2012 Twcsrgeneralsummary 3

Towers Watson Data Services
2012 CSR Human Resources

Compensation Survey Participant
Summary
Total Cash Compensation
Data in Effect: April 1, 2012
General Industry
Data Services Terms and Conditions

Towers Watsons surveys and the results of such surveys, including participation materials and related reports
(collectively, surveys) are made available by local Towers Watson affiliated companies which are directly or
indirectly controlled by Towers Watson & Co. (collectively referred to as Towers Watson or the Towers
Watson group) on the following terms and conditions.
Service Quality. Towers Watson will collect relevant data and conduct the surveys with reasonable care. While
Towers Watson cannot be responsible for verifying the accuracy and completeness of each data submission, a
Towers Watson associate will review each data submission for overall reasonableness. Towers Watson provides
the surveys on an as is basis and does not provide a warranty or guarantee of any kind as to the accuracy or
completeness of the surveys or the data or information contained therein.
Intellectual Property Rights. Towers Watson retains all intellectual property rights in the surveys. Unauthorized
use or duplication without prior permission from Towers Watson is prohibited.
You shall not refer to us or include any of our work product (including, without limitation, the surveys and the
information they contain) in any shareholder communication or in any offering materials (or fairness opinion
provided by your professional advisers) prepared in connection with the public offering or private placement of
any security, unless otherwise agreed in writing.
Use of Surveys. You may use the surveys only within your own organization for internal compensation planning
and may not modify, sell or transfer such surveys. Surveys may not be reproduced in employee newsletters or
posted on your companys intranet. If you desire to share the surveys (in whole or in part) with a third party
(including any entity controlling, controlled by, or under common control with your company, Towers Watsons
competitors and/or independent contractors working solely for your company), you must first obtain the written
consent of Towers Watson. Any use of the information contained in the surveys is not a substitute for seeking
expert legal, consulting or other advice on the reasonableness or appropriateness of compensation levels and
practices.
Limitation of Liability. The aggregate liability of Towers Watson and its employees, directors, officers, agents
and subcontractors (the related persons) whether in contract, tort (including negligence), breach of statutory
duty or otherwise for any losses relating to a particular service/project provided in connection with the surveys,
the participation materials and any reports or other output resulting from the use of the surveys shall not exceed
in aggregate the greater of (a) $25,000 USD or (b) the total fees paid to Towers Watson for such service/project
provided during any 12-month period beginning with the commencement of such service/project, unless
otherwise agreed in writing. Nothing in these terms shall exclude or limit the liability of Towers Watson or our
related persons in the case of: (a) death or personal injury resulting from Towers Watsons or Towers Watsons
related persons negligence; (b) willful misconduct; (c) fraud; or (d) other liability to the extent that the same may
not be excluded or limited as a matter of law. In no event shall Towers Watson or any of our related persons be
liable for any incidental, special, punitive, or consequential damages of any kind (including, without limitation,
loss of income, loss of profits, or other pecuniary loss).
General. The validity and interpretation of these terms will be governed by the laws of the State of New York,
United States of America, excluding its conflict of law rules. The parties submit to the exclusive jurisdiction of the
State of New York, United States of America Courts to resolve any dispute between them, provided that Towers
Watson shall have the right to initiate proceedings in any court of competent jurisdiction in the event of breach of
Towers Watsons proprietary rights. The parties hereby waive any right they may have to demand a jury trial.
These terms will apply to purchase orders generated by your company for survey results provided hereunder. In
the event of a conflict or inconsistency between the terms and conditions of such purchase orders and these
terms, these terms will prevail. Separate terms and conditions apply to use and access of online tools.
Page 2
Participant Terms and Conditions

By participating in Towers Watsons surveys, you will be deemed to have agreed to the following participation
terms on behalf of your company and you represent that you have authority to submit data. As a participant in
this survey, your company's name will be included on survey participant lists.
Survey participants must submit data on a timely basis and provide an accurate and complete data submission,
including, if relevant, long-term incentive information and responses to the policies and practices questions. If
your companys data submission is late or does not meet the requirements for a particular survey, Towers
Watson may, at its discretion, limit/deny access to such survey results.
For select surveys, participants must submit executive data to purchase executive products, middle
management, professional and support data to purchase non-executive products and industry-specific
functions/disciplines/positions to purchase associated industry-specific survey products.
Confidentiality and Use of Data. Participant data submitted to the surveys will be held in confidence. Towers
Watson takes reasonable security precautions, including the same precautions Towers Watson takes to protect
our own confidential information, to prevent unauthorized access. Participant data will be used by Towers
Watson for purposes of creating aggregated survey results which are presented in a manner that protects
individual company confidentiality. Towers Watson reserves the right to use participant data in multiple surveys,
where relevant, which may be available to participants and non-participants.
Participant data and survey results may be used by Towers Watson for training, quality assurance, research and
development, compensation consulting services (e.g., market/job pricings) and general promotional activities
such as trends analysis that are provided to survey participants and other selected clients of Towers Watson.
Data Protection. Towers Watson may pass participant data, including individually identifiable information
(personal data) within its global network of offices and affiliates (including the Towers Watson Global Resource
Centre) and to subcontractors and providers of IT outsourcing who will be subject to appropriate data protection
standards. The Global Resource Centre is located in Manila, The Philippines, and will be used to analyze certain
personal data in connection with the surveys. The Manila corporate entity is a wholly owned subsidiary in the
Towers Watson group, and it is governed by the same information security policies and internal controls that
govern the Towers Watson group as a whole. Towers Watson confirms that, acting as data processor, Towers
Watson will take appropriate technical, physical and organizational/administrative measures to protect personal
data against accidental or unlawful destruction or accidental loss or unauthorized alteration, disclosure or
access. Towers Watson will use personal data only for the purposes described above or for other reasonable
purposes which are related to the surveys and services, unless a participant instructs Towers Watson otherwise.
Participant and Towers Watson shall each comply with applicable data privacy legislation and regulations.
Page 3
Page 4
2012 CSR General Industry Human Resources Compensation

Survey Participant Summary - U.S.
Table of Contents
Introduction .....................................................................................................................
Supporting Documentation .............................................................................................
Contact Us ......................................................................................................................
Methodology ...................................................................................................................
Data Review ...................................................................................................................
Data Confidentiality ........................................................................................................
Descriptive Statistics ......................................................................................................
Average and Median Statistics .......................................................................................
Incumbent-Weighted and Organization-Average Statistics ...........................................
Percentiles ......................................................................................................................
Arraying the Data ...........................................................................................................
Global Definitions of Compensation Totals ....................................................................
Leveling ..........................................................................................................................
Career Band Summary Descriptions ..............................................................................
Overview of Survey Participants ............................................................................

Characteristics of Participating Organizations ...............................................................
Participant List ................................................................................................................
Executive Benchmarks, Career Bands, Career Levels,

Functions and Disciplines ........................................................................................
Career Bands .................................................................................................................
Career Level General Profiles ........................................................................................
Functions and Disciplines Listing ...................................................................................
Functions and Disciplines Descriptions ..........................................................................
7
7
7
9
9
9
9
9
10
10
10
11
14
14
17
18
20
29
31
32
39
40
Compensation Data
Code
AHR
Function
Human Resources .................................................................................................
AHR002-EX Top Human Resources Executive (without Labor Relations) ..........
AHR060
Benefits ............................................................................................
AHR130
Employee Development/Training Generalist/Multidiscipline ............
AHR150
Human Resources Information Systems (HRIS) .............................
41
42
43
45
47
AHS
Environmental Health and Safety ........................................................................

AHS030
Health and Safety.............................................................................
49
50
Glossary of Terms ........................................................................................................
53
Page 5
Page 6

Introduction
Towers Watson Data Services is pleased to present the 2012 CSR General Industry Human Resources
Compensation Survey Participant Summary - U.S.
This participant summary includes the All Organizations presentation of five jobs found in the complete 2012
CSR General Industry Human Resources Compensation Survey Report - U.S. The complete report is based on
the responses of 754 organizations reporting data on 37,850 incumbents. Refer to the Overview of Survey
Participants section for more information including a complete list of this years survey participants.
Results found in the complete report are provided on a total of 199 geographic areas and 97 industry
classifications. Included in this years report are data presentations for the following delineations:
United States
5 Regions
11 Subregions
42 States
59 Core Based Statistical Areas
81 Combined Statistical Areas
All Organizations
3 Supersectors
9 Sectors
32 Industry Groups
52 Industries
Supporting Documentation
The following are individual sections of the printed report and can be found in the Supporting Documentation
section of our online data analysis tools. These sections include explanatory text and guidelines for using this
summary.
Methodology
Overview of Survey Participants
Executive Benchmarks, Career Bands,

Career Levels, Functions and Disciplines
Glossary of Terms
Contact Us
If you have any questions or comments regarding this summary, the complete report or any of our other
products, contact us at +1 800 645 5771 or twusdata@towerswatson.com.
Page 7
Page 8

Methodology
This section provides an explanation of the analytical methods used to report the data and describes the terms
used in the report.
Data Review
In accordance with our objective to publish the most representative information possible, all data are thoroughly
reviewed by compensation professionals using proprietary data diagnostic programs and statistical modeling
techniques. Participants are contacted to confirm job matches, resolve omissions, inconsistencies, or other
questionable input, and clarify specific policy questions.
Data Confidentiality
Where there are limited samples, the descriptive statistics displayed will also be limited. To ensure
confidentiality, statistics will only be displayed if there are five or more organizations reporting. The 10th and
90th percentiles will only be displayed for samples of 10 or more. Blanks or dashes indicate instances where
there are insufficient data. In addition, no organization's data dominates the sample statistics by more than 25
percent.
Towers Watson Data Services maintains the confidentiality of each individual organization's data, and any
information published is aggregated so that individual organization data cannot be identified. Under no
circumstances will we disclose individually identified data.
Descriptive Statistics
The descriptive statistics presented in the tables are:
Average
Median
10th Percentile
25th Percentile
75th Percentile
90th Percentile
Average and Median Statistics

The average and median statistics measure the central tendency of the data reported. The average value is the
sum of each data input divided by the total number of inputs. The median is the center value (50th percentile) of
the distribution, or the value in the middle of an odd numbered array of data when the values are ordered by
magnitude. Half of the values in the sample fall above this number and half fall below it. For example, if 11
incumbents were reported, the median would be the sixth highest value. When the array contains an even
number of values, the median is midway between the central values. The advantage of the median as a
measure of central tendency is that it is unaffected by individual extreme values (low or high). However, a
disadvantage of the median is that it is unaffected by changes in the entire upper and lower half of the
distribution.
Page 9

Methodology
Incumbent-Weighted and Organization-Average Statistics

For incumbent-weighted statistics, the compensation and scope figures reported for each incumbent are used
to compute the descriptive statistics. No organization's data dominates the results by more than 25 percent.
For organization-average (company weighted) statistics, one average figure is computed for each organization
on each compensation and scope element; then descriptive statistics are computed from these averages.
Organization-average statistics weigh each participants input on an equal basis, regardless of the number of
incumbents reported.
Percentiles
The 25th percentile value is the point below which lie 25 percent of the sample values. The 75th percentile
value is the point below which lie 75 percent of the sample values. By looking at the dispersion of data, the 25th
and 75th percentiles indicate how well the average and median describe the sample. The 10th percentile value
is the point below which lie 10 percent of the sample values. The 90th percentile is the point below which lie 90
percent of the sample values. The 10th and 90th percentiles provide a check on the appropriateness of the job
matches. Percentiles in the report are based on organization-average statistics. Both Incumbent-weighted and
organization-average statistics are included in the spreadsheets in our online data analysis tools.
Arraying the Data

It is important to note that each line of data is independently arrayed. For example, the 25th percentile base
salary may be $80,000 and the 25th percentile annual incentive may be $6,000. But this does not mean that
incumbents earning $80,000 typically have total cash compensation of $86,000. There are two primary reasons
that the data presented are independently arrayed. First, it more accurately depicts the range of data submitted
to the database. Additionally, this approach protects the confidentiality of each participant's data.
To more accurately reflect incentive practices, the bonus as a percent of base, target bonus percent and
long-term incentive statistics shown are based only on receivers.
Page 10

