The Salary Survey of Lithuanian Employers and Employees, Spring-Summer 2013, The Salary Information Agency, OÜ Tark Tööandja

1. The Salary Survey of
Lithuanian Employers and Employees
Demo version
Spring 2013
The Salary Information Agency
Tark Tööandja OÜ

2. The Salary Information Agency
specialises in:
• Salaries offered by employers by
occupation
• Employees’ salary expectations by
occupation
• Reward and benefit packages by job
group
• Comparison of remuneration systems
• Salary adjustments and forecasts, and
their causes
• Application of smart work arrangements
The Salary Information Agency
organises:
• Employers’ and Employees’ Salary
Surveys
• Interpretation and analysis of salary
statistics
• Round tables, seminars and
conferences
• Advice to employers and employees on
matters of salary and work organisation
• Publications: salary survey reports,
compilations of articles
Unique Evolving and engaging Representative Reliable Quick and immediate
Sound methods Participant-friendly Smart investment
The Agency's mission is to generate useful information for employers to help
them create competitive remuneration packages and for employees to
develop adequate salary expectations.
Activities of the Agency

3. Publications available from the Salary Information Agency
Report name Description
Date of
publication
Price (EUR
+ VAT)
Price for
participants
(EUR + VAT)
The Salary Survey Report
for the Baltic States
The Salary Survey Report for the Baltic States contains the conclusions of
employers’ and employees’ salary surveys from all three countries.
1.08.2013 790 590
Employers’ and Employees’
Salary Survey Country
Report (Estonia, Latvia,
Lithuania separately)
The report contains comparative conclusions of Employers’ Salary Survey and
Employees' and Job Seekers Salary Survey for each country: basic salary
adjustments and employers’ forecasts for adjustments, reasons behind
adjustments, employees’ gross salary adjustments, changes in labour demand
and how organisations react to these changes, work organisation and working
conditions in organisations, employers’ and employees’ views on work
organisation and working conditions, forms of employee representation and
employees’ participation in these representations, salaries in April 2013
(statistical average, median, 1st and 3rd quartiles, 10th and 90th percentiles),
including salary components and employees’ salary expectations, in 30 job
sectors.
22.07.2013 390 195
The Employers’ Salary
Survey Report
The report contains the conclusions of the Employers' Salary Survey in each
country: basic salary adjustments, forecasts and reasons for adjustments,
changes in labour demand and how organisations react to these changes, work
organisation and working conditions in organisations, forms of employee
representation, salaries in April (statistical average, median, 1st and 3rd
quartiles, 10th and 90th percentiles), including salary components, in 30 job
sectors.
22.07.2013 250 150/0*
Participant Report for
Employer
Similarly to the Employers’ Salary Survey Report this report contains summaries
of basic salary adjustments, work organisation and other related topics, as well
as average salaries (statistical average, median, 1st and 3rd quartile, 10th and
90th percentile) by occupation in April 2013 in those sectors that the particular
participant submitted salary data about. If the participant submitted data for more
than two job sectors, the Employers’ Salary Survey Report will be free of charge
for them.
22.07.2013 not
available
0
Sector report on
employers’ and employees’
salary survey outcomes
The report contains a short summary of the main conclusions of the salary
surveys, and April 2013 salaries in one sector (eg manufacturing, transport,
trade etc.) of the relevant country, incl. salary components and employees’
salary expectations.
22.07.2013 150 150

4. PROFILE OF SURVEY
RESPONDENTS
The Employers’ Salary Survey

5. Number of respondents
283
243
179
0
50
100
150
200
250
300
Estonia Latvia Lithuania
Employers
9227
7488
3163
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
Estonia Latvia Lithuania
Employees
5

6. Need for relevant salary information
21%
41%
32%
6%
1%
0% 10% 20% 30% 40% 50%
Very rarely – once a year
Rarely – once a quarter
Regularly – once a month
Often - once a week
Very often – daily
Need for salary information
65%
20%
1%
12%
2%
11%
0% 50% 100%
Official statistics
The Salary Information
Agency
Fontes’ salary survey
Hay Group’s salary survey
Mercer’s salary survey
Other
Using salary market information

