HEALTH WEALTH CAREER Report - imercer...2016. • To provide up to date information on key HR trends...

H E A L T H W E A L T H C A R E E R

A S I A M A R K E T P U L S E S U R V E Y –

S I N G A P O R E

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C O N T E N T S

Introduction and Background

Key Findings

Detailed Analysis

Appendix - List of Participating Organizations

Confidentiality

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S E C T I O N 1S E C T I O N 1 1C O N F I D E N T I A L I T YIDENTIALIT

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C O N F I D E N T I A L I T Y

To ensure the confidentiality of all data, a minimum number of observations is required in order for statistics to be displayed.Three organizations must report at least three observations for a variable in order for the mean to be displayed. Fourorganizations and four observations are required for display of the median. Five organizations reporting at least five observationsare required to display 25th and 75th Percentiles. Where there has been insufficient data for analysis, this has been indicatedwith “-“.

Human Resource professionals who deal regularly with surveys are aware of the variance that may exist in survey data. Datamay fluctuate slightly from year to year due to changes in the participant base. It is also important to note that within a sample, asignificant amount of data may be reported by one organization. It is also possible for data to change drastically from year to yeardue to industry-related factors and economic conditions.

The information and data contained in this report are for information purposes only and are not intended nor implied to be asubstitute for professional advice. In no event will Mercer be liable to you or to any third party for any decision made or actiontaken in reliance of the results obtained through the use of the information and/or data contained or provided herein.

Mercer is providing this survey information to its clients to permit them to make independent decisions regarding salaries.Because the exchange of salary information among competitors may be construed in certain circumstances as a means tofacilitate an antitrust violation, Mercer has taken appropriate steps in collecting and disseminating this information in order toavoid such perceptions.

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S E C T I O N 1S E C T I O N 2 1INTRODUCTI ON ANDBACKGROUNDIDENTIALIT

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I N T R O D U C T I O N A N D B A C K G R O U N D

• According to the Ministry of Trade and Industry (MTI), the Singapore economy is expected to grow by 2.0% in 2015. In thethird quarter of 2015, the economy grew by 1.9%, slightly lower than the 2.0% in the previous quarter. The global economicoutlook is expected to improve in 2016, supported by stronger growth in the developed countries and emerging markets.Combined with the continued slowdown expected in China, the Singapore economy is expected to grow by 1.0%-3.0% in2016.

• To provide up to date information on key HR trends practices, Mercer conducted its second cycle 2015 Market PulseSurvey in October 2015 and this report details our findings.

• Mercer’s Market Pulse survey gathers key HR information across the following areas:• Salary increases• Variable pay• Attrition rate• Hiring intention• Jobs that are priority to recruit• Jobs that are challenging to recruit and retain• Business expectations• HR Budgets• Workforce planning

• 300 organizations from various industry sectors participated in the survey. Their details are included in Appendix.

Note:ü Percentage may not equal to 100% due to rounding

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S E C T I O N 1S E C T I O N 3 1KEY F INDINGSIDENTIALIT

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K E Y F I N D I N G S

• Salary increase in 2015 is expected to be at 4.1%, similar to what was reported in Mercer’s H1 2015 MarketPulse Survey. The average salary increase is forecasted to be 4.0% in 2016.

• Salary increase forecast for 2016 is generally expected to be similar to or lower than 2015 actual figures formost industries.

• 3 out of 188 respondents reported a freeze in salary increase in 2015.

• Based on current forecast, target variable bonus is expected to be similar for bonus payout based on 2015performance (18.9%) as compared to 2014 performance (19.0%).

• Majority of respondents indicated that they would maintain their current headcount for 2016. Headcount ismost likely to increase in the Sales and Marketing function, with 18% of respondents indicating a plan toincrease headcount.

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S E C T I O N 1S E C T I O N 4 1D E TAI L E D AN ALY S I SIDENTIALIT

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P A R T I C I P A N T P R O F I L E – I N D U S T R Y

Banking/Financial Services,5%

Consumer Goods, 7%Energy, 6%

High Tech, 17%

Insurance/Reinsurance, 1%

Life Sciences, 13%

Other Durable GoodsManufacturing, 7%

Other Non-Durable GoodsManufacturing, 13%

Other Non-Manufacturing,13%

Retail & Wholesale, 4%

Services (Non-Financial), 13%

Transportation Equipment, 1%

No. of organizations = 300

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P A R T I C I P A N T P R O F I L E

Type of EntityType of Organization


Parent/Independent, 26%

Subsidiary,58%

Multi-ProfitCentre

(Group), 2%

Division,13%

Publicly listedon a stock

exchange, 47%

Private (notlisted on any

stockexchange),

41%

State-OwnedEnterprise

(CrownCorporation),

6%

Joint-Venture,3%

Not-for-profit,3%

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33.5

%

26.2

%

22.8

%

9.7%

3.4%

1.5%

1.0%

1.0%

0.5%

0.5%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Parent Company Location


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19%

14%

20%

15%

15%

11%

2%

5%

18%

16%

19%

16%

14%

11%

2%

4%

Less than 50 50 < 100 100 < 250 250 < 500 500 < 1,000 1,000 < 3,000 3,000 < 5,000 Over 5,0000%

5%

10%

15%

20%

25%

Local Headcount

2014 (Number of organizations =225) 2015 (Number of orgaizations =279)

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84%

7% 5% 2% 2%

82%

9% 5% 2% 2%

Less than 50 50 < 100 100 < 250 500 < 1,000 Over 5,0000%

10%

20%

30%

40%

50%

60%

70%

80%

90%Local Plus Headcount

2014 (Number of organizations = 155) 2015 (Number of organizations = 256)

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87%

5% 5% 2% 1%

87%

7% 4% 2%

Less than 50 50 < 100 100 < 250 250 < 500 500 < 1,0000%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%Expatriate Headcount

2014 (Number of organizations = 157) 2015 (Number of organizations = 192)

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21%

10%

17%

11%

11%

9%

14%

6%

21%

11%

14%

13%

10%

9%

14%

6%

0%

5%

10%

15%

20%

25%Net Sales Revenue ( in USD)

2014 Results (Number of organizations =143) 2015 Results (Number of organizations =227)

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S A L A R Y I N C R E A S E S

QUESTIONS

1. What is the frequency of salary reviews in your organization?

2. Please advise the regular salary review month in your organization?

3. If your organization undertakes bi-annual salary reviews, please specify the 2nd reviewmonth ?

4. What is the base salary increase % given / budgeted for based on overall payroll budget?

5. What is the average promotion increment by level based on overall payroll budget?

6. Is there any special salary adjustment for the job family based on overall payroll budget?

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S A L A R Y P O L I C Y

54%

22%

12%

8%

4%

1%

April

January

July

March

June

Others

0% 10% 20% 30% 40% 50% 60%

Most Preferred Month for Salary Review

Annually,97%

Biannually(6

months),2%

Other, 1%

Salary Review Period

Only top 5 most preferred months are shown above.Rest of the months are included under ‘Others’.

