2018 Canada Salary Guide Business and hiring activity rebound, employers cautious on compensation

Transcription

1 2018 Canada Salary Guide Business and hiring activity rebound, employers cautious on compensation Compensation, benefits, recruitment, and retention trends

2 CONTENTS Key highlights 1 Foreword 2 Key findings 4 Employer advice 6 Market confidence 8 Economic challenges and concerns 10 Canada at a glance 12 Compensation insights 14 Workforce trends 22 Skills shortage 28 Recruitment and retention challenges 34 Specialisms 40 Accounting & Finance 42 Architecture & Interior Design 58 Construction 66 Human Resources 86 Information Technology 98 Legal 114 Manufacturing & Logistics 122 Office Professionals 132 Procurement 142 Property & Facilities Management 152 Resources & Mining 168 Sales & Marketing 178 About us 187

3 2018 SALARY GUIDE KEY HIGHLIGHTS 70% of employers say business activity will increase in % of employers say the skills shortage has negatively impacted their business 46% of employers say the economy will strengthen in % of employers say they plan to increase headcount in % of employers say they plan to use temporary or contract workers in % of employers say they will increase salary levels by more than three per cent this year

4 FOREWORD The results from our eighth annual Hays Canada Salary Guide survey show confidence in the economy and business activity is back to 2013 levels before the oil and gas downturn. Last year, employers were cautiously optimistic, and many hoped for stability. It looks like that optimism was rewarded, with most employers saying business activity did increase. Three years have passed since the start of Canada s oil and gas downturn and business activity growth is now at a five-year high, and hiring has also rebounded. Alberta s activity lags, but optimism is high The central provinces were hit hardest by the oil and gas downturn and subsequent recession, but it looks like recovery is well underway for this region. While growth in Alberta was less than the national average, employers in that part of Canada were just as optimistic about the strengthening economy. In 2016, just a quarter of Alberta employers said business activity increased. This year, those reporting gains rose to almost half, and in the coming year, 62 per cent expect things to grow just 10 per cent below nationwide expectations. This is good news for employers and workers in those regions, however, the area still needs to diversify further to become more resilient. Some progress has been made thanks to investment in high-tech, green energy, and other industries, but central Canada s dependency on natural resources leaves it vulnerable to commodity market volatility Hays Salary Guide

5 Contingent workforce hiring doubles predictions The big story in hiring is around temporary and contract workers. One-third of employers increased their use of temporary staff in 2017, which was twice the rate expected, and another quarter say their contingent workforce will grow in This signals a huge demand for temporary and contract candidates but also exposes a problem with business forecasting. Unanticipated talent demands have ramifications for HR, finance, legal, and procurement departments because companies may not have resources in place to ensure compliance and manage risk. Looking ahead to next year, I hope organizations will spend more time calculating business needs and auditing their contingent workforce. This will help ensure they are meeting day-to-day obligations as well as compliance and risk reduction best practices. Is compensation a potential crisis for retention? This year, employees doubt their compensation is at market rate. Managers are boosting salary offers to attract specific candidates, and HR teams are worried about competitors who can lure talent by paying more. Despite these concerns, less than a quarter of employers say they will raise salaries by more than three per cent in So, while everyone is worried about compensation, there are no big changes on the horizon. This could turn into a retention headache for managers and employers. If candidates think the only way they can increase their salary is to change jobs, workplace turnover will undoubtedly increase across many industries. We could also see counter offers become more common as employees leverage a new job offer to negotiate better terms in their current role. Implementing regular salary band reviews is critical to ensure your company stays competitive. Connecting with industry experts will help you get the best information about market rates. In addition, have frank conversations with staff about their current compensation and expectations for the year to come. Reduce the churn by finding out what your employees want Last year, we said employers needed to take a targeted approach to talent attraction and retention, and focus on individuals who would make the biggest difference within their organization. It looks like employers did just that. The market has recovered and confidence is high. It s time to broaden the focus to the rest of the team because concentrating on just the top 10 per cent could leave organizations with a lot of empty desks. Securing a star player while your team attrition rate hits 50 per cent won t help you meet business objectives. Talk to industry experts and use this salary guide to ensure salary bands are already at or above market rates. If organizational salaries are in line with market expectations, look at other ways to attract and retain. When candidates or employees evaluate a job or offer, salary is important, but the combination of culture and career growth opportunities can be equally or more important. Employers need to share success stories, re-engage staff with new projects, or simply remind everyone of special programs offered. At Hays we have an annual employee survey, and every year we implement changes to our benefits and work environment based on team feedback. As you re planning for 2018, ensure your contingent workers are compliant, compensation is competitive, and that you have a clear retention strategy. Companies that are proactive about keeping up with these workforce concerns will better attract, engage, and retain the talent they need to be successful. Rowan O Grady President, Hays Canada 2018 Hays Salary Guide 3

