Annual Compensation Trends Report FY 2014-15

Annual
Compensation & Benefits

Trends Survey
India
FY 2014-15
Human Capital Consulting
March 2014

Table of Content
Scope, Approach & Methodology
Executive Summary
Overall Industry Report
Detailed Sector-wise Analysis
About Deloitte Human Capital Consulting
Contact Us
Table of Content
Executive Summary
Contact Us
2014 Deloitte Touche Tohmatsu India Private Limited
Survey Details
Scope of the Survey
Increment & Variable
Pay projections for
FY 2014-15 and
comparison with FY
2013-14
Key Benefits given
across sectors
Attrition rates,
key reasons for
attrition and
mitigation
measures
Managing and
Rewarding Critical
Talent
Key Human
Resource
Challenges
faced by
Organizations
The Deloitte Compensation
Trends Survey is an annual
study conducted by Human
Capital Consulting.
The objective of the study is
to understand the key
compensation and benefits
trends across sectors in the
Indian market.
2014 Deloitte Touche Tohmatsu India Private Limited 4
In this edition, the on-
line survey was
launched for the first
time and more than
60% of the companies
have submitted data
through the on-line
portal
This is the fourth
edition of the Annual
survey
Companies from more
than 18 sectors have
participated this year ;
detailed consolidated
report prepared for 13
sectors
Data was collected
from January to
March, 2014
Sectors
Covered
Auto & Auto
Components
BFSI Chemical Consumer Business
Engineering &
Manufacturing
Logistics Media & Advertising Retail Others
Energy & Natural
Resources
Hi-Tech IT enabled Services
Infrastructure & Real
Estate
Pharma, Life Sciences
& Health Care
Survey Details
Survey Methodology

Design the Survey Instrument
The parameters of the study were finalized and a
structured questionnaire was designed as a
primary data collection tool

Finalize the Target Basket
The sectors covered in the study were finalized
along with the leading organizations from each
sector
Invite and Seek Consent for Participation
A formal invitation e-mail and online questionnaire
was sent to the Human Resources in the chosen
organizations requesting for participation
Collect and Validate Data
The responses received from all participants
were validated and checked for accuracy and
intended interpretation
1
2
3
4
Generate the Compensation Trends
Survey Report (FY 2014-15)

Analyze Data
The data received was collated and analyzed
to get detailed insights on sector wise
practices, compensation and benefits trends
5
6
Top
Management
Senior
Management
Middle
Management
Junior
Management

The most senior executive in the organization (CEO), coordinating a full range of
functions, providing leadership, overall direction and control of company operations.
Also, includes key executives (direct reportees to CEO) within the organization, heading
key functions, businesses and geographies

Executives who directly report to the Top Management, and manage a range of
functions. However, they are not regarded as Top Management. This also includes
direct reportees to different key functional, business and geographical heads

Includes executives who directly report to Senior Management, with supervisory
responsibility for a sub-function, part of a business, geography etc.

Includes supervisory staff usually involved in the day to day functioning of a small
team (First Level of Management Cadre). Also, includes entry level employees with
professional qualification
.

Includes non-management staff who work as individual contributors reporting to
Management
Survey Details
Management Definitions
Clerical
Cadre
10P/
The lower decile position
(where one-tenth of the
sample has lower data)
25P/
The lower quartile position
(where one quarter of the
50P/
The middle position (where
half of the sample has lower
and half has higher data)
75P/
The upper quartile position
(where three-quarters of the
90P/
The upper decile position
(where nine-tenth of the
Percentile Definitions

Top Performers: Employees who are key
contributors, demonstrate high performance,
may be qualified for broader roles within the
same profession and have reached the
potential to move upward in a management
capacity

High Potentials: Employees who have been
identified as having the potential, ability and
aspiration for higher positions within the
company

Key Positions: Roles in the organization that
have a maximum impact on the business,
require expertise in terms of
technical knowledge and are difficult to
replace / find talent for in the external market

Critical Talent Definitions
** Others include companies in Hospitality, Professional Services, Agriculture, Aviation, Export and Social Services sectors. Considering the limited number of responses
from these sectors within the specified timelines, separate sector reports have not been published
209 organizations from 18 sectors have participated in the Compensation Trends Survey for FY 2014-15
5.3%(11) 5.3%(11)
8.6%(18)
4.8%(10)
3.8%(8)
12.4% (26)
3.8% (8)
10.5% (22)
2.9% (6)
3.8% (8)
10.5% (22)
4.3% (9)
8.6% (18)
15.3%(32)
Chemical Consumer
Business
Energy Hi-Tech ITeS Infrastructure
& Real Estate
Logistics Auto & Auto
Comp.
BFSI Media &
Advertising
Pharma, Life
Sciences
Retail Others**
Survey Details
Participant Profile
Annual
Revenue
Employee
Strength
(20)
(38)
(21)
(44)
Engineering &
Manufacturing
12.0%
16.0%
10.0%
18.0%
44.0%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
(92)
(25)
(33)
(21)
(38)
23.0%
27.3%
21.1%
10.0%
10.5%
8.1%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
(21)
(44)
(22)
(48)
(57)
(17)
Participant List is for private circulation amongst participants of
Human Capital Compensation & Benefits Trends Survey FY 2014-15
Table of Content
Executive Summary
Contact Us
Executive Summary
Key Findings
The average variable pay percent across sectors is
projected at 18.5% in FY 2014-15, which is 1.2% points
higher than the previous FY 2013-14 (17.3%)

The average voluntary attrition rate across sectors for FY
2013-14 is 13.4%, 0.8% points lower than the previous FY
2012-13 (14.2%)
Organizations across sectors attribute Better Career
Prospects, Better Pay Opportunities and Personal
Reasons as the top three reasons for attrition
Career Management, Developing Potential Leaders and
Retaining and Rewarding Critical Talent are the top three
HR challenges faced by organizations across sectors
The average salary increment across sectors is projected
at 10.3% in FY 2014-15, which is 0.3% points lower than
the previous FY 2013-14 (10.6%)
01
02
03
04
05
The highest projected
increment is in the
Pharma sector at
12.4%, and the lowest
projection is observed
in the Retail sector at
9.1%
The highest projected
variable pay is in the
BFSI sector at
20.2%, while the
lowest is projected
in the Logistics
sector at 16.9%
The highest attrition
is projected in the
ITeS sector at 16.4%
and the lowest is in
the Logistics sector
at 10.5%
The highest attrition
is projected at the
Clerical Cadre in the
ITeS sector, followed
by the Clerical Cadre
in the Media &
Advertising Sector
Executive Summary
Industry Snapshot
Sectors
Average Increments Average Variable Pay
Actual
FY 2013-14
Projected
FY 2014-15
Change Actual
FY 2013-14
Projected
FY 2014-15
Change
Auto & Auto components 10.3 9.9 -0.4 17.3 17.6 0.3
Banking & Financial Services 9.7 9.5 -0.2 19.8 20.2 0.4
Chemical 11.9 11.6 -0.3 17.4 17.8 0.4
Consumer Business 10.9 10.6 -0.3 19.4 19.8 0.4
Engineering & Manufacturing 11.2 10.9 -0.3 17.8 18.2 0.4
Energy 10.0 9.7 -0.3 17.2 17.4 0.2
Hi-Tech 11.7 11.5 -0.2 18.6 18.8 0.2
Information Technology Enabled
Services
12.3 12.0 -0.3 18.2 18.5 0.3
Infrastructure & Real Estate 9.7 9.4 -0.3 16.8 17.1 0.3
Logistics 9.4 9.2 -0.2 16.6 16.9 0.3
Media & Advertising 9.8 9.6 -0.2 17.2 17.5 0.3
Pharmaceutical, Life Sciences &
Health Care
12.6 12.4 -0.2 18.1 18.4 0.3
Retail 9.3 9.1 -0.2 18.3 18.5 0.2
Overall Industry 10.6 10.3 -0.3 17.3 18.5 1.2
In %
Average Projected Increments for
Key Positions and Performers
13.8%
16.2%
14.7%
High Potentials
Top Performers
Key Positions
Average Projected Increments
based on Organization Revenue
9.8%
10.1%
10.3%
< 100 Crore
100 300 Crores
300 500 Crore
10.2%
10.6%
500 1000 Crore
> 1000 Crore
Table of Content
Executive Summary
Contact Us
2014 Deloitte Touche Tohmatsu India Private Limited 2014 Deloitte Touche Tohmatsu India Private Limited
Overall Industry Analysis
Average Annual Increments FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
FY 2013-14 FY 2014-15
10.6 10.3 9.7 11.9 10.9 11.2 10.0 11.7 12.3 9.7 9.4 9.8 12.6 9.3
10.3 9.9 9.5 11.6 10.6 10.9 9.7 11.5 12.0 9.4 9.2 9.6 12.4 9.1
FY 2013-
14
FY 2014-
15
In %
The overall
average annual
increment for FY
2014-15 is
projected at
10.3%. Overall
the increment has
decreased by
0.3% points from
FY 2013-14
1
The Retail
sector maintains a
conservative
estimate given the
overall mood of
the economy and
is expected to
have the lowest
average increment
at 9.1%
3
The highest
decrease in
projected
increment is
observed in the
Auto & Auto
Components sector
2
In Logistics,
Retail and
Infrastructure
sectors, the
projected
increment is
significantly lower
than the industry
average
5
In Pharma, ITeS,
Chemical and Hi-
Tech sectors, the
projected
increment is
significantly higher
than the industry
average
4
13
Annual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.2 8.8 10.1 11.5 13.0 10.0
JM 7.4 9.0 10.3 11.9 13.6 10.2
MM 7.4 8.7 10.4 12.3 13.8 10.6
SM 7.5 9.3 10.6 12.4 14.3 10.5
TM 8.1 9.6 11.4 13.2 15.1 11.3
Level-wise Increment Percentiles
In %
Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
The average increment at
Clerical Cadre and Junior
Management level is
expected to be lower than
the overall average
increment at 10.3%
the Top Management
level in the ITeS and
Pharmaceutical sectors
is significantly higher
than other sectors
The Retail sector
projected the lowest
average increment at the
Clerical Cadre (8.6%)
The average
increment at the Top
Management level is
than the overall
average increment at
10.3%
In % 10P 25P 50P 75P 90P Average
FY 2013-14 7.2 9.1 10.7 12.4 15.2 10.6
FY 2014-15 7.1 9.0 10.2 12.2 15.0 10.3
Average Increments Across Levels
10.0
10.2
10.6
10.5
11.3
10.2
10.4
10.9
10.7
11.5
9.0
9.5
10.0
10.5
11.0
11.5
12.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
Higher increments across
sectors is expected to be
around the 15% mark.
However, on the lower
side, the increments have
also reduced to 7.1%
In comparison to
other percentiles, a
significant reduction
has been observed in
the median (50P)
increment
Average annual
increment percentages
have reduced marginally
across levels; the
reduction is highest at
the Middle Management
level
Majority of the
organizations have
given increments to
all their employees in
the range of 7.1-15%,
across all levels
2014 Deloitte Touche Tohmatsu India Private Limited 2014 Deloitte Touche Tohmatsu India Private Limited
Average Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
0.0
5.0
10.0
15.0
20.0
25.0
Overall
Industry
FY 2013-14 FY 2014-15
17.3 17.3 19.8 17.4 19.4 17.8 17.2 18.6 18.2 16.8 16.6 17.2 18.1 18.3
18.5 17.6 20.2 17.8 19.8 18.2 17.4 18.8 18.5 17.1 16.9 17.5 18.4 18.5
FY 2013-
14
FY 2014-
15
In %
The overall
average annual
variable pay for
FY 2014-15 is
projected at
18.5%. Overall,
the variable pay
has increased by
1.2% points from
FY 2013-14
1
The Logistics
sector maintains a
conservative
estimate and is
observed to have
the lowest
projected average
variable pay at
16.9%
3
The highest
increase in the
projected variable
pay is observed in
the BFSI,
Chemicals,
Consumer Business
and Engineering &
Manufacturing
sectors
2
In the Infrastructure
& Real Estate and
Energy & Natural
Resources sectors,
the projected
variable pay is
significantly lower
than the industry
average
5
In the BFSI and
Consumer
Business sectors,
the projected
variable pay is
than the industry
average
4
16
Annual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 8.2 10.4 12.2 15.2 18.5 12.1
JM 10.7 13.5 16.6 20.2 23.4 16.7
MM 13.1 16.1 18.7 24.3 29.6 18.9
SM 15.2 18.6 22.3 28.3 34.0 22.4
TM 16.8 20.2 24.0 30.1 36.6 24.2
Level-wise Variable Pay Percentiles
In %
Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
The average variable
pay at the Clerical
Cadre and Junior
Management levels is
expected to be lower
than the overall
average variable pay
at 18.5%
The average
Management level in
the BFSI sector is
than other sectors
The Logistics sector
projected the lowest
average variable at
the Clerical Cadre
(11.1%)
The average
Management level is
than the overall
18.5%
FY 2013-14 7.5 13.1 17.4 27.0 35.6 17.3
FY 2014-15 8.1 13.4 18.6 28.2 36.4 18.5
Average Variable Pay Across Levels
12.1
16.7
18.9
22.4
24.2
11.6
16.2
17.6
21.3
23.1
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
Higher variable pay
across sectors is
expected to be around
the 36% mark.
Similarly, on the lower
side, the variable pay
has also increased to
8.1%
In comparison to other
percentiles, a
significant increase
the median (50
th

