volume 25, number 5 september 2010 - pineapple searched to the survey resulting in a 14.5 percent...

THE JOURNAL OF HOSPITALITY FINANCIAL AND TECHNOLOGY PROFESSIONALS

September 2010Volume 25, Number 5

®

The Bottomline �

THE JOURNAL OFHOSPITALITY FINANCIAL AND

TECHNOLOGY PROFESSIONALSVolume 25, Number 5

7 Introduction

8 I. Executive Summary

10 II. Profile of Respondents

15 III. Job Responsibilities

22 IV. Compensation

25 V. Benefits

28 VI. Employer Profile

�5 VII. Staff Salaries

�7 VIII. Demographic Information

5 Between the LinesP. R. I. D. E. = Diversity — HFTP involvement offers a variety of skill development opportunities, leading you to become a better professional

6 HFTP Calendar

�9 The Bottomline Resource Guide

HFTP® and HITEC® are registered service marks of Hospitality Financial and Technol-ogy Professionals. GUESTROOM 20X is a service mark of Hospitality Financial and Technology Professionals.

Submissions and InquiriesIndividuals interested in submitting an article for publication should contact the editor. The Bottomline is a peer review journal. All ma-terials submitted for publication are reviewed by members of the editorial review board or recognized experts in the field.

The Bottomline (ISSN 0279-1889), the jour-nal of Hospitality Financial and Technology Professionals, Inc., is published bimonthly with two special editions by HFTP®. Copy-right © by Hospitality Financial and Technol-ogy Professionals. All rights are reserved. All opinions expressed herein represent the views of the authors. The Bottomline and HFTP disclaim any responsibility for views expressed or statements made in any articles published. HFTP disclaims any liability with respect to the use of or reliance on any such information. The information contained in this publication is in no way to be construed as a recommendation by HFTP or any industry standard, or as a recommendation of any kind to be adopted or binding upon any member of the hospitality industry. Writ-ten consent must be obtained from HFTP before reprinting articles. Subscription fee of $30 for HFTP members is included in the membership fee. HFTP is headquartered at 11709 Boulder Lane, Suite 110, Austin, Texas 78726. Periodicals Postage Paid at Austin, Texas. POSTMASTER: Send address changes to The Bottomline, 11709 Boulder Lane, Suite 110, Austin, Texas 78726, (512) 249-5333.

CONTENTS

F E a T u R E S

D E P a R T m E N T S

S E P T E m B E R • 2 0 1 0

The Bottomline 7

The 2010 HFTP Compensation and Benefits Survey was developed to not only determine salaries and benefits, but also to devise a profile of accounting/finance and technology professionals in the hospitality industry. The information in this survey is intended for several purposes including salary comparisons, budgeting processes, staffing guidelines, contract negotiation and benefits standards.

The 2010 survey was created as a dynamic online questionnaire which was guided by the answers of respondents. Therefore, a respondent who works in the lodging industry was asked specific questions such as number of guest rooms or type of hotel (full service, limited service, etc.). This technique has been used in the past, and is further expanded in the 2010 survey. In addition, having a dynamic survey helps to address all of the different groups of HFTP members specifically focusing on the different segments such as hotels, clubs, educators, franchisors and casinos. Online surveys are also easily distributed and cost effective for the organization.

The 2010 HFTP Compensation and Ben-efits Survey was distributed to the member-ship of HFTP via e-mail on May 4, 2010. At that time, there were approximately 4,300 total members of HFTP including principal, agent, education, allied, industry, apprentice, student, retired and complimentary mem-bers. Certain groups were excluded from receiving the survey such as press, student, retired and complimentary members. The survey was delivered to 2,862 members who have agreed to receive electronic communi-cations from HFTP and had accurate e-mail addresses. Overall, 414 individuals respond-

ed to the survey resulting in a 14.5 percent response rate.

After each edition of the Compensation and Benefits Survey, the HFTP Research Institute analyzes the data/comments and adjusts the survey to better suit the mem-bership’s needs. For example, the section on retirement benefits was completely redone in the 2010 survey. This section was expand-ed to include specific retirement plans such as a 401(k), simple IRA and profit sharing, rather than asking broad questions about defined benefit and deferred compensation plans. Another change was made in the area of paid leave. Many respondents in the 2008 survey stated that they received paid time off (PTO) rather than a combination of vacation leave and sick leave. Therefore, the 2010 survey included a separate question on PTO days. One final addition to the most recent survey is a question on where people spend their work day. Many employers are allowing employees to work from home, so a ques-tion was added to determine how much time HFTP members spend working at the office, at home and traveling.

In the pages that follow, a summary of the results is provided in charts and tables with supplemental text explanation. Sub-group analysis is also presented by job title and industry segment. Further information was also provided as a comparison to previous versions of the HFTP Compensation and Benefits Survey.

If you have any comments or questions about this report the HFTPRI can be reached at the HFTP web site at www.hftp.org, via e-mail at [email protected], via phone at (713) 743-1839, toll free within the United States at (866) 572-HFTP and by fax at (713) 743-2575.

— Tanya Venegas, MBA, MHM • Executive Director, HFTP Research Institute

Introduction

http://www.hftp.org

mailto:[email protected]

8 September 2010

Club respondents surpass lodging counterparts. In this year’s survey, responses from the club segment grew and surpassed their lodging counterparts. In 2008 club responses accounted for 40.5 percent of responses, but in the 2010 survey responses from clubs and club management companies accounted for 45.8 percent of all responses for a 5.3 percent increase in this segment. On the other hand, the lodging segment decreased from 45.8 percent of responses in 2008, to only 41.9 percent of responses in 2010. Many of the other categories remained the same such as casinos, conference/convention cen-ters and education.

majority hold accounting/finance positions. The majority of respondents (82.6 percent) held accounting and finance positions such as controller, corporate controller and CFO. Controller/comptrollers made up the largest group with 159 responses accounting for 38.4 percent. The second largest group of respondents held the title of director of finance. Other accounting positions with a significant group of responses included CFO (8.5 percent) and vice president of finance (2.4 percent). The number of respon-dents with IT positions declined from 12.9 percent in 2008 to only 8.7 percent (36 responses) in 2010. The greatest number of responses from those with IT job titles came from IT directors (5.3 percent, 22 responses).

Overall average years in the hospitality industry. Re-spondents indicated that they have been employed in the hospitality industry an average of 18.1 years. The positions which indicated the longest tenure in the hospitality pro-fession included: director of finance, educator and vice president of finance.

most started in careers outside the industry. On average, respondents spent 23.1 years working in the finance or technology professions, which was five years longer than their employment in the hospitality profession (18.1 years). This means that the majority of individuals started their careers in other industries before going to work at clubs, hotels or other types of hospitality businesses.

Individuals are holding current positions longer. The average respondent indicated they have held their current position for 6.8 years, which is greater than the numbers reported in the 2008 (5.4 years) and 2006 (5.6 years) surveys. This indicates individuals are holding their job longer, which is most likely due to the economic environment and lack of opportunities available. Control-ler/comptrollers have held their positions for an average of 7 years, which was the same for those holding the titles of corporate controller (7 years) and director of finance (7 years).

Time spent on accounting/finance activities has in-creased. Respondents average 52.3 percent of their time on accounting/finance activities which was an increase from 50.4 percent in 2008. In addition, respondents spend 16.1 percent of their time on technology issues (18.1 per-cent in 2008), 20.1 percent of their time on administrative duties (20 percent in 2008), and 11.5 percent of their time on other duties (11.5 percent in 2008).

a majority of finance professionals oversee technology departments. The majority (87.9 percent) of respondents indicated they were in charge of the accounting/finance department, 58.9 percent indicated they were in charge of the technology department, 40.1 percent had oversight in human resources, and 29.3 percent of respondents were in charge of the administrative and clerical staff. Other departments supervised included: security, audio-visual, front office, marketing, membership, purchasing, night au-dit, receiving and revenue management. It is interesting to notice that only 8.7 percent of respondents held technolo-gy positions, but 58.9 percent of all respondents indicated they are in charge of the technology department.

Hours worked has remained static. Respondents indicat-ed they work 49.2 hours a week which is nearly the same as in 2008 when 49.1 hours was reported. When analyzed by industry, hotel management company employees have the longest hours at 55.2 hours, followed by those at con-vention/conference centers who average 54 hours.

Some work is done offsite. Respondents were asked to indicate the percentage of time they spend working at the office, at home, traveling and other. Overall, 76.1 percent of the respondents’ time is spent working at the office, 14.1 percent at home, 7.1 percent spent traveling, and 2.7 percent working in other places. It is interesting to note that individuals working for hotels spent the highest average amount of time working at home (25 percent) and those at resorts, spent the least amount of time at home (5 percent).

Data shows a definite timeline for career progression. On average, respondents indicated they have spent 6.1 years in management level positions. By analyzing length of employment in management level positions, a career ladder timeline can be devised for accounting/finance po-sitions. The average career progression in management level positions totaled 30.2 years with 4.5 years spent as an assistant controller, 12.1 years as a controller, 3.8 years as a regional controller and 9.8 years in the position of corporate controller.

A review of the standout indications derived from survey data results.

I. Executive Summary

The Bottomline 9

Overall, 1�.1 percent of respondents indicated they have an employment contract with their employer. The aver-age length of the employment contracts has fluctuated in recent years beginning with 4.7 years in 2006, 5.9 years in 2008, and is currently at 3.69 years in 2010. In addition, respondents were asked to indicate if they had a “letter of agreement,” and 30.4 percent responded positively stat-ing they do have a “letter of agreement.”

Seventy-two percent of respondents received a written performance evaluation. This is a slight decrease from 73 percent in 2008. The majority of evaluations are conduct-ed on an annual basis (91.9 percent) with a few respon-dents receiving quarterly (0.9 percent) and semiannual evaluations (4.5 percent). Respondents were also asked how many people must sign off on the evaluation and 42.9 percent stated one person must sign the evaluation and 38.2 percent must have two people sign the evaluation.

