The document summarizes the findings of a survey of 710 people working in Singapore, predominantly in financial services and management consulting. Key findings include:
- The average worker is a 37-year-old Chinese or Indian male earning $131,059 per year in a technology or operations role at an investment bank.
- Women and younger workers earn less on average than men and older workers. There is also a gender imbalance with women representing only 19.7% of respondents.
- Workers are highly educated, with over 90% having at least an undergraduate degree. Religious diversity is also higher among respondents compared to Singapore's overall population.
This report summarizes the results of a survey conducted by Astbury Marsden to analyze employee retention in the City. The key findings include:
- Over two-thirds of respondents have been with their employer 1-3 years, while exchanges & trading platforms had both the highest proportion over 10 years and under 1 year.
- Interesting work was cited as the top factor for staying by 25% of respondents, while only 2% said feeling of security. Opportunities for career advancement and challenging work were also highly important.
- A lack of career development opportunities was viewed as the primary reason people leave employers, followed by a lack of recognition and unfair pay levels.
- Providing future opportunities within
The survey summarizes the responses from 180 CEOs in the Czech Republic on their outlook for 2013 and experience in 2012. Most respondents assessed 2012 as successful and have an optimistic outlook for 2013, with 38% viewing the economic prospects as neutral and 42% as somewhat or very optimistic. Nearly half of the CEOs expect to see the greatest growth in the information technology and telecommunications sectors. The majority of respondents characterized the atmosphere in their companies as optimistic in 2012.
Millennial Women Career Success Survey: Corporate Image Monitoring: Penn Sch...psbsrch123
As per survey conducted by PSB, it’s been found those two primary qualities as keys to workplace success are the ability to balance personal and professional lives and a job where women can make a difference.
Forming an effective compensation strategy is not as easy as it appears. Some managers might use
their instinct to throw a dollar figure at an employment contract, but successful salary
planning requires a careful understanding of factors that influence the amount required to secure
appropriate talent.
The market for talent in the tech field is tighter than others, heightening the importance of proper
compensation. In addition to salary tables, this salary guide provides a high-level overview of hiring,
a look at employment in IT, and several key hiring strategies for 2019.
Over the past year, we have closed 30 top-level positions for IT companies and found that neither
candidates nor employers are confident in numbers. For instance, $ 5000 for the service station - is it a lot
or a little? Who should provide options? Is flexible scheduling motivating?
This prompted us to create a salary and compensation package survey for top managers.
167 top managers shared information about their income and other types of remuneration and motivation.
Our biggest thanks to our partner Vitaliy Luzhentsov for the competent help with statistical analysis
required for the report.
We hope the content herein will help you to make informed life and management decisions.
Leadership succession planning is a priority of family businesses in South-east Asia because of its perceived importance in attracting investment, says a new report from the Economist Intelligence Unit.
The report Building legacies: Family business succession in South-east Asia, sponsored by Labuan International Business and Financial Centre, is based on a survey of executives in the region. It finds that 67% of family businesses already have succession plans in place, and a significant majority of these companies say their boards have reviewed these plans.
Winning business and attracting investment are strong motivators for family business leaders to establish successors, despite the risk of triggering sibling rivalry or other conflict. Two-thirds of survey respondents agree that customers and investors have more trust in a family-owned business with a succession plan than in a business that lacks one. Seventy-one percent of family business leaders say it is easier to attract investment with a succession plan in place.
- The survey of 136 Czech CEOs found growing optimism about the economy and industrial production seen as the highest growth area. 82% reported a positive company atmosphere, up from previous years.
- The biggest challenges in human resources were a lack of leadership, vision and strategic thinking abilities. It remains difficult to find qualified candidates, especially for senior management roles.
- Most respondents had been CEO for over 5 years, were male, and between 40-49 years old, consistent with previous years. The majority represented manufacturing, IT and telecommunications industries.
The BRUIN Financial Women in Financial Institutions Index shows continued improvement in gender equality in the financial services sector over the past year. The index increased 5.16% year-over-year. However, there are still issues such as women receiving lower average salaries than men and the gender pay gap widening. BRUIN Financial itself has achieved gender parity and an all-female senior management team, which is unusual in the financial services industry.
This report summarizes the results of a survey conducted by Astbury Marsden to analyze employee retention in the City. The key findings include:
- Over two-thirds of respondents have been with their employer 1-3 years, while exchanges & trading platforms had both the highest proportion over 10 years and under 1 year.
- Interesting work was cited as the top factor for staying by 25% of respondents, while only 2% said feeling of security. Opportunities for career advancement and challenging work were also highly important.
- A lack of career development opportunities was viewed as the primary reason people leave employers, followed by a lack of recognition and unfair pay levels.
- Providing future opportunities within
The survey summarizes the responses from 180 CEOs in the Czech Republic on their outlook for 2013 and experience in 2012. Most respondents assessed 2012 as successful and have an optimistic outlook for 2013, with 38% viewing the economic prospects as neutral and 42% as somewhat or very optimistic. Nearly half of the CEOs expect to see the greatest growth in the information technology and telecommunications sectors. The majority of respondents characterized the atmosphere in their companies as optimistic in 2012.
Millennial Women Career Success Survey: Corporate Image Monitoring: Penn Sch...psbsrch123
As per survey conducted by PSB, it’s been found those two primary qualities as keys to workplace success are the ability to balance personal and professional lives and a job where women can make a difference.
Forming an effective compensation strategy is not as easy as it appears. Some managers might use
their instinct to throw a dollar figure at an employment contract, but successful salary
planning requires a careful understanding of factors that influence the amount required to secure
appropriate talent.
The market for talent in the tech field is tighter than others, heightening the importance of proper
compensation. In addition to salary tables, this salary guide provides a high-level overview of hiring,
a look at employment in IT, and several key hiring strategies for 2019.
Over the past year, we have closed 30 top-level positions for IT companies and found that neither
candidates nor employers are confident in numbers. For instance, $ 5000 for the service station - is it a lot
or a little? Who should provide options? Is flexible scheduling motivating?
This prompted us to create a salary and compensation package survey for top managers.
167 top managers shared information about their income and other types of remuneration and motivation.
Our biggest thanks to our partner Vitaliy Luzhentsov for the competent help with statistical analysis
required for the report.
We hope the content herein will help you to make informed life and management decisions.
Leadership succession planning is a priority of family businesses in South-east Asia because of its perceived importance in attracting investment, says a new report from the Economist Intelligence Unit.
