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Utilizing compensation market data is a critical factor in helping organizations succeed.
To stay competitive, companies need to keep a finger on the pulse of pay rates with access
to current and accurate market data. This article highlights results from the
2011 Culpepper Compensation Market Pricing Practices Survey. Topics covered include
sources of market data used for compensation analysis, use of employee-provided compensation data,
and use of compensation market pricing tools and technology.
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Results from the 2011-2012 Culpepper Salary Budget Survey reveal that salary budgets
are projected to rise again in 2012. However, the pace of salary increases is projected
to slow in 2012, as companies adjust their budgets to a slowing and uncertain economic recovery.
As companies adapt to a new normal of volatile financial markets, smaller salary increase budgets,
and increased global competition for talent, it is critical that they allocate salary increases wisely
and in the right places.
Organizations are increasingly recognizing the value of human resources and its strategic role
in helping recruit, develop, and reward talent. In this report on HR pay, we examine total
targeted annual cash compensation and incentive eligibility for human resource jobs in the
United States.
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As the economy and job market continue to show signs of improvement, most companies have increased
their cash compensation budgets. Results from the 2011 Culpepper Salary Increase Budget Update Survey
reveal that salary budgets for 2011, including salary increases, salary range increases, promotional
increases, and variable incentives are all higher than 2010.
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Our annual in-depth geographic analysis of technology and life science industry wages in the U.S.
reinforces the importance of considering the impact of geography on compensation.
The most common mistake in pricing jobs by geography is using data cuts for broad metropolitan
areas, states, and geographic regions that contain locales with dissimilar pay rates. This article
provides examples of how wages can vary significantly within broad geographic
areas and solutions for accurate geographic benchmarking.
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One popular method of analyzing compensation by geography in the U.S. is using
Metropolitan Statistical Areas (MSAs) based on the geographic classification system used
by the Department of Labor (DOL) and Bureau of Labor Statistics (BLS).
While MSAs are commonly used for determining geographic pay differentials,
they were not specifically designed for compensation analysis and are not appropriate to use
for all metro areas. This article highlights three large metro areas in the U.S. where pay rates
are not uniform within the corresponding MSA and solutions for benchmarking geographic pay differences
in these markets.
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Geographic location is one of the primary factors used in benchmarking pay rates and
developing salary ranges for most non-executive jobs. The following article provides
summary results and analysis from the Culpepper Geographic Pay Differential Practices Survey.
It includes best practices and policies for how companies use geographic pay differentials
to design salary programs and manage differences in pay between different locations.
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Salary structures are an important component of effective compensation programs and
help ensure that pay levels for groups of jobs are both externally competitive and
internally equitable. This article highlights results from
the 2010 Culpepper Salary Range Structure Practices Survey.
Topics covered include methods used to design salary range structures,
traditional vs. broadband salary structures, and single vs. multiple salary structures.
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Organizations with continuous, 24/7/365 operations face the challenge of recruiting and staffing
employees to work beyond standard day shifts. An effective practice used by many employers is
paying employees a premium to work undesirable shifts. This article highlights results from
the 2010 Culpepper U.S. Shift Differential Pay Practices Survey.
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The U.S. financial reform legislation enacted in July 2010 includes a new pay disclosure rule
that will require many companies to report the ratio of CEO pay to median employee pay in
annual proxy statements. The new CEO-Employee Pay Ratio requirement has sparked lively debates
and questions concerning the utility of this ratio, how it is calculated, and the potential
for it to be misleading and misused. We thought it would be instructive to take a closer look
at the new pay disclosure requirement and calculate CEO-employee pay ratios from the
Culpepper Compensation Survey database.
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Results from the 2010-2011 Culpepper Salary Budget & Planning Survey reveal that salary
budgets for 2011 are projected to continue rising after hitting historic lows in 2009. Despite
a weak job market, most companies report improved confidence with their cash compensation
budgets. Projected budgets for 2011, including salary increases, promotional increases, and
variable incentives, are all higher than 2010. Furthermore, the number of companies reporting
salary freezes has significantly declined, and salary reductions have nearly disappeared.
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Results from the 2010 Culpepper Sign-on Bonus Practices Survey reveal that the percentage
of new hires in the U.S. and Canada receiving sign-on cash bonuses is expected to increase
slightly. Topics covered in this report include eligibility for sign-on bonuses by type
of job & job level, sign-on bonus amounts, waiting periods & timing of sign-on bonus
payments, forfeiture & repayment policies, sign-on equity awards, and referral bonuses.
