2019 GLOBAL COMPENSATION PLANNING REPORT
MERCER TALENT ALL ACCESS? 2019
E G L O B A L C O M P E N S AT I O N
PLANNING REPORT
SAMPL OCTOBER EDITION -- SAMPLE
TABLE OF CONTENTS
4 MERCER'S GLOBAL PUBLICATIONS
124 AFRICA REGION
293 AMERICAS REGION
481 CHINA-CHENGDU
5 6 7
12 13 15 17 18 20 21
22 23 37 51 65 79 86
93 94 100 106 112
118 121
INTRODUCTION REPORT STRUCTURE READING THIS REPORT
ECONOMIC TRENDS AFRICA REGION AMERICAS REGION ASIA PACIFIC REGION CENTRAL & EASTERN EUROPE REGION MIDDLE EAST REGION WESTERN EUROPE REGION
SALARY INCREASE TRENDS AFRICA REGION AMERICAS REGION ASIA PACIFIC REGION CENTRAL & EASTERN EUROPE REGION MIDDLE EAST REGION WESTERN EUROPE REGION
SHORT-TERM INCENTIVE TRENDS AFRICA REGION AMERICAS REGION ASIA PACIFIC REGION CENTRAL & EASTERN EUROPE REGION MIDDLE EAST REGION WESTERN EUROPE REGION
125 ALGERIA
294 ARGENTINA
131 ANGOLA
300 BOLIVIA
137 BOTSWANA
306 BRAZIL
143 CAMEROON
312 CANADA
149 DEMOCRATIC REPUBLIC OF CONGO 318 CHILE
155 EGYPT
324 COLOMBIA
161 ETHIOPIA
330 COSTA RICA
E 167 GABON
336 DOMINICAN REPUBLIC
173 GHANA
342 ECUADOR
179 GUINEA
348 EL SALVADOR
185 IVORY COAST
354 GUATEMALA
191 KENYA
360 HONDURAS
L 197 LIBYA
366 MEXICO
203 MADAGASCAR
372 MEXICO-BAJIO
209 MALAWI
378 MEXICO-MONTERREY-SALTILLO
215 MAURITIUS
384 MEXICO-REYNOSA
221 MOROCCO
390 NICARAGUA
P 227 MOZAMBIQUE
396 PANAMA
233 NAMIBIA
402 PARAGUAY
239 NIGERIA
408 PERU
245 RWANDA
414 PUERTO RICO
251 SENEGAL
420 TRINIDAD AND TOBAGO
257 SOUTH AFRICA
426 UNITED STATES
263 TANZANIA
432 URUGUAY
M 269 TUNISIA
275 UGANDA
444 ASIA PACIFIC REGION
281 ZAMBIA
445 AUSTRALIA
287 ZIMBABWE
451 BANGLADESH
457 CAMBODIA
A 463 CHINA-BEIJING
469 CHINA-CHANGSHA
S 475 CHINA-CHANGZHOU
487 CHINA-CHONGQING 493 CHINA-DALIAN 499 CHINA-GUANGDONG 505 CHINA-HANGZHOU-NINGBO 511 CHINA-HEFEI-WUHU 517 CHINA-NANJING 523 CHINA-QINGDAO 529 CHINA-SHANGHAI 535 CHINA-SHENYANG-CHANGCHUN 541 CHINA-SUZHOU 547 CHINA-TIANJIN 553 CHINA-WUHAN 559 CHINA-WUXI 565 CHINA-XIAMEN-FUZHOU 571 CHINA-XIAN 577 HONG KONG 583 INDIA 589 INDONESIA 595 JAPAN 601 MALAYSIA 607 MYANMAR 613 NEW ZEALAND 619 PAKISTAN 625 PHILIPPINES 635 SINGAPORE 641 SOUTH KOREA 647 SRI LANKA 653 TAIWAN 659 THAILAND 665 VIETNAM
671
CENTRAL & EASTERN EUROPE REGION
672 ALBANIA
678 ARMENIA
684 AZERBAIJAN
690 BELARUS
696 BOSNIA AND HERZEGOVINA
702 BULGARIA
708 CROATIA
714 CZECH REPUBLIC
720 ESTONIA
726 GEORGIA
732 HUNGARY
738 KAZAKHSTAN
744 LATVIA
750 LITHUANIA
756 MOLDOVA
762 MONTENEGRO
762 NORTH MACEDONIA
768 POLAND
774 ROMANIA
780 RUSSIA
786 SERBIA
792 SLOVAKIA
798 SLOVENIA
804 TURKEY
810 UKRAINE
816 UZBEKISTAN
822 MIDDLE EAST REGION
895 WESTERN EUROPE REGION
1010 ABOUT THIS REPORT
823 BAHRAIN 835 IRAQ 841 ISRAEL 847 JORDAN 853 KUWAIT 859 LEBANON 865 OMAN
E 871 QATAR
877 SAUDI ARABIA 883 UNITED ARAB EMIRATES
SAMPL 889 YEMEN
896 902 908 914 920 926 932 938 944 950 956 962 968 974 980 986 992 998 1004
AUSTRIA BELGIUM CYPRUS DENMARK FINLAND FRANCE GERMANY GREECE IRELAND ITALY LUXEMBOURG MALTA NETHERLANDS NORWAY PORTUGAL SPAIN SWEDEN SWITZERLAND UNITED KINGDOM
