2019 GLOBAL PAY SUMMARY - imercer

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G L O B A L PA Y S U M M A R Y

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2019

TABLE OF CONTENTS

COUNTRY BENCHMARK

POSITIONS

22

INTRODUCTION

4

Argentina

26

Report Structure

6

Brazil

26

Reading this Report

7

Canada

26

Chile

26

SUMMARY OF KEY FINDINGS

13

Colombia

26

Costa Rica

26

OVERVIEW OF BENCHMARK

POSITIONS

23

Executive Leadership

24

El Salvador

Accounting & Finance

24

Guatemala

Administration

24

Mexico

Human Resources

24

Panama

Legal & Compliance

24

Peru

Manufacturing

24

Puerto Rico

Sales

24

United States

Supply Chain

24

Uruguay

24

Venezuela

Ecuador

26

26

26

26

26

26

26

26

26

26

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Engineering

Dominican Republic

ABOUT THIS REPORT

Methodology

Glossary

51

52

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3

ABOUT MERCER

58

66

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TALENT ALL ACCESS?

26

POSITION DESCRIPTIONS

24

Executive Leadership

39

Accounting & Finance

41

Administration

42

Human Resources

44

Legal & Compliance

46

Manufacturing

47

Sales

49

Supply Chain

50

Engineering

51

Car Benefit Policies ¡ª

Global Industry Findings

Severance Pay Policies

Around the World

Severance Pay Policies

Industry Scorecard

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Global Parental Leave

Vacation and Other Leave

Policies Around the World

Global Parental Leave

Industry Scorecard

LGBT Benefits

Around The World*

Vacation and Other Leave

Industry Scorecard

Worldwide Benefit &

Employment Guidelines

Salary Movement

Snapshot**

New Graduate Starting

Salaries

HR Guide to Doing

Business*

HR Management

Terms*

WORKFORCE & CAREERS

Global Compensation

Planning

Global Compensation

Planning 20 Year Look Back*

Global Pay Summary

Short-Term Incentives

Around the World

Short-term Incentive

Trends ¡ª A 10 Year Review*

Workforce Turnover

Around the World

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GET EVERY THING IN

ONE PL ACE

Car Benefit Policies

Around the World

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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

actionable data, insights, and

guidance you need to steer your

organization to success. Select a

title to learn more about each of

our industry-leading reports, or

visit global for more

information.

H E A LT H & B E N E F I T S

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HANDBOOKS & GUIDES

Compensation

Handbook*

Global Mobility

Handbook*

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HR Atlas*

INTRODUCTION

DET ERMINING LO CAL

S TA N D A R D S

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I D E N T I F Y I N G VA L U E

An employee¡¯s base salary is the core component

of a total rewards package, but it does not

represent the entire picture. Instead, base

salary is simply the fixed amount of total cash

compensation offered by the company each

year. This represents an ongoing liability for the

company, as it is guaranteed for each employee,

but many employees around the world now look

for other forms of compensation and rewards

¡ª their annual total cash compensation. This

amount includes nonvariable remuneration and

short-term incentives such as bonuses and sale

commissions, and has grown in its proportion

of total compensation over the last 20 years.

Equipped with the right data and market trends,

HR professionals can account for those markets

where variable pay is increasing in order to erect

a cost- and labor-effective salary structure

anywhere in the world.

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At its core, compensation reflects the market

value for a particular type of labor. Employees

view base salary as the most important element

of ¡°the deal¡± between them and an employer,

and one of the most difficult aspects of planning

for international pay schemes is effectively

balancing the mutual and opposed interests of

business objectives with the personal aspirations

of each employee. Although it is to the benefit

of every employer to offer a salary that allows

employees a standard of living in the local market

that is commensurate with their station within

the company, it can be exceeding difficult to

define that figure given cultural and economic

differences between markets. In the end, it is

critical that base pay be ¡°right,¡± which means

it should be internally equitable and externally

competitive. If base pay is not ¡°right¡± it may

distract employees from the task at hand.

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Employee pay and compensation

often represents the largest

expense for most corporations

around the world. As business

globalizes and companies expand

beyond their national borders,

there is greater need for a

transnational perspective that

accounts for drastic fluctuations

in the prices of labor between

markets and career levels.

Companies must strike the balance

between costs and efficiency,

and HR professionals around the

world need the most reliable,

comprehensive, and up-to-date

information to inform their

decisions in salary planning and

negotiations.

C O N S I D E R AT I O N S

When contemplating a pay scheme, HR professionals should consider the

following questions:

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?? What are the current pay levels for similar positions in the local market?

?? How might above- or below-market pay affect my organization¡¯s ability to

attract and retain key talent?

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?? How do local employers structure their pay offerings (annual base salary

versus annual total cash compensation) for individuals at a specific career

level?

?? Should I structure pay programs so as to emphasize individual job

functions within my organization?

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?? How should my organization weigh the variation in pay levels when making

key business decisions such as expanding into new markets or relocating

existing roles?

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