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KEEP TRACK OF THE TRENDS INSIGHTS FROM THE EXPERTS The FY 18/19 Hays Salary Guide:
KEEP TRACK OF THE TRENDS INSIGHTS FROM THE EXPERTS The FY 18/19 Hays Salary Guide:

KEEP TRACK OF THE TRENDS INSIGHTS FROM THE EXPERTS

The FY 18/19 Hays Salary Guide: Salary & Recruitment Trends

INSIGHTS FROM THE EXPERTS The FY 18/19 Hays Salary Guide: Salary & Recruitment Trends hays.com.au |

CONTENTS

INTRODUCTION

3

MARKET OVERVIEW & TRENDS

4

Recommendations

6

Salary Policy

8

Recruitment Trends

14

Economic Outlook

26

SALARIES & SECTOR OVERVIEWS

28

Executive

29

Accountancy & Finance

30

Banking

57

Insurance

66

Office Support

71

Contact Centres

76

Human Resources

80

Sales

84

Marketing & Digital

87

Retail

94

Logistics

96

Procurement

99

Legal

101

Life Sciences

107

Healthcare

109

Education

114

Policy & Strategy

115

Information Technology

117

Construction, Architecture & Engineering

127

Property

136

Facilities Management

140

Manufacturing & Operations

143

Energy

145

Resources & Mining

149

Oil & Gas

156

THANK YOU

Hays would like to express our gratitude to all those organisations that participated in our online survey and provided such invaluable feedback, which we feel has contributed to making this the most accurate and up to date survey of its kind in Australia and New Zealand. This year’s results are based on a survey of more than 3,000 participants. A list of all contributors who kindly gave their permission to be named as participants can be found on our website.

FEEDBACK

We welcome any feedback or comments regarding this guide whether positive or negative to ensure that it continues to be relevant to Australian and New Zealand organisations across all industries. Please address any suggestions to your local Hays office or to:

Hays, Level 13, Chifley Tower, 2 Chifley Square, Sydney NSW 2000. E: salaryguide@hays.com.au

DISCLAIMER

The Hays Salary Guide is representative of a value added service to our clients, prospective clients and candidates. Whilst every care is taken in the collection and compilation of data, the guide is interpretive and indicative, not conclusive. Therefore information should be used as a guideline only and should not be reproduced in total or by section without written prior permission from Hays.

This Guide is reproduced in full in PDF format and can be requested from our website – hays.com.au and hays.net.nz

EMPLOYEES PRIORITISE A PAY RISE HOW WILL YOU RESPOND?

2017 was a phenomenal year for jobs growth in Australia, while New Zealand’s labour market continued to face significant skill shortages.

2018 has thus far seen continued labour market strength. Permanent and temporary hiring intentions for the year ahead suggest further employment gains, while employers also expect business activity to increase and the economy to strengthen. However, employers say the shortage of highly-skilled professionals is impacting the effective operation of organisations and departments.

No wonder skilled professionals believe the time is ripe for wage growth. After years of sedate salary increases, our survey results show a pay rise is their number one priority this year. And if their employer doesn’t offer a salary increase, almost half will request one.

offer a salary increase, almost half will request one. Interestingly, the intentions of employers suggest the

Interestingly, the intentions of employers suggest the tables are, ever so slightly, starting to turn in this direction. According to our survey data, more employers are willing to offer a pay rise this year compared to last. But the value of those increases is falling, which is a glaring impediment for widespread wage growth and is at odds with the expectations of professionals, who are inclined to think the value of their pay rise will be higher.

How then can you attract and retain the top talent? The provision of career progression opportunities and ongoing learning & development remains vitally important to employees. With organisations restructuring to keep up with changing business needs, including digital transformation and the requirement for new skill sets, upskilling existing staff is a strategy that works for both employers and employees. After all, constant upskilling is the new normal for any professional looking to stay relevant in the job market and any organisation looking to remain competitive in an increasingly mechanised world of work.

In the following pages, we share findings from our survey as well as typical salaries in 25 sectors and industries. We hope these insights keep you informed for the year ahead.

MARKET OVERVIEW & TRENDS

53%

OF PEOPLE WHO PLAN TO CHANGE JOBS ARE DRIVEN BY A LACK OF PROMOTIONAL OPPORTUNITIES

65%

OF EMPLOYERS INTEND TO INCREASE SALARIES BY UP TO 3% THIS FINANCIAL YEAR

4 | 2018 Hays Salary Guide

A SALARY INCREASE IS MORE ATTAINABLE BUT THE VALUE WILL FALL General findings For our

A SALARY INCREASE IS MORE ATTAINABLE BUT THE VALUE WILL FALL

General findings

For our 2018-19 Hays Salary Guide we surveyed more than 3,000 organisations, representing over 2.3 million employees, for their views on salary policy, hiring intentions and recruitment trends. These employers hold positive business activity and economic performance expectations, yet while more plan to increase salaries this year compared to last, the value of those increases will fall.

Outlook

Business activity increased in 74% of organisations over the past year, with 77% expecting it to increase in the next 12 months. 40% say the economy will strengthen in the coming six to 12 months, up from 36% last year.

Such positive sentiment helps account for expected headcount increases in the year ahead; 47% of employers intend to increase permanent staff levels and 22% temporary and contract staff numbers.

Furthermore, the trend of employing temporary and contract staff on a regular, ongoing basis continues, with 24% of employers now doing so.

Skill shortages

67% of employers say skill shortages are likely to impact the effective operation

of their business or department in either

a significant (26%) or minor (41%) way, with mid management professionals the most difficult to recruit.

Perhaps this is why 34% of organisations

report increased overtime. This is up from 32% one year prior. It also explains why, in skill short areas, 57% of employers would consider employing or sponsoring

a qualified overseas candidate.

