Facebook Announces Social Jobs App

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Facebook, in cooperation with the U.S. Department of Labor and several other organizations recently announced the Social Jobs Partnership, a new social media-based job search tool. The Social Jobs Partnership app is a centralized database of job opportunities pulled from a number of outside job boards. At the time of launch, there were about 1.7 million jobs hosted through the app.

The Social Jobs Partnership is an effort to leverage the power and reach of social media to connect job-seekers with relevant jobs. If successful, Facebook would become a major competitor to LinkedIn in the social-recruiting arena.
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Administrative Jobs Experience Slower Salary Movement

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According to the 2012 EAA National Wage & Salary Survey, though administrative jobs experienced salary increases of at least 2% from 2011, most administrative jobs in the survey continue to see slower salary movement compared to other jobs.

Median salaries for Receptionist, Telephone Operator/Receptionist/Secretary, and Administrative Assistant to CEO jobs increased 2% from 2011 to 2012. Administrative Assistants of varying levels saw higher increases of 3%-5%.

Median Salaries for Administrative Jobs

 

2011

2012

% Change

Receptionist

$27,860

$28,474

2%

Telephone Operator/Receptionist/Secretary

$29,095

$29,587

2%

Administrative Assistant I

$31,517

$32,686

4%

Administrative Assistant II

$36,703

$37,831

3%

Administrative Assistant III

$42,380

$44,293

5%

Administrative Assistant to CEO

$47,879

$48,688

2%

Source: 2012 EAA National Wage & Salary Survey

The data from the survey is in line with other trends which suggest that administrative job salaries are rising, but at a slower rate than other jobs which are in higher demand.

For more information about the 2012 EAA National Wage & Salary Survey or to purchase it, please click here.  Or, to participate in ERC's 2012 Salary & Wage Surveys which report data from Northeast Ohio employers on over 400 jobs, click here.

Skilled Manufacturing Jobs See Higher Salary Increases than Unskilled

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Pay for skilled manufacturing jobs seems to be rising, according to a recent national survey released by ERC. Based on the 2012 EAA National Wage & Salary Survey, several skilled manufacturing jobs (namely supervision) saw higher salary increases than unskilled manufacturing jobs.

Median Salaries for Production Supervisors

 

2011

2012

% Change

Production Supervisor - Unskilled Operation

$50,447

$47,649

-6%

Production Supervisor - Semi-skilled Operation

$53,053

$54,485

3%

Production Supervisor - Skilled Operation

$57,842

$60,982

5%

Trades Supervisor - Production Support

$68,332

$70,184

3%

Source: 2012 EAA National Wage & Salary Survey

The survey reports a decrease in median salary from 2011 for production supervisors of unskilled operations, yet positive increases in median salaries from 2011 for production supervisors of semi-skilled, skilled, and trade operations. In fact, these increases were above the average salary increase of 2.8% in 2011. Employers reported the highest percentage increase (5%) in median salary for production supervisors of skilled operations.

Other data in the survey shows that several unskilled manufacturing jobs, including production workers and laborers, reported modest if any salary increases from 2011. These findings are consistent with local pay trends which show relatively stagnant wages for some manufacturing jobs, particularly unskilled ones.

"The findings of this survey are consistent with other local and national trends we've seen, suggesting that skilled manufacturing jobs are in high demand and pay is beginning to reflect this demand," says Marty Mordarski, Director of Research & Membership at ERC. He adds, "Pay is often a factor influencing retention for employees in the manufacturing sector, so providing above-average or competitive pay rates for manufacturing jobs will be crucial for employers seeking to attract and retain highly skilled manufacturing workers."

For more information about the 2012 EAA National Wage & Salary Survey or to purchase it, please click here.  Or, to participate in ERC's 2012 Salary & Wage Surveys which report data from Northeast Ohio employers on over 400 jobs (including manufacturing), click here

Few Local Employers Laying Off Employees, Outsourcing Jobs

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According to the results of the 2011 ERC/Smart Business Workplace Practices Survey, only 5.6% of organizations are anticipating layoffs this year, the lowest percentage reported by the survey in 11 years. Additionally, the results show that the percentage of employers outsourcing jobs overseas has also declined.

Results from the past eleven surveys, conducted by ERC in collaboration with Smart Business Magazine, show that while the percentage of employers projecting layoffs since 2001 has widely fluctuated and spiked in 2009 (54.2%), most employers are not expecting any layoffs in 2011.

In addition, the survey results show that the percentage of organizations outsourcing jobs overseas has decreased two years in a row to 6.7%. This also suggests that jobs are staying in Northeast Ohio, and may indicate an upturn in the local economy from the past two years.

“We are pleased to see that Northeast Ohio employers are keeping jobs in the region and that the percentage of employers projecting layoffs is the lowest since we began conducting the survey. In other surveys we’ve conducted, we’ve seen more employers also indicate that they are hiring and providing pay increases this year as compared to the past two years. These are all positive signs for our local economy,” says Marty Mordarski, Director of Research and Membership at ERC.

8 Steps in a Compensation Project

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Planning to look at compensation in 2011? Compensation initiatives appear to be on many employers’ agendas for 2011, so we’ve summarized eight (8) steps in a basic compensation project.

