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Annual
Compensation & Benefits
Trends Survey
India
FY 2015-16
Human Capital Consulting
April 2015
Scope,
approach
and
methodology
Executive
summary
Sector-wise
analysis
About
Deloitte
Human
Capital
Consulting
Overall
ind...
Scope, approach &
methodology
Scope, approach and methodology
Scope of the survey
The Deloitte India Compensation Trends Survey is an annual study condu...
Scope, approach and methodology
Survey methodology
Design the survey
instrument
The parameters of the
study were finalized...
Scope, approach and methodology
Definitions
10P/
The lower decile position (where
one-tenth of the sample has lower
data)
...
Scope, approach and methodology
Participant profile
** Others include companies in Hospitality, Professional Services, Agr...
Executive summary
Executive summary
Key findings
Increment
The average salary increment across sectors is projected at 10.7% in FY
2016, whi...
Executive summary
Industry snapshot In %
Auto and auto components 10.2 10.4 0.20
BFSI 9.7 10.0 0.30
Chemical 11.0 11.4 0.4...
Overall industry
report
Overall industry analysis
Average annual increments FY 2016 (projections) vis-à-vis FY 2015 (Actuals)
(Actuals)
0.0
2.0
4....
Overall industry analysis
Average annual increments FY 2016 (projections) vis-à-vis FY 2015
In % 10P 50P 90P Avg
Clerical ...
Overall industry analysis
Annual increments FY 2016 (projections)
In %
Comparison of level-wise average increments across ...
Overall industry analysis
Average annual variable pay FY 2016 (projections) vis-à-vis FY 2015
(Actuals)
0.0
5.0
10.0
15.0
...
Overall industry analysis
Average annual variable pay FY 2016 (projections) vis-à-vis FY 2015
In % 10P 50P 90P Avg
Clerica...
Overall industry analysis
Annual variable pay FY 2016 (projections)
In %
Comparison of level-wise average increments acros...
Overall industry analysis
Key benefits
Car policy – car value
In % Clerical JM MM SM TM
3 - 5 Lacs - 20.9 11.9 - -
5 - 8 L...
Overall industry analysis
Voluntary attrition analysis
0
5
10
15
20
25
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Te...
Overall industry analysis
Attrition trends – reasons and mitigation measures
Top three
reasons for
attrition
Top three
com...
About Deloitte Human
Capital Consulting
About Deloitte
Human Capital Consulting
Deloitte Consulting’s Human Capital practice is a leading global advisor and imple...
Contact us
For sector specific reports and technical queries, please reach
out to:
Dr. Vishalli Dongrie, Sr. Director, Hum...
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), it...
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  1. 1. Annual Compensation & Benefits Trends Survey India FY 2015-16 Human Capital Consulting April 2015
  2. 2. Scope, approach and methodology Executive summary Sector-wise analysis About Deloitte Human Capital Consulting Overall industry report Table of Contents To receive sector-wise analysis, please visit contact us section at the end of this report
  3. 3. Scope, approach & methodology
  4. 4. Scope, approach and methodology Scope of the survey The Deloitte India Compensation Trends Survey is an annual study conducted by Human Capital Consulting. The objective of the study is to understand the key compensation and benefits trends across sectors in the Indian market. Organizations Sectors Increment & variable Pay projections for FY 2016 and comparison with FY 2015 Attrition rates, key levers for mitigation and talent attraction Key benefits given across sectors Managing and rewarding critical talent 250 18 4© 2015 Deloitte Touche Tohmatsu India Private Limited
  5. 5. Scope, approach and methodology Survey methodology Design the survey instrument The parameters of the study were finalized and a structured questionnaire was designed as a primary data collection tool Finalize the target basket The sectors covered in the study were finalized along with the leading organizations from each sector Invite participation A formal invitation e-mail and online questionnaire was sent to the Human Resources teams in the chosen organizations requesting for participation Collect and validate data The responses received from all participants were validated and checked for accuracy and intended interpretation Analyze data The data received was collated and analyzed to get detailed insights on sector wise practices, compensation and benefits trends Generate the Compensation Trends Survey Report (FY 2015- 16) 5© 2015 Deloitte Touche Tohmatsu India Private Limited
