IMA Insight beyond Information 70 lacs - 1 crore Rs 1 crore - 1.25 crores Rs 1.25 crores -1.50 crores Rs 1.5 crores - 2 crores Rs 2 crores - 3 crores Rs 3 crores - 4 crores Above Rs

The Fourteenth Annual Human Resources Survey

A brief extract of Survey analysis and findings

2011-12

IMA India

IMA Insight beyond Information

© IMA India www.ima-india.com

IMA

• This is an extract from the over 200-page long full report of IMA India’s14th Annual HR Survey, and is intended to illustrate the methodologyand framework of IMA India’s Annual HR Survey

• The full report of the HR survey covers various aspects of HR functionincluding Compensation, Productivity, Talent management, Employeeretention, Succession planning, Strategic role of HR, etc.

• Data has been gathered using a detailed data collection template(questionnaire) administered to the group of participating companies. Thesample includes over 400 prominent companies.

• The contents of this report are the intellectual property of IMA India. Theyare copyright protected and legally privileged. Unauthorised copying,reproduction or distribution of the information contained in these slideswould amount to an infringement of law and would invite applicablepenalties, as per India laws.

To obtain a copy of the full report of 14th Annual HR Survey (2011-12), please contactPreeti Rajput ([email protected]; +91-124-459-1200)

DDiissccllaaiimmeerrInsight beyond Information

© IMA India www.ima-india.com

www.imawww.ima--india.comindia.com© IMA India

• To address an issue of increasing relevance directly impacting company strategy, in addition to top and bottom-lines

• Not so much a statistical base of information but more an overview of current trends in compensation, recruitment, attrition and retention

• Areas of performance management, productivity, and training and development also assessed

• To generate dialogue between peers and raise issues of interest and concern

• Comparisons are drawn with the findings of the 2009-10 survey as well as last year data provided now, and trends for 2011-12 also indicated

Objectives of exerciseObjectives of exerciseIMA Insight beyond Information


MethodologyMethodology

• Sample size: Over 400 companies responded to a detailed questionnaire

Energy3%

Services24%

Pharma3%

Healthcare4%

ITeS10%

IT10%

BFSI11%

Consumer goods

6%

Industrials23%

Telecom1%

Infra5%

• Level segmentation: Findings categorised into: CEO, Top Management (CEO’s direct reports); Senior Management; Middle Management, and Junior Management. Some data on entry level employees.



A predominance of A predominance of ‘‘bigbig’’ companies companies ……Indian workforce

501-100017%

More than 100045%

251-50013%

101-25013%

100 or less12%

The bulk of respondents The bulk of respondents have over 500 employees have over 500 employees in Indiain India……

and globally, threeand globally, three--fourths fourths have over 1000 have over 1000 employeesemployees……

501-10008%

100 or less8%

101-2503% 251-500

6%

More than 100075%

Global workforce

Insight beyond InformationIMA


The Big PictureThe Big Picture



How serious is the HR challenge How serious is the HR challenge ––in the recent past and in the nearin the recent past and in the near--toto--mid term?mid term?

A third of respondents found the HR challenge to be A third of respondents found the HR challenge to be ‘‘quite seriousquite serious’’ or or ‘‘alarmingalarming’’ over the past 12over the past 12--18 months18 months……but more than half expect them but more than half expect them to become so in the next 12to become so in the next 12--18 months18 months

0%10%20%30%40%50%60%70%80%90%

100%

Last 12-18 months Next 12-18 months

Not at all serious Moderate/mild

Quite serious Severe/alarming



HR conditionsHR conditions

Someone is doing it right Someone is doing it right –– those that expect conditions to remain those that expect conditions to remain favourablefavourable also also see lower attrition rates than the median see lower attrition rates than the median –– except at the junior management levelsexcept at the junior management levels

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Quality of talent Quantity of talent Salary expectations

little change in last 1 year Have begun to worsen, gradually

Have worsened considerably in last 6-9 months Will again turn unfavourable - quickly

Will become unfavourable over longer time frame Will remain favourable in long term

Varies by employee level



At which levels do firms have the At which levels do firms have the greatest challenges in terms ofgreatest challenges in terms of……

Recruitment? Retention? Performance management?

