Download - Compensation & Benefits Survey · Georgia Compensation & Benefits Survey General Industry Sector 2018 This survey is proprietary information for the use of the participants and purchasers

Georgia

Compensation & BenefitsSurveyGeneral Industry Sector

November 2018 2018People Advisory Services 1

Demo Version

GeorgiaCompensation & Benefits SurveyGeneral Industry Sector

2018

This survey is proprietary information for the use of the participants and purchasers only. It may not be passed on in whole or in part to third parties nor quoted nor disseminated in public in any way without the prior approval of EY.

This survey is proprietary information for the use of the participants and purchasers only. It may not be passed on in whole or in part to thirdparties nor quoted nor disseminated in public in any way without the prior approval of EY.

DEMO-VERSION

EY. Compensation and Benefits Survey - Demo Version - 2018 2

• General information about the Survey……………………………………………….........11• Monthly Fixed Pay – summary………………………………………………………….......13• Annual Fixed Pay and Annual Total Pay - summary……….………………………..........19• Remuneration on particular positions……………………………………………………........21• Electronic tool for benchmarking analysis………………………….....………………........23

Volume 2. HR Policies and Practices report

• Key points………………………………………………………………………………….......27• Characteristics of the participants ……………………………………………………….....29

Table of contentsGeneral information about Survey

• How to use Compensation & Benefits Survey Report ……………………………………………………………………......5• Methodology of the Survey ……………………………………………………………………………………………....... 5• Structure of the Compensation Package……………………………………………………………………………….... 7• Definitions of Terms used in the Survey ………………………………………………………………………………...... 8• Description of the job code formation ………………………………………………………………………………….... 9• Description of Categories and Levels ...................................................................................................................10

• Contact information …………………………………………………………………………………………………….......32

Volume 1. Salary reportDEMO-VERSION


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General information aboutthe survey

How to use Compensation & Benefits Report This section of the survey contains information on how the data was put together, what it represents, and how to use the report in the most meaningful way possible.

This section sets out the methodology through which the survey was compiled, defines key statistical terms, describes main elements of pay, and also gives a series of tips regarding easy access to various pieces of data.

It is strongly recommended that persons unfamiliar with the usage of such reports read this section carefully before going into the survey report. Even those who have used to deal with such data could find this section a useful.

Methodology of the survey

Participants

• Companies, which operate in the Georgian market (see the section “List of Participants”).

• Survey covers information on persons employed in Georgia. Expatriate packages are not covered by the survey.

Data Collection

• We gathered the data about real jobholders (not the average data on a company level)

• The questionnaire was provided to the participants in the electronic format. Traditionally it consists of four sections:

• Sections A & D covering general information about the company,

• Section B covering HR policies and practices in the company,

• Section C covering remuneration for particular positions.

• While completing the Questionnaire (Section C), participants matched jobs in their companies to the standard jobs defined by EY

for reporting purposes. In this process, called job matching, the Job Descriptions Manual has been used.

• The Job Descriptions Manual was compiled and developed in the electronic format.

• We introduced a simple job classification table to help in job matching process; jobs were matched on the basis of

responsibilities, and not the job title itself. Clarifications were given by telephone in order to ensure that data was given for

appropriate jobs and categories.

• While the questionnaires were being filled out and data submitted, EY representatives could be contacted by participants via a

"hotline" for consultations and explanations.

• The information and data received from each participating company was put into the unified, protected database. Each incoming

questionnaire was checked for accuracy and consistency. In case of any doubts, the consultants contacted participants for

refinements and clarifications.

• The degree to which the information provided corresponded to job duties was examined. Consultants evaluated the data by

position, using a variety of indicators, such as high and low salary levels, accountability of a job holder official and

other indicators, casting doubt on the representative nature of the information for each group of jobs. Any significant

variations were then checked with the provider for accuracy.

• The aggregated data was published in a format guaranteeing confidentiality and preventing the possibility to identify data of

separate companies.

Timeframe

• Data on monthly base salaries was gathered as of June 30, 2018.

• Data on variable pay received by jobholders was gathered for a 12-month period ending June 30, 2018.

DEMO-VERSION


Data presentation

• Information about monthly fixed pay is expressed in GEL before taxation (gross). For companies, which denominate salaries in

foreign currency, we used the exchange rate of the National Bank of Georgia as of 30 June 2018 (2.4516 GEL/USD, 2.8537

GEL/EUR), if another exchange rate was not specified in a certain questionnaire.

• Salary data was presented in an aggregated format, with the use of statistical measures:

• deciles

• quartiles

• median

• average

• In addition to standard jobs, the report also provides information on job groups. Jobs with similar functions and tasks were

included in groups (the level and experience of the jobs may differ). For example, the group FID110 «Accountants» includes such

positions as: FID110.07.10 «Senior Accountant», FID110.08.10 «Accountant» and FID110.09.10 «Junior Accountant».

