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The Salary Survey of Latvian Employers and Employees, Spring-Summer 2013, The Salary Information Agency, OÜ Tark Tööandja …

The Salary Survey of Latvian Employers and Employees, Spring-Summer 2013, The Salary Information Agency, OÜ Tark Tööandja

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  • 1. The Salary Survey of Latvian Employers and Employees Demo version Spring 2013 The Salary Information Agency OÜ Tark Tööandja
  • 2. The Salary Information Agency specialises in: • Salaries offered by employers by occupation • Employees’ salary expectations by occupation • Reward and benefit packages by job group • Comparison of remuneration systems • Salary adjustments and forecasts, and their causes • Application of smart work arrangements The Salary Information Agency organises: • Employers’ and Employees’ Salary Surveys • Interpretation and analysis of salary statistics • Round tables, seminars and conferences • Advice to employers and employees on matters of salary and work organisation • Publications: salary survey reports, compilations of articles Unique Evolving and engaging Representative Reliable Quick and immediate Sound methods Participant-friendly Smart investment The Agency's mission is to generate useful information for employers to help them create competitive remuneration packages and for employees to develop adequate salary expectations. Activities of the Agency
  • 3. Publications available from the Salary Information Agency Report name Description Date of publication Price (EUR + VAT) Price for participants (EUR + VAT) The Salary Survey Report for the Baltic States The Salary Survey Report for the Baltic States contains the conclusions of employers’ and employees’ salary surveys from all three countries. 1.08.2013 790 590 Employers’ and Employees’ Salary Survey Country Report (Estonia, Latvia, Lithuania separately) The report contains comparative conclusions of Employers’ Salary Survey and Employees' and Job Seekers Salary Survey for each country: basic salary adjustments and employers’ forecasts for adjustments, reasons behind adjustments, employees’ gross salary adjustments, changes in labour demand and how organisations react to these changes, work organisation and working conditions in organisations, employers’ and employees’ views on work organisation and working conditions, forms of employee representation and employees’ participation in these representations, salaries in April 2013 (statistical average, median, 1st and 3rd quartiles, 10th and 90th percentiles), including salary components and employees’ salary expectations, in 30 job sectors. 22.07.2013 390 195 The Employers’ Salary Survey Report The report contains the conclusions of the Employers' Salary Survey in each country: basic salary adjustments, forecasts and reasons for adjustments, changes in labour demand and how organisations react to these changes, work organisation and working conditions in organisations, forms of employee representation, salaries in April (statistical average, median, 1st and 3rd quartiles, 10th and 90th percentiles), including salary components, in 30 job sectors. 22.07.2013 250 150/0* Participant Report for Employer Similarly to the Employers’ Salary Survey Report this report contains summaries of basic salary adjustments, work organisation and other related topics, as well as average salaries (statistical average, median, 1st and 3rd quartile, 10th and 90th percentile) by occupation in April 2013 in those sectors that the particular participant submitted salary data about. If the participant submitted data for more than two job sectors, the Employers’ Salary Survey Report will be free of charge for them. 22.07.2013 not available 0 Sector report on employers’ and employees’ salary survey outcomes The report contains a short summary of the main conclusions of the salary surveys, and April 2013 salaries in one sector (eg manufacturing, transport, trade etc.) of the relevant country, incl. salary components and employees’ salary expectations. 22.07.2013 150 75
  • 4. PROFILE OF SURVEY RESPONDENTS The Employers’ Salary Survey
  • 5. Number of respondents 283 243 179 0 50 100 150 200 250 300 Estonia Latvia Lithuania Employers 9227 7488 3163 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 Estonia Latvia Lithuania Employees 5
