2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Performance-related pay
9-10 How much is too much with variable pay?
11-12 Why has gain sharing declined in popularity?
13-14 Pay structures
15-16 Pay progression
17-18 Trends in pay for salespeople
19-46 Salaries (various job titles and sectors)
47-49 Salary surveys
50-51 Conclusion, summary and questions
Page 2
4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
12. Why has gain
sharing
declined in
popularity?
• Rise of low-cost
manufacturing countries
• Dramatic increase in factory
automation
• Stock options
• Growth of the service
economy
Page 12
18. Trends in pay
for
salespeople
• Emphasis on pay for
performance
• Shift in focus for sales pay
plans
• Minimal merit increases for
sales
• Award and recognition
programs
• Measuring of performance
• Communication is key
Page 18
27. Salaries-
engineers
1 of 2
• Aerospace and aircraft products
• Chemical and pharmaceutical
• Colleges and universities
• Construction and real estate
• Electrical and electronics
• Government
• Machinery
• Metal products
• Petroleum and natural gas
• Primary metals
Page 27
30. Salaries-
engineering
1 of 2
• Applications or systems
engineering Manager
• Consulting engineer/scientist
• Design engineer or R&D
engineer
• Engineering Director or
Manager
• Manufacturing/production
engineer
• Manufacturing/production
Manager
Page 30
31. Salaries-
engineering
2 of 2
• President or CEO
• Project leader/Manager or
group leader
• Quality control/test Manager
• Software engineer
• Software engineering Manager
• Systems engineer/applications
engineer
• Test engineer
• VP Engineering
Page 31
48. Salary
surveys 1 of 2
• Look for surveys that
provide meaningful data
that you need, such as
industry-specific data or
data based on company
revenue or operating budget
• Don't rely too much on a
single data source, as that
can provide a false measure
of the market
• Blend as many data sources
as appropriate
Page 48
49. Salary
surveys 2 of 2
• Remember that
compensation surveys are
meant to be reference
points or guidelines, not
absolute statements
• Look at how many
employers are submitting
matches for a particular job
in a survey
• Adjust salary decisions
based on geography or
employer size
Page 49