Annual Temp Salary Primer 2010

INCREMENTS & LONGEVITY SPECIAL

Temp

2010
Staffing Solutions
Salary
Primer
Trend analysis and a compilation of
salaries for temporary jobs across
various functions, industries and
TM
cities in India by TeamLease

This primer contains proprietary
information of TeamLease Services
www.teamlease.com Private Limited and should not be
reproduced without permission and / or
acknowledgement

Temp

2010
Salary
Primer
TM

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Temp

2010
Salary
Contents Primer
TM

Foreword 4

Introduction 5

Executive Summary 6

Methodology 7

National Index 8

Longevity & Increments: connecting the two vital components 10
of employee value

Industry-wise Salary, Skills, Longevity & Increment Trends 10

Manufacturing

Agriculture & Agrochemicals --- Automobile & Allied Industries 11
Fast Moving Consumer Durables (FMCD) --- FMCG 12
Industrial Manufacturing & Allied Industries --- Power & Energy 13

Services

BFSI --- Hospitality 14
Healthcare --- Information Technology 15
ITeS --- Retail 16
Telecommunication 17

Where salaries are headed in 2010: An Industry Opinion 18

Annexure I: The Temp Salary Ready Reckoner 19

Agriculture & Agrochemicals 20
Fast Moving Consumer Durables (FMCD) 22
FMCG 24
Ind Manufacturing & Allied 26
Power & Energy 28
BFSI 30
Automobile & Allied Industries 32
Hospitality 33
Information Technology 34
ITeS 36
Retail 38
Telecommunication 40
Healthcare 42

Annexure II: Profiles Library 43

Contact Info 48

Staffing Solutions

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Temp

2010
Salary
Foreword Primer
TM

Dear Reader,

Our tryst with the employment marketplace continues in a year filled with hopes and beliefs of
what the future holds for all of us in 2010. The mayhem of 2008 was replaced in part with a sense of
introspection and conservatism in 2009. Organizations and individuals moved on and discovered
newer, more meaningful, cost effective ways to engage with each other. TeamLease, alongside its
associates and clients, has braved the storm of 2008 only to emerge stronger and more resolute.

While the rest of the world is slowly getting back on its feet again and hoping to regain its sense of
direction in the aftermath of the bloodiest economic cataclysm in decades, India is up and about.
We have taken the first few steps – faltering and back on our feet again, already aware that we
have yet to run a marathon to redeem our immediate past and its horror.

As with the market, TeamLease's own aspirations for a mature skill economy which, we have been
nurturing for the 9 years of our existence, has taken flight. As is evident in the discussion that
follows, the job market is paying for skills – and the trend is more than apparent. Industry is still
averse to a generous exercise in increasing salaries across the board. This has not stopped it,
however, from rewarding valuable skills. Our hypothesis – that skills pay – has therefore got better
grounding this time around and that, by the way, is the silver lining this year.

Accordingly, the new, mature, post-meltdown world demands sophisticated and highly effective
tools of the trade that enable better hiring decision making. Salary Primer is no longer just a
compilation of numbers each year. It adds a significant improvement to the manner in which key
decisions about hiring and compensation are made. Yet again, this year's edition broadens the
envelope and presents an updated construct of salary determinants.

The 'Increments and Longevity' construct includes a set of four key attributes and their inter-
relationships to enable even more intelligent decisions for our audience. As earlier, this works in
tandem with the online hiring decision platform, indiasalary.in, and delivers our value proposition –
the right job, with the right skill, at the right price, at the right time – to our readers.

We would like to thank our in-house Sourcing Team and our partner, inTouch analytics, for their
efforts in putting this document together. Just like TeamLease, this primer is work in progress – do
let us know your thoughts on how to make it more effective.

Warm Regards

The TeamLease Team
info@teamlease.com

Staffing Solutions

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Temp

2010
Salary
Introduction Primer
TM

About TeamLease

TeamLease is India's largest staffing company. We are a people supply chain company that brings
together the various stakeholders of a large people economy and connects the right people to the
right jobs at the right time.

