2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC) June 2014 1/9 CONFIDENTIAL ABOUT YOUR ORGANIZATION 1. Name of the organization: ___________________________________ Contact data: Name Job title Phone Email 2. Revenue of the organization in Canada ($ Millions): 3. Current number of employees in your organization by region: Atlantic Provinces: British Columbia: Québec: Other region(s) in Canada: Ontario: United States: Prairies (Manitoba, Saskatchewan): Other countries: Alberta: Total (calculated field): 4. Expected changes in your organization over the next year. Little or no change Increase of more than 10% Reduction of more than 10% Revenue/Operating budget Staff level 5. Anticipated overall budget increase for 2015 as a % of payroll. Hourly paid: % Other job categories: %
Transcript
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
June 2014 1/9 CONFIDENTIAL
ABOUT YOUR ORGANIZATION
1. Name of the organization: ___________________________________ Contact data:
Name
Job title
Phone
Email
2. Revenue of the organization in Canada ($ Millions):
3. Current number of employees in your organization by region: Atlantic Provinces: British Columbia: Québec: Other region(s) in Canada: Ontario: United States: Prairies (Manitoba, Saskatchewan): Other countries: Alberta: Total (calculated field):
4. Expected changes in your organization over the next year. Little or no change Increase of more than 10% Reduction of more than 10%
Revenue/Operating budget Staff level
5. Anticipated overall budget increase for 2015 as a % of payroll. Hourly paid: % Other job categories: %
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
June 2014 2/9 CONFIDENTIAL
6. Salary policy by region. What are the regional factors applicable to your organization’s salary policy in Canada? For example,
if average salaries paid by your organization in Alberta are 5% higher than National averages, please select the option “5% to 7% higher” for Alberta. Regions where average wages are lower than National average Less than 10% 7% to 10% 5% to 7% 2.5% to 5% Up to 2.5% lower lower lower lower lower
Atlantic ProvincesQuébecOntario
Prairies (Manitoba, Saskatchewan)Alberta
British ColumbiaOther region(s) in Canada
Regions where average wages are higher than National average Up to 2.5% 2.5% to 5% 5% to 7% 7% to 10% More than 10% higher higher higher higher higher
Atlantic ProvincesQuébecOntario
Prairies (Manitoba, Saskatchewan)Alberta
British ColumbiaOther region(s) in Canada
7. Impact of increased legal minimum wage on other hourly wages in the organization. Additional increases granted to maintain existing wages’ relativity No impact on hourly wages already paid above legal minimum wage
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
June 2014 6/9 CONFIDENTIAL
PRIORITIES FOR 2015
1. Most HR organizations are looking for ways to spend more on areas that improve engagement and productivity, by saving money in other areas. Which of the following are priorities for your organization?
Key areas Do you have plans to address these concerns? of concern Yes No
Improve Engagement & Productivity Increase cash compensation Improve benefit programs Improve retirement programs (if applicable) Improve communication of Total Rewards Improve general workplace health and well‐being Improve mental health in the workplace Improve training & development programs Allow more choice and flexibility in benefit programs
Reduce Costs & Improve Efficiency Reduce long term disability costs Reduce short term disability costs Reduce the cost of incidental absence (1‐2 days) Reduce workers’ compensation costs Reduce the cost of health and dental plans Reduce the cost and risk of retirement plans (if applicable) Improve integration between service providers Improve the integration of reporting across programs
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
June 2014 7/9 CONFIDENTIAL
WORKPLACE HEALTH Currently Planned in next Not in place 12‐18 months planned
1. Organizations are placing an increasing focus on the health of their employees, as a way of improving productivity and business results. How is your organization monitoring the health of your employees? Monitor Health Risk Assessment (HRA) results Analysis of the incidence and duration of disability claims Analysis of disability claims by diagnostic category Analysis of drug claims Integrative analysis of HRA results, drug & disability data
2. Mental health is the greatest cost driver in benefit and disability plans. Has your organization implemented any of the following practices for managing mental health in the workplace? Mental health training for managers Mental health risk assessment tools for employees Increased promotion of Employee Assistance Program Implement the Standards for Psychological Health & Safety in Workplace Specialized services for dealing with depression and mental health disability
ABSENCE & DISABILITY MANAGEMENT
1. Does your organization keep track of any of the following metrics for managing disability costs? Currently Planned in next Not in place 12‐18 months planned Cost of Incidental absence (1‐2 days) Incidence and duration of short term disability/sick leave Incidence and cost for long term disability claims Incidence and cost of workers’ compensation claims
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
June 2014 8/9 CONFIDENTIAL
2. The duration of short term disability/sick leave claims is an important benchmark of the effectiveness of disability
management. If you keep track of this, what is the average duration of these claims? _____ calendar days don’t know
3. Which of the following practices are you currently following for absence & disability management? Currently Planned in next Not in place 12‐18 months planned
Documented policies and practices for absence & disability management Dedicated case management resources Specialized resources for dealing with mental health claims Detailed and documented return to work plans
TOTAL REWARDS (compensation, benefits, retirement and career development programs)
Currently Planned in next Not doing 12‐18 months planned 1. What strategies are you considering to increase the understanding and perceived value of your Total Rewards program?