Salaries have increased since 2008. On average, HFTP members responding to this survey will earn $93,254 in 2010. Respondent salaries grew approximately $1,600 from 2008 to 2009 and again from 2009 to 2010. Twenty-

eight percent of respondents indicated that their salary is negotiable on an annual basis. There was also a slight increase in deferred compensation during these years from $15,468 in 2008 up to a projected $17,240 in 2010.

most receive an annual bonus. Out of 414 respondents, 283 (68.2 percent) indicated that they receive an annual bonus. Bonus criteria are nearly split evenly between objective criteria (52 percent) and subjective criteria (48 percent). In addition to bonus criteria, respondents were also asked to indicate sources of bonus determination. Even though there is not one overriding source, board/ex-ecutive committee (19.5 percent) and profit (18.8 percent) are the greatest sources of bonus determination.

The average HFTP membership is longer than previously shown in past surveys. The average HFTP member has belonged to the organization for 10 years, which is 1.7 years longer than reported in 2008 (8.3 years). Gender breakdown is predominantly male (58.2 percent), which is similar to the numbers in 2008 (56 percent male). The majority of respondents have a bachelor’s degree (48.7 percent) and fall into the 45 – 54 age range (44.8 percent).

I. Executive Summary

www.cheftec.com

10 September 2010

IndustryNo. of

Respondents Percentage

Casino / River Boat Casino 7 1.7

Club 178 42.9

Club Management Co. 12 2.9

Conference / Convention Ctr 5 1.2

Consulting Firm 6 1.4

CPA Firm 3 0.7

Education 8 1.9

Franchisor 2 0.5

Hotel 73 17.6

Hotel Management Co. 64 15.4

Resort 37 8.9

Restaurant 1 0.2

Supplier 5 1.2

Other 14 3.4

Total 415 100.0

Other, 5%

Casino / River Boat Casino, 2%

Club, 43%

Club Management Co, 3%Conference / Convention Ctr, 1%Consulting Firm, 1%

Education, 2%

Hotel, 18%

Hotel Management Co,

15%

Resort, 9%

Supplier, 1%

II. Profile of Respondents

Segment of the Hospitality IndustryIndustry segments for the respondents to the 2010 survey differed slightly from the 2008 survey. Tradi-tionally, there has been a greater response from individuals working at lodging properties (hotels, hotel management companies and resorts); but in this year’s survey, responses from the club segment grew and surpassed their lodging counterparts. In 2008 club responses accounted for 40.5 percent of responses; but in the 2010 survey responses from clubs and club management companies accounted for 45.8 percent of all responses for a 5.3 percent increase in this segment. On the other hand, the lodging segment decreased from 45.8 percent of responses in 2008 to only 41.9 percent of responses in 2010. Many of the other categories re-mained the same such as casinos, conference/convention centers and education. In previous surveys there was a growth in responses from the vacation ownership segment which disappeared in the 2010 survey. The Other category includes individuals from the following industries: airline, software, insurance, real estate investment, retirement community, public development agency and entertainment facilities.

Note: Categories with less than a 1 percent response rate were grouped into the Other category for the pie chart. Percentages were rounded up or down accordingly for the calculation of the pie chart.

The Bottomline 11

Job TitleNo. of


Accounting Firm Manager 1 0.2Accounting Manager 17 4.1Administrative Manager 1 0.2Assistant Controller 27 6.5Auditor 3 0.7CFO 35 8.5CIO 3 0.7Consultant 3 0.7Controller / Comptroller 159 38.4Corporate Controller 14 3.4Director of Finance 48 11.6Educator 4 1.0General Manager 1 0.2Human Resource Manager 3 0.7Internal Auditor 3 0.7IT Director 22 5.3MIS Manager 3 0.7Partner 1 0.2President / Owner 3 0.7Regional / Area IT Manager 1 0.2Regional Controller 6 1.4Sales / Marketing Rep. 3 0.7Staff Accountant 2 0.5VP Finance 10 2.4VP Information Systems 4 1.0Other 37 8.9Total 414 100.0

Controller / Comptroller, 38%

Other, 20%

Accounting Manager, 4%

Assistant Controller,

7%

Corporate Controller, 3%

CFO, 9%

Director of Finance, 12%

IT Director, 5% VP Finance, 2%

Job TitleThe majority of respondents (82.6 percent) held accounting and finance positions such as controller, corporate controller and CFO. Controller/comptrollers made up the largest group of respondents with 159 responses accounting for 38.4 percent. The percentage response was virtually the same in 2008 with 38.2 percent of responses, but overall the number of controller/comptroller respondents dropped from 244 in 2008 down to only 159 in 2010. The second largest group of respondents held the title of director of finance. Overall, this group increased from only 8.5 percent (54 respondents) in 2008 up to 11.6 percent (48 respondents) in 2010. There seems to be a trend for properties to move away from the title controller and move towards the title of direc-tor of finance. Controller tends to have the connotation of someone that only controls the financials and is not in the planning and financial process. Other accounting positions with a significant group of responses included CFO (8.5 percent) and vice president of finance (2.4 percent). The number of respondents with IT positions declined from 12.9 percent in 2008 to only 8.7 percent (36 responses) in 2010. Many believe the economic downturn has played a role in the downsizing of hotel technology departments. Most companies have moved to outsourcing this function rather than having a full-time employee at the property level. The greatest number of responses from those with IT job titles came from IT directors (5.3 percent, 22 responses). Titles for those in the other category included: accounting assistant, area director of finance, assistant director of finance, business manager, professor, senior accountant, technology specialist and vice president of operations.

Note: Categories with less than a 2 percent response rate were grouped into the Other category for the pie chart. A complete listing of job titles in the “Other” section is available by contacting the HFTP Research Institute.

12 September 2010

0 5 10 15 20 25 30

Accounting Manager

Assistant Controller

Auditor

CFO

Controller / Comptroller

Corporate Controller

Director of Finance

Educator

Human Resource Manager

Internal Auditor

IT Director

MIS Manager

President / Owner

Regional Controller

VP Finance

VP Information Systems

17.2

22.5

19.1

14.0

9.0

25.3

22.4

19.3

16.7

18

8.0

12.0

19.5

28.1

18.4

22.0

0 5 10 15 20 25 30

Length of Employment in the Hospitality ProfessionIn the 2010 survey, respondents indi-cated that they have been employed in the hospitality industry an average of 18.1 years. This is an increase from previous surveys in which the average was just over 16 years in 2008 (16.5 years), 2006 (16.2 years) and 2004 (16.4 years). Controller/comptrollers, who make up the largest group of respondents, indicated they have worked in the hospital-ity industry 16.7 years which was an increase from 15.2 years in the 2008 survey. The posi-tions which indicated the longest tenure in the hospitality profession included: director of finance, educator and vice president of finance. It is interesting to note that the position of vice president of finance increased from only 18.7 years in 2008 up to 28.1 years in 2010. IT directors also experienced an increase from 14.3 years in 2008 to 19.1 years in 2010.

Job TitleNo. of

Respondentsaverage No.

of Years

Accounting Manager 10 17.2

Assistant Controller 16 12.0

Auditor 2 8.0

CFO 32 18

Controller / Comptroller 130 16.7

Corporate Controller 9 19.3

Director of Finance 40 22.4

Educator 3 25.3

Human Resource Manager 2 9.0

Internal Auditor 2 14.0

IT Director 18 19.1

MIS Manager 2 22.5

President / Owner 2 22.0

Regional Controller 5 18.4

VP Finance 7 28.1

VP Information Systems 4 19.5

Job

Title

Years

Profile of Respondents

The Bottomline 1�

Job TitleNo. of


of Years



Auditor 2 5.0

CFO 32 26.2




Internal Auditor 2 18.0

IT Director 18 19.7

MIS Manager 2 21.0

President / Owner 2 27.0


VP Finance 7 31.4


Length of Employment in the Finance or Technology ProfessionsOn average, respondents spent 23.1 years working in the finance or technology professions, which was 5 years longer than their employment in the hospitality profession which averaged 18.1 years. This means that the majority of individuals started their careers in other industries before going to work at clubs, hotels or other types of hospitality businesses. The trend was nearly the same in 2008 when respondents indicated they were em-ployed in the finance and technology fields at least 4 years longer than in the hospitality industry. CFOs had the greatest gap (8.2 years) with 26.2 years in the financial industry and only 18 years in the hospitality industry. Other positions with an extended amount of time outside of the hospitality industry included corporate controllers (7.7 years) and controller/comptrollers (7.4 years). It is also interesting to note that respondents in the positions of director of finance and IT director averaged nearly the same amount of experience in the hospitality profession and their respective fields of expertise (finance and technology). That indicates they began their careers in the hospitality industry.

0 5 10 15 20 25 30 35

19.6

27.0

21.0

19.7

18.0

23.3

27.0

24.1

26.2

5.0

13.1

21.8

31.4

17.2

Accounting Manager


Auditor

CFO

Controller / Comptroller


Director of Finance

Internal Auditor

IT Director

MIS Manager

President / Owner

Regional Controller

VP Finance


0 5 10 15 20 25 30 35

Job

Title

Years

Profile of Respondents Profile of Respondents

1� September 2010

Length of Employment in Current and Prior PositionsThe average respondent indicated they have held their current position for 6.8 years, which is greater than the numbers reported in the 2008 (5.4 years) and 2006 (5.6 years) surveys. This indicates individuals are holding their job, longer which is most likely due to the economic environment and lack of opportuni-ties available. When the economy picks back up and the unemployment rate decreases, we should see this number decrease again. The individuals holding their jobs longest include those with the title of educator (16.3 years) and president/owner (14.5 years). Keep in mind, there were only three responses from educators and two responses from those with the title of president/owner. A more representative average can be seen in the positions of controller/comptroller with 132 responses. Controller/comptrollers have held their positions for an average of 7 years, which was the same for those holding the titles of corporate controller (7 years) and director of finance (7 years).