TeamLease (www.teamlease.com) offers a variety of complete staffing solutions for companies,
individuals, educational institutions and the Government. Our primary services include temporary
staffing, payrolling and permanent recruitment. These are supplemented by strong vertical
practices with in-depth industry knowledge to offer specific solutions to each of the
aforementioned stakeholders. Stakeholders are serviced through our network of offices, the web
and phone support. Our proprietary web based TeamLease Temp Network (TLnet) has three
components: Associate Life Cycle System (ALCS), Candidate Life Cycle System (CLCS) and our
Intranet.

As a market leader, TeamLease has taken upon itself to educate the market about temporary
staffing while delivering on our promises, as well as to dispel the faulty conception of precarious
employment that some have about temporary staffing. Our research efforts include a Quarterly
TeamLease Employment Outlook, Annual TeamLease Temp Salary Primer and our Annual India
Labour report.

About Salary Primer

The TeamLease Annual Temp Salary Primer 2010 is a comprehensive report on a variety of
attributes that govern the dynamics of the employment market – skills, salaries, increments and
longevity (which is a measure of the time period for which a profile would stay in a job – the inverse
of attrition). Data points covering these attributes for temp staff working across 264 different Job
Profiles, 13 Industries and 8 Functional Domains in 14 major locations in India have been
processed and analyzed for this purpose.

The Primer serves as a guide for both job seekers and employers to obtain relevant information
and useful insights on talent, skills, salaries, increments and longevity.

Note: If you are new to the concept of Ideal Candidate Profiles (ICP), please refer our previous
edition of the primer – Salary Primer 2009, or email us for details.

Industry Verticals Covered

Manufacturing Services
Agriculture & Agro Chem BFSI
Automobile & Allied Industries Telecommunication
Fast Moving Consumer Durables (FMCD) Hospitality
Power & Energy Healthcare & Allied Industries
FMCG Information Technology
Industrial Manufacturing & Allied Industries ITeS
Retailing
Media & Entertainment

Functional Domains Covered

Sales Office Service
Staffing Solutions Engineering Blue Collar
IT

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Temp

2010
Salary
Introduction Primer
TM

Locations Covered

Ahmedabad Goa Kolkata
Bangalore Hyderabad Lucknow
Chandigarh Indore Mumbai
Chennai Jaipur Pune
Delhi Kochi

About 'Temp Salary Ready Reckoner' and 'Profile Library’

The Temp Salary Ready Reckoner (page 19) is a compilation of salaries paid to temp staff pivoted
on an industry across locations, experience levels and domains. The profiles are color coded based
on the skill weights within the Domain and Industry.

The Profile Library (page 44) lists the job description details for a set of profiles, covered in this
Primer.

New From TeamLease

New from TeamLease: Longevity & Increments Special

In this edition of the Salary Primer we have attempted to relate four key marketplace
attributes and provide an even better understanding of the dynamics of the employment
market. Skills, Salaries, Increments and Longevity (a measure of the time period for
which a profile would stay in a job – the inverse of attrition) are the four attributes that
have been modeled and their interrelationships investigated.

Staffing Solutions

www.teamlease.com 6

Temp

2010
Salary
Executive Primer
Summary Trend analysis and a compilation of
TM

Hiring Gaining Speed: Following a brief period of lull after last year's meltdown, employers have
started hiring again. Hiring was overcautious though, as businesses were taking on new practices
that evaluate candidate capabilities. There are indications, however, that numbers would be
stepped up from the current 11% - 14% to about 18% over the first quarter of 2010 as the new
practices mature.

Salary Growth Frozen: The flip side to the growth in hiring is that most industries have slackened
increment structures and kept salary revisions and growth to the minimum – a few even brought
the numbers down. In general, organizations kept salary growth at very modest single digits, the
median growth statistic being 5.25%. The good news, however, is that a significant number of
employers have rewarded select profiles with fairly large increments.

Skills Win Big: This trend, perhaps, is shaping the future more than any other. Salary Growth is
appreciably higher for profiles with sought after skills. What this means is, industry is handpicking
highly skilled profiles and paying them much higher increments than the rest. For instance,
Agriculture / Agrochemicals businesses in Bangalore have rewarded many of their Sales profiles
with increments in excess of 10%. Likewise, many an Engineering and a Blue Collar profile
received similar hikes across multiple cities from Automobile companies.