7. 1%
1%
11%
1%
1%
3%
29%
4%
2%
9%
5%
1%
2%
1%
0%
3%
3%
0%
8%
15%
0% 5% 10% 15% 20% 25% 30% 35%
Agriculture, forestry and fishing
Mining and quarrying
Manufacturing
Electricity, gas, steam and air conditioning…
Water collection, treatment and supply
Construction
Wholesale and retail trade
Transportation and storage
Accommodation and food service activities
Information and communication
Financial and insurance activities
Real estate activities
Professional, scientific and technical activities
Administrative and support service activities
Public administration and defence,…
Education
Human health and social work activities
Arts, entertainment and recreation
Other service activities
Other
Respondents’ region of activity

8. 29%
13%
12%
13%
21%
5%
6%
0% 5% 10% 15% 20% 25% 30% 35%
1-9 employees
10-19 employees
20-49 employees
50-99 employees
100-249 employees
250-499 employees
more than 500 employees
Responding organisations by employee ranges

9. 30%
41%
49%
47%
29%
33%
36%
25%
25%
27%
42%
73%
0% 20% 40% 60% 80%
Alytus county
Kaunas county
Kaunas
Klaipeda county
Marijampoles county
Panevezys county
Šiauliai county
Tauragės county
Tent county
Utena county
Vilnius county
Vilnius
Respondents’ region of activity

10. PROFILE OF SURVEY
RESPONDENTS
The Employees’ Salary Survey

11. 5%
3%
1%
15%
2%
1%
13%
0%
0%
3%
0%
0%
4%
0%
1%
1%
18%
4%
2%
0%
0%
2%
2%
1%
0%
3%
6%
8%
2%
0% 5% 10% 15% 20%
Construction and real estate
Energy, electricity and electronics
Representative organisations and other…
Finance and accounting
Education and training
Humanities and the creative sector
Information and telecommunication…
Information workers
Personal services
Management and business services
Mining
Environmental protection and waste…
Clerical and administrative work
Protective and emergency services
Earth and engineering sciences
Accommodation and food service
Sales and marketing
Banking and insurance
Human resources and employment
Cleaning works
Agriculture, forestry and fishing
Advertising and PR
State and public administration
Social work and welfare
Sports, culture and leisure
Health care and medicine
Transportation, storage and logistics
Industry and manufacturing
Law
Area of work

12. 4%
2%
1%
10%
2%
2%
8%
1%
0%
8%
0%
1%
8%
0%
2%
2%
11%
5%
5%
0%
1%
4%
4%
1%
1%
2%
5%
7%
2%
0% 2% 4% 6% 8% 10% 12%
Construction and real estate
Energy, electricity and electronics
Representative organisations and other…
Finance and accounting
Education and training
Humanities and the creative sector
Information and telecommunication…
Information workers
Personal services
Management and business services
Mining
Environmental protection and waste…
Clerical and administrative work
Protective and emergency services
Earth and engineering sciences
Accommodation and food service
Sales and marketing
Banking and insurance
Human resources and employment
Cleaning works
Agriculture, forestry and fishing
Advertising and PR
State and public administration
Social work and welfare
Sports, culture and leisure
Health care and medicine
Transportation, storage and logistics
Industry and manufacturing
Law
Desired area of work

13. 2%
84%
5%
0%
0%
4%
0%
0%
1%
3%
3%
2%
0% 20% 40% 60% 80% 100%
Entrepreneur
Full-time salaried employee
Part-time salaried employee
Apprentice
Voluntary worker
Studying at school or…
Conscript
Pensioner
On parental leave
Registered unemployed
Do not work or study
Labour status
13%
12%
15%
16%
16%
10%
18%
0% 5% 10% 15% 20%
1-9 employees
10-19 employees
20-49 employees
50-99 employees
100-249 employees
250-499 employees
more than 500 employees
Range of employees – current employer
Labour status and size of company

14. 1%
37%
43%
8%
4%
4%
2%
1%
1%
0%
0% 10% 20% 30% 40% 50%
Doctoral degree
Master’s degree
Bachelor’s degree
Vocational higher education
Post-secondary vocational
education
General secondary
education
Vocational secondary
education
Vocational education after
basic education
Basic education
Less than basic education
Education
2%
8%
16%
8%
2%
4%
5%
0%
2%
1%
6%
48%
0% 10% 20% 30% 40% 50% 60%
Alytus county
Kaunas county
Kaunas
Klaipeda county
Marijampoles county
Panevezys county
Šiauliai county
Tauragės county
Tent county
Utena county
Vilnius county
Vilnius
Place of residence
Place of residence and education