Time in current position was also analyzed by age group. As expected, the younger age groups held their posi-tions for a shorter period of time. Those in the 25 – 34 age group have held their current position for 3.6 years, the 35 – 44 age group at 4.7 years, the 45 – 54 age group at 6.9 years, the 55 – 64 age group at 9.4 years, and the 65 and over age group at 8.7 years. It is also interesting to note that time in current positions extended by age group from the last survey. For example, those in the 25 – 34 age group are holding their current positions for nearly a year longer than for the respondents to the 2008 survey (2.6 years). In addition, those in the 55 to 64 age group aver-aged two years longer than those in the 2008 survey (7.3 years).

In addition to information about current positions, individuals were also asked to provide information about prior positions. Nearly 83 percent of respondents indicated they held prior positions in the accounting or finance departments which was an increase from the 76 percent reported in 2008. Respondents were also asked to indicate the average number of years in their prior positions which equaled 6.1 years in 2010, a slight increase from the 5.9 average reported in 2008. The greatest number of respondents previously held the position of controller/comptroller (27.6 percent), followed by assistant controller (13.5 percent), corporate controller (7.4 percent) and director of finance (6.1 percent).

0 2 4 6 8 10

25 – 34

35 – 44

45 – 54

55 – 64

65 and over

9.3

6.9

8.7

4.7

3.6

7.3

6.2

8.5

4.3

2.6 20102008

0 2 4 6 8 10

Age

Rang

e

Years

Length of Employment in Current Position


The Bottomline 15

Sit on Executive Committee

No 50.6%

Yes 49.4

By Industry

Clubs 31.3%

Hotels 78.0

Hotel Management Co. 54.8

Resorts 78.6

By Job Title

CFO 68.8%

Controller 45.4

Corporate Controller 40.0

Director of Finance 77.5

IT Director 33.3

Role in the Buying Decision Process

Final Decision-maker 12.9%

First Level of Approval 24.9

Research and Recommend 12.9

Technical Advice 1.3

Financial Advice 10.0

Technical and Financial Advice 14.6

Team Management 13.6

Not Involved 9.7

As part of the 2010 HFTP Compensation and Benefits Survey, respondents were asked specific questions pertaining to their job responsibilities such as time spent on account-ing/finance and technology duties, departments supervised, executive committee participation, and role in the buying decision. First of all, respondents indicated the amount of time they spent on finance/accounting related activities, technology issues, administrative work and other duties. On average, respondents spend 52.3 percent of their time on ac-counting/finance activities which was an increase from 50.4 percent in 2008. In addition, respondents spend 16.1 percent of their time on technology issues (18.1 percent in 2008), 20.1 percent of their time on administrative duties (20 percent in 2008), and 11.5 percent of their time on other duties (11.5 percent in 2008).

This division of time was also analyzed by type of position which provides a better picture of how accounting/finance and technology professionals divide their work time. Those with accounting/finance titles spend 57.6 percent of their time on accounting/finance duties, 19.9 percent of their time on technology issues, 11.2 percent of their time on adminis-

Executive Committee Participation and Purchasing DecisionRespondents were also asked to indicate their job responsi-bilities pertaining to participation on the executive committee at their property/company and their role in the buying deci-sion process. In the current survey, 49.4 percent of individuals indicated they are a member of the executive committee which was 5.2 percent lower than in 2008 (54.6 percent). The greatest change was experienced with club respondents which went from 43 percent in 2008 down to only 31.3 percent of club respon-dents participating on the executive committee in 2010. Those in the hotel segment increased slightly from 75.5 percent in 2008 to 78.0 percent in 2010, and there was also an increase in the hotel management company segment from 53.2 percent in 2008 to 54.8 percent in 2010. The greatest increase came from the resort segment, which jumped from 64.3 percent in 2008 up to 78.6 percent in 2010. It is interesting to note there were major decreases in participation from all the major job titles except one, director of finance. This position only decreased by 0.1 percent, while the remaining positions de-creased dramatically such as corporate controllers which dropped from 77.6 percent in 2008 to only 40 percent in 2010.

Individuals were also asked to provide information on their role in the buying decision process. As with previous surveys, the largest group equaling 24.9 percent provides the first level of approval (25.9 percent in 2008). The second largest group of respondents (14.6 percent) provides both technical and financial advice followed closely by the team management ap-proach with 13.6 percent. Overall, 90.3 percent of those who completed the survey are involved in the buying decision pro-cess. This is nearly the same as the 90.6 percent who were involved in the buying process in 2008.

trative work and 11.3 percent of their time on other duties. Their technology counterparts spent the same amount of time on their primary duties of managing the technology function (57.6 percent), followed by 21.1 percent of their time spent on administrative duties, 12.1 percent of their time focused on accounting/finance and 9.3 percent of their time on other duties.

In order to understand the complexity of the respon-dents job responsibilities they were asked to indicate which departments they supervised. The majority (87.9 percent) indicated they were in charge of the accounting/finance de-partment, 58.9 percent indicated they were in charge of the technology department, 40.1 percent had oversight in human resources, and 29.3 percent of respondents were in charge of the administrative and clerical staff. Other departments supervised included: security, audio-visual, front office, mar-keting, membership, purchasing, night audit, receiving and revenue management. It is interesting to notice that only 8.7 percent of respondents held technology positions, but 58.9 percent of all respondents indicated they are in charge of the technology department.


III. Job Responsibilities

16 September 2010

Job TitleNo. of


of Hours

Accounting Manager 10 48.6Assistant Controller 14 46.6Auditor 2 43.5CFO 32 53.2Controller / Comptroller 129 46.4Corporate Controller 9 50.1Director of Finance 38 51.3Educator 3 60.0Human Resource Manager 2 27.0Internal Auditor 2 42.5IT Director 18 53.3MIS Manager 2 52.5President / Owner 2 48.5Regional Controller 6 60.0VP Finance 7 57.2VP Information Systems 4 53.8

IndustryNo. of


of Hours

Casino / River Boat Casino 6 48.0Club 138 46.8Club Management Co. 9 46.1Conference / Convention Ctr 3 54.0Consulting Firm 2 36.0Education 6 50.8Franchisor 2 47.5Hotel 59 51.7Hotel Management Co. 39 55.2Resort 28 49.2Supplier / Vendor 3 50.0

Number of Hours Worked Per WeekOn average, respondents indicated they work 49.2 hours a week which is nearly the same as the 49.1 hours reported in the 2008 survey. When analyzed by total work hours, those with the longest work week are educators and regional controllers who put in 60 hours a week at the office. These two groups only had a small response rate (educators: three responses, regional controller: six responses), so for a more representa-tive sample it is best to look at the positions of controller, CFO, IT director, and director of finance. IT directors indicated they average 53.3 hours per week, followed closely by those holding the position of CFO who work 53.2 hours per week and directors of finance at 51.3 hours per week. The largest group of respondents, controller/comp-trollers, averaged 46.4 hours per week, which was nearly the same as the 46.8 hours reported in 2008. When ana-lyzed by industry, hotel management company employees have the longest hours at 55.2 hours followed by those at convention/conference centers who average 54 hours.

In addition to hours worked per week, respondents were asked to indicate the percentage of time they spend working at the office, at home, traveling and other. Overall, 76.1 percent of the respondents’ time is spent work-ing at the office, 14.1 percent at home, 7.1 percent spent traveling, and 2.7 percent working in other places. It is interesting to note that individuals working for hotels spent the highest average amount of time working at home (25 percent) and those at resorts spent the least amount of time at home (5 percent).

0 10 20 30 40 50 60

Accounting Manager

Assistant ControllerAuditor

CFOController / Comptroller


Director of FinanceEducator


Internal Auditor

IT Director

MIS Manager

President / Owner

Regional Controller

VP FinanceVP Information Systems

50.1

53.2

27.0

48.6

51.3

46.4

60.0

43.5

46.6

57.2

48.5

42.5

53.8

60.0

52.5

53.3

0 10 20 30 40 50 60

Job

Title

Hours

Hours Worked Per Week By Job Title

Job Responsibilities Job Responsibilities

The Bottomline 17

Job TitleNo. of

Respondents CHaE CHTP CPa CGa Cma Ca CHa CFE

Overall 179 49.2% 17.9% 26.8% 0.6% 2.8% 1.1% 0.6% 1.1%

Accounting Manager 3 100.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Assistant Controller 5 60.0 20.0 20.0 0.0 0.0 0.0 0.0 0.0

CFO 28 46.4 14.3 32.1 3.6 3.6 0.0 0.0 0.0

Controller / Comptroller 77 53.2 10.4 35.1 0.0 0.0 0.0 1.3 0.0

Corporate Controller 9 33.3 11.1 22.2 0.0 33.3 0.0 0.0 0.0

Director of Finance 15 80.0 0.0 13.3 0.0 0.0 6.7 0.0 0.0

IT Director 9 11.1 88.9 0.0 0.0 0.0 0.0 0.0 0.0

Educator 4 75.0 25.0 0.0 0.0 0.0 0.0 0.0 0.0

Regional Controller 3 33.3 0.0 33.3 0.0 0.0 0.0 0.0 33.3

VP Finance 10 40.0 10.0 20.0 0.0 10.0 10.0 0.0 10.0

VP Information Systems 2 0.0 100.0 0.0 0.0 0.0 0.0 0.0 0.0

Key to Designations

CHaE — Certified Hospitality Accountant Executive Cma — Certified Management Accountant

CHTP — Certified Hospitality Technology Professional Ca — Chartered Accountant

CPa — Certified Public Accountant CHa — Certified Hotel Administrator

CGa — Certified General Accountant CFE — Certified Fraud Examiner

Professional DesignationsHFTP members hold various industry related designations such as the Certified Hospitality Accounting Executive (CHAE), Certified Hospitality Technology Professional (CHTP), Certified Public Account (CPA) and Certified Management Accountant (CMA). Overall, the number of respondents holding professional designa-tions trended downward from 48 percent in 2008 to only 43.2 percent in 2010. Of those responding to the 2010 survey, 21.3 percent indicated they held the CHAE designation. This was a slight increase from 2008 when 20.5 percent of respondents held the CHAE designation. The positions with the greatest percentage of respondents holding the CHAE designation include accounting managers (100 percent), directors of finance (80 percent), educa-tors (75 percent) and assistant controllers (60 percent). Those holding the designation of CPA accounted for 11.6 percent of all respondents. Upper-level accounting professionals such as CFO (32.1 percent), controller/comptrol-ler (35.1 percent) and regional controller (33.3 percent) tended to have the greatest percentage of respondents holding the CPA designation. Overall, 7.7 percent of respondents hold the designation of CHTP. The position of vice president of information systems has the highest percentage of individuals with the CHTP designation (100 percent) followed by IT directors at 88.9 percent. Other designations noted in the survey included the Certified Hospitality Educator (CHE), Community Association Manager (CAM) and Microsoft certifications.


