1996 CTN Compensation Survey - Waterloo by Gary Will

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CTN 1996 Compensation Survey Executive Summary

PARTICIPANTS:

17 companies participated in the survey representing 873 employees. Five participant companies employ more than 50 employees with twelve employing fewer than 50. The largest employer has 200 employees. Participating companies by name: • • • • • • • • •

Open Text Corp. Watcom Mortice Kern Systems Inc. Spicer Corporation Waterloo Maple Inc. Datasym Inc. Forming Technologies Inc. Canadian Industrial Innovation Centre Mitra Imaging Incorporated

• • • • • • • •

Campana Systems Inc. Peer Group Inc. Waterloo Hydrogeologic Inc. Software Metrics Inc. Softplan Systems Inc. Thinkage Ltd. AIM Systems Muskoka Software

SURVEY ANALYSIS:

Salary data has been analyzed in three groups; large companies (> than 50 employees); small companies(< 50 employees); and total (all responses). Positions with fewer than 3 matches have been excluded from the analysis to protect the confidentiality of the data. Benefits and working conditions were looked at by company size, but few significant differences were noted.

SALARY ADJUSTMENTS:

In -1995 the average salary adjustment(performance + economic) for all participants was 5.4%. Larger companies provided an average increase of 8.0% while smaller employers averaged 4.3%. Two companies provided no increase. 1996 salary adjustments are averaging 5.6%, 6.0% for larger employers and 5.4% for smaller employers. One company is providing no increase.

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CTN 1996 Compensation Survey

Executive Summary

The trend for higher general increases in 1996 vs. 1995 is seen in most industry sectors. Increases for non-technology sectors were 2.0-2.3% in 1995 compared with 2.5-2.7% in 1996.

CTN salary data has been compared to the following three salary surveys: 1. CATA- Canadian Advanced Technology Association -1995 2; The Board of Trade- Toronto -1994 3. Compu~~r Salary Survey -1995 Overall the salaries for the firms that participated were, on average, 5 to 10% lower than firms in Toronto. The breakdowns are as follows:

ADMINISTRATION MARKETING AND SALES SOFTWARE EXECUTIVE

(4 -11%) (5- 10%) (5% - 8%) (4-12%)

The cost of living in the Kitchener-Waterloo- Guelph- Cambridge area vs. Toronto is 10 to 15 % lower based on the latest available figures. 路 Based on the above information, you might conclude that employees of the firms that participated have a 'income' advantage over their counterparts in Toronto.

路 Following table compares the percentage of CTN survey respondents who have incentive compensation programs with the Conference Board's 1996 national survey.

Stock Options Profrt Sharing Performance Bonus

CTN

Conference Board Survey

29% 65% 65%

44% 31% 73%

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CTN 1996 Compensation SutVey

Executive Summary

BENEFITS: Benefit costs (as a percentage of annual payroll) averaged 12%, ranging from 14.7% for large companies to 11% for smaller firms. Percentage of participants that offer the following benefit plans. 10%

30%

50%

70%

90%

Group Life Insurance GroupAD&D Extended Health - Vision Care Dental Plan - Major R,estorative - Orthodontics Short Term Disability Long Term Disability Group RRSP EAP Counseling

The top 3 human resource management priorities for 1996 as identified by survey participants are: . Staffing & Recruitment 59% Managing Growth 59% Performance Management 35%

POSITION ANAlV$iS! _:;:;:::-JTT:Q_:'.;·,qEf::~j],S'ji · .·• For each survey position the average, 25th percentile, median, and 75th percentile has been calculated for base salary, incentive pay and total compensation. For the executive · summary detailed analysis has been included on 4 representative jobs; -Executive/Administrative Assistant -Technical Support Specialist -Programmer/Analyst Level Two - President/Chief Executive Officer Base Salary plus Incentive does not equal Total Comp because all jobs do not pay incentives. Incentive data analysis reflects only those job matches for which incentive pay was reported.

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CTN 1996 Compensation Survey Executive Summary - Industry Trends

A Look at New Trends and Careers in the '90's: Rapid technological advancements are having tremendous impact on how companies manage their information resources, and that, in tum, is having equally profound repercussions on career in the IT industry. To stay competitive, companies must utilize the latest technologies, and to remain competitive in today's job market, MIS professionals must also keep up with the latest technology. A New Era for lnforrn.ation Technology The most important development over the past few years has been the establishment of enterprise-wide computing with and emphasis on mission-critical applications. This expanded role of computing is a direct result of substantially reduce hardware, software and communications standards, and senior management's recognition of the value of information. Growth of Distributed Processing Increasingly, companies are reengineering their mission-critical applications to take advantage of client/server systems that combine local area networks (LANs) and relational databases to run distributed applications. These distributed applications run on both central-site file servers under multi-tasking operating systems such as UNIX, OS/2, WINDOWS NT or VMS and single-user workstations running graphical-user interfaces as OSF/MOTIF or X-WINDOWS and MAC OS. They are written I high-level languages and GUI development tools such as SMALLTALK, VISUAL BASIC and POWERBUILDER. The applications are connected via. LAN technology such as TCP/IP, 路 DECNET, NOVELL NETWARE, NT SERVER or BANYAN VINES, and will use database management systems like SYBASE, ORACLE, INGRES or PROGESS. Many development positions will emerge for professional with C or C++ and relational database knowledge as a result of this focus on client/server applications. This focus will also significantly increase the need for technically oriented end-user support people to provide LAN administration and office automation support.