6 KEY FINDINGS Last year employers indicated they were in a holding pattern, focused on targeted hiring and retention but optimistic about their prospects for That optimism was rewarded, but has the holding pattern lifted? Our eighth annual survey shows mixed signals, with many employers expecting to increase business and hiring activity, but few increasing salaries. With employees already dissatisfied with their salaries, this could mean increased turnover especially if workers think the only way to increase their salary is to find a new position. Others could seek a job offer with the intention of using it to negotiate an increased salary or new job title from their current employer. Based on these and other results from our 2018 salary guide survey, here are our key findings for the year to come.

7 Key findings Canadian employer confidence is back to 2013 levels Both economic outlook and business activities are at a five-year high. Even Alberta, the region most affected by the recent oil and gas downturn, has seen an uptick in activity levels and local respondents expect growth rates almost on par with the national average in the year to come. Canada is out of the shadow of the recent downturn and ready to make the most of new opportunities. Hiring outpaced expectations, for both permanent and contingent staffing Contingent workforce growth was the standout, with one-third of employers increasing their temporary staffing levels twice as high as predicted, and a rate not seen since 2013 in the middle of the oil and gas boom. This growth, as well as strong permanent headcount increases, is promising, but it does indicate either a lack of forward planning and preparation, or a hesitation to commit to increased permanent headcount on the part of employers. Increased competition for talent has exacerbated the skills shortage For the first time since 2014 we saw a significant increase in the number of HR leaders saying they were experiencing a skills shortage in their industry. The reasons for the skills shortage vary, but a lack of available training, and the low number of people entering the industry are top employer concerns. Compensation lags behind hiring and business activity Despite increased hiring, and a heightened skills shortage that s sparked increased competition for candidates, compensation has not seen any appreciable gains. The trend for salary raises of less than three per cent will continue but employers may find their staff is looking elsewhere for more pay. Case in point: employees were less likely to say their compensation was in-line with market rates, indicating growing dissatisfaction. Turnover likely to increase if employers don t close expectation gap Canadians are confident in the job market and many believe their current compensation is lacking. In addition, we are seeing high workplace pressure, employee stress, and low morale. Together this means we expect to see significant turnover in 2018, especially if employees believe the only way to get salary satisfaction is to leave and work elsewhere. We could also see an uplift in counter offers, as employees leverage a job offer to get the compensation and benefits they want with their current employer Hays Salary Guide 5

8 EMPLOYER ADVICE Every company s people strategy must align to organizational goals to ensure the right skills and resources are in the right place to meet deadlines, direct projects, and achieve objectives. To that end we have made five recommendations that we believe will help any employer improve performance through better workforce management in Taking a proactive approach to workforce planning, from developing unified candidate messaging to ensuring better oversight of temporary and contract workers, is critical for building a capable, agile workforce. This year s survey shows that business activity and hiring is increasing, which means more competition for top talent. Companies that are not proactive about remaining competitive will find they struggle to recruit and retain, which could severely hamper their ability to achieve business objectives.