  • 6. Need for relevant salary information 23% 47% 25% 0% 5% 0% 10% 20% 30% 40% 50% Very rarely – once a year Rarely – once a quarter Regularly – once a month Often - once a week Very often – daily Need for salary information 44% 21% 13% 5% 3% 15% 0% 50% Official statistics The Salary Information Agency Fontes’ salary survey Hay Group’s salary survey Mercer’s salary survey Other Using salary market information
  • 7. 0% 5% 10% 15% 20% 25% 30% Agriculture, forestry and fishing Mining and quarrying Manufacturing Electricity, gas, steam and air conditioning… Water collection, treatment and supply Construction Wholesale and retail trade Transportation and storage Accommodation and food service activities Information and communication Financial and insurance activities Real estate activities Professional, scientific and technical activities Administrative and support service activities Public administration and defence,… Education Human health and social work activities Arts, entertainment and recreation Other service activities Other Responding organisations by economic activity
  • 8. 0% 5% 10% 15% 20% 25% 30% 1-9 employees 10-19 employees 20-49 employees 50-99 employees 100-249 employees 250-499 employees more than 500 employees Responding organisations by employee ranges
  • 9. 86% 42% 39% 37% 32% 34% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Rīga reģions Pierīga reģions Vidzeme reģions Kurzeme reģions Zemgale reģions Latgale reģions Respondents’ region of activity
  • 10. PROFILE OF SURVEY RESPONDENTS The Employees’ Salary Survey
  • 11. 0% 5% 10% 15% 20% Construction and real estate Energy, electricity and electronics Representative organisations and other… Finance and accounting Education and training Humanities and the creative sector Information and telecommunication… Information workers Personal services Management and business services Mining Environmental protection and waste… Clerical and administrative work Protective and emergency services Earth and engineering sciences Accommodation and food service Sales and marketing Banking and insurance Human resources and employment Cleaning works Agriculture, forestry and fishing Advertising and PR State and public administration Social work and welfare Sports, culture and leisure Health care and medicine Transportation, storage and logistics Industry and manufacturing Law Area of work
  • 12. 0% 2% 4% 6% 8% 10% 12% Construction and real estate Energy, electricity and electronics Representative organisations and other… Finance and accounting Education and training Humanities and the creative sector Information and telecommunication… Information workers Personal services Management and business services Mining Environmental protection and waste… Clerical and administrative work Protective and emergency services Earth and engineering sciences Accommodation and food service Sales and marketing Banking and insurance Human resources and employment Cleaning works Agriculture, forestry and fishing Advertising and PR State and public administration Social work and welfare Sports, culture and leisure Health care and medicine Transportation, storage and logistics Industry and manufacturing Law Desired area of work
  • 13. 5% 73% 7% 1% 1% 5% 0% 1% 0% 3% 8% 4% 0% 20% 40% 60% 80% Entrepreneur Full-time salaried employee Part-time salaried employee Apprentice Voluntary worker Studying at school or… Conscript Pensioner On parental leave Registered unemployed Do not work or study Labour status 17% 11% 15% 14% 16% 9% 18% 0% 5% 10% 15% 20% 1-9 employees 10-19 employees 20-49 employees 50-99 employees 100-249 employees 250-499 employees more than 500 employees Range of employees – current employer Labour status and size of company
  • 14. 1% 30% 27% 16% 8% 9% 8% 1% 1% 0% 0% 10% 20% 30% 40% Doctoral degree Master’s degree Bachelor’s degree Vocational higher education Post-secondary vocational education General secondary education Vocational secondary education Vocational education after basic education Basic education Less than basic education Education 59% 10% 10% 9% 9% 4% 0% 20% 40% 60% 80% Rīga reģions Pieriga reģions Vidzeme reģions Kurzeme reģions Zemgale reģions Latgale reģions Place of residence Place of resicence and education
  • 15. 62% 38% 0% 10% 20% 30% 40% 50% 60% 70% Female Male Gender of respondents 0% 9% 41% 25% 18% 7% 0% 0% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 15 or younger 16-24 25-34 35-44 45-54 55-64 65-74 75 or older Age group of respondents Gender and age of respondents
  • 16. CHANGES IN BASIC SALARIES The Employers’ Salary Survey
