain Management/

ASC035 Import/Export


Import/Export Coordinator


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Retail Segment― Wholesale

Career Band/Career Level― Supervisory/Managment/M2–Manager


Function/Discipline― Supply Chain Management/

ASC300 Distribution Center Operations


Distribution Center Operations Manager


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Towers Watson Data Services AMK Marketing

AMK000-EX Top Marketing ExecutiveAMK002-EX Marketing Executive (Second Level)AMK010-EX Top Channel Marketing ExecutiveAMK020-EX Top Marketing Communication ExecutiveAMK025-EX Top Advertising and Sales Promotion ExecutiveAMK030-EX Top Market/Segment/Industry Marketing ExecutiveAMK040-EX Top Marketing Research ExecutiveAMK050-EX Top Product Management ExecutiveAMK052-EX Product Management (Second Level)AMK055-EX Top New Product Development Management

ExecutiveAMK070-EX Top Brand Management ExecutiveAMK115-EX Top Marketing Services ExecutiveAMK000 Marketing Generalist/MultidisciplineAMK010 Channel/Partnership/Co-Branded MarketingAMK020 Marketing CommunicationsAMK025 AdvertisingAMK028 Marketing − SponsorshipAMK030 Market/Segment DevelopmentAMK040 Market Research/IntelligenceAMK050 Product ManagementAMK055 New Product Development Management

Markets the organization's products, brands and/or services. Designs, develops and implements communication programs to advertise the organization's products/brands/services using media (TV, radio, print, direct mail, the Internet), events, and sales promotions. Develops and evaluates pricing strategies and structures. Designs and maintains websites to promote and sell the organization's products through the Internet.

AMK060 Direct MarketingAMK070 Brand MarketingAMK080 PricingAMK090 Marketing Program ManagementAMK100 Trade Shows/EventsAMK110 E-Commerce MarketingAMK111 Internet Search OptimizationAMK112 Social Media MarketingAMK114 Website Traffic AnalysisAMK116 E-Commerce Customer Buying Behavior

and RecommendationAMK120 Web Content Management/ProductionAMK130 Web Graphic/Visual DesignAMK140 Web Multimedia ProductionAMK150 Web Creative WritingAMK160 Web Localization/TranslationAMK300 Fashion PhotographyAMK310 Product PhotographyAMK320 Retail Marketing PromotionsAMK330 Retail Marketing − Loyalty and CRM

SegmentationAMK340 Gift Card Program Management


Technical Design




Store Management,





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Towers Watson Data Services RVM Visual Merchandising

RVM000-EX Top Visual Merchandising ExecutiveRVM000 Visual Merchandising Generalist/MultidisciplineRVM010 Visual Merchandising − FashionRVM020 Visual Merchandising − General Merchandise

Arranges presentation of merchandise in store to attract customer attention and facilitate sales. Responsible for merchandise location, signage and display.


Technical Design




Store Management,





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Retail Segment― Department Store

Career Band/Career Level― Professional/P3–Career


Function/Discipline― Visual Merchandising/

RVM010 Visual Merchandising – Fashion


Visual Stylist 123 Department Stores


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Towers Watson Data Services AMS Customer Support/Operations

AMS000-EX Top Customer Service/Operations ExecutiveAMS010-EX Top Customer Service ExecutiveAMS020-EX Top Customer Contact/Call Center ExecutiveAMS000 Customer Support/Operations Generalist/MultidisciplineAMS010 Customer ServiceAMS020 Customer Contact Center Generalist/MultidisciplineAMS022 Customer Contact Center − Complaints EscalationAMS024 Customer Contact Center Planning and MonitoringAMS026 Customer Contact Center Process ImprovementAMS030 High Volume Customer BillingAMS040 Customer Billing ResolutionAMS050 Product WarrantyAMS090 Customer Contact Center Training/CoachingAMS100 Customer Contact Center Vendor Relationship Management

Provides new and existing customers with the best possible service in relation to billing inquiries, service requests, suggestions and complaints. Includes Call Center – Outbound, Call Center/Customer Service and e-Commerce Customer Service.


Technical Design




Store Management,





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Towers Watson Data Services RSM Retail Store Management

RSM000-EX Top Retail Store Management ExecutiveRSM001-EX Retail Store Management Executive − Second LevelRSM000 Retail Store Management Generalist/MultidisciplineRSM010 Region Store ManagementRSM020 District Store ManagementRSM030 Store ManagementRSM040 Store Co-ManagementRSM050 Department Management RSM060 Store Management In Training

Manages daily operations of retail stores including responsibility for profit and loss. Responsibilities are typically based on geography and include merchandising, buying, pricing and marketing.