Salary trends

Our 2018-19 survey data shows more employers are willing to offer salary increases this year. When they last reviewed salaries, 14% of employers gave no increases; looking ahead 11% intend to give no increases in their next review. However, while more employers will give an increase this year, the value of those increases will fall, with 65% intending to raise salaries at the lower level of 3% or less, up from 60%. In addition, while 8% increased salaries by 6% or more in their last review, just 6% plan to do so this year.

The number of employers intending to increase salaries between 3-6% remains unchanged at 18%.

Advertising and media tops the list of most generous industries, with 13% of employers

planning to award salary increases of 6% or more in their next review. This is followed by professional services (11%), construction, property & engineering (9%), IT & telecommunications and hospitality, travel

& entertainment (both 8%), and financial

services and mining, resources, energy and oil & gas (all 7%).

We also spoke to over 1,200 professionals for their perspective on salary and recruitment trends. As a group they have higher expectations for a salary increase than they did this time last year, with 17% expecting an increase of 6% or more, up from 14% last year.

When asked what’s most important to their

career in the year ahead, a massive 67% said

a pay rise. The priority placed on a salary

increase is understandable considering the sedate wage growth of recent years.

This year for the first time we compared salary expectations by location. Professionals living in New South Wales and Western Australia are the most optimistic, with 17% expecting to receive an increase of 6% or more. This is followed by Queensland (16%), Tasmania (15%), Victoria and ACT (both 14%).

At the other end of the scale, 43% of South Australian professionals expect no salary increase, as do 38% of Northern Territorians and 29% of Tasmanians.

Benefits

It’s pleasing to see that the benefits employers and employees offer and want are aligned. The most common benefits employers say they offer are flexible work practices (84%), ongoing learning & development (73%) and career progression opportunities (66%). Meanwhile, when looking for a new job it is flexible work practices (73%), career progression opportunities (72%) and ongoing learning & development (59%) that professionals want.

With the fourth industrial revolution changing the way organisations operate and job tasks are completed, it’s reassuring that employers and professionals have found common ground in flexibility, ongoing learning and career progression. These are factors that will help them both stay relevant in the future.

MARKET OVERVIEW & TRENDS RECOMMENDATIONS FOR EMPLOYERS

MARKET OVERVIEW & TRENDS: RECOMMENDATIONS

Flexibility is standard, making its absence a recruiting limitation

Flexible work practices are the number one benefit professionals want (73%) and receive (70%), however just 45% are ‘very satisfied’ or ‘extremely satisfied’ with their current level of work-life balance. If your organisation doesn’t offer flexible working options, it is in the minority and this could have an obvious impact on attraction and retention. You can get back in the game to compete for the top talent by reviewing and implementing policies in this area, such as staggered start and finish times.

Promote career progression and development opportunities

With business activity and confidence high, and employers adding to their teams, it is surprising that of the 46% of people who said they plan to look for a new job this year, 53% cited a lack of promotional opportunities as the main reason. This suggests employers could be doing more to develop their existing talent, particularly since a lack of new challenges (44%) and poor training and development (29%) came in as the third and fourth highest factors spurring them to look at jobs elsewhere. In addition, when looking for a new job, professionals also pursue career progression opportunities (72%) and ongoing learning & development (59%).

Recruitment remodelled

67% of employers believe that skill shortages will impact the effective operation of their business or department. However, digital technology, data science and artificial intelligence now allow you to reach new candidate pools, helping to overcome skill shortages. How? Rather than the

historic and conventional ‘Advertise & Apply’ model of recruitment, where active jobseekers at that point in time apply to advertised vacancies, a ‘Find & Engage’ approach can now be realised. This involves using digital technology and data science analytics to reach deep into candidate pools and examine large amounts of data to prepare shortlists of the most suitable people, which span far wider than the community of active jobseekers. From this, it is possible to extrapolate meaningful patterns and gauge how open to new job opportunities a potential candidate is. The ‘Engage’ element then comes into effect, putting the relationship back at the heart of recruitment to understand a candidate’s personal priorities and aspirations for a successful outcome. It’s a game-changing transformation for employers and external agencies alike, and one you can now utilise to help fill skill gaps.

If your organisation doesn’t

offer flexible working options, it is in the minority and this could have an obvious impact

on attraction and retention.

Survey highlights

Employers

89%

96%

90%

43%

intend to increase salaries in the year ahead

envisage business activity to increase or remain the same in the next 12 months

expect permanent staff levels to increase or remain the same in the next 12 months

say staff management skills have the highest impact on the effectiveness of their organisation

Employees

75%

72%

46%

73%

expect a salary increase in the year ahead

envisage they will or might ask for a pay rise in their next review

are currently looking or planning to look for a new job in the next 12 months

say flexible work practices are an important benefit when looking for a new job

6 | 2018 Hays Salary Guide

MARKET OVERVIEW & TRENDS RECOMMENDATIONS FOR EMPLOYEES

Upskill and become a continuous learner

Over half (52%) of employers said they are currently restructuring their department or organisation to keep up with changing business needs. Of these, the key drivers are a change in the required skill sets (48%) and digital transformation (31%). To remain employable in the face of the change occurring around you, become a constant learner. Ask for stretch opportunities, follow industry leaders on social media, join a professional association, and consider internal or external study.

If you don’t ask, you won’t get

If your employer doesn’t offer a salary increase, you could consider joining the 48% of professionals who said they’ll ask for one. Preparation and evidence of achievements that exceed your objectives are key steps in securing a pay rise, and don’t forget to have a fall-back position. For example, if your employer cannot afford to increase your salary, can you agree a date for another pay review in three or six months? What about additional annual leave, study or other benefits?