9 Recommendations Take back control of your contingent workforce Contingent workers have unique costs and risks for payroll, legal, security, and other business-sensitive areas. Take time to consider all these factors. Have a defined process for sourcing, onboarding, and paying temporary and contingent workers to ensure consistency and compliance. If your organization has more than 50 temporary or contract workers, consider consolidating your suppliers by using a management system or managed service provider. Review compensation and look for expert help Keep up with changing trends to ensure offers remain competitive. Use this guide and work with your recruiter to know what your target candidates are looking for. Understand what candidates want beyond base salary and adapt your offerings to better align. Also, look closely at what you already offer but are not promoting to candidates. The findings show that some companies are already behind market rate. If individual adjustments are common, evaluate existing salary bands and implement a plan to bring them up to market rate. Grow your network to tap into new talent pools Most candidates are on social media, but few employers use it to target candidates. Develop and share relevant content to build an engaged candidate pool. Leverage third-parties such as specialist recruiters and associations to find people in your industry or function who aren t already in your network. Encourage employee and alumni referrals. Your current and former employees are a reliable source of referrals as great employees usually know good candidates. Focus on your culture and employer value proposition to attract and retain Two-thirds of employers do not have a clearly defined employee value proposition (EVP). Know what makes your company a great place to work to develop consistent candidate messaging. Use your EVP to promote jobs and your company as an employer. For example, share success stories of employees who have grown with the company to demonstrate career opportunities. Be active in your network even when you are not currently hiring. Maintaining awareness of your company as an employer of choice will help you build a talent pipeline for when you are hiring. Know how to attract and retain your target demographic Retain ambitious professionals with clear promotion targets that are no more than two years in length, and by offering management training and development. Backfill critical roles by maintaining a steady pipeline of junior workers who will be ready to step into a more senior role within the next one to three years. Some turnover is inevitable and you will need to hire. Attract experienced candidates by promoting the career growth, reward and recognition, and work-life balance they are looking for Hays Salary Guide 7

10 MARKET CONFIDENCE Employer confidence back to pre-downturn levels Three years after Canadian employers took a hit from the global oil and gas downturn and subsequent recession, confidence is back at pre-downturn levels. Forty-six per cent of employers say the economy will strengthen next year. This is the first time since the 2015 guide, before the downturn, that more employers say the economy will strengthen than think it will remain static. It s a far cry from our 2016 guide, when the response rate for strengthening dropped to a five-year low. Five year economic predictions by respondents 60% 50% 40% 30% 20% 10% Strengthening Static Weakening Quebec employers are most confident of the regions, with 50 per cent saying the economy is strengthening. Despite taking the biggest hit from the oil and gas downturn, Alberta employers are equally confident in the economy as those in Ontario, with 44 per cent saying it will strengthen next year. Sitting in the middle is BC, where 46 per cent of employers said the economy was strengthening, matching national confidence levels. Industries most likely to say economy is strengthening Financial services 51% Construction 49% IT and telecoms 49% Manufacturing 47% Hays Salary Guide

11 Market confidence Business activity growth hits five-year high In line with the renewed economic confidence, business activity increased to a five-year high. While we saw a significant drop in 2015, 2017 growth has surpassed even 2014 levels. Almost two-thirds of employers (60%) say they saw business activity increase, surpassing the previous peak of 58 per cent in The industries with the highest growth were banking and financial services (70%), IT and telecommunications (65%), and resources and mining (64%). Five year business activity trends 80% 70% 60% 50% 40% 30% 20% 10% Increase predicted Increase actual Remain the same predicted Remain the same actual Decrease predicted Decrease actual Trend in increasing activity since 2015 In the last 12 months, business activity has: 60% In the upcoming year, you expect business activity to: 70% 18% more employers saw business activity grow in 2017 than 2016, and if predictions are correct we can expect 17 per cent more growth in % 13% 24% 6% Increased Remained the same Decreased Increase Remain the same Decrease 2018 Hays Salary Guide 9

12 ECONOMIC CHALLENGES AND CONCERNS Canadian dollar, US economy having biggest impact on employer outlook We asked how some of the trends and events making news headlines have affected business outlook. From the strengthening dollar, to the real estate market, what do employers see as positive for their business, and what could cause additional challenges? What is affecting business outlook? 60% 50% 40% 30% 20% 10% 0 NAFTA Strengthening Canadian dollar Real estate market Minimum wage Global political uncertainity US economy Positively Negatively The factor having the biggest impact on business is the strengthening Canadian dollar, and the sentiment is largely positive, with 35 per cent of Canadians saying it is having a positive effect on their outlook. The area having the biggest negative effect is global political uncertainty, with 36 per cent saying it is negatively impacting their business outlook. Respondents were most likely to be neutral on NAFTA renegotiations, and are most divided about the real estate market, with 25 per cent saying it is having a positive impact versus 21 per cent who say it is having a negative effect. $ Respondents are most positive about the strengthening Canadian dollar? They are most negative about global political uncertainty Hays Salary Guide