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B A S E S A L A R Y I N C R E A S E P E R C E N T A G E O NO V E R A L L P A Y R O L L B U D G E T * – B Y I N D U S T R Y

Year Overall(N=288)

Banking/FinancialServices(N=17)

ConsumerGoods(N=22)

Energy(N=18)

High Tech(N=52)

Life Sciences(N=44)

2014 (Actual) Average 3.9% 4.1% 4.1% 4.1% 4.1% 4.2%

Median 4.3% 4.2% 4.2% 4.0% 4.1% 4.5%

2015(Actual/Budgeted)

Average 3.7% 4.5% 4.6% 3.9% 4.5% 4.4%

Median 4.1% 4.6% 4.5% 3.8% 4.3% 4.5%

2016 (Forecast) Average 3.9% 4.1% 4.1% 3.5% 4.6% 4.9%

Median 4.2% 4.0% 4.3% 4.0% 4.2% 4.5%

3.9% 4.1%

4.1%

4.1%

4.1% 4.2%

3.7%

4.5% 4.6%

3.9% 4.

5%

4.4%

3.9% 4.2% 4.1%3.5%

4.6% 4.9%

0%

1%

2%

3%

4%

5%

6%

Overall Banking/FinancialServices

Consumer Goods Energy High Tech Life Sciences

Base Salary Increase (Avg.)

2014 % (Actual) 2015 % (Actual/Budgeted) 2016 % (Forecast)

* Results are inclusive of Salary Freeze

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B A S E S A L A R Y I N C R E A S E P E R C E N T A G E O NO V E R A L L P A Y R O L L B U D G E T * – B Y C A R E E R L E V E L

3.9% 4.

2%

4.1%

3.8%

3.8% 4.

1% 4.2%

4.1%

3.7%

3.7% 4.

0%

4.0%

3.6% 3.7% 4.

0%

4.0%

3.9% 4.1%

3.9% 4.2% 4.1%3.7% 3.8% 3.8% 4.0% 3.7% 3.9%

0%

1%

2%

3%

4%

5%

6%

Overall Head oforganization

Executives Mgmt. - Sales Mgmt. - NonSales

Prof. - Sales Prof. - NonSales

Para-Prof. -White collar

Para-Prof. -Blue collar

Base Salary Increase (Avg.)


Year Overall(N=188)

Head ofOrg.

(N=63)

Executives(N=84)

Mgmt.Sales(N=67)

Mgmt.Non-Sales

(N=101)

Prof-Sales(N=67)

ProfNon-Sales

(N=104)

Para- ProfWhite Collar

(N=92)

Para- ProfBlue Collar

(N=60)

2014(Actual)

Average 3.9% 4.2% 4.1% 3.8% 3.8% 4.1% 4.2% 4.1% 3.7%

Median 4.3% 4.2% 4.2% 4.1% 4.3% 4.0% 4.3% 4.2% 4.0%


Average 3.7% 4.0% 4.0% 3.6% 3.7% 4.0% 4.0% 3.9% 4.1%

Median 4.1% 4.0% 4.0% 4.1% 4.2% 4.2% 4.2% 4.1% 4.0%

2016(Forecast)

Average 3.9% 4.2% 4.1% 3.7% 3.8% 3.8% 4.0% 3.7% 3.9%

Median 4.2% 4.0% 4.1% 4.0% 4.2% 4.1% 4.3% 4.0% 4.0%

* Results are inclusive of Salary FreezeN represents ‘No. of Organizations’ for 2015 (Actual/Budgeted)

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P R O M O T I O N A L I N C R E M E N T P E R C E N T A G E O NO V E R A L L P A Y R O L L B U D G E T – B Y C A R E E R L E V E L

1.9% 1.9%

1.9%

1.8% 1.9%

1.8% 1.

9%

1.9%

1.8%1.8% 1.9% 2.

0%

1.9% 2.0%

1.9% 2.0%

2.0%

1.7%

1.8% 1.8%2.0%

1.6% 1.8%1.6%

1.7% 1.7% 1.6%

0%

1%

1%

2%

2%

3%

3%

Overall Head oforganization

Executives Mgmt - Sales Mgmt - NonSales

Prof - Sales Prof - NonSales

Para-Prof -White collar

Para-Prof - Bluecollar

Promotional Increment (Avg.)


* Results are inclusive of Salary Freeze

Year Overall(N=178)

Head ofOrg.

(N=61)

Executives(N=92)

Mgmt.Sales

(N=110)

Mgmt.Non-Sales

(N=155)

Prof-Sales

(N=132)

ProfNon-Sales

(N=155)


(N=134)


(N=123)

2014(Actual)

Average 1.9% 1.9% 1.9% 1.8% 1.9% 1.8% 1.9% 1.9% 1.8%

Median 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%


Average 1.8% 1.9% 2.0% 1.9% 2.0% 1.9% 2.0% 2.0% 1.7%

Median 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

2016(Forecast)

Average 1.8% 1.8% 2.0% 1.6% 1.8% 1.6% 1.7% 1.7% 1.6%

Median 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

N represents ‘No. of Organizations’ for 2015 (Actual/Budgeted)

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S P E C I A L S A L A R Y A D J U S T M E N T B A S E D O N O V E R A L LP A Y R O L L B U D G E T – B Y J O B F A M I L Y

Year Admin.(N=151)

App.Development

(N=89)

Back-end ProcessingOperations

(N=73)

Call Centre(N=57)

Consulting(N=46)

Corporate Affairs(N=36)

2015 (Actual/Budgeted)

Average 2.0% 1.8% 0.7% 1.9% 0.3% 0.7%

Median 0.5% 0.4% 0.5% 0.5% 0.4% 0.4%

2016 (Budgeted/Forecasted)

Average 1.8% 2.1% 0.8% 1.0% 0.3% 0.9%

Median 0.5% 0.5% 0.5% 0.5% 0.5% 0.5%

2.0%

1.8%

0.7%

1.9%

0.3%

0.7%

1.8%

2.1%

0.8%

1.0%

0.3%

0.9%

0.0% 0.5% 1.0% 1.5% 2.0% 2.5%

Administration

Applications development

Back-end processingoperations (BPO)

Call centre

Consulting

Corporate affairs

Additional Increase (Avg.)