Mainframe Still Play Major Role The mainframe will continue to be the workhorse of information processing for the next several years. The focus of mainframe systems, however, has changed in two ways. First, organizations are running very large, standard packaged applications. Secondly, the mainframe is functioning as a central repository for corporate data and acting as a data server hub in enterprise-wide cooperative processing environments. The demand for mainframe development and maintenance programmers should remain steady until the late '90s. Mainframe professionals, however, should develop additional

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CTN 1996 Compensation Survey

Executive Summary

technical skills such as 082/SQL and get some exposure to client/server technology. Strong analytical experience supporting packages such as Dun & Bradstreet's accounting system will also be important. Decentralized Information Processing The importance of the end-user in computing will continue to grow. MIS departments will have significant backlog in all applications, so users will need to take advantage of fourth generation languages and relational databases to develop applications without the help of MIS. In turn, MIS will create the infrastructure, regulate the flow of data within the organization and provide the facilities, tools and training that empower the end-user community. 路 The expanded role of the end-user in computing will challenge the MIS professional to not only be technically proficient, but also be able to communicate with users and understand their functions~ MIS management will create intertJal consulting groups to address critical applications needs. These teams will be staffed by systems analysts who have interviewing and negotiating skills, formal structured design skills and an understanding of the firm's business. They will use CASE tools, including data analysis and modeling software prototyping tools and code generators to quickly create working models of new systems. Additionally, the general flattening of organizations structures in MIS departments has established independent consulting as a viable career option for many MIS professionals. These professional work on a per project basis, and consequently should exhibit a client service attitude and b~ able to handle often intense project demands. Impact of Open Systems Standards in operating systems, languages and software architecture are being established. These will increase the long-term viability and ROI of software development. Open operating systems such as UNIX, MS-DOS and OS/2; open networking standards like OSI and IBM's system network architecture (SNA); and standard languages like COBOL, RPG 400, C,C++, SEQUEL and SOL will continue to become more prevalent. Systems professionals should leam at least one of these standard languages, understand open system concepts and concentrate on expanding their analytical skills and industry knowledge. Software Firms Continue to Grow Software development will continue to be a lucrative yet competitive market. Software companies will invest significant resources in initial product analysis, 路quality assurance and end-user support. The continued growth of the software industry has created a strong demand for detailoriented software engineers who specialize in software quality control and for technical professional who have solid customer relations skills. -2-

CTN 1996 Compensation Survey

Executive Summary

Open-Ended Questions: Software What types of software will be developed in the next 3-5 years? Most of the experts think that the software of the future would be increasingly oriented towards networks, especially 'groupware,' that it would most likely be relational or object-oriented, and that it would include improved human-machine interface, 'intelligent' software (with 'expert systems') and multimedia options. The experts predict more client-server applications, integrated systems (e.g., manufacturing and engineering), distributed databases and data access applications. The future environment, as they see it, will be dominated by only a few multinational companies who will produce the operating and applications software of the world. The experts predict that most companies will no longer maintain their own Data Processing or Information Systems departments, but instead will purchase products and services from external vendors. In the interim, as this shift occurs, there will be a great need for people who have skills and expertise to facilitate the migration of existing systems to relational and object-oriented systems. What types of software will become obsolete in the next 3-5 years? Due to the necessity of maintaining current systems as the above mentioned changes occur, the experts predict that very little software will actually become 'obsolete' in a 3-5 year time frame. Instead, they describe 'reduced demand' for mainframe operating systems, accounting software, and other mainframe software applications, which will be replaced by the client-server applications and operating systems described above. Hardware What types of hardware will be developed in the next 3-5 years? The experts respond to this question focus on the development of more powerful workstations and personal computers, networking (many changes predicted based on fibre optics), multi-media devices (workstations with text, sound, and video processing abilities in one box), 'voice' and 'pen' computers, integration of telecommunications and data processing in consumer electronic, 'miniaturization' (hand-held computers, cellular personal computers), more changes in compact disc technologies, and generally, more powerful chips and workstations for powerbased computing. What types of hardware will become obsolete in the next 3- 5 years? Mainframes, past iterations of personal computers and workstations (e.g., 386-based processors), minicomputers, and 'dumb' terminals.

Main References: 1 .Employment and Immigration Canada: Job Futures: An occupational outlook to 1996. 2. Computer Professional in Canada: A Survey of Supply and Demand. 3. Computer Salary Survey- 1995. 4. Innovating on two fronts: People and technology in the 1990's.

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1996 Compensation Survey Results

Computer Technology Network

3. Does your organization have any of the following programs? (Please check appropriate boxes) Percentage of companies with the following programs: Flexible Hours Telecommuting Compressed Work Week Childcare Assistance Company Sponsored Training & Development Sabbaticals Educational Assistance Employee Assisted Purchase Plan Employee Loans Special Incentive Awards Professional Organization Memberships

76% 41% 24% 0 94% 12% 82% 29% 12% 29% 65%

· 4. At what rate do you reimburse employees for business use of their personal cars? Average: Hi: Low:

29.28 cents/kilometer 33.0 cents/kilometer 24.0 cents/kilometer .

NON-CANADIAN OPERATIONS Yes 41%

1. (a) Does your company have employees stationed in the US? If yes, to (a) (b) How many employees do you have in the US?

Ranges from 2 to 4500

Yes 43%

2. (a) Does your company have employees stationed in locations other than Canada and the US?

No 57%

Yes 24%

If yes, to (a) (b) How many employees do you have outside Canada & the US?

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Ranges from 3 to 500

1996 Compensation Survey Results

.Computer Technology Network

(c) Are your compensation programs and practices for employees outside Canada and the US the same as those for employees in Canada?

No 100%

HUMAN RESOURCE PLANNING 1. In your opinion, what are the 3 top human resource management priorities in your organization for 1996? (Check the 3 most important areas.)