Technical Design




Store Management,





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Retail Segment― Big Box/Discount

Career Band/Career Level― EX/NA


Function/Discipline― Retail Store Management/RSM000-EX

Top Retail Store Management Executive

Organization Unit― Corporate

Head of Stores, ABC Discount Stores


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Retail Segment― Specialty−Apparel

Career Band/Career Level― Business Support/U4–Team Leader


Function/Discipline― Retail Store Management/

RSM040 Retail Store Co-Management


Assistant Manager XYZ Shoe Stores


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Towers Watson Data Services RSO Retail Store Operations

RSO000-EX Top Retail Operations ExecutiveRSO000-EX Retail Operations Executive − Second LevelRSO000 Retail Operations Generalist/MultidisciplineRSO010 Retail Store Front End OperationsRSO020 Retail Store Staffing Resource ManagementRSO030 Retail Store CashieringRSO040 Retail Store Space ManagementRSO050 Retail Store Stockroom

Supports daily retail store operations in areas such as inventory replenishment, customer service, scheduling, loss prevention, maintenance and back office support. Does not have profit and loss responsibility.


Technical Design




Store Management,





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Towers Watson Data Services CSR Retail Store Sales

CSR000 Retail Store Sales Generalist/MultidisciplineCSR010 Retail Store Sales − ApparelCSR012 Retail Store Sales − Women’s ApparelCSR014 Retail Store Sales − Men’s ApparelCSR016 Retail Store Sales − Children’s ApparelCSR020 Retail Store Sales − Luxury GoodsCSR040 Retail Store Sales − FootwearCSR050 Retail Store Sales − Beauty, CosmeticsCSR060 Retail Store Sales − HousewaresCSR070 Retail Store Sales − AppliancesCSR080 Retail Store Sales − Consumer ElectronicsCSR100 Retail Store Sales − FurnitureCSR150 Retail Store Sales − Automotive Parts and Accessories

Sells products and/or services directly to customers on the store’s sales floor. Typically responsible for sales of one or more categories of big-ticket merchandise.


Technical Design




Store Management,





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Retail Segment― Specialty−Big Box/Discount

Career Band/Career Level― Customer/Client Management and Sales/

S2–Intermediate


Function/Discipline― Retail Store Sales/CSR080 Retail Store

Sales–Consumer Electronics


TV/Home Theater Junior Sales Associate


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Towers Watson Data Services RST Retail Store Technical Specialty

RST000-EX Top Grocery ExecutiveRST000 Retail Store Technical Specialty Generalist/MultidisciplineRST010 TailoringRST020 Food PreparationRST030 Food ProcessingRST040 ProduceRST050 Nutrition/DietRST060 Pharmacy − PharmDRST065 Pharmacy − Technical Support

Applies technical skills at a store level increase customer satisfaction and improve the customer buying experience. Skills may be acquired through specialized training and apprenticeship programs.


Technical Design




Store Management,





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Retail Segment― Grocery/Drug

Career Band/Career Level― Technical Support/

T2–Intermediate


Function/Discipline― Retail Store Technical Specialty/

RST030 Food Processing


Seafood Team Member


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Towers Watson Data Services RSF Franchising

RSF000-EX Top Franchising ExecutiveRSF010-EX Top Franchising Sales ExecutiveRSF020-EX Top Franchising Operations ExecutiveRSF000 Franchising Generalist/MultidisciplineRSF010 Franchising SalesRSF020 Franchising Operations

Expands company operations through operation of company franchises. Provides support to franchise owners for purchase of new franchises and operations of existing franchises including application of company policies and standards.


Technical Design




Store Management,





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Towers Watson Data Services RIL Inventory Control/Loss Prevention

RIL000-EX Top Inventory Control/Loss Prevention ExecutiveRIL010-EX Top Inventory Control ExecutiveRIL020-EX Top Inventory Loss Prevention ExecutiveRIL000 Inventory Control/Loss Prevention Generalist/MultidisciplineRIL010 Inventory ControlRIL020 Inventory Loss Prevention

Works in conjunction with security to reduce loss due to shrinkage or record keeping errors. Ensures inventory is correctly recorded and error-free.


Technical Design




Store Management,





Towers Watson Data Services Retail Disciplines in General Industry Functions

AAB300-EX Top E-Tailing/Online/Catalog Executive

AFT300 Pricing

AFU300 Sales Audit

AID300 Point-of-Sale (POS) Software Development

AID310 Electronic Data Interchange (EDI) Software Development

AIT300 Point-of-Sale (POS) Operations/Administration

AIT310 Electronic Data Interchange (EDI) Operations/Administration

ALS300 Merchandise Cancellations and Claims

AMK300 Fashion Photography

AMK310 Product Photography

AMK320 Retail Marketing Promotions

AMK330 Retail Marketing − Loyalty and CRM Segmentation

AMK340 Gift Card Program Management

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Towers Watson Data Services Retail Disciplines in General Industry Functions…

