This document summarizes the results of a 2011 salary appraisal survey conducted across 32 countries. Some key findings:
- 89% of companies plan to give salary increases in 2011, with 41% providing increases up to 5% and 20-20% providing 5-10% and 10-15% respectively.
- Increases given in 2010 varied by region, with 88% of Indian companies, 69% of US companies, 81% of European companies, and 74% of other countries providing increases.
- Respondents were primarily CFOs (78%), with the remainder being CEOs, other finance professionals, HR consultants, and others.
- The report analyzes responses based on
Eps and eva forecasting ability for industrial jordanian companiesAlexander Decker
This document summarizes a study that investigated the relationship between Economic Value Added (EVA) and Earnings per Share (EPS) for industrial Jordanian companies. The study aimed to determine whether current EVA provides incremental information for predicting future EPS beyond what is contained in current EPS and its components (cash flows from operations and accruals). Based on regression analyses of data from 39 industrial Jordanian companies over the period 2004-2009, the study found that current EPS and its components can predict future EPS, but current EVA does not contain incremental information for predicting future EPS beyond the information in current EPS components.
The document summarizes a survey of over 700 senior managers in financial services and commerce & industry in Singapore about hiring plans for 2011.
Key findings for financial services include that 99% plan to hire in 2011, mainly to replace previous losses, though 67% also plan to increase headcount. Most expect salaries and bonuses to rise to retain talent. The main challenge is talent retention, which 61% aim to address through better compensation and training.
For commerce & industry, 97% plan to hire in 2011, with 81% replacing losses but 63% also adding headcount, showing growth in some sectors. 46% plan to re-evaluate people investment strategies.
This document summarizes a presentation by Aon Hewitt on employee remuneration trends in 2011/12. It discusses Aon Hewitt's survey methodology, key economic indicators, salary increase budgets and trends across different levels and industries. It also covers bonus awards, long-term incentives, employee benefits, and the 2012 reward outlook. Slides include data on salary increases, total cash compensation mixes, long-term incentive prevalence, benefits programs, and Aon Hewitt's 2012 survey calendar.
The document outlines an agenda for a reward planning workshop, including introductions, a headline trends update on the 2012 economic environment and its impact on HR and reward programs, and breakout sessions on new pay strategies, the role of line managers, and improving relations with senior leadership. Key topics to be discussed are the modest salary increase projections for 2012, pressure on costs influencing HR policies, top performing and underperforming HR activities, changes being made to variable pay and benefits programs, and the top 10 HR priorities for organizations for 2012-2014.
A comparative analysis of the impact of corporate taxation on company’s reser...Alexander Decker
This document analyzes the impact of corporate taxation on companies' reserve and dividend policies in Nigeria from 2000-2011. It examines 35 companies across 7 sectors to determine the relationship between corporate tax payments, earnings per share, retained earnings, and dividend payouts. Statistical tests were used to evaluate the sectoral data and determine the comparative impact. The results found varying responses in dividend payouts based on corporate taxes, retained earnings, and earnings per share among the sectors. Banking had the highest performance in dividend policy and impact of taxation on reserves, followed by other sectors. The findings also showed that corporate tax implementation in Nigeria does not affect dividend payment policies among companies. The study recommends restructuring policies to improve sector performance and variables
This document summarizes key findings from an employer health benefit survey conducted between 1999-2013. It shows that between 1999-2013, health insurance premiums and workers' contributions to premiums increased substantially more than inflation and earnings. The percentage of firms offering health benefits decreased among small firms but remained steady among large firms. Most covered workers were enrolled in PPO plans by 2013.
Kaiser Family Foundation/ Health Research & Educational Trust 2013 Employer H...Nathan (Andy) Bostick
This annual survey of employers provides a detailed look at trends in employer-sponsored health coverage, including premiums, employee contributions, cost-sharing provisions, and other relevant information. The 2013 survey included almost three thousand interviews with non-federal public and private firms.
Annual premiums for employer-sponsored family health coverage reached $16,351 this year, up 4 percent from last year, with workers on average paying $4,565 towards the cost of their coverage, according to the Kaiser Family Foundation/Health Research & Educational Trust (HRET) 2013 Employer Health Benefits Survey.
Authors: • Claxton G, Rae M, Panchal N, Damico A, Whitmore H, Bostick N, Kenward K
Eps and eva forecasting ability for industrial jordanian companiesAlexander Decker
This document summarizes a study that investigated the relationship between Economic Value Added (EVA) and Earnings per Share (EPS) for industrial Jordanian companies. The study aimed to determine whether current EVA provides incremental information for predicting future EPS beyond what is contained in current EPS and its components (cash flows from operations and accruals). Based on regression analyses of data from 39 industrial Jordanian companies over the period 2004-2009, the study found that current EPS and its components can predict future EPS, but current EVA does not contain incremental information for predicting future EPS beyond the information in current EPS components.
The document summarizes a survey of over 700 senior managers in financial services and commerce & industry in Singapore about hiring plans for 2011.
Key findings for financial services include that 99% plan to hire in 2011, mainly to replace previous losses, though 67% also plan to increase headcount. Most expect salaries and bonuses to rise to retain talent. The main challenge is talent retention, which 61% aim to address through better compensation and training.
For commerce & industry, 97% plan to hire in 2011, with 81% replacing losses but 63% also adding headcount, showing growth in some sectors. 46% plan to re-evaluate people investment strategies.
This document summarizes a presentation by Aon Hewitt on employee remuneration trends in 2011/12. It discusses Aon Hewitt's survey methodology, key economic indicators, salary increase budgets and trends across different levels and industries. It also covers bonus awards, long-term incentives, employee benefits, and the 2012 reward outlook. Slides include data on salary increases, total cash compensation mixes, long-term incentive prevalence, benefits programs, and Aon Hewitt's 2012 survey calendar.
The document outlines an agenda for a reward planning workshop, including introductions, a headline trends update on the 2012 economic environment and its impact on HR and reward programs, and breakout sessions on new pay strategies, the role of line managers, and improving relations with senior leadership. Key topics to be discussed are the modest salary increase projections for 2012, pressure on costs influencing HR policies, top performing and underperforming HR activities, changes being made to variable pay and benefits programs, and the top 10 HR priorities for organizations for 2012-2014.
A comparative analysis of the impact of corporate taxation on company’s reser...Alexander Decker
This document analyzes the impact of corporate taxation on companies' reserve and dividend policies in Nigeria from 2000-2011. It examines 35 companies across 7 sectors to determine the relationship between corporate tax payments, earnings per share, retained earnings, and dividend payouts. Statistical tests were used to evaluate the sectoral data and determine the comparative impact. The results found varying responses in dividend payouts based on corporate taxes, retained earnings, and earnings per share among the sectors. Banking had the highest performance in dividend policy and impact of taxation on reserves, followed by other sectors. The findings also showed that corporate tax implementation in Nigeria does not affect dividend payment policies among companies. The study recommends restructuring policies to improve sector performance and variables
This document summarizes key findings from an employer health benefit survey conducted between 1999-2013. It shows that between 1999-2013, health insurance premiums and workers' contributions to premiums increased substantially more than inflation and earnings. The percentage of firms offering health benefits decreased among small firms but remained steady among large firms. Most covered workers were enrolled in PPO plans by 2013.