Methodology
Global Definitions of Compensation Totals

The following text describes and defines the various compensation totals used by Towers Watson Data
Services globally and identifies the data elements included in each total. Each survey and resultant survey
report produced by Towers Watson Data Services uses these classifications. The specific content of any survey
report can be identified by either the compensation total or by the survey title. For all Towers Watson Data
Services surveys that only collect data on Guaranteed Annual Compensation and Total Cash Compensation
elements the resultant survey report will be identified as a Total Cash Compensation survey report.
Because compensation programs vary by country, either by statute or custom, not all surveys will collect all
elements, only those elements that are relevant to the market are included. In some markets where it may be
important to further distinguish compensation elements such as specific types of allowances, an expanded
version of the elements collected are used. For example, in a country/market where housing, travel and meal
allowances are statutory/customary and each comprise a significant portion of pay, the survey might be
expanded from collecting an overall Other Guaranteed Cash to collecting data by individual allowance.
All elements of compensation can be defined as one of the following basic levels. When necessary for clarity in
a specific market, the definitions and specific examples cited may be modified to include or exclude certain
elements. However, the basic definition of each level will remain the same.
Page 11

Methodology
Global Definitions of Compensation Totals (continued)
Total Reward including

Long-Term Incentive
Compensation
Total Reward +
Long-Term Incentives
Total Reward
Total Cash Compensation +

Total Benefits
Total Direct
Compensation
Total Cash Compensation +

Long-Term Incentives
Total Cash
Compensation
Total Guaranteed Compensation +

Variable Pay
Total Guaranteed
Compensation
Annual Base Salary +

Other Guaranteed Compensation
Page 12

Methodology
Global Definitions of Compensation Totals (continued)

Total Reward including Long-Term Incentive Compensation
Includes Total Guaranteed Compensation, Total Cash Compensation, Total Direct Compensation and Total
Reward elements.
Limited to markets where LTI information is collected and valued by position.
Total Reward (excluding Long-Term Incentive Compensation)

Includes Total Guaranteed Compensation and Total Cash Compensation elements plus:
Total Benefits & Perquisites - Quantified or monetized value of company provided benefits such as
Retirement, Healthcare, Insurance, Car Program, Loan Program, Sports and Health clubs and other relevant
benefit items per region. The items specifically included in this category are limited to those items that are
frequently granted to the level of employee being surveyed in that particular market. The elements collected
under this category will be defined in the specific survey report if different than as described above.
Total Direct Compensation

Includes Total Guaranteed Compensation and Total Cash Compensation elements plus:
Long-Term Incentive (LTI) - Variable compensation related typically to individual and/or company/group
performance. Examples are stock option plans, performance share or unit plans, and restricted stock plans.
Awards made under plans of these types are always in recognition of results longer than 12 months.
Total Cash Compensation

Includes Total Guaranteed Compensation elements plus:
Actual Variable Compensation - Any variable cash award over and above Annual Base Salary in the form of
Performance/Corporate Bonus, Sales Commissions and Incentives, Profit Sharing and Deferred Cash.
Target Variable Compensation - On target performance bonus or target sales commission/incentives upon the
achievement of 100% of set objectives. Not collected in all markets for all surveys.
Total Cash Compensation survey reports may report on both Actual Total Cash Compensation as well as
Target Total Cash Compensation.
Total Guaranteed Compensation

Annual Base Salary - Monthly Base Salary multiplied by appropriate number of months based on country
statutory requirement. In markets that dont require additional month payments, the data may be collected on an
annualized basis.
Other Guaranteed Compensation - Other fixed payments such as Fixed Allowances, Fixed Guaranteed
Bonuses and Contractual Bonuses. This element is limited to those markets where such payments are
required. This element does not include payments from variable pay/bonus plans or profit sharing payments.
Total Guaranteed Compensation - Annualized Base Salary + Other Guaranteed Compensation.
Page 13

Methodology
Leveling
Seven Career Bands have been identified in the Towers Watson Methodology, however, only the six
nonexecutive career bands are used in North America. Within the Career Bands there are four to six Career
Levels. The following General Alignment Map of Career Levels provides an overview of how Global Grades
align with Career Levels. The Career Level Profiles included in this survey summary are defined in the section
on Executive Benchmarks, Career Bands, Career Levels, Functions and Disciplines.
General Alignment Map of Career Levels
Career Band Summary Descriptions

The level-based approach to job matching involves assigning a Career Band, and Career Level to your jobs.
Career Band Summary Descriptions present descriptions for the following six Career Bands:
Supervisory/Management (M)
Professional (P)
Customer/Client Management and Sales (S)
Technical Support (T)

Business Support (U)
Production/Operations (W)
Page 14

Methodology
Career Band Summary Descriptions (continued)

Supervisory/Management Career Band
Accountable for managing people, setting direction and deploying resources; typically is responsible for performance evaluation, pay
reviews, and hire/fire decisions
Results are primarily achieved through the work of others and typically depend on the manager's ability to influence and negotiate
with parts of the organization where formal authority is not held
Progression within Career Band reflects acquisition of broad technical expertise, business and industry knowledge, and process and
people leadership capabilities
Accountable for business, functional, or operational areas, processes, or programs

Professional Career Band
Work is primarily achieved by an individual or through project teams
Requires the application of expertise in professional area(s) to achieve results
Progression within the Career Band reflects increasing depth of professional knowledge, project management, and ability to
influence others
Majority of time is spent on:
Performing routine professional-based activities (early in career)
Contributing to and managing projects (mid-career)
Providing advice/direction in primary areas of expertise (seasoned and expert)
Leveraging professional expertise and relationships to contribute to strategy and drive business results (thought leader)
Entry-level jobs within the Professional Career Band typically require a university degree or equivalent work experience that
provides knowledge of and exposure to fundamental theories, principles and concepts
Customer/Client Management and Sales Career Band

Primarily involved in direct contact with customers/clients to acquire new business or develop existing business or accounts
Participates in sales presentations, developing bids, and responding to proposals
At senior levels, likely to set/negotiate product/service terms (contracts)
A significant portion of compensation is likely to be based on sales results
Technical Support Career Band
Performs technical tasks required to support ongoing business operations (e.g., IT administration)
Requires vocational training or the equivalent experience, but typically does not require a university degree
Skilled technician in a hands-on environment, often highly specialized
Business Support Career Band
Performs clerical/administrative support tasks
Requires vocational training or the equivalent experience, but does not require a university degree
Production/Operations Career Band
Performs operational, craft or manual tasks, primarily in manufacturing and production environments
Performs tasks according to established procedures, with limited opportunity for independent decision-making
Typically performs unskilled or semi-skilled work
Page 15
Page 16

Page 17


Characteristics of Participating Organizations
NUMBER OF PARTICIPATING ORGANIZATIONS BY PROFIT STATUS AND INDUSTRY SECTOR WITHIN
REGION
# of Responses
North
South
Central
Central
Southeast
637
852
1,022
583
364
3,458
100.0%
594
787
928
518
333
3,160
91.4%
43
65
94
65
31
298
8.6%
125
182
241
102
64
714
20.6%
Nondurable Goods Manufacturing
51
94
107
50
33
335
9.7%
Utilities and Energy
14
31
42
40
15
142
4.1%
Retail and Wholesale Trade
76
81
74
47
43
321
9.3%
173
233
270
177
108
961
27.8%
Health Care
49
66
69
51
22
257
7.4%
Banking and Finance
17
34
47
26
20
144
4.2%
Insurance
76
64
94
46
27
307
8.9%
High Tech
56
67
78
44
32
277
8.0%
18.4%
24.6%
29.6%
16.9%
10.5%
100.0%
Entire Sample Combined
West Coast
United States
% of
Responses
Northeast
Profit Status
For-Profit Organizations
Not-For-Profit Organizations
Industry Sector
Durable Goods Manufacturing
Services
Regional Percentages
Page 18

Characteristics of Participating Organizations (continued)

NUMBER OF PARTICIPATING ORGANIZATIONS BY PROFIT STATUS, INDUSTRY SECTOR AND
REGION WITHIN EMPLOYEE SIZE GROUP
Under
200 FTEs
Entire Sample Combined
200 - 499
FTEs
500 - 999
FTEs
# of Responses
1,000 2,000 1,999
4,999
FTEs
FTEs
5,000 9,999
FTEs
10,000 19,999
FTEs
20,000
FTEs or
More
% of
Responses
42
86
171
203
470
605
746
1,135
100.0%
For-Profit Organizations
29
68
147
164
415
536
701
1,100
91.4%
Not-For-Profit Organizations
13
18
24
39
55
69
45
35
8.6%
20
25
53
96
160
168
187
20.6%
11
10
32
18
50
53
65
96
9.7%
34
17
35
37
4.1%
Retail and Wholesale Trade
---
36
41
48
178
9.3%
Services
20
27
49
57
104
178
266
260
27.8%
Health Care
11
37
63
32
110
7.4%
Banking and Finance
13
23
18
15
57
4.2%
Insurance
---
18
25
60
51
63
84
8.9%
High Tech
16
35
33
54
126
8.0%
Northeast
13
21
43
80
109
155
210
18.4%
Southeast
16
29
54
108
151
193
295
24.6%
North Central
21
32
66
61
151
177
192
322
29.6%
South Central
15
30
24
86
106
126
191
16.9%
West Coast
Employee Size Group
Percentages
10
25
21
45
62
80
117
10.5%
1.2%
2.5%
4.9%
5.9%
Profit Status
Industry Sector
Durable Goods Manufacturing
Nondurable Goods Manufacturing
Utilities and Energy
Region
13.6%
17.5%
21.6%
32.8%
Page 19

Participant List
A.O. Smith
AAA
Abbott Laboratories
Accident Fund Insurance
ACUMED
Advance NSS
AFLAC
AGL Resources
AgriBank, FCB
Agropur, Cooprative agro-alimentaire
Air Liquide
Air Products and Chemicals
Alcoa
Alfa Laval
Alliant Energy
Alliant Techsystems
Alltel Wireless
Alta Resources Corporation
Altria Group
Alyeska Pipeline Service
Ambius
American Cancer Society, Inc.
American Career College
American Commercial Lines
American Greetings
American University
AmeriPride Services
Ameristar Casinos
Ames True Temper
AMETEK
Amica Mutual Insurance
Andersen Corporation
Apria Healthcare
ARAMARK
Arlington County Government
Asahi Kasei Plastics N.A., Inc.
Ascend Performance Materials
ASCO - Valve
Ash Grove Cement Company
Astoria Federal Savings & Loan
Aurora Healthcare
Auto Club Group
Automobile Club of Southern California
Avis Budget Group
Avista
Avon Products
Axcess Financial Services, Inc.
B Braun Medical
Ball
Bank of America Merchant Services
Baxter International
Baylor College of Medicine
Baylor Health Care System
Belk
Bemis Company, Inc.
Bemis Manufacturing Company
Beneficial Bank
Bergquist Company
BIC - Graphic USA
Black Hills
Blue Cross of Idaho
BlueCross BlueShield of Florida
BlueCross BlueShield of Louisiana
BlueCross BlueShield of South Carolina
BlueCross BlueShield of Tennessee
Bluegreen Corporation
BlueLinx
Bluestem Brands
BMW Manufacturing Corporation
Bob Evans Farms
Boddie-Noell Enterprises, Inc.
Bosch Packaging Services
Bosch Rexroth
Boston Scientific
Boy Scouts of America
Boyd Gaming
Boys & Girls Clubs of America
Bradley
Brady
Bridgepoint Education
Bristow Group
Brookdale Senior Living
Brookhaven National Laboratory
Brotherhood Mutual Insurance
Brown-Forman
Brunswick
Bryant University
Build-A-Bear Workshop
Burgess & Niple
C&S Wholesale Grocers
Cablevision Systems
CACI International
Caelum Research Corporation
California Casualty Management
California Dental Association
Cambia Health Solutions
Page 20

Participant List (continued)

Camcraft
Capital Blue Cross
Capital Group Companies
Cardinal Health
CareFirst BlueCross BlueShield
CareFusion
Caribou Coffee
Carlson
CarMax
CDM
CDS Global
CEC Entertainment
Cell Therapeutics
CEMEX, Inc.
CenturyLink
CEVA Logistics
CH2M Hill Plateau
Chelan County Public Utility District
Children's Healthcare of Atlanta
Children's Hospital & Clinics of Minnesota
Chipotle Mexican Grill
Choice Hotels International
Christ Hospital
CHS
Chumash Employee Resource Center
Church of Jesus Christ of Latter-day Saints
CIGNA
Cincinnati Children's Hospital Medical Center
Citizens Energy Group
Citizens Republic Bank
City of Austin
City of Garland
City of Hope National Medical Center
City of Houston
City of Las Vegas
City of Philadelphia
Classified Ventures
ClubCorp, Inc.
CNH America LLC
CNL Financial Group
Cobham Management Services
Coca-Cola Bottling
Coca-Cola Refreshments
College of DuPage
College of St. Scholastica
Colomer USA
Colorado Springs Utilities
Colsa
CommScope
Community Coffee
Community Health Network
Compressor Controls
Computer Task Group
Computershare
ConnectiCare Capital LLC
Core Laboratories
Corix Utilities
Corizon
Cornell University
Corporate Executive Board
Corrections Corporation of America
Coventry Health Care
Cox Enterprises
Cracker Barrel Old Country Stores
Crate & Barrel
Crowe Horwath
CSIG
Cummins
CUNA Mutual
D&B
Dassault Falcon Jet Corporation
David C. Cook
Dawn Food Products
Dean Foods
Decurion Corporation
Dekalb Regional Healthcare Systems
Del Monte Foods
Delhaize America
Deluxe
DENSO International
Dickstein Shapiro
Diebold
Doherty Employer Services
Dole Foods
Domino's Pizza
Dr Pepper Snapple
Duke Energy
Duke Realty
Duke University & Health System
Dyn McDermott
E A Sween Company
Eaton Corporation
eBay
Education Management
Edward Jones
Edward Lowe Foundation
Page 21


