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Survey Launch Meeting

2016

2016-03-10

A presentation to survey participants

By Data Services Nordic

Welcome

Flash Survey

What’s new in 2016

Survey Process

Online Portal

HRP

BDP

Short break ~ 5 min

Survey Methodology

Job Matching

Presentation of Flash Survey Results

Summary

Agenda

2© 2016 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Meet the Nordic Data Services team

HRP & BDPHigh Tech & Financial ServicesRetail, Media & Company Car

General Industry & Pharmaceutical

and Health SciencesHead of DST Nordic

Financial Services & High Tech

Anastasia KorotcenkovaTobias TufvessonAndreas Persson

Peter FredinCamilla Forsling

Maternity leave untilSep 2016

Therese Scherp

© 2016 Willis Towers Watson. All rights reserved. 3

Willis Towers Watson Colleagues Can Be Found All Around the World

4© 2016 Willis Towers Watson. All rights reserved.

5

Our distinct, connected perspective across talent, assets and ideas unlocks potential

for our clients. While many just look at mitigating the downside, we see how a unified

approach to people and risk is a path to growth.

Powered by market analytics and behavioral insight, our integrated teams reveal

hidden value within the critical intersections of our clients’ organizations. We design

and deliver solutions that manage risk, optimize benefits, cultivate talent and expand

the power of capital to protect and strengthen institutions and individuals.

Business

Segments

Corporate Risk and Broking

Exchange Solutions

Human Capital and Benefits

Investment, Risk

and Reinsurance

4 5Values

Client Focus

Teamwork

Integrity

Respect

Excellence

© 2016 Willis Towers Watson. All rights reserved.

Various sectors covered in our surveys

6

General Industry

Hig

h T

ech

Fin

an

cia

lS

erv

ices

Ph

arm

aceu

tical

&

Healt

h S

cie

nces

Med

ia

Reta

il

GI E

xec


Towers Watson Data Services

Flash Survey


Willis Towers Watson Data Services

News for 2016


Benchmark Job Approach

Benchmark + Scope Measures

+ Global Grades

General Industry Executive Survey

Willis Towers Watson offers two complementary surveys products:

Compensation Surveys, a single solution covering employees from manual worker (W) to

executive (EX)

Executive Compensation Surveys for executive level positions only (New for Sweden

2016!)

Executive Compensation

Survey

Matching to identifiable

benchmark jobs

Specificity: Max Bonus, Bonus

Deferrals, LTI details, scope

details (RL, Revenues, FTE)

Robustness: More data points,

full submissions from larger

locally listed companies, full LTI

details

Nonexecutive Compensation

Survey Offering

Matching to Discipline, Career

Level/Global Grade

Limited scope information

Peer Groups: higher proportion of

subsidiaries

Jobs: less senior jobs, lower cut

off, corporate and non-corporate

mixed together

Leveling Approach

Function/Discipline

Career Levels / Global Grades


Data Output (GI Executive International Examples)

Towers Watson Data Services

Job impact data allows for

data drill down

10

Report

Production

and

Distribution

Data Validation

and

Approval

• Data validation

process

• Micro and macro

analysis

Benchmarking

and

Data Submission

• Organization of

launch and job

matching meetings

(in person and via

WebEx)

Solicitation

• Survey kick-off and

Questionnaire

distribution through

online portal

Next Steps

Feb - March March - July 29 March - Sept.EMEA October - Nov.

• Report production

and distribution


Willis Towers Watson Compensation Software


Salary Review – Union negotiations

14

“Important information for those of you who manage clients who submit data for Sweden.

Salary review decisions for the Swedish market will be delayed as a result of general wage negotiations.

The negotiations may not be complete by the end of May.

Our guidance for clients submitting data for Sweden is as follows:

All clients with a salary review date of 1 January 2016 to 1 April 2016 should report their agreed 2016

salary where confirmed (some organizations with smaller headcounts are outside of the general wage

negotiations).

If they are not able to do so due to the national wage negotiations, please ask them to report their best

estimation for 2016 salaries (we know organizations will typically have a good idea by the end of April).

Thanks”


Portugal

Qatar

Romania

Russia

Saudi Arabia

Senegal

Serbia

Slovakia

Slovenia

South Africa

Spain

Swaziland

Sweden

Switzerland

Tanzania

Tajikistan

Tunisia

Turkey

Turkmenistan

Uganda

Ukraine

United Arab

Emirates

United Kingdom

Uzbekistan

Zambia

Zimbabwe

Israel

Italy

Ivory Coast

Jordan

Kazakhstan

Kenya

Kyrgyzstan

Kuwait

Latvia

Lebanon

Lesotho

Libya

Lithuania

Luxembourg

Macedonia

Malawi

Mauritius

Moldova

Montenegro

Morocco

Mozambique

Namibia

Netherlands

Nigeria

Norway

Oman

Pakistan

Poland

Albania

Algeria

Angola

Armenia

Austria

Azerbaijan

Bahrain

Belarus

Belgium

Bosnia

Botswana

Bulgaria

Croatia

Cyprus

Czech Republic

Denmark

D.R. Congo

Egypt

Estonia

Finland

France

Georgia

Germany

Ghana

Greece

Hungary

Iraq

Ireland

Europe, Middle East and Africa

Canada

United States

North America

Honduras

Mexico

Nicaragua

Panama

Paraguay

Peru

Puerto Rico

Uruguay

Venezuela

Argentina

Brazil

Chile

Colombia

Costa Rica

Dominican

Republic

Ecuador

El Salvador

Guatemala

Latin America

Malaysia

Myanmar

New Zealand

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

Thailand

Vietnam

Australia

Bangladesh

Brunei

Cambodia

China

Hong Kong

India

Indonesia

Japan

Macau

Asia Pacific

New Countries in 2015

New Countries for 2016

Compensation Survey News


What’s new in 2016 Survey?

