Bonus and incentive payments linked to organisation and individual performance and contribution, have long been a feature for a large proportion of executives across all industries. How have those payments fared during the Covid crisis? We draw on the MHR Global September 2021 pay survey to answer.
In the past 18 months COVID-19 has become something of an ever-present factor in all aspects of life in New Zealand and globally. The question many employers are now facing is whether to continue policies which were designed to cope with reduced income and funding, or are we now at the point where the constraints imposed by Covid-19 need to be lifted. MHR Global’s latest survey of pay rates may have an answer.
There is widespread recognition that Covid-19 has posed substantial challenges in both the public health and economic arenas. At least part of that economic challenge is focussed on employment and employee management, with many employers taking difficult employment decisions to cope with lower income and funding. We examine these perceptions in the light of the latest MHR Global salary survey results.
Pay increases which have been largely static in recent years are finally showing some – slight – upward movement. But does this necessarily result in any significant lift in underlying pay levels? MHR Global’s September 2019 results explore this in more detail.
In recent years the average level of pay increases for staff at all levels has been constrained, with the after-effects of the Global Financial Crisis (GFC) proving difficult to dismiss. […]
During 2016 we completed a review and update of the software used for our online remuneration survey, MHR RemData. The updated system was used successfully for the September 2016 update, and was well-received by users.
Economists may be predicting ongoing challenges in a low growth economy, but not all indicators are negative. Our latest survey data shows clear signs that pay rates are lifting – […]
One of the many challenges faced by owners and managers in SMEs is accurately setting pay levels for employees without compromising the financial health of the business. For some managers it may be tempting to rely on local knowledge, and set remuneration based largely on personal knowledge and anecdotal evidence. But there are risks in this.
The current public debate about the merits – and morals – of the pay increase awarded to the Chief Executive of Fonterra also highlights another significant element of pay practices […]
Initial results from the September 2015 MHR RemData Remuneration Survey suggest that the levels of pay increases being awarded to staff are finally stabilising – albeit at levels which are […]