As in previous years, senior and top managers are the hardest toAs in previous years, senior and top managers are the hardest torecruit but the easiest to retain. Junior and middle execs are trecruit but the easiest to retain. Junior and middle execs are the he hardest to retain and managehardest to retain and manage

0 50 100

Entry

Junior

Middle

Top

Senior

Weighted average of rankings 0 50 100

Top

Senior

Entry

Middle

Junior

Weighted average of rankings0 50 100

Top

Entry

Senior

Junior

Middle

Weighted average of rankings



TodayToday’’s greatest HR challenges*s greatest HR challenges*

* Figures in brackets are the % of respondents expecting a worsening of conditions in the next 12 months

Top 4 issues the same as last year, though their ordering has chTop 4 issues the same as last year, though their ordering has changed. anged.

This changes in the next 18 months with retention, salary expectThis changes in the next 18 months with retention, salary expectations ations management, wage costs and hiring the management, wage costs and hiring the ‘‘rightright’’ kind of people keykind of people key

50 55 60 65 70 75 80 85 90 95 100

Increasing productivity (4.9)

Employee motivation (10.3)

Managing wage costs (35.9)

Retaining middle managers (29.7)

Retaining key people (28.3)

Retention (35.6)

Managing employees’ growth expectations (promotions,challenging assignments etc) (26.8)

Identifying/developing leadership material (9.9)

Managing employees’ salary expectations – aligningthese with the firm’s targets (36.1)

Hiring the 'right' kind of people for the next growth phase(32.2)


1

2

3

4

5

7

8

NA

NA

NA

*Figures next *Figures next to the bars are to the bars are last yearlast year’’s s rankingsrankings

11

2244

33



TodayToday’’s greatest HR challenges s greatest HR challenges according to heads of HRaccording to heads of HR

50 55 60 65 70 75 80 85 90 95 100

Retaining middle managers

Employee motivation

Managing wage costs

Managing employees’ growth expectations (promotions,challenging assignments etc)

Retention

Identifying/developing leadership material

Managing employees’ salary expectations – aligning thesewith the firm’s targets

Retaining key people

Hiring the 'right' kind of people for the next growth phase




Will wage bills rise in 2011Will wage bills rise in 2011--12?12?

The majority will see larger The majority will see larger wage bills but the increases wage bills but the increases ((most BFSI, consumer; least most BFSI, consumer; least IT, pharmaIT, pharma) will be relatively ) will be relatively modest. modest.

Much of this will be driven by Much of this will be driven by new hiring: 84% of those new hiring: 84% of those expecting their wage bills to expecting their wage bills to rise also expect their hiring rise also expect their hiring to increaseto increase

Remain unchanged

29%

Fall5%

Rise66% ……and by how much?and by how much?


ima

Text Box

Data Masked Please contact IMA for further details


Changes in workforce sizeChanges in workforce size

More than 95% will, on net, increase their workforce size in 201More than 95% will, on net, increase their workforce size in 20111--12, 12, compared with about 65% in 2009compared with about 65% in 2009--10, and a comparable number this 10, and a comparable number this year. year. Firms with wage bills higher than 40% of cost will hire MOREFirms with wage bills higher than 40% of cost will hire MORE

Greatest increase at the Greatest increase at the junior management leveljunior management level

Hiring pattern Change in workforce size

0%

20%

40%

60%

80%

100%

2009-10 2010-11 2011-12

Reduce Same Increase

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2009-10 2010-11 2011-12

Fall by >25% Fall by 11-25% Fall by 0-10% Rise by 0-5%

Rise by 6-10% Rise by 11-20% Rise by 21-30% Rise by 31-40%

Rise by 41-50% Rise by 51-60% Rise by 61-75% Rise by 76-100%

Rise by >100%



Hiring increases : Additional resources Hiring increases : Additional resources being hired for?being hired for?

Hiring more at lower levels with the intent to train for higher responsibilities24%

Others11%

New business streams56%

Building bench strengths9%



Under exceptional

circumstances29%

Yes25%

No46%

Do you offer signing bonuses?

The uncertainty in the environment is embodied by the large numbThe uncertainty in the environment is embodied by the large number of er of firms taking judgemental calls on the count of firms taking judgemental calls on the count of ‘‘exceptional exceptional circumstancescircumstances’’. The right people for the right job will continue to be in . The right people for the right job will continue to be in high demand. high demand.



