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Add You - Compensation Resources, Inc. Releases Its 2005 Year-End Compensation Survey
Does this sound like you?* You're spending way too much time trying to network online and are on networking overload.* You're trying to keep up with all the threads that relate to your business in all the social networking groups you've joined.* You're also monitoring all the discussion lists you're on looking for an opportunity to jump in and share your pearls of wisdom with the others on the list.* You're afraid to keep track of the hours you spend in online networking because whatever the number is, it's way too high.* You've just gotten an invitation to join yet another social network
2004 Results 2005 Results
Group Actual 2004 Projected 2005 Actual 2005 Projected 2006
Executive 4.3% 4.3% 4.5% 5.1%
Management 3.8% 3.8% 4.1% 4.4%
Exempt Salaried 3.6% 3.7% 4.1% 4.0%
Non-Exempt Salaried 3.5% 3.6% 3.6% 3.7%
Hourly/Production 3.5% 3.5% 3.8% 3.8%
All Gro
When targeting the sweet spot small businesses, IT consultants should know the company will desire someone with strong hardware skills. As an IT consultant, you should know about RAID and multi-port communications adapters.Background NeededIT consultants targeting sweet spot small businesses should be comfortable with storage-attached networks, network-attached storage, basic mid-range data back up systems, DAT, DL2, UPS’s, power protection devices, routers, CSU’s, VSU’s, advance wi-fi hardware, and things that support roaming and management.Knowing the SystemsThe bigger part of supporting sweet spo
Results indicated that the average merit/salary increase for all employee functional groups was 4.0% in 2005, and 4.2% is the average projected merit/salary increase for all groups in 2006, an increase over 2004 year-end survey results. Generally speaking, Privately-Held companies reported higher percentages of actual 2005 and budgeted 2006 merit increases overall as compared to Publicly-Traded and Not-For-Profit organizations. As reported in 2004, survey participants indicated that they expected the number of layoffs, hiring freezes, and salary freezes to decrease from 2004 to 2005; in fact, projections were accurate, as respondents in this year’s survey reported actual decreases in these corporate events.
Highlights of this year’s results, including a comparison with the prior year’s findings:
MERIT/SALARY INCREASE
2004 Results 2005 Results
Group Actual 2004 Projected 2005 Actual 2005 Projected 2006
Executive 4.3% 4.3% 4.5% 5.1%
Management 3.8% 3.8% 4.1% 4.4%
Exempt Salaried 3.6% 3.7% 4.1% 4.0%
Non-Exempt Salaried 3.5% 3.6% 3.6% 3.7%
Hourly/Production 3.5% 3.5% 3.8% 3.8%
All Grou
Ah, human nature! It's pretty amazing how much the creatures of habit label really sticks to so many of us, 90 to 95% I am quite sure would be a very realistic number! We go through our lives, getting an education and eventually getting out into the real world, securing our 9 to 5 jobs, working for someone who we hope sees the value of our perceived worth.Year after year, we hopefully assess our position in a financial and professional sense, looking forward to the day when we can retire and eventually enjoy the fruits of our labor! Retirement, simply uttering the word conjures up visions of travel, recreation, little or
Results indicated that the average merit/salary increase for all employee functional groups was 4.0% in 2005, and 4.2% is the average projected merit/salary increase for all groups in 2006, an increase over 2004 year-end survey results. Generally speaking, Privately-Held companies reported higher percentages of actual 2005 and budgeted 2006 merit increases overall as compared to Publicly-Traded and Not-For-Profit organizations. As reported in 2004, survey participants indicated that they expected the number of layoffs, hiring freezes, and salary freezes to decrease from 2004 to 2005; in fact, projections were accurate, as respondents in this year’s survey reported actual decreases in these corporate events.