• The salary data was presented in the three sections: “Monthly Fixed Pay”, “Annual Fixed Pay and Annual Total Pay”, and

“Remuneration on particular positions”.

• Please note that statistics on monthly salary and annual total pay are calculated separately. Therefore, the sum of statistical

measure on a monthly salary for 12 months and the corresponding statistical measure on variable pay, in general, will not

correspond to the annual total pay of the position.

DEMO-VERSION


Structure of the Compensation Package The information was gathered for the following main elements of pay: Monthly Fixed Pay, including:

Monthly base salary Basic element of compensation package; paid on a monthly basis or more frequently, usually guaranteed to the employee by the employment agreement.

Allowances Paid regularly (usually on a monthly basis), always in the same amount, in addition to the base salary; usually linked to the function or working conditions (e.g. allowance for harmful conditions). These allowances may be statutory or company-provided.

Guaranteed payments Payments predefined in the amount or percentage of a basic salary and are paid to employees. Payments that are not connected to employee or company performance. This type of remuneration is typically paid monthly or at the end of the year.

+ Variable Pay, including:

Annual performance-related bonus Bonus paid only if company / employee meet certain annual goals. May be determined as a percentage of basic salary or based on other approach.

Monthly, quarterly and semi-annual bonuses Bonus paid to the employee on a monthly/ quarterly/ semi-annual basis, if company/ employee meets certain goals in the respective period.

Commission remuneration Bonus paid to the employee after carrying out commercial operations /

transactions, usually calculated as a percentage of the transaction amount.

Long-term incentive payments Cash payments to employees according to long-term incentive programs (e. g., bonuses based on the valuation of the company’s shares, price of the company, company's key performance indicators, progress towards long-term projects, etc.)

Other forms of variable pay Other forms of variable pay not covered in the previous categories.

= Annual Total Pay Sum of all the elements paid to a certain jobholder in annual terms. This

is the main information for benchmarking, as it describes the overall remuneration for the jobholder.

In the final report we present information regarding total monthly fixed pay, total annual pay and each element of variable pay for each of the jobs. However, the most important information concerns:

• Monthly Fixed Pay

• Annual Total Pay Structure of the compensation package (Fixed / Variable) The Survey also contains the proportion between the Fixed Pay and Variable Pay for each job. The average structure of the package shows how widespread are cash incentives within the compensation package for each position. The average percentage of Variable Pay in the Annual Total Pay is calculated for each job. This figure is calculated by determining

the percentage of variable pay for each jobholder and then taking the median of this data.

DEMO-VERSION


Definitions of Terms used in the Survey

Total number of incumbentsFor each position, the number of employees reported by participants is presented. The higher the number, the more reliable are theresults.

Number of active incumbentsFor each position, the number of lines with the data that were taken into account for analysis is indicated. To ensure the equal im-pact of all participants in the calculation of statistical measures for each position, up to three values from each participant in one city were taken into account. If there was more than three values on one position, minimum, median and maximum values were taken into account based on the level of the total annual pay. In some cases, less than three values were taken into account in order to ensure the principle of equal influence of all participants on the sample. The greater the number of active incumbents for each sep-arate position, the more reliable the results are.

Number of companies-participantsFor each position, the number of companies that submitted information by this position is indicated. The higher the number of com-panies-participants for each specific position, the more reliable the results are.

DecilesFor the purposes of statistical analysis, all the data is organized in an ascending order. Lower decile is the parameter that describesthe first 10th percent of the sample. For example, if there were 100 employees on a Financial Analyst position and their salaries wereorganized in the ascending order, the 10th lowest salary would be the figure for the lower decile. Similarly, the upper decile describesthe 90th percent point of the sample (in the above example — the 90th salary). Generally speaking, deciles “cut off” the lower andupper 10 percent of the sample, due to this they describe the sample much better than the minimum and maximum that cansometimes be misleadingly extreme. Quartiles The abovementioned approach is used, the only difference is that quartiles represent respectively 25th percent (first or lower quartile) and 75th percent (upper quartile) of the sample, i.e., 25th salary out of 100 and 75th salary out of 100. Quartiles are considered as a stable and valid measure, because they represent the middle 50 percent of the sample (i.e., 50 percent of the

salaries are between first and third quartile). Median Median represents the salary of the middle employee in the sample (or the average of the two middle employees if the number of data points in the sample is even). It is used for the purposes of compensation analysis due to its stability. Median shows t

he value

that is considered to be “the most representative” for the distribution. For example, the answer to the question “How much is HR Specialist paid?” would be the value of the median. Average Standard arithmetic average calculated as a sum of all the salaries divided by the number of incumbents. Average itself is not a good measure, because it is highly sensitive to the extreme minimum and maximum values. However, it is commonly used together with

the median, because it serves properly as a “control parameter”, and the comparison of both values gives additional information on the distribution of the sample.