Telecommunication and Energy are the New Growth Engines: Telecommunication and
Energy stepped up hiring by about 16% (combined – and which beats the average quarterly
market growth by a wide 4%) and increased salaries by 7.5% or more. Telecommunication
companies in Bangalore, Chandigarh, Delhi, Mumbai and Pune as well as Energy businesses in
Hyderabad, Mumbai, Pune and Bangalore upped the ante and doled out a 10% plus increment for
several profiles.

IT Puts Up a Lackluster Performance: Salary Growth stays down, just about breaching 7%, in
the Information Technology sector. The sector remains cautious in terms of salary growth, but has
begun hiring just as most other industries have. However IT businesses in Ahmedabad, Bangalore
and Pune have rewarded select profiles with increments in excess of 10%, just as in case of other
industries.

The Services Sector Starts Early: The Services sector is providing a much needed fillip to salary
growth, with an average 6% growth, contrasted with the rather low, sub-5% salary growth
average for the Manufacturing sector. Telecommunication, Healthcare and Information Technology
– in that order – have been driving this growth. Energy, Automobile & Allied and FMCD – in that
order – are the only Manufacturing sector industries to drive salary growth at 5% plus levels.

A Clutch of Industries Remains Conservative: Agriculture / Agrochemicals, BFSI, FMCG,
Hospitality, Manufacturing and Retail maintain sub-5% increments at an aggregate level. The
increments vary by city and by profile and so at specific city levels increments could still be high.
For instance, Agriculture / Agrochemicals pays well in Bangalore and Kochi, Manufacturing in
Bangalore and Pune and Retail in Bangalore and Mumbai.

City Trends See Significant Change: Bangalore (6.4%), Mumbai (6%) and Chennai (5.75%)
lead growth, with Chennai dislodging Delhi from the top three high growth cities from the previous
year. Indore, Jaipur and Ahmedabad are cities with the lowest growth rates in salary.

Attrition Under Control: Most industries have brought attrition under check and across most
profiles. Across industries and cities, attrition rates are a shade below 8%, while for industries such
as BFSI, FMCG and Manufacturing, the number is just above 6%. Indore, Jaipur and Ahmedabad
see the least attrition (about 6.5% on an average) while Bangalore and Chennai have the highest
levels of attrition (about 8.7% on an average).

Skills Rewarded Equals Better Longevity: Businesses that structure incentives right are able
to better retain highly skilled profiles. Sans a few exceptions, such as Industrial Manufacturing &
Staffing Solutions Allied and BFSI, industries that have higher payouts for better skilled people are the ones that are
able to retain them better. Agriculture / Agrochemicals, ITeS and Retail are cases in point.

www.teamlease.com 7

Temp

2010
Salary
Methodology Primer
TM

Objectives of the Study
The Temp Salary Primer 2010 provides our stakeholders – Businesses, Individuals, Educational
institutions and Governments with the employment marketplace intelligence that helps make
effective temp staffing decisions. The study is a comprehensive analysis of how temp salaries,
associated skills, increments and longevity are interrelated for hundreds of job profiles across
industries and cities.

Data and Analysis
TeamLease Associate Salary Data - those employed across 800 locations - has been used for this
analysis. Salary data for the years 2008 and 2009 have been used and the analysis portrays skills
scores, salaries, salary increments and longevity for a set of job profiles, quoted in the TeamLease
standard terminology as Ideal Candidate Profiles (ICPs). Salaries quoted in the Ready Reckoner
have been arrived at by computing salary figures for specific industries and job profiles using
statistical measures - namely, median & mode and regression analysis.
The Longevity and Increments analysis begins where the Skills & Salaries analysis ended in the
previous edition and explores the interrelationships among these four attributes for each of the
industries covered.

Research Approach
We push the envelope further in Salary Primer 2010, and have extended the association between
salaries and skills to two more attributes – increments and longevity. Our endeavour is to add as
much value as we can to the decisions our stakeholders will make in their strategic and day-to-day
affairs concerning employment.
The approach to determine the drivers of market salaries and their interplay, therefore, is even
more comprehensive and insightful in this edition.
As in the previous edition, the Ready Reckoner compiles and quotes salaries for Ideal Candidate
Profiles (ICPs) – a smaller set of profiles that is representative of the thousands of job profiles and
designations employed by industry.