percentile) and 75
th

percentile variable pay
Average annual
variable pay
percentages have
increased marginally
across levels; the
increase is highest at
the Middle
Management level
Majority of the
organizations have
given variable pay
to all their
employees in the
range of 8.1-36.4%,
across all levels
Key Benefits
Car Policy Car Value
In % Clerical JM MM SM TM
< 3 Lacs - - - - -
3 - 5 Lacs - 28.2 34.4 11.0 -
5 - 8 Lacs - 29.2 44.5 23.0 -
8 -12 Lacs - - 20.1 46.9 7.2
> 12 Lacs - - 1.0 19.1 92.8
N/A 100.0 42.1 - - -
Car Policy Fuel per Month
Medical Insurance Premium Paid by Employer
Leave Encashment
< 5000 - 23.9 21.1 12.9 -
5000 - 8000 - 31.1 42.1 26.3 0.5
8000 -12000 - - 23.9 30.1 16.3
12000 - 15000 - - 12.9 18.2 21.5
> 15000 - - - 11.5 37.8
On Actuals - - - - 23.9
N/A 100.0 45.0 - - -
Car Policy Driver Allowance
Provided by - - 43.5% 69.4% 92.3%
Average
Amount per
Month
- - 8000-12000 9000-14000 10000-18000
Mobile Policy Bill Reimburse per Annum
< 5000 - - - - -
5000 - 10000 - 30.1 45.0 28.7 -
10000 - 15000 - 26.8 38.8 38.3 26.8
> 15000 - 11.0 16.3 19.6 30.6
On Actuals - - - 13.4 42.6
N/A 100.0 32.1 - - -
19.1%
34.0%
25.8%
12.4% Employee only
Employee & spouse
Employee, spouse and
dependent children
Employee, spouse, dependent
children and dependent parents
87.6% companies allow leave encashment
companies allow leave encashment during tenure
30.1%
57.4% companies allow leave encashment only after separation
(40)
(71)
(54)
(26)
Voluntary Attrition Analysis
13.1
18.6
14.6
16.3
14.2
13.9
20.2
26.2
15.6
12.8
22.3
15.6 15.2
9.3
12.2
10.4
8.2
9.2 8.7
12.6 13.2
10.2
9.1
12.8
11.9
11.7
0.0
5.0
10.0
15.0
20.0
25.0
30.0
CL JM MM SM TM
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
Overall
Industry
FY 2012-13 FY 2013-14
14.2 11.6 15.3 13.7 13.5 12.2 12.6 15.6 17.8 14.3 11.4 17.2 14.1 13.8
13.4 10.6 14.0 12.2 12.5 11.8 11.5 14.2 16.4 13.2 10.5 15.6 12.8 13.1
FY 2012-
13
FY 2013-
14
In %
Comparison of Level-wise Voluntary Attrition Rate Across Sectors
Voluntary Attrition Rate Across Sectors
In %
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Top three Reasons for Attrition
Better Career Prospects
Better Pay Opportunities
Personal Reasons (Marriage, Health, Family, Relocation etc.)
Top three Measures Taken to Curb Attrition
Recognition Awards (Monetary /Non-monetary)
Clearly defined Career Paths & Succession Plans
Development Programs for High Potentials and Top Performers
Top three Methods to Manage and Reward Critical Talent
Faster Growth Opportunities
Better Performance Linked Incentives
Skill Enhancement Training Programs
Attrition Trends Reasons and Mitigation Measures
Highest attrition
rate has been
recorded at the
Clerical Cadre in
the ITeS sector
(26.2%)
The Logistics
sector has reported
the lowest overall
attrition at 10.5%
and also the lowest
at the Clerical
Cadre at (12.8%)
Attrition rates have
reduced marginally
across sectors.
However, it continues
to be a concern in the
BFSI, Hi-Tech, ITeS
and Media &
Advertising sectors
The Consumer
Business sector has
reported the least
attrition at the Top
Management level
(8.2%)
Key HR Challenges
Retaining & Rewarding the Critical Talent
Organizations are maximizing their rewards spend by identifying,
segmenting and rewarding individuals in the organization who have
maximum impact on the business
Career Management
Organizations are investing in a combination of structured planning
and identifying the employee aspirations to achieve career goals of
the employees in a changing economy
Attracting Talent
Organizations are increasingly focused on hiring talented
individuals as a critical ingredient in their talent acquisition process
Developing Potential Leaders
Organizations are developing potential leaders to lead with vision,
passion and integrity, inspiring the people around them to achieve
goals even in challenging times
Employee Engagement
Organizations support employee engagement to ensure that the
employees are committed to the organizations goals, motivated to
contribute to the organization's success, at the same time
enhancing their own sense of well-being
Developing
Potential Leaders
Career
Management
Attracting Talent
Average Age of Employees
31
Clerical/
J M/
MM/
SM/
TM/
31
37
42
47
HR
Challenges
Measures Taken to Address HR Challenges
Table of Content
Executive Summary
Contact Us
Auto & Auto
Components
Auto & Auto Components
Executive Summary: Key Findings
The average variable pay percent in this sector is