Kaiser Family Foundation/ Health Research & Educational Trust 2013 Employer H...Nathan (Andy) Bostick
This annual survey of employers provides a detailed look at trends in employer-sponsored health coverage, including premiums, employee contributions, cost-sharing provisions, and other relevant information. The 2013 survey included almost three thousand interviews with non-federal public and private firms.
Annual premiums for employer-sponsored family health coverage reached $16,351 this year, up 4 percent from last year, with workers on average paying $4,565 towards the cost of their coverage, according to the Kaiser Family Foundation/Health Research & Educational Trust (HRET) 2013 Employer Health Benefits Survey.
Authors: • Claxton G, Rae M, Panchal N, Damico A, Whitmore H, Bostick N, Kenward K
The document provides an annual salary survey of HR professionals in India conducted by HRhelpdesk.in. It includes benchmarks for average salary increases, attrition rates, HR to employee leverage ratios across different industries and experience levels. Percentile positioning of salaries is provided for various HR designations along with the highest and lowest paying industries. The survey analyzed data from over 200 companies across industries.
Nishita Mehta is seeking opportunities to explore, learn, and network. She has experience in media management, social media management, account servicing, and writing. She holds an MCS degree in Journalism and Communication from Maharaja Sayajirao University of Baroda. She is fluent in Gujarati, English, Hindi, and has intermediate proficiency in Italian and French. She has interned in advertising and public relations. Additionally, she has volunteered extensively with AFS Intercultural Programs India, assisting exchange students and training others in intercultural competencies.
This salary certificate certifies that Mr./Ms. X is employed as a Position at Company Name since date. Their total monthly remuneration is AED xxxx, which includes fixed allowances. The certificate was issued at the specific request of the employee.
The 2016 Customer Success Salary Report surveyed 1000 respondents to establish industry benchmarks for Customer Success professionals regarding compensation trends, the growth and maturity of the role, and the unique challenges and goals in our industry.
This year’s survey saw a 25% increase in the number of respondents, and includes participants from all seven continents.
This document summarizes the results of the 2016 Colorado Salesforce salary survey conducted by the Denver User Group. Key findings include:
- The average annual salary including bonus was $95,147, a 2.1% increase from 2015.
- Salaries generally increased with more Salesforce experience, certifications, and larger deployment sizes.
- Additional benefits like 401k matching and education reimbursement were common.
- Gender and employer type disparities in salary persisted, with men and for-profit companies earning more on average.
2015 Customer Success Salary & State of the Profession ReportTotango
Customer Success as a profession is going through a meteoric rise. This was evident in our most recent Customer Success survey which attracted more than 4X respondents compared to last year.
Check out the 3rd annual Customer Success Salary Survey & State of the Profession Report to benchmark your customer success efforts -- from compensation to goals and challenges. Enjoy!
Wage and salary administration aims to establish a scientific pay structure to avoid conflicts between employers and employees regarding fair compensation. It should consider economic, psychological, legal and growth factors. In India, wages are not fixed systematically due to poverty, unemployment and population issues. Time-rate and piece-rate wages each have benefits and drawbacks for workers and employers. Developing an effective pay system involves job analysis, evaluation, surveys, establishing pay grades and structures, and monitoring for adjustments.
This document is a dissertation report submitted by Ranjan Kumar to Acharya Institute of Management and Sciences in partial fulfillment of the requirements for a Master of Business Administration degree. The report studies customer satisfaction at Reliance Fresh retail outlets in Bangalore, India. It includes declarations by Ranjan Kumar and his advisor Prof. K. Ranganathan, as well as certificates of approval. Ranjan Kumar acknowledges and thanks those who supported the completion of his dissertation report.
The document discusses several topics related to wages and salaries administration including:
1. The definitions of wages, salaries, and compensation.
2. The activities involved in wage and salary administration such as developing pay structures.
3. The importance of studying wage and salary administration to establish fair and balanced pay.
4. The role of human resources in payroll and ensuring proper payment of wages.
This document discusses wages and salary administration. It covers developing a pay system through job evaluation and market surveys, establishing pay structures, and administering individual pay adjustments while monitoring the system. It also discusses factors affecting compensation levels and the purpose of wages. Principles of compensation administration and different types of compensation like direct, indirect, and total compensation are defined.
This document summarizes compensation trends in 2011-2012 based on a presentation by Maureen Driscoll. It discusses the following key points in 3 sentences or less:
1. Base salary increases in 2011 were higher or about the same for most organizations compared to 2010, with average increases of 2-3% projected for 2012.
2. Over half of organizations have implemented pay for performance programs to varying degrees, with median salary increases of 4% for high performers and 2% for low performers.
3. Short-term incentive plans typically target 7-12% of salary for exempt employees and 28% for executives, while long-term incentives are usually reserved for upper management to balance short- and long
The survey found that association executives are significantly more optimistic about the economic impact in 2011 compared to 2010. While membership trends still show the effects of the recession, concerns over core business lines like sponsorship and advertising have dramatically decreased from 2010. Associations also report accessing reserves less in 2010 compared to 2009 and using funds more for new initiatives than operating expenses. Budget outlooks indicate austerity measures are down across areas like staffing reductions and budget cuts. In summary, the survey shows associations have turned a corner towards greater financial stability and recovery from the recession.
Sonic Healthcare is recommended as the top investment based on the analysis. It has shown consistent profit growth over the past 5 years, with profits increasing 15% in 2019. Liquidity has also increased steadily. The solvency ratio and cash flows demonstrate financial strength. Sonic has a strong balance sheet and reported record profits in 2019 following an acquisition that expanded its business in the large US market.
According to a survey of 224 organizations conducted by Aon Hewitt in spring 2016, approximately 35% of respondents indicated that aspects of their annual short-term incentive programs would be reviewed in 2016. The top concerns included payout opportunities (49%), use of discretion (40%), performance evaluation factors (34%), performance leverage factors (20%), and eligibility levels (16%). Many organizations are considering adjusting performance evaluation weightings, payout opportunities, performance leverage factors, levels of discretion, and eligibility levels in response to these concerns.
This document summarizes a study that assessed the relationship between employee productivity, capacity building, and performance in cooperative banks in Nagpur, India. The study used questionnaires distributed to human resource managers, bank managers, and supervisors across all cooperative banks in the district. Statistical analysis found a positive relationship between capacity building activities like training, employee productivity, customer satisfaction, and bank performance. Specifically, improvements in employee skills, motivation, and satisfaction through capacity building initiatives led to increased customer satisfaction and loyalty, which in turn improved financial performance metrics for the banks. The study provides evidence that investing in employees through training and development has tangible benefits for organizational success.
Effect of Portfolio Diversification on Commercial Banks Financial Performance...inventionjournals
The study examined the effect of portfolio diversification on Commercial Banks financial performance. Mixed method of research design was used and data was collected using questionnaires and interview schedules. Target population was 43 licensed Commercial Banks in Kenya from which one hundred and thirty three (133) managers were randomly selected to form sample size. Validity of the research instruments was ensured through content, face and construct validity testing. Data was analyzed using descriptive statistics and inferential statistics which included correlation analysis and bivariate regression analysis. The study established a positive statistically significant relationship between portfolio diversification and financial performance. The portfolio diversification explained 68% of the changes in the financial performance of commercial banks in Kenya and that most banks diversify their investments which has enabled them to increase profits and performance in the past years.The study recommended that financial institutions should invest in a combination of assets which are negatively correlated because this maximizes revenue (returns) and minimizes losses (risks). Further study should be undertaken to establish the best combination of assets that can yield an efficient portfolio.