Data Sources
This report compiled by TeamLease is based on the information gathered from the following
sources:

Recruitment companies offering temp placements
Temp employees in different companies
TeamLease Associates working in 800 locations
TeamLease Alumni
Information on temp staffing in India from a variety of secondary sources

Constraints
The document has the following constraints on data:
Results are based on the earnings between December 2007 and December 2009.
Figures are close to accurate. The earnings include regular salaries and do not include taxes /
regulatory payouts, incentives, allowances, bonus, over-time, one-time or unusual
representative amounts.
The information provided does not reflect productivity and the level of responsibility of the job
seekers.
The vacant slots may represent unavailability or lack of current temporary staffing activity.

Staffing Solutions This Primer is subject to limitations and only intended as a guide.
The users are expected to exercise due diligence and the information will be used at their own
risk.
www.teamlease.com 8

NATIONAL INDEX
Staffing Solutions

Temporary Permanent

0-1 yr 1-3 yrs 3-5 yrs 0-1 yr 1-3 yrs 3-5 yrs

Sales
DDS Door-to-Door 5,400 5,850 6,600 5,700 6,400 7,100
TML Team Lead 9,500 9,700 10,200 9,700 10,100 10,500
FSE Field Sales Executive 8,000 8,500 10,200 8,300 9,400 11,500
BDE Business Development Executive 8,500 12,400 12,800 8,800 13,000 15,100
MDO Market Development Officer 8,200 8,500 9,100 8,400 9,200 9,800

Office Services

ACE Accountant 6,700 8,500 8,800 7,000 9,100 9,500
CLE Collection Executive 9,600 10,200 11,600 9,700 10,900 12,200
BSA Branch Servicing Associate 7,600 8,500 9,400 8,200 9,400 10,200
MCR MIS Coordinator 9,500 10,800 11,900 10,000 11,300 12,600
HRC Sourcing Coordinator 11,900 15,000 20,700 12,200 15,400 21,700

Engineering
ELE Electrician 5,700 6,100 7,000 6,000 6,600 7,300
EDF Engineer-Draftsman 11,300 12,900 14,200 12,100 14,000 15,800
PER Project Engineer 8,500 9,300 11,000 8,900 9,600 11,400
SVE Service Engineer 8,900 10,100 10,600 9,700 10,500 11,200

Blue Collar

DVR Driver 5,800 6,300 6,800 6,200 6,700 7,200
OPR Operator 5,600 6,500 9,400 5,900 6,800 9,800
MEC Mechanic 6,800 7,700 8,000 6,900 8,200 8,600

IT

DTE Desktop Engineer 11,500 13,400 17,500 12,300 14,200 19,300
ITE IT Engineer 10,300 15,700 19,000 11,300 18,300 27,000
SDV SAP Developer 16,800 18,700 22,400 18,300 20,400 26,200
SAD System Administrator 20,100 22,000 25,800 21,200 23,500 27,400

9

Temp

2010
Salary
Skills Pay! Primer
TM

SALARY, SKILLS, LONGEVITY & INCREMENT TRENDS
This section is an analysis of a sample of 5 ICPs within each industry exploring the
interrelationships between salaries, increments, skills and longevity for each of the profiles. The
choice of the sample profiles that are analyzed is based on the following two considerations:
1. Industry representation: Profiles are typical of the industry.
2. Volume: Each profile being considered has a critical minimum number of candidates
categorized under it. 500 candidates are considered to be the minimum in our analysis.
The analysis for each industry in the following section is, thus, limited to the 5 ICPs chosen for that
industry and is about how skills relate to salaries for these ICPs.