If necessary, consider advancement elsewhere

Staff turnover increased in 32% of organisations during the past year, while overtime was up in 34%. No wonder only 40% of the professionals we spoke to are ‘very satisfied’ or ‘extremely satisfied’ in their current job. Just 41% and 51% are ‘very satisfied’ or ‘extremely satisfied’ with their current employer and current direct manager respectively.

Consider temporary assignments

24% of employers now employ temporary and contract staff on a regular, ongoing basis. That’s a lot of employment opportunities that are passing you by if you are not open to this form of working. Temporary assignments are worth considering since they allow you to gain experience in new industries, business cultures and projects, develop new contacts and push you out of your comfort zone.

business cultures and projects, develop new contacts and push you out of your comfort zone. 2018

SALARY POLICY SALARY INCREASES LAST REVIEW

MARKET OVERVIEW & TRENDS: SALARY POLICY

1. Average percentage salary increases given in last salary review: across all industries

14%

Nil

60%

Less than 3%

18%

From 3% to 6%

5%

From 6% to 10%

3%

More than 10%

For specific industries (%):

 

4 4

 

1

18

52

22

   

6

80

 

13

 

Advertising/Media

 

5

Manufacturing

 

6

1

1

17

41

27

10

   

30

56

7

   

Construction/Property/Engineering

 

Mining/Resources/Energy/Oil & Gas

 

7

6

14

 

73

13

 

13

44

30

   

Education (teaching & support)

 

3

Professional Services

 

2

9

57

 

21

10

10

78

 

10

 

Financial Services

 

4

Public Sector/Not for Profit

 

4 3

15

 

55

20

 

6

14

61

18

   

Hospitality/Travel/Entertainment

 

8

 

4

Retail/FMCG

 

2

14

41

33

14 41 33
14 41 33

IT/Telecomms

11

76

11

Transport/Distribution

8 | 2018 Hays Salary Guide

SALARY POLICY SALARY INCREASES NEXT REVIEW & BENEFITS

2. When you next review, by what percentage do you intend to increase salaries? across all industries

11%

Nil

65%

Less than 3%

18%

From 3% to 6%

4%

From 6% to 10%

2%

More than 10%

For specific industries (%):

 

4

4

3

1

9

56

22

9

   

76

 

16

   

Advertising/Media

 

2

Manufacturing

 

4 3

 

11

52

28

 

7

 

21

 

57

15

       

Construction/Property/Engineering

 

2

Mining/Resources/Energy/Oil & Gas

 

2

11

80

7

 

7

58

 

24

9

 

Education (teaching & support)

 

3 4

Professional Services

 

10

62

21

 

10

 

82

8

 

Financial Services

 

2

Public Sector/Not for Profit

 

3

1

17

59

16

6

 

10

 

66

20

     

Hospitality/Travel/Entertainment

 

Retail/FMCG

 
 

4

4

8

52

32

8

IT/Telecomms

81 11

81

11

81 11

Transport/Distribution

3. Does your company offer flexible salary packaging?

67%

Yes

33%

No

Of those who answered yes, the following benefits were indicated as being commonly offered to (%)

21 49 10 20 Car
21
49 10
20
Car
41 47 6 6 Above mandatory
41
47
6
6
Above mandatory

superannuation

27 29 38 61 6 16 4 19 Bonuses Private health insurance 16 25 5
27
29
38
61
6
16
4
19
Bonuses
Private health
insurance
16
25
5
12
4
6
65
67
Private expenses
Other

All

All More than Less than Few

More than

All More than Less than Few

Less than

All More than Less than Few

Few

employees

50%

50%

employees

33 41 11 15 Parking
33
41
11
15
Parking
25 12 57 6 Salary sacrifice
25
12 57
6
Salary sacrifice

SALARY POLICY SALARY INCREASES

In a separate survey we also asked our candidates what their expected salary increases were

MARKET OVERVIEW & TRENDS: SALARY POLICY

In your next review, what percentage increase do you expect to receive? across all industries

25%

Nil

39%

Less than 3%

19%

From 3% to 6%

9%

From 6% to 10%

8%

More than 10%

For specific industries (%):

3 12 29 47 6 6 29 39 12 17 Advertising/Media Manufacturing 22 30 25
3
12
29
47
6
6
29
39
12
17
Advertising/Media
Manufacturing
22
30
25
16
7
29
41
13
9
8
Construction/Property/Engineering
Mining/Resources/Energy/Oil & Gas
3
35
57
5
20
28
24
10
18
Education (teaching & support)
Professional Services
3 1
26
41
14
10
9
24
57
15
Financial Services
Public Sector/Not for Profit
11
68
11
10
24
40
18
11
7
Hospitality/Travel/Entertainment
Retail/FMCG
4
28
32
21
8
11
33
33
11
19
IT/Telecomms
Transport/Distribution

In the past year have you asked for a pay rise (%)?

18 16 66
18
16
66

Yes, successfullythe past year have you asked for a pay rise (%)? 18 16 66 Yes, not

Yes, not successfullyyou asked for a pay rise (%)? 18 16 66 Yes, successfully No In your next

Norise (%)? 18 16 66 Yes, successfully Yes, not successfully In your next review, do you

In your next review, do you envisage asking for a pay rise (%)?

28 48 24
28
48
24

YesNo In your next review, do you envisage asking for a pay rise (%)? 28 48

Not sureNo In your next review, do you envisage asking for a pay rise (%)? 28 48

NoNo In your next review, do you envisage asking for a pay rise (%)? 28 48

10 | 2018 Hays Salary Guide

SALARY POLICY BENEFITS

Do you receive any of the following benefits (%)?