New Functions

ASD-Shipping Terminal Operations

AVO-Shipping Vessel Operations

Deleted Functions

TMO-Outsourcing Services

AVO-Shipping Vessel Operations

New Disciplines, a few examples of ~50 in total

AAB003-Division Head

AEM060-Data Science

AHR131-Employee Development/Talent Management

AEM050-Predictive Analytics/Data Science

ALG100-IS and Cyber Security Law

Deleted Disciplines

AZU010-Maintenance (should now be reported to AZU000-Manual/Unskilled Labor)


What was new in 2015 Survey?

17

New Disciplines, a few examples

ACA030-Corporate Social Responsibility

ACA065-Sustainability

AEM050-Predictive Analytics/Data Science

AHR122-Workforce Analytics

AMK114-Website Traffic Analysis

APM060-Resource Management

TPD162-User Interface (UI) Design

TPD164-User Experience (UX) Design

TMO000-Outsource Services

TPG000-Game Producer

Inte publicerad

Inte publicerad (olika nivåer)

Inte publicerad

Inte publicerad

Inte publicerad

Publicerad!

Publicerad!

Publicerad!

Borttagen 2016

Inte publicerad


What’s new in 2015

For all changes,

please see page 6 in your copy of

the Participant Guide



Survey Process


January Start marketing

FebruaryMethodology

presentations /

Start sending

participant

materials

April / MayData collection /

chasing

June / JulyData cleaning

and validation

August /

September Publication

October /

DecemberResults meetings

March Start data

collection

Survey Cycle


Data Submission Process

21

The data submission will be conducted through our online portal just as last year.

The portal functionality itself is unchanged, we have however focused on

improving performance.

Data submission comprises of 3 steps, all to be found on our portal:

www.twdataservices.com

1. Individual compensation data in Excel data sheet

2. HR Policies & Practices in online questionnaire (HRP)

3. Benefits Design Practices in online questionnaire (BDP)

Participation resources can be found on the Portal:

Participant Guide

Data Submission Workbook


http://www.twdataservices.com/

Data Submission Procedures

22

Data submission preferably within 6 weeks of your pay review

Previous Excel input to be received from your account manager on request

Please send any questions to the DS team before submitting the file

HRP (& BDP) is completed with previous input as a default, except for specific elements

that change on an annual basis

Please note that even though you have not changed anything in your HRP/BDP input,

you should still hit the submit button for the 2016 participation

VQs will be sent to you after your submisson, please return to us after 5 working days.

Deliver all of your data (at least 80%)

Ensure that salaries and actual amounts are converted to fulltime

Do not include contractors or expats

Do not forget to complete the organization and contact tab in the Excel sheet



Online Portal


Our Portal

24

twdataservices.com

Login to the portal

Note: only registered clients have access to the portal

Note: only data submitters can request turnaround data (previous input)

Click here to access to the portal!


https://www.twdataservices.com/twds/public/welcome/home

Portal Design and Access


Portal Design and Access – New Participant



Welcome, Jane Doe


Key Functionalities – Delegate, Copy Questionnaire Responses

30

Delegate Button

Data Provider (primary contact) will be able to delegate someone within their organization to complete all or specific sections of the questionnaire for a given country survey. Both the Data Provider and the delegate will be able to submit the questionnaire.

Copy Questionnaire Responses

For global survey sections, responses for an entire section can be copied toanother country.

CAUTION: you will need to make appropriate changes to the value questions (e.g., monetary values, salary increase values).

Order forms

Download on the Participation Page. Should be send to your Account Manager rather than uploaded through the portal.


Data Submission Workbook


Participant guide 2016

32

Section 1 – Introduction Provides a general overview of the survey, process for submitting data, what’s new, key dates etc…

Section 2 – Job matching Survey methodology

Section 3 – Leveling Provides the documentation needed to assign a Career Band, Career Level and Global Grade to each of your jobs

Section 4 – Functions & Disciplines Contains titles, codes, and descriptions for the

Functions and Disciplines

Section 5 – Data elements Contains definitions of different data elements used in the surveys




HRP and BDP Questionnaire Introduction

HR Policies & Practices & Benefits Design Practices


Please note that our questionnaires use employee categories instead of Career Levels/Global Grades

•Employee Categories

•Compensation policies and

practices

•Starting salaries

•Variable pay

•Company cars

•Guaranteed payments, cash

allowances and perquisites

• Education, training and

professional development

• Working hours

• Business travel and relocation

• Attraction, retention and

termination

• Length of service awards

• Sales force policies and practices

HR Policies and Practices

Benefits Design Practices

Company information

Retirement

Healthcare

Wellness

Risk Benefit Plans

Paid time off

Meal benefits

Flexible benefits

Additional Surveys


Salary Planning Budget Survey

Regular HRP surveys will no longer cover salary increases. So this

survey is the only chance for you to receive information about salary

increases

Participation: 2 times per year (submission dates: beginning of March

and beginning of July)

Company Car Benefits Survey

Eligible to participate: 2016 Compensation Survey Participants

completing full Company Car section in HRP and 2017 Company Car

Benefits Survey Participants – ‘Participant’ in SPM

Salary Budget Planning Survey (two surveys per year)


Submission dates for 2016: March 11th and Early July

Actual Salary increase in 2015 (Overall and by Employee Group) (%)

Projected Salary Increase in 2016 (%)

Actual Merit ONLY Increase in 2015 (%)

Projected Merit ONLY Increase in 2016 (%)

Projected Salary Increase in 2017 (%)

Salary Budget Allocation

A - Entire budget - Allocate the entire salary increase budget (except

for statutory and mandatory increases) to high performers only

B - Larger portion - Allocate a larger portion of salary increase budget

to high performers

C - Same increase to all performers - Administer the same rate of

increase to all performers (excluding promotions)

D - No freeze - Exclude high performers from planned salary

decreases/freezes

Summary Pages


HR Policies & Practices and Benefits Design Practices

Questionnaire Design


Progress bar on

every screen

Applies to all

categories

Skip

validations if

not

applicable

Comment box on

every screen

Save to continue later

Copy answers from previous row


The HR Practices sections provides access to the HR Policies and Practices and

Benefits Design Practices sections

Practices are country-specific and must be submitted by country

Option to download for future reference a PDF version of your submission

Data Provider (primary contact) will

be able to delegate someone within

their organization to complete all or

specific sections of the

questionnaire for a survey.