Percentage of companies identifying each area as one of their top 3 priorities. Staffing & Recruitment Managing Growth Performance Management Training & Development Skill Shortages Rewards & Recognition Benefits & Pension Restructuring Employee Relations Turnover Outsourcing Managing Diversity

59% 59% 35% 29% 29% 24% 18% 12% 12% 12% 6% 6%

Computer Technology Network

1996 Compensation Survey Results

CASH COMPENsATION ANALYSIS For each survey position the average, 25th percentile, median, and 75th percentile has been calculated for base salary, incentive pay and total compensation. Base Salary plus Incentive does not equal Total Compensation because all jobs do not pay incentives. Incentive data analysis reflects only those job matches for which incentive pay was reported (e.g. 8 of 12 job matches pay incentives. The calculations for base pay and total compensation are based on 12 data points while the calculations for incentives reflect only 8 data points.) Positions are grouped into four categories - Administration; Marketing and Sales; Software; Executive. Positions with fewer than 3 data points (matches) have been excluded from the results. An index page preceding each section lists the jobs included in the analysis. ,.

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1.0 ADMINISTRATION

Positions Included in Analysis: 1.1

Office Manager

1.2

Executive/Administrative Assistant

1.3

Receptionist and/or Switchboard Operator _ ,

1.4

Shipper/Receiver

1.5

Controller

1.6

Accountant

1.7

Accounting Clerk

1.8

Human Resources Manager

Positions Excluded Because of Insufficient Data: 1.9

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Human Resources Assistant/Clerk

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CTN 1996 Compensation Survey

1.1 Office Manager Supervises non-production forecasting and controlling, including such items as indirect labour or office and building expenses; all office functions, including office staff, purchasing; maintenance of all office records and files, including the implementation of record keeping systems. In smaller organizations may also include management of general accounting and human resources.

Total Comp

Base Large (sample= 5)

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Incentive

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35,152

2,000

Small (sample= <3)

otal (sample= 7} 25th%'tile

Me(j(~Thi\ ~ .路 .

75th%'tile

31,237

,;.{~~~t~Q.il:IL:">~~:::!..~~.:"f;.;;;.~\~~~"~"1 37,100

CTN 1996 Compensation Survey

Executive Summary

1.2 Executive/Administrative Assistant

Requires a through knowledge of routines, personnel, functions, and policies. Required to handle work of a confidential nature. Maintains confidential records, prepares reports, answers routine correspondence in name of superior, and in general, handles as much administrative details as possible. Typically reports to President, Chairman of In smaller the Board, Vice-President or an executive of comparable rank. organizations may also be responsible for office coordination, human resources administration and some general accounting clerical duties. "

Base Large (sample= 15)

A~ ..·.~t:4~~lt~'l'J~.33.25(;

25th%'tile

29,400

Total Camp

Incentive

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30,000

390

.~ian'~'1:~~1.CJQ9 .. (,mi.mQOJ.:'~:i£1~!~$. 75th%'tile

36,000

36,145

1,269

Small {sample= 9)

Total (sample= 24)

Av~

·;:~ifi~~;"::i&c;.31,653

25th%'tile

27,385 M~ian·-~ '~cr .,,31,000 75th%'tile 36,000

;~~.:;~553,.':;~j·:·:;;>?,.t56

28,140

390

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36,072

1,461

CTN 1996 Compensation Survey

1.3 Receptionist orland Switchboard Operator

Operates switchboard. May include checking telephone bills, handling complaints, keeping a record of long-distance calls. May act as receptionist and direct visitors to various personnel. May include typing and other clerical duties.

Base Large (sample= 5)

(sample= 4)

(sample= 9)

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Total Camp

Incentive

CTN 1996 Compensation Sutvey

1.4 Shipper/Receiver Trained operator familiar with shipping and receiving procedures. Responsible for checking accuracy of incoming and outgoing shipments. Completes bills of lading and claims for damaged goods and other paperwork as required.

Base Large (sample= 5)

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25th%'tile 26,000 ~i&n;:~;-;;,· :·~;~oo 75th%'tile 35,000 Small (sample= <3)

Total (sample= 7)

Ave_· 25th%'tile

Mectian·'75th%'tile

.··.~~ ")4''843

23,500 ~;soo 31,500

Total Camp

Incentive

CTN 1996 Compensation Survey

1.5 Controller

Responsible for general and cost accounting, budgetary control, taxation and other related functions. Develops, recommends and implements approved accounting and budgetary control strategy. Directs the maintenance of general and cost accounting records and systems. Coordinates budget preparation and monitors budget variances. Directs the preparation of company fina"ncial reports. Also directs the credit policy and collection and inventorying of company assets and liabilities. Liaison with company auditors.

Base Large (sample= 4)

Total Camp

Incentive

Ave 25th%'tile M!Cfian<" · 75th%'tile

Small (sample= <3)

Avf!•>. 25th%'tile

Mec.tlari ::'-:'.: ·

75th%'tile Total (sample= 4)

Ave·

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25th%'tile Median" 75th%'tile

47,500 49;og~~: 50,250

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CTN 1996 Compensation Sutvey

1.6 Accountant

May supervise Accounting Clerks in Accounts Payable, Receivable and/or Costing functions; maintains financial and cost accounting system; completes internal audit and control functions. Duties may include assisting with preparation of financial statements, budgets, cost analysis and other specialized reports. Usually requires an accounting designation such as C.M.A. or C.G.A..

Base

Total Comp

Incentive

Large (sample= 5)

all (sample= <3)

Total (sample= 6) 25th%'tile 30,925 30,925 Median "'J;f~::~:f~~soo}:ti~~~~eoo;i: ..d~;!;,;:;,~, 75th%'tile 39,500 41,375

CTN 1996 Compensation SutVey

1. 7 Accounting Clerk (Accounts Payable, Accounts Receivable, Credit/Collections, Purchasinr,, Etc.)