Introduce Total Rewards statements Replace paper‐based communication with on‐line tools Improve employee education and resources Provide decision support tools (ie. help employees make choices)
2. What strategies are you considering to improve the delivery of your Total Rewards program?
Reduce/consolidate the number of websites Single sign‐on approach to reduce the number of passwords Provide access through mobile applications
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
June 2014 9/9 CONFIDENTIAL
COMMON PRACTICES
Please check all job categories where the following programs apply. Hourly Part time Union Other
Pension plan with a Defined Benefit (DB) component Pension plan with a Defined Contribution (DC) component Deferred Profit Sharing Plan (DPSP), TFSA or Group RRSP Health Care Plan Dental Care Plan Life Insurance ‐Basic ‐Employee ‐Retiree ‐Dependent Long term disability HOLIDAYS AND VACATION Please complete the following grid by job categories.
Hourly Part time Union Other
Number of statutory and flexible holidays per year days days days days Number of years of service required to receive: Three weeks of vacation years years years years Four weeks of vacation years years years years Five weeks of vacation years years years years Six weeks of holidays years years years years Seven weeks of vacation years years years years Eight weeks of vacation years years years years
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
Benchmarkpositions–Jobcapsules
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1. Sales Associate Customer facing role, merchandise sales (knowledge of products and services), answers customer enquiries and basic concerns. May or may not handle sale transaction.
2. Cashier A cashier’s responsibilities overlap somewhat with that of a sales associate in that they are both customer facing and responsible for sales. However, in some store environments they have less of a focus on initiating sales and instead focus on completing the transaction or closing the sale.
3. Beauty/Cosmetic Advisor
In addition to a basic sales associate position, the beauty/cosmetic advisor maximizes sales of beauty products and services to customers by providing information, advice, counsel and instruction, while achieving excellence in sales and customer service.
4. Retail Management Trainee
People leader role (managing sales teams) may include customer facing role, may include basic merchandising duties and responsibilities within the store.
5. Store Management
A store manager is responsible for all aspects of successful store operations including all elements of sales, operations, personnel and merchandising.
6. Floor Manager
Customer facing role, merchandise sales (knowledge of products and services), answers customer enquiries and complex complaints and concerns. This role Includes operational responsibilities for example inventory, product stock management and orders, displays etc. In addition people leader responsibilities for example including recruitment, training and leading sales teams.
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
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7. Department Manager
This is a regular retail management role, this role involves being responsible for a particular department (In large retail stores, sometimes management positions have to be spread out throughout departments)
Daily duties as a Department Manager may vary depending on what the store sells but most involve some or all of: Managing staff Merchandising Hitting targets and implementing strategies to improve sales Stock control Hitting sales targets Account analysis Forecasting future sales Taking care of customer service including handling queries and complaints Recruiting and training new staff.
8. Assistant Store Manager
Assistant store managers help the managers oversee sales, operations, personnel and merchandising to achieve the goals and standards set by the company. The position is the store manager's right hand: they assume responsibility of the store when the manager is not present.
9. Area Manager
Area (or regional) managers, have overall responsibility for a number of stores in an allocated area. They are responsible for staff and work closely with other senior managers and department managers.
Duties will include: Setting sales targets Maximising sales and profitability Providing your team with a stimulating and supportive environment Maintaining and increasing standards of customer service Driving team performance Controlling the training and development of staff
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
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10. District Manager
District managers are strong merchants with a thorough understanding of retail aesthetics and customers. They possess strong analytical skills and are effective problem solvers. District managers hire, train and develop their management teams. Other responsibilities include ensuring district‐wide customer satisfaction and product quality, while managing the territory's financial performance, and managing safety and security within the district.