1011 METHODOLOGY 1012 DATA SOURCES 1016 GLOSSARY
1023 ABOUT MERCER
TABLE OF CONTENTS
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H E A LT H & B E N E F I T S
Stay ahead of today's tight deadlines and competitive race for labor with these resources. Covering local benefits, global compensation practices, and emerging HR policy trends, this portfolio contains all of the
E actionable data, insights, and
guidance you need to steer your organization to success. Select a title to learn more about each of
L our industry-leading reports, or
visit global for more information.
GET EVERYTHING IN ONE PLACE
P Subscribe to the Talent All Access?
Portal for exclusive access to online tools and all of our publications, or schedule a demo with a Mercer
M representative.
Car Benefit Policies & Car Benefit Policies -- Alternate Transportation Global Industry Findings
Car Cost Report
Global Parental Leave
Global Parental Leave Industry Scorecard
Severance Pay Policies Severance Pay Policies Vacation and Other Leave Vacation and Other Leave Worldwide Benefit &
Around the World
Industry Scorecard Policies Around the World Industry Scorecard
Employment Guidelines
WORKFORCE & CAREERS
Global Compensation
Global Compensation
Global Pay Summary
Planning
Planning 20 Year Look Back*
Incentives Around the World
New Graduate Starting Salaries
Salary Movement Snapshot**
Short-term Incentive
The Design of Work
Trends -- A 10 Year Review*
HANDBOOKS & GUIDES
Workforce Metrics Around the World
Workforce Turnover Around the World
SA LEARN MORE
DEMO VIDEO
Compensation Handbook*
Global Mobility Handbook*
* Exclusive to Talent All Access? subscribers ** Not included in Talent All Access?
HR Atlas*
HR Guide to Doing Business*
HR Management Terms*
I N T R O D U C T I O N The information revolution has
touched almost every aspect of the modern business environment. As market competitors race to outthink and outmatch one another,
E the difference between yesterday's
and today's data is often the margin between stagnation and success. This distinction is particularly true
L in the modern labor market, where
talent scarcity and the ease of mobility are making it increasingly critical that HR professionals retain the top performers in their company
P while attracting outside talent. This
publication is an asset to those individuals tasked with confronting this challenge.
THE VALUE OF
M G E T T I N G T H E W H O L E
PICTURE
While salary increase figures are undoubtedly valuable to any HR or business manager responsible for budget planning, these data alone
A are insufficient to effectively plan ahead. As
employees in markets with skyrocketing inflation rates (for example, Zimbabwe) can attest,
S employers must account for local economic
conditions when fixing a budget for salary increases. By doing so, organizations can ensure that their employees retain their purchasing power in the market and do not suffer an unintentional pay decrease.