25 5 70 Flexible work
25
5
70
Flexible work
practices 25 39 36
practices
25
39
36
30 40 30 Financial support
30
40
30
Financial support
for study 36 45 19
for study
36
45
19
20 35 45 Free or
20
35
45
Free or

subsidised food

3 29 68
3
29
68
Yes, I receive this No, and I am not interested in receiving this 7 55
Yes,
I receive this
No, and I am
not interested
in receiving this
7
55 38
A day o for your birthday 37 56 7
A day o for
your birthday
37
56
7
No, but I would like to receive this 32 55 15 Over 20 days’ annual
No, but I would
like to receive this
32
55
15
Over 20 days’
annual leave
47 45
8

Payment of own

Health and

Onsite childcare

Ongoing learning

Career progression

device usage charges at work

wellness programs

& development

opportunities

When looking for a new job, which of the following benefits are important to you (%)?

Flexible work practices

73

Career progression opportunities

72

Ongoing learning & development

Over 20 days’ annual leave

Health and wellness programs

Financial support for study

Payment of own device usage charges at work

59

59

28

28

15

15

12

12

8

8

Onsite childcare

2

A day off for your birthday

2

Free or subsidised food

2

Note: Multiple choices permitted.

CAREER DEVELOPMENT PROGRESSING YOUR CAREER

MARKET OVERVIEW & TRENDS: SALARY POLICY

Thinking of your career, what’s important to you in the year ahead?

of your career, what’s important to you in the year ahead? 67 % A pay rise
of your career, what’s important to you in the year ahead? 67 % A pay rise
of your career, what’s important to you in the year ahead? 67 % A pay rise
of your career, what’s important to you in the year ahead? 67 % A pay rise
of your career, what’s important to you in the year ahead? 67 % A pay rise

67%

A pay rise

54%

Being able to work flexibly

51%

More challenging or exciting work

48%

Learning additional digital skills

47%

Support from my boss

Note: Multiple choices permitted.

Explore all articles in our Talent Management and Upskilling series or request a copy of ‘Hays Talent Management Report – Tips to manage, develop, retain and plan talent effectively’.

Follow Hays on social media

12 12

| | 2018 2018 Hays Hays Salary Salary Guide Guide

CAREER DEVELOPMENT LOOKING FOR A NEW JOB

Are you currently looking or planning to look for a new job in the next 12 months?

46%

Yes

26%

No

28%

Unsure

If yes or not sure, why?

53% %

Lack of promotional opportunities

21% %

Poor benefits

package

48 % Uncompetitive
48 %
Uncompetitive

salaries

44% Lack of new challenges
44%
Lack of new
challenges
29 % Poor training
29 %
Poor training

and development

26 % Poor work-life
26 %
Poor work-life

balance

What is your level of satisfaction for the following:

★ ★★ ★★★ ★★★★ ★★★★★ Not at all Slightly Moderately Very Extremely satisfied
★★
★★★
★★★★ ★★★★★
Not at all
Slightly
Moderately
Very
Extremely
satisfied
unsatisfied
satisfied
satisfied
satisfied

My current job

9%

13%

36%

29%

11%

My current employer

11%

18%

29%

28%

13%

My current direct boss

12%

14%

21%

28%

23%

My work/life balance

7%

15%

32%

32%

13%

2018

2018

Hays Salary Guide | 13

Hays Salary Guide | 13

RECRUITMENT TRENDS STAFFING

MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS

4. Over the last 12 months, have permanent staff levels in your department

across all departments

Decreased

Remained

the same

Increased

16% 37%
16%
37%

47 %

For specific departments (%):

15

51

34

Accountancy/Finance

40

60

Distribution

19

44

37

OHS/WHS

16

39

45

Operational Management

13

45

42

15

29

 

56

Engineering

 

Project Management

 

15

30

55

 

21

29

 

50

General Management

 

Purchasing/Procurement

 

12

37

51

25

36

39

Human Resources

 

Sales

17

33

50

 

19

25

 

56

Information Technology

 

Strategy & Consulting

 

14

42

 

44

 

Marketing

What skills are you looking for permanent employees to bring to the team (%)?

Problem solving skills

Communications skills

Critical thinking skills

Tech/digital skills

69

69

64

64

55

55

50

50

Project management skills

39

Stakeholder engagement skills

39

Management skills

Commercial/business development skills

34

34

32

32

Vocational skills

 

18

Other

9

 

Note: Multiple choices permitted.

14 | 2018 Hays Salary Guide

RECRUITMENT TRENDS STAFFING

5. Over the coming year, do you expect permanent staff levels to

across all departments

Decrease

Remain

the same

Increase

10%
10%

43%

47%

For specific departments (%):

11

 

57

32

6

50

 

44

Accountancy/Finance

 

OHS/WHS

 

60

40

 

6

44

 

50

Distribution

 

Operational Management

 

8

49

 

43

 

11

38

51

Engineering

 

Project Management

 

9

34

 

57

 

17

54

 

29

General Management

 

Purchasing/Procurement

 

8

42

 

50

21

29

50

Human Resources

 

Sales

 

14

33

53

 

19

18

63

Information Technology

 

Strategy & Consulting

 

8

58

 

34

 

Marketing

6. If you expect staffing levels to increase, please specify how:

84% %

27%
27%
22%
22%
18%
18%
3 %
3 %

Full time/

Temporary/

Employment of

Employment

Job sharing

permanent sta

contractors

part-time sta

of casual sta

3 % Mixture, other
3 %
Mixture, other

(inc. overseas recruitment, acquisitions)

(through an employment consultancy)

Note: Multiple choices permitted.