Illustration of Trend Analysis
The Skill Category
Framework
Communication
Skill Scores
Relationship
We brought out the concept of
Skill Categories in the
Functional
25
previous edition and are
6.5 Transactional
reproducing the framework
20
here for our readers benefit.
For a backgrounder on this
6.6 approach, please refer Salary
15 Primer 2009.
Communication Skills: The
10 6.3 ability of a candidate to read,
write, comprehend, speak and
articulate thoughts. The
5
Communication skill score is
7.0
thus dependent upon the
0 candidate's understanding of
ICP - 1 ICP - 2 ......... ICP - 5 language and his / her ability
< 5,500 - 8,600 > < 5,500 - 8,600 > < 4,300 - 10,300 > to put it to use in his / her
interpersonal transactions.
Estimates of longevity for each ICP
Salary Ranges (In Rs.)
Vocabulary, grammar, diction,
Longevity
pronunciation and written
88.54% 92.45% 90.66%
Increment -
communication abilities are
8.4% 7.75%
the measures used to arrive at
Estimates of Salary Incremnent for each ICP
a score.

Transactional Skills: A measure of the most basic abilities that help transact business. They
constitute Problem Solving skills - mathematical and logical abilities that aid in the understanding
and resolution of business problems, and Decision Making skills - judgmental abilities that help one
choose amongst alternatives.
Functional Skills: Constitute Analytical, Critical Thinking, Selling, Observation Skills and
Functional Knowledge - the underlying abilities that aid a candidate's performance in a job. These
abilities encompass a basic set of mental faculties and knowledge bases that various job functions
necessitate. Either or all of these abilities go into the making of the right fit for a given job function.
Relationship Skills: People skill measure and are thus distinguished from the other – more
cerebral - categories. They constitute Networking, Organizational, Managerial and Interpersonal
Skills - abilities that enable a candidate to build and manage business relationships.

Staffing Solutions

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Manufacturing SKILLS PAY
Staffing Solutions

Agriculture / Agrochemicals
For employers, the Agriculture / Agrochemicals sector
presents a very attractive combination of reasonably low
Communication
increments and fairly high longevity – especially with
high-end profiles such as the Research Specialist.
Relationship

Functional ACT and RSP, the two high-end profiles, are distinguished
by marginal differences in skill values and increments but
Transactional
significant difference in salaries and longevity (retention).
25 The more specialized nature of skills makes RSP a more
sought after and likely, a more durable profile for
employers to engage with.
20
FMS and TDV, the two low skill–high longevity profiles,
6.0 command meager salary increments. This is attributable
6.0
15 to bare minimum Transactional skill scores, in addition to
low skill scores across all other skills – except on
4.8 Communication.
10 5.0 5.3
6.0
5.0 The Crop Adviser profile presents the least favourable
2.5 combination of modest skill scores, high salary and
6.6 1.8
5 2.5 6.5 increment and low longevity, relative to all other profiles
2.5
3.0 in the sample. The exceptionally high increment is thanks
2.0
2.5 2.5 1.5
to an acute mismatch between supply and demand for
0 1.3 1.3
this profile.
ACT CRA FMS TDV RSP
<11,300 - 13,500> <8,500 - 11,200 > <3,100 - 3,900> <5,900 - 6,400> <13,500 - 15,600> In general, longevity is better at the low skill end of
Longevity 90.54% 90.67% 96.56% 95.35% 92.56%
profiles where salaries and increments are low. The
Agriculture / Agrochemicals industry needs to resolve the
Increment 5.12% 9.4% 2.73% 2.1% 4.65%
equation at the high end to see that salaries / increments
are structured well enough to reign in attrition.

* ACT – Agro Chemist
CRA – Crop Advisor
FMS – Farm Security
TDV – Tractor Driver
RSP – Research Specialist

Automobile & Allied Industries
Given four similar paying profiles, however widely
varying in skill scores, the differences in longevity are
Communication almost negligible for the Automobile & Allied Industries
Relationship
sector. Increments are fairly high – the sample is a pick
of some of the best rewarded profiles in the industry.
Functional