Keep in mind


“Submit” will only be enabled if

all sections are “Complete”

PDFs in English available

for reference only


Multi country submissions

41

Copy into another related company

For global participations, clients can submit data for multiple countries at once in

the submission screen. Participation status is then automatically updated for those

surveys.


Important Dates for HRP and BDP Surveys Cycle

Period of Data Submission:

Submission Due Date:

Results Availability Date:



HR Policies and Practices (HRP)

HRP – HR Policies and Practices - Introduction


Data submission

is requested in order

to access

results/report

Covers information

about overall

HR policies

and practices within

the company

Possibility to request

your last submission

from TW production

One of the 3 survey

questionnaires part

of each compensation

survey

Full completion first

time and then update

every year

HRP – HR Policies and Practices – sub-areas


HR Policies and Practices covers these 12 sub-areas:

Employee Categories

Compensation Policies

Starting Salaries

Variable Pay

Company Cars

Guaranteed Pay, Allowances and Perquisites

Education, Training and Professional Development

Working Hours

Business Travel and Relocation

Attraction, Retention and Termination

Length of Service Awards

Sales Force

HRP – Employee Categories

at the Reporting Entity


General

Middle Manager

Senior Professional

Technical and

Business Support

Sales manager who does not formally

manage client accounts

Technical and Business Support

Sales

Employee Categories

Supervisory

Professional

Executive

Business Unit Head

Country Manager

Production and manual Labor

Sales manager who also formally

manages client accounts

Senior Sales Professional

Sales professional

Executive in the Sales Function

Telesales Representative (Call Center)

HRP – Compensation Policies


Salary Structure & Job Evaluation

Promotional Increases

Compensation philosophy

Salaries and/or Other Cash payments Denominated or Paid in hard

Currency

Reward policy

HRP – Starting Salaries


*offered to recent university graduates without prior relevant experience by job function and degree level

Starting Salaries for Recent Graduates by Degree Level

Minimum starting salary

Minimum Base salary

Starting Salaries by Job Function*

Maximum starting salary

Maximum Base salary

HRP – Variable Pay


Short-Term Incentive/Variable Pay Plan Eligibility Performance-Based Bonus Plan (target based + discretionary schemes)

Voluntary profit-Sharing Plan

Performance-based Bonus plan Formula-Driven Performance-Based Bonus Plan

Discretionary Performance-Based Bonus Plan

Voluntary Profit Sharing Plan Cash

Shares of Stocks

HRP – Company Cars


Eligibility Company-owned

Leased Car

Car-Related Cash Allowances

Criteria: job status, perquisite, nature of

job, minimum number of annual business

kilometres

Type of car freedom of choice

Maximum cost

Makes and models

Personal Use of Company-Owned or Leased Cars

Replacement Period

Employee Options to Purchase Company Car

Company-Financed Employee Private Car Purchase

Car allowances

Use of Employee Personal Cars for Organization Business

Why a Company Car Benefits Survey?


Company car benefit optimisation is forged by the combined forces of

• Organisational needs

• Tax effectiveness

• Corporate philosophy

• Country culture

• Employee appreciation

Willis Towers Watson’s Company Car

Benefits Survey Report provides useful

insights and detailed benchmarking

information about how some of the

headline aspects of company car benefit

management varies around the world and

what employers should keep in mind when

designing and reviewing their plans.

Participation in Company Car Benefits Survey


In Company Cars section in HR Policies and Practices questionnaire participants will be asked if they

agree to complete additional Company Car Benefits Survey specific questions.

The compensation survey Data Submission Workbook covers car benefit related data elements that

all participants are asked to complete.

A complete submission of questionnaire and Data Submission Workbook entitles the client to 2017

participant fee.

Company Car Benefits Survey vs. Compensation Survey (2015)


HR Policies and Practices ResultsCompany Car Benefits

Survey

Compensation Survey

HRP International

Arrangement Type X X

Eligibility for Company-Owned or Leased Car or Car-related Cash Allowances X X

Type of Car X X

Salary Sacrifice (Israel) X X

Employee-Funded Car Upgrade (Latin America) X X

Personal Use of Company-Owned or Leased Cars X X

Replacement Period X X

Hijacking/Theft (South Africa) X X

Expenses Covered Under Company-Owned or Leased Car Plan (Latam) X X

Car Purchase Bonus in Lieu of a Car (Latam) X X

Company-Financed Employee Private Car Purchase X X

Use of Employee Personal Cars for Business X X

Highway 6 Toll Charges (Israel) X X

Decision-making, policy review X

Part-time Jobs Eligible for Company Car X

Taxes X

Trade-up/Trade-down X

Car Accessories and Other Features X

Fuel, Tires X

Other Running Costs (car wash, road assistance, maintenance and repair) X

Chauffeur X

Promotions/Changes of Position X

Accidents/Damages/Penalties X

Insurance, second car, security item, car loan (Mexico) X

Car Allowances (in lieu of a company car) X X

Car/Cash Alternatives X

Personal Car Policy (Latam) X

Misc. (Parking, safe-driving practices, congestion charges, high-way toll charges) X

Expatriates (Latin America) X

Green Initiatives (policy changes, carbon dioxide emissions etc.) X

Taxation Highlights X

2017 Company Car Benefits Survey – Participant Guide


• Business Support and Production /

Manual Labor Career Bands are NOT

covered.