The average voluntary attrition rate for this sector in FY
2013-14 is 10.6%. Highest attrition rate is observed for
the Clerical Cadre at 13.1%
Organizations attribute Better Career Prospects, Personal
Reasons and Better Utilization of Current Skills as the
main reasons for attrition
Employee Engagement, Developing Potential Leaders
and Retaining and Rewarding the Critical Talent are the
key HR challenges faced by this sector
The average salary increment in this sector is projected at
9.9% in FY 2014-15, which is 0.4% points lower than the
previous FY 2013-14 (10.3%)
Employee
Strength
Employee
Strength
18.2%
81.8%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
36.4%
45.5%
9.1%
9.1%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
25
In % 10P 25P 50P 75P 90P Avg
Clerical 7.4 8.7 9.6 11.2 13.2 9.5
JM 7.6 8.9 9.8 11.5 13.6 9.6
MM 7.7 9.1 10.1 11.8 13.8 10.0
SM 8.1 9.0 10.4 12.7 14.5 10.2
TM 8.2 9.3 10.7 12.7 15.1 10.8
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
26
The average
increment at Clerical
Cadre and Junior
Management level is
than the overall
9.9% in this sector
The average
increment at Top
Management level is
than the overall
industry average
increment (10.3%)
Junior and Middle
Management levels
reported maximum
decrease in average
increments compared
to the overall
industry
Senior Management
level reported minimum
decrease in average
increments compared to
the overall industry
FY 2013-14 7.5 9.1 10.5 12.7 15.3 10.3
FY 2014-15 7.3 8.7 9.8 12.5 15.0 9.9
9.5
9.6
10.0
10.2
10.8
9.7 9.7
10.2
10.3
11.0
8.5
9.0
9.5
10.0
10.5
11.0
11.5
FY 2014-15 FY 2013-14
In %
27
this sector is expected to
be around the 15.0%
mark. However, on the
lower side, the
increments have also
reduced to 7.1%
In comparison to
the median (50P)
increment
Average annual
across levels; the
level
Majority of the
organizations have
given increments to
the range of 7.3-
15.0%, across all
levels
In % 10P 25P 50P 75P 90P Avg
Clerical 9.8 11.3 12.4 15.3 17.8 12.5
JM 11.4 13.8 15.9 19.2 22.1 15.7
MM 12.8 15.3 17.5 22.7 27.5 17.4
SM 15.9 18.6 21.6 27.2 32.6 21.6
TM 16.8 21.3 25.4 30.8 35.8 25.3
In %
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
28
The average variable pay
at Clerical Cadre, Junior
and Middle Management
levels is expected to be
lower than the overall
average variable pay at
17.6% in this sector
pay at Senior and Top
Management level is
significantly higher than
(18.5%)
The Clerical Cadre and
Top Management
levels reported an
increase in average
variable pay compared
to the overall industry
The Clerical Cadre
reported minimum
increase in average
FY 2013-14 8.8 12.6 17.2 26.2 34.8 17.3
FY 2014-15 9.6 13.5 17.4 26.7 35.4 17.6
12.5
15.7
17.4
21.6
25.3
11.9
13.5
16.5
20.1
24.5
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
29
Higher variable pay
across this sector is
the 35% mark. However,
on the lower side, the
variable pay has also
increased to 9.6%
In comparison to
the 25
th
percentile
variable pay
Average annual variable
pay percentages have
across levels; the
increase is highest at the
Junior Management level
Majority of the
organizations have
given variable pay to
the range of 9.6-
35.4%, across all
levels
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 18.2 36.4 9.1 -
5 - 8 Lacs - 18.2 45.5 18.2 -
8 -12 Lacs - - 18.2 54.5 9.1
> 12 Lacs - - - 18.2 90.9
N/A 100.0 63.6 - - -
Leave Encashment
< 5000 - 18.2 18.2 9.1 -
5000 - 8000 - 27.3 54.5 27.3 -
8000 -12000 - - 18.2 36.4 9.1
12000 - 15000 - - 9.1 18.2 18.2
> 15000 - - - 9.1 45.5
On Actuals - - - - 27.3
N/A 100.0 54.5 - - -
Provided by - - 36.4% 54.5% 90.9%
Average
Amount per
Month
- - 8000-12000 8000-12000 10000-18000
< 5000 - - - - -
5000 - 10000 - 45.5 54.5 27.3 -
10000 - 15000 - 9.1 45.5 45.5 18.2
> 15000 - - - 18.2 36.4
On Actuals - - - 9.1 45.5
N/A 100.0 45.5 - - -
18.2%
36.4%
36.4%
9.0%
Employee only
Employee & spouse
dependent children
36.4%
(2)
(4)
(4)
(1)
30
Key HR Challenges and Managing Attrition
Developing
Potential
Leaders
Employee
Engagement
Attracting Talent
32
Clerical/
J M/
MM/
SM/
TM/
30
39
44
50
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Personal Reasons (Marriage, Health, Family,
Relocation etc.)
Better Utilization of Current Skills
Cleary defined Career Paths & Succession Plans
Employee Higher Education Plan
Recognition Awards (Monetary/Non-Monetary)
Top three Methods to Manage and Reward Critical
Talent
Higher Salaries
HR
Challenges
31
Banking,
Financial
Services &
Insurance
BFSI
The average variable pay percent across this sector is
Voluntary Attrition rate for this sector in FY 2013-14 on an
average is 14.0%. Highest attrition rate is observed for the
Clerical Cadre at 18.6%
Reasons and Better Pay Opportunities as the main
reasons for attrition

Compensation Structuring, Developing Potential Leaders
and Retaining and Rewarding the Critical Talent are the
key HR challenges faced by this sector

The average salary increment across this sector is
lower than the previous FY 2013-14 (9.7%)
Employee
Strength
22.2%
33.3%
5.6%
5.6%
33.3%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
38.9%
22.2%
5.6%
16.7%
16.7%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
Employee
Strength
01
02
03
04
05
Annual
Revenue
Employee
Strength
33
BFSI
In % 10P 25P 50P 75P 90P Avg
Clerical 7.4 8.5 9.2 11.3 13.0 9.3
JM 7.6 8.6 9.2 11.5 13.3 9.4
MM 7.8 8.5 9.5 11.7 13.4 9.6
SM 7.9 9.0 10.2 12.0 14.2 10.4
TM 8.1 9.1 10.5 12.6 15.1 10.3
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
34
The average increment
at Clerical Cadre and
Junior Management
level is expected to be
9.5% in this sector
at Top and Senior
marginally higher than
average increment
(10.3%)
Top and Middle
Management levels
reported maximum
decrease in average
Senior Management level
reported minimum
decrease in average
BFSI
FY 2013-14 7.4 8.7 9.8 12.1 15.2 9.7
FY 2014-15 7.2 8.4 9.3 11.8 14.8 9.5
9.3
9.4
9.6
10.4
10.3
9.6 9.6
10.0
10.6 10.6
8.5
9.0
9.5
10.0
10.5
11.0
FY 2014-15 FY 2013-14
In %
35
Higher increments
reduced to 7.2%
In comparison to
the median (50P)
increment
Average annual
across levels; the
level
Majority of the
organizations have
given increments to
the range of 7.2-
14.8%, across all
levels
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
BFSI
In % 10P 25P 50P 75P 90P Avg
Clerical 10.6 12.3 14.3 18.2 21.7 14.2
JM 13.4 15.9 18.8 23.6 28.2 18.6
MM 15.7 18.2 20.3 26.7 32.8 20.2
SM 17.8 22.5 26.7 31.7 36.5 26.5
TM 19.2 24.6 29.6 35.7 42.1 29.5
In %
36
is expected to be lower
than the overall average
variable pay at 20.2% in
this sector
(18.5%)
all the Management
levels reported an
increase in average
The Middle
Management level
reported minimum
increase in average
BFSI
FY 2013-14 10.1 15.2 19.6 30.7 35.8 19.8
FY 2014-15 10.4 15.8 20.1 31.4 36.2 20.2
14.2
18.6
20.2
26.5
29.5
13.6
17.9
19.3
24.9
27.8
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
FY 2014-15 FY 2013-14
In %
37
Higher variable pay
increased to 10.4%
In comparison to
the 75
th
percentile
variable pay
across levels; the
Top Management level
Majority of the
organizations have
the range of 10.4-
36.2%, across all
levels
BFSI
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 33.3 33.3 11.1 -
5 - 8 Lacs - 27.8 50.0 22.2 -
8 -12 Lacs - - 16.7 50.0 5.6
> 12 Lacs - - - 16.7 94.4
N/A 100.0 38.9 - - -
Leave Encashment
< 5000 - 22.2 22.2 11.1 -
5000 - 8000 - 33.3 44.4 27.8 -
8000 -12000 - - 22.2 33.3 16.7
12000 - 15000 - - 11.1 16.7 22.2
> 15000 - - - 11.1 38.9
On Actuals - - - - 22.2
N/A 100.0 44.4 - - -
Provided by - - 38.9% 77.8% 88.9%
Average
Amount per
Month
- - 8000-12000 8000-14000 10000-16000
< 5000 - - - - -
5000 - 10000 - 16.7 38.9 27.8 -
10000 - 15000 - 33.3 33.3 44.4 22.2
> 15000 - 11.1 27.8 16.7 22.2
On Actuals - - - 11.1 55.6
N/A 100.0 38.9 - - -
16.7%
38.9%
27.7%
16.7%
Employee only
Employee & spouse
dependent children
44.4%
(7)
(3)
(3)
(5)
38
BFSI
Developing
Potential
Leaders
Compensation
Structuring
Attracting Talent
29
Clerical/
J M/
MM/
SM/
TM/
31
36
42
46
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Profit Sharing
Top three Methods to Reward and Manage Critical
Talent
Higher Salaries
HR
Challenges
39
Chemical
Chemical
average is 12.2%. Highest attrition rate is observed for
Organizations attribute Better Career Prospects, Better
Pay Opportunities and Personal Reasons as the main