ARE300-EX Top Retail Site Selection Executive

ARE310-EX Top Retail Store Design and Construction Executive

ARE300 Retail Site Selection

ARE310 Retail Store Design and Construction

ARE320 Retail Store Design

ARE330 Retail Store Construction

ARE340 Retail Store Lease Administration

ASC300-EX Top Raw Materials Sourcing/Procurement Executive

ASC300 Distribution Center Operations

ASC310 Merchandise Handling

ASC320 Order Selection/Picking

ASC330 Order Packing

ASC340 Order Fulfillment

AZT300 Refrigeration Maintenance

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Towers Watson Data Services Retail Product Categories by Function

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Retail Store Sales Retail Private Label Sourcing Retail Buying Creative DesignApparel Apparel Apparel ApparelWomen’s Apparel Women’s Apparel Women’s ApparelMen’s Apparel Men’s Apparel Men’s ApparelChildren’s Apparel Children’s Apparel Children’s Apparel

Accessories Accessories AccessoriesLuxury Goods

JewelryFootwear Footwear Footwear FootwearBeauty, CosmeticsHousewares Housewares Housewares Housewares Appliances Appliances AppliancesConsumer Electronics Consumer Electronics Consumer Electronics

Toys ToysFurniture Furniture

Books and Audio/Video RecordingsOffice SuppliesGroceryPharmacy, Health and Beauty

Automotive Parts and Accessories


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Towers Watson Data ServicesParticipation Process


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Towers Watson Data Servicestwdataservices.com – Home page

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Towers Watson Data Services View a list of products by region and/or industry

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Towers Watson Data Services View details of each survey, including key dates and prices

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Towers Watson Data Services Survey Selection Screen

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Towers Watson Data Services Participation – Sample Home Screen – General Industry – U.S.


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Towers Watson Data Services Participation – Register and Login


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Towers Watson Data Services Participation – Survey Home Page


Towers Watson Data Services Participation Survey Resources – Mapping Matrix

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Towers Watson Data Services Participation Survey Resources – Output Options

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Towers Watson Data Services Participation Survey Resources – Participant Guide

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Towers Watson Data Services Participate Online – 4 Easy Steps

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Towers Watson Data Services Participate Online – Step 1 – RSVP

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Towers Watson Data Services Participate Online – Step 2 – Order Your Results

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Towers Watson Data Services Participate Online – Step 3 – Download the Data Submission Workbook

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Towers Watson Data Services Participate Online – Step 4 – Submit Survey Data

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Towers Watson Data Services Participate Online – Step 4 – Upload File and Submit Survey

88


Towers Watson Data Services Participate online – Submission Confirmation

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Towers Watson Data ServicesSurvey Results

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Towers Watson Data Services Survey Results Delivery

CompSource – Published Published – online access to pre-compiled dataOnline survey report view, download and printPresentation-ready resultsExport data in a variety of formats, create color graphs, presentation-ready PDFs and spreadsheet output for uploading to other systemsAge data

CompSource – AdvancedAdvanced – online access to self-service custom analysesAll Published option capabilities includedCreate custom peer groups by company name or characteristic (e.g., industry type, company size)Customize report layoutsCombine jobs and levelsCompare your organization’s data to the marketProduce year-to-year comparisonsRun single regression for one, many or all positions using revenue and other size measures for total sample or custom peer groups

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Results Available

Designated Cut-Off WebcastsQuestionnaire

Available

Mid-March March 1st and 30th End of April End of September

Data effective March 1st*

* or the most recent pay adjustment date for companies with April 1 or May 1 cycles

Towers Watson Data Services Retail/Wholesale Survey Timeline

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Towers Watson Data Services 2011 PricesCDB Retail/Wholesale U.S. (participants only)

Survey Published Advanced

Executive $3,200 $6,200Middle Management, Professional $2,600 $4,800and Support (MMPS)Retail/Wholesale Reports Package $5,300 $9,000(Executive and MMPS) ($500 savings) ($2,000 savings)

Added Value for Advanced SubscribersFree General Industry Executive N/A ($6,200 savings)Free General Industry MMPS N/A ($4,800 savings)

Reports Package Subscriber Savings Free results with participation:Board of Directors, Salary Budget, Workforce ($2,700 savings) ($2,700 savings) Efficiency, Compensation Policies and Practices, Perquisite Policies and PracticesReduced price of $700 for the Employee Benefits ($300 savings) ($300 savings) Practices Report ($1,000 value, no participation required)

Total potential savings ($3,500 total savings) ($14,000 total savings)NOTE: Multi-year, multi-country discounts available when purchased as part of a Global Data Agreement


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Questions and Comments

Dana Furrow 875 Third Avenue New York, NY 10022212.251.5556 [email protected]

Todd Manas875 Third Avenue New York, NY 10022212.251.5572 [email protected]

Client CarePhone: +1 800 645 [email protected]

mailto:[email protected]

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