18 September 2010

Job TitleNo. of


of Years Job TitleNo. of


of Years

Accounting Firm Manager 14 4.3 Human Resource Manager 21 9.2

Accounting Manager 86 5.6 Internal Auditor 16 3.8

Administrative Manager 15 7.8 IT Director 31 7.7

Assistant Controller 125 4.5 MIS Manager 18 8.3

Auditor 42 4.8 Partner 2 10.0

CFO 46 7.6 President / Owner 13 10.0

CIO 4 6.0 Regional / Area IT Manager 8 7.0

Consultant 26 6.5 Regional Controller 25 3.8

Controller / Comptroller 193 12.1 Sales / Marketing Rep. 8 4.1

Corporate Controller 40 9.8 Staff Accountant 92 4.9

Director of Finance 57 8.1 Systems Manager 8 5.4

Educator 11 10.8 VP Finance 16 8.3

General Manager 23 4.5 VP Information Systems 16 2.0

Experience in management Level PositionsOn average, respondents indicated they have spent 6.1 years in management level positions. Controller/comptrollers have the highest average experience at 12.1 years which was a slight increase from 2008 (11.7 years). By analyzing length of employment in management level positions, a career ladder timeline can be devised for accounting/finance positions. The average career progression in management level positions totaled 30.2 years with 4.5 years spent as an assistant controller, 12.1 years as a controller, 3.8 years as regional control-ler and 9.8 years in the position of corporate controller.

0 3 6 9 12 15

Accounting Firm ManagerAccounting Manager

Administrative ManagerAssistant Controller

AuditorCFOCIO

ConsultantController / Comptroller

Corporate ControllerDirector of Finance

EducatorGeneral Manager

Human Resource ManagerInternal Auditor

IT DirectorMIS Manager

PartnerPresident / Owner

Regional / Area IT ManagerRegional Controller

Sales / Marketing Rep.Staff Accountant

Systems ManagerVP Finance


6.0

4.5

7.6

4.3

6.5

4.8

12.1

7.85.6

7.7

10.8

9.8

9.24.5

3.8

8.1

8.310.010.0

2.0

3.87.0

4.94.1

5.48.3

0 3 6 9 12 15

Job

Title

Years


The Bottomline 19

Job TitleNo. of

Respondents Yes No

Overall 306 13.1% 86.9%

Accounting Manager 10 90.0 10.0

Assistant Controller 14 7.1 92.9

Auditor 2 0.0 100.0

CFO 32 15.6 84.4

Controller/Comptroller 129 6.2 93.8

Corporate Controller 10 10.0 90.0

Internal Auditor 2 0.0 100.0

Director of Finance 40 20.0 80.0

Educator 3 66.7 33.3

Human Resource Manager 2 0.0 100.0

IT Director 18 16.7 83.3

MIS Manager 2 0.0 100.0

Regional Controller 5 20.0 80.0

VP Finance 7 42.9 57.1

VP Information Systems 4 0.0 100.0

Employment ContractOverall, 13.1 percent of respondents in-dicated they have an employment con-tract with their employer. The number of members with employment contracts has remained consistently low throughout the years with the highest response rate in 2008 when 14.1 percent of respondents indicated they had employment contract. The average length of employment contracts has fluctu-ated in recent years beginning with 4.7 years in 2006, 5.9 years in 2008 and is currently at 3.69 years in 2010. Of those in the largest group of respondents, controllers/comptrollers, only 6.2 percent indicated they have employment contracts. This was a sharp decline from 2008 when 12.6 percent held employment contracts. In addition, respondents were asked to indicate if they had a “letter of agreement” and 30.4 percent respond-ed positively stating they do have a “letter of agreement.”

0 20 40 60 80 100

Overall

Accounting Manager


Auditor

CFO

Controller/Comptroller


Internal Auditor

Director of Finance

Educator


IT Director

MIS Manager

Regional Controller

VP Finance


92.9

10.0

100.0

13.1

100.0

7.1

100.0

90.0

86.9

10.0

83.3

15.6

93.86.2%

16.7

84.4

90.0

20.0

100.0

80.0

20.0

66.7

80.0

42.9

33.3

57.1

100.0

0.0

0.0

0.0

0.0%

0.0

YesNo

0 20 40 60 80 100

Job

Title

Percentage


20 September 2010

Job TitleNo. of

Respondents Yes No

Overall 45 66.7% 33.3%

CFO 5 60.0 40.0

Controller/Comptroller 10 70.0 30.0

Director of Finance 8 62.5 37.5

Educator 2 0.0 100.0

IT Director 4 100.0 0.0

President/Owner 2 50.0 50.0

VP Finance 3 66.7 33.3

Type of Contract

Job TitleNo. of

Respondentsmulti-year

Renewable annually Other

Overall 40 42.5% 27.5% 30.0%

CFO 5 60.0 40.0 0.0

Controller / Comptroller 9 55.6 22.2 22.2

Director of Finance 8 25.0 50.0 25.0

IT Director 3 33.3 33.3 33.3

VP Finance 2 50.0 50.0 0.0

Separation agreement

Job TitleNo. of

Respondents Yes No Not Sure

Overall 20 35.0% 55.0% 10.0%

CFO 3 66.7 33.3 0.0

Controller / Comptroller 6 33.3 66.7 0.0

Director of Finance 2 50.0 0.0 50.0

IT Director 2 0.0 100.0 0.0

VP Finance 2 0.0 100.0 0.0

Perpetual Employment ContractRespondents who stated that they have an employment contract were asked if the employment contract was perpetual. Nearly 67 percent of respondents indicated they have a perpetual employment contract with their employer which was a 10 percent increase from the 2008 survey. In addition, 70 percent of individuals with the controller/comptroller title indicated they have a perpetual employment contract up from only 56.7 percent in 2008.

Type of Employment Contract and Separation agreementThose respondents who indicated they have an employment contract were also asked to state whether the contract was multi-year, renewable annually or other. Out of the 40 respon-dents with an employment contract, 17 respondents (42.5 percent) indicated their contract was multi-year and 11 respondents (27.5 percent) indicated their contract was renewable annually. The remaining 12 respondents had another type of contract and stated their contract fell into one of the following categories: long term, no set end date, indefinite, partner agreement or employment agreement without a set number of years. One final question was asked about employ-ment agreements to determine if survey respondents had a separa-tion agreement. Only 7 respondents (35 percent) indicated they had a separation agreement.

0 20 40 60 80 100

Overall

CFO

Controller/Comptroller

Director of Finance

Educator

IT Director

President/Owner

VP Finance

70.0%

60.0%

66.7%

30.0%

40.0%

33.3%

37.5%

100.0%0.0%

50.0%

100.0%

62.5%

66.7%

50.0%0.0%

33.3%

YesNo

0 20 40 60 80 100

Job

Title

Percentage


The Bottomline 21

Who Performs the Evaluation Respondents

Accounting Manager 0.5%

Assistant Controller 0.9

CFO 5.0

CIO 0.9

Controller / Comptroller 4.5

Corporate Controller 1.4

Director of Finance 5.9

Educator 0.9

General Manager 51.4

IT Director 0.5

Other 11.7

Partner 0.5

President / Owner 6.8

Regional Controller 3.2

VP Finance 5.9

VP Information Systems 0.5

Frequency of Evaluations Respondents

Annually 91.9%

Monthly 0.0

Quarterly 0.9

Semiannually 4.5

Other 2.7

Number that must Sign Off Respondents

0 0.5%

1 42.9

2 38.2

3 13.4

4 2.8

5 1.4

Other 0.9Other, 16%

CFO, 5%

Controller / Comptroller, 5%Corporate Controller, 1%

Director of Finance, 6%

General Manager, 51%

President / Owner, 7%

Regional Controller, 3%

VP Finance, 6%

Performance EvaluationOverall, 72 percent of respondents received a written performance evaluation which was a slight decrease from 73 percent in 2008. This number has been consistently trending downward through the years from 75.4 percent in 2004 to 72 percent in 2010. It is interesting to note that general managers performed 51.4 percent of the evaluations for this group of respondents. This is most likely due to the fact that the majority of the respondents hold the title of control-ler/comptroller and report directly to the general manager. other titles which performed evaluations included CFO (5 percent), director of finance (5.9 percent), president/owner (6.8 percent), and vice president of finance (5.9 percent). Those indicating Other were reviewed by individuals with the following positions: chief operating officer, senior vice president of finance, CEO, vice president of hotel operations and associate dean.