(on your payroll)

RECRUITMENT TRENDS STAFFING

MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS

7. How often do you employ temporary/contract staff? across all departments

Exceptional

circumstances/never

Special projects/

workloads

Regular

ongoing basis

24%
24%

34%

42%

For specific departments (%):

50

41

9

Accountancy/Finance

40

20

40

Distribution

37

38

25

OHS/WHS

33

36

31

Operational Management

26

49

25

15

47

38

Engineering

Project Management

 

43

38

19

54

33

13

General Management

 

Purchasing/Procurement

 

25

46

29

 

61

18

21

Human Resources

Sales

21

44

35

Information Technology

33

50

17

Marketing

25

56

19

Strategy & Consulting

What skills are you looking for temporary employees to bring to the team (%)?

Problem solving skills

51

51

Communications skills

45

Tech/digital skills

45

Critical thinking skills

Project management skills

33

33

31

31

Vocational skills

20

Stakeholder engagement skills

19

Commercial/business development skills

16

16

Other

 

14

Management skills

11

 

Note: Multiple choices permitted.

16 | 2018 Hays Salary Guide

RECRUITMENT TRENDS STAFFING

8. In the next 12 months, do you expect your use of temporary/contract staff to

across all departments

Decrease

Remain

the same

Increase

11% 22 %
11%
22 %

67%

For specific departments (%):

13

75

12

19

81

Accountancy/Finance

 

OHS/WHS

 

80

20

9

73

18

Distribution

 

Operational Management

 

13

62

25

9

44

47

Engineering

 

Project Management

 

7

72

 

21

8

79

13

General Management

 

Purchasing/Procurement

 

9

70

 

21

14

68

18

Human Resources

 

Sales

20

47

33

13

56

31

Information Technology

Strategy & Consulting

6

64

30

Marketing

RECRUITMENT TRENDS SKILL SHORTAGES

MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS

9. Do you think that skill shortages are likely to impact the effective operation of your business/department?

impact the effective operation of your business/department? 33% No 41% Yes - in a minor way
33% No
33%
No
41%
41%

Yes - in a minor way

26% Yes - significantly
26%
Yes - significantly

10. In skill-short areas, would you consider employing or sponsoring a qualified overseas candidate (%)*?

43 57
43
57

Yesor sponsoring a qualified overseas candidate (%)*? 43 57 No *NB this survey was completed before

Nosponsoring a qualified overseas candidate (%)*? 43 57 Yes *NB this survey was completed before the

*NB this survey was completed before the Australian Government’s 457 visa changes were announced in April 2017

11. Which skills do you foresee to have the highest impact on the effectiveness of your organisation (%)?

Staff management skills

Trade specific skills

Business development skills

43

43

40

40

34

34

Digital skills

 

30

Soft skills

 

29

Software skills

 

27

Vocational skills

 

19

 

Language skills

14

 

Security skills (cyber/data/personal data)

11

11

18 | 2018 Hays Salary Guide

RECRUITMENT TRENDS SKILL SHORTAGES

12. For which areas have you recently found it difficult to recruit (%)?

areas have you recently found it difficult to recruit (%)? Junior/ Middle/Mid Senior entry level

Junior/

Junior/ Middle/Mid Senior

Middle/Mid

Junior/ Middle/Mid Senior

Senior

entry level

management

management

candidates

candidates

candidates

6
6
6 1 9  

1

9

 

14

2
2
 

14

6
6
3
3
4
4

Accountancy & Finance

Distribution

Engineering

2 7 3 5 14 7 1 5 2
2
7
3
5
14
7
1
5
2

Human Resources

IT

Marketing

7
7
7 1 5

1

5
5
 

16

3
3

11

10

10 1 5

1

5
5

Operations

Purchasing

Sales

8 17 6
8
17
6

Technical

4 11 6
4
11
6

Other

RECRUITMENT TRENDS WORK PRACTICES

MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS

13. Does your workplace offer any benefits?

84%

Yes

16%

No

If yes, which practices do you currently offer (%)?

Flexible work practices

Ongoing learning & development

Career progression opportunities

Financial support for study

Health and wellness programs

Payment of own device usage charges at work

84

84

73

73

66

66

55

55

41

41

25

25

Free or subsidised food

19

Over 20 days’ annual leave

19

A day off for your birthday

Onsite childcare

7

7

3

3

14. If your workplace allows for flexible work practices, which of the following do you currently offer?

practices, which of the following do you currently offer? 77 % 75 % Flexible Part time

77%

which of the following do you currently offer? 77 % 75 % Flexible Part time working

75%

Flexible Part time working hours employment 18% 16 %
Flexible
Part time
working hours
employment
18%
16 %

Career breaks

Phased retirement

Note: Multiple choices permitted.

66% Flex-place
66%
Flex-place
38% Flexible
38%
Flexible

leave options

31 % Job sharing
31 %
Job sharing

20 | 2018 Hays Salary Guide

RECRUITMENT TRENDS WORK PRACTICES

15. Has overtime/extra hours in your organisation over the last 12 months

8%

Decreased

58%

Remained the same

34%

Increased

If increased, by how much?