Career Management, Developing Potential Leaders and
Retaining and Rewarding the Critical Talent are the key
HR challenges faced by this sector
Employee
Strength
18.2%
18.2%
63.6%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
Employee
Strength
18.2%
54.5%
27.3%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
41
Chemical
In % 10P 25P 50P 75P 90P Avg
Clerical 7.5 8.9 10.9 12.2 13.9 10.7
JM 7.9 9.4 11.4 12.9 14.6 11.3
MM 8.1 10.1 11.7 13.2 15.1 11.5
SM 8.6 9.9 11.8 13.6 15.5 11.9
TM 8.8 10.6 12.7 14.3 16.2 12.6
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
42
and Middle
increment at 11.6% in
this sector
Top, Senior and Middle
average increment
(10.3%)
all the Management
levels reported increase
in average increments
compared to the overall
industry
The Clerical Cadre
level reported
minimum increase in
average increments
compared to the
overall industry
Chemical
FY 2013-14 7.9 9.4 11.9 13.7 15.6 11.9
FY 2014-15 7.5 9.2 11.6 13.4 15.3 11.6
10.7
11.3
11.5
11.9
12.6
11.1
11.5
11.9
12.1
12.9
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
FY 2014-15 FY 2013-14
In %
43
be around the 15% mark.
percentiles, a
the 10
th
percentile
increment
Average annual increment
percentages have reduced
marginally across levels;
the reduction is highest at
the Clerical Cadre level
Majority of the
organizations have
given increments to all
their employees in the
range of 7.5-15.3%,
across all levels
Chemical
In % 10P 25P 50P 75P 90P Avg
Clerical 9.6 11.1 13.0 15.8 18.1 13.1
JM 11.7 13.7 16.1 19.6 22.7 16.3
MM 13.0 15.2 17.8 23.2 29.0 17.9
SM 16.2 19.3 21.9 27.7 33.1 21.7
TM 17.1 21.3 25.8 31.2 36.2 25.6
In %
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
44
pay at Clerical Cadre
and Junior Management
than the overall
industry average
variable pay (18.5%)
reported increase in
industry
The Middle Management
level reported maximum
decrease in average
variable pay compared to
Chemical
FY 2013-14 8.6 12.6 17.2 26.6 31.1 17.4
FY 2014-15 9.4 13.4 17.7 27.4 32.8 17.8
13.1
16.3
17.9
21.7
25.6
12.6
14.6
15.7
19.8
23.9
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
45
Higher variable pay across
side, the variable pay has
also increased to 9.4%
percentiles, a
significant increase has
been observed in the
90
th
percentile variable
pay
across levels; the increase
is highest at the Middle
Management level
Majority of the
organizations have
the range of 9.4-32.8%,
across all levels
Chemical
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 18.2 45.5 9.1 -
5 - 8 Lacs - 18.2 36.4 27.3 -
8 -12 Lacs - - 18.2 45.5 9.1
> 12 Lacs - - - 18.2 90.9
N/A 100.0 63.6 - - -
Leave Encashment
< 5000 - 18.2 18.2 9.1 -
5000 - 8000 - 27.3 45.5 36.4 -
8000 -12000 - - 27.3 27.3 9.1
12000 - 15000 - - 9.1 18.2 18.2
> 15000 - - - 9.1 45.5
On Actuals - - - - 27.3
N/A 100.0 54.5 - - -
Provided by - - 27.3% 63.6% 90.9%
Average
Amount per
Month
- - 8000-12000 9000-14000 10000-18000
< 5000 - - - - -
5000 - 10000 - 45.5 54.5 27.3 -
10000 - 15000 - 18.2 45.5 45.5 27.3
> 15000 - - - 18.2 36.4
On Actuals - - - 9.1 36.4
N/A 100.0 36.4 - - -
18.2%
45.5%
27.3%
9.0%
Employee only
Employee & spouse
dependent children
27.3%
(2)
(1)
(3)
(5)
46
Chemical
Developing
Potential
Leaders
Career
Management
Attracting Talent
33
Clerical/
J M/
MM/
SM/
TM/
36
40
46
50
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Development Programs for High Potentials and Top
Performers
Talent
Higher Salaries
HR
Challenges
47
Consumer
Business
Consumer Business
Reasons, Better Pay Opportunities as the main reasons
for attrition

Developing Potential Leaders, Compensation Structuring,
Retaining and Rewarding Critical Talent are the key HR
challenges faced by this sector
Employee
Strength
Employee
Strength
18.2%
18.2%
63.6%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
18.2%
54.5%
27.3%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
49
Consumer Business
In % 10P 25P 50P 75P 90P Avg
Clerical 7.4 8.6 10.2 11.5 13.2 10.4
JM 7.8 8.9 10.5 12.4 13.8 10.6
MM 7.9 9.2 10.8 12.3 14.1 10.7
SM 8.2 9.4 10.9 12.6 14.7 10.8
TM 8.4 10.2 11.5 13.3 15.4 11.7
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
50
at Clerical Cadre level
increment at 10.6% in
this sector
Top Management level is
average increment (10.3%)
all the Management
industry
increase in average
Consumer Business
FY 2013-14 7.5 9.2 10.8 12.7 15.5 10.9
FY 2014-15 7.3 8.8 10.7 12.6 15.2 10.6
10.4
10.6
10.7
10.8
11.7
10.7
10.8 10.8
11.1
11.9
9.5
10.0
10.5
11.0
11.5
12.0
12.5
FY 2014-15 FY 2013-14
In %
51
Higher increments
the 15% mark.
side, the increments
have also reduced to
7.3%
percentiles, a significant
reduction has been
observed in the 25
th

percentile increment
Average annual
across levels; the
reduction is lowest at
level
Majority of the
organizations have
range of 7.3-15.2%,
across all levels
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
Consumer Business
In % 10P 25P 50P 75P 90P Avg
Clerical 10.4 12.3 13.9 17.6 20.9 14.1
JM 13.7 16.3 18.4 23.3 27.7 18.2
MM 15.4 17.8 19.8 25.3 30.4 19.7
SM 17.6 20.7 24.2 29.2 34.6 24.3
TM 18.6 23.4 27.7 33.7 39.3 27.6
In %
52
(18.5%)
all the Management
levels reported
increase in average
The Top Management
increase in average
Consumer Business
FY 2013-14 9.2 15.3 19.2 28.1 38.4 19.4
FY 2014-15 10.1 16.0 19.5 28.8 39.0 19.8
14.1
18.2
19.7
24.3
27.6
13.4
16.6
17.9
22.4
25.7
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
53
Higher variable pay
expected to be around the
39% mark. However, on
the lower side, the
increased to 10.1%
increase has been
observed in the 10
th

percentile variable pay
is highest at the Senior
and Top Management
levels
Majority of the
organizations have
given variable pay to all
range of 10.1-39.0%,
across all levels
Consumer Business
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 20.0 30.0 - -
5 - 8 Lacs - 30.0 50.0 20.0 -
8 -12 Lacs - - 20.0 60.0 10.0
> 12 Lacs - - - 20.0 90.0
N/A 100.0 50.0 - - -
Leave Encashment
< 5000 - 20.0 20.0 10.0 -
5000 - 8000 - 30.0 50.0 30.0 -
8000 -12000 - - 20.0 30.0 10.0
12000 - 15000 - - 10.0 20.0 10.0
> 15000 - - - 10.0 50.0
On Actuals - - - - 30.0
N/A 100.0 50.0 - - -
Provided by - - 50.0% 60.0% 100.0%
Average
Amount per
Month
- - 8000-12000 8000-14000 10000-18000
< 5000 - - - - -
5000 - 10000 - 60.0 60.0 30.0 -
10000 - 15000 - 20.0 40.0 40.0 20.0
> 15000 - - - 20.0 40.0
On Actuals - - - 10.0 40.0
N/A 100.0 20.0 - - -
20.0%
40.0%
30.0%
10.0%
Employee only
Employee & spouse
dependent children
30.0%
(2)
(1)
(3)
(4)
54
Consumer Business
Developing
Potential
Leaders
Developing
Potential
Leaders
Attracting Talent
32
Clerical/
J M/
MM/
SM/
TM/
32
38
46
46
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Project Incentives
Talent
Higher Salaries
HR
Challenges
55
Engineering &
Manufacturing
Engineering & Manufacturing
Organizations attribute Better Career Prospects,
Personal Reasons and Better Utilization of Current Skills
as the main reasons for attrition

Career Management, Attraction and Developing Potential
Leaders are the key HR challenges faced by this sector

Employee
Strength
Employee
Strength
6.3%
12.5%
25.0%
56.3%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
15.6%
28.1%
34.4%
6.3%
12.5%
3.1%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
57
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
In % 10P 25P 50P 75P 90P Avg
Clerical 7.5 8.8 10.4 11.7 13.4 10.5
JM 7.9 9.5 10.6 12.5 13.9 10.7
MM 7.7 9.1 10.9 12.8 14.2 10.8
SM 8.3 9.6 11.2 12.7 14.6 11.1
TM 8.5 9.1 11.7 13.5 15.7 11.8
In %
58
Clerical Cadre, Junior
and Senior Management
at Top and Senior
average increment
(10.3%)
The Clerical Cadre and all
the Management levels
average increments
industry
increase in average
FY 2013-14 7.7 9.2 11.3 12.8 15.6 11.2
FY 2014-15 7.4 8.8 11.0 12.6 14.9 10.9
10.5
10.7
10.8
11.1
11.8
10.8
10.9
11.0
11.4
11.9
9.5
10.0
10.5
11.0
11.5
12.0
12.5
FY 2014-15 FY 2013-14
In %
59
In comparison to
has been observed
in the 90
th
percentile
increment
Average annual
have reduced
marginally across
levels; the reduction is
lowest at the Top
Management level
Majority of the
organizations have
given increments to
all their employees
in the range of 7.4-
14.9%, across all
levels
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
In % 10P 25P 50P 75P 90P Avg
Clerical 9.8 11.7 13.3 16.0 18.4 13.4
JM 12.0 14.2 16.0 19.7 22.9 16.2
MM 13.2 15.9 18.3 24.0 29.4 18.1
SM 16.4 19.8 22.8 28.6 33.9 22.9
TM 17.2 22.2 27.0 31.8 36.4 27.2
In %
60
(18.5%)
The Clerical Cadre,
Top and Senior
Management levels
compared to the
overall industry
The Top Management
increase in average
FY 2013-14 9.1 13.2 17.5 26.2 34.8 17.8
FY 2014-15 9.7 14.0 18.0 28.4 36.1 18.2
13.4
16.2
18.1
22.9
27.2
11.6
14.3
15.5
21.2
24.4
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
61
Higher variable pay
the 36% mark.
side, the variable pay
has also increased to
9.7%
percentiles, a
75
th
percentile variable
pay
is highest at the Top
Management level
Majority of the
organizations have
across all levels
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 31.3 34.4 18.8 -
5 - 8 Lacs - 34.4 40.6 25.0 -
8 -12 Lacs - - 25.0 37.5 6.3
> 12 Lacs - - - 18.8 30.0
N/A 100.0 34.4 - - -
Leave Encashment
< 5000 - 28.1 25.0 15.6 -
5000 - 8000 - 34.4 34.4 25.0 -
8000 -12000 - - 25.0 28.1 21.9
12000 - 15000 - - 15.6 18.8 25.0
> 15000 - - - 12.5 34.4
On Actuals - - - - 18.8
N/A 100.0 37.5 - -
-