Elizabeth Arden
Emblem Health
EMCOR Group
Emergent BioSolutions
Emerson Electric
Emory University
Employers Mutual Casualty Company
Energy Future Holdings
Energy Solutions
Engineered Plastics Company
EnPro Industries
Enpro Industries (Fairbanks Morse Engine)
Entergy
Erickson Retirement Communities
Erie Insurance
ESCO
ESCO Technologies
Etnyre International, Ltd.
Excellus BlueCross BlueShield
Exel
Exide Technologies
Express Scripts
Fairfield Manufacturing
Farm Credit Bank of Texas
Farm Credit Foundations
Farmland Foods
Federal Reserve Bank of Atlanta
Federal Reserve Bank of Boston
Federal Reserve Bank of Chicago
Federal Reserve Bank of Cleveland
Federal Reserve Bank of Dallas
Federal Reserve Bank of Minneapolis
Federal Reserve Bank of Philadelphia
Federal Reserve Bank of Richmond
Federal Reserve Bank of San Francisco
Federal Reserve Bank of St. Louis
Federal Reserve Board
FedEx Express
FedEx Office
Fender Musical Instruments
Ferguson Enterprises
Fermi National Accelerator Laboratory
Ferrellgas
First American
First Citizens Bank
First Commonwealth Financial
Fleetwood Group
Flexcon Company, Inc.
Flexible Steel Lacing

Follett Corporation
Fortune Brands Home & Security, Inc.
Foster Poultry Farms
Freeman Dallas
Freeport-McMoRan Copper & Gold
Froedtert Hospital
G&K Services
Gannett
Gas Technology Institute
Gaylord Entertainment
GEICO
Geisinger Health System
GENCO ATC
General Dynamics Information Technology
Genesis Energy
GenOn Energy
Gentiva Health Services
Genuine Parts
Georg Fischer Signet
Georgia Health Sciences Medical Center
Georgia Institute of Technology
Gerdau Long Steel North America
Girl Scouts of the USA
GKN
GNC
GOJO Industries, Inc.
Gold Eagle
Goodwill Industries of Wisconsin
Graco
Grande Cheese
Great American Insurance
Greenheck Fan Corporation
Greyhound Lines
GROWMARK
GTECH
GuideStone Financial Resources
H Lee Moffitt Cancer Center & Research Institute
H. E. Butt Grocery
Hancock Holding
Harman International Industries
Harris County Hospital District
Harvey Industries
Hastings Mutual Insurance Company
Haynes International
Hazelden Foundation
HCA Healthcare
HD Supply
Page 22


HDR, Inc.
Health First, Inc.
Hendrick Medical Center
Hendrick Motorsports
Hendrickson International
Henry Ford Health Systems
Herman Miller
Hershey Entertainment & Resort
High Industries, Inc.
Highlights for Children
Highmark
Hill Phoenix
Hilton Worldwide
HNI
HNTB
Hormel Foods
Hostess Brands
Hu-Friedy Manufacturing Company, Inc.
Hunter Industries
Hunton and Williams
Hutchinson Technology
Hyland Software
Hyundai Motor America
IDEX Corporation
IDEXX Laboratories
Indiana University
Ingram Industries
Insperity
Institute for Defense Analyses
Institute of Electrical & Electronic Engineers (IEEE)
Institute of Internal Auditors
Integra Lifesciences Corporation
INTEGRIS Health
Intermountain Healthcare
International Paper
Intertape Polymer Group
Intrepid Potash
IPEX, Inc.
Iron Mountain
Irvine
Isuzu Motors America
Itochu International
ITT Industries - Information Systems
J J Keller & Associates, Inc.
J.R. Simplot
Jacobs Technology
Jarden
Jefferson Science Associates
JM Family Enterprises
Jo-Ann Fabric & Craft Stores
Jockey International
John Crane
Johns Hopkins University
Johns Hopkins University - APL
Johnson Controls
Johnson Financial Group
Johnson Outdoors
Joint Commission
Jones Lang LaSalle
Joy Global
Judicial Council of California
Kansas City Southern
Kansas University Endowment Association
Katun Corporation
Kelsey-Seybold Clinic
Kettering University
Kewaunee Scientific Corporation
Keystone Automotive Industries
Keystone Foods
KI, Inc.
KIK Custom Products
Kingston Technology
Klein Tools
Kohl's
Kraft Foods
L.L. Bean
L-3 Communications Integrated Systems
La Macchia Enterprises
Laboratory Corporation of America
Lake Federal Bank
Lake Region Medical
Lancaster General Hospital
Lane Enterprise, Inc.
Lantech.com
Lawson Products
Learning Care Group
Legal & General America
Leggett and Platt
Lehigh University
LG&E and KU Energy
Lieberman Research Worldwide
Lighthouse International
Limited
Little Lady Foods
Livingston International, Inc.
Logic PD
Page 23


Lorillard Tobacco
Lower Colorado River Authority
Loyola University of Chicago
Lozier
LSG Sky Chefs
Lutron Electronics
Lyric Opera of Chicago
Macy's
Magellan Health Services
Magna Seating
Malco Products, Inc.
Manpower
MAPFRE U.S.A.
Maricopa Community Colleges District Office
Maricopa County Office of Management & Budget
Maricopa Integrated Health System
Marriott International
Marshfield Clinic
Mary Kay
Mary Washington HealthCare
MasterBrand Cabinets, Inc.
Mayo Clinic
McDonald's
McGladrey and Pullen
MeadWestvaco
Media General
Medica Health Plans
Medical Center of Central Georgia
Medical College of Wisconsin
Medical Group Management Association
Medical Mutual of Ohio
Mercer University
Merit Medical Systems
Merrill
Metagenics
Methodist Hospital System
MetLife
Metropolitan Council
Metropolitan Life Insurance Company
MFS Investment Management
Miami Children's Hospital
Michael Baker
Millennium Pharmacy Systems
MillerCoors
Mine Safety Appliances
Minneapolis School District
Minnesota Management & Budget
Mission Support Alliance
Missouri Department of Conservation

Missouri Department of Transportation
Mitsubishi International
Mitsui U S A.
Moen
Mohegan Sun Casino
Molex
Molina Healthcare
Mortgage Guaranty Insurance
Motorist Insurance Group
MTD Products, Inc.
MTS Systems
MultiPlan
Mutual of Omaha
Nash-Finch
National Academies
National Futures Association
National Interstate
Nature's Sunshine Products
Navistar International
Navy Exchange Enterprise
NCCI Holdings
Nebraska Public Power District
Neenah Paper
NextEra Energy
NJVC LLC
Nordam Group
Nordson Corporation
Nordstrom
North Carolina State Employees' Credit Union
NorthShore University HealthSystem
Northwestern Memorial Hospital
Northwestern Mutual
NSK Corporation
NYU Langone Medical Center
Oakwood Healthcare
O'Brien Gere Engineers
Oglethorpe Power
Ohio Public Employees Retirement System
Ohio State University
Oil-Dri Corporation of America
Old Dominion Electric
OMNOVA Solutions
Oncology Nursing Society
ONEOK
Options Clearing Corporation
Opus Bank
Orbital Science Corporation
Page 24


Orlando Health
Oshkosh
OSI Restaurant Partners
Palmetto Health Alliance
Pampered Chef
Panduit Corporation
Papa John's
Parkland Health & Hospital System
Patterson Companies
Paychex
Paycor
Peabody Energy
PeaceHealth Oregon Region
Pearson
Pegasus Solutions
Pella Corporation
Penn State Hershey Medical Center
Pennsylvania National Mutual
Casualty Insurance Company
Penske Truck Leasing
Pepper Construction Company
PetSmart
Pharmavite
PharMerica
PHH Arval
PHI, Inc.
Philips Electronics
Pioneer Natural Resources
PM
PMA Companies
Popular
Port of Portland
Port of Seattle
Portfolio Recovery Associates
Poudre Valley Health Systems
Premier
Principal Financial Group
Pro-Build Holdings
Project Management Institute
Prometric, Inc.
Property Casualty Insurers Association of America
PSS World Medical
Publix Super Markets, Inc.
QBE the Americas
QTI Human Resources
Quadion Corporation
Quality Bicycle Products
Quest Diagnostics
Questar
R.R. Donnelley
Ralph Lauren
Rational Energies
REA Magnet Wire Company, Inc.
Recology
Red Wing Shoe Company
Redcats USA
Regency Centers
Regions Financial
Rembrandt
Renaissance Learning
Rexnord Corporation
Rice University
RiceTec, Inc.
Rich Products
Ricoh Americas Corporation
Ricoh Electronics, Inc.
Ridley, Inc./Hubbard Feeds, Inc.
Rite-Hite Holding Corporation
Riviana Foods
Robert Half International
Rockwell Collins
Rollins
RSC Equipment Rental
Ruby Tuesday
Ryland Group
S&C Electric
Safety-Kleen Systems
Sage Publications
Saint-Gobain
Salk Institute
Sally Beauty
Salt River Project
Samaritan Health Services
Samuel Roberts Noble Foundation
San Antonio Water System
Sargent & Lundy LLC
Sauer-Danfoss
Sazerac Company
SCANA
SCF Arizona
Schaumburg Township District Library
Schneider National
Schwan Food
Scientific Research Corporation
Scooter Store
Sealy
Page 25


Seaman Corporation
Seattle Children's Hospital
Seco Tools, Inc.
Securus Technologies, Inc.
SEMCO Energy
Seneca Gaming Corporation
Sentara Healthcare
Sentry Insurance
Service Corporation International
ServiceMaster Company
Seventh Generation
Shands HealthCare
Sharp Electronics
Simmons Bedding Company
Simon Property Group, Inc.
SMSC Gaming Enterprise
Solar Turbines
Sole Technology, Inc.
Solo Cup
South Jersey Gas
Southco, Inc.
Southeastern Freight Lines
Southern Farm Bureau Life
Southern Poverty Law Center
Southwest Gas
Space Dynamics Laboratory
Space Telescope Science Institute
Spectrum Health - Grand Rapids Hospitals
SPX Corporation
SRS Real Estate Partners
SSM Health Care St. Louis
St. Cloud Hospital
St. Jude Children's Research Hospital
St. Louis County Government
St. Luke's Episcopal Health System
St. Mary's at Amsterdam
Stampin' Up!
Standard Motor Products
Staples
State Bar of Michigan
State Corporation Commission
State Teachers Retirement System of Ohio
Stericycle, Inc.
Stinger Ghaffarian Technologies
Stonyfield Farm, Inc.
Subaru of Indiana Automotive, Inc.
Sulzer Pumps US
SuperValu Stores
Swagelok
Sykes Enterprises
Synthes
Taubman Centers
TDS Telecom
Tecolote Research, Inc.
Tele-Consultants
Tenet Healthcare Corporation
Terumo BCT
Texas Industries, Inc.
Texas Mutual Insurance
Thule
TIMET (Titanium Metals Corporation)
TJX Companies
Toro
Total System Services
Transamerica
Travelers
Travis County
Treasure Island Resort & Casino
Tribune
TriHealth
Tri-Met
Trinity Consultants, Inc.
Trinity Health
True Value Company
Tufts Health Plan
Turner Broadcasting
Tyco Fire & Security
Tyndale House Publishers, Inc.
U.S. Bancorp
U.S. Foodservice
UDR
UMB Bank, NA
UMDNJ-University of Medicine & Dentistry
Underwriters Laboratories
United Conveyor Corporation
United HealthCare Group
United Maritime Group
United Natural Foods, Inc.
United States Steel
United Stationers
Universal Lighting Technologies
Universal Studios Orlando
University FCU
University Health System
University of Akron
University of Alabama at Birmingham
Page 26