  6. 6. Scope, approach and methodology Definitions 10P/ The lower decile position (where one-tenth of the sample has lower data) 25P/ The lower quartile position (where one quarter of the sample has lower data) 50P/ The middle position (where half of the sample has lower and half has higher data) 75P/ The upper quartile position (where three-quarters of the sample has lower data) 90P/ The upper decile position (where nine-tenth of the sample has lower data) Top Management The most senior executive in the organization (CEO), coordinating a full range of functions, providing leadership, overall direction and control of company operations. Also, includes key executives (direct reportees to CEO) within the organization, heading key functions, businesses and geographies Senior Management Executives who directly report to the Top Management, and manage a range of functions. However, they are not regarded as Top Management. This also includes direct reportees to different key functional, business and geographical heads Middle Management Includes executives who directly report to Senior Management, with supervisory responsibility for a sub-function, part of a business, geography etc. Junior Management Includes supervisory staff usually involved in the day to day functioning of a small team (First Level of Management Cadre). Also, includes entry level employees with professional qualification Includes non-management staff who work as individual contributors reporting to ManagementClerical Percentile definitions 6© 2015 Deloitte Touche Tohmatsu India Private Limited
  7. 7. Scope, approach and methodology Participant profile ** Others include companies in Hospitality, Professional Services, Agriculture, Aviation, Export and Social Services sectors. Considering the limited number of responses from these sectors within the specified timelines, separate sector reports have not been published 4.0% (10) Chemical Consumer business Energy Hi-Tech ITeS Infrastructure & real estate Logistics Auto & auto Comp. BFSI Media & advertising Pharma, life sciences Retail Others** (38) Annual revenue 1.6% 6.0% 13.6% 32.8% 46.0% <100 Crore 100-300 Crore 300-500 Crore 500-1000 Crore >1000 Crore 2.4% 9.2% 16.8% 20.4%22.4% 28.8% < 500 500 - 2000 2000 - 5000 5000 - 10000 10000 - 25000 > 25000 Employee strength Engineering & manufacturing 6.0% (15) 8.0% (20) 4.8% (12) 7.2 % (18) 15.2% (38) 12.0% (30) 10.0% (25) 4.8% (12) 3.2% (8) 4.8% (12) 8.0% (20) 6.0% (15) 6.0% (15) 250 organizations from 18 sectors have participated in the Compensation Trends Survey for FY 2016 7© 2015 Deloitte Touche Tohmatsu India Private Limited
  8. 8. Executive summary
  9. 9. Executive summary Key findings Increment The average salary increment across sectors is projected at 10.7% in FY 2016, which is 0.4% points higher than the previous FY 2015 (10.3%) Voluntary attrition In FY 2015 highest attrition across industries was seen in the ITeS sector (21.9%) whereas the lowest attrition was seen in the Energy & natural resources sector (10.5%) Variable pay The average variable pay across sectors is projected at 17.4% in FY 2016, which is 0.4% points higher than the previous FY 2015 (17.0%) Top compensation levers for retention Long term incentive plans, strong performance based variable pay, and monetary / non monetary recognition awards are the three most widely used compensation levers for employee retention Reasons for attrition Better pay, better career opportunities and need for work life balance have emerged as top reasons for attrition across industries The highest projected average increment is in the Pharma sector at 12.1%, and the lowest projection is observed in the Retail sector at 9.4% The highest projected increments across industries are at the Junior Management level at 11.0% The highest projected average variable pay is in the BFSI sector at 19.4%, and the lowest projection is observed in the Logistics sector at 15.6% The Consumer Business sector shows conservative projections towards increments along with an increased focus towards variable pay 9© 2015 Deloitte Touche Tohmatsu India Private Limited