1. Participate in or purchase salary and wage surveys.

It all starts with having pay data, which is the basis for all compensation systems and projects. Compensation surveys contain information on competitive wages and salaries for various jobs and report data regarding what other employers pay for given positions. Participating in these surveys (which generally requires reporting your employees’ salary and wage information) typically helps organizations save money on receiving the data.  A good rule of thumb is obtaining at least three survey or compensation data sources. Local resources are ideal, especially if your organization recruits locally. For example, ERC’s Salary & Wage Surveys are a common resource used by many Northeast Ohio employers to benchmark local pay rates.

2. Identify matches for your organization’s jobs.

Once you obtain salary survey information, the next step is identifying the positions in the surveys that match the jobs in your organization. This is generally not done by job title alone. Instead, employers look for jobs with position descriptions that match at least 70% of the duties summarized. For some unique positions, it may be difficult to find an exact match. In these cases, organizations typically blend or weight salary data from multiple jobs to create a salary figure that best represents the job.

3. Select and gather data.

After your organization has selected the positions that match, you’ll need to determine what percentile or metric from the survey you would like to use to compare your jobs. Organizations commonly select this based on their pay philosophy for different positions. Employers may wish to pay some positions above market rates (percentiles above the median) because talent is scarce or the job is critical to their organization’s strategy or mission. Other positions may be paid below market rates (percentiles below the median) if they lack importance or are easily recruited. The widespread majority of organizations aim to pay most of their employees at market (the median). You can also use the average; however, the median is less susceptible to higher or lower values, and therefore more reliable.

4. Analyze the data.

In order to analyze the salary information, organizations should age the data to a common point in time by an aging factor – such as an average yearly increase (obtained in a compensation survey).  After aging the data, the percentile information gathered from each of the survey sources can be weighted based on factors such as industry data, local or national information, quality of survey, and strength of job match. Typically, a weighted average is calculated based on these weightings of the survey sources and the percentile information. This weighted average is usually referred to as the “market average.” Although, there are certainly other metrics of market competitiveness your organization could use.

5. Calculate a market average.

For each job you are analyzing, it’s important to determine where the job stands relative to the market. This is easily done by dividing what your organization currently pays for the position (the current salary or wage) by the market average. Figures over 1.0 indicate that the job is paid more than the market average; while figures below 1.0 show that the job is paid less than the market average. While other metrics exist, this tends to be the easiest to calculate for employers.

6. Create a pay structure.

Organizations commonly use the data obtained through its market analysis to create or maintain a formal pay structure with grades and ranges. Ranges specify minimum and maximum pay values and midpoints (which are typically set to the market average) for specific jobs or grades. Range spreads (the difference between the minimum and maximum) can range anywhere from 20-50%, typically dependent on the type of position. For example, entry/lower level positions having narrow pay ranges and managerial/senior level positions having wider pay ranges. Employers can also go a step further in creating a pay structure by developing pay grades. Pay grades group positions by either internal value (determined using a job evaluation procedure) or by market data. Grades are formed based on these groupings and ranges are set for the grades. Grades may vary in terms of width and overlap, depending on an organization’s structure.

7. Address inconsistencies.

After your organization has collected and analyzed the market data and/or developed any pay structures it deems important to its compensation administration, the next step is to address differences or inconsistencies, particularly in terms of differences in market averages/midpoints and rates your organization is paying for positions as well as differences in internal equity (results of job evaluation study) and external market rates. These questions often involve considering organizational culture, structure, what it can afford to pay, and what it wants to pay for certain positions.

8. Make adjustment decisions.

After these questions are addressed, your organization will need to determine whether it wants to adjust salaries and wages to be more in line with the market (if differences exist). These are typically termed “market adjustments.” Other pay adjustments your organization may provide include cost-of-living or across the board adjustments (the same adjustment being provided to all employees), or merit increases, which are commonly based on performance achieved and varied in terms of amount received (typically a percentage of base salary).

There’s no question that compensation initiatives can be very involved and difficult projects, often including even more complexity and analysis than these eight steps suggest. Keep in mind that ERC has many resources, including valid pay data and experienced guidance, available to help you in navigating these projects with ease and success.

Additional Compensation Resources

Compensation surveys
ERC offers numerous sources of compensation data to members. Currently, ERC is conducting its 2011 Salary & Wage Surveys. Members can participate in ERC’s SurveyCenter (note: registration as a first time user is required) and receive the results for no cost. Non-members may participate in these surveys and receive the results at a discount. Members can also participate in our 2011 Executive Compensation Survey. In addition, members can access other compensation data in ERC’s Research Library or by contacting our HR Help Desk (hrhelp@yourerc.com).

Compensation assistance
ERC can assist with compensation projects involving market pricing, compensation system design, job evaluation, and variable pay programs. For more information on the services we offer to help your organization with its compensation projects, please contact consulting@yourerc.com. Or, for additional articles pertaining to compensation system design, please contact hrhelp@yourerc.com.

HR University
Join ERC as it hosts HR University, a comprehensive development course for newer Human Resource professionals, which includes workshops in not only Compensation and Benefit Plan Design Basics, but also Employment Law Fundamentals, Orientation and Performance Management Plan Basics, Staffing & Recruitment Practices, and Communication Skills for HR Professionals.