The report Building legacies: Family business succession in South-east Asia, sponsored by Labuan International Business and Financial Centre, is based on a survey of executives in the region. It finds that 67% of family businesses already have succession plans in place, and a significant majority of these companies say their boards have reviewed these plans.
Winning business and attracting investment are strong motivators for family business leaders to establish successors, despite the risk of triggering sibling rivalry or other conflict. Two-thirds of survey respondents agree that customers and investors have more trust in a family-owned business with a succession plan than in a business that lacks one. Seventy-one percent of family business leaders say it is easier to attract investment with a succession plan in place.
- The survey of 136 Czech CEOs found growing optimism about the economy and industrial production seen as the highest growth area. 82% reported a positive company atmosphere, up from previous years.
- The biggest challenges in human resources were a lack of leadership, vision and strategic thinking abilities. It remains difficult to find qualified candidates, especially for senior management roles.
- Most respondents had been CEO for over 5 years, were male, and between 40-49 years old, consistent with previous years. The majority represented manufacturing, IT and telecommunications industries.
The BRUIN Financial Women in Financial Institutions Index shows continued improvement in gender equality in the financial services sector over the past year. The index increased 5.16% year-over-year. However, there are still issues such as women receiving lower average salaries than men and the gender pay gap widening. BRUIN Financial itself has achieved gender parity and an all-female senior management team, which is unusual in the financial services industry.
Etude Strategy& "Chief Executive Study" sur les femmes dirigeantes (2014)PwC France
http://pwc.to/1laNcy5
Au cours des dix dernières années, la part des femmes devenues dirigeantes d’entreprises a été supérieure de 75% à celles ayant quitté leurs fonctions. Ce solde, largement positif, est emblématique d’une tendance de fond qui s’est accélérée au cours des 5 dernières années. Telle est la principale conclusion de l’édition 2014 du « Chief Executive Study : women CEOs of the last 10 years » publiée par le cabinet Strategy&. Chaque année depuis 14 ans, le « Chief Executive Study » analyse le turnover des dirigeants d’entreprises. Cette année, l’étude s’est plus particulièrement intéressée aux femmes dirigeantes d’entreprises et à l’évolution de leurs parcours depuis 10 ans.
Nigel Wright Recruitment surveyed over 1,000 North East respondents working across different disciplines and levels, in sectors such as industrial and manufacturing; business support and professional services; public and third sectors; consumer; and digital and creative.
Using our large data set, we gathered information on the average salary and benefits people receive within the region, as well as data on job satisfaction, the reasons for leaving jobs, gender differences in pay, and the methods used by candidates in their job search.
The document is the 2016 North East Salary Survey conducted by Nigel Wright Recruitment. It provides an overview of salaries, benefits, and job satisfaction in the North East region based on survey responses from over 1,000 individuals representing a variety of sectors, disciplines, and job levels. Some key findings include:
- On average, respondents work 43 hours per week and most are satisfied or moderately satisfied in their current job.
- Salaries for men are on average 12% higher than for women.
- Increased remuneration, promotion, and new challenges are the most important factors for respondents when considering a job change.
- The majority of respondents receive benefits like a pension, annual leave, and healthcare as
In an effort to better understand the behaviors, attitudes and cash flow challenges experienced by small businesses and self-employed professionals around the world, Intuit QuickBooks released the “The State of Small Business Cash Flow” Report.
Interim Partners - Research White Paper 2014Claire Carter
The document discusses interim managers and the UK business environment. It finds that the use of interim managers at senior levels is increasing as businesses focus more on performance. While cost-cutting pressure has eased, the pressure to deliver results remains high. This has led to greater demand for interim managers who can prove they can improve performance. The document also examines which sectors and roles interim managers expect to see the highest demand for in the coming year, with project/programme delivery roles expected to be most in demand.
The survey of 105 Czech CEOs found optimism about the country's economic development in 2015. 91% expected positive growth and 90% reported positive corporate sentiment. Industrial production and information technology were expected to see the largest growth. The top challenges for human capital were a shortage of leadership, entrepreneurial thinking, and human resources development. Half of respondents searched for candidates both within and outside the Czech Republic. Most CEOs were men aged 40-49 who had been in their role for over five years working in industries like manufacturing.
Over the last 10 years, 118 women have become CEOs of the world's largest 2,500 public companies, a 75% increase over the outgoing female CEOs. Women now comprise 3% of incoming CEOs, but this is expected to rise to about a third by 2040 based on trends. While women CEOs still face barriers, they are increasingly hired from outside companies rather than being promoted internally. The document examines trends in female and overall CEO turnover rates and characteristics between 2000-2013.
The document summarizes the results of a survey of 638 senior executives in the Middle East, mainly from GCC countries. It finds that most respondents are male, between 36-45 years old, married with children, and originating from countries like Lebanon, UK, USA, India and Canada. The survey aims to understand career trends in the volatile Middle Eastern market, including factors around business opportunities, leadership talent shortage, retention, career development and willingness to relocate. The results provide insight into the priorities and expectations of today's senior executives in the region.
This is the third annual Census from BWD. It is now established as a definitive reference source for salaries and benefits in UK financial services. The Census records cover the period from 2012, through 2013 and now, 2014. The three sample points span pre and post RDR and so act as a valuable analysis of the impact of this pivotal piece of regulation, whilst also showing how the sector is reshaping itself for the future.
Whilst the Census is essentially designed to focus on its core subject – salaries and benefits – the report includes information and analysis on broader sector issues – emerging qualification benchmarks, the balance of independence versus restricted status and other matters of interest and concern to all industry participants and commentators.
We also include BWD’s expert commentary on key recruitment trends for the various occupational groups covered in the Census.
An interesting survey on turnover and retention in 2015 in Australia by the AUSTRALIAN HUMAN RESOURCES INSTITUTE.
The survey that resulted in these findings was conducted online in April and May of 2015. It was communicated by email to a sample of the member database of the AHRI. A total of 603 respondents returned answers to the survey.
Female Millennials in FS Strategies for a new era of talent - FINAL.PDFMarie Carr
This document summarizes the results of a survey of nearly 600 female millennials working in financial services. Some of the key findings include:
- Female millennials in financial services are ambitious but have concerns about prospects for rising to senior levels.
- They expect opportunities for career progression, competitive pay and benefits, and work-life balance.
- Diversity, equality and flexibility are also important values they look for in an employer.
- However, many feel their employers could do more to promote equal opportunities and that flexibility could negatively impact their careers.
- International experience is desired but some feel women have fewer opportunities for international assignments.