13 Economic challenges and concerns How industries view the impact of current events NAFTA renegotiations Compared to the overall average, oil and gas respondents are 52 per cent more negative about NAFTA renegotiation. Pharma/Life sciences respondents are 26 per cent more negative than average. Minimum wage Retail employers are most negative about minimum wage increases, with 69 per cent saying it is negatively affecting their business outlook. Manufacturing and logistics employers are 50 per cent more negative than average. Real estate market Unsurprisingly, industries with the closest ties to the real estate market are the most likely to report a positive impact. Architecture respondents are almost twice as positive about the real estate market than the national average. Property respondents are 64 per cent more positive, and construction respondents are 52 per cent more positive than average. $CAD $US Strengthening Canadian dollar Resources and mining respondents are more than twice as negative about the strengthening Canadian dollar than the overall average. Canadians in the manufacturing industry are 56 per cent more negative. Global political uncertainty Respondents from the oil and gas industry are 47 per cent more negative about global political uncertainty than other industries. Resources and mining employers are four times more positive about global political uncertainty than other industries. Global uncertainty often drives commodity prices up, as we are currently seeing with the price of gold. US economy Banking and financial respondents are 30 per cent more positive about the impact of the US economy compared to the overall average. At the other end of the spectrum, professional services and legal respondents are 19 per cent more negative Hays Salary Guide 11

14 CANADA AT A GLANCE British Columbia BC had the most employers say permanent headcount increased (35%) and the most employers likely to be increasing salaries by more than three per cent (24%). Overall, BC employers are positive and optimistic about the year to come. The region has seen strong job growth, and is likely to remain strong in the year to come. However, we have seen a drop in building permits and some uncertainty around liquefied natural gas (LNG) projects, which could impact construction and natural resources companies in Dean Jesuvant, Director, Western Canada Central Canada While the economic indicators are becoming more favourable, business activity continues to lag behind the rest of the country and a long hoped for recovery is taking longer than predicted. In 2017, almost half of central Canada employers saw business activity increase, 20 per cent lower than the national rate. Looking ahead into 2018, two-thirds say activity will increase just 13 per cent behind national predictions. Regional economic outlook is on par with national results and Alberta cities were some of the fastest growing cities in 2017, albeit from a small base. Initiatives to entice technology companies to Calgary appear to be having an impact, with several, including Amazon, opting to start operations there. Jim Fearon, Vice President, Central and Western Canada Hays Salary Guide

15 Ontario Two-thirds of Ontario employers (63%) saw business activity increase in 2017, and 34 per cent increased permanent headcount. Ontario businesses were most likely to increase use of temporary or contract employees, with 35 per cent of respondents saying they had, and 29 per cent saying they will again next year. Ontario economic growth is outpacing Canadian national growth, which is a good sign for employers. There are some labour law changes on the horizon, including the recently approved minimum wage increase, as well as Bill 148, which would require temporary workers to be paid the same as a full time worker in an equivalent role. A quarter of Ontario employers (26%) say minimum wage changes are negatively affecting their business outlook. Louisa Benedicto, Vice President, GTA Quebec Quebec respondents were most optimistic about the economy, with 50 per cent saying it will strengthen next year. Employers from Quebec were also most likely to say business activity increased, and reported the highest level of skills shortage. Looking ahead, 39 per cent say they will increase headcount next year higher than any other province. Quebec has seen strong GDP growth of more than two per cent a quarter for the past six quarters, with manufacturing and construction showing the biggest gains. Soley Soucie, Director, Eastern Region Eastern Canada Overall, employers from Canada s Atlantic provinces had a positive 2017, with two-thirds reporting business activity increased. Eastern employers are optimistic about the year to come, with 58 per cent saying activity will increase and 44 per cent saying the economy is strengthening. The region has not seen as much economic growth as the rest of Canada, largely driven by a decline in the offshore natural gas sector. However, hiring remains steady in construction and property, and a new federal and provincial apprenticeship program will help 15,000 people a year qualify as Red Seal tradespeople. Soley Soucie, Director, Eastern Region 2018 Hays Salary Guide 13

16 COMPENSATION INSIGHTS

17 AT A GLANCE Since 2012 the proportion of employers offering more than three per cent salary increases has dropped by almost half from 45 per cent in 2012 to 24 per cent in % of employers altered organizational compensation plans in % of employers say they will alter compensation plans next year 42% of professionals say their personal salary is competitive with market average 40% of managers have offered a salary above the initially budgeted range to secure the right candidate 2018 Hays Salary Guide 15