Provided by - - 43.8% 62.5% 93.8%
Average
Amount per
Month
- - 8000-12000 8000-14000 10000-16000
< 5000 - - - - -
5000 - 10000 - 18.8 40.6 25.0
-

10000 - 15000 - 31.3 34.4 34.4 31.3
> 15000 - 18.8 25.0 21.9 31.3
On Actuals - - - 18.8 37.5
N/A 100.0 31.3 - - -
25.0%
31.3%
28.1%
15.6% Employee only
Employee & spouse
dependent children
37.5%
(8)
(5)
(9)
(10)
62
Developing
Potential
Leaders
Career
Management
Attracting Talent
34
Clerical/
J M/
MM/
SM/
TM/
34
40
45
48
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Performers
Talent
HR
Challenges
63
Energy &
Natural
Resources
Energy & Natural Resources
Organizations attribute Better Career Prospects, Better
Pay Opportunities and Better Utilization of Current Skills
as the main reasons for attrition

.
Compensation Structuring, Performance Management
and Employee Engagement are the key HR challenges
faced by this sector
lower than the previous FY 2013-14 (10%)
Employee
Strength
12.5%
12.5%
62.5%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
Employee
Strength
37.5%
12.5%
50.0%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
65
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
In % 10P 25P 50P 75P 90P Avg
Clerical 7.2 8.5 9.4 11.6 13.3 9.2
JM 7.5 8.4 9.6 11.7 13.4 9.8
MM 7.4 8.4 9.8 11.5 13.6 9.9
SM 7.7 8.8 10.2 12.0 14.2 10.3
TM 8.0 9.5 10.5 12.6 15.0 10.7
In %
66
at Clerical Cadre is
than the overall
9.7% in this sector
at Top Management
level is higher than
average increment
(10.3%)
all the Management
levels reported
decrease in average
The Senior Management
decrease in average
FY 2013-14 7.5 8.8 10.2 12.3 15.2 10.0
FY 2014-15 7.2 8.3 9.8 12.1 14.5 9.7
9.2
9.8
9.9
10.3
10.7
9.4
10.1 10.1
10.6
10.9
8.0
8.5
9.0
9.5
10.0
10.5
11.0
FY 2014-15 FY 2013-14
In %
67
percentiles, a
the 90
th
percentile
increment
the reduction is highest at
the Junior and Senior
Management levels
Majority of the
organizations have
range of 7.2-14.5%,
across all levels
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
In % 10P 25P 50P 75P 90P Avg
Clerical 9.1 10.7 12.1 14.4 16.4 12.2
JM 11.0 12.7 14.8 18.5 21.8 14.7
MM 11.9 14.8 17.4 22.3 26.8 17.3
SM 14.2 17.7 20.8 26.8 32.8 20.9
TM 15.6 20.7 25.4 31.0 36.3 25.2
In %
68
pay at Clerical Cadre,
Junior and Middle
than the overall
at 17.4% in this sector
at Senior and Top
(18.5%)
industry
The Junior Management
decrease in average
FY 2013-14 8.4 12.1 17.0 25.7 30.6 17.2
FY 2014-15 8.9 12.5 17.2 26.5 32.0 17.4
12.2
14.7
17.3
20.9
25.2
10.5
12.8
14.3
18.6
22.9
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
69
Higher variable pay
increased to 8.9%
In comparison to
the 90
th
percentile
variable pay
across levels; the
Middle Management
level
Majority of the
organizations have
the range of 8.9-
32.0%, across all
levels
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 25.0 37.5 - -
5 - 8 Lacs - 25.0 37.5 25.0 -
8 -12 Lacs - - 25.0 50.0 12.5
> 12 Lacs - - - 25.0 87.5
N/A 100.0 50.0 - - -
Leave Encashment
< 5000 - 25.0 12.5 12.5 -
5000 - 8000 - 25.0 50.0 25.0 -
8000 -12000 - - 25.0 25.0 12.5
12000 - 15000 - - 12.5 25.0 12.5
> 15000 - - - 12.5 37.5
On Actuals - - - - 37.5
N/A 100.0 50.0 - - -
Provided by - - 62.5% 75.0% 100%
Average
Amount per
Month
- - 8000-12000 8000-14000
10000-
18000
< 5000 - - - - -
5000 - 10000 - 50.0 50.0 37.5 -
10000 - 15000 - 25.0 50.0 25.0 25.0
> 15000 - - - 25.0 37.5
On Actuals - - - 12.5 37.5
N/A 100.0 25.0 - - -
25.0%
37.5%
25.0%
12.5%
Employee only
Employee & spouse
dependent children
100%
companies allow leave encashment
companies allow leave encashment only after separation
37.5%
62.5%
In %
In %
In %
(2)
(1)
(2)
(3)
70
Developing
Potential
Leaders
Compensation
Structuring
Attracting Talent
30
Clerical/
J M/
MM/
SM/
TM/
31
39
45
48
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Project Incentives
Talent
Higher Salaries
HR
Challenges
71
Hi-Tech
Hi-Tech
Employee
Strength
15.4%
11.5%
11.5%
19.2%
42.3%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
15.4%
15.4%
11.5%
19.2%
15.4%
23.1%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
Employee
Strength
Pursuing Further Studies and Better Utilization of Current
Skills as the main reasons for attrition
Career Management, Retaining and Rewarding the
Critical Talent and Employee Engagement are the key HR
01
02
03
04
05
Annual
Revenue
Employee
Strength
73
Hi-Tech
In % 10P 25P 50P 75P 90P Avg
Clerical 7.6 8.9 10.8 12.4 13.7 10.7
JM 7.8 9.3 11.3 12.7 14.4 11.2
MM 7.8 9.5 11.6 13.2 14.9 11.4
SM 8.4 10.3 11.9 13.5 15.4 11.7
TM 8.7 10.6 12.8 14.2 16.0 12.9
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
74
at Clerical Cadre,
Junior and Middle
than the overall
all Management level is
higher than the overall
industry average
increment (10.3%)
all the Management
industry
The Top Management
increase in average
Hi-Tech
FY 2013-14 7.8 9.3 11.8 13.8 15.6 11.7
FY 2014-15 7.4 9.1 11.6 13.6 15.4 11.5
10.7
11.2
11.4
11.7
12.9
10.9
11.5
11.6
12.1
13.3
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
FY 2014-15 FY 2013-14
In %
75
In comparison to
the 10
th
percentile
increment
Average annual
across levels; the
the Top and Senior
Management levels
Majority of the
organizations have
given increments to
the range of 7.4-
15.4%, across all
levels
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
Hi-Tech
In % 10P 25P 50P 75P 90P Avg
Clerical 10.2 11.2 12.6 16.2 20.1 12.5
JM 13.4 15.9 18.2 21.1 24.4 18.1
MM 14.9 16.7 18.9 24.5 30.4 18.7
SM 17.2 20.2 23.6 28.7 34.2 23.7
TM 18.1 22.8 27.2 32.9 38.4 27.4
In %
76
pay at Clerical Cadre,
Junior and Middle
this sector
pay at Senior and
Top Management
levels is
than the overall
industry average
level reported decrease in
industry
The Top Management
increase in average
Hi-Tech
FY 2013-14 9.0 14.7 18.5 27.2 36.7 18.6
FY 2014-15 10.1 15.6 18.8 28.5 38.1 18.8
12.5
18.1
18.7
23.7
27.4
12.1
15.5
16.8
20.6
25.1
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
77
Higher variable pay
increased to 10.1%
In comparison to
the 90
th
percentile
variable pay
across levels; the
Middle Management
level
Majority of the
organizations have
the range of 10.1-
38.1%, across all
levels
Hi-Tech
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 30.8 34.6 15.4 -
5 - 8 Lacs - 34.6 42.3 23.1 -
8 -12 Lacs - - 23.1 42.3 3.8
> 12 Lacs - - - 19.2 96.2
N/A 100.0 34.6 - - -
Leave Encashment
< 5000 - 26.9 23.1 15.4
5000 - 8000 - 34.6 38.5 26.9
8000 -12000 - - 23.1 30.8 19.2
12000 - 15000 - - 15.4 15.4 23.1
> 15000 - - - 11.5 34.6
On Actuals - - - - 23.1
N/A 100.0 38.5 - - -
Provided by - - 42.3% 69.2% 84.6%
Average
Amount per
Month
- - 8000-12000 8000-14000 10000-18000
< 5000 - - - - -
5000 - 10000 - 19.2 42.3 26.9
10000 - 15000 - 30.8 34.6 38.5 30.8
> 15000 - 15.4 23.1 19.2 30.8
On Actuals - - - 15.4 38.5
N/A 100.0 34.6 - - -
19.2%
38.5%
26.9%
15.4%
Employee only
Employee & spouse
dependent children
30.8%
(5)
(4)
(7)
(10)
78
Hi-Tech
Developing
Potential
Leaders
Career
Management
Attracting Talent
29
Clerical/
J M/
MM/
SM/
TM/
31
35
40
46
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Pursue Further Studies
Retention Bonus
Development Programs for High Potential s and Top
Performers
Talent
Higher Salaries
HR
Challenges
79
IT enabled
Services
ITeS
Employee
Strength
Personal Reasons and Better Pay Opportunities as the
Developing Potential Leaders, Career Management and
18.2%
27.3%
4.5%
18.2%
31.8%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
Employee
Strength
13.6%
18.2%
13.6%
4.5%
22.7%
27.3%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
81
ITeS
In % 10P 25P 50P 75P 90P Avg
Clerical 8.1 9.8 11.3 12.6 13.8 11.4
JM 8.1 9.8 11.8 13.4 14.9 11.9
MM 8.3 10.4 12.2 13.8 15.4 12.4
SM 8.8 10.8 12.5 14.2 15.9 12.6
TM 9.1 11.3 13.1 14.9 16.7 13.3
In % Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
82
at Clerical Cadre,
Junior Management
all Management level
is higher than the
overall industry
average increment
(10.3%)
all the Management
levels reported
increase in average
increase in average
ITeS
FY 2013-14 8.4 9.6 12.2 14.3 16.8 12.3
FY 2014-15 7.9 9.4 11.9 14.0 16.5 12.0
11.4
11.9
12.4
12.6
13.3
11.6
12.2
12.6
12.8
13.6
10.0
10.5
11.0
11.5
12.0
12.5
13.0
13.5
14.0
FY 2014-15 FY 2013-14
In %
83
Higher increments
reduced to 7.9%
In comparison to
the 10
th
percentile
increment
Average annual
across levels; the
the Top and Junior
Management levels
Majority of the
organizations have
given increments to
the range of 7.9-
16.5%, across all
levels
ITeS
In % 10P 25P 50P 75P 90P Avg
Clerical 10.1 11.3 12.2 15.4 18.9 12.1
JM 12.8 14.7 16.1 20.2 23.9 16.3
MM 13.6 16.4 18.7 24.2 30.1 18.6
SM 16.6 20.0 23.1 28.4 33.8 23.2
TM 17.3 22.3 26.8 32.4 37.5 26.9
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
In %
84
and Junior
Management level is
than the overall
at 18.5% in this sector
than the overall
industry average
The Middle and
Junior Management
levels reported
decrease in average
variable pay
compared to the
overall industry
The Top Management
level reported
maximum increase in
compared to the
overall industry
ITeS