However, data alone cannot dictate these decisions, and employers should be wary of outliers. An extreme economic outlier may appear to indicate budgets need to be adjusted, but this is not always the case. In markets with severe volatility, a single event (such as the resumption of crude oil exports) can belie conditions on the ground. Indeed, when planning salary increase budgets, it truly is critical that employers take all available information into account.
NOT ALL EMPLOYEES ARE ALIKE
While some organizations strive to be egalitarian in their salary increases, many differentiate their salary increase substantially based on the employee's career level. Whether due to local market conditions, public sentiment, labor relations, or legislation, specific bands of employees within a single market may see a dramatic shift in their salary increase from year to year. If large organizations or those with global or regional HR functions miss these shifts, they may find themselves losing position in the local labor market. For this reason, it is critical that business and HR professionals consider all factors when comparing and employing salary increase data.
THINK IT OVER
Using this report, employers and HR professionals can find answers to common questions that arise during the salary increase budgeting process:
How might economic conditions affect the impact of salary increases on my workforce?
Should my organization adjust salary increases based on an employee's career level?
Are the salary increases that my organization offers in a given market more or less than those offered in similar markets?
Which markets are experiencing the greatest changes in salary increases?
?2019 MERCER LLC.
5
GLOBAL COMPENSATION PLANNING REPORT -- OCTOBER EDITION -- SAMPLE
R E P O R T S T R U C T U R E One of Mercer's most widely recognized and
valued products, the Global Compensation Planning Report (GCPR), returns for its October Edition with fresh compensation and economic data for 145 markets and 124 countries around the world. In addition to economic indicators
E for each market in the report (including GDP
growth, inflation, and unemployment rates), this publication offers salary increase forecasts, including and excluding zeroes, that can assist HR professionals establish or calibrate their own
L salary increase budgets for the upcoming year.
With data that cover the past (2018), current (2019), and upcoming (2020) years and isolate seven different career levels, this report is a critical resource for working HR professionals responsible for the annual compensation planning process.
P The report has the following sections:
The Economic Trends section includes basic economic indicators (GDP change, inflation rate, and unemployment rate) for each market in the report. These key pieces of data are provided for each market, in a quick
M reference table format. Tables are organized
by region.
The Salary Increase Trends section contains quick reference tables with base salary increase data, including and excluding zeroes, for each market in the publication, separated
SA by career level.
The Short-Term Incentive Trends section includes country-level data on the prevalence of bonus programs and the median target and maximum bonuses for six different career levels.
The Individual Market pages offer specific data for individual countries (and, in some cases cities), including economic trends, base salary practices, mandatory pay increase schemes, incentive programs, and information on hot jobs difficult to attract and retain. They also include details on the data sources used.
The About this Report section delineates the methods of data-gathering and cleaning used for the report and lists key definitions.
?2019 MERCER LLC.
6
GLOBAL COMPENSATION PLANNING REPORT -- OCTOBER EDITION -- SAMPLE
RS AEL AA RDY I INN CGR ETAHS EI ST R RE NEDPS O R T S A L A R Y I N C R E A S E S E X C L U D I N G A N D I N C L U D I N G Z E R O E S
All markets are organized
The Economic Trends and Salary Increase Trends sections provide three years of data for each market/country.
by region.
ALL EMPLOYEES
E MARKET
EXCLUDING ZEROES (%)
Data for 2018 Data for 2019 Data for 2020
Actual Actual/Budgeted Forecast
INCLUDING ZEROES (%)
ALGERIA ANGOLA
L BOTSWANA
2018 6.9% 8.1% 6.0%
2019 3.0% 9.4% 7.0%
2020
2018
TchoentSeanltarfyo3rIn.0"ca%rlleeamseplToryeenedss"saencdt6ifo.o9nr%psrixovides
career leve8l.s5.%
8.1%
7.0%
6.0%
2019 3.0% 9.4% 7.0%
2020 3.0% 8.5% 7.0%
CAMEROON
4.9%
DEMOCRATIC REPUBLIC OF CONGO
5.0%
EGYPT
P ETHIOPIA
GABON
10.0% All salary increase tables and graphics are 10.9%
shaded purple.