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Description of the job code formation

The scheme below shows an example of job code formation, and also the link between the organizational structure and individual job code.

Warehouse worker LOG300.10.40

LOG 300 10 40

Function (In example – Logistics)

Number of subfunction to which the given position is matched (In example – The Department of Warehousing as Logistics subfunction)

Level of position (1-10)

Number of position in the given subfunction at the given level. For example, if subfunction at one level has three positions, the last digits of their codes will be, respectively, 10, 20 and 30.

“Where should I look if I want to know…”

…what “lower decile” really means? How to use this salary survey

…what is the average remuneration for middle management?

Monthly Fixed Pay and Annual Total Pay – information by levels

…what is the monthly fixed pay of HR Director?

Monthly Fixed Pay

…what is the annual fixed pay and annual total pay for a Senior Accountant?

Fixed Pay and Total Pay

…how much I should pay my Sales Representative?

Remuneration on particular positions

DEMO-VERSION


Description of Categories and Levels

Job categories used in the survey

Level Examples of job titles

Top Management

1 CEO / President

2 First Deputy of CEO / First Vice-President

Senior Management

3 Vice-President / Director

4 Head of Department / Directorate

Middle Management

5 Head of Division

6 Head of Division (Unit) / Manager

Professional

7 Chief / Leading Specialist

8 Specialist

Clerical / Manual Workers

9 Junior Specialist / Worker 5-6th grade

10 Assistant / Worker 1-4th grade

DEMO-VERSION


Georgia

Compensation and BenefitsSurvey2018

Volume 1. Salary report

DEMO-VERSION

Information bypositions and by EYlevels

Information onmonthly fixed pay

ACTUAL

PLAN

Text

Summary

--% of participatingcompanies increased salariesduring the period from July2017 to June 2018

-%Actual salary increase

(median)

--% of participatnig companies havealready planned salary increase for the

period from July 2018 to June 2019-%

Planned salary increase(median)

Information on totalannual pay

Information on citiesand regions ofGeorgia

8

34 companiesparticipated in thesurvey

Data as of June 30,2018


Monthly Fixed Pay-Summary

Gross monthly fixed pay expressed in GEL, including allowances and "guaranteed" payments as of 30 June 2018

Job Code Job Title Lower decile First quartile MedianThird

quartileUpper decile Average

Number of

active

incumbents

Total number of

incumbents

ADM000.04.10 Head of Administration Department (Administration Director)

ADM100.06.10 Office Manager 1,063 1,242 1,917 2,271 2,476 1,780 8 11

ADM100.06.20 Housekeeping Manager

ADM100.08.20 Personal Assistant to General Director

ADM100.09.15 Executive Assistant / Secretary

ADM100.09.20 Department Assistant

ADM100.10.10 Receptionist

ADM400.08.10 Documentation Coordinator

ADM400.10.10 Archivist

ADM500.06.10 Fleet Manager

ADM500.08.10 Traffic / Transportation Coordinator

ADM500.10.10 Car Driver

ADM600.08.10 Facilities Engineer (office)

ADM600.10.10 Mechanic (office)

ADM600.10.20 Sanitary Technician (office)

ADM600.10.30 Electrician (office)

ADM600.10.40 Cleaner

BDD000.05.10 Head of Business Development Division

BDD000.06.10 Business Development Manager

CAC100.07.10 Call Center Supervisor

CAC100 Call Center Operators

CAC100.08.10 Senior Call Center Operator

CAC100.09.10 Call Center Operator

CLS100.08.10 Post-sale Service Engineer

CLS200.05.10 Head of Customer Service Division

CLS200.06.10 Customer Service Manager

CLS200 Customer Service Specialists

CLS200.07.10 Chief Customer Service Specialist

CLS200.08.10 Customer Service Specialist

CLS200.09.10 Junior Customer Service Specialist

FID000 Finance Directors

FID000.03.10 Finance Director (Board)