Digital salary and industry insights report, 7th editionAlex Straw
The document provides an overview and analysis of survey results regarding digital professionals' work life blend and career perceptions. Key findings include:
- Respondents reported moderate levels of happiness, confidence and stress, with the highest scores for confidence and skills to progress. Younger and middle-aged professionals reported lower well-being scores.
- The most fulfilled elements of professionals' work life blends were personal relationships and leisure, while work elements like career goals and fulfillment at work were least fulfilled.
- Those with higher overall blend fulfillment reported greater happiness. The average gap between current and target blend fulfillment was 22% across elements.
- Younger professionals prioritized work-life balance while middle-aged groups
Effect of Corporate Governance Committees and Financial Performance of Health...ijtsrd
This study examined empirically corporate governance committees and financial performance of healthcare companies. The independent variables are remuneration committees and nomination committees and independent variable was proxied with return on equity. The study used Ex Post Facto research design. Regression analysis was employed to test the hypotheses. The result showed that remuneration committee has a negative effect on return on assets, and this effect was not statistically significant at 5 level of significance. While nomination committee has a positive effect on return on assets, and this effect was statistically significant at 5 level of significance. It was suggested that the remuneration committee ensure that the appointed board members have an appropriate balance of skills to successfully discharge their duties. Unamma, Amaka Nkiru | Nwachukwu Raphael "Effect of Corporate Governance Committees and Financial Performance of Healthcare Companies in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-4, August 2023, URL: https://www.ijtsrd.com/papers/ijtsrd59782.pdf Paper Url:https://www.ijtsrd.com/management/accounting-and-finance/59782/effect-of-corporate-governance-committees-and-financial-performance-of-healthcare-companies-in-nigeria/unamma-amaka-nkiru
The document provides an annual salary survey of HR professionals in India conducted by HRhelpdesk.in. It includes benchmarks for average salary increases, attrition rates, HR to employee leverage ratios across different industries and experience levels. Percentile positioning of salaries is provided for various HR designations along with the highest and lowest paying industries. The survey analyzed data from over 200 companies across industries.
Nishita Mehta is seeking opportunities to explore, learn, and network. She has experience in media management, social media management, account servicing, and writing. She holds an MCS degree in Journalism and Communication from Maharaja Sayajirao University of Baroda. She is fluent in Gujarati, English, Hindi, and has intermediate proficiency in Italian and French. She has interned in advertising and public relations. Additionally, she has volunteered extensively with AFS Intercultural Programs India, assisting exchange students and training others in intercultural competencies.
This salary certificate certifies that Mr./Ms. X is employed as a Position at Company Name since date. Their total monthly remuneration is AED xxxx, which includes fixed allowances. The certificate was issued at the specific request of the employee.
The 2016 Customer Success Salary Report surveyed 1000 respondents to establish industry benchmarks for Customer Success professionals regarding compensation trends, the growth and maturity of the role, and the unique challenges and goals in our industry.
This year’s survey saw a 25% increase in the number of respondents, and includes participants from all seven continents.
This document summarizes the results of the 2016 Colorado Salesforce salary survey conducted by the Denver User Group. Key findings include:
- The average annual salary including bonus was $95,147, a 2.1% increase from 2015.
- Salaries generally increased with more Salesforce experience, certifications, and larger deployment sizes.
- Additional benefits like 401k matching and education reimbursement were common.
- Gender and employer type disparities in salary persisted, with men and for-profit companies earning more on average.
2015 Customer Success Salary & State of the Profession ReportTotango
Customer Success as a profession is going through a meteoric rise. This was evident in our most recent Customer Success survey which attracted more than 4X respondents compared to last year.
Check out the 3rd annual Customer Success Salary Survey & State of the Profession Report to benchmark your customer success efforts -- from compensation to goals and challenges. Enjoy!
Wage and salary administration aims to establish a scientific pay structure to avoid conflicts between employers and employees regarding fair compensation. It should consider economic, psychological, legal and growth factors. In India, wages are not fixed systematically due to poverty, unemployment and population issues. Time-rate and piece-rate wages each have benefits and drawbacks for workers and employers. Developing an effective pay system involves job analysis, evaluation, surveys, establishing pay grades and structures, and monitoring for adjustments.
This document is a dissertation report submitted by Ranjan Kumar to Acharya Institute of Management and Sciences in partial fulfillment of the requirements for a Master of Business Administration degree. The report studies customer satisfaction at Reliance Fresh retail outlets in Bangalore, India. It includes declarations by Ranjan Kumar and his advisor Prof. K. Ranganathan, as well as certificates of approval. Ranjan Kumar acknowledges and thanks those who supported the completion of his dissertation report.
The document discusses several topics related to wages and salaries administration including:
1. The definitions of wages, salaries, and compensation.
2. The activities involved in wage and salary administration such as developing pay structures.
3. The importance of studying wage and salary administration to establish fair and balanced pay.
4. The role of human resources in payroll and ensuring proper payment of wages.
This document discusses wages and salary administration. It covers developing a pay system through job evaluation and market surveys, establishing pay structures, and administering individual pay adjustments while monitoring the system. It also discusses factors affecting compensation levels and the purpose of wages. Principles of compensation administration and different types of compensation like direct, indirect, and total compensation are defined.
This document summarizes compensation trends in 2011-2012 based on a presentation by Maureen Driscoll. It discusses the following key points in 3 sentences or less:
1. Base salary increases in 2011 were higher or about the same for most organizations compared to 2010, with average increases of 2-3% projected for 2012.
2. Over half of organizations have implemented pay for performance programs to varying degrees, with median salary increases of 4% for high performers and 2% for low performers.
3. Short-term incentive plans typically target 7-12% of salary for exempt employees and 28% for executives, while long-term incentives are usually reserved for upper management to balance short- and long
The survey found that association executives are significantly more optimistic about the economic impact in 2011 compared to 2010. While membership trends still show the effects of the recession, concerns over core business lines like sponsorship and advertising have dramatically decreased from 2010. Associations also report accessing reserves less in 2010 compared to 2009 and using funds more for new initiatives than operating expenses. Budget outlooks indicate austerity measures are down across areas like staffing reductions and budget cuts. In summary, the survey shows associations have turned a corner towards greater financial stability and recovery from the recession.
Sonic Healthcare is recommended as the top investment based on the analysis. It has shown consistent profit growth over the past 5 years, with profits increasing 15% in 2019. Liquidity has also increased steadily. The solvency ratio and cash flows demonstrate financial strength. Sonic has a strong balance sheet and reported record profits in 2019 following an acquisition that expanded its business in the large US market.
According to a survey of 224 organizations conducted by Aon Hewitt in spring 2016, approximately 35% of respondents indicated that aspects of their annual short-term incentive programs would be reviewed in 2016. The top concerns included payout opportunities (49%), use of discretion (40%), performance evaluation factors (34%), performance leverage factors (20%), and eligibility levels (16%). Many organizations are considering adjusting performance evaluation weightings, payout opportunities, performance leverage factors, levels of discretion, and eligibility levels in response to these concerns.