2015% (Actual/Budgeted) 2016% (Budgeted/Forecasted)

* Results are inclusive of Salary FreezeN represents ‘No. of Organizations’ for 2015 (Actual/Budgeted)

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S A L A R Y I N C R E A S E S

• A large majority of companies (95%) of companies review their salary policies once a year, typically in April.

• Salary increase for 2015 is 5.1% (average), slightly higher than the forecasted increase of 4.5% (average) in2016.

• The High Tech sector reported the highest average salary increase forecast for 2016 at 4.3%, followed bythe Energy , Life Sciences and Retail and Wholesale sectors at 4.1%.

• Similar to what was reported in H1 2014, there is a significant dip observed in salary increase in theConsumer Goods industry compared to 2015 budgeted figures.

• There is generally a decrease in promotional increment % across all career levels from 2015 to 2016,except at the executive level.

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S H O R T T E R M I N C E N T I V E S

QUESTIONS

1. What is the variable bonus given/budgeted for?

2. What are the Sales Incentives and Commissions given/budgeted for?

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V A R I A B L E B O N U S – B Y I N D U S T R Y

29.0

%

27.0

%

24.0

%

25.5

%

23.5

%

21.1

%

28.0

%

26.2

%

26.6

%

24.8

% 27.3

%

28.5

%

0%

5%

10%

15%

20%

25%

30%

35%

Overall Banking/FinancialServices

Consumer Goods Energy High Tech Life Sciences

Variable Bonus (Avg.) as %age of Base Salary

2014 % (Actual) 2015 % (Target)

Year Overall(N=226)

Banking/ FinancialServices(N=66)

ConsumerGoods(N=45)

Energy(N=57)

High Tech(N=93)

Life Sciences(N=62)

2014 (Actual) Average 29.0% 27.0% 24.0% 25.5% 23.5% 21.1%

Median 27.4% 29.5% 24.4% 22.5% 25.1% 19.0%

2015 (Target) Average 28.0% 26.2% 26.6% 24.8% 27.3% 28.7%

Median 27.0% 28.0% 25.0% 24.7% 25.2% 17.5%

N represents ‘No. of Organizations’ for 2015 (Target)

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V A R I A B L E B O N U S – B Y C A R E E R L E V E L

29.0

% 34.7

%

32.1

%

28.5

%

22.8

% 27.0

%

25.8

%

24.3

%

23.7

%28.0

% 32.8

%

32.7

%

26.5

%

27.8

%

28.7

%

25.6

%

24.4

%

23.8

%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Overall Head ofOrganization




Para-Prof-Blue collar

Variable Bonus (Avg.) as %age of Base Salary

2014 % (Actual) 2015 % (Target)

Year Overall(N=226)

Head ofOrg.

( N=68)

Executives(N=101)

Mgmt.Sales(N=60)

Mgmt.Non-Sales

(N=121)

Prof-Sales(N=56)

ProfNon-Sales

(N=118)


(N=105)


(N=62)

2014(Actual)

Average 29.0% 34.7% 32.1% 28.5% 22.8% 27.0% 25.8% 24.3% 23.7%

Median 27.4% 32.2% 35.0% 29.0% 28.9% 26.7% 25.0% 24.0% 24.0%

2015(Target)

Average 28.0% 32.8% 32.7% 26.5% 27.8% 28.7% 25.6% 24.4% 23.8%

Median 27.0% 30.0% 35.0% 29.1% 27.0% 25.8% 25.0% 25.0% 24.5%


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S A L E S I N C E N T I V E – B Y I N D U S T R Y

23.3

%

22.8

% 27.4

%

17.7

%

29.8

%

24.3

%

24.6

% 27.8

%

15.5

%

27.0

%

0%

5%

10%

15%

20%

25%

30%

35%

Overall High Tech Life Sciences Other Durable Goods Mfg. Other Non-Durable GoodsMfg.

Sales Incentive (Avg.) as %age of Base Salary

2014 % (Actual) 2015 % (Target)

Year Overall(N=84)

Life Science(N=19)

Other Durable GoodsMfg.

(N=26)

Retail & Wholsale(N=25)

High Tech(N=23)

2014 (Actual) Average 23.3% 22.8% 27.4% 17.7% 29.8%

Median 23.6% 27.5% 25.0% 15.4% –

2015 (Target) Average 24.3% 24.6% 27.8% 15.5% 27.0%

Median 25.0% 30.0% 27.5% 15.0% –


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S A L E S I N C E N T I V E – B Y C A R E E R L E V E L

23.3

%

34.8

%

26.8

%

35.4

%

24.3

%

30.7

%

29.7

% 33.6

%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Overall Executives Mgmt. - Sales Prof.- Sales

Sales Incentive (Avg.) as %age of Base Salary

2014 % (Actual) 2015 % (Target)

Year Overall(N=34)

Head ofOrg.

( N=2)

Executives(N=17)

Mgmt.Sales(N=23)

Mgmt.Non-Sales

(N=2)

Prof-Sales(N=16)

ProfNon-Sales

(N=2)


(N=2)


(N=0)

2014(Actual)

Average 23.3% – 31.8% 25.8% – 33.4% – – –

Median 23.6% – 30.0% 24.4% – 25.5% – – –

2015(Target)

Average 24.3% – 31.7% 28.7% – 31.6% – – –

Median 25.0% – 30.0% 31.0% – 33.0% – – –


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V A R I A B L E B O N U S A N D S A L E S I N C E N T I V E

• Variable Bonus:

• The overall target variable bonus payout for based on 2015 performance is projected at 28.9% (average),which is similar to the actual variable bonus payout of 22.0% (average) based on 2014 performance.