University of California, Berkeley
University of Chicago
University of Georgia
University of Houston
University of Iowa
University of Maryland Medical Center
University of Minnesota
University of Nebraska-Lincoln
University of North Texas
University of Notre Dame
University of Pittsburgh Medical Center
University of Rochester
University of South Florida
University of Southern California
University of St. Thomas
University of Texas at Austin
University of Texas Health Science Center at Houston
University of Texas Health Science Center
of San Antonio
University of Texas Southwestern Medical Center
University of Wisconsin Medical Foundation
University Physicians, Inc.
Uponor, Ltd.
UPS
Uranium One
URS
USAA
USG
Utah Transit Authority
UTi Worldwide
Vail Resorts Management
Valero Energy
Valpak/Cox Target Media
Ventura Foods
Verde Realty
Verizon
Vermeer Manufacturing Company
VF
Via Christi Health
Viejas Enterprises
Vi-Jon
Virtua Health
Volvo Group North America
W C Bradley
Wake County Government
Wake Forest University
Walgreen Company
Walter Energy
Washington University in St. Louis

Waste Management
Wawa, Inc.
Wayne Farms
Wayne Memorial Hospital
Wellcare Health Plans
Wellmark BlueCross BlueShield
Wells' Dairy
West Bend Mutual Insurance Company
West Penn Allegheny Health System
West Virginia University Hospitals, Inc.
Western Michigan University
Western Southern Financial Group
Westfield Group
Weston Solutions, Inc.
Wheaton Franciscan Healthcare
Whole Foods Market
Wilder Foundation
Williams Companies
WilmerHale LLP
Windstream Communications
Winn-Dixie Stores
Winpak Portion Packaging, Ltd.
Wisconsin Alumni Research Foundation
Wisconsin Physicians Service Insurance
Wm. Wrigley Jr.
Wornick Company
Worthington Industries
Wyle Laboratories
Xcel Energy
XO Communications
Yamaha Corporation of America
YKK Corporation of America
Zeon Chemicals LP
Zimmer
Page 27
Page 28

Executive Benchmarks,
Career Bands, Career Levels,
Functions and Disciplines
Page 29

Executive Benchmarks, Career Bands, Career Levels,

Functions and Disciplines
This section provides job matching documentation used for this survey report.
Career Band Summary Description for the Supervisory/ Management (M), Professional (P), Technical
Support (T) and Business Support (U) Career Bands
Career Level General Profile for the Career Levels within the Supervisory/ Management (M),
Professional (P), Technical Support (T) and Business Support (U) Career Bands
The Global Grade(s) aligned with each level also are noted. Global Grade differentiators are shaded
since North America survey participants only match to Career Levels.
Function and Discipline Listing
Function and Discipline Descriptions for the five positions presented in this summary.
NOTE: The job matching methodology presented here is for survey purposes only and is not a job evaluation
process. Although this survey methodology is related to the Towers Watson Career Map and Global Grading
methodologies, it may not align directly with specific client implementation of one of these leveling
methodologies. Therefore it is critical to align your internal levels to the survey levels based on a careful
review of the survey definitions to ensure proper job matching.
Career Map and the Global Grading System, when formally implemented, enable the alignment of reward
and talent management programs across businesses. When used as internal leveling tools, these
methodologies take into account the specific organizational context of a job and the detailed set of associated
accountabilities and demands. The outcomes of these processes are highly organization-specific, while
survey job descriptions and levels are by their nature generic. Therefore, organizations that use Career Map
or the Global Grading System as their internal leveling tool are still required to match their jobs to this survey
using the job matching process outlined in the Participant Guide used by survey participants.
An organization's internal Global Grade or Career Level may act as a starting point, but as the Career Levels
and Global Grades contained in these surveys represent a typical or generic organization, there may be
differences between the internal value a specific organization places on a job and where the job should be
mapped for purposes of external comparison.
Page 30

Executive Benchmarks, Career Bands, Career Levels, Functions and Disciplines
Career Bands
Summary Descriptions
Summary descriptions of the Career Bands contained in this Survey Report follow.
Supervisory/Management (M) Career Band
Accountable for managing people, setting direction and deploying resources; typically is responsible for performance evaluation,
pay reviews, and hire/fire decisions
Results are primarily achieved through the work of others and typically depend on the manager's ability to influence and
negotiate with parts of the organization where formal authority is not held
Progression within Career Band reflects acquisition of broad technical expertise, business and industry knowledge, and process
and people leadership capabilities
Accountable for business, functional, or operational areas, processes, or programs
Professional (P) Career Band
Work is primarily achieved by an individual or through project teams
Requires the application of expertise in professional area(s) to achieve results
Progression within the Career Band reflects increasing depth of professional knowledge, project management, and ability to
influence others
Majority of time is spent on:
Performing routine professional-based activities (early in career)
Contributing to and managing projects (mid-career)
Providing advice/direction in primary areas of expertise (seasoned and expert)
Leveraging professional expertise and relationships to contribute to strategy and drive business results (thought leader)
Entry-level jobs within the Professional Career Band typically require a university degree or equivalent work experience that
provides knowledge of and exposure to fundamental theories, principles and concepts
Technical Support (T) Career Band
Performs technical tasks required to support ongoing business operations (e.g., IT administration)
Requires vocational training or the equivalent experience, but typically does not require a university degree
Skilled technician in a hands-on environment, often highly specialized
Business Support (U) Career Band
Performs clerical/administrative support tasks
Requires vocational training or the equivalent experience, but does not require a university degree
Page 31

Career Level General Profiles

Supervisory/Management (M) Career Band
M5 Senior Group Manager (aligns with Global Grade 17)
Applies only to large international or global organizations
Provides leadership and direction through Group and/or Senior Managers
Is accountable for the performance and results of:

A large, strategically important function in an extremely large market
Diverse disciplines or departments within a large geography or division
A large, strategically important discipline within a major region
A medium-sized global corporate discipline or department
Develops, adapts and executes functional or departmental strategy to achieve key business objectives in area of responsibility
Decisions are guided by organization and functional strategies and objectives
M4 Group Manager (aligns with Global Grade 16)
Provides leadership and direction through Senior Managers and Managers
Is accountable for the performance and results of:

A large, strategically important discipline in an extremely large market
Related disciplines or a medium-sized function in a large market or medium-sized division
A medium-sized discipline or department in a major region
Adapts and executes functional or departmental business plans and contributes to the development of functional or departmental
strategies
Decisions are guided by functional strategies and priorities
M3 Senior Manager (aligns with Global Grades 14 and 15)
Provides leadership to managers, supervisors and/or professional staff
Global Grade 15 Differentiator
Is accountable for the performance and results of multiple related units
Develops departmental plans, including business, production and/or

organizational priorities
Controls resources and policy formation in area of responsibility
Decisions are guided by resource availability and functional objectives
Looks beyond existing methodologies and own

discipline to define and resolve complex
problems
Develops plans and delivers results in fastchanging businesses and/or regulatory
environments
Provides input to functional or departmental
strategy
Manages large, potentially diverse teams of
managers and/or senior professionals
In Global Grade 16-17 organizations, typically
contributes directly to business priorities and
planning
Global Grade 14 Differentiator
Identifies applications of functional knowledge

and existing methodologies to complex problems
Manages large teams of professionals and/or
junior managers
In Global Grade 16-17 organizations, typically
has accountability for a function
Page 32

Career Level General Profiles (continued)

Supervisory/Management (M) Career Band (continued)
M2 Manager (aligns with Global Grades 12 and 13)
Manages professional employees and/or supervisors or supervises large, Global Grade 13 Differentiators
complex technical or business support or production operations team(s)
Accountable for the budget, performance and
results of a medium-sized team or multiple small
Is accountable for the performance and results of a team within own
teams
discipline or function
Exercises full management authority, including
Adapts departmental plans and priorities to address resource and
performance reviews, pay decisions, recruitment,
operational challenges
discipline, termination, and other personnel
actions
Decisions are guided by policies, procedures and business plan; receives
guidance from senior manager
Addresses issues with impact beyond own team
based on knowledge of related disciplines
Provides technical guidance to employees, colleagues and/or customers
Global Grade 12 Differentiators
Accountable for results of a small team

Exercises limited management authority; sets
employee performance objectives, conducts
performance reviews and recommends pay
actions
Defines team operating standards and ensures
essential procedures are followed based on
knowledge of own discipline
M1 Supervisor (aligns with Global Grades 10 and 11)
Coordinates and supervises the daily activities of business or technical

support or production team
Sets priorities for the team to ensure task completion; coordinates work
activities with other supervisors
Decisions are guided by policies, procedures and business plan; receives

guidance and oversight from manager
Typically does not spend more than 20% of time performing the work
supervised
Accountable for the results of a large and/or

moderately complex support or production
operations team including subordinate work
leaders
Applies acquired expertise to analyze and solve
problems without clear precedent
Provides input on resource planning and policy
development
Coaches team members on performance,
completes employee performance evaluations,
and recommends pay actions
Accountable for the results of medium-sized

routine support or production operations teams
Solves problems based on practice and
precedent
Trains team members and provides input to
employee performance evaluations
Page 33


Professional (P) Career Band
P6 Renowned Expert (aligns with Global Grades 16 and 17)
Is recognized as an external thought leader within strategic function or

discipline
Influences the strategy to address internal or external business and

regulatory issues
Proactively identifies, defines, and solves the most complex problems

that impact the management and direction of the business
Significantly influences functional strategy; may participate in the

development of the product or division strategy
Leads multidisciplinary projects or initiatives
Progression to this level is typically restricted on the basis of individual

capabilities and business requirements
Only applies to large international or global

businesses
Contributes as top thought leader worldwide,
whose achievements include major innovations
that change and advance the industry and/or
profession
Leads the largest projects/initiatives that have a
significant impact upon a complex, global
business
Typically found in Global Grades 18 or higher

organizations
Contributes thought leadership and innovation
that influences change and advancement of
the industry and/or profession
Leads large projects/initiatives that impact the
business on a domestic or international scale
P5 Master (aligns with Global Grade 15)
Is recognized as an expert within the organization, both within and beyond own function
Anticipates internal and/or external business challenges and/or regulatory issues; recommends process, product or service
improvements
Solves unique and complex problems that have a broad impact on the business
Contributes to the development of functional strategy
Leads project teams to achieve milestones and objectives
Progression to this level is typically restricted on the basis of business requirements
Operates with no supervision in a complex environment
P4 Specialist (aligns with Global Grades 13 and 14)
Is recognized as an expert in own area within the organization
Requires specialized depth and/or breadth of expertise
Interprets internal or external business issues and recommends

solutions/best practices
Solves complex problems; takes a broad perspective to identify solutions
Works independently, with guidance in only the most complex situations
Progression to this level is typically restricted on the basis of business

requirement
Provides innovative solutions to complex issues

in specialized area
Serves as best practice/quality resource within
and outside own discipline
May lead functional teams or projects
Guides others in resolving complex issues in
specialized area based on existing solutions and
procedures
Serves as best practice/quality resource within
own discipline or as technical expert on
functional or cross-functional teams or projects
Trains/mentors junior staff
Page 34


Professional (P) Career Band (continued)
P3 Career (aligns with Global Grades 11 and 12)
Requires in-depth knowledge and experience
Solves complex problems; takes a new perspective using existing

solutions
Works independently; receives minimal guidance
Acts as a resource for colleagues with less experience
Represents the level at which career may stabilize for many years or
even until retirement
Uses best practices and knowledge of internal or

external business issues to improve
products/services or processes
Typically resolves complex problems or
problems where precedent may not exist
Often leads the work of project teams; may
formally train junior staff
Contributes to process improvements

Typically resolves problems using existing
solutions
Provides informal guidance to junior staff
P2 Intermediate (aligns with Global Grade 10)
Requires knowledge and experience in own discipline; still acquiring higher level knowledge and skills
Builds knowledge of the organization, processes and customers
Solves a range of straightforward problems
Analyzes possible solutions using standard procedures
Receives a moderate level of guidance and direction
P1 Entry (aligns with Global Grades 8 and 9)
Performs routine assignments in the entry level of the Professional

Career Band
Typically requires a college or university degree or the equivalent work

experience that provides knowledge and exposure to fundamental
theories, principles and concepts
Develops competence by performing structured work assignments
Uses existing procedures to solve routine or standard problems
Receives instruction, guidance and direction from others
Has limited discretion to vary from established

procedures
Has limited work experience involving basic
concepts and procedures
Has no discretion to vary from established
procedures
Has no related work experience or has work
experience but requires formal training in
theories/concepts in own function
Entry-level graduate in the "probationary" period
Page 35