This document summarizes a study that assessed the relationship between employee productivity, capacity building, and performance in cooperative banks in Nagpur, India. The study used questionnaires distributed to human resource managers, bank managers, and supervisors across all cooperative banks in the district. Statistical analysis found a positive relationship between capacity building activities like training, employee productivity, customer satisfaction, and bank performance. Specifically, improvements in employee skills, motivation, and satisfaction through capacity building initiatives led to increased customer satisfaction and loyalty, which in turn improved financial performance metrics for the banks. The study provides evidence that investing in employees through training and development has tangible benefits for organizational success.
Effect of Portfolio Diversification on Commercial Banks Financial Performance...inventionjournals
The study examined the effect of portfolio diversification on Commercial Banks financial performance. Mixed method of research design was used and data was collected using questionnaires and interview schedules. Target population was 43 licensed Commercial Banks in Kenya from which one hundred and thirty three (133) managers were randomly selected to form sample size. Validity of the research instruments was ensured through content, face and construct validity testing. Data was analyzed using descriptive statistics and inferential statistics which included correlation analysis and bivariate regression analysis. The study established a positive statistically significant relationship between portfolio diversification and financial performance. The portfolio diversification explained 68% of the changes in the financial performance of commercial banks in Kenya and that most banks diversify their investments which has enabled them to increase profits and performance in the past years.The study recommended that financial institutions should invest in a combination of assets which are negatively correlated because this maximizes revenue (returns) and minimizes losses (risks). Further study should be undertaken to establish the best combination of assets that can yield an efficient portfolio.
Digital salary and industry insights report, 7th editionAlex Straw
The document provides an overview and analysis of survey results regarding digital professionals' work life blend and career perceptions. Key findings include:
- Respondents reported moderate levels of happiness, confidence and stress, with the highest scores for confidence and skills to progress. Younger and middle-aged professionals reported lower well-being scores.
- The most fulfilled elements of professionals' work life blends were personal relationships and leisure, while work elements like career goals and fulfillment at work were least fulfilled.
- Those with higher overall blend fulfillment reported greater happiness. The average gap between current and target blend fulfillment was 22% across elements.
- Younger professionals prioritized work-life balance while middle-aged groups
Effect of Corporate Governance Committees and Financial Performance of Health...ijtsrd
This study examined empirically corporate governance committees and financial performance of healthcare companies. The independent variables are remuneration committees and nomination committees and independent variable was proxied with return on equity. The study used Ex Post Facto research design. Regression analysis was employed to test the hypotheses. The result showed that remuneration committee has a negative effect on return on assets, and this effect was not statistically significant at 5 level of significance. While nomination committee has a positive effect on return on assets, and this effect was statistically significant at 5 level of significance. It was suggested that the remuneration committee ensure that the appointed board members have an appropriate balance of skills to successfully discharge their duties. Unamma, Amaka Nkiru | Nwachukwu Raphael "Effect of Corporate Governance Committees and Financial Performance of Healthcare Companies in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-4, August 2023, URL: https://www.ijtsrd.com/papers/ijtsrd59782.pdf Paper Url:https://www.ijtsrd.com/management/accounting-and-finance/59782/effect-of-corporate-governance-committees-and-financial-performance-of-healthcare-companies-in-nigeria/unamma-amaka-nkiru
Corporate Earnings, Dividend Payment, and Share Price Movements of Deposit Mo...Premier Publishers
This study sought to examine the dynamic relationship between corporate earnings, dividend payments and market prices of Nigerian deposit money banks’ shares. Time series and cross-sectional data covering seven years (2009-2015) were sourced from the selected banks published annual reports and accounts. Using both panel data regressions and granger causality tests, the static and dynamic relationships amongst corporate earnings, dividend information and market prices of shares were examined. Results from the study revealed that both corporate earnings and dividend payout have positive and significant impact on market price of shares. It was also discovered that corporate earnings and dividend information granger cause market prices of Nigerian banks shares. It is therefore recommended amongst others that management of Nigerian banks should place emphasis on profitability in all their operations; design appropriate dividend policy that should maximize stock returns and above all deposit money banks corporate managers should consider several other variables such as investment opportunities, available financing, tax and prevailing interest rates before declaring dividend to shareholders.
Financial planning and analysis (FP&A) functions are at the forefront of guiding organizational performance and supporting the decision-making process. Over the years, the challenges faced by management have required different planning approaches and techniques. Some have stayed and become ‘the norm’, for example driver-based planning. Yet, at the same time, the technological systems that underpin FP&A’s work have been constantly evolving to support faster decision-making, more scenarios and increasing volumes of data.
The document discusses trends in the executive search industry based on a quarterly report. It shows that the industry saw year-over-year growth from 2009 to 2010 and 2010 to 2011. Certain industries like industrial, consumer, and professional services saw increased searches while financial, technology, and non-profit saw decreases. The highest percentage of searches were for sales and marketing and finance positions. The document also discusses trends specifically for Greece, including growth rates from 2004-2011 and opportunities in industries like tourism, logistics, and renewable energy.
1) The document discusses the relationship between capacity building, employee productivity, and organizational performance in cooperative banks in Nagpur, India.
2) Statistical analysis showed a strong positive correlation between high capacity building/employee productivity and high organizational performance. High levels of skills training, motivation, and satisfaction were linked to increased quality, profits, and efficiency.
3) Conversely, low capacity building/productivity correlated with low performance. Banks needed to boost training and motivation to remain competitive.
Determinants of firms’ profitability in pakistanAlexander Decker
This document summarizes a research study that analyzed the determinants of profitability of Pakistani firms. The study examined the relationship between capital structure, financial leverage, firm size and corporate profitability. Data was collected from 50 Pakistani companies over 7 years. Regression analysis found a positive correlation between financial leverage and profitability, and between firm size and profitability. It found a negative correlation between capital structure and profitability. The study concluded additional variables could improve the model for determining corporate profitability.
This document provides a summary of the key findings from the CR and Sustainability Salary Survey 2012. It includes information on the sample size and demographics, as well as data on remuneration levels and trends. Some of the main points covered are:
- The sample size increased 42% to 847 respondents from 595 in 2010. 74% worked in-house and 26% as consultants.
- Average salaries continued their rising trend, with the UK average at £56,360. The highest paid regions were Rest of Europe (£69,000) and North America (£68,010).
- Consultants earned less on average than in-house staff, by around £9,000
Factors that affect financial distressYoyo Sudaryo
This study examines factors that affect financial distress among companies listed on the Jakarta Stock Exchange from 2012-2018. The researchers used multiple linear regression to analyze secondary data on liquidity, profitability, leverage, firm size, and interest rates. The results found that liquidity, profitability, leverage, and interest rates significantly impact financial distress, while firm size does not. Specifically, liquidity and interest rates were found to negatively affect financial distress, while profitability and leverage positively affect financial distress. Company leaders should consider these factors to avoid financial distress.
The document is a survey report on 2010-2011 Bermuda salary trends. It provides statistics on salary increases and bonuses for different employee levels across industries in Bermuda. The average base salary increase in 2010 was 2.7-3.5% and is projected to be 2.7-3.2% in 2011. The average bonus as a percentage of base salary was 23.8-117.7% in 2010 and is projected to be 10.6-76.4% in 2011. The report was produced by Mark Rim Assets Management based on a survey of 26 companies in Bermuda.
The document is the 2015 North East Salary Survey conducted by Nigel Wright Recruitment, which analyzed data from over 1,000 respondents on average salaries, benefits, job satisfaction, and factors influencing job changes in the North East region of the UK. The survey provides an overview of compensation trends and benchmarks salaries and benefits across various employment types, industries, job levels and disciplines to help organizations with recruitment strategies and individuals understand market rates.