FY 2013-14 8.8 13.8 18.1 26.8 35.4 18.2
FY 2014-15 10.0 14.5 18.4 28.2 37.1 18.5
12.1
16.3
18.6
23.2
26.9
10.3
13.5
16.6
19.3
24.1
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
85
Higher variable pay
increased to 10.0%
In comparison to
the 90
th
percentile
variable pay
across levels; the
Senior Management level
Majority of the
organizations have
the range of 10.0-
37.1%, across all
levels
ITeS
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 31.8 36.4 13.6 -
5 - 8 Lacs - 31.8 45.5 22.7 -
8 -12 Lacs - - 18.2 45.5 4.5
> 12 Lacs - - - 18.2 95.5
N/A 100.0 36.4 - - -
< 5000 - 22.7 22.7 13.6 -
5000 - 8000 - 31.8 40.9 27.3 -
8000 -12000 - - 22.7 27.3 18.2
12000 - 15000 - - 13.6 18.2 22.7
> 15000 - - - 13.6 36.4
On Actuals - - - - 22.7
N/A 100.0 45.5 - -
Provided by - - 40.9% 72.7% 90.9%
Average
Amount per
Month
- - 8000-12000 8000-14000 10000-16000
< 5000 - - - - -
5000 - 10000 - 18.2 40.9 27.3 -
10000 - 15000 - 31.8 36.4 40.9 27.3
> 15000 - 13.6 22.7 18.2 27.3
On Actuals - - - 13.6 45.5
N/A 100.0 36.4 - - -
18.2%
40.9%
27.3%
13.6%
Employee only
Employee & spouse
dependent children
27.3%
Leave Encashment
(4)
(3)
(6)
(9)
86
ITeS
Developing
Potential
Leaders
Developing
Potential
Leaders
Attracting Talent
26
Clerical/
J M/
MM/
SM/
TM/
29
33
39
45
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Performers
Top 3 Methods to Manage and Reward Critical Talent
HR
Challenges
87
Infrastructure &
Real Estate
Infrastructure & Real Estate
Employee
Strength
average is 13.2%. Highest attrition rate for the Clerical
Cadre at 15.6%
Organizations attribute Better Pay Opportunities, Better
Career Prospects and Personal Reasons as the main
Developing Potential Leaders, Performance
Management, and Retaining and Rewarding the Critical
Talent are the key HR challenges faced by this sector
12.5%
62.5%
25.0%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
Employee
Strength
83.3%
16.7%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
89
In % 10P 25P 50P 75P 90P Avg
Clerical 7.0 8.3 9.0 10.7 12.8 9.2
JM 7.3 8.4 9.1 11.4 13.2 9.3
MM 7.5 8.7 9.4 11.2 13.4 9.5
SM 7.6 8.5 9.8 11.6 13.8 9.7
TM 7.8 9.0 10.3 12.4 14.9 10.5
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
90
at Clerical Cadre,
Junior Management
9.4% in this sector
Clerical Cadre and all
Management level (except
Top Management) is
industry average
increment (10.3%)
all the Management
levels reported
decrease in average
The Middle
Management level
reported maximum
decrease in average
FY 2013-14 7.3 8.6 9.7 11.9 15.2 9.7
FY 2014-15 7.0 8.3 9.2 11.5 14.9 9.4
9.2
9.3
9.5
9.7
10.5
9.4
9.6
9.8
10.1
10.7
8.0
8.5
9.0
9.5
10.0
10.5
11.0
FY 2014-15 FY 2013-14
In %
91
In comparison to
the 50
th
percentile
increment
Average annual
across levels; the
the Senior Management
level
Majority of the
organizations have
given increments to
the range of 7.0-
14.9%, across all
levels
In % 10P 25P 50P 75P 90P Avg
Clerical 8.4 10.3 11.9 14.3 16.2 11.7
JM 10.5 12.5 14.2 17.4 21.0 14.1
MM 12.8 14.8 17.1 21.6 25.9 17.3
SM 15.0 17.9 20.2 26.4 32.2 20.1
TM 15.8 19.8 23.8 29.5 35.5 23.6
In %
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
92
than the overall
industry average
The Clerical Cadre
and all the
Management levels
reported decrease in
compared to the
overall industry
The Junior
Management level
reported maximum
decrease in average
FY 2013-14 7.9 11.6 16.6 24.7 30.1 16.8
FY 2014-15 8.3 12.5 17.0 26.1 32.2 17.1
11.7
14.1
17.3
20.1
23.6
9.9
12.5
14.6
18.4
20.8
0.0
5.0
10.0
15.0
20.0
25.0
FY 2014-15 FY 2013-14
In %
93
Higher variable pay
increased to 8.3%
In comparison to
the 90
th
percentile
variable pay
across levels; the
Majority of the
organizations have
the range of 8.3-
32.2%, across all
levels
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 12.5 25.0 - -
5 - 8 Lacs - 25.0 50.0 25.0
8 -12 Lacs - - 25.0 50.0 12.5
> 12 Lacs - - - 25.0 87.5
N/A 100.0 50.0 - - -
< 5000 - 25.0 12.5 12.5 -
5000 - 8000 - 25.0 37.5 25.0 12.5
8000 -12000 - - 37.5 25.0 12.5
12000 - 15000 - - 12.5 12.5 37.5
> 15000 - - - - 37.5
On Actuals - - - - -
N/A 100.0 50.0 - - -
Provided by - - 50.0% 62.5% 100.0%
Average
Amount per
Month
- - 8000-12000 8000-12000 10000-16000
< 5000 - - - - -
5000 - 10000 - 50.0 50.0 25.0 -
10000 - 15000 - 25.0 50.0 37.5 25.0
> 15000 - - - 25.0 37.5
On Actuals - - - 12.5 37.5
N/A 100.0 25.0 - - -
25.0%
37.5%
25.0%
12.5%
Employee only
Employee & spouse
dependent children
25.0%
Leave Encashment
100.0%
(2)
(1)
(2)
(3)
94
Developing
Potential
Leaders
Developing
Potential
Leaders
Attracting Talent
33
Clerical/
J M/
MM/
SM/
TM/
35
39
44
49
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Retention Bonus
Talent
Higher Salaries
HR
Challenges
95
Logistics
Logistics
Employee
Strength
Average Attrition rate for this sector in FY 2013-14 on an
Organizations attribute Better Pay Opportunities, Personal
Reasons and Better Career Prospects as the main
Developing Potential Leaders, Attraction and Retaining
and Rewarding the Critical Talent are the key HR
16.7%
16.7%
66.7%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
33.3%
66.7%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
Employee
Strength
01
02
03
04
05
Annual
Revenue
Employee
Strength
97
Logistics
In % 10P 25P 50P 75P 90P Avg
Clerical 6.8 7.6 8.8 10.8 12.6 8.9
JM 7.1 8.2 8.8 10.8 12.9 8.7
MM 7.1 7.9 9.1 11.2 13.0 9.0
SM 7.5 8.4 9.6 11.4 13.5 9.4
TM 7.7 8.7 9.8 11.9 14.4 9.9
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
98
Clerical Cadre, Junior
9.2% in this sector
all Management levels
is lower than the
overall industry
average increment
(10.3%)
all the Management
levels reported
decrease in average
The Middle
Management level
reported maximum
decrease in average
Logistics
FY 2013-14 7.2 8.2 9.4 11.6 14.8 9.4
FY 2014-15 6.7 8.0 9.1 11.4 14.5 9.2
8.9
8.7
9.0
9.4
9.9
9.1
9.0
9.2
9.6
10.0
8.0
8.5
9.0
9.5
10.0
10.5
FY 2014-15 FY 2013-14
In %
99
In comparison to
the 10
th
percentile
increment
the reduction is lowest at
the Top Management
level
Majority of the
organizations have
given increments to
across all levels
Logistics
In % 10P 25P 50P 75P 90P Avg
Clerical 7.8 9.7 11.2 13.6 15.8 11.1
JM 10.4 12.4 14.0 17.4 20.4 14.2
MM 12.9 15.0 16.8 20.7 24.2 16.7
SM 14.8 17.6 20.0 25.3 30.1 20.2
TM 15.4 19.2 23.4 28.8 34.4 23.2
In %
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
100
at Clerical Cadre, Middle
at Senior and Top
(18.5%)
all the Management
levels reported decrease
in average variable pay
compared to the
overall industry
The Junior Management
decrease in average
Logistics
FY 2013-14 7.1 11.7 16.4 24.4 30.4 16.6
FY 2014-15 7.5 12.1 16.7 25.0 32.0 16.9
11.1
14.2
16.7
20.2
23.2
9.5
12.4
14.3
18.5
21.0
0.0
5.0
10.0
15.0
20.0
25.0
FY 2014-15 FY 2013-14
In %
101
Higher variable pay
increased to 7.5%
In comparison to
the 90
th
percentile
variable pay
across levels; the
Middle Management
level
Majority of the
organizations have
the range of 7.5-
32.0%, across all
levels
Logistics
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 16.7 33.3 - -
5 - 8 Lacs - 16.7 33.3 33.3 -
8 -12 Lacs - - 16.7 50.0 16.7
> 12 Lacs - - 16.7 16.7 83.3
N/A 100.0 66.7 - - -
< 5000 - 16.7 16.7 16.7 -
5000 - 8000 - 33.3 33.3 16.7 -
8000 -12000 - - 33.3 33.3 16.7
12000 - 15000 - - 16.7 16.7 16.7
> 15000 - - - 16.7 33.3
On Actuals - - - - 33.3
N/A 100.0 50.0 - - -
Provided by - - 66.7% 83.3% 100.0%
Average
Amount per
Month
- - 8000-12000 8000-12000 10000-16000
< 5000 - - - - -
5000 - 10000 - 50.0 50.0 33.3 -
10000 - 15000 - 16.7 50.0 33.3 33.3
> 15000 - - - 16.7 33.3
On Actuals - - - 16.7 33.3
N/A 100.0 33.3 - - -
33.3%
33.3%
16.7%
16.7%
Employee only
Employee & spouse
dependent children
33.3%
Leave Encashment
100.0%
(2)
(2)
(1)
(1)
102
Logistics
Developing
Potential
Leaders
Developing
Potential
Leaders
Attracting Talent
29
Clerical/
J M/
MM/
SM/
TM/
32
36
41
45
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Three/ Five Year Deferred Incentive Plan
Talent
Higher Salaries
HR
Challenges
103
Media &
Advertising
Media & Advertising
Employee
Strength
Organizations attribute Better Career Prospects, Pursuing
Further Studies, Better Utilization of Current Skills as the
12.5%
37.5%
12.5%
12.5%
25.0%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
Employee
Strength
37.5%
37.5%
12.5%
12.5%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
105
Media & Advertising
In % 10P 25P 50P 75P 90P Avg
Clerical 7.1 8.4 9.3 11.4 13.1 9.2
JM 7.4 8.2 9.4 11.6 13.3 9.6
MM 7.6 8.8 9.6 11.4 13.5 9.4
SM 7.6 8.7 10.0 12.0 14.4 10.2
TM 7.9 9.2 10.6 12.7 15.2 10.4
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
106
Middle Management
9.6% in this sector
at Clerical Cadre and all
Management levels
(except Top
Management) is lower
than the overall
industry average
increment (10.3%)
all the Management
industry
decrease in average
Media & Advertising
FY 2013-14 7.4 8.6 9.8 11.9 15.2 9.8
FY 2014-15 6.9 8.1 9.6 11.6 14.9 9.6
9.2
9.6
9.4
10.2
10.4
9.4
9.9
9.6
10.4
10.6
8.5
9.0
9.5
10.0
10.5
11.0
FY 2014-15 FY 2013-14
In %
107
In comparison to
the 10
th
and 25
th