• The High tech sector showed the highest target variable bonus payout, averaged at 32.2% based on2015 performance, followed by the Consumer Goods sector at 32.4%.

• The highest increase in projected target variable bonus as compared to actual variable bonus is in theOther Goods mfg, targeting a 3.7% increase in variable bonus payout as compared to actual variablebonus payout.

• Sales Incentive:

• The overall average target sales incentives based on 2014 performance is reported at 21.3%, and isprojected to be at 22.3% for 2015 performance.

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V O L U N T A R Y A T T R I T I O N A N D R E T R E N C H M E N T

QUESTIONS

1. What is the % of voluntary attrition (staff turnover) and retrenchment?

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V O L U N T A R Y A T T R I T I O N R A T E – B Y I N D U S T R Y

12.9

%

12.1

%

15.7

%

11.7

%

11.2

%

11.5

%

10.2

%

8.4%

14.6

%

7.7%

9.3% 10

.8%

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

Overall Life Sciences Energy Consumer Goods High Tech Banking/FinancialServices

Voluntary Attrition Rate (Avg.)

2014 % (Full year) 2015 % (Jan-Sep)

Year Overall(N=178)

Life Sciences( N=38)

Energy(N=69)

ConsumerGoods

(N=29)

High Tech(N=133)

Banking/FinancialServices(N=73)

2014(Full year)

Average 12.9% 12.1% 15.7% 11.7% 11.2% 11.5%

Median 11.4% 13.9% 13.0% 7.2% 10.5% 12.2%

2015(Jan -Sep)

Average 10.2% 8.4% 14.6% 7.7% 9.3% 10.8%

Median 8.9% 8.0% 10.0% 4.8% 8.3% 11.0%

N represents ‘No. of Organizations’ for 2014 (Full year)

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V O L U N T A R Y A T T R I T I O N R A T E – B Y C A R E E R L E V E L

12.9

%

12.1

%

10.1

%

8.6%

8.1%

2.5%

5.3%

8.1%

10.1

%

10.2

%

7.9% 10

.9%

5.0% 5.4%

1.0%

6.0%

5.4%

11.7

%

0%

2%

4%

6%

8%

10%

12%

14%





Para-Prof - Bluecollar

Voluntary Attrition Rate (Avg.)


Year Overall(N=178)

Head ofOrg.

(N=77)

Executives(N=69)

Mgmt.Sales(N=45)

Mgmt.Non-Sales

(N=59)

Prof-Sales(N=35)

ProfNon-Sales

(N=99)


(N=51)


(N=48)

2014(Full year)

Average 12.9% 12.10% 10.1% 8.6% 8.1% 2.5% 5.30% 8.1% 10.1%

Median 11.4% 6.20% 8.5% 0.2% 5.9% 0.0% 1.20% 5.9% 8.9%

2015(Jan -Sep)

Average 10.2% 7.90% 10.9% 5.0% 5.4% 1.0% 6.00% 5.4% 11.7%

Median 8.9% 1.80% 7.0% 0.0% 3.8% 0.0% 2.30% 3.8% 8.9%


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R E T R E N C H M E N T R A T E – B Y I N D U S T R Y

2.2%

3.5%

1.3%

2.4%

3.1%

2.9%

1.9%

1.6%

1.9%

2.4%

2.8%

1.5%

0%

1%

1%

2%

2%

3%

3%

4%

4%

Overall High Tech Life Sciences Other Durable GoodsMfg.

Other Non-DurableGoods Mfg.

Other Non-Mfg.

Retrenchment Rate (Avg.)


Year Overall(N=83)

High Tech(N=10)

Life Sciences(N=5)

Other DurableGoods Mfg.

(N=3)

Other Non-DurableGoods Mfg.

(N=5)

Other Non-Mfg.(N=6)

2014(Full year)

Average 2.2% 3.5% 1.3% 2.4% 3.1% 2.9%

Median 0.0% 3.7% 3.8% - 2.5% 2.3%

2015(Jan -Sep)

Average 1.9% 1.6% 1.9% 2.4% 2.8% 1.5%

Median 0.0% 1.1% 4.7% - 1.9% 3.7%


Sample

Rep

ort

© MERCER 2015 33

R E T R E N C H M E N T R A T E – B Y C A R E E R L E V E L

2.2% 2.

6% 3.3% 3.

9%

2.1% 2.

5%

2.3%

3.1%

3.9%

1.9% 2.

5%

8.1%

0.7%

4.2%

0.9%

3.4% 3.6%

7.5%

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%


Executives Management -Sales

Management -Non Sales

Professional -Sales

Professional -Non Sales

Para-ProfWhite collar

Para-Prof -Blue collar

Retrenchment Rate (Avg.)


Year Overall(N=83)

Head ofOrg.

( N=33)

Executives(N=28)

Mgmt.Sales(N=45)

Mgmt. Non-Sales(N=19)

Prof-Sales(N=61)

ProfNon-Sales

(N=42)


(N=42)


(N=42)

2014(Full year)

Average 2.2% 2.6% 3.3% 3.9% 2.1% 2.5% 2.3% 3.1% 3.9%

Median 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.6% 0.0% 0.0%

2015(Jan -Sep)

Average 1.9% 2.5% 8.1% 0.7% 4.2% 0.9% 3.4% 3.6% 7.5%

Median 0.0% 0.0% 0.0% 0.0% 0.9% 0.0% 0.9% 0.0% 0.0%


Sample

Rep

ort

© MERCER 2015 34

V O L U N T A R Y A T T R I T I O N A N D R E T R E N C H M E N T

• In 2014, All Industries average voluntary staff attrition stood at 12.9%. The highest attrition was observed inthe Energy and High tech sector at 26.7%, followed by the Other Non-Manufacturing sector at 16.0%. TheOther Non-Durable Goods Manufacturing and Other Durable Goods Manufacturing sector have the lowestattrition rates at 3.9% and 4.0% respectively.