Labour disputes and discrimination exist in Singapore's workforce. Three common types of employment disputes center around unpaid salaries, lack of retrenchment benefits, and breaches of employment contracts. While Singapore's Employment Act protects most local and foreign employees, exceptions exist for certain managerial, executive, seafaring, domestic, and government positions. Younger Singaporean workers often cite lack of career growth and low pay as reasons for considering resigning. Some racial and religious discrimination also persists, with Malays and Indians sometimes feeling they face barriers to employment that Chinese workers do not. However, Singaporeans generally report high comfort levels with those of other races and religions.
5 Employment Stats Every Hiring Manager Needs to KnowRobert Half
Learn five key employment stats that can help inform you about the current hiring climate and increase your chances of landing the talent you need to grow your business.
This document provides an overview and summary of a seminar report on how increased IT outsourcing affects unemployment, with a focus on India. Some key points:
- IT outsourcing refers to outsourcing of computer/internet work like programming to other companies. It is growing rapidly and estimated to be worth $163 billion in 2004.
- The report aims to analyze how IT outsourcing impacts employment and can increase unemployment as companies adopt new technologies.
- The conclusion is that IT outsourcing is damaging India's economy by reducing jobs and increasing unemployment rates. When jobs are lost to outsourcing, spending decreases which impacts other businesses and incomes.
2019 State of Remote Work Report by Owl LabsOwl Labs
The third-annual State of Remote Work from Owl Labs is dedicated to learning about how remote workers in the United States think about remote work, hybrid and remote teams, meetings, and much more.
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
Since opening an Asia-Pacific practice in 2011, VMA Group conducted a survey of 111 corporate communications professionals in the region. The survey found that (1) demand is high for skilled communicators, especially internal communications specialists, (2) salaries and bonuses are rising but remain lower than Western counterparts, and (3) social media training is the most desired development area as the field continues to mature in Asia-Pacific.
Etude Strategy& "Chief Executive Study" sur les femmes dirigeantes (2014)PwC France
http://pwc.to/1laNcy5
Au cours des dix dernières années, la part des femmes devenues dirigeantes d’entreprises a été supérieure de 75% à celles ayant quitté leurs fonctions. Ce solde, largement positif, est emblématique d’une tendance de fond qui s’est accélérée au cours des 5 dernières années. Telle est la principale conclusion de l’édition 2014 du « Chief Executive Study : women CEOs of the last 10 years » publiée par le cabinet Strategy&. Chaque année depuis 14 ans, le « Chief Executive Study » analyse le turnover des dirigeants d’entreprises. Cette année, l’étude s’est plus particulièrement intéressée aux femmes dirigeantes d’entreprises et à l’évolution de leurs parcours depuis 10 ans.
Nigel Wright Recruitment surveyed over 1,000 North East respondents working across different disciplines and levels, in sectors such as industrial and manufacturing; business support and professional services; public and third sectors; consumer; and digital and creative.
Using our large data set, we gathered information on the average salary and benefits people receive within the region, as well as data on job satisfaction, the reasons for leaving jobs, gender differences in pay, and the methods used by candidates in their job search.
The document is the 2016 North East Salary Survey conducted by Nigel Wright Recruitment. It provides an overview of salaries, benefits, and job satisfaction in the North East region based on survey responses from over 1,000 individuals representing a variety of sectors, disciplines, and job levels. Some key findings include:
- On average, respondents work 43 hours per week and most are satisfied or moderately satisfied in their current job.
- Salaries for men are on average 12% higher than for women.
- Increased remuneration, promotion, and new challenges are the most important factors for respondents when considering a job change.
- The majority of respondents receive benefits like a pension, annual leave, and healthcare as
In an effort to better understand the behaviors, attitudes and cash flow challenges experienced by small businesses and self-employed professionals around the world, Intuit QuickBooks released the “The State of Small Business Cash Flow” Report.
Interim Partners - Research White Paper 2014Claire Carter
The document discusses interim managers and the UK business environment. It finds that the use of interim managers at senior levels is increasing as businesses focus more on performance. While cost-cutting pressure has eased, the pressure to deliver results remains high. This has led to greater demand for interim managers who can prove they can improve performance. The document also examines which sectors and roles interim managers expect to see the highest demand for in the coming year, with project/programme delivery roles expected to be most in demand.
The survey of 105 Czech CEOs found optimism about the country's economic development in 2015. 91% expected positive growth and 90% reported positive corporate sentiment. Industrial production and information technology were expected to see the largest growth. The top challenges for human capital were a shortage of leadership, entrepreneurial thinking, and human resources development. Half of respondents searched for candidates both within and outside the Czech Republic. Most CEOs were men aged 40-49 who had been in their role for over five years working in industries like manufacturing.
Over the last 10 years, 118 women have become CEOs of the world's largest 2,500 public companies, a 75% increase over the outgoing female CEOs. Women now comprise 3% of incoming CEOs, but this is expected to rise to about a third by 2040 based on trends. While women CEOs still face barriers, they are increasingly hired from outside companies rather than being promoted internally. The document examines trends in female and overall CEO turnover rates and characteristics between 2000-2013.
The document summarizes the results of a survey of 638 senior executives in the Middle East, mainly from GCC countries. It finds that most respondents are male, between 36-45 years old, married with children, and originating from countries like Lebanon, UK, USA, India and Canada. The survey aims to understand career trends in the volatile Middle Eastern market, including factors around business opportunities, leadership talent shortage, retention, career development and willingness to relocate. The results provide insight into the priorities and expectations of today's senior executives in the region.
This is the third annual Census from BWD. It is now established as a definitive reference source for salaries and benefits in UK financial services. The Census records cover the period from 2012, through 2013 and now, 2014. The three sample points span pre and post RDR and so act as a valuable analysis of the impact of this pivotal piece of regulation, whilst also showing how the sector is reshaping itself for the future.
Whilst the Census is essentially designed to focus on its core subject – salaries and benefits – the report includes information and analysis on broader sector issues – emerging qualification benchmarks, the balance of independence versus restricted status and other matters of interest and concern to all industry participants and commentators.
We also include BWD’s expert commentary on key recruitment trends for the various occupational groups covered in the Census.
An interesting survey on turnover and retention in 2015 in Australia by the AUSTRALIAN HUMAN RESOURCES INSTITUTE.
The survey that resulted in these findings was conducted online in April and May of 2015. It was communicated by email to a sample of the member database of the AHRI. A total of 603 respondents returned answers to the survey.