  10. 10. Executive summary Industry snapshot In % Auto and auto components 10.2 10.4 0.20 BFSI 9.7 10.0 0.30 Chemical 11.0 11.4 0.40 Consumer business 10.9 10.8 -0.10 Energy & natural resources 10.1 10.3 0.20 Engineering & manufacturing 10.4 10.6 0.20 Hi-Tech 10.6 10.9 0.30 ITeS 10.6 10.8 0.20 Infrastructure & real estate 10.2 12.0 1.80 Logistics 9.6 9.8 0.20 Media & advertising 10.0 10.9 0.90 Pharma, life sciences & healthcare 12.0 12.1 0.10 Retail 9.5 9.4 -0.10 Overall industry 10.3 10.7 0.40 Sectors Actual Projected Change Average increments Actual indicates actual figures for FY 2014-15 Projected Indicates projected figures for FY 2015-16 Projected Rank 17.0 17.4 0.40 16.5 16.7 0.20 19.4 20.1 0.70 16.3 16.5 0.20 19.2 19.6 0.40 15.9 16.2 0.30 16.7 17.0 0.30 17.2 17.6 0.40 17.1 17.5 0.40 17.6 18.2 0.60 15.3 15.6 0.30 15.7 16.1 0.40 18.3 18.7 0.40 16.0 16.3 0.30 Actual Projected Change 9 11 3 6 10 8 4 6 2 12 4 1 13 8 8 1 9 2 11 7 5 6 4 13 3 10 8 12 Average variable pay Projected Rank 10© 2015 Deloitte Touche Tohmatsu India Private Limited
  11. 11. Overall industry report
  12. 12. Overall industry analysis Average annual increments FY 2016 (projections) vis-à-vis FY 2015 (Actuals) (Actuals) 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 Overall Industry Auto BFSI Chem CB Energy Engg Hi-Tech ITeS Infra Log Media Pharma Retail FY 2015 FY 2016 10.3 10.2 9.7 11.0 10.9 10.1 10.4 10.6 10.6 10.2 9.6 10.0 12.0 9.5 10.7 10.4 10.0 11.4 10.8 10.3 10.6 10.9 10.8 12.0 9.8 10.9 12.1 9.4 FY 2015 FY 2016 In % Consumer business and Retail sectors show a decrease in projected increments for FY 2016 vis-à-vis last FY Infrastructure and real estate has the maximum increase in projected average increments over previous FY In Pharma, Media, Hi-Tech and ITeS sectors, the projected increments are significantly higher than Industry average whereas Logistics and Retail have lower than industry average increment projections 12© 2015 Deloitte Touche Tohmatsu India Private Limited
  13. 13. Overall industry analysis Average annual increments FY 2016 (projections) vis-à-vis FY 2015 In % 10P 50P 90P Avg Clerical 7.4 10.7 14.2 10.8 JM 7.6 11.1 14.5 11.0 MM 7.3 10.6 14.1 10.6 SM 7.1 10.5 13.8 10.5 TM 7.0 10.5 13.8 10.4 Level-wise increment percentiles (FY 2016) Average increments across levels 10.8 11.0 10.6 10.5 10.4 10.4 10.6 10.3 10.1 10.0 9.4 9.6 9.8 10.0 10.2 10.4 10.6 10.8 11.0 11.2 Clerical JM MM SM TM FY 2016 FY 2015 In % In % 10P 50P 90P Average FY 2015 6.7 10.2 14.0 10.3 FY 2016 6.9 10.6 14.4 10.7 13© 2015 Deloitte Touche Tohmatsu India Private Limited
  14. 14. Overall industry analysis Annual increments FY 2016 (projections) In % Comparison of level-wise average increments across sectors 10.8 10.5 10.1 11.4 10.8 10.7 10.4 10.9 10.9 12.1 9.8 11.0 12.2 9.4 11.0 10.8 10.5 11.9 11.2 11.0 10.8 11.3 11.2 12.5 10.3 11.3 12.5 9.8 10.6 10.4 9.9 11.3 10.7 10.5 10.3 10.8 10.7 11.8 9.7 10.8 11.9 9.3 10.5 10.2 9.6 11.1 10.5 10.3 10.1 10.6 10.6 11.6 9.5 10.6 11.7 9.2 10.4 10.2 9.6 11.1 10.5 10.3 10.1 10.6 10.5 11.5 9.4 10.6 11.6 9.1 Overall Industry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail TM SM MM JM CL The average increment projections at Top, Senior and Middle management level are lower than the projected Industry average at 10.7% The average increments at all levels in Pharma, Infrastructure and Chemicals sectors are significantly higher than the respective level-wise industry average The average increments at all levels in BFSI, Logistics and Retail are lower than respective level-wise industry average 14© 2015 Deloitte Touche Tohmatsu India Private Limited
  15. 15. Overall industry analysis Average annual variable pay FY 2016 (projections) vis-à-vis FY 2015 (Actuals) 0.0 5.0 10.0 15.0 20.0 25.0 Overall Industry Auto BFSI Chem CB Energy Engg Hi-Tech ITeS Infra Log Media Pharma Retail FY 2015 FY 2016 17.0 16.5 19.4 16.3 19.2 15.9 16.7 17.2 17.1 17.6 15.3 15.7 18.3 16.0 17.4 16.7 20.1 16.5 19.6 16.2 17.0 17.6 17.5 18.2 15.6 16.1 18.7 16.3 FY 2015 FY 2016 In % BFSI and Infrastructure and real estate have the maximum increase in projected average variable pay over previous FY Logistics and Media have projected lower than average industry average variable pay In BFSI, Pharma and consumer business, the projected average variable pay are significantly higher than Industry average 15© 2015 Deloitte Touche Tohmatsu India Private Limited