Technical Support (T) Career Band
T4 Lead (aligns with Global Grades 9 and 10)
Has advanced and specialized expertise, typically developed through a

combination of job-related training and considerable on-the-job
experience
Completes assignments and facilitates the work activities of others; may

coordinate work beyond own area
Proposes improvements to processes
Acts as a lead, coordinating the work of others but is not a supervisor
Works autonomously within established procedures and practices
Leads one or more teams in the performance of

a variety of tasks that are often complex
Analyzes complex technical problems and
delivers solutions where precedent may not exist
Leads a team in the performance of a variety of
tasks that are often routine
Solves problems of a recurring nature
T3 Senior (aligns with Global Grades 7 and 8)
Has developed proficiency in a range of processes or procedures through Global Grade 8 Differentiators
job-related training and considerable on-the-job experience
Performs highly complex and varied tasks
Completes a variety of atypical assignments
Typically has specialized external certification
Works within defined processes and procedures or methodologies and
Guides and supports junior team members; may
may help determine the appropriate approach for new assignments
assist in their formal orientation and training
Works with a limited degree of supervision
Acts as an informal resource for colleagues with less experience
Performs moderately complex and varied tasks

May have specialized external certification
Guides junior team members
T2 Intermediate (aligns with Global Grade 6)
Expands skills in own work area within an analytical/scientific method or operational process
Applies experience and skills to complete assigned work within own area of expertise
Works within standard operating procedures and/or scientific methods
Works with a moderate degree of supervision
T1 Entry (aligns with Global Grade 5)
Has basic skills in an analytical or scientific method or operational process
Works within clearly defined standard operating procedures and/or scientific methods and adheres to quality guidelines
Works with close supervision
Page 36


Business Support (U) Career Band
U4 Lead (aligns with Global Grades 8 and 9)
Has developed expertise in a variety of work processes or activities

typically developed through a combination of job-related training and
considerable on-the-job experience
Typically acts as a lead, coordinating the work of others, but not a

supervisor
Anticipates patterns and links; looks beyond the immediate problem to

the wider implications
Generates new and innovative solutions to complex problems
Leads one or more teams in the performance of

a variety of tasks that are often complex
Analyzes complex problems and delivers
solutions where precedent may not exist
Leads a team in the performance of a variety of
tasks that are often routine
Solves problems of a recurring nature
U3 Senior (aligns with Global Grade 7)
Has developed specialized skills or is multi-skilled through job-related training and considerable on-the-job experience
Completes work with a limited degree of supervision
Likely to act as an informal resource for colleagues with less experience
Identifies key issues and patterns from partial/conflicting data
Takes a broad perspective to problems and spots new, less obvious solutions
U2 Intermediate (aligns with Global Grade 6)
Has developed knowledge and skills through formal training or considerable work experience
Entry level often for those with work experience in the skill area
Works within established procedures with a moderate degree of supervision
Identifies the problem and all relevant issues in straightforward situations, assesses each using standard procedures, and makes
sound decisions
U1 Entry (aligns with Global Grades 4 and 5)
Entry level job with little or no prior relevant work experience
Acquires basic skills to perform routine tasks
Work is prescribed and completed with little autonomy
Works with either close supervision or under clearly defined procedures
Has limited prior relevant training or work

experience
procedures
Has no prior relevant training or work experience

procedures
Page 37


Production/Operations (W) Career Band
W4 Lead (aligns with Global Grade 7)
Has developed expertise, typically through a combination of job-related training and considerable on-the-job experience
Typically acts as a lead, coordinating the work of others but is not a supervisor
Has developed a specialized level of skill to perform assigned tasks
W3 Senior (aligns with Global Grade 6)
Has developed proficiency through job-related training and considerable on-the-job experience
Completes work with a limited degree of supervision
Likely to act as an informal resource for colleagues with less experience
W2 Intermediate (aligns with Global Grades 4 and 5)
Has developed skills through formal training or considerable work

experience
Works within established procedures with a moderate degree of

supervision
Performs the full range of established

procedures, and will typically be considered
skilled through on-the-job experience
Resolves routine issues without supervisory
approval
Performs most established procedures and will

typically be considered semi-skilled through onthe-job experience
Resolves routine issues with senior staff or
supervisory guidance and approval
W1 Entry (aligns with Global Grades 2 and 3)
Entry-level job with little or no prior relevant experience
Work is prescribed and completed with close supervision and little

autonomy
Duties are clearly defined and methods and tasks are described in detail
Has limited prior relevant training or work

experience
Contributes directly to specific unskilled tasks or
processes
procedures
Has no prior relevant training or work experience

Contributes indirectly to specific unskilled tasks
or processes
procedures
Page 38

Functions and Disciplines Listing

AHR
Human Resources
AHR002-EX
AHR060
AHR130
AHR150
AHS
Top Human Resources Executive (without Labor Relations)

Benefits
Employee Development/Training Generalist/Multidiscipline
Human Resources Information Systems (HRIS)
Environmental Health and Safety

AHS030
Health and Safety
Page 39

Functions and Disciplines Descriptions

Function
Code
Human Resources
AHR
Designs, implements and monitors human resource programs and policies, including recruitment, learning and development,
performance management, compensation, benefits, equal opportunity and diversity, etc. Anticipates and plans for long-term human
resource needs and trends.
Discipline
AHR002-EX
Top Human Resources Executive (without Labor Relations)
AHR060
Benefits
AHR130
Employee Development/Training Generalist/Multidiscipline
AHR150
Human Resources Information Systems (HRIS)
Has primary responsibility for designing, developing and implementing all human resource policies and
programs
For noncorporate positions, this position is typically responsible for the execution and administration of policies
within a segment of the organization
In highly decentralized organizations, responsibilities could also include policy design at the segment level
Develops, implements and administers cost-effective benefits programs, such as pension plans, life, health and
disability insurance
Develops, implements and evaluates training plans and program materials in response to organizational needs
as a generalist or in a combination of disciplines, such as management development, technical or nontechnical
training, or e-learning development
Monitors routine and standardized training programs, assesses results, and implements enhancements as
needed
Conducts training needs assessments and determines requirements for new program development
Conducts ongoing evaluations to ensure effectiveness of programs and recommends modifications as
necessary
Processes the organization's human resource information using the most efficient and cost-effective computer
systems and applications
Researches, analyzes, designs and maintains information systems in support of human resource
administration and projects
Monitors HR information needs and designs new or modifies existing systems to meet changing requirements
Function
Code
AHS
Designs, develops, implements and oversees the organization's environmental health and safety programs and procedures to
safeguard employees and surrounding communities and to ensure that all facilities are in compliance with regulations.
Discipline
AHS030
Health and Safety
Conducts studies and investigations to ensure compliance with government safety and health laws, standards
and regulations, and industrial hygiene
Investigates accidents and promotes safety-conscious work performance and training programs
Provides safety performance measures
Determines root cause analyses
Page 40

AHR
Human Resources
Page 41

AHR002-EX Top Human Resources Executive (without Labor Relations)

All Organization Summary
Description:
Has primary responsibility for designing, developing and implementing all human resource policies and programs | For noncorporate positions, this position is
typically responsible for the execution and administration of policies within a segment of the organization | In highly decentralized organizations, responsibilities
could also include policy design at the segment level
TOTAL U.S. FTE
EMPLOYMENT
ORGS INCS
All Organizations
25th
MEDIAN
75th
ANNUAL SALARY
INC
AVG
($000)
ORG
AVG
($000)
10th
($000)
25th MEDIAN
($000) ($000)
SHORT-TERM INCENTIVE
75th
($000)
90th
($000)
% OF
INCS
RECVG
INC
AVG
PAID
($000)
% OF
ORGS
PAYING
ORG
AVG
PAID
($000)
% OF
ORG
AVG
SAL
Bonus Eligible
Non-Bonus Eligible
All Organizations
199
47
245
260
50
310
906
1,238
931
2,295
2,490
2,355
7,756
9,028
7,767
219.2
198.3
215.8
227.1 151.5 175.0

195.8 125.8 150.2
221.3 145.6 168.2
210.0
182.0
205.2
259.5
240.6
250.3
340.0
292.8
321.7
86.9
4.0
73.5
89.8
123.3
90.1
86.9
4.3
71.4
94.0
123.3
94.3
37.8
Bonus Eligible
Non-Bonus Eligible
All Organizations
64
10
74
81
10
91
300
379
318
475
545
495
800
755
800
179.7
170.9
178.8
183.7 126.3 155.5

170.9 107.2 135.8
181.9 126.3 149.5
176.6
152.3
172.1
216.3
192.4
212.8
240.0
291.8
245.0
95.1
10.0
85.7
56.4
96.9
10.0
85.1
56.9
29.7
59.7
29.7
Bonus Eligible
Non-Bonus Eligible
All Organizations
71
25
95
88
25
113
1,542
1,497
1,542
2,003
1,708
2,003
3,100
3,266
3,100
209.4
204.4
208.3
216.1 153.2 187.3

204.4 118.7 168.3
213.3 146.0 181.8
206.2
200.0
205.4
245.0
253.3
245.0
278.6
293.5
279.7
77.3
4.0
61.1
75.3
79.0
34.5
74.4
78.9
4.0
60.0
77.8
34.5
Bonus Eligible
Non-Bonus Eligible
All Organizations
52
10
62
66
10
76
6,824 8,268 11,394

8,274 10,172 11,219
6,874 8,725 11,381
242.5
199.7
236.9
255.5 165.1 193.3

199.7 135.4 143.9
246.5 156.9 183.7
243.2
158.7
238.3
317.0
263.4
306.9
372.0
353.8
363.0
87.9
103.8
84.6
114.1
42.7
76.3
103.8
71.0
114.1
Bonus Eligible
Non-Bonus Eligible
All Organizations
24
4
28
25 23,437 35,436 54,488

5
30 22,729 31,400 52,745
319.3
316.6 174.1 215.0
318.7
415.1
467.3
92.0
208.7
91.7
302.7
300.5 166.9 202.6
304.3
380.7
460.4
76.7
208.7
78.6
Under 1,000 FTEs
1,000 - 4,999 FTEs
5,000 - 19,999 FTEs
20,000 FTEs or More
58.7
TOTAL CASH COMPENSATION

INC
AVG
($000)
ORG
AVG
($000)
10th
($000)
25th
($000)
MEDIAN
($000)
75th
($000)
90th
($000)
297.2
203.2
282.0
308.7
198.5
288.1
173.4
125.9
153.6
207.0
150.2
193.6
264.5
182.0
254.0
357.3
240.6
341.6
540.0
296.2
500.3
233.3
194.5
229.1
238.6
194.5
232.7
150.8
107.2
141.0
184.9
135.8
170.0
216.5
152.3
210.9
277.5
192.3
276.6
348.8
504.6
348.8
267.7
204.8
253.8
278.3
204.8
259.9
169.0
118.7
158.9
211.1
168.3
196.5
259.3
200.0
254.0
333.3
257.6
302.6
411.5
293.5
365.9
42.7
333.8
199.7
316.1
352.1
199.7
327.5
202.6
135.4
158.2
244.9
143.9
221.3
319.5
158.8
294.9
461.3
263.4
407.7
578.9
353.8
569.9
203.9
61.0
511.4
503.5
217.8
347.8
513.6
673.8
777.0
203.9
61.0
462.7
460.7
166.8
244.2
474.5
655.3
752.6
37.8
Target Bonus Analysis

INDUSTRY SUPERSECTOR
All Manufacturing
All Nonmanufacturing
Financial Services
% ORGS WITH
POSITION
% ORGS WITH
ORG AVG
BONUS
TARGET
TARGET
ELIGIBLE
BONUS
BONUS ($000)
92.3
73.0
93.2
81.2
82.1
59.1
75.0
67.8
79.8
91.6
100.1
91.2
ORG AVG
TARGET
BONUS AS %
OF SALARY
35.8
35.2
36.9
36.3
ORG AVG
PAID THOSE
WITH TARGET
BONUS ($000)
85.5
100.4
107.8
99.6
ORG AVG
BONUS AS %
OF TARGET
BONUS
105.8
102.6
133.5
111.1
Page 42