Carries out clerical duties using standardized methods and procedures and where some judgment in the selection and interpretation of data is required. Typical assignments include any or all of the following: checking the code and verifying the correctness of accounts; preparing consolidated records and reports. May involve extensive contact by letter or telephone with customers, suppliers, or other departments.

Base Large (sample = 11)

(sample= 5)

(sample = 16) 25th%'tile

23,625

M~i~~$;9§~•·· 75th%'tile

28,219

Total Comp

Incentive

CTN 1996 Compensation Sutvey

1.8 Human Resources Manager

Manages the human resource functions such as employment, performance management, compensation and benefits, employee relations, training ,etc., or may have responsibility for all functions in a small organization.. Advises company management in personnel policy and program matters, making or recommending appropriate decisions. Recommends changes to organization policies.

Base Large (sample= 3)

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Total Camp

. ' ./~~~k39,667

25th%'tile 34,000 ~an.:~~~·~~I:t~~~~.ooo· 75th%'tile 43,000 Small (sample= <3)

Total (sample= 4)

A'!f!- -- , . .i?if.£1r· 39,75o 25th%'tile ~arl:

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75th%'tile

34,500

-· 37,500 42,750

45,000

Incentive

2.0

MARKETING & SALES

Positions Included in Analysis: 2.1

Marketing Manager

2.2

Product Marketing Manager

2.3

Marketing Support Specialist

2.4

Sales Manager

2.5

Account Executive

2.6

Field Sales Representative (Outside Sales Person)

2. 7

Sales Support Specialist

2.8

Technical Support Manager

2.9

Technical Support Specialist

2.12 Customer Service Support Representative 2.13 Customer Training Specialist

Positions Excluded Because of Insufficient Data: 2.10 Product Support Specialist 2. 11 Customer Service Manager

CTN 1996 Compensation Survey

2.1 Marketing Manager Responsible for managing the company's marketing functions including marketing of all product lines, advertising/promotion, market research, pricing, and marketing administration. The position has no sales responsibilities and typically reports to the Marketing Executive or Sales & Marketing Executive.

Base

Incentive

Large (sample= 9)

(sample= 4}

Total (sample= 13)

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25th%'tile

53,000

60,000

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75th%'tile

63,000

75,600

CTN 1996 Compensation Sutvey

2.2 Product Marketing Manager Directs the development of company market requirements· for specific product/product lines. Oversees the development of business plans and product positioning in the marketplace. Oversees market research, monitors competitive activity and identifies Establishes pricing strategies. Interfaces with research and customer needs. development to develop new products or enhance existing products or product lines. Acts as technical advisor for the specific product assigned.

Base Large (sample = 8}

Ave . :t.r;..;;;i$~~;79,345 25th%'tile 61,500

Total Comp Incentive . :·~}~~630 ;~:~,J9.753 74,063 15,042

Median ... :L,~65~Qoo :.:ZJ~;oo:o·~~:~;s.~~o.ooo 75th%'tile Small (sample = <3}

91,390

112,987

22,847

A,y~ .. ~<t~iill..l!'. 25th%'tile

MfKiian: .. 2:tm:

Total (sample= 10}

75th%'tile Ave .. 25th%'tile Median 75th%'tile

;:~8~953 . .';..···· 18,034

65,122

13,000

··c•_8t,Q42;· ·;;o-,.c.17,542 92,500

20,949

CTN 1996 Compensation Survey

2.3 Marketing Support Specialist Executes and administers specific marketing projects, performs market research and analysis, reviews implementation plans, identifies potential problems, interfaces with internal personnel and external contractors as required. Develops new projects within area of responsibility, reviews on-going projects for effectiveness as well as with management. (Projects could include: marketing communications, promotional materials, editing, public relations, potential customer seminars, trade shows, special events and promotions, pricing research, etc.) /

Base Larg~

(sample = 19)

Ave 25tho/o'tile Median 75tho/o'tile

Small (sample = 3}

Ave~.c, ..>.c'

Total (sample= 22}

25tho/o'tile Medianâ&#x20AC;˘... 75tho/o'tile Ave. 25tho/o'tile Median/. ... 75tho/o'tile ,_.,:_::..

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Total Camp

Incentive

CTN 1996 Compensation SuTVey

2.4 Sales Manager Develops annual strategic sales plan for territory including objectives, obstacles, strategies and action plans for developing the potential of the territory. Determines personnel requirements required to implement the plan, allocates sales territories and monitors key accounts. Participates in regular forecasting activities and remains alert to competitor actions with regard to product, pricing and sales strategies, prepares operating budgets and sales quotas and participates in product promotion activities. Typically reports to the Sales Executive or Sales & Marketing Executive. In smaller organizations may include direct sales, marketing and the responsibility for management of customer, technical and training support.

Base

Total Comp

Incentive

Large (sample= 5)

Small (sample = <3) 25th%'tile

Total (sample= 5)

/4.'1.~: ...·~~~2.6()9;:;~..5.;tQ!¥l2·;.1m~19P 25th%'tile 40,500 67,000 · 20,000 Median •.::~~~sqp::"~,~~Q.@@~iLJ!WJ)Q(J 75th%'tile 62,500 105,000 54,750

CTN 1996 Compensation Survey

2.5 Account Executive Analyzes customer needs, proposes business solutions, negotiates and oversees the implementation of new products. Responsible for direct sales of company products or services. Calls on prospective customers, provides product information and/or demonstrations, and quotes appropriate customer prices. ( The more senior level will act as an account. manager for national and major accounts) Responsible for new account development and/or growth of existing accounts within an established geographic territory or an industry segment (i.e.: hospitals, banking, etc..). Must meet assigned s9les quotas. In smaller organizations may also include providing customer, technical and training support.