• From January to September 2015, the average voluntary staff attrition is reported at 8.2%. The Retail andWholesale sector reported the highest figure at 29.1%, while the High Tech sector was the lowest at 4.7%.

• In 2014, overall retrenchment rate averaged at 12.2%. The highest retrenchment was observed in the LifeScience and Other Non-Durable Goods Manufacturing sectors, averaged at 13.5% and 13.1% respectively.

• Retrenchment rate in 2015 (January to September) stood at 11.9% (average), with the highest beingreported in the Other Durable Goods Manufacturing sector at 6.8%.

Sample

Rep

ort

© MERCER 2015 35

H I R I N G I N T E N T I O N S A N D H O T J O B S

QUESTIONS

1. How is the headcount of different job functions likely to change in 2016 in comparison to2015?

a) Please list the top 3 priority jobs for which your company plans to recruit in the next12 months.

b) Please list the top 3 most challenging within your organization to recruit.

c) Please list the top 3 jobs for which your company finds it most challenging to retainexisting employees.

Sample

Rep

ort

© MERCER 2015 36

H I R I N G I N T E N T I O N

12%

12%

11%

18%

16%

5%

5%

3%

3%

2%

79%

80%

75%

68%

61%

5%

3%

11%

12%

21%

0% 20% 40% 60% 80% 100%

Finance & Accounting(No. of organisations=198)

Human Resources(No. of organisations=199)

Information Technology(No. of organisations=196)

Sales & Marketing(No. of organisations=194)

Technical / Engineering(No. of organisations=189)

Change in Headcount of Different Job Functions in 2016Compared to 2015

Increase headcount Reduce headcount Maintain current headcount No such job function

© MERCER 2015 36

Sample

Rep

ort

© MERCER 2015 37

H O T J O B S

EmployeeCategory

Rank Top 3 priority jobs to recruit in thenext 12 months

Top 3 most challenging jobs to recruit Top 3 jobs that are challenging fororganizations to retain

Executive

1 Sales (N=3) Sales (N=5) Sales (N= 5)

2 Supply & Logistics ( N=3) Supply & Logistics ( N=3) Others (N=3)

3 -- -- --

Management

1 Marketing (N=7) Sales (N=8) Sales (N= 5)

2 Others (N=5) Marketing (N=5) Marketing (N=4)

3 Sales (N=5) Corporate affairs ( N=4) Project management (N=3)

Professional

1 Sales (N=31) Sales (N=31) Sales (N=34)

2 Engineering(N=21) Engineering ( N=31) Engineering(N=17)

3 Marketing ( N=12) Others (N=12) Marketing (N=13)

Para –Professional

1 Manufacturing/production and assembly(N=12)

Manufacturing/production and assembly(N=11)

Manufacturing/production and assembly(N=19)

2 Engineering(N=8) Supply & Logistics ( N=8) Supply & Logistics ( N=9)

3 Others ( N=5) Engineering (N=6) Sales (N=7)

© MERCER 2015 37

N represents ‘No. of Organizations’

Sample

Rep

ort

© MERCER 2015 38

• Majority of companies intend to retain headcount in 2015.

• The function that respondents are looking at most likely to increase headcount is Sales and Marketing, with18% of companies indicating an intention to increase headcount in 2016, followed by the Technical/Engineering function (16%).

• Other job functions indicated include Manufacturing, Operations and Supply Chain Management

• This is in line with the Hot Jobs indicated by respondents, where the Sales and Marketing jobs are rankedtop in priority for recruitment from the Executive to the Professional levels. Engineering jobs are also rankedamong the top 3 in Professional and Para-Professional levels. Manufacturing/production and assembly jobsremain the top priority for recruitment at the Para-Professional level.

• In terms of retention, jobs in the Sales function has been indicated as being most challenging to retain at theExecutive to Professional levels.

H I R I N G I N T E N T I O N S A N D H O T J O B S

Sample

Rep

ort

© MERCER 2015 39

H O T T O P I C S

QUESTIONS

1. Which of the following best describes your company’s expectedbusiness and financial performance in “2015”?

2. What is the likely level of change in the HR budget allocation for 2016?

3. For which of the following items, the HR budget allocation may change in 2016 compared to2015?

4. Which of the following best describes your plans regarding your workforce levels in 2016?

5. What will be the impact on the budget in 2016 for the following, on account of currenteconomic conditions in your country?

Sample

Rep

ort

© MERCER 2015 40

B U S I N E S S A N D F I N A N C I A L P E R F O R M A N C E

51%

20%

18%

6%

4%

0% 10% 20% 30% 40% 50% 60%

Similar to 2014 level (+/- 5% change)(No. of organisations=103)

Moderate increase from 2014 level (5 – 15% increase)(No. of organisations=41)

Moderate reduction from 2014 level (5 – 15% reduction)(No. of organisations=37)

Significant increase from 2014 level (> 15% increase)(No. of organisations =13)

Significant reduction from 2014 level (> 15% reduction)(No. of organisations=8)

Expected Performance in 2015

© MERCER 2015 40

Sample

Rep

ort

© MERCER 2015 41

H R B U D G E T A L L O C A T I O N F O R 2 0 1 6

69%

16%

10%

3%

2%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Similar to 2015 level (+/- 5% change)(No. of organisations=140)

Moderate reduction from 2015 level (5 – 15% reduction)(No. of organisations=32)

Moderate increase from 2015 level (5 – 15% increase)(No. of organisations=21)

Significant reduction from 2015 level (> 15% reduction)(No. of organisations=6)

Significant increase from 2015 level (> 15% increase)(No. of organisations=4)

Likely Change in HR Budget Allocation

© MERCER 2015 41

Sample

Rep

ort

© MERCER 2015 42


23%

9%

3%

16%

9%

21%

13%

16%

4%

10%

10%

3%

18%

4%

1%

2%

18%

3%

65%

70%

60%

63%

69%

76%

69%

63%

77%

2%

10%

34%

3%

19%

2%

16%

2%

15%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Base salary increase(No. of organisations=198)

Short-term incentives(No. of organisations=192)