Female Millennials in FS Strategies for a new era of talent - FINAL.PDFMarie Carr
This document summarizes the results of a survey of nearly 600 female millennials working in financial services. Some of the key findings include:
- Female millennials in financial services are ambitious but have concerns about prospects for rising to senior levels.
- They expect opportunities for career progression, competitive pay and benefits, and work-life balance.
- Diversity, equality and flexibility are also important values they look for in an employer.
- However, many feel their employers could do more to promote equal opportunities and that flexibility could negatively impact their careers.
- International experience is desired but some feel women have fewer opportunities for international assignments.
Labour disputes and discrimination exist in Singapore's workforce. Three common types of employment disputes center around unpaid salaries, lack of retrenchment benefits, and breaches of employment contracts. While Singapore's Employment Act protects most local and foreign employees, exceptions exist for certain managerial, executive, seafaring, domestic, and government positions. Younger Singaporean workers often cite lack of career growth and low pay as reasons for considering resigning. Some racial and religious discrimination also persists, with Malays and Indians sometimes feeling they face barriers to employment that Chinese workers do not. However, Singaporeans generally report high comfort levels with those of other races and religions.
5 Employment Stats Every Hiring Manager Needs to KnowRobert Half
Learn five key employment stats that can help inform you about the current hiring climate and increase your chances of landing the talent you need to grow your business.
This document provides an overview and summary of a seminar report on how increased IT outsourcing affects unemployment, with a focus on India. Some key points:
- IT outsourcing refers to outsourcing of computer/internet work like programming to other companies. It is growing rapidly and estimated to be worth $163 billion in 2004.
- The report aims to analyze how IT outsourcing impacts employment and can increase unemployment as companies adopt new technologies.
- The conclusion is that IT outsourcing is damaging India's economy by reducing jobs and increasing unemployment rates. When jobs are lost to outsourcing, spending decreases which impacts other businesses and incomes.
2019 State of Remote Work Report by Owl LabsOwl Labs
The third-annual State of Remote Work from Owl Labs is dedicated to learning about how remote workers in the United States think about remote work, hybrid and remote teams, meetings, and much more.
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
Since opening an Asia-Pacific practice in 2011, VMA Group conducted a survey of 111 corporate communications professionals in the region. The survey found that (1) demand is high for skilled communicators, especially internal communications specialists, (2) salaries and bonuses are rising but remain lower than Western counterparts, and (3) social media training is the most desired development area as the field continues to mature in Asia-Pacific.
This document is the 2022 Internal Communications Salary Report produced by Staffbase in partnership with Brilliant Ink. It provides data on salaries, demographics, and career satisfaction for 1,016 internal communications professionals. Key findings include:
- Average salaries range from $56,100 to $119,000 depending on location, with the highest being Australia and the lowest being Europe. Years of experience and geographic location influence salaries the most.
- Satisfaction with compensation has remained steady year-over-year but varies between regions, from 47% in Canada to 65% in Australia.
- Having 8-10 years of internal communications experience corresponds to a 22% salary boost (~$20,000 more)
The survey received 1201 responses globally from HR professionals of varying levels of experience and gender. Key findings include:
- The majority of respondents were mid-level professionals between 25-44 years old.
- 62% of respondents were female, raising questions around continued barriers for women in leadership.
- Compensation and benefits varied significantly between regions, with average annual leave ranging from 10-24 days.
- Over 70% of respondents had been in their roles for less than 4 years, suggesting short job tenures.
- The top challenges cited were change management, talent management, and generalist HR functions.
- Engagement levels differed across regions, with the Americas showing highest and Hong Kong lowest engagement.
This document is Cititec's annual report on equality, diversity and inclusion for 2013-2014. Some key points:
1) Cititec has been working with consultants to implement an equality program and has met or exceeded requirements in areas like leadership, policies, recruitment, and monitoring.
2) Achievements in 2013-2014 include training staff on equality law, improving diversity monitoring, and launching an internal network.
3) Interviews with staff found a supportive culture where people feel trusted to do their jobs and work flexibly, and where diversity is reflected in teams.
4) The report discusses trends in the business case for diversity like the global talent shortage, growing minority consumer markets, and
This unique research shares insight into the primary engagement drivers of over 600 professionals in the Luxembourg market and how you can use this to drive your organisations performance.
The document summarizes key findings from an employee engagement report on over 600 professionals in Luxembourg. It finds that basic salary, health insurance, and pension are the most important employment factors. When considering new roles, important factors are the reporting manager, influence on decisions, and role diversity. Offering clear career paths is important for retention. Most respondents would not accept a new role without a pay rise and would generally recommend their current employer.
The industry's most authoritative study returns for 2019. #StateofPR 2019 paints a picture of a commercially robust industry that isn't always the people-focussed profession it aspires to be.
Find out more: http:www.cipr.co.uk/stateofPR
This document summarizes the findings of a survey on diversity in the City of London workforce. Some key findings include:
- Over half of respondents believe diversity is important, with under a third being indifferent. However, respondents did not identify clear business benefits of diversity.
- Employees believe diversity makes their employer more attractive and improves motivation, but has no effect on productivity.
- Perceptions of employer and manager commitment to diversity have declined slightly from last year, with gender and race seen as the top priorities. Disability and age are lower priorities.
- Highest-paid employees, women, and ethnic minorities place most importance on diversity, while those over 60 believe it is less important.
This document summarizes survey results about job satisfaction in the digital industry. It finds that 64% of professionals are satisfied in their roles, with higher satisfaction among more senior roles. Satisfaction is highest in the first year and lowest between 2-5 years. Personal interest in the role and career progression are the biggest drivers of satisfaction. Company success is also an important factor for more experienced employees. The report recommends monitoring and increasing satisfaction for employees with 2-5 years in a role, and better engaging junior employees in company values.
Report 12_A Profile of the City 1415 EMAILKate Walrond
The document provides a summary of findings from a survey of over 1,000 people working in the City of London. It finds that:
1) The average City worker is a 40-year-old white heterosexual male, though the workforce is becoming more diverse with women representing 28.6% of respondents compared to 20.3% last year.
2) The average salary is £84,922, with revenue generators and strategy/change professionals among the highest paid. Pay generally increases with seniority, experience, and longer work hours and commutes.
3) The City workforce has become more diverse in terms of gender and ethnicity over the past year, though women and ethnic minorities remain underrepresented at
Life Working 2014 - A Profile of the City lifeworking
The first report in this year’s series which is based on 1,122 responses to a survey distributed to the Astbury Marsden database. The survey seeks to understand more about the working lives of those employed in London and how the make up of the City has changed over the last 12 months.