FID000.04.10 Finance Director

FID100.04.10 Head of Financial Department

FID110.05.10 Chief Accountant

FID110.06.10 Deputy Chief Accountant

FID110 Accountants

FID110.07.10 Senior Accountant

FID110.08.10 Accountant

FID110.09.10 Junior Accountant

FID110.10.10 Cashier

FID130.05 Finance Controllers

FID130.05.10 Chief Finance Controller

FID130.06.10 Finance Controller

FID130 Finance Analysts / Economists

FID130.07.10 Chief Finance Analyst / Chief Economist

FID130.08.10 Finance Analyst / Economist

FID300.05.10 Head of Treasury

Monthly fixed pay Georgia

DEMO-VERSION





Number of

active

incumbents

Total number of

incumbents


FID300.07.10 Chief Treasury Specialist

GEM000.01.10 General Director

GEM000 Deputy General Directors / Viсe-Presidents

GEM000.02.10 First Deputy General Director / First Viсe-President

GEM000.03.10 Deputy General Director / Deputy Viсe-President

GEM300.02.10 Representative Office Head

GEM300.04.10 Division Manager

HRD000.04.10 HR Director

HRD100.05.10 HR Business Partner

HRD200.06.10 Human Resources Manager

HRD200.10.10 Human Resources Assistant

HRD300.06.10 Training and Development Manager

HRD300.07.20 Leading Training and Development

HRD400 Compensation and Benefits Specialists

HRD400.07.10 Chief Compensation and Benefits Specialist

HRD500.08.10 Recruitment Specialist

HRD600.06.10 HR Administration Manager

HRD600.08.10 HR Administration Specialist

HSE000.04.10 Head of Health, Safety and Environmental Security Department

HSE100.07.10 Chief Labor Safety Inspector / Specialist

HSE120.08.10 Fire Safety Specialist

HSE300.08.10 Environmental Security Inspector / Specialist

HSE400.08.10 Doctor

IAT000.08.10 Internal Auditor

ITD000.04.10 IT Director

ITD000.06.10 IT Manager

ITD001 IT Specialists

ITD000.07.50 Senior IT Specialist

ITD000.08.10 IT Specialist

ITD130 System Analysts

ITD130.08.10 System Analyst

ITD200.06.10 Database Administration Unit Head

ITD305.06.10 Service Desk Manager (Helpdesk)

ITD305 Service Desk Specialists

ITD305.08.10 Service Desk Specialist (Helpdesk)

ITD500 System Administrator

ITD500.07.10 Senior System Administrator

ITS100.04.20 Project Manager

ITS110 Developers, General

ITS110.07.10 Expert Developer, General

ITS110.08.10 Middle Developer, General

LEG000.04.10 Legal Department Director

LEG100 Legal Advisors

LEG100.05.10 Head of Legal Division

LEG100.07.10 Senior Lawyer

LEG100.08.10 Legal Advisor

LEG300 In-House Lawyers

LEG300.07.10 Senior In-House Lawyer

DEMO-VERSION





Number of

active

incumbents

Total number of

incumbents


LEG300.08.10 In-House Lawyer

LOG100.05.10 Head of Logistics Division

LOG100.06.10 Logistics Manager

LOG100 Logistics Specialists

LOG100.07.10 Chief Logistics Specialist

LOG100.08.10 Logistics Specialist

LOG110.06.10 Import / Export Manager

LOG110 Import / Export Coordinators

LOG110.08.10 Import / Export Coordinator

LOG110.09.10 Junior Import / Export Coordinator

LOG120.08.10 Transportation Coordinator / Operator

LOG120.10.10 Driver of Truck Transport

LOG120.10.20 Delivery Driver

LOG130.08.10 Customs Clearance Specialist / Customs Applicant

LOG200.06.10 Supply Chain Manager

LOG300.06.10 Warehouse Manager

LOG300.06.20 Administration Warehouse Manager

LOG300.07.10 Warehouse Shift Supervisor

LOG300.08.10 Warehouse Specialist

LOG300.09.10 Warehouse Administrator

LOG300.10.10 Warehouse Loader

LOG300.10.20 Fork-lift / Storing Equipment Driver

LOG300.10.40 Warehouse Worker

LOG300.10.50 Accountant

LSS100.08.10 Distribution Specialist

LSS200.04.10 Purchasing Director

LSS200.06.10 Purchasing Manager / Head of Purchasing Unit

LSS200 Purchasing Specialists

LSS200.07.10 Chief Purchasing Specialist

LSS200.07.20 Leading Purchasing Specialist

LSS200.08.10 Purchasing Specialist / Buyer

LSS200.09.10 Junior Procurement Specialist

MAR000 Marketing Directors

MAR000.03.20 Marketing Director (Board)

MAR000.04.20 Marketing Director

MAR200.06.10 Marketing Manager

MAR200 Marketing Specialists

MAR200.08.10 Marketing Specialist

MAR200.10.10 Marketing Assistant

MAR205.08.10 Designer

MAR400.06.10 Marketing Communications Manager / PR Manager

MAR400.08.10 PR Specialist

MAR500.06.10 Product / Brand Manager

MAR500 Product / Brand Specialists

MAR500.07.10 Chief Product / Brand Specialist

MAR500.08.10 Product / Brand Specialist

MAR600.08.10 Social Media Marketing (SMM) Specialist

PFD400 Cooks

DEMO-VERSION





Number of

active

incumbents

Total number of

incumbents


PFD400.09.10 Shift Senior Cook (Supervisor)

PFD400.10.10 Cook

PFD500.10.10 Tagger

PHS120.08.10 Medical Representative

PMD000.06.10 Project Manager

PRD000.04.10 Head of Production Department

PRD000.04.20 Technical Director (Production)