Leading HR challenges Leading HR challenges ––the less serious issuesthe less serious issues

Firms are less concerned about the complexities involved in Firms are less concerned about the complexities involved in fostering effecting teams, training and development, hiring fostering effecting teams, training and development, hiring adequate numbers of people, restructuring adequate numbers of people, restructuring –– or getting or getting peplepeple to quitto quit

* Figures in brackets are the percentage of respondents expecting a worsening of conditions in the coming 12 months

6

9

11

10

13

NA

*Figures next to the *Figures next to the bars are last yearbars are last year’’s s rankingsrankings

50 55 60 65 70 75 80 85

Getting people to quit (2.5)

Restructuring teams in line with businessgrowth (5.6)

Aligning HR and business teams (3.8)

Being able to hire adequate numbers ofpeople (28.5)

Training and development (3.2)

Fostering effective teams (6.6)


5



The greatest HR challenges: The greatest HR challenges: Direction of change over next 12Direction of change over next 12--18 months18 months

……but the outlook is but the outlook is favourablefavourable in a range of areas, including T&D, in a range of areas, including T&D, aligning HR and business teams, productivity, and motivationaligning HR and business teams, productivity, and motivation



The strategic response: The strategic response: over the next 12 monthsover the next 12 months

A strong focus on productivity, building succession plans, and gA strong focus on productivity, building succession plans, and growthrowth--centric mindsets. centric mindsets.

65% of the firms that do 65% of the firms that do not not currently have a succession plan for CEOs will currently have a succession plan for CEOs will have one in less than two years; 88% of those that lack one for have one in less than two years; 88% of those that lack one for CFOs, COOs, CFOs, COOs,

and other direct reports will have one within two yearsand other direct reports will have one within two years



CompensationCompensation



Cost To Company Cost To Company –– Top ManagementTop Management

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%20

09-1

0

2010

-11

2009

-10

2010

-11

2009

-10

2010

-11

2009

-10

2010

-11

CEO CFO CMO HRH

Rs 15-25 lacs Rs 25-45 lacs Rs 45-70 lacs

Rs 70 lacs - 1 crore Rs 1 crore - 1.25 crores Rs 1.25 crores -1.50 crores

Rs 1.5 crores - 2 crores Rs 2 crores - 3 crores Rs 3 crores - 4 crores

Above Rs 4 crores

……higher CTC compensation levels this yearhigher CTC compensation levels this year


ima

Text Box



Variable Pay Variable Pay –– Top ManagementTop Management

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%20

09-1

0

2010

-11

2009

-10

2010

-11

2009

-10

2010

-11

2009

-10

2010

-11

CEO CFO CMO HRH

0-5% 5-10% 10-15% 15-20% 20-30% 30-40% More than 40%



Value of Perks Value of Perks –– Top ManagementTop Management

0%

10%

20%

30%40%

50%

60%

70%80%

90%

100%20

09-1

0

2010

-11

2009

-10

2010

-11

2009

-10

2010

-11

2009

-10

2010

-11

CEO CFO CMO HRH

0-5% 5-10% 10-15% 15-20% 20-30% 30-40% More than 40%



CEO CTC CEO CTC –– sectorsector--wisewise

0%10%20%30%40%50%60%70%80%90%

100%

BFS

I

Con

sum

ergo

ods

Ene

rgy

Hea

lthca

re IT

ITeS

Indu

stria

ls

Infra

Pha

rma

Ser

vice

s

Rs 15-25 lacs Rs 25-45 lacs Rs 45-70 lacsRs 70 lacs - 1 crore Rs 1 crore - 1.25 crores Rs 1.25 crores -1.50 croresRs 1.5 crores - 2 crores Rs 2 crores - 3 crores Rs 3 crores - 4 croresAbove Rs 4 crores

BFSI, consumer goods, infrastructure, energy among the BFSI, consumer goods, infrastructure, energy among the highest paying sectorshighest paying sectors……



CFO CTC sectorCFO CTC sector--wise (2010wise (2010--11)11)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

BFS

I

Con

sum

ergo

ods

Ene

rgy

Hea

lthca

re IT

ITeS

Indu

stria

ls

Infra

Pha

rma

Serv

ices

Rs 15-25 lacs Rs 25-45 lacs Rs 45-70 lacs

Rs 70 lacs - 1 crore Rs 1 crore - 1.25 crores Rs 1.25 crores -1.50 crores

Rs 1.5 crores - 2 crores Rs 2 crores - 3 crores Rs 3 crores - 4 crores



CTC CompensationCTC CompensationComparison across CComparison across C--level executiveslevel executives