• Typically not eligible for company car

benefits.

• Participant Guide (and survey report)

covers Generalist Discipline codes (000)

mainly.

• Major differences in car benefits between

Disciplines within the same Function are

rare.

• Makes job matching easier for participants

that are not familiar with our methodology.

Key Points

• Compensation survey participants can

keep their current job matches.

• If job code of an incumbent exists in car

survey guide, it will be included in all

applicable results by Function, Discipline,

Career Level and Global Grade in the final

report.

• If job code of an incumbent does not exist in

car survey guide it will still be rolled up into

appropriate results by Function, Career Level

and Global Grade.

• Participant Guide (and survey report)

covers All Industry Functions as well as

key sector Functions.

HRP – Guaranteed pay, Allowances and Perquisites


Product/Service Discount

Professional, Social and Entertainment Allowances

Home Telephone Allowances

Mobile Telephone Allowances

Day Care or Child Allowance Program

HRP – Working Hours


General working hours

Overtime

Shift and Stand-by

Compensation

Fixed closing period during

major holidays

HRP – Sales Force


Compensation Philosophy

Annual Base Salary in relation to the labour market

Actual Total Compensation in relation to the labour market

Sales Incentive Plans

Commission (Fixed % of Sales Revenue ONLY)

Commission (Fixed Amount per item sold)

Bonus (Achievement or Predetermined Targets)

Combination of above

Frequency of pay out of sales incentive

Incentive plan formulae: Smooth progression or Accelerators/Decelerators

Target Awards (at 100% achievement) and Average Actual Bonus

Sales Incentive pay-outs at 90% and 120% of sales incentives

Established Threshold (% of target bellow which no payment is earned)

Established Maximum (% of target above which no payment is earned)

Non sales plans for sales staff

HRP – Business Travel and Relocation


Domestic Business

Travel Costs

International Business

Travel Costs

HRP – Attraction, Retention and Termination


Recruitment – “hot” career levels and functions

Sign-on Bonus Awards

As a percent of Annual Basic Guaranteed Salary

Whether any portion of bonus pay-outs are deferred

Retention

Retention tools

Funding Sources for Retention Bonus Awards

Average Retention Bonus as a % of Annual Base Salary

Attrition/Turnover

Voluntary/Involuntary Turnover Rate

Turnover Rate =employees terminations in this calendar year

Average headcount in this calendar year*100

Termination benefits

HRP – Length of service Awards


30 Eligibility

Employee category

Service Milestone

Service Milestones awards (type and value)

Cash, Cash voucher or Gift Voucher

Commemorative Gift

Letter of Commendation Awarded

Plaque Awarded

HRP – Education, Training and Professional

Development


General Education, Training and/or Professional Development

Employee Training

Organization-paid training course

Average number of company-paid training days per employee per year

Average training cost per employee per year

Professional Development

Incentives granted



Benefit Design Policies (BDP)

Benefit Design Practices – key components covered


Company Information

Retirement

Health Care

Risk Benefits

Wellnes

Paid Time Off

Meal Benefits

Flexible Benefits

BDP Questionnaire Structure


BDP survey for each country comprised of 8 topics (questionnaires) Questionnaires

maintain a common structure. However depending on the topic, some questionnaires

apply to several countries while others are country-specific.

Company Information – same questions for all countries

Retirement – many country specific

Health Care – many country specific

Wellness – same questions for all countries

Risk Benefits – common questionnaire for most countries, with add-on country

specific questions; some countries have their own questionnaire

Paid Time Off - common questionnaire for most countries, with add-on country

specific questions; some countries have their own questionnaire

Meal Benefits - same questions for all countries


Company Information

Local

organization

Parental

organization

Industry Sector

Annual Revenue range

Full-time equivalent (FTE) employee

range

Geographic scope

Employee categories covered by

benefit policies and practices reported

Name

Corporate structure

Annual revenue range

Full-time equivalent (FTE) employee

range

Company Information

Retirement


Does your organization offer a retirement benefit program to employees that is in addition

to government-sponsored programs?

YES Continue

NO Finished

Collective Agreements

Retirement Plan

Pensionable Earnings

Plan Provisions (Retirement age)

Defined Benefit Plans

Defined Contribution Plans

Suppmentary Retirement Plans e.g. Top-Hats

Salary Sacrifice

Health Care


• YES Continue

• NO Finished

Does your organization offer a health care benefit program to employees that is in addition to government-sponsored programs or legally-required programs?

• Employee CategoriesEligibility

• Medical insurance

• Medical Expences

• Dental Care

• Optical/Vision Care

• Onsite Medical Services

Health Care Coverage

• Cost per employee

• Average loss ratio

• Insurance vendors

Costs and Providers

• Employee CategoriesEmployee Contributions

Risk Benefits


Does your organization offer a risk benefit program to employees that is in addition to

benefits provided under the collective agreements or the legally-required programs?

Risk Benefit Coverage

Dependent Coverage

Definition of Pay

Plan Funding

Death in Service/ Life Insurance

Death-in-Retirement/Retiree Life Insurance

Long Term Disability

Lump Sum Disability

Accidental Death or Disability

Business Travel Accident

Vendor and Cost Information

Employee Contribution

Wellness


• YES Continue

• NO Finished

Does your organization offer wellness programs to employees that are in

addition to government-sponsored required

programs?

• Employee CategoriesEligibility

• Medical check-ups/Health screenings

• Employee Assistance plan

• Other Welness Programs

Wellness

Paid Time Off


Eligibility

Number of Vacation/Annual Leave Days

For different employee categories

Based on different criteria (years of service, employee’s age)

Unused vacation/Annual leave

carry forwards

type of reimbursement

Additional Vacation/Annual leave days

non-standard working hours

Criteria to additional leave entitlement

Carry forwards/type of reimbursement

Other Paid Leave granted to employees

Maternity/ Paternity Leave

Cash Sickness Compensation

Meal Benefits


• YES Continue

• NO Finished

Does your organization meal benefits to employees that

are in addition to government-sponsored

required programs?