AHR060 Benefits

Description:
Develops, implements and administers cost-effective benefits programs, such as pension plans, life, health and disability insurance
BONUS AND/OR OTHER
CASH COMPENSATION
ANNUAL SALARY
CAREER BAND AND LEVEL
All Organizations
M1 - Supervisor
M2 - Manager
M3 - Senior Manager
M4 - Group Manager
P1 - Entry
P2 - Intermediate
P3 - Career
P4 - Specialist
P5 - Master
U1 - Entry
U2 - Intermediate
U3 - Senior
U4 - Lead
ORGS
48
181
74
30
85
174
201
78
11
30
92
84
26
INCS
INC AVG
($000)
83
272
128
36
175
384
425
145
13
66
1,072
267
65
66.7
89.2
111.5
141.2
44.6
55.1
67.0
78.6
98.0
33.8
37.5
45.3
47.8
ORG
AVG
($000)
67.1
89.3
114.1
140.1
46.1
54.2
65.8
80.5
96.2
35.2
40.1
45.9
49.8
10th
($000)
50.0
65.1
89.0
98.4
36.1
43.8
51.1
62.0
73.1
27.3
33.0
37.8
37.7
25th
($000)
55.7
78.0
100.0
124.3
40.8
48.0
57.9
73.6
81.6
30.3
36.3
40.6
43.3
MEDIAN
($000)
63.8
88.7
111.6
143.6
46.0
54.0
66.2
80.8
96.9
33.7
39.9
45.0
51.3
75th
($000)
77.3
100.1
128.0
160.3
51.7
59.7
72.6
87.8
100.8
39.8
43.9
50.9
56.2
90th
($000)
88.8
112.8
145.6
170.9
57.5
66.5
81.1
97.9
127.0
45.6
47.5
56.8
63.1
% OF INC AVG % OF
INCS
ORGS
PAID
RECVG
($000) PAYING
41.0
56.6
61.7
77.8
33.7
38.3
48.0
53.1
38.5
36.4
26.8
31.8
20.0
6.3
13.7
22.3
36.4
5.0
4.5
5.5
9.3
19.6
2.4
1.7
2.8
2.9
54.2
61.3
64.9
76.7
35.3
40.2
46.8
48.7
45.5
40.0
35.9
38.1
38.5
ORG
AVG
PAID
($000)
6.8
13.6
22.3
35.3
4.2
3.9
5.4
8.7
19.6
2.7
1.8
2.8
3.3
% OF
ORG
AVG
SAL
9.7
13.9
19.3
23.9
8.9
7.3
7.8
10.6
18.9
4.7
4.0
6.1
7.1

INC
AVG
($000)
69.3
97.0
125.2
169.5
46.3
56.8
69.6
84.0
108.5
34.7
38.0
46.1
48.4
ORG
AVG
($000)
70.8
97.4
128.4
166.4
47.5
55.8
68.3
84.8
105.1
36.2
40.7
46.9
51.0
10th
($000)
50.8
67.2
91.1
98.4
36.1
44.6
51.2
66.2
73.1
28.3
33.4
38.9
39.2
25th
($000)
56.5
80.4
107.7
139.1
41.4
48.6
59.1
73.7
87.9
30.6
37.1
42.0
44.5
MEDIAN
($000)
67.9
96.8
125.9
165.0
46.7
55.1
68.2
85.8
100.4
33.9
40.8
46.8
51.3
75th
($000)
85.0
113.7
144.0
202.4
52.8
60.7
75.8
92.2
114.1
40.5
44.4
51.6
58.1
90th
($000)
93.0
128.2
162.3
217.3
60.3
68.1
86.4
104.4
153.0
46.1
47.9
57.4
65.0
Page 43

AHR060 Benefits

Under 1,000 FTEs
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
87.6
95.6
6
21
20
11
53.6
57.1
61.6
78.6
56.1
59.1
63.6
83.5
1
6
10
1
41.8
49.9
42.7
50.1
ORGS
4
15
2
Organization Size Analysis

1,000 - 4,999 FTEs
ORG
AVG
TOTAL
COMP
($000)
5,000 - 19,999 FTEs
20,000 FTEs or More
ORG
AVG
SAL
($000)
ORG
AVG
SAL
($000)
ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
37.8
40.7
46.9
51.0
38.2
41.3
48.2
53.2
34.0
39.7
43.7
49.5
35.8
40.1
44.7
49.6
ORGS
12
65
21
6
31
59
67
29
1
8
33
29
6
68.8
89.9
113.9
140.0
45.7
53.8
65.9
78.7
Midpoint Analysis
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
ORGS
44
154
69
24
74
159
173
67
6
26
73
70
20
ORG AVG
MID
($000)
67.7
91.5
111.3
131.6
48.5
56.8
67.3
79.9
107.5
36.6
41.4
46.7
53.9
ORG AVG
COMPARATIO
99.1
97.5
102.6
106.5
95.0
95.5
97.8
100.8
89.5
96.2
96.8
98.4
92.3
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
72.4
97.0
123.4
154.2
47.0
55.1
68.2
81.9
ORGS
15
64
33
14
28
58
78
25
8
13
34
26
12
% OF ORGS
WITH
POSITION
BONUS
ELIGIBLE
58.3
67.4
77.0
83.3
45.9
49.4
56.2
64.1
63.6
46.7
39.1
45.2
42.3
67.2
88.0
113.9
130.1
43.9
51.4
64.1
80.1
93.6
34.7
39.5
44.9
48.2
ORG
AVG
TOTAL
COMP
($000)
71.2
96.2
129.3
152.9
44.7
52.6
66.4
84.6
101.9
35.8
40.2
45.9
49.6
ORGS
17
39
18
11
20
38
37
13
2
8
19
19
7
66.7
91.3
115.4
152.0
47.3
57.7
71.6
87.1
70.5
101.0
133.0
189.7
49.7
59.9
75.0
92.9

% OF ORGS
WITH TARGET
BONUS
43.8
54.7
64.9
70.0
35.3
36.2
39.8
47.4
54.5
26.7
30.4
28.6
30.8
ORG AVG
BONUS
TARGET
($000)
6.2
11.7
19.7
29.0
3.3
4.0
5.2
7.8
14.5
1.8
1.6
3.1
3.2
ORG AVG
PAID FOR
ORG AVG
THOSE WITH
TARGET AS %
TARGET
OF SALARY BONUS ($000)
8.7
12.4
17.0
20.3
6.9
7.1
7.6
9.3
13.2
4.9
4.1
6.3
5.9
7.4
13.1
22.6
31.7
4.2
4.2
5.1
9.1
16.3
2.0
1.7
3.1
3.1
ORG AVG
BONUS AS %
OF TARGET
BONUS
116.5
105.4
111.4
106.1
127.3
103.5
98.7
114.3
96.5
120.0
107.5
102.7
103.2
Page 44

AHR130 Employee Development/Training Generalist/Multidiscipline

Description:
Develops, implements and evaluates training plans and program materials in response to organizational needs as a generalist or in a combination of
disciplines, such as management development, technical or nontechnical training, or e-learning development | Monitors routine and standardized training
programs, assesses results, and implements enhancements as needed | Conducts training needs assessments and determines requirements for new program
development | Conducts ongoing evaluations to ensure effectiveness of programs and recommends modifications as necessary
BONUS AND/OR OTHER
CASH COMPENSATION
ANNUAL SALARY
All Organizations
M1 - Supervisor
M2 - Manager
M3 - Senior Manager
M4 - Group Manager
P1 - Entry
P2 - Intermediate
P3 - Career
P4 - Specialist
P5 - Master
U1 - Entry
U2 - Intermediate
U3 - Senior
U4 - Lead
ORGS
56
158
86
32
80
176
206
81
15
23
67
54
21
INCS
INC AVG
($000)
158
411
188
65
551
1,218
1,275
335
50
61
288
145
78
67.2
86.6
108.2
137.3
46.1
56.0
68.9
80.9
106.6
38.9
42.4
49.6
55.1
ORG
AVG
($000)
72.0
89.8
111.7
140.8
47.2
56.8
69.2
80.7
106.8
37.9
42.9
47.6
50.5
10th
($000)
51.9
68.4
85.4
111.6
39.0
44.0
56.0
59.9
85.1
30.8
33.7
35.3
40.8
25th
($000)
59.5
77.6
96.4
120.3
41.8
50.6
60.8
71.0
92.5
34.5
37.5
41.6
44.5
MEDIAN
($000)
69.4
88.1
107.8
134.4
46.1
56.9
69.4
81.8
101.2
37.5
43.5
48.4
49.1
75th
($000)
82.3
100.0
128.5
164.1
52.5
62.6
77.7
90.7
129.4
41.7
48.3
53.0
54.0
90th
($000)
97.9
113.2
142.1
171.2
57.5
68.6
83.7
96.2
141.4
44.6
51.8
59.0
63.7
% OF INC AVG % OF
INCS
ORGS
PAID
RECVG
($000) PAYING
38.0
58.6
55.1
59.4
57.2
49.2
54.5
49.6
50.0
22.6
50.0
53.1
51.4
7.9
9.6
16.3
28.8
2.4
4.0
5.8
9.4
11.3
2.0
2.5
3.5
4.4
42.9
62.7
69.8
71.9
48.8
43.8
51.0
53.1
80.0
39.1
40.3
53.7
76.2
ORG
AVG
PAID
($000)
6.6
11.0
15.7
29.7
2.8
3.7
5.7
10.7
9.6
2.2
2.2
2.6
2.8
% OF
ORG
AVG
SAL
9.7
12.5
13.9
21.1
6.3
6.5
7.8
13.2
10.8
5.7
5.2
5.3
5.6

INC
AVG
($000)
70.2
92.2
117.2
154.4
47.5
57.9
72.0
85.9
112.8
39.7
43.6
51.5
57.6
ORG
AVG
($000)
74.7
96.5
122.3
161.8
48.5
58.4
71.9
86.2
114.4
38.6
43.7
48.9
52.4
10th
($000)
51.9
70.8
92.1
111.6
39.7
45.5
56.0
61.6
89.1
31.7
34.1
35.4
42.6
25th
($000)
60.8
80.9
104.0
130.1
42.8
51.6
63.0
71.8
96.0
35.1
38.0
42.6
46.1
MEDIAN
($000)
71.6
95.8
119.9
157.9
48.1
59.0
72.4
85.1
115.6
37.5
43.6
50.0
50.9
75th
($000)
87.1
111.4
138.1
198.1
53.9
64.3
80.3
99.8
129.7
42.8
49.5
55.2
56.3
90th
($000)
98.3
121.4
159.2
217.5
59.3
70.7
89.3
112.3
143.7
45.8
52.4
59.1
67.5
Page 45

AHR130 Employee Development/Training Generalist/Multidiscipline

Under 1,000 FTEs
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
ORGS
3
16
10
2
3
19
21
12
1
5
2
1
ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
87.3
112.9
91.2
122.3
57.3
70.1
83.2
59.0
73.3
88.6
42.5
42.9

1,000 - 4,999 FTEs
5,000 - 19,999 FTEs

ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
20,000 FTEs or More
ORG
AVG
SAL
($000)
ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
36.8
43.1
49.1
49.2
37.4
43.6
50.2
50.9
39.6
42.6
43.9
55.6
40.1
43.8
45.7
58.6
ORGS
21
53
30
9
21
54
84
27
6
10
22
18
3
75.4
91.5
109.0
126.6
47.5
56.8
70.1
80.1
109.9
37.8
43.1
49.1
Midpoint Analysis
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
ORGS
50
143
70
26
66
157
181
72
11
20
55
42
20
ORG AVG
MID
($000)
73.9
90.2
112.0
134.3
50.5
58.2
70.2
81.4
105.1
40.3
43.1
47.4
52.7
ORG AVG
COMPARATIO
97.4
99.6
99.7
104.9
93.6
97.6
98.6
99.2
101.6
94.2
99.5
100.5
95.9
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
ORG
AVG
TOTAL
COMP
($000)
77.5
99.6
117.1
140.1
48.5
58.3
72.8
85.2
117.7
38.5
44.0
50.5
ORGS
15
57
24
12
36
62
64
27
4
7
23
20
12
% OF ORGS
WITH
POSITION
BONUS
ELIGIBLE
46.4
68.4
80.2
78.1
53.8
50.6
58.7
60.5
86.7
43.5
46.3
55.6
81.0
67.0
89.2
115.0
150.3
48.5
56.7
67.4
79.7
70.7
94.7
126.3
173.0
49.9
58.1
69.2
85.4
ORGS
17
32
22
10
20
42
38
15
4
6
17
14
5
73.1
89.2
111.2
143.3
44.4
56.8
70.1
81.6
75.9
97.0
124.9
171.7
45.7
58.6
73.8
87.5

% OF ORGS
WITH TARGET
BONUS
26.8
55.7
55.8
71.9
40.0
36.9
43.7
45.7
66.7
17.4
26.9
46.3
57.1
ORG AVG
BONUS
TARGET
($000)
7.5
11.5
20.0
31.0
2.7
3.8
5.7
9.1
13.2
1.9
2.8
2.9
3.9
ORG AVG
PAID FOR
ORG AVG
THOSE WITH
TARGET AS %
TARGET
9.7
12.6
17.1
21.2
5.8
6.6
8.0
10.6
12.9
4.8
6.0
5.8
6.8
7.4
11.4
17.3
31.1
3.1
3.9
5.6
10.7
12.5
2.2
2.6
2.8
3.1
ORG AVG
BONUS AS %
OF TARGET
BONUS
102.7
98.1
88.6
99.5
114.2
108.1
97.3
111.4
86.5
115.1
107.3
102.3
88.7
Page 46

AHR150 Human Resources Information Systems (HRIS)