  • 17. • Share of respondents who had not changed and did not plan to change basic salaries • Share of respondents who had raised basic salaries and average rises during the previous 6 months (Nov 2012 – Apr 2013) • Share of respondents who were planning to raise basic salaries and average planned rises in the following 6 months (May–Oct 2013) • Employees impacted by pay adjustments (%) • Reasons behind salary changes during the previous 6 months (%) • Reasons behind salary changes scheduled for the following 6 months Slides in the full version of the Salary Survey Report
  • 18. NET SALARY CHANGES The Employees‘ Salary Survey
  • 19. Slides in the full version of the Salary Survey Report • Changes in net salary Apr 2012 – Apr 2013, share of respondents (%) • Average rise in net salary Apr 2012 – Apr 2013 • Net salary changes Apr 2012 – Apr 2013, by occupation group • Average rise in net salary Apr 2012 – Apr 2013, by occupation group of respondents • Net salary changes Apr 2012 – Apr 2013, share of respondents by size of employer’s organisation • Changes in net salary Apr 2012 – Apr 2013, share of respondents by gender • Changes in net salary Apr 2012 – Apr 2013, share of respondents by age group • Changes in net salary Apr 2012 – Apr 2013, share of respondents by level of education • Changes in net salary Apr 2012 – Apr 2013, share of respondents by place of residence
  • 20. JOB SEEKING The Employees‘ Salary Survey
  • 21. • Job seeking activities • Job seekers by labour status and area of activity • Job seekers by occupation group and by years in service • Job seekers by size of current employer’s organisation • Job seekers by gender, age group and level of education Slides in the full version of the Salary Survey Report
  • 22. CHANGES IN LABOUR DEMAND & ASSESSMENT OF LABOUR MARKET SITUATION The Employers’ Salary Survey
  • 23. • Changes in labour demand – share of respondents who need additional people • Changes in labour demand by economic activity • Changes in labour demand by size of organisation • Labour demand forecast • Employers’ assessment of labour market situation • Dealing with labour shortage Slides in the full version of the Salary Survey Report
  • 24. WORK ORGANISATION Sponsored by Microsoft
  • 25. 7% 20% 18% 24% 34% 33% 34% 41% 5% 9% 13% 20% 24% 30% 31% 42% 0% 20% 40% 60% 80% 100% I can greatly influence my pay. I can influence the criteria used to assess my work performance. I can decide where I work and how and when I get there. I can organise my own working hours, fixed hours are not enforced. I have a say in setting my work and performance targets and deadlines. I can plan my own work process and when I do what. I can choose myself how to do my work and what methods and techniques I use. Independence in organising my work is important to me. Autonomy in work organisation 4- agree 5- strongly agree Work organisation – employees’ views
  • 26. 25% 20% 40% 61% 14% 6% 19% 30% 0% 20% 40% 60% 80% 100% Employees can plan their own work process and when they do what. Employees can choose how they do their work and what methods and techniques they use. Employees have a say in setting work and performance targets and deadlines. Employees' independence in organising their work forms an important part of our organisation's work culture. Employees can manage their own working hours, fixed hours are not enforced. Employees can decide when they need to come in and how and when they get there. Employees can influence the criteria used to assess their work performance. Employees can greatly influence their pay. Employees’ autonomy in work organisation 5 – true for most employees 4 – true only in case of managers and top professionals 3 – true for office workers depending on the nature of their job Work organisation – employers’ views
  • 27. Work organisation – employers’ responses 33% 18% 49% 0% 10% 20% 30% 40% 50% 60% No, the nature of our organisation’s work doesn’t allow that No, even if the nature of some jobs would allow that Yes, if the nature of the job allows that Teleworking possibilities in organisation
  • 28. 0% 10% 20% 30% 40% 50% 60% 70% No, the nature of my job doesn't allow that No, even though the nature of my job would allow that Yes, I can work elsewhere if I wish Teleworking possibilities and satisfaction with work organisation All employees Satisfied with their work organisation Not satisfied with their work organisation Work organisation – employees’ responses