•Employee CategoriesEligibility

•Meal Allowance

•Meal/Voucher Tickets

•Onsite Cafeteria/Meal Service

•Grocery/Food Allowance

•Reimbursement for Meal Expenses (Other than for Business Purposes)

•Other Meal

Type(s) of meal benefits available to employees

Flexible Benefits


Does your organization offer a flexible benefit program to employees

that is in addition to government-sponsored required programs?

Eligibility

Flexible Program Options and Benefits

Core plus (minimum core benefits + additional credits/cash to upgrade core

and/or use for additional benefits)

Minimum core benefits + additional credits/cash to use for additional benefits

only

No minimum core benefits (credits/cash to choose benefits)

No minimum core benefits (credits/cash with options to opt in or out of

benefits and/or take cash)

Fixed menu or modular plan

Salary sacrifice

Flexible salary with options to buy benefits subject to minimum benefits

Benefits that can be upgraded or added under flexible benefit program

Flex credits (or cash) after coverage options are selected


Participation Process Overview

Create account

•Professional e-mail only

•Receive confirmation keys

•Complete registration

Browse for the survey to participate

• Use “My Participation” page

• Use “Participation Center”

Access the participation page by clicking “Participate Now”

• Participation must be open

• Check and download participation resource files

Participate

•Download blank data submission workbook or turnaround file

•Submit compensation data

•Submit HR Practices

•Submit Benefit Design Practices

1

2

3

4


Survey Methodology

Quick Overview Survey Methodology

75

Global Grades• Provide the underpinning

(foundation) for both Executive Benchmarks and the Career Levels

• Define the start and end points of a career progression

Career Levels• Discernible broad steps in a career progression

• Consistent across organizations

• Reflect normal market progression of jobs requiring higher levels of competence and knowledge as people advance in their careers

Career BandsGroup jobs with similar skill requirements and career progression


76

Survey Job Leveling and Survey Job Architecture

Three-Step Matching

Survey Job Architecture(Functions and Disciplines)

Survey Job Leveling(Career Levels and Global Grades)

Assign the Function and Discipline

3Code Title

AFB Accounting

Discipline Code Discipline Title

AFB000 Accounting Generalist/Multidiscipline

AFB010 General Accounting

AFB020 Financial Reporting

Size the Organization

Determine the Global Grade of the

Organization:

Revenues

FTE employees

Business unit classification

1

Assign Job Levels

A. Assign Global Grades to

Executives

B. Assign Global Grades to Jobs

Below Executives

2


Business Unit

Global Grade16 17 18 19 20 21 22 23 24 25

Revenue Range <$75m$75m-

$150m

$150m-

$500m

$500m-

$1bn

$1bn-

$2bn

$2bn-

$5bn

$5bn-

$10bn

$10bn-

$50bn

$50bn-

$100bn>$100 bn

FTE Employee

Range<90

90-

240

240-

620

620-

1,600

1,600-

4,100

4,100-

10,600

10,600-

27,500

27,500-

75,000

75,500-

200,000>200,000

Business Unit

ClassificationGeographic Scope and

Domestic

n/a

DomesticInter-

national

Domestic

/or

Global

Inter-

nationalGlobal

Inter-

nationalGlobal

n/a

Diversity/Complexit

yLow Medium Low

High or

MediumMedium Medium High High

Average= (17+18+21) = 18,7 = 19

Organization Global Grade = 19


Size the Organization

Determine the Global Grade of the

Organization:

Revenues

FTE employees

Business unit classification

1


CEO/Business

Unit Head

Has ultimate responsibility for the

profitability and strategic direction of

the Business Unit

GG16 GG17 GG18 GG19 GG20 GG21 GG22 GG23 GG24 GG25

COO/PresidentPlays a direct role in shaping business

strategy15 16 17 18 19 20 21 22 23 24

Critical Function/

Multiple Functions

Plays a direct role in shaping business

strategy15 16 17 18 19 19 20 21 22 23

Large or Key

Function

Significantly influences business strategy;

Direct impact on business performance15 16 17 17 18 18 19 20 21 22

Mid to Large

Function

Sets functional strategy and contributes to

business strategy; Direct impact on business

performance15 16 16 17 17 18 19 20 21

FunctionSets functional strategy; Impacts business

performance indirectly15 16 16 17 17 18 19 20 20

Critical Subfunction Significantly influences functional strategy

(major impact)15 15 16 16 17 18 19 19

Major Subfunction Influences functional strategy (sizeable

impact)15 15 16 16 17 17 18 18

Subfunction Contributes to functional strategy 15 15 16 16 16 17 17 17


Assign Job Levels


Executives


Below Executives

2


Global Grades

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Supervisory/Management (M)

M1 M2 M3 M4 M5

Professionals (P)

P1 P2 P3 P4 P5 P6

Customer & Client Mgmt, Sales Professionals (S)

S1 S2 S3 S4 S5 S6

Technical Support (T)

T1 T2 T3 T4

Business Support (U)

U1 U2 U3 U4

Productions/Operations (W)

W1 W2 W3 W4


Assign Job Levels


Executives


Below Executives

2


Career Level Progression

Supervisory/Management (M) Career Band

M1

Supervisor

M2

Manager

M3

Senior Manager

M4

Group Manager

M5

Senior Group

Manager

Provides leadership and direction through Senior Managers and Managers Is accountable for the performance and results of:

A large, strategically important discipline in an extremely large market

Related disciplines or a medium-sized function in a large market or medium-sized

division

A medium-sized discipline or department in a major region

Manages professional employees and/or supervisors or supervises large, complex technical or business

support or production operations team(s) Is accountable for the performance and results of a team within own discipline or function