15. 58%
42%
0%
10%
20%
30%
40%
50%
60%
70%
Female Male
Gender of respondents
0%
12%
53%
21%
11%
3%
0% 0%
0%
10%
20%
30%
40%
50%
60%
15 or
younger
16-24 25-34 35-44 45-54 55-64 65-74 75 or
older
Age group of respondents
Gender and age of respondents

16. CHANGES IN BASIC SALARIES
The Employers’ Salary Survey

17. • Share of respondents who had not changed and did not plan to change basic salaries
• Share of respondents who had raised basic salaries and average rises during the
previous 6 months (Nov 2012 – Apr 2013)
• Share of respondents who were planning to raise basic salaries and average planned
rises in the following 6 months (May–Oct 2013)
• Employees impacted by pay adjustments (%)
• Reasons behind salary changes during the previous 6 months (%)
• Reasons behind salary changes scheduled for the following 6 months
Slides in the full version of the Salary Survey Report

18. NET SALARY CHANGES
The Employees‘ Salary Survey

19. Slides in the full version of the Salary Survey Report
• Changes in net salary Apr 2012 – Apr 2013, share of respondents (%)
• Average rise in net salary Apr 2012 – Apr 2013
• Net salary changes Apr 2012 – Apr 2013, by occupation group
• Average rise in net salary Apr 2012 – Apr 2013, by occupation group of respondents
• Net salary changes Apr 2012 – Apr 2013, share of respondents by size of employer’s
organisation
• Changes in net salary Apr 2012 – Apr 2013, share of respondents by gender
• Changes in net salary Apr 2012 – Apr 2013, share of respondents by age group
• Changes in net salary Apr 2012 – Apr 2013, share of respondents by level of
education
• Changes in net salary Apr 2012 – Apr 2013, share of respondents by place of
residence

20. JOB SEEKING
The Employees‘ Salary Survey

21. • Job seeking activities
• Job seekers by labour status and area of activity
• Job seekers by occupation group and by years in service
• Job seekers by size of current employer’s organisation
• Job seekers by gender, age group and level of education
Slides in the full version of the Salary Survey Report

22. CHANGES IN LABOUR DEMAND &
ASSESSMENT OF LABOUR MARKET
SITUATION
The Employers’ Salary Survey

23. • Changes in labour demand – share of respondents who need
additional people
• Changes in labour demand by economic activity
• Changes in labour demand by size of organisation
• Labour demand forecast
• Employers’ assessment of labour market situation
• Dealing with labour shortage
Slides in the full version of the Salary Survey Report

24. WORK ORGANISATION
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25. 16%
19%
29%
25%
25%
38%
35%
25%
10%
8%
16%
21%
22%
28%
35%
64%
0% 20% 40% 60% 80% 100%
I can plan my own work process and when I
do what.
I can greatly influence my pay.
I can influence the criteria used to assess
my work performance.
I can decide where I work and how and
when I get there.
I can organise my own working hours, fixed
hours are not enforced.
I have a say in setting my work and
performance targets and deadlines.
I can choose myself how to do my work and
what methods and techniques I use.
Independence in organising my work is
important to me.
Autonomy in work organisation
4- agree
5- strongly agree
Work organisation – employees’ views

26. 58%
57%
43%
32%
30%
21%
18%
18%
0% 20% 40% 60% 80% 100%
Employees have a say in setting work and
performance targets and deadlines.
Employees' independence in organising their
work forms an important part of our
organisation's work culture.
Employees can greatly influence their pay.
Employees can influence the criteria used to
assess their work performance.
Employees can plan their own work process
and when they do what.
Employees can choose how they do their
work and what methods and techniques they
use.
Employees can manage their own working
hours, fixed hours are not enforced.
Employees can decide when they need to
come in and how and when they get there.
Employees’ autonomy in work organisation
5 – true for most employees
4 – true only in case of
managers and top
professionals
3 – true for office workers
depending on the nature of
their job
Work organisation – employers’ views

27. 52%
48%
59%
22%
20%
28%
26%
33%
13%
0%
10%
20%
30%
40%
50%
60%
70%
All employees Satisfied with their
work organisation
Not satisfied with their
work organisation
Teleworking possibilities and satisfaction with work organisation
No, the nature of my job doesn't allow
that
No, even though the nature of my job
would allow that
Yes, I can work elsewhere if I wish
Work organisation – employees’ responses