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This article highlights results from the 2010 Culpepper On-Call Pay Practices Survey
on supplemental pay provided to employees required to remain on call and available to
respond to problems during off-duty hours. Topics covered include eligibility by job
function & job level, methods & amounts of on-call pay, differences between hourly & salaried
employees, and provision of mobile devices and telecom service.
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Results from the 2010 Culpepper Hiring Plans and Staffing Survey reveal that nearly
two-thirds of companies plan to increase headcount in 2010. Technology and life science
companies are leading the job recovery. Compared to other sectors, on average, more tech
and life science companies are planning to increase headcount and plan to do so at faster
rates. Hiring freezes, furloughs, and layoffs are off the table for most companies.
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In both weak and strong job markets, turnover can hinder a company from growing and
competing effectively. This article explains why turnover is important is important
to measure and highlights trends in turnover rates from the
2010 Culpepper Hiring Plans and Staffing Survey.
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Results from the 2010 Culpepper Equity Compensation & Long-Term Incentives Practices Survey
reveal that an increasing number of technology and life science companies are diversifying
their equity compensation and long-term incentive programs for U.S. employees with a
portfolio mix of plans. Topics covered in this report include recent changes to LTI plans, types
of equity and LTI plans offered, eligibility by job level, stock ownership guidelines, frequency
of grant cycles, vesting, performance measures, risk assessment, and clawback provisions.
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Results from the 2010 Culpepper Salary Increase Budget Update Survey reveal that salary budgets
for 2010 declined slightly from projections reported in September 2009. While many companies remain
conservative with salary increases, an increasing number report improved confidence about unfreezing
salaries and rolling back salary cuts.
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When designing a sales compensation plan it is important to consider differences between
types of sales positions and the impact they have on influencing and closing sales. The
following article highlights variations in sales pay mix and issues to consider when deciding
how much compensation to tie to cash incentives.
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Results from the 2009-2010 Culpepper Salary Increase Budgets Survey reveal that companies are
continuing to make significant changes to their salary budgets. This year's report includes
data from 835 participating organizations across 73 countries and 17 international geographic
regions. Topics include plans for eliminating salary freezes and reversing salary reductions.
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Results from the 2009-2010 Culpepper Salary Increase Budgets Survey reveal that base salary
range structure increases are projected to rise from 1.25% in 2009 to 1.58% in 2010. Excluding
freezes, salary range structure increases are projected to decline from 2.81% in 2009 to 2.58% in 2010.
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Results from a recent Culpepper Benefits Survey on paid time-off programs reveals that some
companies have curtailed their paid time-off benefits in response to the economic downturn.
However, most companies have protected their paid time-off benefits to help retain
high-performing employees and key talent.
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The economic downturn has forced most companies to reduce expenses and the level of benefits
provided to employees. To offset the sting from cuts to benefit programs, an increasing number
of companies are offering flexible work arrangements to enhance work-life balance, improve morale, and prevent the loss of valuable employees. Results from a recent Culpepper Benefits Survey reveal that 90 percent of companies offer one or more flexible work arrangements to employees.
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Despite a weak economy, most technology and life science companies remain optimistic that
the job market will begin to recover in 2009. Results from a 2009 Culpepper Trends Survey
on hiring, headcount, and turnover reveal that 62 percent of companies plan on increasing
their headcount in 2009.
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Results from Culpepper's recent update survey on base salary increases for 2009 reveals
that companies have made significant changes to their salary budgets in response to the
current global financial crisis.
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Since the global economic crisis erupted in mid-September, many companies have gone back
to the drawing board to revise initial 2009 compensation budgets established in the summer
and early fall.
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Results from an October 2008 Culpepper Pay Practices & Policies Survey highlight strategies
companies plan to use over the next year to control the costs of base salaries, short-term
incentives, and long-term incentives. We also report hiring strategies companies will use
to manage compensation costs in 2009.
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Voluntary benefit programs are a cost-effective way for companies to enhance their total
rewards plan and improve their ability to attract and retain employees. Results from a
recent Culpepper Benefits Survey highlight a variety of different voluntary benefits offered
to employees, including typical reasons why companies choose to offer voluntary benefits.
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Results from Culpepper’s annual survey of base salary increases reveal that most organizations
plan to increase base salaries at a slightly lower rate in 2009. Despite high oil costs and
inflation, few companies are adjusting 2009 salary increase budgets higher to account for
increases in the costs of living. Most executives maintain an optimistic outlook for 2009,
with only two percent of companies planning to freeze salaries for all employees.
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