Adapts departmental plans and priorities to address resource and operational challenges

Provides leadership to managers, supervisors and/or professional staff Is accountable for the performance and results of multiple related units

Develops departmental plans, including business, production and/or organizational priorities

Coordinates and supervises the daily activities of business or technical support or production team Sets priorities for the team to ensure task completion; coordinates work activities with other supervisors

Typically does not spend more than 20% of time performing the work supervised

Each career level is described by general profiles that reflect a progression of

competence and knowledge


Career Level Progression

81

Professional (P) Career Band

P1

Entry

P2

Intermediate

P3

Career

P4

Specialist

P5

Master

P6

Renowned

Expert

Each career level is described by general profiles that reflect a progression of

competence and knowledge

Has knowledge and experience in own discipline; still acquiring higher level knowledge and

skills

Solves a range of straightforward problems using standard procedures

Receives a moderate level of guidance and direction

Has in-depth knowledge and experience

Solves complex problems; takes a new perspective using existing solutions

Works independently and receives minimal guidance

Is recognized as an expert in own area within the organization

Solves complex problems; takes a broad perspective to identify solutions

Works independently with guidance in only the most complex situations


Code FunctionAAA Top ExecutiveAAB Profit Center ManagementAAS Administrative ServicesAAT Administrative Transportation ServicesAAY SecurityACA Corporate Affairs/CommunicationsACD Strategic Planning/Corporate DevelopmentAEC EconomicsAEM Modeling, Forecasting and Economic AnalysisAEO Business Operations AnalysisAFA FinanceAFB AccountingAFC Credit and CollectionsAFP Business Unit ControlAFQ Valuation ControlAFT Financial Analysis and TaxAFU Audit and Financials/Business ControlsAFW FraudAFY Risk ManagementAFZ Credit Policy/Administration and CollectionAGA General Management and AdministrationAGE Estate OperationsAGM Mill OperationsAGR Agricultural ServicesAGS GeosciencesAHR Human ResourcesAHS Environmental Health and SafetyAIC Information TechnologyAID IT DevelopmentAIT IT Administration

Code FunctionAIX Securities OperationsALC ComplianceALG LegalALS Legal SupportAMJ Sales and MarketingAMK MarketingAMS Customer Support/OperationsAMT Technical Customer SupportAOL Manufacturing and EngineeringAOM Manufacturing/OperationsAOO Outsourced/Contract ManufacturingAPA Plant AdministrationAPM Project/Program ManagementAQY Quality Assurance MethodsARE Real Estate and FacilitiesARO Research and DevelopmentARP Product DevelopmentARR Product Development SupportARS Research ScienceARU Research Science SupportASB PurchasingASC Supply Chain ManagementASD Shipping Terminal OperationsAZA Engineering and ConstructionAZC ConstructionAZE EngineeringAZT Technical Specialty/Skilled TradeAZU Manual/Unskilled LaborAZZ Specialized Consulting

All (i.e., more than one) Industry (65)

Discipline Code = AHR000

3 Survey Job Architecture(Functions and Disciplines)

Assign the Function and Discipline3

AHR

Human Resources

Designs, implements and monitors human resource programs and

policies, including recruitment, learning and development,

performance management, compensation, benefits, equal opportunity

and diversity, etc. Anticipates and plans for long-term human

resource needs and trends.

AHR000

HR Generalist

Designs, implements and monitors a variety of human resource

programs | Anticipates and plans for long-term human resource

needs and trends in partnership with business management |

Responsibilities are within the Human Resources Function as a

generalist or in a combination of Disciplines

AHR010

Compensation and

Benefits

Plans, designs, evaluates and administers employee compensation

and benefit programs, such as salaries, short- and long-term

incentives, job evaluations, performance appraisals, retirement plans,

and life, health and disability insurance

AHR020

Compensation

Develops, implements and administers compensation, such as

salaries, short- and long-term incentives, job evaluations,

performance appraisals, salary increases, and salary surveys | May

provide services in Executive Compensation, International

Compensation, Sales Compensation, and other specialized areas of

compensation


Three Steps to Matching Your Jobs

Example Job

Match

Org.

SizeLevel Function Discipline Survey code

3Step 1 2 Result

Human Resources Executive

Human Resources Generalist

19

19

EX-16

P4-14

AHR-Human Resources

AHR-Human Resources

AHR000-Human Resources Generalist/ Multidiscipline

AHR000-Human Resources Generalist/ Multidiscipline

AHR000-EX-16

AHR000-P4-14

Assign Function and DisciplineAssign Job Levels


Available Career Levels and Global Grades Vary by Organization Size

84

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

P2 P5

S2 S5

P2 P5

S2 S5

15

15

P2 P5

S2 S5

15

15

P2 P5

S2 S5

M1 M2

Customer/Client Mgmt and Sales Professionals (S)

18

1716

P1 P3

S1 S3 S4

Org

aniz

atio

n S

ize

Glo

bal

Gra

de

23 -

25

Org

aniz

atio

n S

ize

Glo

bal

Gra

de

20 -

22

Org

aniz

atio

n S

ize

Glo

bal

Gra

de

18 -

19

Org

aniz

atio

n S

ize

Glo

bal

Gra

de

16 -

17


M1 M2

USD10bn USD50bn

M2

Executive GG19

16


19

M1 M3

20

23 24

GENERAL ALIGNMENT OF GLOBAL GRADES TO CAREER LEVELS

Revenue (USD) USD75m USD150m USD500m USD1bn USD2bn USD5bn

27.5K 75K

USD100bn

16 17 18 19 20 21 22

25

Executive GG25

25

FTE (Full Time Equivalent) Employees 90 240 620 1.6K 4.1K 10.6K

M3 M4 M5

Professionals (P)