The majority of evaluations are conducted on an annual basis (91.9 percent) with a few respondents receiving quarterly (0.9 percent) and semiannual evaluations (4.5 percent). Those indicating other (2.7 percent) stated that they are evaluated when needed. Respondents were also asked how many people must sign off on the evaluation and 42.9 percent stated one person must sign the evaluation and 38.2 percent must have two people sign the evaluation. For those that required two signatures, many indicated that they were the second required signature.

Note: Categories with less than a 1 percent response rate were grouped into the Other category for the pie chart.

Who Performs the Evaluation


22 September 2010

2008 2009 2010

Salary $90,003 $91,663 $93,254

Deferred 15,468 16,206 17,240

Bonus 11,804 11,357 13,683

average HFTP member Compensation 2008 – 2010On average, HFTP members responding to this survey will earn $93,254 in 2010. Respondent salaries grew approximately $1,600 from 2008 to 2009 and again from 2009 to 2010. Twenty-eight percent of respondents indicated that their salary is negotiable on an annual basis. There was also a slight increase in deferred com-pensation during these years from $15,468 in 2008 up to a projected $17,240 in 2010. The only category which experienced a slight decrease was bonuses between 2008 and 2009 when bonuses went down approximately $450. This decrease was to be expected given the state of the economy and how the hospitality industry has suffered in recent years; but on a positive note, projected bonuses have bounced back in 2010 with an anticipated increase of $2,326. This indicates that hospitality managers have a positive outlook on the economic situation.

Overall, respondents’ salaries and compensation packages have decreased from years past. In the 2008 survey the projected average 2008 salary was nearly $97,000 and actual salaries reported in the 2010 survey were only $90,003 for 2008. Please keep in mind that different sets of members responded to the 2008 and 2010 surveys, so only a general comparison can be made between the current and last survey responses. In addition, reported deferred compensation dropped from a projected $25,570 in 2008 down to a projected $17,240 for 2010. On the other hand, bonuses remained nearly the same with a projected $17,498 bonus in 2008 compared to a projected $17,240 bonus in 2010. In total, compensation packages dropped from a projected $140,008 in 2008 down to only $124,177 in 2010 for a difference of nearly $16,000. As the economy begins to rebound, compensation packages should continue to rise again and HFTP members should experience an overall increase in com-pensation. The following tables detail the base salary, deferred compensation and bonus levels for 2010, 2009 and 2008 by job title.

0 20 40 60 80 100

2008

2009

2010

$91,663

$16,206

$11,357

$15,468

$17,240

$13,683

$93,254

$11,804

Bonus

Deferred

Salary

0 20 40 60 80 100

Year

Dollar Amount

IV. Compensation

$90,003

The Bottomline 2�

2010 Projected Salary and CompensationJob Title n Base Salary n Deferred Comp n Bonus

Accounting Manager 12 $ 61,480 4 $ 5,361 5 $ 4,253

Assistant Controller 21 68,149 7 3,281 8 4,938

CFO 31 121,270 13 8,822 20 18,078

Controller / Comptroller 136 84,394 51 8,220 84 7,783

Corporate Controller 11 100,705 2 9 12,087

Director of Finance 44 109,558 16 37,418 33 22,399

Educator 4 80,250 2

IT Director 20 79,932 9 45,815 8 8,313

Regional Controller 6 93,053 3 4,800 2

VP Finance 9 144,191 5 23,681 7 36,571

VP Information Systems 4 160,250 2 4 35,250

2009 Salary and CompensationJob Title n Base Salary n Deferred Comp n Bonus



CFO 32 118,431 11 7,067 17 17,621




Educator 4 81,750 2

IT Director 19 77,018 8 46,373 7 7,929

Regional Controller 6 92,366 3 5,300 3 9,275

VP Finance 9 141,356 5 22,320 4 36,250

VP Information Systems 4 156,250 2 2

2008 Salary and CompensationJob Title n Base Salary n Deferred Comp n Bonus



CFO 31 117,602 10 6,734 19 13,319




Educator 4 78,750 2

IT Director 18 77,559 7 53,914 7 13,071

Regional Controller 6 87,307 4 3,975 4 13,383

VP Finance 9 139,241 5 27,320 6 44,167

VP Information Systems 4 156,500 2 3 30,333

*Grayed boxes indicate categories with less than three responses

2� September 2010

all Respondents None CHaE CPa CHaE &

CPa CHTP CHaE &

CHTP all Three

Responses 213 54 32 13 14 15 3

2010 Average Base Salary $86,380 $98,360 $102,313 $101,968 $131,832 $100,267 $139,000

2009 Average Base Salary 85,393 96,699 99,578 99,410 120,768 100,585 135,317

2008 Average Base Salary 83,601 95,015 98,715 96,970 117,696 97,018 130,000

Controller/Comptroller None CHaE CPa CHaE &

CPa CHTP CHaE &

CHTP all Three

Responses 79 24 18 7 0 7 1

2010 Average Base Salary $80,467 $88,093 $93,158 $81,083 $92,863

2009 Average Base Salary 79,102 85,823 91,487 78,047 91,360

2008 Average Base Salary 76,332 83,880 89,442 81,516 89,542

IT Director None CHTP

Responses 12 7

2010 Average Base Salary $77,812 $81,092

2009 Average Base Salary 74,031 78,821

2008 Average Base Salary 73,934 78,536

Bonus Criteria average Percentage

Objective 52

Subjective 48

Source of Bonus average Percentage

Profit 18.8

Holiday Fund 14.2

Increased Sales 2.2

Guest Satisfaction 5.0

Meeting Budget Goals 13.1

Meeting Personal Goals 12.4

Board / Executive Committee 19.5

Other 14.9

Salaries for Certification HoldersHFTP members with a professional designation such as the Certified Hospitality Accounting Executive (CHAE) or the Certified Hospitality Technology Professional (CHTP) earned considerably more than their counterparts without certifications. As expected, the highest paid group consisted of individuals with the CHAE, CHTP and CPA designations who earned $139,000. Those with only the CHTP certification earned the sec-ond highest salary at $131,832. Those without professional designations earned $86,380 which was nearly $12,000 less than their counterparts with the CHAE designation.

When analyzing individual positions, the CPA makes the greatest impact on controller/comptroller salaries with those holding this designation earning $93,158, which is nearly $13,000 more than their counterparts without designations. In addition, IT directors with the CHTP certification also realized an increase from $77,812 up to $81,092 for those with the certification for an increase of $3,280.

Bonus DeterminationOut of 414 respondents, 283 (68.2 percent) indicated that they receive an annual bonus. Bonus criteria are nearly split evenly between objective criteria (52 percent) and subjective criteria (48 percent). This is a slight departure from the numbers exhibited in the 2008 survey (objective criteria: 57 percent, subjective criteria: 43 percent). In addition to bonus criteria, respondents were also asked to indicate sources of bonus determination. Even though there is not one overriding source, board/executive committee (19.5 percent) and profit (18.8 percent) are the greatest sources of bonus determination.

Note: Grayed boxes indicate categories with less than three responses.

Compensation

The Bottomline 25

HFTP Related Expenses Paid by EmployerIn addition to monetary compensa-tion, benefits are also an important part of the overall compensation package. Even though there were slight decreases in overall salaries, the percentage of those receiving benefits related to HFTP increased in nearly every category. First of all, 91.9 percent of respondents indicated that their employer pays for their HFTP dues which was an 18.2 percent increase from 2008 (73.7 percent). Other areas where there was a per-centage increase included chapter meetings, Annual Convention spouse expenses, HITEC spouse expenses, professional develop-ment, certification expenses and chapter scholarships. The only decrease was in the category for professional publica-tions, media and videos which was 15.3 percent in 2008 and dropped to 10.8 percent in 2010.

Benefits Paid by EmployerHFTP members were also asked to provide information on other benefits provided by their employers such as golf, housing allowance, meals and mobile phone usage. Over 50 percent of respon-dents indicated that they receive meals at their work facility for themselves and mobile phones from their employers. In addition, a large amount of respondents (35.2 percent) also receive a business travel allowance totaling $3,772. Benefits that have remained consistently low include housing allowance (1.7 percent), maternity leave (2 percent) and club member-ship for the employee’s family (3.1 percent). It is interesting to note that the number of HFTP members receiving meals increased 16.5 percent from 2008 (37.8 percent) and the number of respondents receiving mobile phone benefits increased 11.6 percent from 2008 (38.9 percent).

ExpenseNo. of

Respondents Percentageaverage amount

HFTP Dues 271 91.9% $331.00

Chapter Meetings 170 57.6 487.24

Annual Convention — Self 128 43.4 1,748.64

Annual Convention — Spouse 15 5.1 1,220.00

HITEC Self 48 16.3 1,430.12

HITEC Spouse 6 2.0 1,233.33

Professional Development 90 30.5 1,077.99

Professional Publications, Media and Videos 32 10.8 360.63

Certification Expenses 70 23.7 496.75

Foundation Scholarship 3 1.0 133.33

Chapter Scholarships 6 2.0 462.50

BenefitsNo. of

Respondents Percentageaverage

Value

Business Travel Allowance 103 35.2% $ 3,771.74

Charitable Contributions Matched 15 5.1 798.21

Club Membership for Family 9 3.1 3,394.44

Club Membership for Self 23 7.8 2,014.70

Employee Assistance Program 20 6.8 202.29

Golf 33 11.3 1,642.38

Health / Fitness Center Use 35 11.9 854.66

Home Computer 22 7.5 1,119.07

Home Internet Access 27 9.2 594.67

Housing Allowance 5 1.7 23,400.00

Maternity Leave 6 2.0 8,256.33

Meals at Facility — Family 30 10.2 1,674.25

Meals at Facility — Self 159 54.3 1,574.29

Mobile Phone 148 50.5 1,173.73

V. Benefits

26 September 2010

Item

Employee Family

Full Partial Full Partial

Dental Program 17.5% 41.7% 11.5% 35.7%

Disability — Long Term 31.5 17.5 6.4 7.3

Disability — Short Term 28.0 20.1 4.1 10.8

Health and Accident 14.3 29.9 4.8 20.7

HMO 6.1 26.4 1.9 22.0

Hospitalization 14.0 50.0 9.2 42.0

Life Insurance 52.2 19.7 7.0 10.8

Major Medical 14.3 47.8 9.9 40.1

Medical/Surgical 11.8 41.4 7.3 32.5

Medical Checkups 15.0 37.9 8.3 32.2

PPO 11.8 34.7 6.7 29.3

Prescription Drugs 12.4 40.0 9.9 40.4

Vision Care 15.6 33.1 7.3 29.6

medical Plan Expenses Paid by EmployerSince 2004, HFTP members have indi-cated that medical plan coverage by their employers had dropped by nearly half, but that trend has changed in the 2010 survey. Overall, full coverage for both employees and families has remained the same while partial coverage has increased for both employees and their families. In the case of HMO cover-age, a high was experienced in 2004 when 77 percent of respondents indicated that they received either full or partial HMO coverage. Employee HMO coverage dropped to a low in 2008 at 25.6 percent and has increased to 32.5 percent in 2010. Again, PPO coverage reached a high in 2004 at 76 percent, dropped to 33.6 percent in 2008, and in-creased again to 45.6 percent in 2010.