Base Large (sample= 6)

Small (sample= 4)

Total (sample = 10)

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Total Camp

Incentive

CTN 1996 Compensation Survey

2.6 Field Sales Representative (Outside Sales Person)

Responsible for direct sales of company products or services. Calls on prospective customers, provides product information and/or demonstrations, and quotes appropriate customer prices. Responsible for new account development and/or growth of existing accounts within an established geographic area or industry segment. Maintains a 'home' office within his geographic territory. (i.e.: England, Europe, USA, Etc.)

Large (sample= 12)

Ave· 25th%'tile

Base 64,867 48,300

Total Camp Incentive ./',9§;9~1 ;:';,;.;;:;z,94,648. 64,877 12,909

M~ciian:,.

.•I(),OOO

75th%'tile

81,000

.~il§i~.1'tii~irtli~!9Z? .

Small (sample= <3)

Ave

Total (sample= 14)

25th%'tile t,(icl!a~~t;:;i2;i:'t\li~i,••· 75th%'tile 60,243 Ave 40,500 25th%'tile 66,500 Median 75th%'tile 81,000

141,000

60,000

:~M3T;~6: ,. 1t1~.648

59,186 12,909 '~Z:~~~s~;: i'.:,i~2,977 141,000 60,000

CTN 1996 Compensation Survey

2. 7 Sales Support Specialist

(Telemarketers, Junior Sales Representative, In-house Sales Rep., Etc.) ·

Provides sales support and/or generates and qualifies leads for account executives. May also close a sale, have quotas, quote prices (but do so for smaller accounts, renewals, etc.) May provide post-sales follow-up for product functionality. In smaller organizations may also include the responsibilities for customer service support, technical support and customer training.

Base Large (sample= 24) ••• h•"•

25th%'tile

~~farizZJZi . 75th%'tile

(sample= 3)

&!@~~;;~::~-·

25th%'tile J1l8.dla~p-:~~:

75th%'tile otal (sample = 27) 25th%'tile M~diari7;·<~~:· ·

75th%'tile

··---~···--

CTN 1996 Compensation Survey

2.8 Technical Support Manager

Manages activities of technical support group which includes providing technical support to clients, solving product problems, monitoring, assisting with quality control testing, providing technical assistance to Sales, providing technical training for clients and employees. Assigns tasks and monitors progress of technical support staff. Maintains close client contact to assess severity of problems. Liaisons between technical support and product support. Verifies product releases and modifications to determine impact of technical support needs. /

Base Larg~

Incentive

(sample= 6)

Small (sample = 4)

Total (sample= 10)

Ave ;Jt;l~t.}~~S§().~;;;:~[~~1?89 25th%'tile 42,000 44,000

Mecti~D.·.·J;W~~~~§Q0:£;::;;1ig4E?OO;~~:,~; 75th%'tile 54,821 54,821

CTN 1996 Compensation Survey

2.9 Technical Support Specialist

Provides technical support to customers in solving product problems. Determines solutions and maintains contact with customer during resolution process. Reviews more urgent or complex problems with product support to ensure appropriate measures are taken. Acts as interface with third party distributors. May assist Quality Assurance by testing products and reporting problems. Makes recommendations regarding technical support procedures. Trains employees on products and technical procedures. May conduct on-site training for customers.

Base Large (sample = 23)

all (sample= 16)

Total (sample = 39)

Total Comp

Incentive

CTN 1996 Compensation Survey

2.12 Customer Service Support Representative

Responsible for assuring product delivery in accordance with customer requirements. May interface with accounting and field services to assure delivery schedule. May provide callers with product and pricing information. Responds to inquires regarding status of sales orders. Generally acts as customer liaison. May be responsible for sales order administration and/or inside sales. May provide telephone (hotline) support to customers in resolving product application questions. Resolves general customer relations problems to do with product functionality. May maintain customer dial-in support systems.

Base Large (sample= 15)

~!~.

25th%'tile

29A~2.

26,500

Milian ····~i~E:~:} ·27;999..

·.

75th%'tile

Small (sample= <3)

31,000

25th%'tile Meetian 75th%'tile Total (sample= 15)

AVe

29;142

25th%'tile Median 75th%'tile

26,500 27;0()0 31,000

Total Camp

Incentive

CTN 1996 Compensation Survey

2.13 Customer Training Specialist

Responsible for conducting technical training courses for customers and in-house personnel. Interfaces with customer and functional organizations to develop specifications for content of courses. Prepares lesson plans from engineering documentation, field service requirements or software documentation including the method or media to be presented. Works with engineering, technical support and manufacturing to ensure that course material reflect current product features. Instructs participants in both classroom lectures and laboratory sessions. Follows up to determine applicability of course material.

Base

Total Comp

Incentive

Large (sample= 5)

Small (sample= 4)

AVfJ;e ,

Total (sample = 9)

25th%'tile Median 75th%'tile Ave 25th%'tile Median 75th%'tile

. ~9!Jjl~} ~~~~iL~~:1!~it 43,750 4{'.. ~Qg~,56,400

40,000 4~~~E, 55,500 4~19,9.9~;

40,000 4,11'[~~ 50,000

路

3.0 SOFTWARE Positions Included in Analysis: 3."1 路-路 Prograrrirrier/Analyst Level one 3.2

Programmer/Analyst Level Two

3.3

Programmer/Analyst Team Leader

3.4

Programmer/Analyst Group Leader/Manager

3.5

Consulting Manager (Business Development)

3.6

Consulting Project Manager (Business Development)

3.7

Consultant Level One

3.8

Consultant Level Two

3.9

System Design Engineer

3.10 Quality Assurance Manager 3.11 Quality Assurance Specialist Level One 3.12 Quality Assurance Specialist Level Two 3.13 Manager, Software Technical Writers 3.14 Software Technical Writer 3.15 Information Systems Manager 3.16 Information Systems Analyst

-------路-

Compensation Survey

3.1 Programmer/Analyst Level One

Level: Entry to intermediate level. Uses professional concepts and internal policies and procedures to solve a variety of problems. Education/Experience: Requires a university degree and 0-3 years of experience. Job Complexity: Resolves problems of moderate scope where analysis of situation or data requires a review of identifiable factors. Given ownership of the task, and exercises judgement to meet design and deliverables. Supervision: Normally receives general instruction on routing work.