200K

17 18 19 20 21

P1 P3

2216

P4 P6

Customer/Client Management and Sales Professionals (S)

S1 S3 S4 S6

20

19 201817

Executive GG21

2119

Executive GG22

24

Executive GG24

18 19 20 21

22 23

23

22 23 24

Executive GG23

17

17 18 19 20 21 22

Professionals (P)

16

Executive GG17

S1 S3

17

16

21

18

S4

M4

P4 P6

16

17

Executive GG20

19

Professionals (P)

P1 P3 P4

Exec. GG16


M1 M2 M3

P1

M4

Professionals (P)

Executive GG18

18

17


S1 S3 S4 S6

P6


S6

16 17 18

M3

P3 P4


Organization Size

Global Grade 20-22

Organization Size

Global Grade 23-26

Organization Size

Global Grade 18-19

Organization Size

Global Grade 16-17




Job Matching – Tips och trix

Manager or Executive?


Professional, Support or Production?


Differences between P and M is decided by the relative focus on people management. If more than 50% of the duties belonging

to the position consists of people management, the M-band should be applied.

Higher levels on the P-band may involve elements of mentoring and team leading, and thus be mistakenly regarded as M. In

those cases the rule of thumb should be applied, and as long as it’s below 50% line, the P-band is correctly used.

Available Career Levels and Global Grades Vary by Organization Size

88

Organization Size

Global Grade 20-22

Organization Size

Global Grade 23-26

Organization Size

Global Grade 18-19

Organization Size

Global Grade 16-17

Career Levels are locked to the

Global Grading scale,

regardless of the size of the

company.

E.g. P3 is always GG 11 or 12,

regardless of the organization

being sized as GG 25 or GG 16


Correct Discipline and Function?

89

PC

Mac

• Searchable PDF:s for matching defenition help are available through CompSource.

• Search for keywords of the wanted position for fast and easy navigation between roles

• Rule of thumb – if the role is consistent with the description to 80% - it’s a match!


Short command for search

The 000 suffix is used

for positions regarded

to have several areas

of responsibility. More

commonly used in

medium-sized

companies where each

department is smaller.

The 999 suffix is used

for positions regarded

as impossible to match

with the current codes.

It will not be published

and is used as charting

of future codes to add.

Discipline Breakdown

90

Specialist Disciplines

FunctionsAFB

Accounting

AHR

Human Resources

AMK

Marketing

AIT

IT Administration

AFT000

Accounting Generalist

AHR000

HR Generalist/Consultant

AMK000

Marketing Generalist

AIT000

IT Administration

Generalist

AFB010

General Accounting

AHR010

Compensation and

Benefits

AMK020

Marketing

Communications

AIT010

Computer Systems

Administration

AFB020

Financial Reporting

AHR020

Compensation

AMK025

Advertising

AIT020

IT Help Desk Support

AFB040

Cost Accounting

AHR060

Benefits

AMK040

Market Research/

Intelligence

AIT030

Database Administration

AFB050

Bookkeeping/Account

Maintenance

AHR095

Employee Relations

AMK050

Product Management

AIT040

Network Control/

Administration

AFB060

Accounts Payable/

Receivable

AHR100

Labor Relations

AMK060

Direct Marketing

AIT070

IS Security

AFB070

Payroll

AHR120

Organization

Development

AMK110

E-Commerce Marketing

AIT080

IT Training/

Documentation

— — — —

AFB999

No Applicable Discipline

AHR999


AMK999


AIT999


Generalist/

Multidiscipline

No Applicable

Discipline


Personal Quality Check – Is the combination possible?

91

Each discipline is bound to certain career levels; as is shown in the overview job catalogue.

E.g, AAA can only be rated as EX and ALG can not be rated as support


Roll-Ups

AHR000-P1-08 By Function – Discipline – Career Level – Global Grade

AHR000-08 By Function – Discipline – Global Grade

AHR000-P1 By Function – Discipline – Career Level

AHR-P1-08 By Function – Career Level – Global Grade

AHR-08 By Function – Global Grade

AHR-P1 By Function – Career Level

08/P1 By Global Grade/Career Level

If the data is regarded as

too thin, or non-existing,

the methodology always

allows to widen the

search. By ”climbing

down the ladder”, a

slightly more general

result can be found, but

based on a more stable

sample of data.


Spot Survey 2016


Results

1. Vad är er löneökningsbudget för 2015?


0%

4%

0%

29%

43%

7%

0%

0%

18%

Ingen ökning alls

Mindre än 1%

1% till < 2%

2% till < 2,5%

2,5% till < 3%

3% till < 3,5%

3,5% till < 4%

Mer än 4%

Vet ej

1. Vad är er löneökningsbudget för 2016? Summa svar Andel

Ingen ökning alls 0 0%

Mindre än 1% 1 4%

1% till < 2% 0 0%

2% till < 2,5% 8 29%

2,5% till < 3% 12 43%

3% till < 3,5% 2 7%

3,5% till < 4% 0 0%

Mer än 4% 0 0%

Vet ej 5 18%


7%

14%

11%

0%68%

Nej

Ja, mellan olika grupper av anställdasom; kollektivanställda, tjänstemänoch chefer

Ja, mellan olika grupper av anställdasom klassas som t.ex. "Talents", "HighPerformers" eller "Potentials"

Ja, enligt arbetsvärderingsmetoder(t.ex. Willis Towers Watson's GlobalGrade System)

Ja, helt individuell lönesättning

2. Kommer er lönerevision vara segmenterad för olika grupper av de anställda? Summa svar Andel

Nej 2 7%

Ja, mellan olika grupper av anställda som; kollektivanställda, tjänstemän och chefer 4 14%

Ja, mellan olika grupper av anställda som klassas som t.ex. "Talents", "High Performers" eller "Potentials" 3 11%