PDD 2019 What do graduates do - Charlie Balluopces
The document summarizes data on UK graduates from the 2016-2017 academic year. It finds that six months after graduating, over 55% of graduates were working full-time in the UK, with the majority (74.3%) in some form of employment. Unemployment was at its lowest rate since 1988-1989 at 5.1%. The occupations with the most reported vacancies and hard-to-fill vacancies included nurses, programmers, HR professionals, and medical practitioners. Medical practitioners, veterinarians, and nurses had the highest proportions of vacancies that were considered hard to fill.
Big D Market Expansion Research Findings Presented by.docxtangyechloe
Big D Market Expansion Research Findings
Presented by:
Findings on Demography
Most people in the targeted market have reached the college level of education
The death rate of the population in the targeted market is low while the birth rate is slightly high
Most individuals are aged 30 years and above
The number of women is higher than that of the men
A majority of the people in the targeted market have reached the college level of education. What this implies is that many people qualify for white collar jobs. The significance of securing a white collar job is that it promises a steady income. Research shows that most employees in the formal sector are employed on a permanent basis. The death rate of the population in the targeted market is low while the birth rate is slightly high. This kind of population promises high sales. if the population had more young people, sales would be low since most young people are normally in school and so do not have any source of income.
Many people are aged 30 years and above. What this implies is that the population is mainly composed of the adult population which is good. The number of women is higher than that of men. This is good for the company for the reason that women have a high tendency to buy new products when they are presented to them. The main reason for this is that women have a higher curiosity than men. Unlike men, women are more willing to taste new products and services. This is especially if the services or even products satisfy their needs to the fullest.
2
US POPULATION TREND
Findings on Occupation
Most people in the targeted market are either, teachers, nurses or police officers
There are a few accountants and lawyers
The teaching profession has the highest rate of increase in terms of population
The profession with the lowest rate of increase is that of accountants.
Most people in the targeted market are either, teachers, nurses or police officers. The good thing about all these populations is that most individuals are employed on a permanent basis. The importance of being employed on a permanent basis is that it helps it helps ensure a permanent flow of income. There are a few accountants and lawyers. The significant of having this population here is that it helps increase the amount of money in circulation. This is because lawyers and accountants are among the professionals rated as high income earners. What normally happens is that earning a high income translates to a high spending ability.
The teaching profession has the highest rate of increase in terms of population. The main reason for this is that the number of schools has been increasing. Given the fact that teachers also earn a high income, this means that the there is a high amount of money put into circulation by this population. The profession with the lowest rat.
The survey report summarizes results from a global HR survey of over 1,000 HR professionals in Hong Kong, Singapore, Brazil, and the US. Some key findings include:
- 74% of respondents have been with their employer for less than 4 years, indicating shorter job tenures.
- Women make up 60% of HR professionals globally but hold only 15% of managing director roles, suggesting lack of diversity in leadership.
- Flexible working arrangements may increase employee engagement and job satisfaction levels according to the survey results.
Payoneer freelancer-income-report-2018Lama K Banna
1. The global average hourly rate for freelancers surveyed was $19, with rates varying by field of work and location. Legal services had the highest average at $28 per hour while administrative and customer support had the lowest at $11 per hour.
2. Over half of freelancers were under 30 years old, though older freelancers tended to earn more. The majority held a bachelor's degree or certificate. More than two-thirds of freelancers served clients in North America.
3. On average, women freelancers earned 80% of what men earned globally, though some countries like Bolivia and Indonesia showed about equal rates between men and women. The gender pay gap was most significant in IT & Programming
A presentation based on summer internship programme with a Broking Enterprise. It deals with “INVESTOR PREFERENCES & PERCEPTIONS ONTrading inEQUITY SECONDARY MARKET”
Similar to Report 01_Profile of Singapore 2015_Email (20)
2. 2
1. Introduction
A detailed investigation into people working in
Singapore.
At Astbury Marsden we continually seek to
understand the market so that we are able
to develop and share deeper insights with
our clients and candidates. This study was
conducted to increase our understanding of
the demographic of the people working in
Singapore within the financial services and
management consulting sectors.
The report looks at how the landscape differs
when looking at the salaries individuals are
earning, the age of the population and the
gender of the respondent. There are some
unexpected results which demonstrate the
complexity of the Singapore employment
market.
The findings contained in this report are
derived from data collected in a survey
conducted between 14th May and 15th June
2015. The survey was distributed to a total
of 8,134 current and former candidates and
clients working in Singapore. The audience
polled are predominately middle to senior
ranking staff working across a range of
financial sectors.
We’d like to say a huge ‘thank you’ to the
710 people who freely gave their time to
share some very personal information about
themselves and their views.
Please consider that the answers given are
based on the respondents interpretation
of the question and options and all results
exclude those who did not respond. It should
also be noted that the data shows a reflection
of the breakdown of our respondents as
opposed to Singapore as a whole.
If you have questions regarding the survey or
the report please contact:
Mark O’Reilly
65 6709 5151
mo@astburymarsden.com
The information and data contained in this report are for information purposes only and are not
intended, nor implied to be a substitute for professional advice. In no event will Astbury Marsden be
liable to you or any third party for any decision made or action taken in reliance of the results obtained
through the use of the information and/or data contained or provided herein.
3. 3
2. Summaryof
findingsWhat does the profile of the average Singapore
worker look like?
Up eight points in the latest Global
Financial Centres Index (GFCI), Singapore
is increasingly challenging Hong Kong and
Tokyo for the title of leading international
Asian economic centre.
With a blend of western modernity and Asian
culture, Singapore provides a cosmopolitan,
multicultural lifestyle that has become an
expat destination of choice. However, in an
economy largely driven by financial services,
the increased cost of living has resulted in a
significant number of operational support
and technology functions being moved
offshore to low cost locations. Further, the
year old Fair Consideration Framework and
push to hire local talent has undoubtedly
altered the demographic constitution of
many firms.
Our investigation finds that despite what one
might superficially see, after scratching the
surface, you find a workforce far more diverse
in almost every way than what you might find
elsewhere in the world.
So what does the profile of the average
financial services Singapore worker look like?
• Average age: 37 years old
• Gender: Male
• Ethnicity: 39% Chinese, 31% Indian, 9%
Caucasian
• Most populous function: working in
either the IT or operations & middle
office of an investment bank.
• Religion: Hindu (27%), Christian (24%),
Buddhist (17%)
• Average basic salary of $131,059
• University educated
• Likely to have children
How does an average worker’s profile alter
when looked at on the basis of salary?