ExpensePercent of Responses

Car Allowance 14.4%

Gasoline 12.6

Insurance 4.2

Maintenance 4.2

Mileage 70.1

Parking 41.9

Subsidized Commuting 4.8

Out-of-Pocket Expenses Paid by EmployerEmployers also offer out-of-pocket expenses to cover expenditures such as dining out expenses, dry cleaning and tuition assistance. The number of employers offering 100 per-cent medical reimbursement to HFTP members increased from 32.6 percent in 2008 up to 43.7 percent in 2010, but it is interesting to note that the budgeted amount decreased nearly $5,000 in the same amount of time. In addition, coverage of dry cleaning expens-es increased from 19.7 percent in 2008 to 28.3 percent in 2010 with the amount remaining virtually the same (2008: $1,340; 2010: $1,432). Even though the percentage of HFTP members receiving dining out expenses and tuition assistance remained the same, the dollar amounts increased. Dining out expenses increased from $2,199 in 2008 up to $3,467 in 2010; and tuition assistance increased from $2,524 in 2008 up to $3,273 in 2010. Companies offering coverage of interview expenses decreased from 65 percent in 2008 to 52 percent in 2010. In addition, the number of companies offer-ing moving expenses decreased from 59.6 percent in 2008 down to 47 percent in 2010.

ExpenseNo. of

Respondents Percentageaverage

Value

Dining Out Expenses 32 10.9% $3,467.14

100% Medical Reimbursement 128 43.7 7,681.57

Dry Cleaning 83 28.3 1,431.52

Clothing Allowance 22 7.5 874.21

Tuition Assistance 79 27.0 3,273.10

automobile Expenses Paid by EmployerA small portion (7.7 percent) of respondents indicated that they are pro-vided a car for their use from their employer. Out of this 7.7 percent, 43 per-cent stated that the car was solely for business use and 48 percent indicated that the car could be used for business and personal use. The table at right provides a glimpse at the number of respondents whose employer pays for certain automobile expenses. HFTP members indicated that their employers have also increased the amount of automobile expenses covered. Significant increases were experienced for mileage, which increased from 45.1 percent in 2008 up to 70.1 percent in 2010, and parking, which increased from 27.7 percent in 2008 up to 41.9 percent in 2010.

Benefits

The Bottomline 27

Paid LeavePaid leave is another form of benefits offered by employers which can come in the form of sick leave, vaca-tion time and paid time off (PTO). Many employers (36.2 percent of respondents) are starting to offer their em-ployees PTO days which can be used for sick leave or vacation time. For those who receive PTO days, employers provide an average of 14.4 days per year and the majority (51.4) have to use all of their days within the year and cannot carry any forward. Those receiving vacation days average 15.9 days per year and 6.8 days of sick leave. Again, 50 percent or more of respondents indicated that they cannot carry forward any sick days or vacation days from year to year.

None, 55%

All, 22%

Some, 23%

Sick Days That Carry Forward

All, 18%

None, 50%

Some, 32%

Vacation Days That Carry Forward

Some, 33%

None, 51%

All, 16%

PTO Days That Carry Forward

Retirement PlansRetirement plans are another important aspect of compensation packages. The majority of HFTP members (83.6 percent) are offered a 401(k) plan through their employer. Other benefit plans offered by employers include defined benefit plans (5 percent), defined contribution plans (5.4 percent), simple IRAs (2.7 percent) and profit sharing (4.4 percent). In addition, 5 percent indicated that they have another type of benefit plan such as 457(B), 403(B) or an employer paid pension plan. Sixty-nine percent of respondents stated that their employer matches employee contributions. Of those that receive an employer match; these HFTP members indicated that their employer would match contributions up to 4.8 percent. In addition, respondents who receive a defined contribution plan indicated that they can contribute up to 12.1 percent of their salary. A small portion of respondents, 6.7 percent, do not receive any retirement benefit plans.

Type of Benefit Plans

Type of PlanNo. of


Defined Benefit Plan 15 5.0%

Defined Contribution Plan 16 5.4

401(k) 249 83.6

SEP IRA 1 0.3

ESOP 1 0.3

Simple IRA 8 2.7

Profit Sharing 13 4.4

None 20 6.7

Other (please specify) 15 5.0

Employer Matched ContributionsResponse No. of Respondents Percentage

Yes 189 69.0%

No 83 30.3

Not Sure 2 0.7

No, 30%

Not Sure, 1%

Yes, 69%

Benefits

28 September 2010

Clubs (clubs and club management companies) and hotels (hotels, hotel management companies and resorts) made up the majority of responses to the 2010 survey. For this rea-son, the profiles of the respondents in these segments are highlighted in the following sections. In addition, due to the unique nature of individual hotel properties (63 percent of ho-

Hotel RatingNo. of


Full Service 47 69.1%

Limited Service 29 42.6

Resort 26 38.2

Convention / Conference Center 16 23.5

All Suite 13 19.1

Casino 3 4.4

Bed and Breakfast 2 2.9

Other 4 5.9

Ownership TypeNo. of


Independent / Partnership 38 55.9%

Chain-franchised 29 42.6

Chain-leased / Managed 12 17.6

Chain-company Owned 11 16.2

Member-owned 4 5.9

Affiliate 3 4.4

LocationNo. of


Resort 40 58.8%

Urban 37 54.4

Suburban 28 41.2

Airport 22 32.4

Interstate 22 32.4

Small Metro Town 20 29.4

Not Applicable 1 1.5

Regional/Corporate Location of Hotel PropertiesThe highest responses for location of hotel properties for regional/corporate hotel respondents was resort (58.8 percent), urban (54.4 percent) and suburban loca-tions (41.2 percent). Other location types include airport, interstate and small metro town.

Regional/Corporate Classification of Lodging FacilitiesThe majority of respondents at the regional/cor-porate level indicated that they oversee full service lodging facilities (69.1 percent). Other categories with a large number of responses included limited service (42.6 percent), resorts (38.2 percent), conven-tion/conference centers (23.5 percent) and all suite properties (19.1 percent). The four responses in the other category included a condominium, corporate level, timeshare, and tour and travel companies. The reader must keep in mind while looking at regional/corporate level data that managers oversee mul-tiple types of properties; therefore, statistics will typically add up to greater than 100 percent.

Regional/Corporate Hotel OwnershipNearly 56 percent of regional/corporate respon-dents indicated that the properties they oversee are either independently-owned or owned by a partnership. The second largest group of properties are chain-franchise owned (42.6 percent), followed by chain-leased/managed (17.6 percent), chain-com-pany owned (16.2 percent), member owned (5.9 percent) and affiliate (4.4 percent).

Lodging: Regional/Corporate Level

VI. Employer Profile

tel respondents) and hotel regional/corporate offices (37 per-cent of hotel respondents), these segments are highlighted in the following sections. Other segments which made up the remaining 12.3 percent included casinos, consulting firms, CPA firms, educational institutions, franchisors, restaurants, suppliers and others.

The Bottomline 29

Number of Guest RoomsNo. of


Under 500 Rooms 8 12.3%

501 to 750 Rooms 11 16.9

751 to 1,000 Rooms 4 6.2

1,001 to 2,500 Rooms 15 23.1

2,501 to 5,000 Rooms 8 12.3

5,001 to 7,500 Rooms 10 15.4

7,501 to 10,000 Rooms 1 1.5

10,001 to 12,500 Rooms 1 1.5

12,501 to 15,000 Rooms 0 0.0

More 15,000 Rooms 7 10.8

market Price SegmentNo. of


Luxury 17 25.0%

Upscale 38 55.9

Mid-Price 38 55.9

Economy 14 20.6

Regional/Corporate market Price Segment for Hotel PropertiesEqual amounts of respondents indicated that they oversee upscale and mid-price properties (55.9 per-cent). Other segments include luxury properties (25 percent) and economy properties (20.6 percent).

Regional/Corporate Number of Guest Rooms SupervisedWhen analyzing compensation, it is important to look at responsibility levels. One way to do this is to analyze responses by how many rooms respondents oversee. The largest group of respondents at the regional/corporate level supervised between 1,001 rooms and 2,500 rooms. Further breakdown can be seen in the table at right.

Classification of Lodging FacilitiesSixty-three percent of hotel respondents (116 respon-dents) indicated that they work at the property level in a lodging facility (hotel, conference/convention center or resort property). Over half of these responses (56.2 percent) came from individuals working at a full service hotel property. The second largest group of responses came from individuals working at resort properties (32.4 percent). Other classifications includ-ed all suite properties, convention/conference centers, limited service properties and a luxury boutique hotel.