PRD100.06.10 Production Site Manager

PRD100.07.10 Production Site Foreman

PRD100.08.10 Shift Foreman

PRD210 Dispatchers (Production)

PRD210.07.10 Dispatcher (Production)

PRD360.08.10 IAT Engineer

PRD450.10.43 Boiler Plant Operator

PRD550.10.10 Refrigeration Equipment Operator

PRD600.07.10 Senior Power Engineer

PRD610.08.10 Electrical Engineer

PRD620.10.1 Electrical Fitters

PRD620.10.13 Electrical Fitter (3 level)

PRD620.10.16 Electrical Fitter (6 level)

PRD700.05.10 Chief Maintenance Engineer

PRD700.06.10 Deputy Chief Maintenance Engineer

PRD700 Maintenance Engineers

PRD700.08.10 Maintenance Engineer

PRD700.09.10 Leading Mechanic Fitter *

PRD700.10.1 Mechanic Fitters / Repairmen *

PRD700.10.13 Mechanic Fitter / Repairman (3 Level) *

PRD700.10.16 Mechanic Fitter / Repairman (6 Level) *

PRD700.10.2 Fitters of Electrical Equipment Repair and Maintenance *

PRD700.10.23 Fitter of Electrical Equipment Repair and Maintenance (3 Level) *

PRD700.10.26 Fitter of Electrical Equipment Repair and Maintenance (6 Level)

PRD700.10.3 Electrical and Gas Welders

PRD900.09.15 Line Operator

PRD900.10.10 Production Facilities Cleaner

PRD901.10.12 Crane Operator

PRD902.10.2 Core Production Workers

PRD902.10.21 Core Production Worker (Entry Level)

PRD902.10.22 Core Production Worker (Qualified)

PRD904.10.10 Carpenter

PRD906.10.13 Lathe Operator

PRD911.10.10 Packer

PRD912.10.10 Landscape Architect

DEMO-VERSION





Number of

active

incumbents

Total number of

incumbents


PRE100.06.10 Registration Manager

QUC100.06.10 Quality Assurance Manager

QUC100.08.10 Quality Assurance Specialist

QUC100.09.10 Quality Assurance Technician

RSD100.06.10 Head of Laboratory

RSD100.08.10 Senior Laboratory Technician

RSD100.09.10 Laboratory Technician

RSD100.09.40 Chemical Analysis-Laboratory Technician

RST420 Sales Consultants

RST420.09.30 Senior Sales Consultant

RST420.10.10 Sales Consultant

SED200.05.10 Head of Security Department

SED220.06.10 Security Manager

SED220.08.10 Security Shiftman

SED220 Security Guards

SED220.09.15 Senior Security Guard

SED220.10.10 Security Guard

SLS000.04.10 Sales Director

SLS000.04.20 Commercial Director

SLS100.05 Sales Managers

SLS100.05.20 Regional Sales Manager

SLS100.06.10 Area / Territory Sales Manager

SLS100.07.05 Sales Representative Supervisor

SLS100.07 Sales Representatives

SLS100.07.10 Senior Sales Representative

SLS100.08.10 Sales Representative

SLS100.09.10 Junior Sales Representative

SLS110.07.10 Merchandisers Supervisor

SLS110.09.10 Merchandiser

SLS200.05.10 Key Account Head

SLS200.07.10 Key Account Supervisor

SLS200.08.10 Key Account Specialist

SLS400.05.10 Head of Trade Marketing

SLS700.06.10 Sales Manager (office)

SLS700.07.10 Chief Sales Specialist (office)

SLS700.10.20 Sales Assistant

SLS710.08.10 Sales Analyst

DEMO-VERSION


Annual Fixed Pay andAnnual Total Pay-Summary

Annual fixed pay and annual total pay

Gross annual fixed pay in GEL

Gross annual total pay in GEL

Information for the period: July 2017 - June 2018

Job Code Job TitleLower

decileFirst quartile Median

Third

quartile

Upper

decileAverage

Number of

active

incumbents

Total number

of incumbents

















































Georgia

DEMO-VERSION


Remuneration on

particular positions

Job title: Office Manager Department: Administrative Department

Job code: ADM100.06.10 Subfunction: General personnel of the Administrative Department

Job level: 6 Job category: Middle Management

Job description

Sales volume (mln USD) <5 5-10 10-20 20-50 50-100 100-200 200-500 500-1,000 >1,000

% of companies-participants 42.9% 28.6% 14.3% 0.0% 0.0% 14.3% 0.0% 0.0% 0.0%

Number of employees <50 50-100 100-200 200-500 500-1,000 1,000-2,000 2,000-5,000 5,000-10,000 >10,000