  16. 16. Overall industry analysis Average annual variable pay FY 2016 (projections) vis-à-vis FY 2015 In % 10P 50P 90P Avg Clerical 5.6 10.3 18.2 10.4 JM 7.5 13.6 23.6 13.5 MM 10.2 17.6 29.4 17.5 SM 14.8 22.1 34.5 22.1 TM 16.5 24.3 38.1 24.2 Level-wise variable pay percentiles (FY 2016) Average variable pay across levels 10.4 13.5 17.5 22.1 24.2 10.2 13.1 17.2 21.7 23.7 10.0 12.0 14.0 16.0 18.0 20.0 22.0 24.0 26.0 Clerical JM MM SM TM FY 2016 FY 2015 In % In % 10P 50P 90P Average FY 2015 5.6 17.1 34.8 17.0 FY 2016 5.9 17.6 35.3 17.4 16© 2015 Deloitte Touche Tohmatsu India Private Limited
  17. 17. Overall industry analysis Annual variable pay FY 2016 (projections) In % Comparison of level-wise average increments across sectors 10.4 9.7 11.9 9.5 11.8 9.9 9.2 10.6 10.5 10.9 8.6 9.1 10.7 9.3 13.5 12.7 15.2 12.6 14.9 12.9 12.3 13.7 13.6 14.1 11.6 12.2 13.9 12.4 17.5 16.5 19.8 16.4 19.3 16.8 16.2 17.5 17.5 18.0 15.6 16.2 18.4 16.1 22.1 21.4 25.3 21.2 24.6 21.8 20.9 22.4 22.3 23.0 20.2 20.8 23.6 21.0 24.2 23.3 27.4 23.1 26.8 23.7 22.8 24.4 24.3 24.9 22.5 22.6 25.6 22.8 Overall Industry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail TM SM MM JM CL The average variable pay projections at Clerical and Junior management level are lower than the projected Industry average at 17.4% The average variable pay projections at all levels in BFSI and Consumer Business sectors are significantly higher than the respective level-wise industry average The average projected variable pay at all levels in Logistics, Media and Energy is lower than respective level-wise industry average 17© 2015 Deloitte Touche Tohmatsu India Private Limited
  18. 18. Overall industry analysis Key benefits Car policy – car value In % Clerical JM MM SM TM 3 - 5 Lacs - 20.9 11.9 - - 5 - 8 Lacs - 34.5 24.3 19.6 - 8 -12 Lacs - 12.3 29.8 47.7 34.0 > 12 Lacs - - 16.2 32.8 66.0 N/A - 32.3 17.9 - - Car policy – fuel per annum In % Clerical JM MM SM TM 5000 - 8000 - 14.5 - - - 8000 -12000 - 24.3 16.6 15.3 - 12000 - 15000 - 25.5 33.2 23.0 13.6 > 15000 - 35.7 50.2 48.9 38.3 On Actuals - - - 12.8 48.1 N/A - 14.5 - - - percent of the companies have company leased and rest have company owned car option Insurance policy 15.7% 17.4% 28.9% 37.9% Employee only Employee & spouse Employee, spouse and dependent children Employee, spouse, dependent children and dependent parents/ inlaws Medical insurance coverage years is the average car replacement period percent of the companies allow leave encashment during tenure and after separation percent of the companies allow leave encashment only after separation Leave encashment policy percent of the companies have life insurance policy percent of the companies have accident insurance policy percent of the companies have superannuation policy percent of these companies manage superannuation fund in-house and rest through third party Gratuity and superannuation policy percent of the companies manage gratuity fund in-house and rest through third party percent of the companies have medical insurance policy Long term incentive plan percent of the companies have LTI plan percent of these companies extend LTI plans across all levels and rest at select management levels 68.0 39.1 4-5 60.9 72.8 79.6 100.0 41.7 60.2 68.1 46.4 55.0 18© 2015 Deloitte Touche Tohmatsu India Private Limited
  19. 19. Overall industry analysis Voluntary attrition analysis 0 5 10 15 20 25 Overall Industry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail FY 2014 FY 2015 16.2 11.4 18.7 10.6 18.4 10.9 10.4 19.4 21.5 17.5 16.6 17.2 18.2 18.9 16.5 11.6 18.9 10.7 18.7 11.1 10.5 19.9 21.9 17.8 16.8 17.5 18.6 19.4 FY 2014 FY 2015 In % Comparison of level-wise voluntary attrition rate across sectors Voluntary attrition rate across sectors In % 24.8 22.2 28.4 16 26.3 17.5 15.2 29.8 32.3 28.1 24.6 25.8 26.1 29.2 19.3 17.2 21.2 13.3 20.6 14.3 11.4 21 24 20.9 21.5 21.2 21.1 23.1 9.8 8.2 10.3 7.5 10.4 9.3 7.3 10.6 11.2 10.1 10.3 10.8 10.2 10.74.8 3.1 5.1 2.6 5.8 4.1 2.2 5.8 6.1 4.9 4.5 4.9 5.5 6.63.3 2.5 4.6 1.8 4.1 2.8 1.6 4.8 4.9 3.9 2.3 2.7 3.1 4.2 Overall Industry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail TM SM MM JM CL 19© 2015 Deloitte Touche Tohmatsu India Private Limited