All Suite, 4%

Luxury Boutique, 1%

Convention / Conference Ctr, 6%

Full Service, 56%Limited Service, 1%

Resort, 32%

Hotel OwnershipOver half of the responses (52.2 percent) in the property level lodging segment came from independently owned properties or properties owned by a partnership. The second highest segment was for properties that are chain-leased/man-aged (19.1 percent) followed by chain-franchised properties (14.8 percent). Other categories included chain-company owned and member owned properties.

Not Applicable, 3%Member Owned, 2%

Chain-company Owned, 9%

Independent / Partnership,

52%

Chain-leased/ Managed,

19%

Chain-franchised, 15%

Lodging: Property Level

�0 September 2010

Location of Hotel PropertiesRespondents working at urban (36.5 percent) and resort (34.8 percent) properties were nearly equal, averaging close to 35 percent each. A small portion of the HFTP membership works at suburban, small metro town, airport and interstate properties.

market Price Segment for Hotel PropertiesHotels can also be analyzed by market price segment which categorizes lodging properties by their average room rate. Nearly 50 percent of respondents indicated they work at upscale properties (48.6 percent), followed by mid-price properties (26.7 percent), luxury (21.9 percent) and economy/budget properties (1.9 percent).

Small Metro Town, 8%

Airport, 6%

Interstate, 2%

Urban, 36%

Resort, 35%

Suburban, 13%

Not Applicable, 1%Economy / Budget, 2%

Upscale, 48%

Mid-Price, 27%

Luxury, 22%

Number of Hotel Guest RoomsAnother way of analyzing the complexity of hotel proper-ties is to divide them into groups by number of guest rooms. Seventy-three percent of respondents work at properties with 500 or less hotel rooms, leaving only a small percentage work-ing at large properties. Further breakdown into smaller categories can be found in the chart at right.

1,001 – 1,500 Rooms, 10.4%

More than 1,5000 Rooms, 4.3%Not Applicable, 0.9%

Under 200 Rooms,

23.5%

201 – 300 Rooms, 23.5%

301 – 400 Rooms, 16.5%

401 – 1,000 Rooms, 20.9%

Employer Profiles

The Bottomline �1

Other, 3%

City/Athletic, 8%Country Club (full service),

68%

Golf Course or Golf Club (golf only), 13%

Tennis / Racquet, 1%

Yacht, 7%

More than 1,500 Members, 10%

Less than 250, 9%

250 – 500 Members, 40%

501 – 750 Members,

19%

751 – 1,000 Members, 10% 1,001 – 1,500

Members, 12%Club membershipThe largest group of respondents indicated that the club where they work has between 250 and 500 members (39.3 percent). The next largest group of clubs has 501 – 750 mem-bers (19.1 percent), followed by 1,001 to 1,500 members (12.4 percent), 751 – 1,000 members (10.1 percent), more than 1,500 members (10.1 percent) and less than 250 members (9 per-cent). It is interesting to note that the only categories that exhibited significant changes from the 2008 survey were the smallest and largest clubs, which both increased.

Private (member owned or investor owned), 96%

Public, Daily Fee or Municipal, 1%Semi-private, 2%

Other, 1%

Club Facilities

Classification of Club FacilitiesOut of the 164 responses received from individuals that work at a club or club management company, 68.5 percent were from full service country clubs. Other types of clubs included golf course/club (13 percent), city/athletic club (8.2 percent), yacht club (6.5 percent) and tennis/racquet club (0.5 percent). Just over three percent of respondents indicated that they worked at another type of club such as a club with a home owner’s association, fields club, gated community with a private club, golf and dining club, and a retail club. The majority of responses came from private member or investor owned clubs (95.7 percent) with the remaining responses coming from public, daily fee, municipal or semi-private facilities. In addition, 23.9 percent of club respondents to this survey indicated that their property closes sometime during the year.

Club Type Ownership Structure

Employer Profiles

�2 September 2010

IndustryNo. of

RespondentsLess

than 10 10 – 25 26 – 50 51 – 100 101 – 200 201 – 500501–1,000

morethan 1,000

Overall 320 3% 4% 7% 27% 23% 15% 10% 12%

Casino / Riverboat Casino 7 0 14 0 0 0 0 29 57

Club 142 1 4 12 44 27 8 3 1

Club Management Co. 10 0 10 10 20 40 0 0 20

Conference / Convention Ctr. 4 0 0 0 0 75 0 25 0

Consulting Firm 2 50 50 0 0 0 0 0 0

Education 6 0 0 0 50 0 0 0 50

Franchisor (hotels) 2 0 0 0 50 0 0 0 50

Hotel 60 0 0 2 12 30 33 13 10

Hotel Management Co. 43 9 5 7 5 7 12 19 37

Resorts 30 0 0 0 13 13 40 27 7

Supplier / Vendor 3 33 0 0 33 0 0 0 33

Number of Full-Time Equivalents (FTEs)The number of full-time equivalents at a property is an indicator of the size and complexity of the operation. Fifty percent of respondents have between 51 and 200 employees. The largest increment falls between 51 to 100 employees (26.6 percent), followed by 101 to 200 employees (23.1 percent), 201 to 500 employees (15.3 percent), and more than 1,000 employees (11.6 percent).

IndustryNo. of

Respondents 0 1 2 � – 5 6 – 10 11 – 15 16 – 20 21 – �0more

than �0

Overall 319 10% 10% 19% 32% 14% 3% 4% 3% 5%

Casino / Riverboat Casino 7 0 14 14 0 43 0 0 0 29

Club 141 6 12 31 40 7 1 1 1 1

Club Management Co. 10 10 20 10 30 10 0 0 20 0

Conference / Convention Ctr. 4 0 25 0 25 50 0 0 0 0

Consulting Firm 2 50 0 0 0 0 0 50 0 0

Education 6 67 17 0 0 0 0 0 0 17

Franchisor 2 50 0 0 0 50 0 0 0 0

Hotel 61 7 7 12 31 21 7 10 3 3

Hotel Management Co. 43 14 7 12 28 12 5 5 7 12

Resorts 29 7 7 14 17 28 7 10 3 7

Supplier / Vendor 3 33 33 0 0 0 0 0 0 33

Number of Employees SupervisedAs in previous years, approximately 60 percent of respondents supervise between one and five employees. Twenty-nine percent supervise more than six employees and 10 percent of respondents do not have any su-pervisory duties. The majority of respondents supervise between three and five employees (32 percent), which is probably due to the fact that the greatest number of responses are from controller/comptrollers who oversee accounting/finance departments at club and hotel properties.

All Respondent Profile

Employer Profiles

The Bottomline ��

Annual Revenues

Industry No.

of

Resp

onde

nts

Less

than

$5

00,0

00

$500

,000

to

$1,0

00,0

00

$1,0

00,0

01 to

$2

,500

,000

$2,5

00,0

01 to

$5

,000

,000

$5,0

00,0

01 to

$7

,500

,000

$7,5

00,0

01 to

$1

0,00

0,00

0

$10,

000,

001

to

$15,

000,

000

$15,

000,

001

to

$20,

000,

000

$20,

000,

001

to

$25,

000,

000

mor

e th

an

$25,

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Overall 364 1.1% 0.3% 4.7% 15.9% 13.5% 11.3% 14.3% 6.9% 4.1% 28.0%

Casino / Riverboat Casino 7 0.0 0.0 0.0 0.0 14.3 0.0 0.0 0.0 0.0 85.7

Club 165 0.6 0.0 6.7 26.7 25.5 13.9 18.2 3.0 0.6 4.8

Club Management Co. 12 0.0 0.0 16.7 33.3 8.3 16.7 0.0 8.3 0.0 16.7

Conference / Convention Ctr 5 0.0 0.0 0.0 0.0 0.0 80.0 0.0 0.0 20.0 0.0

Consulting Firm 6 16.7 0.0 33.3 16.7 0.0 0.0 16.7 0.0 0.0 16.7

CPA Firm 2 0.0 0.0 0.0 0.0 0.0 0.0 50.0 0.0 0.0 50.0

Franchisor 2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 100.0

Hotel 68 0.0 1.5 0.0 4.4 5.9 8.8 19.1 10.3 8.8 41.2

Hotel Management Co. 58 0.0 0.0 1.7 5.2 0.0 6.9 5.2 8.6 1.7 70.7

Resorts 33 0.0 0.0 3.0 6.1 3.0 6.1 12.1 18.2 15.2 36.4

Supplier / Vendor 5 40.0 0.0 0.0 20.0 0.0 0.0 0.0 20.0 0.0 20.0

annual Revenues and Tax StatusRespondents were also asked to provide information on company/property revenues for their employer. An-nual revenues are an important indicator in the complexity of an organization and the employees who must oversee the accounting/finance and technology functions of the company/property. Twenty-eight percent of HFTP members responding to this survey indicated that their organization earned greater than $25 million an-nually in revenues. The types of companies that fall into this category are hotels, hotel management companies, casinos and resorts. Clubs tend to have somewhat smaller operations and earned annual revenues from $2.5 million to $7.5 million a year (52.2 percent of club respondents). To provide further detail, respondents were also asked to indicate the number of properties they oversee with their company. Seventy percent of respondents stated that they work for an individual property, followed by 15.5 percent who oversee two to five properties, 3.6 percent oversee six to 10 properties, 9.1 percent oversee 11 to 100 properties, and 2.3 percent oversee more than 100 properties. Tax status is another important factor in analyzing a hospitality business. Over half of the respon-dents to this survey indicate that they work for a for-profit organization (57.2 percent), followed by 29.8 percent at a not-for-profit tax exempt company and 13 percent at a not-for-profit taxable organization.