Description:
Processes the organization's human resource information using the most efficient and cost-effective computer systems and applications | Researches,
analyzes, designs and maintains information systems in support of human resource administration and projects | Monitors HR information needs and designs
new or modifies existing systems to meet changing requirements
BONUS AND/OR OTHER
CASH COMPENSATION
ANNUAL SALARY
All Organizations
M1 - Supervisor
M2 - Manager
M3 - Senior Manager
M4 - Group Manager
P1 - Entry
P2 - Intermediate
P3 - Career
P4 - Specialist
P5 - Master
U1 - Entry
U2 - Intermediate
U3 - Senior
U4 - Lead
ORGS
39
105
55
15
56
118
153
66
8
22
53
37
11
INCS
INC AVG
($000)
50
158
126
15
107
228
328
118
12
61
110
86
27
71.7
98.4
110.4
143.5
47.5
59.3
73.3
84.0
95.6
35.6
41.0
44.8
50.2
ORG
AVG
($000)
73.0
100.1
118.1
143.5
47.8
58.5
71.8
83.0
94.1
37.1
42.1
45.7
50.6
10th
($000)
54.1
77.3
92.5
105.6
36.6
46.7
55.4
59.5
29.5
34.0
36.0
39.8
25th
($000)
62.1
86.0
102.0
119.9
44.0
51.7
62.6
70.5
84.8
30.8
36.9
41.1
43.1
MEDIAN
($000)
72.4
101.2
116.1
138.0
47.9
57.5
71.9
85.0
96.4
35.9
41.4
45.6
47.5
75th
($000)
81.1
113.4
132.2
168.5
52.4
65.2
81.4
95.8
103.1
40.9
46.8
49.8
56.8
90th
($000)
97.0
120.2
148.4
184.6
56.6
70.5
86.1
103.3
49.4
52.5
55.7
64.3
% OF INC AVG % OF
ORGS
INCS
PAID
RECVG
($000) PAYING
56.0
70.3
61.3
80.0
29.0
36.4
41.5
55.9
50.0
22.7
30.0
26.9
25.9
7.3
11.9
23.5
31.4
4.0
4.8
6.9
10.3
12.3
1.8
1.5
2.4
2.9
53.8
63.8
74.5
80.0
37.5
40.7
48.4
56.1
50.0
36.4
30.2
27.0
27.3
ORG
AVG
PAID
($000)
7.1
13.4
21.8
31.4
3.1
4.5
6.3
8.8
12.3
1.9
1.5
2.6
2.9
% OF
ORG
AVG
SAL
9.0
13.3
18.1
21.9
5.9
7.7
8.6
10.7
14.7
5.2
3.7
5.5
5.7

INC
AVG
($000)
75.8
106.8
124.8
168.6
48.7
61.1
76.1
89.8
102.9
36.0
41.5
45.5
51.1
ORG
AVG
($000)
76.6
108.6
134.4
168.6
48.9
60.3
74.7
87.9
100.2
37.8
42.5
46.3
51.4
10th
($000)
55.6
79.9
95.8
105.6
36.6
47.4
55.6
61.5
29.7
34.4
36.0
39.8
25th
($000)
62.7
90.1
114.0
136.9
44.3
52.0
63.5
75.9
85.4
31.7
37.0
42.2
43.2
MEDIAN
($000)
74.6
111.1
127.5
155.6
47.9
59.7
74.3
89.6
96.4
36.2
42.5
45.6
52.4
75th
($000)
88.5
124.1
154.5
201.3
53.4
67.3
84.7
102.0
116.2
42.8
47.3
51.9
57.8
90th
($000)
105.0
135.3
183.7
248.0
60.1
75.3
91.4
111.5
51.4
54.5
56.3
65.6
Page 47

AHR150 Human Resources Information Systems (HRIS)

Under 1,000 FTEs
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
104.8
117.0
2
9
13
5
3
53.6
67.0
74.4
54.8
70.8
79.8
3
5
1
45.1
ORGS
2
7
45.6

1,000 - 4,999 FTEs
ORG
AVG
TOTAL
COMP
($000)
5,000 - 19,999 FTEs

ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
20,000 FTEs or More
ORG
AVG
SAL
($000)
ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
45.7
59.6
72.2
77.1
46.6
61.6
74.4
80.7
41.8
44.3
44.8
42.6
44.5
45.4
34.9
39.8
47.1
49.9
35.3
40.1
47.5
50.7
44.6
44.3
45.6
46.1
ORGS
11
31
13
3
17
37
53
19
1
7
14
12
2
79.0
98.9
121.3
Midpoint Analysis
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
ORGS
35
90
49
14
48
103
134
54
5
20
48
33
9
ORG AVG
MID
($000)
77.0
97.0
114.5
137.7
49.8
60.8
71.5
83.3
95.9
39.5
43.0
46.8
52.4
ORG AVG
COMPARATIO
94.7
103.2
103.1
104.2
95.9
96.3
100.3
99.7
98.1
94.0
97.9
97.6
96.6
M1
M2
M3
M4
P1
P2
P3
P4
P5
U1
U2
U3
U4
79.9
105.8
137.3
ORGS
18
43
24
5
22
44
57
23
2
11
27
14
5
% OF ORGS
WITH
POSITION
BONUS
ELIGIBLE
56.4
71.4
85.5
80.0
41.1
47.5
56.9
60.6
50.0
45.5
37.7
35.1
45.5
68.4
98.9
114.2
134.0
47.5
57.9
70.8
84.6
72.8
106.9
126.3
162.2
48.6
59.3
74.1
89.8
ORGS
8
24
18
7
15
28
31
19
2
4
9
6
3
70.3
102.1
121.0
156.0
50.6
59.7
75.0
89.4
76.6
112.9
143.0
187.1
52.0
61.8
78.1
94.8

% OF ORGS
WITH TARGET
BONUS
38.5
55.2
67.3
66.7
30.4
33.9
41.8
39.4
37.5
27.3
26.4
29.7
36.4
ORG AVG
BONUS
TARGET
($000)
7.7
13.1
21.1
30.7
3.0
4.4
6.2
8.8
13.8
1.7
1.5
2.3
3.4
ORG AVG
PAID FOR
ORG AVG
THOSE WITH
TARGET AS %
TARGET
10.1
12.6
17.3
20.9
6.0
7.5
8.3
10.2
13.0
4.7
3.6
5.2
7.0
8.3
14.2
22.1
32.7
3.1
4.7
6.8
9.3
15.7
2.2
1.8
2.6
2.9
ORG AVG
BONUS AS %
OF TARGET
BONUS
99.4
107.0
106.9
95.4
113.6
106.9
103.6
110.4
115.9
136.5
112.9
128.1
90.9
Page 48

AHS
Page 49

AHS030 Health and Safety

Description:
Conducts studies and investigations to ensure compliance with government safety and health laws, standards and regulations, and industrial hygiene |
Investigates accidents and promotes safety-conscious work performance and training programs | Provides safety performance measures | Determines root
cause analyses
BONUS AND/OR OTHER
CASH COMPENSATION
ANNUAL SALARY
All Organizations
M1 - Supervisor
M2 - Manager
M3 - Senior Manager
M4 - Group Manager
P1 - Entry
P2 - Intermediate
P3 - Career
P4 - Specialist
T1 - Entry
T2 - Intermediate
T3 - Senior
T4 - Lead
ORGS
18
38
18
6
19
33
34
12
5
15
12
6
INCS
INC AVG
($000)
52
117
51
9
33
102
91
32
7
169
26
23
69.2
87.1
113.0
111.7
50.7
61.4
72.2
89.8
41.2
39.9
56.4
57.1
ORG
AVG
($000)
67.1
91.3
112.3
116.7
48.3
60.4
73.6
88.7
41.2
44.1
54.8
57.9
10th
($000)
45.4
68.7
85.5
29.7
49.3
55.5
61.4
35.0
45.6
25th
($000)
51.6
75.4
95.1
100.0
38.5
52.5
65.2
71.5
34.8
39.3
47.8
54.5
MEDIAN
($000)
67.2
93.0
114.9
119.8
47.7
60.6
71.9
91.7
36.0
45.1
54.9
58.1
75th
($000)
82.3
105.2
126.9
134.3
56.0
68.2
84.6
101.1
50.1
50.3
61.8
60.3
90th
($000)
90.8
111.7
133.2
63.5
72.6
90.8
116.1
52.2
66.0
% OF INC AVG % OF
ORGS
INCS
PAID
RECVG
($000) PAYING
38.5
45.3
65.2
44.4
15.6
28.4
44.0
43.8
28.6
15.4
34.6
13.0
6.8
15.9
30.4
19.8
2.1
6.7
7.8
10.9
2.7
3.4
4.5
44.4
57.9
72.2
50.0
26.3
30.3
38.2
16.7
40.0
40.0
8.3
50.0
ORG
AVG
PAID
($000)
% OF
ORG
AVG
SAL
6.3
13.9
25.9
19.8
2.1
5.1
8.2
10.9
2.7
3.3
8.2
13.5
21.1
15.9
3.7
8.5
11.1
11.2
7.5
7.4
4.5
10.8

INC
AVG
($000)
71.9
94.3
137.0
120.7
51.0
63.5
75.6
94.0
42.2
40.5
57.1
58.1
ORG
AVG
($000)
69.6
99.2
130.6
126.6
48.9
61.9
76.7
90.5
42.2
45.4
55.0
60.0
10th
($000)
45.4
69.5
94.2
29.8
49.3
61.1
61.5
35.0
45.6
25th
($000)
51.8
79.9
117.6
100.0
38.5
53.4
65.2
71.5
35.5
40.2
47.8
54.9
MEDIAN
($000)
67.4
96.4
131.8
132.5
47.7
63.2
74.9
95.0
39.9
47.3
54.9
58.8
75th
($000)
90.0
119.4
142.4
154.9
56.0
72.0
89.2
104.3
50.1
50.3
63.0
66.6
90th
($000)
98.1
128.2
177.1
63.6
74.0
94.6
117.9
52.2
66.5
Page 50

AHS030 Health and Safety

Under 1,000 FTEs
M1
M2
M3
M4
P1
P2
P3
P4
T1
T2
T3
T4
ORGS
4
5
ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
94.1
101.6
1
1
3
1
1
2
1

1,000 - 4,999 FTEs
ORG
AVG
TOTAL
COMP
($000)
5,000 - 19,999 FTEs
20,000 FTEs or More
ORG
AVG
SAL
($000)
ORG
AVG
SAL
($000)
ORG
AVG
SAL
($000)
ORG
AVG
TOTAL
COMP
($000)
92.6
101.1
94.9
116.3
101.6
137.8
45.9
58.8
72.1
46.4
59.4
75.9
62.1
78.3
62.1
79.9
ORGS
2
12
3
2
5
14
13
2
1
3
4
2
Midpoint Analysis
M1
M2
M3
M4
P1
P2
P3
P4
T1
T2
T3
T4
ORGS
14
32
15
5
15
24
30
8
5
13
11
6
ORG AVG
MID
($000)
70.4
89.8
112.7
122.8
52.7
59.4
70.9
87.6
43.6
46.4
55.9
60.5
ORG AVG
COMPARATIO
95.4
101.6
99.7
95.1
91.7
101.6
103.9
101.3
94.4
95.2
98.1
95.7
M1
M2
M3
M4
P1
P2
P3
P4
T1
T2
T3
T4
ORGS
9
15
9
3
9
12
13
7
2
9
4
1
% OF ORGS
WITH
POSITION
BONUS
ELIGIBLE
55.6
63.2
77.8
50.0
36.8
42.4
50.0
33.3
40.0
46.7
41.7
50.0
69.6
87.8
114.6
ORG
AVG
TOTAL
COMP
($000)
72.8
95.9
133.7
51.0
61.1
72.3
88.5
51.8
64.6
76.0
91.6
44.4
45.5
ORGS
3
6
6
1
4
6
5
2
2
2
2
2

% OF ORGS
WITH TARGET
BONUS
44.4
57.9
61.1
50.0
31.6
33.3
29.4
16.7
40.0
33.3
16.7
16.7
ORG AVG
BONUS
TARGET
($000)
7.1
15.2
22.5
19.1
2.2
4.1
8.1
8.4
2.0
3.4
2.5
ORG AVG
PAID FOR
ORG AVG
THOSE WITH
TARGET AS %
TARGET
9.5
15.5
20.4
15.6
4.2
7.0
11.0
8.6
5.5
7.6
4.3
6.9
13.0
22.8
19.8
2.1
5.3
7.9
10.9
2.7
3.7
ORG AVG
BONUS AS %
OF TARGET
BONUS
85.1
91.7
101.1
102.3
93.5
121.8
96.0
125.3
130.0
117.5
Page 51
Page 52