11. Alterations Specialist Alters clothing to fit individual customers or repairs defective garments, following alteration or repair tags or marks on garments: Examines tag or garment to ascertain necessary alterations.
12. Human Resources Manager, Stores
This position is responsible for planning, directing, and coordinating human resource activities in the stores organization. Position is responsible for understanding business needs, maximizing the strategic use of human resources, implementing and administering human resource programs, and ensuring compliance with policy, procedures, and legal requirements.
13. Loss Prevention Investigator This position is a Store level non‐management role. They are tasked with the detection of internal and external criminal activity having a detrimental effect on the company’s assets. They are also responsibility for the apprehension of perpetrators, and all of the required criminal case file preparation. They are responsible for the collection of evidence pertaining to a crime, as well as the delivery of witness testimony in Criminal court.
Reporting: the Loss Prevention Investigator typically has no direct report. They may report to a Store Manager, or a field level Loss Prevention Manager with multiple facility responsibility.
Primary Responsibility: In most provinces the procedures relative to the performance of duties is governed by the provincial registrar and the training guidelines set forth by the Registrar. In those provinces the Loss Prevention an estimator must be licences by the province.
Secondary duties: in many cases the Loss Prevention Investigator is also tasked with some health and safety obligations. They are typically trained in first aid response. They may be an active member of the provincially mandated joint occupational health and safety committee. They may be required to complete accident investigations.
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
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14. Merchandise Manager
A merchandise manager will assist the store manager in directing all activities related to customer service, merchandise flow, store maintenance, expense management, shortage prevention and sales support functions.
15. Financial Analyst Financial Analysts are responsible for special projects that provide analytical support to larger departmental projects. Projects and reports could be on planning/forecasting, treasury operations or tax, depending on the specific department. In most cases, this position will require an undergraduate degree in finance, accounting, math or economics.
16. Systems Analyst
A systems analyst will use advanced technical and professional skills along with the application of systems experience necessary to quickly develop, modify and implement complex information systems and solutions. Retail systems that an analyst maintains create a platform to measure sales and inventory, re‐order stock, and analyze sales trends.
17. Planner A store planner will work with management to effectively plan and control inventories at the location level to maximize sales, inventory and profit. A store planner will also ensure the company's commitment to have key items in stock and replenish merchandise, and direct the distribution of goods to achieve store sales/turn/gross margin goals across areas of responsibility. In this position, experience with merchandising, planning, forecasting and allocation in a retail environment.
18. In‐Store Marketing Manager
The in‐store marketing Manager works with head office and is responsible for driving the development plan for all in‐store initiatives that are funnelled down to store level. The in‐store marketing manager will meet with retail departments at head office to determine promotional, sale and marketing needs at store level. In‐store marketing pertains to all store signage, point‐of‐sale material, and event/sale in‐store marketing strategies.
2014 Compensation Survey Sponsored by the Retail Council of Canada (RCC)
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19. Receiver
Directly responsible to accurately receive all merchandise, including saleable and non‐saleable, into the store and coordinates all outgoing shipments. Communicates merchandise arrival to store team to ensure appropriate turnaround time of stock and organizes freight to the sales floor.
20. Resident Technician
The Resident Technician Consultant is responsible to effectively sell Tech services and products. They will install, configure, upgrade, troubleshoot and repair personal computer hardware and operating systems. They are responsible for establishing and maintaining sales and service excellence by assigning the highest priority to customer satisfaction and demonstrating quality in every aspect of work. Assists in providing guidance, training and coaching to associates as required
21. Technology Consultant
The Technology Consultant is primarily a sales position. They will spend the majority of their time with customers, maximizing sales. The Technology Consultant will work actively with the direct supervisor to develop and reinforce the selling culture, leverage customer relationships to drive sales, and maintain high merchandising standards. Responsible to ensure customer satisfaction both in store and post sales. Assists in providing guidance, training and coaching to associates as required
22. Services Supervisor
To provide supervision to the Services areas in the store; including cash, copy and technology services. Will have direct accountability for all cash and service associates and may have accountability for copy and technology services associates. Required to take an active role in maximizing sales and ensuring complete customer satisfaction. Assesses and evaluates direct reports, and takes a lead role in providing guidance, training and coaching on company initiatives, sales programs and product knowledge to maximize sales and earnings. This associate will also have keyholder responsibilities (open and closing the store) and will perform Manager on Duty shifts.