Highlights of this year’s results, including a comparison with the prior year’s findings:
MERIT/SALARY INCREASE
2004 Results 2005 Results
Group Actual 2004 Projected 2005 Actual 2005 Projected 2006
Executive 4.3% 4.3% 4.5% 5.1%
Management 3.8% 3.8% 4.1% 4.4%
Exempt Salaried 3.6% 3.7% 4.1% 4.0%
Non-Exempt Salaried 3.5% 3.6% 3.6% 3.7%
Hourly/Production 3.5% 3.5% 3.8% 3.8%
All Gro
It’s just as easy to succeed as to fail in direct mail, so here are a few simple guidelines of what not to do. You’ll probably still find lots of other mistakes to make on your own — but at least you won’t have to make these:1. Not knowing your audience - every ad should be to a specific targeted group that you research until you know it intimately. Aim for your readers' personal hot spots, in a writing style and level they're comfortable with. Learn how they feel and act, and what they like and dislike. Then, craft your style and content specifically to your readership.2. Mailing to the wrong list - this is proba
Highlights of this year’s results, including a comparison with the prior year’s findings:
MERIT/SALARY INCREASE
2004 Results 2005 Results
Group Actual 2004 Projected 2005 Actual 2005 Projected 2006
Executive 4.3% 4.3% 4.5% 5.1%
Management 3.8% 3.8% 4.1% 4.4%
Exempt Salaried 3.6% 3.7% 4.1% 4.0%
Non-Exempt Salaried 3.5% 3.6% 3.6% 3.7%
Hourly/Production 3.5% 3.5% 3.8% 3.8%
All Gro
David Thorp, Head of Insights at the Chartered Institute of Marketing (CIM) noted,"Marketers should be at the forefront of this change as the key communicators of the brand and organisational values. In the future, marketing will be as much about changing attitudes and behaviours as it is about increasing market share".And, of course, there is a conflict in sustainability, which I’ll talk about in a minute. First let’s look at how sustainability is being pushed by our industry.The GreenAwardsThe 2006 GreenAwards celebrated and rewarded marketing that communicates sustainability throu
Highlights of this year’s results, including a comparison with the prior year’s findings:
MERIT/SALARY INCREASE
2004 Results 2005 Results
Group Actual 2004 Projected 2005 Actual 2005 Projected 2006
Executive 4.3% 4.3% 4.5% 5.1%
Management 3.8% 3.8% 4.1% 4.4%
Exempt Salaried 3.6% 3.7% 4.1% 4.0%
Non-Exempt Salaried 3.5% 3.6% 3.6% 3.7%
Hourly/Production 3.5% 3.5% 3.8% 3.8%
All Gro
We all know them. Perhaps you are one (I am!). What makes people love what they do and others hate it? Why are some seemingly lucky enough to get up and do what they love each and every day; while others struggle to get out of bed and count the seconds until they can go home?Have you ever had a job that you hated, while a coworker loved the same job? Come on, be honest. Maybe you are in that situation now. I’ve been there. Did they look at you like you were crazy when you admitted that you didn’t, in fact, share their passion? There’s just no way explaining to these people why you feel the way you do, they’ll nev
2004 Results 2005 Results
Group Actual 2004 Projected 2005 Actual 2005 Projected 2006
Executive 4.3% 4.3% 4.5% 5.1%
Management 3.8% 3.8% 4.1% 4.4%
Exempt Salaried 3.6% 3.7% 4.1% 4.0%
Non-Exempt Salaried 3.5% 3.6% 3.6% 3.7%
Hourly/Production 3.5% 3.5% 3.8% 3.8%
All Groups Average 3.7% 3.8% 4.0% 4.2%
These results reflect a general rise in merit increase budgets and awards, consistent with the upward swing in the marketplace with regard to labor conditions. Consistent with these findings is the general expectancy of the following corporate events among participants (including a comparison with the prior year’s findings):
ACTION EXPERIENCED
2004 Results 2005 Results
Action Actual 2004 Projected 2005 Actual 2005 Projected 2006
Layoffs 28.8% 13.5% 20.1% 11.4%
Hiring Freezes 19.8% 9.0% 14.8% 6.7%
Salary Freezes 7.2% 2.7% 9.4% 4.7%
Cutbacks in pay 0.0% 0.0% 3.4% 1.3%
Staffing Increases 46.8% 45.0% 50.3% 47.7%
Results indicated that target awards for Short-Term Incentive Plans are much higher in Publicly-Traded companies as opposed to Privately-Held companies and Not-for-Profit companies. Results also revealed that target awards as a percentage of base salary increase as revenues increase. Overall, in terms of Long-Term Incentive Plans, respondents report a general prevalence of cash-based plans within their companies; however, Non-Qualified Stock Options are the most commonly provided equity award in Publicly-Traded companies. Stock Appreciation Rights continue to be the least commonly used Long-Term Incentive Plan. In terms of the Compensation Package Mix, base salary remains t
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