18 COMPENSATION INSIGHTS Compensation increases over three per cent continue to decline Compensation change trends since % 50% 40% 30% 20% 10% Predicted Decrease* Remain the same <3% 3% or more Trend in salary increases above 3% *Decrease not included as answer option before 2017 Since 2012, the proportion of employers offering compensation increases of more than three per cent has dropped from 45 per cent to 24 per cent in 2017, while those keeping salaries the same has more than doubled, reaching 25 per cent in Salary increases of less than three per cent, in line with inflation, have remained relatively stable over the past five years, with 52 per cent of employers expecting to offer this level of salary increase in Employers have seen increasing business activity and have hired accordingly, but remain cautious about broad compensation adjustments. However, as the market heats up, employee expectations will change accordingly and companies that do not keep up with market rate will struggle to attract and retain. 47% fewer employers increased salaries more than three per cent in 2017 compared to X as many employers kept salaries the same in 2017 compared to Hays Salary Guide

19 Compensation insights Employers cautious about 2018 increases Salary changes in 2017 and expectations for 2018 Increase more than 5% 8% 7% Increase 3% to 4.9% 16% 17% Increase less than 3% 46% 52% Remain the same 25% 22% Decrease 4% 2% Predicted This is the first time since we first produced the salary guide that more employers kept salaries the same than offered salary increases of more than three per cent. In 2017, just 24 per cent of employers offered increases above three per cent. Looking ahead, most employers are predicting a very similar year in 2018 as they saw in This means more of the same for employees who have seen small annual increases the last three years. Most likely to increase salaries 79% of Ontario employers increased salaries in % expect to increase salaries in % of manufacturing and logistics employers increased salaries in % expect to increase salaries in 2017 Least likely to increase salaries 45% of Alberta employers say salaries remained the same in % expect to keep salaries the same in % of IT employers kept salary levels the same in % expect to keep salaries the same in Hays Salary Guide 17

20 Employees dissatisfied and don t have high expectations for change Asked whether they thought their personal salary was competitive with market rate, just 42 per cent of employees said yes a drop from 49 per cent last year. How many employees say their salary is in line with market rate % % Despite not feeling they are compensated in line with market rate, fewer people expect salary increases in 2018, compared to respondents from the previous year.! Canadian professionals are less satisfied with their compensation, compared to previous years Most likely to say their salary is competitive Resources and mining 63% Least likely to say their salary is competitive Office professionals 30% HR 51% Procurement 33% Construction 49% Sales and marketing 35% 59% of respondents say they expect a salary increase in the next 12 months, compared to 2016 when two-thirds of respondents (67%) said the same Dissatisfaction could drive turnover If your employees are unhappy with their salary, they are likely to consider offers from competitors, and with the hiring market heating up again you could start to see turnover increase. If you can t offer salary increases in the next 12 months ensure you are communicating with employees about what they can expect to receive, and emphasize other offerings such as culture and career progression to retain them in the short term Hays Salary Guide

21 Compensation insights Managers already manipulating salaries to get talent they need While few companies are implementing significant salary increases across their workforce, many managers are taking matters into their own hands, offering salaries outside the initial band to secure a specific candidate. This is detrimental to retention as existing employees may feel disgruntled to learn a new starter is already out-earning them. How many managers are adjusting salaries on a case-by-case basis to secure talent 40% of employers have increased a salary offer to secure a specific candidate in the last 12 months 9% have adjusted salaries for more than a quarter of their hires this year 6% have adjusted salaries for more than half their hires this year Almost half of managers have adjusted a salary at least once in the last year to secure a specific candidate, and one in ten are doing it regularly at least 25 per cent of the time. A worrying six per cent say they increased salary offers for more than half their hires in Are manager-driven salary adjustments a symptom of wider problems? While nine per cent may seem like a small percentage, it indicates that at least one in ten employers have pay bands that are not aligned with market rates. Managers offering a higher salary to a single candidate may solve their short term hiring needs, but it will not aid overall retention, and if pay discrepancies are discussed by the team then it could cause discontent and increase turnover Hays Salary Guide 19