Glossary of Terms
Page 53

Glossary of Terms
Towers Watson Data Services survey reports present compensation information on all segments of the
workforce. As a result, there is substantial continuity in the formats and content of data presentations from
report to report. At the same time, each report is designed to provide data that are most pertinent to the specific
types of jobs covered as well as the expressed needs of subscribers. As a result of these variations in reports,
some of the terms and scope factors contained in this Glossary do not appear in every report.
Annual Base Salary Amount: The annual base salary for the incumbent. Excludes shift differential pay,
overtime or any other cash compensation other than base salary.
Annual Base Salary Midpoint Amount: The midpoint of the base salary range to which the incumbent is
assigned.
Annual Discretionary Bonus Amount: The annual amount of variable or discretionary payments other than
Annual Performance Bonus/Short-Term Incentive amounts. Includes recognition awards, lump sum awards,
alternative reward programs (e.g., gain sharing, team/group incentives or other productivity programs), and
discretionary one-off payments (i.e., not part of a normal/regular short-term bonus or incentive plan) for the
most recent financial year.
Annual Performance Bonus/Short-Term Incentive Amount: Annual performance bonus or short-term
incentive earned for the most recent financial year. Includes all incentive awards, based on one year's
performance, regardless of whether the award is paid in full currently, in installments or deferred to future years.
Annual Sales Incentive/Commission Amount: The annual sales incentive/commission amount earned for the
most recent fiscal year.
Incentive: Based on qualitative or judgmental measures related to sales activity or group performance
typically expressed as a percent of base salary (monetary amount).
Commission: Based on quantitative performance items such as sales revenue/quota typically expressed
as a percent of each unit sold (monetary amount).
Assets: Total year-end assets for the most recent fiscal year.
Average Bonus as a Percent of Target Bonus: The average bonus paid by those organizations with target
bonuses expressed as a percent of the average target bonus.
Career Band and Level: The appropriate Career Band and Career Level for the incumbent.
M5
M4
M3
M2
M1
Supervisory/
Management
Senior Group
Manager
Group Manager
Senior Manager
Manager
Supervisor
P6
P5
P4
P3
P2
P1
Professional
Renowned Expert
Master
Specialist
Career
Intermediate
Entry
Customer/
Client Management
and Sales
S6 Elite Expert
S5 Senior Expert
S4 Expert
S3 Career
S2 Intermediate
S1 Entry
Technical
Support
T4
T3
T2
T1
Lead
Senior
Intermediate
Entry
Business
Support
U4
U3
U2
U1
Lead
Senior
Intermediate
Entry
Production/
Operations
W4
W3
W2
W1
Lead
Senior
Intermediate
Entry
Compa-Ratio: Current base salary divided by the salary range midpoint for each employee reported with both
base salary and midpoint. The calculation is then averaged for all employees.
Page 54

Glossary of Terms
Corporate Reporting Level: Number of levels the incumbent is from the Board of Directors.
Exempt/Nonexempt: Incumbent's FLSA (Fair Labor Standards Act) status (i.e., whether the incumbent is
exempt from overtime according to FLSA regulations or nonexempt).
FTE Employees: The number of full-time equivalent (FTE) employees plus part-time employees converted to
full-time equivalents for the organization.
To convert part-timers to FTEs, sum all part-time hours and divide by baseline annual hours
(e.g., 40 weekly hours X 52 weeks = 2,080 annual hours). Add this to the number of full-time employees to
calculate the total number of FTE employees.
Full Value Chain of Activities: The extent to which the organization maintains end-to-end control of the
business, including design, creation, sale and support of products and/or services.
For a parent organization, this means that all of these activities are fulfilled through internal means,
without involvement from third party organizations. Key functions such as design, manufacturing, sales and
customer operations are not outsourced or contracted to third party organizations/independent agents.
For a subordinate entity, this means that the organization does not rely on the parent or another business
unit to design, manufacture or market its products/services (i.e., is independent).
Geographic Responsibility: Scope of geographic responsibility of the executive incumbent's role.
International (all business outside of the home country of the parent company)
Multicountry (e.g., United States and Mexico, Southeast Asia or Benelux)
Single country
Single Region (e.g., Asia/Pacific, Latin America, Europe)
Worldwide (global or multiregion)
Highest Paid: One of the 20 highest-paid executives in the organization.

Hourly Rate: The rate of pay expressed in dollars and cents per hour.
Industry: The primary industry classification(s) of a reporting organization that most closely describe the
organization's line(s) of business.
Page 55

Glossary of Terms
Long-Term Incentive Grant: Any type of capital accumulation plan by which shares or cash can be earned
over a period of years, such as Stock Options, Restricted Stock/Stock Units, Performance Plan Awards or Stock
Appreciation Rights.
Long-Term Incentive Plan Type:
Stock Options: Stock Options are rights to purchase a fixed number of shares of a company's stock, at
a stated price for a specified period of time.
Restricted Stock/Stock Units: Restricted Stock/Stock Units are grants of stock or stock units at no or
nominal cost. The restrictions and risk of forfeiture lapse with continued employment over a period of
years and/or performance. Dividends or dividend equivalents are normally paid or accrued during the
restricted period.
Performance Plan Awards: Performance Plan Awards are contingent awards of cash or stock that are
earned in whole or in part according to the degree of achievement of performance goals over a multiyear period (usually three years).
Stock Appreciation Rights: Stock Appreciation Rights (SARs) are rights to receive payment equal in
value to the appreciation on a share of stock between the date on which the SAR was granted and the
date on which the employee exercises his/her appreciation rights.
Stock Options: Stock Options are rights to purchase a fixed number of shares of a company's stock, at
a stated price for a specified period of time.
Accounting Value of Awards (ASC 718 [formerly FAS 123(R)], IFRS2 or other): For each stock option,
restricted stock, or other award, the accounting value as it has been or will be determined for financial
reporting and/or disclosure purposes.
Values reflect the grant date accounting value per unit of the award (e.g., $12.13 for a single stock
option) and do not include any adjustments for actual or expected award forfeitures. Awards which
result in specified cash payments at the conclusion of the performance or vesting period are based on
the expected payout value of the award.
Grant Date: Date the grant was made.
Grant Price Currency: The currency for the grant price reported. For example, USD for U.S. Dollars, CAD
for Canadian Dollars, EUR for Euros, CHF for Swiss Francs and GBP for Pounds Sterling.
Grant Price Per Share/Unit: Price of the share or unit at the time of the grant.
Number of Shares/Units Granted: The number of options, shares or units granted.
Page 56

Glossary of Terms
Main Salary Review Date: Effective date of the main salary review for fixed/focal reviews.
Net Income: Total net operating income (after taxes) for the most recent fiscal year.
Number of Employees Supervised: Number of employees supervised by the incumbent both directly and
indirectly.
Number of Incumbents (Incs): The total number of incumbents included in the corresponding statistic.
Number of Organizations (Orgs): The total number of organizations included in the corresponding statistic.
Organization Unit: Segment of the organization in which the incumbent has primary responsibility.
Corporate: Responsibilities that span the entire organization.
Noncorporate: Responsibilities limited to a segment of the organization (e.g., subsidiary, division, business
unit).
Group: A unit consisting of multiple profit centers. The unit may be accountable to the CEO or COO of the
corporation or may be a multi-profit center subgroup accountable to another multi-profit center.
Division: A single profit center that is the smallest organization level that has profit-and-loss responsibility
and has a full complement of both line (e.g., sales, manufacturing, operations) and staff (e.g., human
resources, finance) functions.
Sales: Designates the organization unit for Regional Field Sales Executives (CSD005-EX), Global Account
Management Executive (CAM020-EX), and National/Global Accounts Executive (CAM010-EX).
Plant: A budget or cost center where the primary function is manufacturing but may also have staff
functions such as accounting and human resources.
Percent of Incumbents Receiving: The percent of incumbents for which compensation data are reported who
actually received bonus and/or other cash compensation
Percent of Organization Average Salary: The percent of average salary represented by the bonus and/or
other cash compensation for those employees who received a payment.
Percent of Organizations Paying: The percent of organizations that paid Annual Performance Bonus/ShortTerm Incentive or Annual Discretionary Bonus compensation.
Page 57

Glossary of Terms
Percentiles, Median and Quartiles: A value identified by its position in an array, below which the data falls.
10th Percentile: The value in an array below which falls 10% of the sample and above which lies 90% of
the sample. Together with the 90th percentile, a range of data can be identified that eliminates extremes in
the sample and provides a more realistic dispersion of data.
25th Percentile (First Quartile): The value in an array below which falls 25% of the sample. Seventy-five
percent, or three-fourths, of the values in the sample are greater in magnitude than the 25th percentile
value.
50th Percentile (Median): The value in the middle of an odd numbered array of data when the values are
ordered by magnitude. Half of the values in the sample fall above this number and half fall below it. When
the array contains an even number of values, the median is midway between the central values.
75th Percentile (Third Quartile): The value in an array below which falls 75% of the sample. Twenty-five
percent, or one-fourth, of the values in the sample are greater in magnitude than the 75th percentile value.
90th Percentile: The value in an array below which falls 90% of a sample and above which lies 10% of the
sample. Together with the 10th percentile, a range of data can be identified that eliminates extremes in the
sample and provides a more realistic dispersion of data.
Revenue: Total revenue for the organization for the most recent fiscal year.
Salary Range: A formal range of salaries that establishes the lowest and highest salary an organization is
willing to pay for a given job.
Minimum: The bottom value in an established salary range, representing the lowest salary at which an
employee in the position could be paid.
Midpoint: The middle value in an established salary range, representing the salary midway between the
established minimum and maximum.
Maximum: The top value in an established salary range, representing the highest salary at which an
employee in the position could be paid.
Scope Grouping: A display of compensation data arrayed in either a discrete or overlapping group based on,
for example, annual sales, total assets (financial services organizations), operating revenue and total full-time
equivalent (FTE) employment (not-for-profit organizations). Compensation information in each grouping
represents the data for only those companies within each grouping parameter, allowing for an analysis of the
impact of the organizational size measure on compensation.
Target Performance Bonus/Short-Term Incentive Percent of Base Salary: The target annual
performance/short-term incentive as a percent of the current annual base salary
Target Total Cash Compensation: The sum of annual base salary, target bonus/STI amount target sales
incentive.
Target Total Direct Compensation: The sum of total target cash compensation and Long-Term Incentive.
Page 58

Glossary of Terms
Total Cash Compensation: The sum of annual salary, bonus, and other cash compensation payments from
variable pay programs.
Total Direct Compensation: The sum of annual salary, bonus or other cash compensation and the expected
value of long-term incentive awards.
Type of Salary Review: The type of salary review.
Fixed/Focal: All employees are reviewed on the same date.
Multiple: Different review dates depending on category of employee.
Rolling: Review on anniversary of start date.
Union/Nonunion: Incumbent's union membership status.
Unit Size: Total revenue (in whole numbers) for which the executive incumbent is responsible.
Page 59
Page 60

2012 Twcsrgeneralsummary 3

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

2012 Twcsrgeneralsummary 3

Încărcat de

Drepturi de autor:

Formate disponibile

Towers Watson Data Services

2012 CSR Human Resources

Data Services Terms and Conditions

Towers Watson Data Services

Participant Terms and Conditions

Towers Watson Data Services

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Overview of Survey Participants ............................................................................

Executive Benchmarks, Career Bands, Career Levels,

Environmental Health and Safety ........................................................................

Glossary of Terms ........................................................................................................

Towers Watson Data Services

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Executive Benchmarks, Career Bands,

Towers Watson Data Services

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Average and Median Statistics

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Incumbent-Weighted and Organization-Average Statistics

Arraying the Data

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Global Definitions of Compensation Totals

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Global Definitions of Compensation Totals (continued)

Total Reward including

Total Cash Compensation +

Total Cash Compensation +

Total Guaranteed Compensation +

Annual Base Salary +

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Global Definitions of Compensation Totals (continued)

Total Reward (excluding Long-Term Incentive Compensation)

Total Direct Compensation

Total Cash Compensation

Total Guaranteed Compensation

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Career Band Summary Descriptions

Towers Watson Data Services

Technical Support (T)

2012 CSR General Industry Human Resources Compensation

Career Band Summary Descriptions (continued)

Accountable for business, functional, or operational areas, processes, or programs

Majority of time is spent on:

Performing routine professional-based activities (early in career)

Contributing to and managing projects (mid-career)

Providing advice/direction in primary areas of expertise (seasoned and expert)

Customer/Client Management and Sales Career Band

Towers Watson Data Services

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Overview of Survey Participants

Towers Watson Data Services

2012 CSR General Industry Human Resources Compensation

Overview of Survey Participants

Nondurable Goods Manufacturing