81% Less than 25%
81%
Less than 25%
17 % From 25% to 50%
17 %
From 25% to 50%
1% From 50% to 75%
1%
From 50% to 75%
1% More than 75%
1%
More than 75%

16. For non-award staff in your organisation, is overtime/extra hours worked

Unpaid

Paid

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

$$$$$$$$$$$$$$$$$$$$$

$$$$$$$$$$$$$$$$$$$$$

42%

58%

RECRUITMENT TRENDS WORK PRACTICES

MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS

17. Is it your policy to counter-offer staff when they resign?

59%

No

39%

Sometimes

2%

Yes

Of those you counter-offered, on average, did they

45% Leave anyway
45%
Leave anyway
30% Stay longer than 12 months
30%
Stay longer than
12 months
22 % Stay
22 %
Stay

3-12 months

3 % Stay less than 3 months
3 %
Stay less than
3 months

18. Over the last 12 months has your staff turnover rate:

Decreased

Remained

the same

Increased

15% 32 %
15%
32 %

53%

22 | 2018 Hays Salary Guide

RECRUITMENT TRENDS DIVERSITY

19. Does your organisation have a diversity policy for hiring new staff (%)?

10 34 56
10
34 56
Yes No don’t know
Yes
No
don’t know

If yes, do you think the people who hire in your organisation generally adhere to it (%)?

20 8 72
20
8
72
Yes No don’t know
Yes
No
don’t know
#BEYOUATWORK The workplace is changing rapidly, becoming more diverse, inclusive and authentic. Many people try
#BEYOUATWORK
The workplace is changing rapidly, becoming more diverse, inclusive and authentic.
Many people try to blend into their work environment at the expense of exposing
their real self. Being authentic at work requires real self-awareness but if achieved,
can be the real differentiator for living a happy and healthy work life. Read inspiring
interviews we had with female role models at Hays, and find out how they are
themselves at work.
hays.com.au/diversity/beyouatwork hays.net.nz/diversity/beyouatwork

RECRUITMENT TRENDS EMPLOYER BRANDING

MARKET OVERVIEW & TRENDS: RECRUITMENT TRENDS

20. How important do you think the following factors are for an employer brand and how well do you think your organisation is perceived on the same criteria (%)?

Level of importance No importance

Minor

importance

Some

Significant

Major

importance

importance

importance

Organisational perception

Poor

Okay

Good

Very Good

Excellent

1

2

19

54

24

4

15

42

32

7

Career path/training & development

1

3

16

42

38

3

9

32

36

20

An individual’s ‘fit’ with the company’s vision, culture and values

10 19 32 27 12 5 12 27 38 18 People’s direct experience of the
10
19
32
27
12
5
12
27
38
18
People’s direct experience of the company
9
27
43
18
3
5
14
37
32
12
People’s indirect experience of the company
10
28
34
22
6
11
27
37
20
5
A company’s social media and online presence
1
2
16
54
27
2
13
39
37
9
Salary and benefits
1
1
12
49
37
4
10
34
36
16
Work/life balance
4
15
35
31
15
7
18
38
25
12

Commitment to diversity & inclusion

24 | 2018 Hays Salary Guide

RECRUITMENT TRENDS CHANGING BUSINESS NEEDS

21. Are you currently restructuring your department/organisation to keep up with changing business needs?

42%

No

6%

Unsure

52%

Yes

If yes, what has/have been the driver(s) (%)?

Change in required skill sets

Digital transformation

Requirement for a more flexible workforce

48

48

31

31

27

27
Merger/Acquisition 19 Downsizing 13 Outsourcing 9 Offshoring 5 Inshoring 1 Other 20
Merger/Acquisition
19
Downsizing
13
Outsourcing
9
Offshoring
5
Inshoring
1
Other
20

Note: Multiple choices permitted.

ECONOMIC OUTLOOK

MARKET OVERVIEW & TRENDS: ECONOMIC OUTLOOK

22. In the past 12 months, has business activity

9 % Decreased
9 %
Decreased
17 % Remained the same
17 %
Remained the same
74 % Increased
74 %
Increased

23. In the next 12 months, do you envisage business activity: across all industries

4% %

Decreasing

19 % Remained the same
19 %
Remained the same
77 % Increasing
77 %
Increasing

For specific departments (%):

18

18

64

Advertising/Media

3

19

77

Construction/Property/Engineering

6

35

59

Education (teaching & support)

4

19 77

19

77

Manufacturing

1

10

5

85

Mining/Resources/Energy/Oil & Gas

4

15 81

15

81

Professional Services

1

4

18

81

 

24

72

Financial Services

10

13

77

Hospitality/Travel/Entertainment

4

13 83

13

83

IT/Telecomms

Public Sector/Not for Profit

7

15

78

Retail/FMCG

17

83

Transport/Distribution

26 | 2018 Hays Salary Guide

ECONOMIC OUTLOOK

24. What are the key factors driving your business activity (%)?

What are the key factors driving your business activity (%)? Interest rates Currency/forex rates Consumer/business
What are the key factors driving your business activity (%)? Interest rates Currency/forex rates Consumer/business

Interest rates

Currency/forex rates

Consumer/business confidence

Capex investments

Projects driven by government

Current economic conditions

Significant impactProjects driven by government Current economic conditions Some impact No impact 25. Do you see the

Some impactby government Current economic conditions Significant impact No impact 25. Do you see the general outlook

No impactCurrent economic conditions Significant impact Some impact 25. Do you see the general outlook for the

25. Do you see the general outlook for the economy in the forthcoming 6-12* months as

Weakening

Static

Strengthening

$$$$

$$$$

$$$$$$$$$$$$$$$$$$$$$$$$$$

$$$$$$$$$$$$$$$$$$$$$$$$$$

$$$$$$$$$$$$$$$$$$$$

$$$$$$$$$$$$$$$$$$$$

8%

40%

*This data was collected during March 2018.

52%

SALARY INFORMATION: SALARIES & SECTOR OVERVIEWS

HOW TO NAVIGATE THIS GUIDE

Using our salary tables

Salaries are in ‘000, all salaries are exclusive of superannuation (AU) or KiwiSaver (NZ) – which might differ to previous editions. The bold number represents the typical salary. The number(s) underneath represent the salary range. Refer to the notes section under the salary table to determine if other benefits are included. All salaries are represented in local currencies.