I (sample = 22}

(sample= 52} 25th%'tile

MEKiil&\C . ,,.···•:..:qo»~'·

75th%'tile

CTN 1996 Compensation Survey

Executive Summary

Incentive

Base Large (sample = 47)

I (sample= 41)

otal (sample= 88)

75th%'tile AYe;--:,>,:- . 25th%'tile Median路 75th%'tile Av~.~-:.L~路

25th%'tile

.路 42,407

44,075

Median:: 路.:.m~~soo:::~~oo 75th%'tile

61,850

69 304

CTN 1996 Compensation Survey 路

3.2 Programmer/Analyst Level Two Responsible for analyzing, designing, coding, testing, and installing business applications computer systems. Participates in the design of computer systems. Analyzes system and program deficiencies, and directs and participates in the modifications required. Plans and directs preliminary studies of potential systems applications and prepares design proposals to reflect costs, time and alternative actions to satisfy existing and future needs of the corporation. Conducts detailed analysis of defined systems specifications and develops all levels of block diagrams and flow charts. Assists in the development of cost analysis and justifications of systems. Develops conversion and systems implementation plans. Level Two: lrJtermediate to senior level. Uses professional concepts in accordance with company objectives to solve complex problems in creative and effective ways. Education/Experience: 路Requires a university degree and a minimum of 3-5 years of experience. Job Complexity: Resolves complex problems where analysis of situations or data requires an in-depth evaluation of various factors. Has ownership of a component. Makes recommendations and suggests alternatives for a project. Supervision: Acts on their own to determine the issues and resolves them.

Base (sample= 47)

Small (sample= 41)

Total (sample= 88)

Incentive

CTN 1996 Compensation SUivey

3.3 Programmer/Analyst Team Leader Responsible for analyzing, designing, coding, testing, and installing business applications computer systems. Participates in the design of computer systems. Analyzes system and program deficiencies, and directs and participates in the modifications required. Plans and directs preliminary studies of potential systems applications and prepares design proposals to reflect costs, time and alternative actions to satisfy existing and future needs of the corporation. Conducts detailed analysis of defined systems specifications and develops all levels of block diagrams and flow charts. Assists in the development of cost analysis and justifications of systems. Develops conversion and systems implementation plans. Level : Intermediate level supervisor. Provides team leadership to employees to achieve tasks and goals according to established policies and management practices. Education/Experience: Requires a university degree and a minimum of 4-6 years of experience and 1-2 years of supervisory experience. Job Complexity: Works on moderate problems where analysis of situations or data requires a review of identifiable factors. Exercises judgement within defined procedures and practices to determine appropriate action. Supervision: Provides general supervision over a work group. Reviews and checks work, and resolves problems using standard procedures.

Base Large (sample= 12}

(sample= 14)

(sample= 26}

---------------

Incentive

CTN 1996 Compensation Survey

3.4 Programmer/Analyst Group Leader/Manager

Responsible for analyzing, designing, coding, testing, and installing business applications computer systems. Participates in the design of computer systems. Analyzes system and program deficiencies, and directs and participates in the modifications required. Plans and directs preliminary studies of potential systems applications and prepares design proposals to reflect costs, time and alternative actions to satisfy existing and future needs of the corporation. Conducts detailed analysis 'of defined systems specifications and develops all levels of block diagrams and flow charts. Assists in the development of cost analysis and justifications of systems. Develops conversion and systems implementation plans. Level : Interprets company policies, determines unit goals and provides guidance to subordinate,team leaders. Education/Experience: Requires a university degree and a minimum of 5-8 years of experience and 2-4 years of supervisory experience. Job Complexity: Works on complex problems where analysis of situations or data requires an in-depth evaluation of various factors. Exercises judgement within broadly defined policies and practices in selecting methods, techniques and evaluation criteria for obtaining results. Supervision: Manages and co-ordinates the activities of a section with responsibility for results in terms of cost, methods and personnel.

Base

Total Comp

Large (sample = 6)

Small (sample= 14)

Total (sample= 26)

----------

Incentive

CTN 1996 Compensation Survey

3.5 Consulting Manager

(Business Development Consultant)

Responsible for management and administration of consulting projects. Develops and implements value-added or custom systems for clients. Develops new business opportunities. Develops and carries out business plans. Allocates resources, and maintains effective customer relations.

Large (sample = <3)

(sample= <3)

Ave. 25th%'tile

.' "'""''""'··~<'

25th%'tile

M~~!fJi-~ ,;.··

otal (sample= 3)

75th%'tile Ave: 25th%'tile Median3;>., · 75th%'tile

59,280 62,379 ,;;§§:§~~3. .!Q~,SS~z~~ ·-;t".d;~~~:::.1 69,780 77,354 ·

.. ------~-·

---

CTN 1996 Compensation Survey

3.6 Consulting Project Manager (Business Development Consultant)

Responsible for planning, conducting and supervising software consulting projects at client site. Schedules projects and supervises engineers, consultants and applications personnel. Monitors procedures, quality and timeliness of delivery. Develops new business opportunities and maintains good relations with existing client base.