Long-term incentives(No. of organisations=189)

Training & development(No. of organisations=193)

Non-cash recognition(No. of organisations=189)

Health care benefits(No. of organisations=193)

Work life balance program(No. of organisations=191)

Recruitment(No. of organisations=194)

Transport/Meal Benefits(No. of organisations=190)

Items for which HR Budget Allocation may Change in 2016Compared to 2015

Would likely increase the proportion Would likely reduce the proportionWould likely be unchanged Not applicable

© MERCER 2015 42

Sample

Rep

ort

© MERCER 2015 43


50%

81%

83%

65%

63%

56%

45%

14%

10%

18%

16%

8%

5%

6%

6%

17%

20%

36%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Employee Salaries(No. of organisations=197)

Employee benefits likeTransportation, Cafeteria etc(No. of organisations=191)

Welfare amenities(No. of organisations=193)

Training budgets(No. of organisations=194)

Recruitment budgets(No. of organisations=194)

Travel budgets(No. of organisations=191)

Impact on Budget in 2016 on Account of Current EconomicConditions in Your Country

No change Increase in Expenses Reduction in Expenses

© MERCER 2015 43

Sample

Rep

ort

© MERCER 2015 44

W O R K F O R C E L E V E L S I N 2 0 1 6

65%

23%

9%

2%

1%

0% 10% 20% 30% 40% 50% 60% 70%

Maintaining overall workforce by hiring people forreplacement only(No. of organisations=131)

Expanding overall workforce(No. of organisations=46)

Reducing overall workforce but hiring key talent at thesame time(No. of organisations=18)

Reducing overall workforce by freezing all types of hiring(No. of organisations=5)

Others(No. of organisations=3)

Plan Regarding Workforce levels in 2016

© MERCER 2015 44

Sample

Rep

ort

© MERCER 2015 45

H O T T O P I C S

• Majority of respondents expect HR budget in 2016 to be similar to that in 2015 (69% of respondents).

• HR budget allocation in companies is expectedly to remain largely unchanged in 2016 as compared to2015. Companies are most likely to provide an increase in budget allocation for base salary increases andhealthcare benefits.

• Given the current economic situation, increases in expenses are likely to be for employee salaries andtraining budgets, while travel budgets and recruitment budgets are most likely to be reduced.

• Workforce levels in 2016 is expected to remain unchanged, with most companies planning to maintain thecurrent workforce, only hiring for replacement.

Sample

Rep

ort

© MERCER 2015 46

R E T E N T I O N B O N U S S C H E M E

QUESTIONS

1. Do you provide retention bonus scheme?

2. Under what circumstances will a retention bonus be awarded?

3. Which employee levels are eligible for the retention bonus scheme and how is itadministered?

4. In what form is the retention bonus provided?

a) If monetary is selected, please select one of the following options

b) If cash is selected, please select one of the following options

c) Please provide details of the staggered payment

Sample

Rep

ort

© MERCER 2015 47

R E T E N T I O N B O N U S P O L I C Y

18%

82%

0% 50% 100%

Yes(No. of organsations=37)

No(No. of organsations=169)

Do you provide RetentionBonus scheme

70%

51%

16%

0% 20% 40% 60% 80%

Retaining employees withspecialist skill-sets(No. of organsations=26)

Retaining employees atflight risk(No. of organsations=19)

Other(No. of organsations=6)

Reasons for awardingRetention Bonus

Sample

Rep

ort

© MERCER 2015 48


51%

62%

46%

73%

41%

70%

27%

16%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Head of organization(No. of organsations=19)

Executives(No. of organsations=23)

Management - Sales(No. of organsations=17)

Management - Non Sales(No. of organsations=27)

Professional - Sales(No. of organsations=15)

Professional - Non Sales(No. of organsations=26)

Para-Professional - White collar(No. of organsations=10)

Para-Professional - Blue collar(No. of organsations=6)

Employee Levels Eligible for Retention Bonus Scheme

© MERCER 2015 48

Sample

Rep

ort

© MERCER 2015 49

F O R M O F R E T E N T I O N B O N U S

Monetary,93%

Non-Monetary, 7%


Cash, 70%

Shares, 5%

Acombinationof cash andshares, 22% Lumpsum

payment,46%

Installmentpayment,

54%

© MERCER 2015 49

Type of Retention Bonus PaymentTypes of Monetary Retention Bonus

Type of Retention Bonus Scheme

Sample

Rep

ort

© MERCER 2015 50


88%

95%

93%

92%

92%

92%

89%

100%

6%

5%

7%

8%

8%

8%

11%

6%

80% 82% 84% 86% 88% 90% 92% 94% 96% 98% 100%

Head of organization(No. of organsations=16)

Executives(No. of organsations=20)

Management - Sales(No. of organsations=14)

Management - Non Sales(No. of organsations=24)

Professional - Sales(No. of organsations=12)

Professional - Non Sales(No. of organsations=24)

Para-Professional - White collar(No. of organsations=9)

Para-Professional - Blue collar(No. of organsations=6)

Amount of Retention Bonus

0-6x monthly base salary 6-9x monthly base salary

9-12x monthly base salary more than 12x monthly base salary

© MERCER 2015 50

Sample

Rep

ort

© MERCER 2015 51

R E T E N T I O N B O N U S D E F E R M E N T P E R I O D

8%

13%

10%

20%

23%

19%

27%

20%

22%

10%

29%

50%

18%

20%

22%

25%

29%

25%

31%

44%

36%

35%

44%

35%

43%

25%

38%

25%

18%

15%

11%

10%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Head of organization(No. of organisations=13)

Executives(No. of organisations=16)

Management - Sales(No. of organisations=11)

Management - Non Sales(No. of organisations=20)

Professional - Sales(No. of organisations=9)

Professional - Non Sales(No. of organisations=20)

Para-Professional - White collar(No. of organisations=7)

Para-Professional - Blue collar(No. of organisations=4)

Retention Bonus Deferment

No deferment, amount fully paid out < 12 months deferment period 12-17 months deferment period18-24 months deferment period > 24 months deferment period

© MERCER 2015 51

Sample

Rep

ort

© MERCER 2015 52


• Only 18% of the organizations that participated in the survey provide retention bonus, most commonly toretain employees with specialist skill-sets.