% of companies-participants 37.5% 12.5% 0.0% 37.5% 0.0% 12.5% 0.0% 0.0% 0.0% 8

Lower decile First quartile Median Third quartile Upper decile Average

Number

of active

incumbents

Total

number of

incumbents

Georgia

Monthly fixed pay 1,063 1,242 1,917 2,271 2,476 1,780 8 11

Annual fixed pay 12,751 14,904 22,999 27,257 29,706 21,358 8 11

Annual total pay 13,020 15,626 23,229 28,507 31,234 21,996 8 11

Tbilisi

Monthly fixed pay 1,011 1,234 1,800 2,127 2,369 1,688 7 7

Annual fixed pay 12,130 14,808 21,600 25,519 28,427 20,252 7 7

Annual total pay 12,360 15,417 22,059 26,019 29,027 20,634 7 7


Number

of active

incumbents

Total

number of

incumbents

Base salary 1,033 1,242 1,900 2,131 2,476 1,740 8 11

Company allowances - - - - - - - -

Statutory allowances - - - - - - - -

Amount of other monthly fixed payments - - - - - - - -

TOTAL FIXED PAY 1,063 1,242 1,917 2,271 2,476 1,780 8 11


Number

of active

incumbents

Total

number of

incumbents

Annual performance-related bonus - - - - - - - -

Quarterly and semi-annual bonuses - - - - - - - -

13th salary and other guaranteed annual payments - - - - - 1,368 3 3

Monthly payments and commission remuneration - - - - - - - -

Amount of other annual variable payments - - - - - - - -

TOTAL VARIABLE PAY - 865 1,109 1,520 - 1,276 4 6


Number

of active

incumbents

Total

number of

incumbents

Target percentage of variable pay (from annual fixed pay) - - - - - - - -

Target total annual compensation (GEL gross) - - - - - - - -

Compensation structure

94.3%

5.7%

Corporate car

11.1% 100.0%

Compensation structure (median)

among such companies:

Annual fixed pay

Annual variable pay

% of companies-participants that provide corporate car

to employees on this position% of incumbents within this position that use a corporate car (median)

% of incumbents by which companies-participants

provided information on the actual paid variable

remuneration

100.0%

Monthly fixed pay, Annual fixed pay, Annual total pay (GEL gross)

Elements of monthly fixed pay (GEL gross per month)

Elements of annual variable pay (GEL gross per year)

Target variable pay

Responsible for office operations. Organizes workflow in the office, supervises compliance with office procedures. Responsible for maintaining office equipment, installations and supplies. Responsible for contracts with service companies, such as food delivery

companies, cleaners, etc. Supervises office clerical and support staff: assistants / secretaries, receptionists, couriers, etc.

Characteristics of companies-participants

Number of

companies-

participants:

Characteristics of employees

Level of

professional

qualification

Foreign language skills

are necessary for this positionInternational experience Actual scope of

responsibilities

Slightly lower than in

Job Description Manuals

Exactly like in


Slightly higher than in


75.0% N/A 0.0% 75.0% 25.0%

DEMO-VERSION


Electronic tool forbenchmarking analysis

DEMO-VERSION

► The determination of thecompany market position

► Position of company`s jobs againstthe market

► The results of the benchmarking analysis withmarket by levels and categories

► The deviation rate of employee’ssalaries with market data

Job Name Overpayment Job Name Underpayment

Courier - Kyiv +244% HR Director (Board) - Kyiv -43%Transportation Coordinator / Operator -Lviv

+171% Chief Purchasing Specialist - Kyiv -38%

Area / Territory Sales Manager -Kharkiv +157% General Counsel (Board) - Kyiv -34%

Transportation Coordinator / Operator -Ukraine +131% Head of Support Department - Kyiv -34%

Head of Call Center - Kyiv +105% Head of Supply Chain Department -Kyiv -25%

Housekeeping Manager - Kyiv +105% Finance Director (Board) - Kyiv -24%Transportation Coordinator / Operator -Donetsk

+100% Head of Security Department - Kyiv -23%

Transportation Coordinator / Operator -Kharkiv

+95% Sales Trainer - Dnipropetrovsk -23%

Project Management Specialist -Ukraine +94% Head of Trade Marketing - Kyiv -21%

Area / Territory Sales Manager -Donetsk +92% Office Manager - Kyiv -21%

The most overpaid positions The most underpaid positions

► The deviation analysis of employeessalaries on market indicators

► The positions, departments, levels andregions that have the highest deviationfrom the Survey data

► Comparison table - a detailed comparison of each position / employeeof the company with the market

The results of the Electronic tool for benchmarking analysis usage are presented below

The Participants of the Surveys can visit the training “How to use the Tool” for free

EY Level Standard EY levels description Low erDecile

FirstQuartile

Median ThirdQuartile

UpperDecile

1 This level represents personnel of ''Top Management'' Job categoryExamples of job t itles: CEO / President 0% 100% 0% 0% 0%

2 This level represents personnel of ''Top Management'' Job categoryExamples of job t itles: Firs t Deputy of CEO / First Vice-President