Median marked out in black

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

CEO CFO CMO HRH

Rs 15-25 lacs Rs 25-45 lacs Rs 45-70 lacsRs 70 lacs - 1 crore Rs 1 crore - 1.25 crores Rs 1.25 crores -1.50 croresRs 1.5 crores - 2 crores Rs 2 crores - 3 crores Rs 3 crores - 4 croresAbove Rs 4 crores


In 2009-10, the median CTC for CEOs was in the Rs crore range, xx whereas this year it lies in the Rs xx crore range. For CFOs and

(Rs xx lacs each), and for HR Heads (Rs xx lacs), the median remains in the same range as last year

ima

Text Box


ima

Typewritten text


What determines variable pay?What determines variable pay?

0 10 20 30 40 50 60 70 80 90 100

Stock price performance

Performance of reporting team (immediatesubordinates)

Company/SBU financial performance globally

Company/SBU financial performance in India

Individual performance

Weighted averages of ratings

Senior management

Direct reports

CEO

Individual performance matters most for determining variable payIndividual performance matters most for determining variable pay for senior for senior managers and direct reports, but company/SBU performance in Indimanagers and direct reports, but company/SBU performance in India is the a is the leading factor for CEOs. Global performance important as well foleading factor for CEOs. Global performance important as well for CEOs r CEOs



Compensation Compensation –– Entry, junior and Entry, junior and middle middle –– CTC CTC

ITeS, Pharma, Services most conservativeITeS, Pharma, Services most conservative –– entry level.entry level.Healthcare, Pharma, Services, IT most soHealthcare, Pharma, Services, IT most so –– junior managementjunior managementBFSI followed by consumerBFSI followed by consumer –– highest at middle management levelshighest at middle management levels

Median – Rs 3 lacs

Median – Rs 5.6 lacs

Median – Rs 10 lacs

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Entry Junior Middle

Rs 1 lac or less Rs 1.0-2.5 lacs Rs 2.5-5.0 lacsRs 5.0-7.5 lacs Rs 7.5-10.0 lacs Rs 10.0-12.5 lacsRs 12.5-15.0 lacs Rs 15.0-20.0 lacs More than Rs 20 lacs

60% of entry60% of entry--level employee level employee salaries over Rs salaries over Rs 2.5 lacs, 55% of 2.5 lacs, 55% of

junior junior managers paid managers paid more than Rs 5 more than Rs 5

lacs, 45% of lacs, 45% of middle middle

managers paid managers paid more than Rs more than Rs

10 lacs10 lacs



Parameters determining compensation and Parameters determining compensation and increments increments –– Junior and Middle levelsJunior and Middle levels

Individual performance is the driving factor for both Junior andIndividual performance is the driving factor for both Junior and MidMid--level level managers. Similar rankings for most factors, though potential, tmanagers. Similar rankings for most factors, though potential, the criticality he criticality of the position, the individualof the position, the individual’’s alignment with the companys alignment with the company’’s goals and s goals and commitment matter more at the middle levelcommitment matter more at the middle level

0 10 20 30 40 50 60 70 80 90 100

Seniority

Parity across functions/peers

Industry norms

Individual's alignment with company goals/values

Commitment

Criticality of the position

Individual's potential

Individual's performance

Weighted averages of rankings

Junior Middle



Parameters determining compensation and Parameters determining compensation and increments increments –– Senior/Top levelSenior/Top level

Similar to all other levels of management, performance and potenSimilar to all other levels of management, performance and potential of the tial of the individual are the biggest determinants in compensation. Other findividual are the biggest determinants in compensation. Other factors inch up actors inch up however, indicating a more holistic assessment.however, indicating a more holistic assessment.

0 20 40 60 80 100

Seniority

Parity across functions/peers

Industry norms

Commitment

Individual's alignment with companygoals/values

Criticality of the position

Individual's potential

Individual's performance



Does your company offer ESOPs? Does your company offer ESOPs?