• Out of the 18%, majority of the respondents provide monetary bonus for their retention scheme and cash isthe widely used option.

• Typically 0-6 times of monthly salary is provided as retention bonus, with deferment period generally at 18-24 months for most levels. A less than 12-month deferment period typically applies for Para-Professional(Blue Collar) employees.

Sample

Rep

ort

© MERCER 2015 53

B E N E F I T S R E V I E W

QUESTIONS

1. When was the last time a benefits review was conducted?

a) Are you reviewing / have reviewed your benefits program in 2015?

b) Please indicate which benefits would you be reviewing/have reviewed?

c) If yes, for the benefits you will be reviewing/have reviewed, what is your objective ofthe exercise:

Sample

Rep

ort

© MERCER 2015 54

P L A N T O R E V I E W B E N E F I T S P R O G R A M I N 2 0 1 5

Yes(N =136),

66%

No(N =70),

34%

Plan to Review BenefitsProgram in 2015

Objective behind Benefits Review %age

To ensure that the benefits are competitive with the median market offering(No. of organizations=107) 79%

To have an understanding of where the company benefits stand against themarket (No. of organizations=78) 57%

To ensure that the benefits are cost effective(No. of organizations=63) 46%

To align with the corporate HR philosophy(No. of organizations=52) 38%

To ensure that the benefits are above the median market offering(No. of organizations=11) 8%

Others(No. of organizations=5) 4%

Type of Benefits to be Reviewed in 2015 %age

Health Insurance (No. of organizations=124) 91%

Life insurance/ personal accident insurance (No. of organizations=98) 72%

Leave benefits (No. of organizations=79) 58%

Allowance (No. of organizations=68) 50%

Flexible working arrangements (No. of organizations=44) 32%

Car benefits (No. of organizations=34) 25%

Training (No. of organizations=28) 21%

Others (No. of organizations=29) 21%

© MERCER 2015 54

N represents ‘No. of Organizations’ Sample

Rep

ort

© MERCER 2015 55

B E N E F I T S R E V I E W

• Majority of respondents (66%) indicated an intention to review their benefits policy, with Health Insurancebeing the most likely policy to be reviewed, followed by Life Insurance/ Personal Accident Insurance.

• Most respondents indicate ensuring the competitiveness of benefits with the median market offering as thekey objective of conducting a benefits review.

Sample

Rep

ort

© MERCER 2015 56

W O R K F O R C E M E T R I C S R E V I E W

QUESTIONS1. Is your organization tracking workforce-related data in a consistent way?

a) What is the reason for tracking workforce related data?

b) What type of HR metrics are you currently tracking ?

c) What type of workforce metrics are you currently tracking ?

d) What type of organizational efficiency metrics are you currently tracking ?

e) What type of HR metrics are you currently not tracking and would like to track?

f) What type of workforce metrics are you currently not tracking and would like to track?

g) What type of organizational efficiency metrics are you currently not tracking and would like to track?

2. What are the challenges to tracking these metrics?

3. Do you find there is a need/ are planning to start tracking metrics in the future ?

a) What type of HR metrics are you interested in tracking?

b) What type of workforce metrics are you interested in tracking?

c) What type of organizational efficiency metrics are you interested in tracking?

4. What are the challenges to tracking these metrics?

5. Would you be interested in comparing these types of metrics to your peers (e.g. companies in the same industry,geography, size) Sam

ple R

eport

© MERCER 2015 57

M E A S U R I N G W O R K F O R C E R E L A T E D D A T AM O R E T H A N H A L F O F O R G A N I Z A T I O N S T R A C K , O R P L A N T OT R A C K W O R K F O R C E M E T R I C S

HR Metrics Currently tracking Would like to starttracking

Recruitment 71% 30%

Development 73% 29%

HR Expenses 55% 20%

OrganizationalEfficiency Metrics

Currently tracking Would like to starttracking

Financial Impact 54% 26%

Cost Efficiency 34% 27%

Outsourced Function 9% 8%

Workforce Metrics Currently tracking Would like to starttracking

Turnover 90% 20%

Demographics 61% 16%

Attraction/ Retention 53% 29%

Absenteeism 42% 13%

Succession Planning 58% 29%

Manager Efficiency 13% 33%

Mobility 31% 22%

Which metrics are tracked and with what prevalence?

Yes, 59%No, 41%

Is your organization tracking workforce related data in aconsistent way?

No. of Organizations = 206

Yes, 55%No, 45%

Do you find there is a need / are planning to starttracking metrics in the future?

No. of Organizations = 85

© MERCER 2015

Sample

Rep

ort

© MERCER 2015 58© MERCER 2015 58

S E C T I O N 1S E C T I O N 5 1C O U N T RY S P E C I F I CQ U E S T I O N SIDENTIALIT

Sample

Rep

ort

© MERCER 2015 59

S I N G A P O R E S P E C I F I C Q U E S T I O N S

QUESTIONS

1. Is your company intending to implement the voluntary additional Government Paid PaternityLeave (GPPL)?

a) What will be the effective date of the policy?

b) Will eligible male employees with children born from 1 January 2015 up to the effectivedate of policy be entitled to the additional GPPL?

c) Will the additional paternity leave be applicable to all working fathers in your organization,including non-Singaporean Citizens?

d) Is there a cap to the applicable salary for the additional GPPL?

2. Is your company intending to implement a revision of re-employment age?

a) What will be the effective date of the policy?

b) Will the policy be applicable to all employees in your organization, including non-Singaporean Citizens?

Sample

Rep

ort

© MERCER 2015 60

S I N G A P O R E S P E C I F I C Q U E S T I O N S

QUESTIONS

3. Does your company have a Management Trainee Program?

a) Please indicate the starting annual base

b) Does the management trainee obtain a revision in salary upon completion of the program(apart from regular salary increase)?

c) Does your company provide a separate Management Trainee bonus?

d) If yes, when is the bonus paid out?

e) What is the amount of bonus provided?