While most CEO’s rate aggressive listening skills as a leadership skill; they all complain that people in the workplace just don’t “listen”. Most of us hear but don't listen and often spend time thinking about what we are going to say next! Poor listening skills create misunderstandings, make us miss deadlines and focus our attention on the wrong issues in the workplace.
Renowned author and Executive Coach Shital Kakkar Mehra shares eight (8) simple steps to improving Listening skills.
Whether you are meeting a new Client, or pitching to an Investor, or appearing for a Job Interview; a lot gets decided in the first meeting itself. Renowned Executive Coach, Ms. Shital Kakkar Mehra writes for SuperCFO on what one should do to Master the First Impression.
Raising funds is never easy, however when the environment is difficult, it becomes even more challenging. But it is definitely not impossible. Having worked with several growth companies, we share with you 7 most important factors that you must consider.
Raising funds is never easy, however when the environment is difficult, it becomes even more challenging. But it is definitely not impossible. Having worked with several growth companies, we share with you 7 most important factors that you must consider.
Just as individuals are choosy in selecting their personal effects, in the same way, we should pay close attention while opening our bank account! Yes! Opening a Bank account is like choosing your financial identity and it is imperative that we know the merits of choosing the right bank. One should bear in mind the following when opening a bank account: Intent and purpose
Top 10 Power Tips for a Sucessful Investor Road Show (whether for IPO or for ...SuperCFO
The document provides tips for CEOs and CFOs attending road show investor meetings. It recommends bringing hard copies of presentations and materials as backups in case of technology issues. Proper preparation is key, including researching investors, planning for different funding scenarios, practicing presentations, and knowing the company's financials inside and out. The CEO and CFO should be in control of meetings and creative in dealing with challenges.
Entrepreneur Magazine: CFO: Engine of the Finance Function.SuperCFO
Ever wondered how some companies are able to raise substantial debt & equity funds, and grow organically as well as inorganically, rapidly? Ever wondered how some organizations are able to manage crisis far better than the industry average, when the going gets tough?
Role of CFO for better financial managementSuperCFO
The document discusses the role of a Chief Financial Officer (CFO) in providing strategic financial management and support services to companies. It outlines various responsibilities of a CFO including strategic planning, mergers and acquisitions support, initial public offerings, corporate governance, cash flow and cost management, business planning, and fund raising. It then provides details on the services offered by SuperCFO, a leading provider of outsourced CFO services, and an introduction to the founder and CFO Partner at SuperCFO.
A business plan outlines business goals, reasons why goals are attainable, and plans for achieving goals. It provides background on the organization and team. While not strictly necessary, a business plan helps communicate plans to potential investors or lenders and allows continuous improvement through review and revision. SuperCFO offers business plan services including templates, customization of existing plans, building new plans, financial modeling, and sensitivity analysis.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
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2. 2011 Salary Appraisal Survey Report
Copyright SuperCFO
TABLE OF CONTENTS:
EXECUTIVE SUMMARY ............................................................................................................................................................................................................................. 4
RESPONDENTS ............................................................................................................................................................................................................................................ 5
INCREMENTS LAST YEAR ........................................................................................................................................................................................................................ 7
INCREMENTS – CURRENT YEAR (2011) .............................................................................................................................................................................................. 11
INCENTIVES / BONUS - CURRENT YEAR (2011) .............................................................................................................................................................................. 18
PROPOSED STOCK OPTIONS – CURRENT YEAR (2011) .................................................................................................................................................................. 21
INCREMENTS EXPECTATIONS FOR SELF– CURRENT YEAR (2011) ............................................................................................................................................ 23
EXPECTATIONS FOR SELF PROMOTION OR CHANGE IN JOB PROFILE THIS YEAR ............................................................................................................ 26
BONUS – LAST YEAR (2010) .................................................................................................................................................................................................................... 28
BONUS EXPECTATIONS FOR SELF CURRENT YEAR ...................................................................................................................................................................... 31
EVALUATION OF A JOB/CAREER CHANGE THIS YEAR .............................................................................................................................................................. 32
RANGE OF CHANNELS USED FOR GOOD CAREER OPPORTUNITIES ...................................................................................................................................... 33
ABOUT SUPERCFO:................................................................................................................................................................................................................................... 34
CONTACT US ............................................................................................................................................................................................................................................. 35
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SURVEY PROCESS
This Survey was conducted by the SuperCFO Talent Management Team. More information about SuperCFO and its Talent Management Arm is
provided on page 34.
After thorough analysis, Survey Questions were drafted in such a way to ensure that respondents, who comprised of CXO’s and Corporate
Professionals across the spectrum, could complete the survey in about two minutes.
The Survey Questionnaire was circulated to CEO’s, CFO’s, Controllers, Finance Heads, Auditors, HR & Finance Consultants, and few other
Management Executives.
Responses were received from professionals across 32 countries (Argentina, Australia, Brazil, Belgium, Canada, China, Chile, Denmark, Egypt,
France, Great Britain (UK), Ghana, Georgia, India, Indonesia, Israel, Netherlands, Norway, Pakistan, Poland, Portugal, Russia, Saudi Arabia, Spain,
Sweden, Switzerland, Turkey, UAE, USA,Vietnam, Yemen and Zambia)
The Survey was conducted over a month, and thereafter results were carefully reviewed and analyzed, to present a detailed report as below.
Disclaimer
Information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate information, there can be
no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. While reasonable steps have been undertaken to ensure that the information
contained in this publication accurately summarizes the survey responses received from the participating professionals; however, SuperCFO Services Pvt. Ltd. (“SuperCFO”) has not performed any procedures
to verify the accuracy of the survey responses. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation and also acknowledge that
any reliance upon any such opinion, advice, statement or information shall be at your sole risk.
The views and opinions expressed herein are those of the survey respondents and do not necessarily represent the views and opinions of SuperCFO. While every care has been taken in preparing the
information and materials contained in this site, such information and/or materials are provided to you without warranty of any kind either express or implied. In particular, no warranty regarding non-
infringement, security, accuracy, is given in conjunction with such information and/or materials
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EXECUTIVE SUMMARY
88% companies in India gave increases last year as compared to 69% by US, 81% by Europe and 74% by others.
While 89% companies said that they do plan to give increases this year, 41% are planning to give upto 5% increase, 20% fall in the 5 to 10%
bracket, 20% in 10% to 15%, and very negligible response for over 15%.
In India, only 2% companies are not planning to give any increments and 93% companies are planning to give increments in the range of 5% to
20%.
21% of Micro Companies (Revenue US$ 0 to $ 2 mn) are not planning any increments this year.
81% companies are planning to give annual incentives/bonuses this year with vast majority opting for 5% to 20%.
79% companies are not planning to give any ESOP’s this year.
Majority of the respondents expect an increment between the ranges of 5% - 15%.
It was interesting to note that only 28% of the respondents expect a job change or promotion this year.
In 2010, a large number of respondents (32%) did not receive any bonus as a percentage of their salary. 2011 heralds a positive change as the
number of respondents expecting a nil bonus has gone down from 32% last year to 17%.
71% of the respondents are either actively (34%) or passively evaluating a career/job change, with only 21% replying in the negative.
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RESPONDENTS
Region Wise
INDIA OTHERS There was somewhat of equanimity of results on this front with USA marginally contributing to
23% 26%
the highest share of respondents with almost 29% followed by Others, India and Europe
EUROPE respectively with 26%, 23% and 22% respectively.