percentile increments
Average annual
across levels; the
the Junior Management
level
Majority of the
organizations have
given increments to
the range of 6.9-
14.9%, across all
levels
Media & Advertising
In % 10P 25P 50P 75P 90P Avg
Clerical 9.3 10.7 12.3 14.7 16.9 12.4
JM 11.2 13.2 15.6 19.6 23.2 15.7
MM 12.3 14.8 17.4 22.6 27.3 17.2
SM 14.8 18.2 21.2 27.2 33.0 21.3
TM 16.2 20.8 25.7 31.3 37.2 25.8
In %
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
108
at Clerical Cadre, Middle
(18.5%)
The Clerical Cadre
and Top Management
level reported increase
in average variable
pay compared to the
overall industry
The Middle
Management level
reported maximum
decrease in average
Media & Advertising
FY 2013-14 8.7 12.1 17.1 25.6 30.8 17.2
FY 2014-15 9.1 13.0 17.4 27.0 32.6 17.5
12.4
15.7
17.2
21.3
25.8
10.5
12.8
15.4
18.7
22.0
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
109
Higher variable pay
increased to 9.1%
In comparison to
the 90
th
percentile
variable pay
Management level
Majority of the
organizations have
across all levels
Media & Advertising
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 25.0 37.5 - -
5 - 8 Lacs - 25.0 37.5 25.0 -
8 -12 Lacs - - 12.5 50.0 12.5
> 12 Lacs - - 12.5 25.0 87.5
N/A 100.0 50.0 - - -
< 5000 - 25.0 12.5 12.5 -
5000 - 8000 - 37.5 37.5 12.5 -
8000 -12000 - - 37.5 37.5 12.5
12000 - 15000 - - 12.5 25.0 12.5
> 15000 - - - 12.5 37.5
On Actuals - - - - 37.5
N/A 100.0 37.5 - - -
Provided by - - 62.5% 87.5% 100.0%
Average
Amount per
Month
- - 8000-12000 8000-12000 10000-16000
< 5000 - - - - -
5000 - 10000 - 62.5 50.0 37.5 -
10000 - 15000 - 25.0 50.0 25.0 25.0
> 15000 - - - 25.0 37.5
On Actuals - - - 12.5 37.5
N/A 100.0 12.5 - - -
25.0%
37.5%
25.0%
12.5%
Employee only
Employee & spouse
dependent children
25.0%
Leave Encashment
100.0%
(2)
(2)
(1)
(3)
110
Media & Advertising
Developing
Potential
Leaders
Developing
Potential
Leaders
Attracting Talent
28
Clerical/
J M/
MM/
SM/
TM/
30
34
41
46
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Performers
Talent
Higher Salaries
HR
Challenges
111
Pharmaceutical,
Life Sciences &
Health Care
Pharma, Life Sciences & Health Care
Employee
Strength
Reasons and Pursuing Further Studies as the main reasons
for attrition
Retaining and Rewarding the Critical Talent are the key HR
The average salary increment across this sector is projected at
12.4% in FY 2014-15, which is 0.2% points lower than the
previous FY 2013-14 (12.6%).
9.1%
31.8%
9.1%
18.2%
31.8%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
18.2%
36.4%
36.4%
9.1%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
113
In % 10P 25P 50P 75P 90P Avg
Clerical 8.2 9.7 11.6 13.2 14.6 11.7
JM 8.4 10.4 11.9 13.8 15.4 11.8
MM 8.5 10.7 12.5 14.4 16.1 12.4
SM 8.7 10.7 12.8 14.9 16.8 12.6
TM 9.3 11.5 13.4 15.5 17.4 13.2
In %
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
114
Junior Management
higher than the overall
industry average
increment (10.3%)
all the Management
industry
increase in average
FY 2013-14 8.2 10.6 12.7 14.9 17.6 12.6
FY 2014-15 8.1 10.2 12.4 14.6 17.2 12.4
11.7
11.8
12.4
12.6
13.2
12.0
12.2
12.6
12.9
13.4
10.5
11.0
11.5
12.0
12.5
13.0
13.5
14.0
FY 2014-15 FY 2013-14
In %
115
percentiles, a marginal
reduction has been
observed in the 10
th

Average annual
across levels; the
the Junior Management
level
Majority of the
organizations have
given increments to
the range of 8.1-
17.2%, across all
levels
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
In % 10P 25P 50P 75P 90P Avg
Clerical 10.3 11.7 13.5 16.2 19.6 13.6
JM 12.4 14.3 16.2 19.9 23.4 16.4
MM 13.4 15.9 18.5 24.3 29.8 18.6
SM 16.8 20.2 23.2 28.8 34.1 23.4
TM 18.3 22.7 27.3 32.3 36.8 27.1
In %
116
this sector
at Senior and Top
(18.5%)
The Junior and Middle
Management level
industry
The Top Management
increase in average
FY 2013-14 9.1 13.7 17.8 27.1 35.8 18.1
FY 2014-15 10.1 14.1 18.2 28.4 36.4 18.4
13.6
16.4
18.6
23.4
27.1
11.0
14.7
15.9
21.5
24.0
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
117
Higher variable pay
increased to 10.1%
In comparison to
the 75
th
percentile
variable pay
across levels; the
Majority of the
organizations have
the range of 10.1-
36.4%, across all
levels
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 36.4 31.8 18.2 -
5 - 8 Lacs - 31.8 50.0 18.2 -
8 -12 Lacs - - 18.2 45.5 4.5
> 12 Lacs - - - 18.2 95.5
N/A 100.0 31.8 - - -
< 5000 - 27.3 22.7 13.6 -
5000 - 8000 - 27.3 45.5 27.3 -
8000 -12000 - - 18.2 27.3 18.2
12000 - 15000 - - 13.6 18.2 27.3
> 15000 - - - 13.6 31.8
On Actuals - - - - 22.7
N/A 100.0 45.5 - - -
Provided by - - 36.4% 68.2% 90.9%
Average
Amount per
Month
- - 8000-12000 8000-12000 10000-16000
< 5000 - - - - -
5000 - 10000 - 22.7 40.9 31.8 -
10000 - 15000 - 27.3 36.4 36.4 31.8
> 15000 - 13.6 22.7 18.2 22.7
On Actuals - - - 13.6 45.5
N/A 100.0 36.4 - - -
18.2%
36.4%
31.8%
13.6%
Employee only
Employee & spouse
dependent children
31.8%
Leave Encashment
(4)
(3)
(7)
(8)
118
Developing
Potential
Leaders
Developing
Potential
Leaders
Attracting Talent
31
Clerical/
J M/
MM/
SM/
TM/
31
37
43
48
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Retention Bonus
Talent
Higher Salaries
HR
Challenges
119
Retail
Retail
Employee
Strength
Voluntary Attrition rate for this sector on an average in FY
2013-14 is 13.1%. Highest attrition rate is observed for the
Organizations attribute Better Pay Opportunities, Better
Career Prospects and Personal Reasons as the main
Developing Potential Leaders, Compensation Structuring
and Employee Engagement are the key HR challenges
faced by this sector
22.2%
22.2%
22.2%
55.6%
<100 Crore
100-300 Crore
300-500 Crore
500-1000 Crore
>1000 Crore
33.3%
55.6%
22.2%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
121
Retail
In % 10P 25P 50P 75P 90P Avg
Clerical 6.9 7.9 8.5 10.7 12.5 8.6
JM 7.0 7.7 8.7 10.9 12.6 8.9
MM 7.2 7.9 9.0 10.8 12.9 9.2
SM 7.4 8.2 9.4 11.6 13.4 9.3
TM 7.6 8.8 9.6 11.7 14.1 9.5
In % Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3
10.7 10.4 10.5
9.2
10.7 11.4
9.2 8.9 9.2
11.7
8.6
10.2
9.6 9.4
11.3
10.6 10.7
9.8
11.2
11.9
9.3
8.7
9.6
11.8
8.9
10.6
10.0
9.6
11.5
10.7 10.8
9.9
11.4
12.4
9.5
9.0
9.4
12.4
9.2
10.5
10.2
10.4
11.9
10.8
11.1
10.3
11.7
12.6
9.7
9.4
10.2
12.6
9.3
11.3
10.8
10.3
12.6
11.7
11.8
10.7
12.9
13.3
10.5
9.9
10.4
13.2
9.5
Overall
Industry
TM
SM
MM
JM
CL
122
Junior Management
9.1% in this sector
industry average
increment (10.3%)
all the Management
industry
The Top Management
decrease in average
Retail
FY 2013-14 7.3 8.2 9.3 11.5 14.3 9.3
FY 2014-15 6.8 7.9 9.1 11.2 14.1 9.1
8.6
8.9
9.2
9.3
9.5
8.7
9.1
9.3
9.5
9.9
7.5
8.0
8.5
9.0
9.5
10.0
FY 2014-15 FY 2013-14
In %
123
reduction has been
observed in the 10
th