• We were expecting to find a substantial
difference in the salary of financial
services staff and non-financial services
staff. We found one, with financial
services employees earning over $31,000
more than non financial services.
• It may seem obvious, but the more
experienced you are, the more you earn.
• No surprises here either: career
experience increases with age so the
older you are, the more you’re likely to
earn.
• Men earn more than women. We
guessed this was the case, now we can
prove it.
• Parents earn more than those without
children. Fathers earn the most.
What about progress on the “Great Gender
Divide”?
• Four in five Singapore workers in our
survey are male so there is still more
work to be done to attract women in
almost all financial services sub-sectors.
This said, non financial services and
management consulting firms were also
shown to have the very same challenge.
• Some functions are more successful
at attracting women – for example
regulatory control and HR. In contrast,
sales and distribution and technology
appear to have more work to do to
address the imbalance in gender
numbers.
• Our results indicate that there is still
a ‘glass ceiling’: only 17% of Managing
Directors are female.
4. 4
• On average, men are slightly more
academically qualified than women.
• And women are more likely to apply for
permanent residency.
How does your working life change with age?
• As predicted, age increases with job
level. However, we saw a surprise fall in
age at Managing Director level.
• The big bucks also come with age: only
5% of 20-29 year olds earn $100,000
- $150,000 a year in basic salary. In
contrast, almost one third (31%) of
40 -49 year olds earn $200,000 -
$500,000.
• The older our respondents get, the less
likely they are to apply for permanent
residency.
I hope that you find reading the report as
interesting as we found investigating it.
Mark O’Reilly
Managing Director - Asia Pacific
5. 5
3. The
Participants
As a specialist financial services recruitment firm our
network is focussed more than most on this important part of
Singapore’s economy. Our survey’s results reflect this focus
with 63% of respondents working in financial services.
An insight into the profile and working life of those
taking part in the survey.
Sector
Fig 3.1
Sector % of respondents
Financial Services 63%
Non Financial Services 27%
Management Consulting 10%
When looking at financial services, 32% of respondents work in investment banking;
corporate and commercial banking accounting for 16% of participants; and private banking &
wealth management type firms representing almost 11% of those surveyed. We also received
a significant proportion of responses from non financial services (27%) and management
consulting (10%) employees.
3.1.1 Financial Services Breakdown
6. 6
Function
Fig 3.2 Roughly 46% of participants are engaged in technology or
operations and middle office work, with 17% working in
governance functions like risk, internal audit and compliance. A
further 6% work in accounting and finance functions and 8% in
consulting and consulting.
Joblevel
Fig 3.3 The survey profiled a range of staff working across the
spectrum of mid to senior job levels from analyst/executive
to managing director/partner. Accordingly there was a broad
spread of respondents across all job levels with approximately
20% working in analyst/executive roles, 42% working in AVP/
manager level roles and roughly 11% at director and managing
director.
Managing
Director/
Partner
Analyst/
Executive
Associate
Vice President/
Manager
Vice
President/
Senior
Manager
Director/
Executive
Director
Other
7. 7
Gender
Age
Fig 3.4
Fig 3.5
The survey’s findings support
the traditional stereotype that
the financial centre continues
to be a predominately
male domain with females
representing only one in five
workers.
For more gender insights,
please refer to section 5.
20-29
30-39
40-49
50-59
60 plus
Average
Age: 36.9
Median
Age: 35.0
19.7% 80.3%
The average age of Singapore
workers is 36.9 years and
the median age is 35.0. Only
one in ten is aged under 30,
almost 60% of respondents
are aged between 30 and 39
and a further 30% is over 40.
However, less than 1% is over
60 years of age.
For more age insights, please
refer to section 6.
8. 8
Ethnicity
Fig 3.7
From an ethnic diversity perspective, our respondents are more diverse than Singapore as a
whole. At national level, three quarters identify as Chinese, compared to less than 40% within
our survey. 31% of our respondents are Indian compared to just 9% nationally. However,
2.5% of respondents to our survey are Malay compared to 13% nationally and 9% who are
Caucasian.
Salary
Fig 3.6
With an average salary of $131,059, nearly half earn up to $100,000 rising to 72% earning up
to $150,000. One quarter earn between $150,000 and $500,000 and just 2% earns more than
$500,000.
Average
Salary:
$131,059
Salary band % of respondents*
Less than $50,000 9.6%
$50,000 - $100,000 40.0%
$100,000 - $150,000 22.5%
$150,000 - $200,000 10.9%
$200,000 - $500,000 15.6%
$500,000 + 1.5%
*Excludes those who did not share details of their salary
Ethnic group % of respondents % nationally*
Chinese 38.8% 74.3%
Indian 31.4% 9.1%
Malay 2.5% 13.3%
Caucasian 9.4%
3.3%
Other 18.0%
*Source: “Singapore in Figures 2015” , Department of Statistics Singapore
9. 9
Religion
Fig 3.8
Religion % of respondents % nationally
Buddhist 16.5% 33.9%
Christian 24.2% 18.1%
Free Thinker 9.6% n/a
Hindu 26.9% 5.2%
Muslim 5.4% 14.3%
Taoist 1.7% 11.3%
No religion 9.9% 16.4%
Other religion 2.7% n/a
Prefer not to say 4.7% n/a
Similarly, our respondents are more religiously diverse than the Singapore population as
a whole, although 10% of staff cited having no religion; which is significantly less than the
national equivalent.
On a national scale, one third of the population are Buddhist, however, just 17% identify as the
same religion in our survey. We found that the largest religious group is Hindu representing
27% of employees. Other substantial religious groups represented are Christian (24%) and
Free Thinker (10%).
*Source: Population Census 2010:
http://app.singapore.sg/society/our-people/religion#sthash.d9P0EfiM.dpuf
Qualifications
Fig 3.9
Level of qualification % of respondents
A-Level and below 4.5%
Polytechnic 3.2%
University 57.2%
Post Graduate 35.1%
Singapore workers appear to be highly qualified. Over half of Singapore workers have a
university degree along with 35% who have a post graduate qualification. Less than 5% have
less than A Level qualification. This reflects the demands of Singapore employers for highly
educated talent.