USA
22% 29%
Profession Wise
CFO Again, CFOs topped the respondents’ pie with 78% as opposed to last year where they were again
78% proactive respondents with 68%. CEOs were at 6% this year compared to 8% last year and the CXO
ratio (CEOs plus CFOs) was at 84% this year as compared to 76% last year. In order to get a
broader industry perspective, we surveyed Finance and Accounting Executives, HR Professionals
and Auditors as well, who collectively totaled 10% of the global respondents.
CEO FINANCE
6% PROFS
6%
FINANCE HR CONS
CONS 1%
OTHERS
3% 6%
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Company Size Wise
MICRO
VERY
9%
Just as in 2009, companies were categorized into various sizes ranging from Micro (Upto
LARGE
24% SMALL USD2million) to Very Large (Over USD 250 million) in 2010. This was done to further decipher
14%
companywide responses region wise as also on other categories as we have observed that there are
divergent views from companies in different size categories as well. Again, just as in 2009, there
was a greater response from SMEs (medium sized) companies in 2010, which was a higher figure of
LARGE
MEDIUM
19%
34% 34% compared to 26% last year.
Company Size Definition ( in terms of revenues ):
• Micro Company: Nil to $ 2 mn (Rs. 10 Crores)
• Small Company: $ 2 mn to $ 10 mn (Rs. 10 Crores to Rs. 50 Crores)
• Medium Company: $ 10 mn to $ 50 mn (Rs. 50 Crores to Rs. 250 Crores)
• Large Company: $ 50 mn to $ 250 mn (Rs. 250 Crores to Rs. 1,250 Crores)
• Very Large Company: Over $ 250 mn (over Rs. 1,250 Crores)
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INCREMENTS LAST YEAR
Last year was a turnaround for most regions of the world in terms of coming out from the throes of a recession in
2008 and 2009. Whereas in 2009 64% respondents did not receive any increments only 22% in 2010 responded
negatively. This is a big change as compared to last year. A harbinger of good times just to come? We certainly
No Yes
22%
think so! This interesting piece of statistic was further analyzed into geographic regions. 88% companies in India
78%
gave increases last year as compared to just 46% last year. This shows that the biggest beneficiary of the global
economic turnaround is India. Consequently, if you observe, the US influence in global economic activities is
certainly not competitive anymore. In 2009 31% of companies in the US gave increments. That number has just
increased to 69%, which is still below international average of 75-80%.
Yes Yes Yes
69% 81% Yes 74%
88%
No No
No No
31% 12%
19% 26%
USA EUROPE INDIA OTHERS
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Increments - last year …. analyzing responses against Size of the Companies
If one segments companies by size according to the earlier definition, it is noticed that only 57% Micro companies gave increments in 2010. Very large
companies along with SMEs and large companies generally tend to be the most generous when it comes to doling out increments with 89%, 77% and
73% of them doing so respectively in 2010.
Very Large
Large
Medium
Small
Micro
0% 20% 40% 60% 80% 100%
Micro Small Medium Large Very Large
No 43% 23% 23% 27% 11%
Yes 57% 77% 77% 73% 89%
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USA EUROPE
Very Large Very Large
Large Large
Medium Medium
Small Small
Micro Micro
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
Micro Small Medium Large Very Large Micro Small Medium Large Very Large
YES 20% 57% 74% 67% 91% YES 100% 89% 67% 75% 90%
NO 80% 43% 26% 33% 9% NO 0% 11% 33% 25% 10%
INDIA OTHERS
Very Large Very Large
Large Large
Medium Medium
Small Small
Micro Micro
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
Micro Small Medium Large Very Large Micro Small Medium Large Very Large
YES 100% 67% 83% 88% 100% YES 0% 100% 86% 60% 80%
NO 0% 33% 17% 12% 0% NO 100% 0% 14% 40% 20%
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Increments - last year …. analyzing responses from different professionals
Profession wise, in 2010 one sees increments across the professional spectrum with over 70% HR Consultants, Others, CFOs Auditors and Finance Execs
saying that they got increments. Among CEOs the number is slightly smaller with 43% nodding in agreement.
In fact all the HR consultants surveyed got increments in 2010.
OTHERS
HR CONS
FINANCE CONS
FINANCE PROFS
CFO
CEO
0% 20% 40% 60% 80% 100%
CEO CFO FINANCE PROFS FINANCE CONS HR CONS OTHERS
Yes 43% 79% 70% 80% 100% 89%
No 57% 21% 30% 20% 11%
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INCREMENTS – CURRENT YEAR (2011)
5% to 10%
Upto 5% 20%
41% Are you planning to give any salary increase this year?
A majority of respondents (89%) responded in the affirmative to this question which is
up a whopping 11% compared to 2010.
However, the quantum of that increment to be doled out this year by companies largely
falls in the 5-15% bracket with 0-5% being the biggest contributor of 41%. This basically
No shows that though a majority of companies are giving increments this year across
Increment professions, the percentage increase is not very attractive. If we break this data down
12%
further into geographical territories, some interesting observations can be seen.
Over 30%
1% 20% to 30% 15% to 20% 10% to 15%
2% 4% 20%
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Upto 5%
USA 61%
20% of the companies surveyed in the US are not planning to give any
increments in 2011.
Out of the remaining 80% slated to give increments, 61% are going to be
extremely conservative i.e. in the range of 0-5%.
Between 15% -40% ranges, no increments are envisioned among the survey
participants. This clearly reflects the state of the US rate of growths which is
No abysmally slow and evens the slow recovery is capital intensive in its nature
5% to 10%
Increment
16% and not really a job led growth.
19% Over 30%
2% 20% to 30% 15% to 20% 10% to 15%
0% 0% 2%
EUROPE
In Europe, only 11% of the companies surveyed, do not plan to give any
increments.
No
Increment Again, the state of the economy in Europe largely mirrors that of US with
11% Upto 5%
71% of the companies giving increments in the range of 0-5%.
76%
5% to 10%
13%
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INDIA 10% to 15%
57% India is a sheer contrast with the developed economies of the world with
only 2% of the companies not giving any increments in 2011.
Not surprisingly, of the 98% of the companies giving increments most of
them are in the healthy 10-15% range and quite a few in the 15-30% range as
well.
5% to 10%
22%
15% to 20%
14%
Upto 5% 20% to 30%
No Over 30% 5%
0% 0%
Increment
2%
OTHERS Upto 5%
22%
No Among the rest of the world, 89% of the companies will give increments
Over 30% Increment
20% to 30%
4% 11%
with a majority of them in the 5-15% range as also a substantial number in
4%
the 0-5% range.
15% to 20%
0%
10% to 15% 5% to 10%
26% 33%
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INCREMENTS – CURRENT YEAR ... analyzing responses against Size of the Companies
Among companies in the size wise category, micro companies lead the pack of those not planning to give increments with 21%.
Most preferences among the participant companies lie in the 5-15% range for increments in 2011.
70%
60%
50%
40%
30%
20%
10%
0%
Micro Small Medium Large Very Large
No Upto 5% 5% to 10% 10% to 15% 15% to 20% 20% to 30% Over 30
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As compared to the rest of the world, India shows most increments in the healthy 10-20% range.
In US and Europe companies across the size strata are in the 0-5% range.