4. What is your company’s estimated benefits expenditure as a percentage of payroll?

5. What is the average Medical Leave utilization rate per employee in a year?

Sample

Rep

ort

© MERCER 2015 61

A D D I T I O N A L G O V E R N M E N T P A I D P A T E R N I T Y L E A V E

Yes(N =99),

49%In themidst of

discussion(N=66),

33%

No (N =36),18%

Implementation of AdditionalPaid Paternity Leave

© MERCER 2015 61


1 January2015, 61%

1 January2016, 22%

Others, 17%

Effective Date of Policy (N=147)

Entitlementbackdated

to 1 Jan2015, 52%

Coverageonly

applicableupon policyimplementa

tion, 44%

Others , 4%

Policy Coverage Period (N=154)

Sample

Rep

ort

© MERCER 2015 62

A D D I T I O N A L G O V E R N M E N T P A I D P A T E R N I T Y L E A V E

© MERCER 2015 62


Employee Eligibility (N=154)

All maleemployees

eligible, 26%

Onlyemployeeswho meet

criteriaindicated by

thegovernmentare eligible.,

62%

Others, 12%

Capped atgovernment-paid limit ofS$2,500 perweek, 45%

No cap, 48%

Others , 7%

Salary Cap Applied (N=152)

Sample

Rep

ort

© MERCER 2015 63

R E V I S I O N O F R E E M P L O Y M E N T A G E

Yes(N =40),

20%

In themidst of

discussion(N=99),

51%

No(N =57),

29%

Revision of ReemploymentAge

© MERCER 2015 63


Effectivedate to bedecided,

87%

Effective2015, 9%

Others, 4%

Effective Date of Policy (N=128)

Allemployeesare eligible,

47%

Employeeeligibilitybased on

Governmentguidelines,

46%

Others, 7%

Employee Eligibility (N=127)

Sample

Rep

ort

© MERCER 2015 64

M A N A G E M E N T T R A I N E E P R O G R A M

Yes(N=44),

22%

No(N=157),

78%

Management Trainee Program

© MERCER 2015 64


% Salary Revision upon ProgramCompletion (N=11)

4.7% 4.5%Average Median

P25 AVERAGE P50 P75

S$37,650 S$43,800 S$42,450 S$46,720

Annual Starting Base Salary (N=38)

Separate Management Trainee Bonus(N=39)

Yes,10%

No, 90%Sample

Rep

ort

© MERCER 2015 65

B E N E F I T S E X P E N D I T U R E

© MERCER 2015 65

87.7

%

3.1%

3.1%

3.1%

3.1%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Benefits Expenditure as a % of Payroll

No. of organizations = 65 Sample

Rep

ort

© MERCER 2015 66

M E D I C A L L E A V E U T I L I Z A T I O N

© MERCER 2015 66


YEAR P25 AVERAGE P50 P75

2014 (Full Year) 12.6% 27.6% 23.7% 31.0%

2015 (Jan-Sept) 10.0% 23.1% 20.0% 29.5%

Average Medical Leave Utilization Rate per Employee in a Year

Sample

Rep

ort

© MERCER 2015 67© MERCER 2015 67

S E C T I O N 1AP P E N D I XL I S T O FPARTIC I PAT INGORGANIZAT IONSIDENTIALIT

Sample

Rep

ort

© MERCER 2015 68

A P P E N D I X – L I S T O F P A R T I C I P A T I N GO R G A N I Z A T I O N S

Banking/Financial Services

High Tech

Energy

Consumer Goods

Ascendas-SingbridgeGIC Private LimitedMizuho Bank, Ltd.Rabobank SingaporeSingapore Exchange LtdSvenska HandelsbankenTemasek International Pte LtdThe Bank of Tokyo-Mitsubishi UFJ, LtdUnionpay InternationalUOB

Amway (Singapore) Pte LtdBritish American Tobacco (S) Pte LtdColgate-Palmolive (Eastern) Pte LtdEssilor AMERA Pte LtdEstée Lauder Cosmetics Pte LtdHasbro Far East LimitedJT International Tobacco Services (Singapore)Pte LtdLee Kum Kee (SG) Pte LtdL'Oreal SingaporePhilip Morris InternationalS. C. Johnson & Son IncSuntory Beverage and Food Asia Pte LtdUnilever Asia Pte LtdUSANA Health Sciences Singapore Pte Ltd

ConocoPhillips Asia Ventures Pte LtdEni Trading & ShippingExxonMobilEzra Holdings LimitedItochu Petroleum Co., (Singapore) Pte LtdMODEC Offshore Production Systems (S) PteLtdPetrobras Singapore Pte LtdPhillips 66SapuraKencana DrillingSchneider Electric SEA Pte LtdShell Eastern Petroleum LtdSk Energy International Pte LtdStatoil Asia Pacific Pte Ltd

Finisar Singapore Pte LtdFlextronics SingaporeGLOBALFOUNDRIES Singapore Pte LtdGrundfos (Singapore) Pte LtdHGST Asia Pte. Ltd.HGST Singapore Pte. Ltd.Hitachi Asia LtdHitachi Data SystemsHoneywell (China) Co., LtdJardine OneSolution (2001) Pte LtdKLA-Tencor ( Singapore) Pte LtdKulicke & Soffa Pte LtdLinkedInM1 LimitedMitsubishi Chemical Infonics Pte LtdPanasonic Asia Pacific Pte LtdSeaChange Asia Pacific Operations Pte. Ltd.Singapore Telecommunications LtdSITASony Electronics Asia Pacific Pte LtdThales Solutions Asia Pte LtdTitansoft Pte LtdVishay Intertechnology Asia Pte LtdWD Media Singapore

Accenture SingaporeAnalog Devices SingaporeAxis Communications (S) Pte LtdBoschBrother International Singapore Pte LtdCelestica Electronics (Singapore) Pte LtdDassault Systems Singapore Pte LtdDell Asia Pte LtdDSO National LaboratoriesEntegris Singapore Pte LtdEpson Singapore Pte LtdEquinix Singapore Pte Ltd

High Tech (Contd.)

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I F Y O U H A V E A N Y Q U E S T I O N S , P L E A S E C O N T A C T

Lin HuiyanTel:+65 6398 2608Email: [email protected]

Quek Pack ChooTel: +65 6398 2625Email: [email protected]

www.imercer.com

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