10. 10
LengthoftimeinSingapore
Fig 3.10
Length of time % of respondents
Less than 1 year 4.3%
1 - 2 years 5.8%
2 - 5 years 18.8%
5 - 10 years 26.7%
10 - 20 years 6.7%
More than 20 years 6.1%
Native Singaporean 31.6%
The majority of respondents are native Singaporeans (32%). Illustrating that Singapore is not
a short term option. Just over a quarter (27%) have resided in Singapore for 5 to 10 years. A
further one fifth (19%) have been in the country for 2 to 5 years.
Visastatus
Fig 3.11
Visa status % of respondents
Dependant’s Pass (Dependent of S visa or EP) 2.2%
Employment Pass (EP) 42.0%
Permanent Resident (PR) 42.9%
Personalised Employment Pass (PEP) 4.5%
S Pass 5.8%
Work Permit 2.7%
Interestingly, 43% of non Singaporean respondents have permanent residency. A further 42%
are on an employment pass.
Residency
Fig 3.12
Intend to apply for permanent residency % of respondents
Yes 60.0%
Unsure 23.1%
No 16.9%
Over half (60%) of respondents intend to apply for permanent residency in Singapore, with
a further 23% who are unsure. This shows an overwhelming desire for non Singaporean’s
to remain in the region long term. However, the well publicised tightening of criteria for
Permanent Residency acceptance means long term tenure in this city is no longer a fait a
compliet.
11. 11
Parents
Fig 3.13
Singapore is well known for it’s family friendly environment so it is not surprising that over
half of our respondents have children. Of this, 16% of respondents are working mothers - a
further reflection of the predominantly male gender split.
13. 13
4. Salary
More detailed insights will be covered in our next
report, Compensation, released later in the year.
Sector
Fig 4.1
A substantial 46% of management consulting staff earn over $100,000. An even higher
percentage, (56%) of financial services professionals earn the same amount. When looking
at average pay - financial services employees earn on average, 12% more than management
consulting staff.
Sector
Less than
$50,000
$50,000 -
$100,000
$100,000 -
$150,000
$150,000 -
$200,000
$200,000 -
$500,000
$500,000+
Financial
Services
7.0% 37.5% 25.0% 12.9% 15.6% 2.0%
Non Financial
Services
12.7% 47.3% 17.3% 8.2% 13.6% 0.9%
Management
Consulting
17.9% 35.9% 20.5% 5.1% 20.5% 0.0%
Sector Average
Financial Services $138,326
Non Financial Services $107,221
Management Consulting $122,818
14. 14
Joblevel
Fig 4.3
As one might expect: the more senior the role, the higher salary. Managing directors are on average the highest paid group with half
earning over $500,000 per year.
Job title
Less than
$50,000
$50,000 -
$100,000
$100,000 -
$150,000
$150,000 -
$200,000
$200,000 -
$500,000
$500,000+
Analyst/Executive 18.7% 73.3% 8.0% 0.0% 0.0% 0.0%
Associate/Manager 14.3% 57.1% 26.5% 0.0% 2.0% 0.0%
Assistant Vice President 2.4% 46.3% 46.3% 4.9% 0.0% 0.0%
Manager 7.2% 42.2% 33.7% 4.8% 10.8% 1.2%
Vice President/Senior Manager 8.0% 4.0% 21.3% 38.7% 26.7% 1.3%
Director/Executive Director 2.6% 5.1% 5.1% 10.3% 74.4% 2.6%
Managing Director/Partner 0.0% 16.7% 0.0% 0.0% 33.3% 50.0%
Other 10.8% 51.4% 18.9% 13.5% 5.4% 0.0%
Function
Fig 4.2
Staff working in strategy & consulting functions aswell as risk and change were significant earners; perhaps reflecting the impact of
increased demand for leaders to drive organisational change. Those working in HR and regulatory control functions were the lowest
earning of the group surveyed.
Function
Less than
$50,000
$50,000 -
$100,000
$100,000 -
$150,000
$150,000 -
$200,000
$200,000 -
$500,000
$500,000+
Accounting & Finance 8.0% 60.0% 16.0% 4.0% 12.0% 0.0%
Change Management 7.7% 15.4% 15.4% 30.8% 30.8% 0.0%
Compliance 4.5% 40.9% 22.7% 13.6% 18.2% 0.0%
HR 26.7% 26.7% 26.7% 20.0% 0.0% 0.0%
Internal Audit 0.0% 12.5% 25.0% 25.0% 37.5% 0.0%
Operations & Middle Office 11.9% 50.0% 16.7% 7.1% 14.3% 0.0%
Regulatory Control 0.0% 40.0% 60.0% 0.0% 0.0% 0.0%
Risk 8.1% 21.6% 18.9% 18.9% 29.7% 2.7%
Sales & Distribution 0.0% 22.2% 22.2% 22.2% 33.3% 0.0%
Strategy & Consulting 10.7% 14.3% 32.1% 7.1% 21.4% 14.3%
Technology 6.9% 46.9% 25.5% 9.7% 10.3% 0.7%
Trading 22.2% 33.3% 33.3% 11.1% 0.0% 0.0%
Other 17.0% 48.9% 12.8% 4.3% 17.0% 0.0%
15. 15
Gender
Fig 4.4
The results show that on average, men earn more than women. The average male in our survey earns $134,208 compared to $119,425
for women. This clearly indicates the highly publicised gender pay gap.
For more gender insights see Section 5.
Age
Fig 4.5
As might be expected, the survey found that income increases steadily with age. We have presumed this to reflect increasing levels of
experience although we have been unable to ascertain from the data whether increased tenure also has a role to play.
For more age related insights see section 6.
Gender
Less than
$50,000
$50,000 -
$100,000
$100,000 -
$150,000
$150,000 -
$200,000
$200,000 -
$500,000
$500,000+
Female 11.5% 44.9% 17.9% 10.3% 14.1% 1.3%
Male 9.1% 39.1% 23.0% 11.0% 16.1% 1.6%
Job title
Less than
$50,000
$50,000 -
$100,000
$100,000 -
$150,000
$150,000 -
$200,000
$200,000 -
$500,000
$500,000+
20 - 29 29.5% 65.9% 4.5% 0.0% 0.0% 0.0%
30 - 39 8.6% 44.9% 28.0% 9.1% 9.5% 0.0%
40 - 49 4.3% 20.7% 18.5% 19.6% 30.4% 6.5%
50 - 59 4.3% 21.7% 17.4% 13.0% 43.5% 0.0%
60+ 0.0% 0.0% 0.0% 33.3% 66.7% 0.0%
Parents
Fig 4.7
In line with the gender gap demonstrated in section 4.4, working fathers earn more than working mothers. This could be due to
working mother’s taking time out for maternity leave and possibly losing out on pay increases. Pay is higher for parents than for those
without children, again, possibly attributed to age.