28. Work organisation – employers’ views
32%
16%
51%
0%
10%
20%
30%
40%
50%
60%
No, the nature of our organisation’s
work doesn’t allow that
No, even if the nature of some jobs
would allow that
Yes, if the nature of the job allows
that

29. 27%
33%
34%
33%
32%
35%
29%
16%
18%
20%
27%
30%
46%
61%
0% 20% 40% 60% 80% 100%
Our organisation and/or department is well
managed.
My work environment fully supports
achieving the best performance.
I am satisfied with my work organisation.
Work organisation in my current job suits
well with my personal lifestyle.
My job offers me professional development.
I feel that I am trusted at work.
I have good relations with my colleagues.
Working conditions and environment
4- agree
5- strongly agree
Work organisation – employees’ views

30. 35%
45%
37%
36%
29%
35%
40%
23%
32%
43%
49%
61%
55%
51%
0% 20% 40% 60% 80% 100%
Our organisation has the best possible work
organisation.
Our organisation and/or department is well
managed.
Work organisation takes into account
employees’ personal lifestyles (studies,
family etc.).
Our work environment is fully supportive of
achieving the best performance.
Our employees have opportunities to
develop professionally.
The relations between our employees are
good.
We trust our employees.
Working conditions and environment
4- agree
5- strongly agree
Work organisation – employers’ views

31. 30%
33%
40%
35%
29%
43%
34%
34%
43%
12%
21%
25%
32%
38%
25%
40%
46%
37%
0% 20% 40% 60% 80% 100%
Allowing teleworking damages team work and causes tension
due to unfairness.
Teleworking at home presents various risks for the employee –
responsibility for their work equipment and covering the costs
related to working at home.
Flexible working makes it more difficult to keep work and
private life apart.
Organisations that offer flexible working, including teleworking,
are more attractive as employers.
If the nature of the work does not require fixed hours in the
office then it is pointless to enforce it.
Many employees lack sufficient self-discipline and sense of
responsibility to work independently.
Managers should spend more time on assessing performance
rather than enforcing fixed working hours.
In order for flexible working to be successful it would have to
be a natural part of the organisation's work culture and not just
an individually agreed exception.
Employees are better motivated and more efficient when they
have more say in their work organisation.
Pros and cons of flexible work organisation
4- agree
5- strongly agree
Work organisation – employees’ views

32. 34%
37%
37%
36%
41%
41%
48%
27%
35%
9%
11%
12%
23%
20%
23%
27%
60%
57%
0% 20% 40% 60% 80% 100%
The majority of employees cannot be trusted with
managing their own work organisation as they lack
sufficient self-discipline and sense of responsibility.
Allowing teleworking presents various risks for the
employer, such as security risk, health and safety risk
and loss of assets risk.
Allowing teleworking damages team work and causes
tension due to a sense of unfairness.
Offering flexible working, including teleworking,
improves the employer’s reputation, which in turn
helps to recruit better candidates.
Giving employees more autonomy allows managers
more time to deal with organisational matters instead
of checking adherence to fixed working hours.
Allowing flexible work organisation makes people and
work process management significantly more
complex.
Giving employees more freedom and responsibility to
organise their own work improves their motivation
and performance.
In order for flexible work organisation to be successful
it would have to be a natural part of the organisation's
work culture and not just an individually agreed…
With non-manual employees it is more important to
assess their performance rather than enforce fixed
working hours.
Pros and cons of flexible work organisation
4 - agree
5 - strongly agree
Work organisation – employers’ views

33. GROSS WAGES AND SALARIES
The Employers’ Salary Survey

34. Slides in the full version of the Salary Survey Report
• Average gross wages for 223 occupations
• Comprehensive pay reports for 75 individual occupations
• Gross monthly salary ranges (quartiles 25, 75; percentiles 10, 90;
median)
• Internal pay differences in organisations
• Basic pay and variable pay
2725
4490
2510
3950
Gross monthly salary
range
Lowest
73%
Average
100%
Highest
143%
Internal pay differences
80%
20%
Share of base pay and
variable pay in salary
Variable pay
Base pay

35. EMPLOYEE MOVEMENT AND
SALARY EXPECTATIONS
The Employees‘ Salary Survey

36. • Existing job and desired job – movement of employees
• Existing net pay and desired pay for 320 occupations
• Desired pay by gender, age, educational level, etc. (on
request)
Slides in the full version of the Salary Survey Report
3000
1920
2500
6000
3500
3900
2500
1800
2000
5000
3000
3500