Transactional
The JIR (Job Inspector) profile seems to offer the best
possible combination of attributes amongst profiles
25
sampled.
PEG (Production Engineer), which is a relatively better
20 paying profile, is rated better than others on most skills.
7.0
However, it is the virtual absence of Transactional skills
in all the others that makes PEG a prized profile.
15 5.0 6.0
4.5 Longevity is lower in case of DFM and MMC, regardless
of skills, salary and salary increments. Apparently,
10 5.0 4.8 4.5 more efforts are needed in acquiring and retaining the
4.0 6.5 DFM profile; and the decent increments paid out to
Motor Mechanics do not seem to be doing enough as
5 4.5 2.8
6.0 6.0 well.
2.0 4.8
3.0 Higher order Communication and Relationship skills
1.5 1.5 1.5
0 seem to correlate with higher salaries and increments;
DFM JIR MEG MMC PEG
and poor Functional skills with relatively lower longevity
<11,000 - 13,100> <11,700 - 13,900 > <11,600 - 13,800> <4,500 - 5,100> <11,500 - 14,700>
scores, in case of the Automobile & allied industries.
Longevity 88.54% 92.45% 90.66% 89.28% 91.8%
Higher increments and salaries work to retain skilled
Increment - 11.28% 7.75% 9.11% 8.7%
talent in the Automobile & Allied Industries sector –
higher the salary / increment is, higher is the longevity.
On the other hand, low skill levels have meant not just
* DFM - Draftsman
JIR - Job Inspector
MEG – Mechanical Engineer
MMC – Motor Mechanic
PEG – Production Engineer
lower salaries and increments but also relatively poor
longevity (retention).

*Please note that the sample is not a comprehensive representation of the industry. The analysis is focused on these profiles and their characteristics and does not represent industry trends
11

Staffing Solutions

FMCD
The sample chosen for FMCD has widely varying
attributes – each of the profiles is significantly different
Communication from the others on salary, skills, increments and
Relationship
longevity.

Functional Skill scores, salaries and increments are found to be
Transactional
linearly related but longevity does not relate linearly to
these attributes.
25
Again, VOF – a highly paid, high skilled profile is
rewarded with an increment far higher than for the rest,
20 and this aspect seems to work in favour of the industry
8.0
when it comes to longevity. The profile is also rated
5.0
much higher on all but Transactional skills, compared
15 5.0 with all other profiles.
6.5 5.8 4.5
The Project and Service Engineer (PSE) profile is the
5.5
10 4.8 next best bet for employers after VOF. It also beats the
VOF on Transactional skills and fares much better on all
2.6 6.0
2.5 skills than QAN, which, by the way, is the second
7.5
5 6.0 highest paid profile but scores the least on longevity.
2.8
3.3 4.0 The industry rewards profiles based on Functional and
1.8 2.5 1.5
0 0.6
Communication skills, and discriminates profiles based
BPR VOF ISD QAN PSE
on Relationship skills to reward lesser.
<6,300 - 7,700> <22,200 - 26,300> <6,800 - 9,300> <14,700 - 16,000> <10,600 - 12,900>

Longevity In general, a markedly higher skilled and well rewarded
90.4% 95.7% 91.69% 88.27% 90.36%
profile is loyal, but lower down the ladder on skills,
Increment 4.3% 11.63% 4.58% 7.44% 6.03%
salaries and increments, longevity is not clearly driven
by any specific parameter.
* BPR – Brand Promoter
VOF – Vigilance Officer
ISD – In-shop Demonstrator
QAN – Quality Analyzer
PSE – Project and Service Engineer

FMCG
The profiles sampled are discriminated very well on
skills, salaries and increments – clearly, profiles are
Communication polarized by low or high scores on all attributes.
Relationship
Longevity is almost linearly related to payout – higher
salaries mean better retention.
Functional

Transactional
SCE and SUP, the two high paid profiles, score
significantly high on Functional and Relationship skills,
25
compared with the rest of the profiles. SCE commands
the highest salary / increment and is way up on
20 longevity as well.
7.0
Sales Promoter (SPR), one of the lower paid, and least
8.0 skilled, profiles scores second best on longevity.
15
4.5 It could be noted that the three Sales & Marketing
7.0
7.0
domain profiles – all of which are the lower paid group –
6.5 3.5
10 differ significantly on longevity. This is indicative of the
2.9 6.0 fact that attrition in the industry is independent of the
2.5 2.5 domain / function.
5 7.0
3.0
2.5 3.3 FOS, the least paid profile, is also the one with the least
4.8
3.0 2.5 score on longevity. Contrasted with SCE – the highest
1.6 1.8
0 paid and highest longevity profile – FOS rates lowest on
BDE FOS SPR SCE SUP
Functional skills.
<8,700 - 10,300> <6,700 - 8,200> <7,600 - 9,800> <16,300 - 18,500> <13,500 - 15,300>