Interestingly, when comparing salaries of men and women who are not parents, women earn more.
Gender
Average Salary
Parent Does not have children
Female $130,933 $110,985
Male $155,445 $105,833
17. 17
5. Gender
Understanding the effect of gender on working lives.
Sector
Fig 5.1
The survey identified that amongst the group polled, financial services firms show a slightly
higher proportion of women with 21% of the workforce compared to non-financial services
(18%) and management consulting (18%). Upon drilling down into the financial services sub-
sectors, private equity businesses were the most ‘balanced’ organisations by gender followed
by payments, clearing, custody and counterparty.
18. 18
Function
Fig 5.2 From a functional perspective, women have equal proportional
representation in regulatory control (50%). HR (36%) and
operations and middle office (34%) functions are also more
evenly balances than other functions. Females are least
likely to be found working in strategy & consulting (11%) and
technology (11%) functions.
Joblevel
Fig 5.3 The results support the notion of a “glass ceiling”. Only 17% of
managing directors and 16% of directors surveyed are female.
Women were found to be more prevalent at analyst/executive
levels.
19. 19
Age
Fig 5.4
When looking at age, there is little difference between the average age of men and women. The
median is exactly the same.
Qualifications
Fig 5.5
Men are more highly qualified than women with 37% who have a post graduate qualification
compared to one quarter of women.
Average Age = 36.6
Median Age = 35.0
Average Age = 36.9
Median Age = 35.0
Qualification Female Male
A-Level and below 6.5% 4.1%
Polytechnic 3.9% 3.2%
University 64.9% 56.2%
Post Graduate 24.7% 36.6%
Parents
Fig 5.6
A substantial 88% of women who responded to our survey are
working mothers. This further demonstrates the family focus of
Singapore.
88%
20. 20
LengthoftimeinSingapore
Fig 5.7
Length of time Female Male
Less than 1 year 1.6% 5.0%
1 - 2 years 6.5% 5.4%
2 - 5 years 21.0% 18.1%
5 - 10 years 21.0% 28.5%
10 - 20 years 4.8% 7.3%
More than 20 years 6.5% 6.2%
Native Singaporean 38.7% 29.6%
Our findings shows that there is a sharp drop in both male and female residents who have
lived in Singapore for more than 10 years. The majority of non Singaporeans leave within a
decade of living in the region.
Visastatus
Fig 5.8
Visa status Female Male
Dependant’s Pass (Dependent of S visa or EP) 7.9% 1.1%
Employment Pass (EP) 31.6% 44.0%
Permanent Resident (PR) 50.0% 41.8%
Personalised Employment Pass (PEP) 0.0% 4.9%
S Pass 10.5% 4.9%
Work Permit 0.0% 3.3%
When looking at the visa status of respondents, half of the women are Permanent Residents,
whilst the highest proportion of males only have an Employment Pass. Just 1% of men are on
a Dependant’s Pass compared to 8% of women. This suggests that couples tend to make the
move to Singapore for a man’s job, rather than the woman’s.
Residency
Fig 5.9
Intend to apply for permanent residency Female Male
Yes 63.2% 58.9%
Unsure 21.1% 23.4%
No 15.8% 17.8%
Women are more positive than men about staying in Singapore for the long term. 63% of
women compared to 59% of men state that they will apply for permanent residency with 18%
of men and 16% of women who will not.
22. 22
6. Age
Everybody gets older! How does this impact Singapore
workers?
Joblevel
Fig 6.1
Job title Average age
Analyst/Executive 33.1
AVP/Manager 35.9
VP/Senior Manager 39.7
Director/Executive Director 43.3
Managing Director/Partner 40.2
Other 35.9
As one might expect, the average age for each job level steadily increases in line with seniority.
The exception to this, is at director/executive director level where the average age is 3 years
older than at the managing director/partner level.
Gender
Fig 6.2
Almost 18% of female respondents are aged between 20 and 29 years. This is double the
amount of men (9%).
The sexes are similarly balanced between 40 and 59 but 63% of men are aged 30 - 39 years
compared to 51% of women. No women over 60 were represented in the survey results.
Gender 20 - 29 30 - 39 40 - 49 50 - 59 60+
Female 17.9% 51.3% 23.1% 7.7% 0.0%
Male 8.8% 62.8% 22.1% 5.4% 0.9%
23. 23
Salary Band
Average
age
20 - 29 30 - 39 40 - 49 50 - 59 60+
Less than $50,000 32.7 29.5% 8.6% 4.3% 4.3% 0.0%
$50,000 - $100,000 34.3 65.9% 44.9% 20.7% 21.7% 0.0%
$100,000 - $150,000 36.5 4.5% 28.0% 18.5% 17.4% 0.0%
$150,000 - $200,000 40.7 0.0% 9.1% 19.6% 13.0% 33.3%
$200,000 - $500,000 43.1 0.0% 9.5% 30.4% 43.5% 66.7%
$500,000+ 44.8 0.0% 0.0% 6.5% 0.0% 0.0%
Salary
Fig 6.3
Businesses pay for experience. Nearly all (95%) 20-29 years olds working in Singapore earn
up to $100,000 a year. In contrast, two thirds (67%) of those over 60 earn between $200,000
and $500,000 per year.
Residency
Fig 6.4
Intend to apply for permanent residency Average age
Yes 34.5
Unsure 35.8
No 40.5
The average age varies quite considerably when looking at permanent residency. Those who
intend to apply are on average 6 years younger than those who do not. This suggests that
Singapore is seen as a better choice for those at an earlier stage of life. Those in their forties
are not as interested in staying long term.
24. 24
AboutAstbury
Marsden
We specialise in recruiting uniquely talented people in business technology,
business transformation, regulatory and assurance functions and specialist
technical skills. We intimately understand the dynamics of the financial
services, energy and professional services markets; making sure we know the
people our clients need to occupy critical roles throughout their business.
We help clients determine the people they need and then we find the best of
them.
We have a global perspective and we are territory-neutral. We look
for market identifiers that we recognise, and apply our experience and
intelligence to solve the challenges they face. Our regional hubs established
in Singapore and London allow us to serve our clients across Asia and
Europe.
You can find more out at www.astburymarsden.com
Singapore
Mark O’Reilly
65 Chulia Street,
OCBC Centre, #43-01
Singapore 049513
+65 6709 5151
London
Adam Jackson
33 Cannon Street,
London
EC4M 5SB
+44 (0)20 7065 1222