In the others category data shows increments across company sizes in the 0-10% range.
This shows a clear picture of the situations in Europe & US is changing moreover with cold - shoulder and a firm augmentation stage is
perceived in the developing world.
100% USA 100% EUROPE
80% 80%
60% 60%
40% 40%
20% 20%
0% 0%
Micro Small Medium Large Very Large Micro Small Medium Large Very Large
INDIA 100%
OTHERS
100%
80% 80%
60% 60%
40% 40%
20% 20%
0% 0%
Micro Small Medium Large Very Large Micro Small Medium Large Very Large
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INCREMENTS – CURRENT YEAR ... analyzing responses from different Professionals
Most professionals surveyed expect increases in the 0-15% range, with 29% CEOs expecting increases in the 15%-20% and over 30% categories
respectively.
Again if one is to look at this data of professional increment expectations geographically, then India shines out with most professionals across
domains expecting increments above 15% this year.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
No Upto 5% 5% to 10% 10% to 15% 15% to 20% 20% to 30% Over 30%
Finance Cons CEO CFO Finance Profs HR Cons Others
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100%
USA 100% EUROPE
80% 80%
60% 60%
40% 40%
20% 20%
0%
0%
No Upto 5% 5% to 10% 10% to 15% Over 15%
No Upto 5% 5% to 10% 10% to 15% Over 15%
100% INDIA 100%
OTHERS
80% 80%
60% 60%
40% 40%
20% 20%
0% 0%
No Upto 5% 5% to 10% 10% to 15% Over 15% No Upto 5% 5% to 10% 10% to 15% 15% to 20%
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INCENTIVES / BONUS - CURRENT YEAR (2011)
As opposed to the trend last year where 68% of companies were willing to dole out bonuses last year, this year
12% 7%
19% 8% again heralds a healthy trend on the bonus front. 81% of the companies surveyed are willing to dole out bonuses
in 2011, which certainly augurs towards a healthy trend macro economically across the globe. This year,
19%
respondents across the world are willing to give bonuses in excess of 30%, across the world, to some extent. In
22%
13% other words there is no region in the broad areas surveyed, where companies are not giving bonuses in excess of
30%. The average bonus across the world is 13% and most of the companies across the geographical spectrum are
giving bonuses in the range of 5%-20% of the annual compensation of the employees. This is a shade better than
last year when majority companies across all jurisdictions were giving bonuses in the range of 5%-15%.
USA EUROPE INDIA OTHERS
16% 29% 15%
25% 16% 14%
8% 15%
10% 19%
10% 21%
2% 19% 13% 5%
4% 7%
6% 22%
20%
11% 19% 14% 17% 19%
21% 4%
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INCENTIVES / BONUS - CURRENT YEAR... analyzing responses against Size of the Companies
Despite global economic scenario showing signs of a turnaround, micro companies, mainly due to their size and budgetary constraints, just like last year,
are among those, who are majorly (31%), not giving bonuses.
60%
50%
40%
30%
20%
10%
0%
Micro Small Medium Large Very Large
No Upto 5% 5% to 10% 10% to 15%
15% to 20% 20% to 30% Over 30%
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USA EUROPE
100%
100%
80%
80%
60% 60%
40% 40%
20% 20%
0% 0%
Micro Small Medium Large Very Large Micro Small Medium Large Very Large
INDIA OTHERS
100% 100%
80% 80%
60% 60%
40% 40%
20% 20%
0% 0%
Micro Small Medium Large Very Large Micro Small Medium Large Very Large
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PROPOSED STOCK OPTIONS – CURRENT YEAR (2011)
Stock options have over the years been consistently declining in popularity as a tool for employee
21% 79% incentivisation. This is due to global volatility on the bourses as a result of worldwide economic, natural
and political uncertainities. A whopping 79% of the respondents surveyed were not in favor of giving
ESOPS this year.
Geographically too, companies across jurisdictions are not in favor of paying stock options with an
average of 79%, choosing not to pay stock options.
Yes No
USA EUROPE INDIA OTHERS
84% 88%
27% 73% 30%
70%
16%
12%
Yes No Yes No Yes No Yes No
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PROPOSED STOCK OPTIONS -... analyzing responses against Size of the Companies
V Large
Response across different sizes of companies also met with an overwhelming NO for ESOPS. It was observed
Large that 37% of very large companies were planning to give ESOPS; the highest and none of the respondents from
Med small companies were willing to give stock options.
Small
Micro
0% 20% 40% 60% 80% 100%
Yes No
USA EUROPE INDIA OTHERS
V Large V Large V Large V Large
Large Large Large Large
Med Med Med Med
Small Small Small Small
Micro Micro Micro Micro
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
Yes No Yes No Yes No Yes No
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INCREMENTS EXPECTATIONS FOR SELF– CURRENT YEAR (2011)
25% Majority of the respondents expect an increment between the ranges of 5% - 15%. A very small percentage
15%
of them expect to receive anything above 30%.
5% 23%
6%
If you see the geographical trend then unsurprisingly, most of the respondents surveyed in India expect
10%
16% increments in 2011, with only 2% replying in the negative. Majority of the respondents in US and Europe
expect little (upto 5%). In India, the expectation in 2011 hovers between 10%-20%.
USA EUROPE OTHERS
INDIA
4% 4% 2% 5% 2% 2% 4%
4%
7% 15%
26% 14% 25% 14% 19% 15%
24% 17%
22% 15%
33%
36% 36% 11%
44%
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INCREMENTS EXPECTATIONS FOR SELF– CURRENT YEAR …. analyzing responses against Size of the Companies
V Large
An average of 16% of companies across different sizes has decided not to give increments this year.
Large
Majority of the respondents who said yes to increments expect them to be in the range of 5- 10%.
Med
Small
Micro
0% 20% 40% 60% 80%100%
USA Europe INDIA OTHERS
V Large V Large V Large V Large
Large Large Large Large
Med Med Med Med
Small Small Small Small
Micro Micro Micro Micro
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
0% 20% 40% 60% 80% 100%
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INCREMENTS EXPECTATIONS FOR SELF– CURRENT YEAR …. analyzing responses from different Professionals
100%
Except for the financial domain, where19% of CFOs and 10% of Auditors are not expecting increments; all other
80%
professionals surveyed expect some form of increment or the other.
60%
Legend used for the graphs:
40%
X1 = Nil
20% X2 = Upto 5%
X3= 5% to 10%
0%
X4 = 10% to 15%
X1 X2 X3 X4 X5 X6 X7
X5 = 15% to 20%
X6 = 20% to 30%
X7 = Over 30%
USA
100% EUROPE India OTHERS
100% 100% 100%
80%
80% 80% 80%
60%
60% 60% 60%
40%
40% 40% 40%
20%
20% 20% 20%
0%
X1 X2 X3 X4 X5 X6 X7 0% 0% 0%
X1 X2 X3 X4 X5 X6 X7 X1 X2 X3 X4 X5 X6 X7 X1 X2 X3 X4 X5 X6 X7
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EXPECTATIONS FOR SELF PROMOTION OR CHANGE IN JOB PROFILE THIS YEAR
Yes
28%
As against above average salary increment expectations for the current year, it was interesting to note that only
28% of the respondents expect a job change or promotion this year.