  • 29. 30% 32% 36% 34% 31% 45% 40% 15% 16% 13% 17% 21% 35% 48% 0% 20% 40% 60% 80% 100% Our organisation and/or department is well managed. Work organisation in my current job suits well with my personal lifestyle. I am satisfied with my work organisation. My work environment fully supports achieving the best performance. My job offers me professional development. I feel that I am trusted at work. I have good relations with my colleagues. Working conditions and environment 4- agree 5- strongly agree Work organisation – employees’ views
  • 30. 41% 39% 45% 54% 40% 52% 51% 11% 19% 28% 20% 36% 30% 33% 0% 20% 40% 60% 80% 100% Our organisation has the best possible work organisation. Work organisation takes into account employees’ personal lifestyles (studies, family etc.). Our work environment is fully supportive of achieving the best performance. Our organisation and/or department is well managed. Our employees have opportunities to develop professionally. The relations between our employees are good. We trust our employees. Working conditions and environment 4 - agree 5 - strongly agree Work organisation – employers’ views
  • 31. 25% 30% 36% 31% 37% 38% 42% 36% 43% 6% 16% 21% 27% 22% 23% 24% 32% 30% 0% 20% 40% 60% 80% 100% Allowing teleworking damages team work and causes tension due to unfairness. Teleworking at home presents various risks for the employee – responsibility for their work equipment and covering the costs… Many employees lack sufficient self- discipline and sense of responsibility to work independently. If the nature of the work does not require fixed hours in the office then it is pointless to enforce it. Flexible working makes it more difficult to keep work and private life apart. Organisations that offer flexible working, including teleworking, are more attractive as employers. Employees are better motivated and more efficient when they have more say in their work organisation. Managers should spend more time on assessing performance rather than enforcing fixed working hours. In order for flexible working to be successful it would have to be a natural part of the organisation's work culture and not just an… Pros and cons of flexible work organisation 4- agree 5- strongly agree Work organisation – employees’ views
  • 32. 23% 30% 28% 32% 37% 38% 42% 35% 48% 4% 8% 10% 8% 13% 15% 18% 47% 33% 0% 20% 40% 60% 80% 100% The majority of employees cannot be trusted with managing their own work organisation as they lack sufficient self-discipline and sense of responsibility. Offering flexible working, including teleworking, improves the employer’s reputation, which in turn helps to recruit better candidates. Allowing teleworking presents various risks for the employer, such as security risk, health and safety risk and loss of assets risk. Allowing teleworking damages team work and causes tension due to a sense of unfairness. Allowing flexible work organisation makes people and work process management significantly more complex. Giving employees more autonomy allows managers more time to deal with organisational matters instead of checking adherence to fixed working hours. Giving employees more freedom and responsibility to organise their own work improves their motivation and performance. With non-manual employees it is more important to assess their performance rather than enforce fixed working hours. In order for flexible work organisation to be successful it would have to be a natural part of the organisation's work culture and not just an individually agreed… Pros and cons of flexible work organisation 4 - agree 5 - strongly agree Work organisation – employers’ views
  • 33. GROSS WAGES AND SALARIES The Employers’ Salary Survey
  • 34. Slides in the full version of the Salary Survey Report • Average gross wages for 175 occupations • Comprehensive pay reports for 38 individual occupations • Gross monthly salary ranges (quartiles 25, 75; percentiles 10, 90; median) • Internal pay differences in organisations • Basic pay and variable pay 550 830 500 750 Gross monthly salary range Lowest 70% Average 100% Highest 140% Internal pay differences 80% 20% Share of base pay and variable pay in salary Variable pay Base pay
  • 35. EMPLOYEE MOVEMENT AND SALARY EXPECTATIONS The Employees‘ Salary Survey
  • 36. • Existing job and desired job – movement of employees • Existing net pay and desired pay for 284 occupations • Desired pay by gender, age, educational level, etc. (on request) Slides in the full version of the Salary Survey Report 800 600 600 1600 1500 1500 650 500 500 1450 1200 1000