Ja, enligt arbetsvärderingsmetoder (t.ex. Willis Towers Watson's Global Grade System) 0 0%

Ja, helt individuell lönesättning 19 68%

2. Kommer er lönerevision vara segmenterad för olika grupper av de anställda?


3. När beräknas ni vara klara med er lönerevision i år? Summa svar Andel

Redan klara 3 11%

Innan aprils slut 5 19%

Innan sommaren 7 26%

Efter sommaren 12 44%

11%

19%

26%

44%

Redan klara

Innan aprils slut

Innan sommaren

Efter sommaren

3. När beräknas ni vara klara med er lönerevision i år?


4%

0%

12%

28%

0%

32%

0%

0%

8%

8%

4%4%

Accounting and Finance

Administration Services

Customer Services/Technical Support

Engineering

Human Resource

Information Technology

Legal

Manufacturing

Marketing

Sales/Buisness Development

Supply Chain

Research and Development

4. Vilka roller ser ni som extra kritiska och attraktiva att rekrytera idag, s.k. "Hot skills"? Summa svar Andel

Accounting and Finance 1 4%

Administration Services 0 0%

Customer Services/Technical Support 3 12%

Engineering 7 28%

Human Resource 0 0%

Information Technology 8 32%

Legal 0 0%

Manufacturing 0 0%

Marketing 2 8%

Sales/Buisness Development 2 8%

Supply Chain 1 4%

Research and Development 1 4%

4. Vilka roller ser ni som extra kritiska och attraktiva att rekrytera idag, s.k. "Hot

skills"?


5. Vad saknar ni i CompSource (Onlineverktyg för att se marknadslönedata) idag när ni använder det? Summa svar Andel

Ny deltagare, har aldrig använt CompSource 10 37%

Redan deltagare men jag använder inte CompSource 3 11%

Stöd för att göra grafer 3 11%

Möjlighet att se månadslön, "åldra" datan och exportera marknadslönedatan till Excel 6 22%

Möjlighet att välja ut jämförelsegrupp, kombinera roller eller att se ett utvalt geografisk område 3 11%

Stöd för att bygga löneband, grafer och få stöd vid analyser 2 7%

Annat:_____________________________ 0 0%

37%

11%11%

22%

11%

7%

0%

Ny deltagare, har aldrig använt CompSource

Redan deltagare men jag använder inte CompSource

Stöd för att göra grafer

Möjlighet att se månadslön, "åldra" datan ochexportera marknadslönedatan till Excel

Möjlighet att välja ut jämförelsegrupp, kombinera rollereller att se ett utvalt geografisk område

Stöd för att bygga löneband, grafer och få stöd vidanalyser

Annat:_____________________________

5. Vad saknar ni i CompSource (Onlineverktyg för att se marknadslönedata) idag när

ni använder det?


6. Har ni eller kommer ni att investera i HR-Tech, HR-programvara under 2016, isåfall inom vilket område? Summa svar Andel

Nej, ingen budget 6 23%

Nej, inget behov 1 4%

Ja, HRIS/HCM system 9 35%

Ja, Payroll system 2 8%

Ja, Rekryteringsstöd 3 12%

Ja, Compensation 0 0%

Ja, Benefits portal 1 4%

Ja, HR-portal 0 0%

Ja, Annat:_____________________________ 4 15%

Vet ej

23%

4%

35%

8%

12%

0%4%

0%

15%Nej, ingen budget

Nej, inget behov

Ja, HRIS/HCM system

Ja, Payroll system

Ja, Rekryteringsstöd

Ja, Compensation

Ja, Benefits portal

Ja, HR-portal

Ja, Annat:_____________________________

Vet ej

6. Har ni eller kommer ni att investera i HR-Tech, HR-programvara under 2016, i så

fall inom vilket område?


18%

21%

18%

4%

14%

4%

11%

0% 7%

4%

Merger/Acquisition

Omstrukturering

Fokus på Rekrytering

Fokus på att behålla personal (Retention)

Talent Management

Successionsplanering

Performance Management

Ny design av bonusprogram

Värdering av arbeten

Annat:_____________________________

7. Vad är den största utmaningen för er verksamhet/HR för 2016? Summa svar Andel

Merger/Acquisition 5 18%

Omstrukturering 6 21%

Fokus på Rekrytering 5 18%

Fokus på att behålla personal (Retention) 1 4%

Talent Management 4 14%

Successionsplanering 1 4%

Performance Management 3 11%

Ny design av bonusprogram 0 0%

Värdering av arbeten 2 7%

Annat:_____________________________ 1 4%

7. Vad är den största utmaningen för er verksamhet/HR för 2016?


Summary & Next Steps


Summary and Next Steps

102

Willis Towers Watson: Nytt namn, samma kompetens (och mer muskler!)

General Industry Executive Survey: För exaktare matchning och större urval för Exekutiva

positioner

Global Salary Budget Planning Report:

Lönerevisionen

HRP & BDP Support från Anastasia

Digital Goodiebag

Dagens Presentation

Lathund för Survey Cycle 2016

Översiktsbild av Jobb-bibliotek

Nästa steg

• Gå in i Portalen och hämta hem deltagarmaterialet

(och läs Lathunden för en snabbstart)

• Deadline i slutet av maj, ju förr desto bättre

• Därefter kvalitetsgranskning med input från er

• Rapporterna publiceras i slutet av augusti/början av september

• Resultatmöte preliminär bokat i mitten av oktober


Contact us!

HRP & BDPHigh Tech & Financial ServicesRetail, Media & Company Car

General Industry & Pharmaceutical

and Health SciencesHead of DST Nordic

Financial Services & High Tech

Anastasia KorotcenkovaTobias TufvessonAndreas Persson

Peter FredinCamilla Forsling

Maternity leave until Sep 2016

Therese Scherp

fö[email protected]


Follow Us!

105

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/company/willis-towers-watson

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