N/A N/A N/A N/A N/A

3 This level represents personnel of ''Senior Management'' Job categoryExamples of job t itles: Vice-President / Director 50% 50% 0% 0% 0%

4 This level represents personnel of ''Senior Management'' Job categoryExamples of job t itles: Head of Department / Directorate

0% 0% 100% 0% 0%

5 This level represents personnel of ''Middle Management'' Job categoryExamples of job t itles: Head of the Division 10% 40% 10% 40% 0%

6 This level represents personnel of ''Middle Management'' Job categoryExamples of job t itles: Head of Division (Unit) / Manager

0% 11% 11% 36% 42%

7 This level represents personnel of ''Professionals '' Job categoryExamples of job t itles: Chief / Leading Specialist 8% 11% 40% 30% 11%

8 This level represents personnel of ''Professionals '' Job categoryExamples of job t itles: Specialist

0% 3% 22% 42% 33%

9 This level represents personnel of ''Clerical/Manual Staff '' Job categoryExamples of job t itles: Junior Specialist / Worker of 5-6th grade 0% 0% 44% 31% 25%

10 This level represents personnel of ''Clerical/Manual Staff '' Job categoryExamples of job t itles: Assistant / Worker of 1-4th grade

0% 2% 14% 36% 48%

1% 2%13%

29%

4%13%

38%

66%

74%

67%

66%

87%

61%

32%

13%

4%

30%

Lower Decile First Quartile Median Third Quartile Upper Decile Average

More than 25% underpay in comparison with the market benchmarkIn line with the market benchmarkMore than 25% overpay in comparison with the market benchmark

► Comparative graph is an illustrative representation ofthe positions’ remuneration levels (the company data andthe market)

Electronic tool for benchmarking analysisElectronic tool for benchmarking analysis (hereinafter – the Tool) is provided with Salary report and allows for comparing salary levels in yourcompany with corresponding market indicators on your own. Furthermore, the Tool allows the following:

• The Tool saves time you spent for analysis

• The results are presented in simple and illustrative format

• There is a possibility to prepare a brief analysis in PowerPoint or Excel format

Additional options:

• Converting Survey data from Gross to Net and Net to Gross

• Conducting the comparative analysis in any currency (GEL / USD / EUR)

• Updating data on the percentage of market movement


Georgia

Compensation and BenefitsSurvey2018

Volume 2. HR Policies and PracticesReport

HR Policies and Practices report table of contents*

• List of the participants

• Characteristics of the participants

• Salary arrangements

• Salary regulation

• Grading pay structure

• Market benchmarking policy

• Salary adjustments

• Frequency of salary adjustments

• Actual salary changes

• Planned salary changes

• Short- and long-term incentive programs for employees

• Short-term incentive programs

• One-time variable pay

• Project variable pay

• Regular variable pay

• Requirements/approaches for participation in the short-term variable pay program

• The approach for determining the budget for the short-term variable pay

• Principles of variable pay determination

• Indicators that are used for calculation of variable pay

• Peculiarities of short-term incentive programs for employees of sales division

• Long-term incentive plans (LTIPs)

• Performance management

• Management by objectives / key performance indicators (KPIs)

• Management by competencies

• Performance management metrics

• Sales employees

• Social benefits and allowances

• Benefits and non-monetary compensation

• Training and professional development

• Health insurance

• Additional insurance

• Automobiles

• Loans

• Other benefits

• Working time arrangements

• Business trips policy

• Recruitment policy

• Expatriate employees policy

• Other features of HR policies

• HR metrics

* The table of contents of each report may vary due to the number of participants / quantity of provided information

DEMO-VERSION


Key points

Parti

cipan

ts

Agricultural

_% of Participating companies are _% f oreign owned companies

__% of companiesrely on market indicators while

reviewing salaries. The majority ofthem rely on

median and 3rd quartile

Salar

ycha

nges

__% ofcompanieshave already

planned a salaryincrease in 2018

of __%

__% of companies by __%



__% of companies by __% __%

__%

__%

__%

__%

__%

2018

2013

2016

2015

2014

2017

The majorityof companies -

__%,review salaries in January

Salar

yarra

ngem

ents __% of companies have changed the salary

denomination currency, the majority moved from foreigncurrency to local currency

__% of companiesuse graded pay structure, as in the

previous year

__% of companiesare planning to develop / implement a

graded pay structure in the next 12months

Banks

__%

__% of companies

Salary increase: actual (July 2017 / June 2018)

Insurance

__% of companies

__%

Agrochemical

__% of companies

__%

__% of companies__% of companies __% of companies __% of companies__% of companies

__%__% __% __%__%

Production Pharma FMCG Retail

__% of companies __% of companies__% of companies __% of companies__% of companies __% of companies __% of companies__% of companies