Longevity Sector-specialized profiles, SCE and SPR, lead the
92.47% 90.39% 94.51% 96.11% 93.2%
longevity scores indicating that specialization drives
Increment 2.86% 4.65% 3.14% 7.52% 2.77%
longevity more than any other parameter in the case of
FMCG.
BDE – Business Development Executive SPR – Sales Promoter SUP – Supervisor
* FOS – Feet on Street Sales SCE – Supply Chain Executive

12

Staffing Solutions

Industrial Manufacturing & Allied
The Industrial Manufacturing & Allied sector exhibits an
inverse relationship between skills and salaries /
Communication increments for the sample of profiles chosen – which is
Relationship
rare. The highest (SFO) and the least skilled (PEX)
profiles have the lowest and the highest salaries,
Functional
respectively.
Transactional
Irrespective of salary levels, all profiles in the sample
25
chosen have high, similar scores on Communication
7.0 and Functional skills. It is to be noted that skill levels for
8.0
20 the sector are relatively high compared with other
6.0 industries.
5.3 3.5 6.0 The highest skilled–least paid profile (PEX) is also the
15
7.0 one that is the most loyal. The other highly rated profile
5.6 – CAE – is the least loyal.
7.0
10 7.0 5.5 SFO – one of the least rated profiles – is also the highest
3.3
paying. It scores the lowest on Functional and
6.5 Transactional skills. The profile is loyal, however –
5 6.0 6.0 shares a decent longevity score along with the other
6.5 7.3
lowly rated profile – CMT.
3.3
1.8 1.5
0 The two ‘Engineer’ profiles have significantly lower
CAE CMT MEG PEX SFO
levels of longevity compared with the rest. CAE and
<9,400 - 13,600> <9,400 - 12,500> <11,500 - 14,600> <5,000 - 6,200> <13,500 - 15,500>
MEG have reasonably high level of skills as well.
Longevity 88.86% 92.7% 90.51% 93.1% 92.76%
The Industrial Manufacturing & Allied sector likely
Increment 5.18% 4.86% 4.21% 3.69% 3.13%
retains key talent. However, it could have a much better
payout mechanism – one that rewards skills more
appropriately and therefore fostering loyalty more
* CAE – CAD Engineer
CMT – Line Chemist
MEG – Mechanical Engineer
PEX – Production Executive
SFO – Safety Officer
efficiently.

Power & Energy
The Power & Energy sector is characterized by a
homogeneous set of profiles with fairly high skill scores,
Communication modest salaries and increments. Longevity varies
Relationship
significantly, however, among the profiles.

Functional The not-so-highly rated, but highest paid profile, EEG,
Transactional
fares the best on longevity. It scores far higher on this
parameter compared with all other profiles.
25
PRS – the other high paid profile – also scores relatively
high on longevity. Both EEG and PRS score significantly
20 higher on Transactional skills compared with the rest of
7.0
the profiles.
5.0
6.0 6.0
15 QAT, the least skilled of all profiles sampled for the
4.5 sector, is also the least paid and the least loyal. The
4.5
profile scores modest on all but one skill category and is
4.5 5.0
10 not in the reckoning for Relationship skills.
6.0 6.0
6.0 While Functional and Relationship skills seem to guide
5
6.0
6.5
salary / skill payouts in the sector, Transactional skills
3.0 seem to influence longevity the most.
4.3 4.8
1.8 2.5 1.5 The Power & Energy sector is able to pay well and retain
0
QAT CHE EEG PRS QFM the higher end profiles but needs to focus on structuring
<7,800 - 10,800> <11,200 - 12,400> <12,800 - 17,000> <11,700 - 13,500> <11,700 - 13,500> the equation better for the rest.
Longevity 87.82% 89.21% 93.88% 90.18% 89.26%
Increment 3.86% 5.17% 7.6% 7.42% 6.93%

* QAT – Quality Technician
CHE – Chemical Engineer
EEG – Electrical Engineer
PRS – Production Supervisor
QFM – Quality Foreman

13

Annual Temp Salary Primer 2010

Annual Temp Salary Primer 2010

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