Large (sample = <3)

Small (sample= 4)

otal (sample = 5)

CTN 1996 Compensation Survey

3. 7 Consultant Level One Responsible for the analysis of requirements of assigned functions within client systems and for the design and integration of major segments of complex client systems. Prepares requirements and design specification, determines input/output processes, coordinates design of subsystems and integration of total systems. May write code, complete programming and perform testing and debugging of applications. Completes docume!'ltation, finalizes necessary forms and procedures for installation and maintenance. Level: Entry to intermediate level. Uses professional concepts and internal policies and procedures to solve a variety of problems. Education/Experience: Requires a university degree and 0-3 years of experience. Job Complexity: Resolves problems of moderate scope where analysis of situation or data requires a review of identifiable factors. Given ownership of the task, and exercises judgement to meet design and deliverables. Supervision: Normally receives general instruction on routing work. /

(sample= 5)

Small (sample= 5)

otal (sample= 10)

CTN 1996 Compensation Survey

3. 8 Consultant Level Two

Responsible for the analysis of requirements of assigned functions within client systems and for the design and integration of major segments of complex client systems. Prepares requirements and design specification, determines input/output processes, coordinates design of subsystems and integration of total systems. May write code, complete programming and perform testing and debugging of applications. Completes documentation, finalizes necessary forms and procedures for installation and maintenance. Level: Intermediate to senior level. Uses professional concepts in accordance with company objectives to solve complex problems in creative and effective ways. Education/Experience: Requires a university degree and a minimum of 3-5 years of experience. ' Job Complexity: Resolves complex problems where analysis of situations or data requires an in-depth evaluation of various factors. Has ownership of a component. Makes recommendations and suggests alternatives for a project. Supervision: Acts on their own to determine the issues and resolves them.

Large (sample = 8)

Base Total Camp Incentive lf#.e· ::i1{~;_>al§Qj§31:y;:;;lJt~'Ba1~ffi;:·;;.:.~g~ 25th%'tile 45,562 47,140 2,128

u~ian

· .· .-~~~~oo· -~~·-~r::!'9JJ~s~::r::~l4-~~

75th%'tile Small (sample = 7)

Total (sample= 15)

56,250

2,435

CTN 1996 Compensation Survey

3.9 System Design Engineer

Responsible for system requirements design and definition for complex customer systems; may also prepare studies and analyze existing systems. Determines system specifications, input/output process and working parameters for hardware/software compatibility. Co~ordinates design of subsystems and integration of total system. Identifies, analyzes and resolves program support deficiencies. Develops and recommends corrective actions.

Base

Total Camp

Incentive

Large (sample = 5)

75th%'tile Small (sample= <3)