__% __%__% __%__% __% __%__%

Salar

ycha

nges

byin

dust

ry

__%

__%

__%

__%

__%

__%

__%

__%

__%

__%

__%

__%

Cash

comp

ensa

tion

stru

ctur

eBe

nefit

s

__% of companiesuse variable pay, that is _% more

than in the previous year

__% of companiesuse short-term incentive plans, whichis 9% more than in the previous year

Health insurance2017 2018__% __%

Pension plan2017 2018__% __%

Tablets2017 2018__% __%

Sports2017 2018__% __%

Transportation of employees2017 2018__% __%

Mobile phones2017 2018__% __%

Meals2017 2018__% __%

Loans2017 2018__% __%

Benefits(% of companies)

Top Management

Senior Management

Middle Management

Professional / Clerical

Manual Workers

__% - minimum % of salesplan accomplishment required for

bonus eligibility for salesdepartment specialistsCompany in general

Sales departmentFixed payVariable pay

__%

__%

__%

__%

__%

__%

__%

__%

__% general staff turnover rate in 2018(in 2017 –__%)

Staf

f

__%

__%

__%

Companies’ employment plans for the next year,% of companies

Plan to reduce number of staffin 2018 by __% on average

Plan to keep number of staff

Plan to increase number ofstaff in 2018 by __% onaverage

Top-5 priorities in HR agendas in 2018,% of companies

1

2

3

4

5

__% __%__%

__%

__% __% __% __%

__% __%__%

__% __% __% __% __%

Banks Production Retail Insurance Pharma FMCG Telecom Agrochemical

General staff turnover rate by industry (median)

2017

2018

The top-3 scarcest skills for management

The top-3 scarcest skills for other specialists

1

2

3

1

2

3

__ yearsis the average length of

employee’s service in oneposition, as was in 2017

Staf

ftur

nove

r

Pharma

Construction equipment

Heavy Industry

FMCG

Automotive

Salary increase: plan (July 2017 / June 2018)

__% ofcompanies

review salariesannually, that is _% less

than in the previousyear, due to an increase

in the number ofcompanies that reviewsalaries less frequently

than annually

__% of companies by _%

__% of companies by _%

__% of companiesdenominate salaries in foreign

currency, that is _% less than in theprevious year

__% of companiesapply regional coefficients, that is _%

more than the previous year’s indicator

__% of companies outsource payrollcalculation to an external provider, that is _% less than

in the previous year

__% of companiesuse long-term incentive plans, that is

_% less than in the previous year

GEL ___is the annual training budget (median GELamount per employee trained) which is _%

lower than in the previous year

__% of companiesprovide trainings to employees, that is _%

less than last year’s indicator

_% of companies track trainingneeds, which is _% more than in 2017

Benefits for employee’s children2017 2018_% _%

Company cars2017 2018__% __%

__% of companieslease personnel from external providers,that is _% more than in the previous year

__% of companiesuse services of recruitment agencies

(_% in 2018)

__% of companiesoffer internship programs, which

is _% more than the previousyear’s indicator

__% of employeeschanged positions in 2018,which is _% more than in the

previous year

Telecom

34 participating companies

Participating companies represent more than _ differ-ent industries. The majority of participants are largecompanies (employing more than _ employees) withsales volume of _ mln USD


Nataliia.Tkachenko

Typewriter

Key points

Characteristics of theparticipants

The data above may exceed 100%, as some companies belong to several sectors

Retail sector 6%

HoReCa (hotels, restaurants, café) 3%

IT distribution 3%

Telecommunication sector 3%

Transport/Logistics sector 3%

Pharmaceutical sector 15%

Construction equipment traders 15%

FMCG sector 12%

Heavy industry sector 6%

Professional services 6%

Agricultural sector 18%

Legal structure Ownership

Industry sector % of companies

Automotive sector 18%

Characteristics of the participants

Total number of participants 34

Annual revenue, mln USD

100% locally owned35%

100% foreignowned 53%

Joint venture12%

50%

15%

15%

6%

6%

<5 mln

5-10 mln

11-20 mln

21-50 mln

51-100 mln

Joint-stock company (JSC)

19%

Limited liability company (LLC)

66%

Representative office15%

DEMO-VERSION


Total number of employees

55%

12%

6%

15%

6%

6%

<50

50-100

101-200

201-500

501-1000

>1001

DEMO-VERSION


Contact information

Zurab Nikvashvili

Partner

[email protected]

+995 (32) 215-8811

Tina Kachakhidze

Senior Manager

[email protected]

+995 (32) 215-8811

Contact information

Nana Khetsuriani

Consultant

[email protected]

+995 (32) 215-8811

Teona Sharikadze

Consultant

[email protected]

+995 (32) 215-8811


mailto:[email protected]





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Download - Compensation & Benefits Survey · Georgia Compensation & Benefits Survey General Industry Sector 2018 This survey is proprietary information for the use of the participants and purchasers

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