Average annual
across levels; the
the Top Management
level
Majority of the
organizations have
given increments to
the range of 6.8-
14.1%, across all
levels
Retail
In % 10P 25P 50P 75P 90P Avg
Clerical 10.0 11.3 12.4 15.5 18.8 12.3
JM 12.2 14.5 16.3 20.2 23.7 16.4
MM 13.8 16.5 18.8 24.2 30.0 18.7
SM 17.0 20.4 23.4 28.6 34.0 23.2
TM 17.8 22.6 27.0 32.8 38.2 26.8
In %
12.1 12.5
14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.7
18.6
16.3
18.2
16.2
14.7
18.1
16.3
14.1 14.2
15.7
16.4
16.4
18.9
17.4
20.2
17.9
19.7
18.1
17.3
18.7
18.6
17.3
16.7
17.2
18.6
18.7
22.4
21.6
26.5
21.7
24.3
22.9
20.9
23.7
23.2
20.1
20.2
21.3
23.4
23.2
24.2
25.3
29.5
25.6
27.6
27.2
25.2
27.4
26.9
23.6
23.2
25.8
27.1
26.8
Overall
Industry
TM
SM
MM
JM
CL
124
this sector
at Senior and Top
(18.5%)
The Junior and Middle
Management level
industry
The Top Management
increase in average
Retail
FY 2013-14 9.2 13.2 17.8 26.7 35.2 18.3
FY 2014-15 9.7 14.1 18.1 28.2 37.8 18.5
12.3
16.4
18.7
23.2
26.8
10.8
14.8
16.9
21.0
23.5
0.0
5.0
10.0
15.0
20.0
25.0
30.0
FY 2014-15 FY 2013-14
In %
125
Higher variable pay across
side, the variable pay has
also increased to 9.7%
percentiles, a
90
th
percentile variable
pay
Management level
Majority of the
organizations have
across all levels
Retail
Key Benefits
< 3 Lacs - - - - -
3 - 5 Lacs - 22.2 33.3 - -
5 - 8 Lacs - 33.3 44.4 22.2 -
8 -12 Lacs - - 22.2 55.6 11.1
> 12 Lacs - - - 22.2 88.9
N/A 100.0 44.4 - - -
< 5000 - 22.2 22.2 11.1 -
5000 - 8000 - 22.2 44.4 22.2 -
8000 -12000 - - 22.2 33.3 11.1
12000 - 15000 - - 11.1 22.2 11.1
> 15000 - - - 11.1 44.4
On Actuals - - - - 33.3
N/A 100.0 55.6 - - -
Provided by - - 55.6% 66.7% 100.0%
Average
Amount per
Month
- - 8000-12000 8000-12000 10000-18000
< 5000 - - - - -
5000 - 10000 - 55.6 55.6 33.3 -
10000 - 15000 - 11.1 44.4 33.3 22.2
> 15000 - 33.3 - 22.2 44.4
On Actuals - - - 11.1 33.3
N/A 100.0 - - - -
22.2%
33.3%
33.3%
11.1%
Employee only
Employee & spouse
dependent children
33.3%
Leave Encashment
100.0%
(2)
(1)
(3)
(3)
126
Retail
Developing
Potential
Leaders
Developing
Potential
Leaders
Attracting Talent
28
Clerical/
J M/
MM/
SM/
TM/
31
35
40
47
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Relocation etc.)
Profit Sharing
Retention Bonus
Talent
Higher Salaries
HR
Challenges
127
Table of Content
Executive Summary
Contact Us
About Us
Deloitte Human Capital Consulting
Deloitte Consultings Human Capital practice is a leading global advisor and implementation partner working with companies, governments, and
organizations around the world. Our goal is to improve our clients organizational results and impact by focusing on challenges at the intersection
of business and people.
Our global network of more than 5,000 Human Capital professionals serves 100 countries. The scale of our global Human Capital partner and
practitioner network allows us to provide global and national clients with a network, which can respond quickly, flexibly, and at scale to meet client
challenges. Our practice goes to market applying deep industry experience and globally recognized HR, talent, and organization transformation
skills and capabilities. We offer a focused combination of breadth and expertise across HR service lines.
Our India Offerings:
Strategic Change &
Organization Transformation
Talent, Performance
& Rewards
HR
Transformation
Merger and Acquisitions (M&A)
Organization Design
Organization Structure
Role Profiling

HR Audit
HR Effectiveness Review

HR Policies and Procedures
Plan and Design HR Policies
Development of Standard Operating
Processes in HR

HR Strategy
Define HR Strategy
Design of HR Structure Roles & Core
Processes
Job Evaluation

Compensation & Benefits
Structuring & Benchmarking
Incentive Plan Design

Employee Stock Options
Talent Management
Identify Critical Workforce
Competency Modeling
Assessment Centers

Performance Management System

Learning and Development
Training Needs Assessment
Training Design & Delivery

Leadership Development
360 Degree Feedback
Succession Planning
Capability Development
HR Systems
Design, Review and Benchmarking

India Operations Setup
India Office Setup Location feasibility
Study
Key Elements of India Rules And
Regulations
End-to-End HR Interventions
Employment Contract Letter

Merger & Acquisitions
Due Diligence
Post-announcement phase
Integration
Communication Workshop
Culture
Organization Culture Assessment
Employee Engagement Survey
Change Management
Readiness Assessment
Communication
Stakeholder Impact Assessment
129
Table of Content
Executive Summary
Contact Us
Contact Us

P Thiruvengadam
Sr. Director
National Practice
Leader
Human Capital Consulting,
Deloitte Touche Tohmatsu India Private Limited,
100/2, Anchorage II,
Richmond Road, Bengaluru,
Karnataka 560025, India

Tel/Direct: +91 (80) 6627 6108
Mobile: +91 98 4503 6566
E-mail: pthiruvengadam@deloitte.com

Dr. Vishalli Dongrie
Sr. Director
Head Talent,
Performance and
Rewards

India Bulls Finance Centre, Tower 3,
27 32nd Floor, Senapati Bapat Marg,
Elphinstone Road ( West ),
Mumbai 400013, India

Tel/Direct: +91 (22) 6185 4280
Mobile: +91 98 3397 3458
E-mail: vdongrie@deloitte.com

F o r t e c h n i c a l q u e r i e s , p l e a s e
r e a c h o u t t o :
Saptarshi Chatterjee
Manager


Tel/Direct: +91 (22) 6185 4549
Mobile: +91 98 1995 1648
E-mail: sapchatterjee@deloitte.com

Malvika Sharma
Senior Analyst

Tel/Direct: +91 (22) 6185 4508
Mobile: +91 98 1991 2990
E-mail: malvikas@deloitte.com

131
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (DTTL), its network of member firms, and
their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global) does not
provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms.

This survey is a general survey carried out by Deloitte Touche Tohmatsu India Private Limited (DTTIPL) and data or information provided by you will be used
in connection with this survey, other studies or analyses performed by DTTIPL. This survey and the survey results are the proprietary property of DTTIPL and
will be disclosed only if required by law or in connection with this survey or such studies, analyses or services, however the data or information provided would
not contain any information that identifies you or associates with you the responses you have provided.

None of DTTIPL or its affiliate entities (Deloitte Network) are by means of this survey or the survey results, rendering professional advice or services. Neither
this survey nor the survey results is a substitute for any kind of professional advice or services. The Deloitte network is not responsible for any loss
whatsoever sustained by any person who relies on this survey or the survey results.

2014 Deloitte Touche Tohmatsu India Private Limited. Member of Deloitte Touche Tohmatsu Limited

Annual Compensation Trends Report FY 2014-15

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Annual Compensation Trends Report FY 2014-15

Hochgeladen von

Copyright:

Verfügbare Formate

Annual

Compensation & Benefits

Das könnte Ihnen auch gefallen