Tax Status

Tax StatusNo. of


For-profit 207 57.2%

Not-for-profit, tax exempt 108 29.8

Not-for-profit, taxable 47 13.0

Total 362 100.0

Employer Profiles

�� September 2010

Accounting/Finance Department

IndustryNo. of

Respondents 0 1 2 � – 5 6 – 10 11 – 15 16 – 20 21 – �0more

than �0

Overall 319 2% 3% 21% 40% 15% 5% 5% 1% 7%

Casino / Riverboat Casino 7 0 0 14 0 14 0 29 0 43

Club 142 1 4 32 54 6 1 1 1 0

Club Management Co. 10 20 10 10 40 10 0 0 0 10

Conference / Convention Ctr 4 0 0 0 50 25 0 0 0 25

Consulting Firm 2 0 50 50 0 0 0 0 0 0

Education 5 0 0 0 0 60 20 0 0 20

Franchisor (hotels) 2 0 0 0 0 50 0 0 0 50

Hotel 61 2 2 16 33 26 8 5 2 7

Hotel Management Co. 43 2 2 7 28 14 9 16 2 19

Resorts 30 0 0 7 33 27 17 7 3 7

Supplier / Vendor 3 0 0 33 33 0 0 0 0 33

IT Department

IndustryNo. of

Respondents 0 1 2 � – 5 6 – 10more

than 10

Overall 319 31.7% 34.2% 12.5% 8.5% 3.4% 9.7%

Casino / Riverboat Casino 7 14.3 0.0 0.0 0.0 14.3 71.4

Club 140 47.1 40.0 9.3 2.9 0.7 0.0

Club Management Co. 10 50.0 10.0 20.0 0.0 0.0 20.0

Conference / Convention Ctr 4 0.0 0.0 75.0 0.0 25.0 0.0

Consulting Firm 2 50.0 0.0 0.0 0.0 50.0 0.0

Education 6 0.0 16.7 0.0 33.3 16.7 33.3

Franchisor (hotels) 2 0.0 0.0 50.0 0.0 0.0 50.0

Hotel 61 21.3 45.9 19.7 6.6 0.0 6.6

Hotel Management Co. 43 18.6 20.9 9.3 18.6 7.0 25.6

Resorts 30 6.7 36.7 13.3 26.7 10.0 6.7

Supplier / Vendor 3 33.3 0.0 0.0 0.0 0.0 66.7

Number of Employees in the accounting/Finance and IT DepartmentsFor the accounting/finance department, forty percent of respondents indicated that there are between three and five employees in this department. For clubs, 54 percent have between three and five employees and at hotels 33 percent have the same number of accounting/finance employees. Overall, 80 percent of respondents are responsible for the accounting/finance department. In addition to the accounting/finance department, respon-dents were also asked to indicate responsibility and number of employees in the IT department. Fifty-five percent of HFTP members responding to this survey indicated they are responsible for the IT department. In addition, 31.7 percent of respondents stated that there are not any employees at their property solely responsible for the IT department and 34.2 percent indicated that there is only one IT employee at the property level.

Employer Profiles

The Bottomline �5

Club Accounting, Finance and Technology Staff Salaries and Hourly Wages

Position nannual Salary n

Hourly Wages n Tips n Bonus n

Other Compensation n

average Years of Service

Accountant / Controller 83 $84,493 1 65 $6,490 16 $6,794 70 9.04

Accounts Payable Clerk 35 $51,187 32 $16.62 33 $1,485 4 $4,275 52 6.15

Accounts Receivable Clerk 39 $38,922 26 $17.50 32 $1,403 6 $2,849 48 8.92

Assistant Controller 31 $52,259 6 $23.07 22 $2,435 3 $2,667 28 8.43

Assistant I T Manager 3 $61,667

Director of Information Systems Technology 5 $76,824 2 2

IT Manager 4 $58,218 1 1

Staff Accountant 18 $44,595 10 $19.39 14 $1,165 1 21 6.62

Club Staff Salaries and Hourly Wages


Hourly Wages n Tips n Bonus n



Chief Staff Executive / General Manager 100 $160,317 2 84 $23,038 42 $14,229 86 8.1

Assistant General Manager / Clubhouse Manager

54 $81,569 7 $5,614 43 $6,843 14 $6,249 47 8.5

Executive / Head Chef 94 $93,138 1 8 $5,396 73 $7,326 22 $6,459 78 8.6

Catering Manager 48 $52,878 2 13 $10,106 35 $5,411 7 $9,287 40 6.2

Food & Beverage Director 54 $64,894 2 11 $10,960 38 $5,631 9 $5,342 42 7.4

Head Golf Professional 81 $89,185 2 48 $7,008 34 $22,283 61 11.0

Head Superintendent 82 $121,136 61 $9,375 25 $6,578 67 10.9

Health & Fitness Director 30 $51,483 2 2 21 $3,561 16 $40,005 25 7.1

Human Resources Manager 31 $59,996 3 $22.67 18 $4,708 3 $2,289 26 6.6

Membership Director 50 $53,200 3 $28.10 28 $4,480 16 $25,576 44 7.8

Head Tennis Professional 50 $60,016 2 1 31 $3,994 34 $37,255 40 11.8

Grayed cells indicate less than three responses.

The following tables provide detailed salaries, hourly wages, tips, bonuses, and other compensation provided by the employers of our HFTP members broken down by industry segment. For the purposes of this report, only two segments provided enough data for accurate and reliable analysis: club (club and club management company) and lodging (casino, conference/convention center, hotel, ho-

VII. Staff Salaries

tel management company and resort) facilities. Although this information may not directly impact the compensation and benefits of HFTP members, it is provided to assist HFTP members when compiling budgets, hiring new as-sociates, or considering employee merit raises. Annual salary and hourly wages are provided where information was available.

�6 September 2010

Hotel Accounting, Finance and Technology Staff Salaries and Hourly Wages


Hourly Wages n Bonus n



Accountant / Controller 55 $85,513 32 $14,466 6 $5,115 41 9.4

Accounts Payable Clerk 24 $33,803 34 $14.96 4 $1,825 2 43 5.4

Accounts Receivable Clerk 22 $33,411 31 $14.91 5 $2,390 1 40 6.4

Assistant Controller 45 $55,039 15 $7,800 4 $4,563 34 7.2

Assistant Information Technology Manager

10 $52,900 4 $17,050 1 7 6.3

Director of Information Systems Technology

23 $81,760 5 $25,000 14 8.8

Information Systems Technology Manager

15 $60,000 7 $8,643 1 11 5.7

Internal Auditor 6 $41,667 4 $15.94 2 5 5.9

Revenue Manager 49 $61,141 1 27 $11,428 6 $6,902 35 8.1

Staff Accountant 18 $40,194 14 $15.16 4 $5,425 17 6.2

Hotel Staff Salaries and Hourly Wages

Position nannual Salary n Tips n Bonus n



Assistant Manager 39 $61,605 2 20 $8,160 4 $2,300 31 5.3

Catering Manager 48 $55,181 9 $7,478 26 $10,315 5 $12,102

Executive / Head Chef 58 $86,921 2 32 $20,137 6 $5,828 43 8.5

Food & Beverage Director 42 $84,197 3 $39,333 26 $16,450 8 $5,520 32 7.5

General Manager 63 $142,677 1 36 $36,546 15 $14,257 46 10.6

Head of Maintenance 63 $72,205 3 $1,333.33 31 $13,542 6 $6,568 45 10.5

Sales & Marketing Mgr 60 $86,321 2 40 $18,993 7 $4,001 40 7.0

Grayed cells indicate less than three responses.

Staff Salaries

The Bottomline �7

Length of HFTP Membership

Job TitleNo. of


of Years



CFO 28 12.14




Educator 3 13.67

IT Director 17 8.00


VP Finance 5 19.40


VIII. Demographic Information

Length of membership, Gender and Educational BackgroundThe average HFTP member has belonged to the organization for 10 years, which is 1.7 years longer than reported in 2008 (8.3 years). The “Length of HFTP Membership” table pro-vides a breakdown of HFTP membership by job title. Gender breakdown is predominantly male (58.2 percent), which is similar to the numbers in 2008 (56 percent male). The majority of respondents have a bachelor’s degree (48.7 percent) and fall into the 45 to 54 age range (44.8 percent).

Female, 42%

Male, 58%

Gender

Over 65, 2%25 – 34, 6%

35 – 44, 25%

45 – 54, 46%

55 – 64, 21%

Age Range

Masters/ Doctorate,

20%

High School, 1%Doctorate, 1%

Some College, 8%

Associate Degree, 8%

Bachelors Degree, 49%

Graduate Studies,

13%

Educational Background

�8 September 2010

Hotel Respondents by Region

LocationNo. of


Alberta 5 2.6

East North Central 7 3.6

East South Central 2 1.0

Middle Atlantic 6 3.1

Mountain 9 4.6

New England 6 3.1

Ontario 7 3.6

Pacific 22 11.3

South Atlantic 36 18.5

West North Central 2 1.0

West South Central 18 9.2Includes hotels, hotel management companies, casinos, resorts, convention / conference centers, vacation ownership and other lodging properties

Club Respondents by Region

RegionNo. of


Alberta 1 0.7

British Columbia 2 1.4

East North Central 14 9.9

East South Central 5 3.5

Middle Atlantic 26 18.3

Mountain 5 3.5

New England 6 4.2

Pacific 18 12.7

South Atlantic 51 35.9

West North Central 6 4.2

West South Central 8 5.6Includes clubs and club management companies

Geographic LocationOverall, ninety-three percent of respondents work at properties located in the United States or United States territories. The remaining 7 percent were from Aruba, Bahamas, Canada, Jamaica, Macao, Qatar, and Turks and Caicos Islands. For respondents from the United States and Canada, responses were placed into regions for analysis purposes. Regional breakdown is provided for club and hotel respondents.

Demographic Information

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