No
72%
Yes
USA EUROPE INDIA OTHERS Yes
12% Yes
Yes 33%
38%
36%
No No No
No 64% 62% 67%
88%
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EXPECTATIONS FOR SELF PROMOTION OR CHANGE IN JOB PROFILE THIS YEAR …. analyzing responses against Size of the Companies
V Large Among different company sizes there is progression starting with micro companies and ending with very large
companies where the number of respondents who expect a promotion rising from 8% to 45% for micro and very
Large
large companies.
Med
As is evident, US economic gloom seems to have permeated expectations of promotion or job change that her
Small citizens might have with over 88% respondents pessimistic of a change in profile or promotion. In contrast there
is greater optimism in Europe, India and Other nations of the world.
Micro
0% 20% 40% 60% 80% 100%
Yes No
USA EUROPE INDIA OTHERS
V Large V Large V Large
V Large
Large Large Large
Large
Med Med Med Med
Small Small Small Small
Micro Micro
Micro Micro
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
Yes No Yes No Yes No Yes No
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BONUS – LAST YEAR (2010)
In 2010, a large number of respondents (32%) did not receive any bonus as a percentage of their salary. Again the
16% median bonus rate was between 5% - 20%, with a few of the respondents getting upwards of 50%.
32%
8%
14% Across jurisdictions an average of 31% respondents did not get bonus as a percentage of their base salary.
9%
10% 12%
USA EUROPE INDIA OTHERS
20% 14% 7% 10% 22% 22%
36% 33% 31%
4% 14% 10%
11% 7%
8%
7%
6% 3% 19% 7%
19% 12% 22%
14% 12% 11%
6% 12%
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Bonus – Last year (2010) …. analyzing responses against Size of the Companies
Most respondents from very companies received a bonus as opposed to other company sizes.
In fact 32% of the respondents in large companies who received a bonus received it in excess of 50%.
60%
50%
40%
30%
20%
10%
0%
Micro Small Large Med V Large
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USA
EUROPE
100% 100%
80% 80%
60% 60%
40% 40%
20% 20%
0% 0%
Micro Small Med Large V Large Micro Small Med Large V Large
OTHERS
INDIA 100%
100%
80% 80%
60% 60%
40% 40%
20%
20%
0%
0%
Micro Small Med Large V Large
Micro Small Med Large V Large
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BONUS EXPECTATIONS FOR SELF CURRENT YEAR
2011 heralds a positive change as the number of respondents expecting a nil bonus has gone down from 32% last year to 17%. Moreover, the average
range of those respondents expecting bonuses in the range of 5% to 20 % has risen from 12% last year to 41%. Also those expecting a bonus over 50% of
their base salary have gone up from 5% to 8 %.
Across jurisdictions, the average respondents who did not receive any
40%
bonuses last year were 31%. This number fell to 19% in 2011. This simply
20% means that global expectations of employees for better pay through
0% 2010 bonuses especially have risen significantly. Another interesting
2011
Nil Upto 5% to 10% to 15% to
5%
20% to 30% to 40% to Over
observation here is that the percentage of respondents expecting fat bonus
10% 15% 20% 30% 40% 50% 50%
packages i n excess of 50% has fallen on an average from 6% to 4%,
2011 2010
whereas the mean range of 5%-20% bonus as a ration to the base salary has
risen from 12% in 2010, to 18% in 2011.
EUROPE INDIA OTHERS
USA
5% 4% 7% 18%
2% 6% 14% 19% 17%
10% 21% 8% 10% 19%
4%
16% 11% 14%
20% 16% 15% 22%
29%
19% 15%
25% 14% 21%
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EVALUATION OF A JOB/CAREER CHANGE THIS YEAR
71% of the respondents are either actively (34%) or passively evaluating a career/job change, with only 21%
8%
34% replying in the negative.
21%
This shows that a level of dissatisfaction has enveloped the working community in their current jobs and
corporate HR has a proactive role to play in order to ensure that employee turnover is at a bare minimum.
37%
USA EUROPE INDIA OTHERS
6% 20%
32% 6% 21% 32%
36% 32%
47% 8% 12%
6% 41%
26% 36%
39%
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33. 2011 Salary Appraisal Survey Report
Copyright SuperCFO
RANGE OF CHANNELS USED FOR GOOD CAREER OPPORTUNITIES
A wide range of channels are used to search jobs, the majority of executives credited recruitment firms as the most popular method for finding a new
job. Among the large number of recruitment firms it is hard to find really good ones. Executives were asked to list the most influential channel which
contributed to find their job. A large majority thinks that LinkedIn (social networking site), Naukri, Monster, Career builders, Indeed, Hector & Streak,
Ma Foi Randstad, Spencer Stuart are the most effective channels to find a job.
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34. 2011 Salary Appraisal Survey Report
Copyright SuperCFO
ABOUT SUPERCFO:
SuperCFO is India's leading Virtual, Interim and Fulltime CFO Services provider.
For Interim and Virtual service offerings, SuperCFO (www.supercfo.com) focuses on Start-ups and SMEs who are increasingly recognising
the need to access professional CFO services. We engage with our clients as a Strategic Partner, ensuring quality CFO services, on a
continuous ongoing basis and at a frequency as desired by them. Thus, depending on the need, size and the growth stage of the client
company, we let the company design a flexible engagement model.
SuperCFO also offers full time high-end sourcing and placement services, which are taken care of by SuperCFO Talent Management ("TM")
division (http://talentmanagement.supercfo.com). SuperCFO's TM Executive recruitment offering is distinctive in that it offers a functional
expert's dimension to the regular process of recruitment followed by a conventional HR firm. SuperCFO TM is not a HR recruitment firm in
the truest sense of the word but a specialized facilitator for the placement of CFOs and Controllers, across the industry space.
SuperCFO is staffed by a proficient team of Business Managers and CFOs, who serve as financial experts for various projects. Our team,
due to its deep subject knowledge expertise, understands the exact nature of our clients' requirements and can source the right quality CFO
talent. Therefore, this helps in efficiently calibrating the Client/CFO requirements to the point of exactitude. Suffice it say, that with
SuperCFO at your service, you can rest assured of superior quality executive finance professionals to help your organization's demanding
finance and accounts challenges.
SuperCFO has worked with a diverse portfolio of clients, across different industries like Retail, Staffing, Renewable Energy, Guarding,
Media & Entertainment, Facilities Management, Analytics and BPO, among others. Having engaged with some of the most exciting start up
ventures and innovative projects being developed by growth stage companies , the team has handled projects ranging from strategic
planning - working with Private Equity (PE) / Venture Capital (VC) funds, setting up Systems, Cost and Cashflow Management, Processes
and Corporate Governance to assisting investee companies for PE/ VC funds or companies looking for system overhaul; Fund Raising,
Transaction Support in terms of M&A deals, IPO support to Operational Support. The strengths lie in complementing the companies’
existing Finance & Accounting team and working towards building core competencies within the team.
For further details, you may contact SuperCFO at info@SuperCFO.com OR visit www.SuperCFO.com.
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35. 2011 Salary Appraisal Survey Report
Copyright SuperCFO
CONTACT US Follow SuperCFO:
SuperCFO Services Pvt. Ltd
104, Marathon Max,
Mulund-Goregaon Link Road, Opp. Nirmal Lifestyle Mall,
Mulund (W),
Mumbai-400080.
India.
Tel No:+91 22 259 26052 / 57
Email: surveys@SuperCFO.com
Websites:
SuperCFO : www.SuperCFO.com
Talent Management: http://talentmanagement.supercfo.com
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