Most offer to top management, 75% to senior managers, 30% Most offer to top management, 75% to senior managers, 30% to middle managers, 15% to junior managersto middle managers, 15% to junior managers

Yes43%

No57%



Change in the use of ESOPs Change in the use of ESOPs ––next 12 monthsnext 12 months

Overall across all levels of management, fewer than 8% of Overall across all levels of management, fewer than 8% of respondents are planning to eliminate their use completely in threspondents are planning to eliminate their use completely in the e coming year but 25% at the middle level and more than 30% at thecoming year but 25% at the middle level and more than 30% at the top top and senior management level are planning to increase their useand senior management level are planning to increase their use

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Junior

Middle

Senior

Top

Increase use of ESOPs Reduce use of ESOPs

No change in the use of ESOPs Stop the issuance of ESOPs



IncrementsIncrements



Average rates of incrementsAverage rates of incrementsin gross salary expected in 2011in gross salary expected in 2011--1212

0%10%20%30%40%50%60%70%80%90%

100%

CEO Junior Middle Senior Top

10-15% decline 5-10% decline No raise 0-5% raise5-10% raise 10-15% raise 15-20% raise >20% raise

Junior: BFSI (most), IT, Infra/Junior: BFSI (most), IT, Infra/teletele lead the way 15lead the way 15--20%; 20%;

Middle: Infra/Middle: Infra/teletele and BFSI (median same)and BFSI (median same)

Senior: Infra/Senior: Infra/teletele, IT, BFSI (median same for last two), IT, BFSI (median same for last two)

Top: Same median year on year, though mild increases across sectTop: Same median year on year, though mild increases across sectorsors



Reasons for paying out high incrementsReasons for paying out high increments

Exceptional performance remains the main reason behind the higheExceptional performance remains the main reason behind the highest st increments, though retention or a new job role are important at increments, though retention or a new job role are important at the the Senior and Top management levelsSenior and Top management levels

0%10%20%30%40%50%60%70%80%90%

100%

Junior Middle Senior Top

NA - no one receives Exceptional individual performance

To adjust salaries Retention strategy - key employees

Change in job role



RecruitmentRecruitment



Entry level Entry level –– where do you hire from?where do you hire from?

Preference for graduates outnumbers postPreference for graduates outnumbers post--grad requirements!grad requirements!

0 20 40 60 80 100

High school

Post-graduate

Collegegraduates

% of firms



Entry level: typical educational streamsEntry level: typical educational streams

Over 60% of all respondents typically employ engineers followed Over 60% of all respondents typically employ engineers followed over 50% of respondents who employ management students. ..only aover 50% of respondents who employ management students. ..only ahandful of firms look for candidates with medical degrees.handful of firms look for candidates with medical degrees.

0 10 20 30 40 50 60 70

Medical

Computer science

Charteredaccountancy

Other professionaldisciplines

BS

BA

Management

Engineering

% of firms



Importance and difficulty of finding skills: Importance and difficulty of finding skills: Junior levelJunior level

Commitment Commitment and integrity and integrity top the list of top the list of ‘‘important but important but difficult to difficult to findfind’…’…

Leadership, Leadership, and project and project management management skills are skills are difficult to find, difficult to find, but ranked but ranked lower in lower in importanceimportance

Note: The minimum and maximum weighted average score for any parameter is 13 and 67 respectively

0 20 40 60 80 100

Leadership

Org/Project management skillsMarket/industry knowledge

Creativity

Communication skillsTechnical knowledge

Initiative

Team skillsJob competence

Op/Exec ability

CommitmentIntegrity


Importance Difficulty of finding



Importance and difficulty of finding skillsImportance and difficulty of finding skillsMiddle managementMiddle management

The more important The more important skills are easier to skills are easier to find, while find, while leadership leadership –– ranked ranked as the most difficult as the most difficult to find to find –– is less is less important at this important at this levellevel

0 20 40 60 80 100

Creativity

Market/industry knowledge

Technical knowledge

Org/Project management skills

Leadership

Op/Exec ability

Communication skills

Initiative

Job competence

Team skills

Commitment

Integrity

Importance Difficulty of finding

IMA Insight beyond Information �


Retention and AttritionRetention and Attrition



Effective retention tools Effective retention tools –– middle levelmiddle level

FastFast--track career track career opportunitesopportunites continue to be the top continue to be the top –– and matter most for and matter most for industrials, services, ITeS. Leadership commitment to employee gindustrials, services, ITeS. Leadership commitment to employee growth has rowth has moved up. A challenging job or targets still help in retention, moved up. A challenging job or targets still help in retention, but less sobut less so