Head of HR/HR Director >1000 employees

Sydney

280

280

Typical salary

200 - 400

Salary range

How does your salary compare?

The complete Hays FY 18/19 Salary Guide is available online. Search salaries for more than 1,000 positions and find out how your salary compares in our real-time Salary Check at hays.com.au/HaysSalaryGuide or hays.net.nz/HaysSalaryGuide

our real-time Salary Check at hays.com.au/HaysSalaryGuide o r hays.net.nz/HaysSalaryGuide 28 | 2018 Hays Salary Guide

28 | 2018 Hays Salary Guide

SALARY INFORMATION: EXECUTIVE

EXECUTIVE

SALARY INFORMATION: EXECUTIVE EXECUTIVE AUSTRALIA NSW and Victoria’s construction boom underpinned strong employment

AUSTRALIA

NSW and Victoria’s construction boom underpinned strong employment growth in 2017-18, and in turn led to jobs growth in professional and technical services, social services and manufacturing. In particular demand were Commercial Directors, Corporate Finance Executives and Heads of Finance.

The infrastructure,

technology and healthcare sectors saw strong vacancy activity for CEOs and executives with transformation

and risk experience.

The mining states saw a steady improvement in senior appointments, particularly CFOs and Project Directors, in response to improved commodity prices.

The infrastructure, technology and healthcare sectors also saw strong vacancy activity for CEOs and executives with transformation and risk experience. Candidates are still open to relocating in order to secure a senior position in these sectors.

Across all industries, those organisations that are embracing disruption are hiring executives to take advantage of technological change and remain competitive.

Executive salaries remained stable in 2017-18 in most states and territories, with the focus instead on incentives and higher bonuses.

Looking ahead, the use of data to analyse and inform decision making will be of high importance in 2018-19 and hiring decisions will be made with these skills in mind.

In other trends, visionary CEOs who understand the importance of treating the customer as an individual will be needed too. To be successful, candidates must also have strong digital and social media management skills and experience transforming underperforming cultures to increase productivity.

The gender pay gap and women on boards will remain a key focus in many

companies as well as the public sector. Flexible working options and the opportunity to add value to an executive’s career are issues at the centre of candidate attraction and retention.

As the not-for-

profit sector becomes commercially focused, commercially-minded executives with ‘for purpose’ alignment

are in high demand.

Turning to the not-for-profit sector, increased regulation and a shift away from block funding to consumer directed care in the aged care sector, in addition to the NDIS, have seen companies change their operating models.

As the not-for-profit sector becomes commercially focused, commercially- minded executives with ‘for purpose’ alignment are in high demand.

There is also a major shortage of talented commercially-minded CEOs and executive leaders with a fundraising focus. Such candidates are sought by not-for-profits looking for alternative funding to supplement their diminishing income while also delivering services to those in need.

Finally, while Western Australia faces cuts, NSW and Victoria continue to recruit Directors of Finance and Senior Executives to work on infrastructure investment.

A note on executive salaries

Given the broad range of executive positions, each package is dependent on a number of factors. These include company size (employee numbers and revenue), ownership (public, private or government), industry and responsibilities. To find out more about specific executive salaries please contact your local Hays Executive recruiting expert. You can find our nearest office on the back of this guide.

2018 Hays Salary Guide | 29

SALARY INFORMATION: ACCOUNTANCY & FINANCE

ACCOUNTANCY & FINANCE

ACCOUNTANCY & FINANCE ACCOUNTANCY & FINANCE AUSTRALIA Accountancy and finance professionals will see

AUSTRALIA

Accountancy and finance professionals will see increased demand for their skills in 2018-19 in response to the continued strength of the labour market and the ever-increasing volume of data that organisations now employ.

Both temporary assignments and permanent roles will be available in commerce and the public sector, although the latter is becoming more prevalent given market confidence.

Within commerce specifically, positive conditions have seen salaries increase moderately ahead of CPI across the board. In addition, annual bonuses are being used to attract and retain employees and are a large part of total packages. Flexible working opportunities are another attraction and retention tool.

and agility at the forefront of strategic plans, organisations seek to deploy technology-based solutions to streamline processes, improve systems and save expenditure. Consequently contract Business Analysts and Management Accountants who are highly skilled in project work, big data finance specialists and those who can support the transition of accountancy to a more digitised and automated future are in demand.

As consumer habits continue to drive change, finance leaders must innovate and capture real time information. Thus innovative finance leaders who can guide an organisation as well as illustrate a vision and explain the role of each team member in realising that vision, are in demand. So too are business partners who can steer the business towards the future, and risk professionals.

In addition, employers increasingly want candidates with strong commercial acumen and investment appraisal experience as investment activity increases. This is leading to candidate shortages, with strong CFOs, Financial Controllers and Finance Managers receiving multiple offers in addition to a

Accountancy and finance

professionals will see increased demand for their

skills in 2018-19 in response to the continued strength

of the labour market.

In terms of the skills in demand, candidates who have developed their data analysis skills and present data in a user-friendly format that informs business decisions are highly sought. With organisations collecting vast amounts of data and making data-led decisions, traditional finance professionals such as Financial and Management Accountants need to evolve.

Change and transformation projects are another driver of demand. With innovation

counter offer from their existing employer.

At the accounting support level, automation and digitisation are changing the transactional skills employers require. Payrollers at all levels remain in high demand, with acute candidate shortages creating high competition and generous salary offers for those with specific system or sector experience.

Proven Credit Controllers and Accounts Receivable Officers are also sought to replace departing staff, while growth in the SME sector has seen demand grow for Bookkeepers. Despite demand, salaries are

dependent on an organisation’s size and the importance placed on the position.