3.3%
6.0% 6.0% 6.0% 5.9% 5.5%
6.0% 6.0% 6.0% 5.8% 5.5%
4.9% 5.0% 10.0% 10.9% 3.3%
6.0%
6.0%
Amounts a6r.e0%percentages and 6ar.0e%provided
both excluding and including zeroes (i.e.,
salary free6z.0e%s).
6.0%
5.9%
5.8%
5.5%
5.5%
GHANA
12.9%
6.0%
6.0%
12.9%
6.0%
6.0%
GUINEA
9.4%
6.0%
6.0%
9.4%
6.0%
6.0%
IVORY COAST
4.5%
5.9%
6.0%
4.5%
5.9%
6.0%
KENYA
M LIBYA
MADAGASCAR
8.0% 5.3% 8.0%
6.0% 5.5% 5.5%
6.0% 5.2% 6.0%
A8d.0a%sh indicates data a6r.e0%not available. So5.m3%e markets do not h5a.5ve%2020 fo8r.0e%casts available at t5h.i5s%time.
6.0% 5.2% 6.0%
MALAWI
15.5%
6.0%
?
15.5%
6.0%
?
MAURITIUS
5.0%
5.5%
5.2%
5.0%
5.5%
5.2%
SA Note: Salary increase data presented refers to an average of all industries and generally represents median values.
?2019 MERCER LLC.
7
GLOBAL COMPENSATION PLANNING REPORT -- OCTOBER EDITION -- SAMPLE
READING THIS REPORT
This column provides the median maximum bonus
S H O R T - T E R M I N C E N T I V E T R E N D S S H O R T - T E R M I N C E N T I V E T R E N D S
MARKET
BONUS PROGRAM ELIGIBILITY
E ALGERIA
97%
ANGOLA BTOhTisSnWuAmNbAer indicates the percentage
L ColeAfvMceEol RtmoOpOpaNanrietiscitphaatteailnloawbeoancuhs career
DpEroMgOrCaRmA.TIC REPUBLIC OF CONGO EGYPT
100% 92% 97% 100% 99%
ETHIOPIA
90%
GABON
90%
P GHANA This column provides the median96%
GUINEA target bonus amount as a percen8t2a%ge
IVORY
COAodSefTfbinaisteiosnaslacrayn.
Short-term be found in
tInhceen1t0iv0e%
KENYA Glossary.
93%
LIBYA
?
M MADAGASCAR
100%
MALAWI
100%
SA MAURITIUS
100%
amount as a percentage of base salary. In the Americas region, median actual bonus amounts are reported.
EXECUTIVE
MANAGEMENT
MEDIAN TARGET
MEDIAN MAXIMUM
BONUS (%COoFnBtAeSnEt relaBtOeNdUtSo(%ShOoFrtB-AtSeErm
PAYIn) centives is blue. PAY)
20%
30%
BONUS PROGRAM ELIGIBILITY
97%
MEDIAN TARGET BONUS (% OF BASE
PAY)
20%
35%
40%
100%
35%
20%
25%
92%
20%
20%
31%
97%
20%
20%
25%
100%
20%
20%
33%
99%
20%
25%
51%
90%
25%
75%
125%
90%
75%
25%
35%
96%
25%
14%
28%
82%
14%
20%
The tar3g2e%t and maximum am1o0u0n%ts indicate the va2ri0a%ble pay
earning potential for an individual. For example, an employee
25%
may ha4v0e%a target bonus of 9230%%, but could receiv2e5%up
?
to 30% o?f base salary if their?performance exceed?s
expectations.
16%
?
100%
16%
16%
20%
100%
16%
20%
40%
100%
20%
MEDIAN MAXIMUM BONUS (% OF BASE
PAY) 30% 40% 25% 31% 25% 33% 51% 125% 35% 28% 32% 40%
? ? 20% 40%
?2019 MERCER LLC.
8
GLOBAL COMPENSATION PLANNING REPORT -- OCTOBER EDITION -- SAMPLE
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