  20. 20. Overall industry analysis Attrition trends – reasons and mitigation measures Top three reasons for attrition Top three compensation levers for talent retention Top three compensation levers for talent attraction Better pay elsewhere 1 2 3 Better career opportunities Better work life balance Sign on bonuses 1 2 3 Guaranteed incentives / variable pay Attractive benefits offerings 1 2 3 Long term incentive plans Performance based variable pay Recognition awards (cash/non-cash) 20© 2015 Deloitte Touche Tohmatsu India Private Limited
  21. 21. About Deloitte Human Capital Consulting
  22. 22. About Deloitte Human Capital Consulting Deloitte Consulting’s Human Capital practice is a leading global advisor and implementation partner working with companies, governments, and organizations around the world. Our goal is to improve our clients’ organizational results and impact by focusing on challenges at the intersection of business and people. Our global network of more than 5,000 Human Capital professionals serves 100 countries. The scale of our global Human Capital partner and practitioner network allows us to provide global and national clients with a network, which can respond quickly, flexibly, and at scale to meet client challenges. Our practice goes to market applying deep industry experience and globally recognized HR, talent, and organization transformation skills and capabilities. We offer a focused combination of breadth and expertise across HR service lines. Our India offerings: Organization Transformation, Talent & Rewards HR Transformation Strategic Change Culture Leadership Development Organization Design Technology Adoption Talent Strategies: • Career Development and Succession • Diversity and Inclusion • Performance, Engagement, and Retention • Talent Sourcing • Talent Strategies for Growth Markets Learning Solutions Sales Force Effectiveness Rewards • Job Evaluation • Structuring & Benchmarking • Incentive Plan Design HR Transformation Strategy and Planning HR Technology Strategy HR Service Delivery: • HR Shared Services • High Impact HR Operating Model • Outsourcing Advisory HR Technologies: • Oracle - EBS, HCM Cloud, PeopleSoft and Taleo • SAP / SuccessFactors • Salesforce.com • Workday • Cornerstone • HR Technology – Other Workforce Analytics India Operations Setup: • India Operations HR Setup • Location Feasibility Study • Rules And Regulations • Employment Contract Mergers, Acquisitions and Restructuring 22© 2015 Deloitte Touche Tohmatsu India Private Limited
  23. 23. Contact us For sector specific reports and technical queries, please reach out to: Dr. Vishalli Dongrie, Sr. Director, Human Capital Consulting Tel/Direct: +91 (22) 6185 4280 l Mobile: +91 98 3397 3458 l E-mail: vdongrie@deloitte.com Saptarshi Chatterjee, Senior Manager, Human Capital Consulting Tel/Direct: +91 (22) 6185 4280 l Mobile: +91 98 1995 1648 l E-mail: sapchatterjee@deloitte.com Mandar Ranade, Senior Consultant, Human Capital Consulting Tel/Direct: +91 (22) 6185 4280 l Mobile: +91 98 3369 1813 l E-mail: mranade@deloitte.com Malvika Sharma, Consultant, Human Capital Consulting Tel/Direct: +91 (22) 6185 4280 l Mobile: +91 98 1991 2990 l E-mail: malvikas@deloitte.com 23© 2015 Deloitte Touche Tohmatsu India Private Limited
  24. 24. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms. This survey is a general survey carried out by Deloitte Touche Tohmatsu India Private Limited (DTTIPL) and data or information provided by you will be used in connection with this survey, other studies or analyses performed by DTTIPL. This survey and the survey results are the proprietary property of DTTIPL and will be disclosed only if required by law or in connection with this survey or such studies, analyses or services, however the data or information provided would not contain any information that identifies you or associates with you the responses you have provided. None of DTTIPL or its affiliate entities (Deloitte Network) are by means of this survey or the survey results, rendering professional advice or services. Neither this survey nor the survey results is a substitute for any kind of professional advice or services. The Deloitte network is not responsible for any loss whatsoever sustained by any person who relies on this survey or the survey results. ©2015 Deloitte Touche Tohmatsu India Private Limited. Member of Deloitte Touche Tohmatsu Limited

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