Turning to professional practice, demand for experienced candidates remains as high as ever across all levels, from entry level up to Managers within business services, tax and audit. This continues to put pressure on salaries, particularly for first and second movers who are in highest demand and often receive large increases when changing firms.

Temporary assignments

will remain the preference for project support while economic confidence will drive permanent

headcount increases.

Given demand, firms are focusing on establishing robust succession plans. This is fuelling even greater demand for Business Services and Audit Managers, however these professionals often move into commerce or start their own practice.

Talent shortages will deepen in the year ahead across commerce and professional practice, forcing employers to consider innovative ways to find and engage with candidates.

Temporary assignments will remain the preference for project support while economic confidence will drive permanent headcount increases.

Find out what’s keeping finance leaders across Australia & New Zealand awake at night in our report ‘What’s Challenging Today’s Finance Leaders?’. Download your copy now.

Today’s Finance Leaders?’. Download your copy now. hays.com.au/finance-leaders hays.net.nz/finance-leaders

30 | 2018 Hays Salary Guide

SALARY INFORMATION: ACCOUNTANCY & FINANCE

ACCOUNTANCY & FINANCE

NEW ZEALAND

Salaries are increasing overall across New Zealand’s accountancy and finance markets, in both commercial and practice environments, as candidate shortages increase and a strong trading environment creates greater staffing demand.

Accountancy support teams are becoming leaner in response to automation and technology. Candidates who adapt to change and are technically savvy are highly valued above those who focus on manual processing duties.

Accountancy support

teams are becoming leaner in response to automation

and technology. Candidates who adapt to change and are technically savvy are highly valued above those who focus on manual

processing duties.

Having said this, experienced Credit Controllers and Payrollers remain in demand in organisations experiencing revenue and headcount growth. Salaries for these positions are growing moderately.

Meanwhile, improved ERP systems are producing quality data, which organisations increasingly use to inform business decisions. This has increased demand for Financial Analysts, Management Accountants and Finance Business Partners who understand and have experience in this area. Given demand, salaries have increased for Analysts.

Salaries have also increased for Business Partners and Project Accountants, particularly for those working in the booming manufacturing and construction industries.

Within professional practice, more SMEs are embracing cost effective accounting tools, which is forcing firms to readdress their services and pricing strategies as well as expand the solutions they offer, including HR services, technology and cyber security consultancy solutions.

Skill shortages across professional practice continue to impact productivity. Jobseekers typically receive multiple offers from private practice, commercial organisations and the public sector.

Skill shortages across

professional practice continue to impact productivity. Jobseekers typically receive multiple

offers from private practice, commercial organisations

and the public sector.

During 2018-19 we expect government policy changes to impact staffing

demand. The new government is finalising

a number of policy initiatives that will ramp up requirements once they are implemented.

In the coming year, salaries should move

upwards across the board as demand continues to increase. There will be a continuing need for employers to move quickly through the recruitment and selection process if they are to secure top talent.

move quickly through the recruitment and selection process if they are to secure top talent. 2018

2018 Hays Salary Guide | 31

ACCOUNTANCY & FINANCE

Commerce & Industry | Senior Finance

SENIOR QUALIFIED ACCOUNTANTS

Finance Director/CFO (Turnover up to $50m)

Finance Director/CFO (Turnover $50m - $500m)

Finance Director/CFO* (Turnover > $500m)

NSW - Sydney

180

260

375

160

- 200

200 - 320

320+

NSW - Regional

140

170

200+

130

- 160

150 - 200

180+

VIC - Melbourne

175

225

255

150

- 225

165 - 240

230+

VIC - Regional

160

185

225

140

- 170

160 - 240

200+

QLD - Brisbane, Gold Coast & Sunshine Coast 150

130

 

220

250

- 170

160 - 240

200+

QLD - Regional

140

180

200

110

- 170

130 - 200

170 - 240

SA - Adelaide

140

180

180+

130

- 160

150 - 200

160+

WA - Perth

150

185

260

135

- 175

170 - 200

250+

ACT - Canberra

160

175

220

150

- 180

160 - 200

200+

TAS - Hobart/Launceston

130

160

190

110

- 180

130 - 200

180+

NT - Darwin

140

160

180

120

- 150

140 - 180

180 - 200+

NZ - Auckland

150

180

200+

130

- 180

150 - 210

180+

NZ - Wellington

130

155

190

90

- 180

110 - 200

160 - 270

NZ - Christchurch

140

155

190

115

- 150

150 - 200

180 - 280

 

Financial Controller (Turnover up to $50m)

Financial Controller (Turnover $50m - $500m)

Group Financial Controller/ GM Finance* (Turnover > $500m)

NSW - Sydney

150

170

260

100

- 170

145 - 200

200 - 300

NSW - Regional

125

145

160

115

- 135

130 - 180

140 - 200

VIC - Melbourne

125

140

170

120

- 150

130 - 175

160 - 250

VIC - Regional

120

130

160

100

- 140

110 - 140

140 - 200

QLD - Brisbane, Gold Coast & Sunshine Coast 110

90

 

140

180

- 130

100 - 160

140 - 200

QLD - Regional

110

140

140

90

- 120

110 - 160

110 - 180

SA - Adelaide

130

130

160

100

- 140

100 - 160

140 - 180

WA - Perth

130

140

180

120

- 140

135 - 145

160 - 200

ACT - Canberra

120

140

150

110

- 130

120 - 160

140 - 200

TAS - Hobart/Launceston

120

130

150

90

- 130

100 - 145

120 - 180

NT - Darwin

130

140

170

100

- 140

130 - 160

150 - 190

NZ - Auckland

130

140

170

100

- 150

130 - 180

140 - 220+

NZ - Wellington