Av~~~=~i!t~C\-,~~j2

~~~t~~;~

25th%'tile

MedlS.ttE.._

75th%'tile Total (sample= 6)

'Jr\<J1.:;.路 _:2;~;,;,?' .:f''J::7~2'

CTN 1996 Compensation Su/Vey

3.10 Quality Assurance Manager

Responsible for managing the development, implementation and maintenance of quality Develops, recommends and maintains test assurance systems and activities. procedures. Oversees regression testing and special testing. Reconciles results. Investigates discrepancies. Initiates problem reports, verifies software fixes. Maintains test and pre-manufacturing environments on most supported platforms. Determines company policies and unit goals. ;

all (sample

=<3}

CTN 1996 Compensation Survey

3.11 Quality Assurance Specialist Level One Responsible for designing, recommending and implementing procedures to test and evaluate software products. Reviews documentation, conduct alpha and beta testing and creates reports recommending changes to verify product quality. Installs and supports pre-production software for in-house testing. Ensures that new and existing products being released are reliable, defect free and function as documented. Level: Entry to intermediate level. Uses professional concepts and internal policies and procedures to solve a variety of problems. Education/Experience: Requires a university degree and 0-3 years of experience. Job Complexity: Resolves problems of moderate scope where analysis of situation or data requires a review of identifiable factors. Given ownership of the task, and exercises judgement to meet design and deliverables. Supervision: Normally receives general instruction on routing work.

Base Large (sample = 9)

(sample = <3)

(sample

----~

= 11}

---------

Incentive

CTN 1996 Compensation Sutvey

3.12 Quality Assurance Specialist Level Two Responsible for designing, recommending and implementing procedures to test and evaluate software products. Reviews documentation, conduct alpha and beta testing and creates reports recommending changes to verify product quality. Installs and supports pre-production software for in-house testing. Ensures that new and existing products being released are reliable, defect free and function as documented. Level: Intermediate to senior level. Uses professional concepts in accordance with company objectives to solve complex problems in creative and effective ways. Education/Experience: Requires a university degree and a minimum of 3-5 years of experience. Job Complexity: Resolves complex problems where analysis of situations or data requires an in-depth evaluation of various factors. Has ownership of a component. Makes recommendations and suggests alternatives for a project. Supervision: Acts on their own to determine the issues and resolves them.

Base Large (sample= 5)

Ave 25th%'tile Median 75th%'tile

Small (sample = <3)

Ave-

Total (sample= 5)

25th%'tile Median···.· 75th%'tile Ave 25th%'tile Median· 75th%'tile

,, 32;200 29,000

Total Camp

Incentive

34;380:;

:<±Z1:?5

31,435

2,435 .. ;,r?'ZQ3 •· ,.;;;,..'!!:':f< ..,•. ,. 2,993

~,000

35~970

34,000

37,060

32~200

29,000

34!380 31 ,435

33,000

35;9.10 ____

34,000

37 ,060

__ : _

,2,725 2,435 ,:2,79~-

2,993

CTN 1996 Compensation Survey

3.13 Manager, Software Technical Writers Responsible for managing the activities of the software technical writing staff. Liaisons with functional departments to ensure timely development of data for inclusion in technical manuals and work schedules for meeting deadlines. Reviews manual and data to ensure consistency in style and format. Recommends formats consistent with technical and customer requirements. Assists technical writers as required to write and review manuals in process.

Incentive

Base Large (sample= 4

Ave .. ·. 25th%'tile

Medi~:~

1~~1~m~•

75th%'tile Small (sample = <3)

Ave?F!!Z~ 25th%'tile

Meaiant;' · ·,~ -_.,.......

(sample= 4)

-·'~·

!.,.; ........... .,..... • ...,

75th%'tile Ave·.···

75th%'tile

61,250

65,400

CTN 1996 Compensation Survey

3.14 Software Technical Writers

Plans, organizes, writes and edits operational and test procedures manuals for software systems. Information may be presented as text, graphics, computer instructions, audio visual information, or a combination of these media. Researches test specifications and software functionality. Complies source material, specifications and write-ups and interprets information from user perspective. Helps organize layout and manual arrangement. Uses technical languages such as LATEX, SGML, etc.. In smaller organizations may include some training and marketing.

(sample= 12)

Small (sample = 4)

otal (sample= 16)

CTN 1996 Compensation Survey

3.15 Information Systems Manager Manages the internal management information systems personnel. Analyses the needs of internal functional departments (e.g. marketing, sales, human resources, production, etc.) and establishes priorities for feasibility studies, systems design and implementation to develop new and/or modify the company's information processing systems. Coordinates with functional departments involved to collect system requirements, techniques and controls.

Large (sample= 5)

(sample= <3)

Total (sample= 6)

---

--------------~--

----------------------------~

CTN 1996 Compensation SutVey

3.16 Information Systems Analyst Plans, conducts and directs the analysis of complex business problems to be solved with automated systems. Provides technical assistance in identifying, evaluating and developing systems which are cost effective and meet users requirements. Creates specs for systems to meet business requirements. Directs the translations of functions to be automated. Designs details of automated system. Provides consultation to users in the area of automated systems.

(sample= <3)

(sample= 11)

75th%'tile

4.0 EXECUTIVE Positions Included in Analysis:

4.1

President/Chief Executive Officer

4.3

Chief Financial Executive

4.4

General Manager

4.5

Sales & Marketing Executive) )

4.6

Sales Executive

) Positions combined for analysis. ) )

4. 7

Marketing Executive

4.8

Software Development Executive

Positions Excluded Because of Insufficient Data:

4.2

Chief Operating Officer (COO)

4.9

Information Systems Executive

- - ---------

CTN 1996 Compensation Survey

4.1 President/Chief Executive Officer (CEO) This is the top executive job, with responsibility for overall operations of the company. Normally reports to a Board of Directors. Establishes short-term and long-range objectives, plans and policies subject toÂˇ the approval of the Board of Directors. Major responsibilities usually include: directing financial, organizational and operations planning activities; approving budgetary and operations functions; monitoring performance to ensure objectives are met; representing the organization to its major customers; the financial community, government and public. May also be responsible for pursuing and negotiating mergers, acquisitions and dispositions. In smaller (flatter) organizations, may be directly responsible for one or more additional executive functional areas i.e. CFO, Sales, etcâ&#x20AC;˘â&#x20AC;˘ "

{sample= 5)

(sample= 8)

Total {sample= 13)

CTN 1996 Compensation Sutvey

4.3 Chief Financial Executive (CFO) This is the top corporate financial job, with responsibility for formulating financial policies and plans. Normally reports to the Chief Executive or Operating Officer. Plan, directs and controls the organization's overall financial plans and policies along with its accounting practices and the conduct of its relationship with financial institutions and shareholders. Responsible for providing overall direction for the accounting, tax, insurance, budget, credit and treasury functions. May also be responsible for the supervision of information systems and administrative services.

Large (sample = <3)

Small (sample= <3)

otal (sample= 3)

CTN 1996 Compensation Survey

4.4 General Manager

Responsible for operational, administrative and financial activities within the company. Plans and directs operations through functional executives, including technical, sales and marketing and human resources. Formulates strategies and business plans, executes approved plans and is accountable for results. Ensures that functional activities are in line .with the objectives of corporation.

(sample = <3)

I (sample= <3)

(sample= 3)

CTN 1996 Compensation Survey

Data has been combined for these 3 positions. 4.5 Sales & Marketing Executive (Vice President Level) Responsible for establishing overall company sales and marketing strategies and programs, including pricing, distribution, advertising and sales promotion policies. Normally reports to the CEO or COO. Develops volume, product mix and market share objectives, and monitors performance against the objectives. Directs market research, product planning, sales forecasting and customer relations functions. Co-ordinates the efforts of sales and marketing personnel to achieve established sales and profit goals. 4.6 Sales Executive ( Vice President Level) Responsible for planning and directing all activities of the sales force, including assignments of sales territories, business development efforts, customer communications, and preparation of sales forecasts. Develops and evaluates sales programs as well as pricing and distribution policies. Directs sales force training; administers incentive. programs; monitors budgets and sales force performance. Normally reports to the CEO or COO. 4. 7 Marketing Executive ( Vice President Level) Responsible for developing policies; programs and objectives for all product/service marketing activities of the corporation. Recommends changes in marketing philosophy and policy to meet changing market and competitive conditions. Directs marketing research, product planning and advertising functions to accomplish corporate objectives. Advises and assists top executives on pricing and market considerations affecting sales. Normally reports to the CEO or COO.

Small (sample

=<3)

Total (sample

= 6)

---------

----~-------------~--

-~---

-~-

---

-- -

- - -

CTN 1996 Compensation Survey

4.8 Software Development Executive ( Vice President of Research & Development) 路 Responsible for formulating and directing research and development programs leading to new or improved software products and processes. Directs and plans the overall software development activities of the corporation, including design, development and improvement of the company's software products. Also responsible for developing and monitoring development schedules and associated budgets. Normally reports to the CEOorCOO. "

otal (sample = 13)