Numbers refer to the rank given to each factor in the 2009-10 survey

0 10 20 30 40 50 60 70 80 90 100

Loans

Stock options

Flexibility - work timings etc

International postings

Training programmes

Cross functional/job rotation

Work-life balance

Coaching/mentoring

Higher variable pay/uncapped rewards

Personal attention from senior management

Good work environment

Decision-making autonomy

Challenging job/targets

Compensation higher than industry norms

Leadership commitment to employee growth/jobenrichment/greater responsibilities etc

Fast-track career opps


1

4

2

5

667

12

9

10

13

11

14

15

NA

3

8



Effective retention tools Effective retention tools –– senior levelsenior level

DecisionDecision--making making autonomy retains autonomy retains the top place as an the top place as an effective retention effective retention tool for senior tool for senior managers managers –– who who also look seriously also look seriously at the prospects of at the prospects of compensation compensation higher than higher than industry industry normsnorms……stock stock options have options have moved sharply up moved sharply up the rankingsthe rankings

Numbers refer to the rank given to each factor in the 2008-09 survey

0 10 20 30 40 50 60 70 80 90 100

Work-life balance

Good work environment

Training programmes

Flexibility - work timingsetc

Higher variablepay/uncapped rewards

Challenging job/targets

Compensation higherthan industry norms

Stock options

Decision makingautonomy


1

8

4

2

5

7

9

3

6



Best Tools for UnderstandingBest Tools for UnderstandingAttrition / RetentionAttrition / Retention

Informal interactions and exit interviews are the most importantInformal interactions and exit interviews are the most importanttools to understand attrition and retention, followed by employetools to understand attrition and retention, followed by employee e feedback surveys. feedback surveys.

0 20 40 60 80 100

Skip-level discussions

Formal group/individual leveldiscussions

Employee feedback surveys

Exit interviews

Informal interactions




Mechanisms used for Mechanisms used for rewards and recognitionrewards and recognition

Monetary benefit continues to be most important, as also promotiMonetary benefit continues to be most important, as also promotion / on / increased responsibilityincreased responsibility…… Involvement in decisions has fallen down a Involvement in decisions has fallen down a level, while companylevel, while company--wide felicitations have gone upwide felicitations have gone up

Note: The minimum and maximum weighted average score for any parameter is 11 and 56 respectively

0 20 40 60 80 100

Others

Non-Monetary

Involvement indecisions

Company-widefelicitation

Promotion/increasedresp

Monetary




Attrition rates Attrition rates –– Junior managementJunior management

After dropping in 2010After dropping in 2010--11, Junior attrition rates are likely to inch up 11, Junior attrition rates are likely to inch up again in 2011again in 2011--12, most of all for ITeS firms. 12, most of all for ITeS firms.

About 10About 10--15% at the median is voluntary 15% at the median is voluntary

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2009-10 2010-11 2011-12

0-5% 5-10% 10-15% 15-20% 20-25% 25-30%30-40% 40-50%



Attrition rates Attrition rates –– Middle managementMiddle management

0%10%20%30%40%50%60%70%80%90%

100%

2009-10 2010-11 2011-12

0-5% 5-10% 10-15% 15-20% 20-25% 25-30%30-40% 40-50%

Gradually rising again, most of all for consumer goods, IT and Gradually rising again, most of all for consumer goods, IT and services firmsservices firmsAgain, about 10Again, about 10--20% (median) is voluntary20% (median) is voluntary



THANK YOU!THANK YOU!International Market Assessment India Private LimitedInternational Market Assessment India Private Limited

107 Time Square, Sushant Lok I107 Time Square, Sushant Lok IGurgaon, Haryana 122002Gurgaon, Haryana 122002

www.imawww.ima--india.comindia.com

Contents of this presentation may not be reproduced, forwarded oContents of this presentation may not be reproduced, forwarded or copied r copied without the prior written permission of IMA India.without the prior written permission of IMA India.

IMA India research is for the consumption of its clients only.IMA India research is for the consumption of its clients only.

The HR Survey Presentation is provided to respondents of the SurThe HR Survey Presentation is provided to respondents of the Survey each year.vey each year.


Documents

IMA Insight beyond Information 70 lacs - 1 crore Rs 1 crore - 1.25 crores Rs 1.25 crores -1.50 crores Rs 1.5 crores - 2 crores Rs 2 crores - 3 crores Rs 3 crores - 4 crores Above Rs