22 Salary levels are top recruitment and retention concern for HR #1 area of competition reason according to HR is companies that can pay more #1 for retention of challenges is salary and compensation, according to managers ⅔HR professionals say their company is experiencing at least moderate wage pressure 1 4 are experiencing high or excessive wage pressure How much wage pressure are HR leaders experiencing at each seniority level? Junior 14% Mid level 26% Senior management 30% Director and above 27% Despite only making small changes to compensation levels, HR is paying close attention to salaries and market trends. They are worried about competition from companies that can pay more, and many say there is already wage pressure in their industry, especially for senior managers. These findings all point to a building pressure and awareness around compensation that we have not seen in previous years. While the economy was recovering from the 2014 recession, employers were understandably conservative about offering widespread salary increases, and employees in most areas accepted the situation, willing to wait for the economy and business activity to improve. Now it has improved, employees are waiting to see what action their employers will take Hays Salary Guide

23 Compensation insights HR ready to alter compensation plans to attract top talent Do you plan to alter organizational compensation plans to compete for top talent? 15% 20% 85% of HR leaders have already changed, or are considering changing, compensation plans 44% 21% 20% have already changed compensation plans We did in the last 12 months I plan to in the next 12 months No, but I would consider it No, and I would not consider it An overwhelming number of HR professionals say they have altered or would alter compensation plans to compete for top talent, yet only 24 per cent of organizations offered salary increases above three per cent last year. With individuals, managers, and HR all concerned about salary and market rate, it is likely we will see an increasing proportion of companies increase compensation above three per cent, but whether that happens in the next 12 months remains to be seen. Employers are understandably cautious about increasing costs, but when it starts to impact retention and increase turnover, companies will have to change their approach Hays Salary Guide 21

24 WORKFORCE TRENDS

25 AT A GLANCE Full time and temporary hiring hit a four-year high in % of employers increased temporary staffing levels in 2017 twice as many as predicted in % Including turnover, 73 per cent of managers say they will be hiring in the next 12 months 38% of employers say permanent headcount will increase in 2018 The average Canadian company s workforce is made up of 79% 11% 10% permanent workers temporary staff skilled contractors 2018 Hays Salary Guide 23

26 WORKFORCE TRENDS More than a third of employers plan to increase headcount next year Over the last 12 months, permanent staff levels in your department have: In the upcoming year, you expect permanent staff levels in your department to: 35% 38% 44% 52% 21% 10% Increased Remained the same Decreased Increase Remain the same Decrease Regional trends Headcount increases in 2017 and expectations for 2018 by region 40% 30% 58% of employers say their annual attrition rate is less than 10 per cent 20% 10% 0% BC Alberta Ontario Quebec Predicted 27% say it is more than 15 per cent Hiring was strong in BC, Quebec, and Ontario. While Alberta s hiring was 23 per cent lower than the other main regions, it was a 50 per cent increase on last year s growth, and 28 per cent higher than predicted. Looking ahead, Alberta employer confidence is returning, with their hiring expectation for next year just 14 per cent behind the national average Hays Salary Guide

27 Workforce trends Expectations of headcount increases rebound to pre-downturn level Five year trend in companies increasing permanent headcount 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Increase predicted Increase actual Permanent headcount increases were on par with expectations, which as we can see from the graph above is rare. Historically employers have over-estimated on their headcount changes. The last time we saw the actual surpass predictions was in 2013, when the oil and gas boom was at its height. With no single industry or function leading this growth, the Canadian economy and labour market is less dependent on the success of a single market. One third of employers increased headcount in 2017, and 38 per cent expect to increase again in the next year. Add to that the 73 per cent of managers who say they will be hiring for at least one role in the next 12 months and we are looking at a busy hiring market. IT and construction are two areas looking at the biggest headcount increases, but both are facing especially tight talent markets, so plans for growth will be limited by talent availability. Who was most likely to increase permanent headcount? IT 46% Sales and marketing 45% Construction 40% 2018 Hays Salary Guide 25

28 Contingent workforce increases at four-year high How have temporary or contract staffing levels changed over the last 12 months? How do you expect temporary or contract staffing levels to change over the next 12 months? 35% 26% 48% 58% 17% 16% Increased Remained the same Decreased Increase Remain the same Decrease What are the main reasons you use temporary or contract workers? Short term volume hiring 41% Specialist skills or expertise 39% Unexpected workload increase/workforce reduction 37% Short term volume hiring, such as for a product launch or project deadline, is the most common reason for using temporary or contract workers, followed closely by bringing in specialists. Where temporary or contract work has traditionally been seen as a stop-gap measure, the rise of the gig economy has seen many workers choose contracts as a way to maintain flexibility and regain control of their own career. Which departments saw the biggest increase in contingent staffing? Office professionals 49% IT 45% Procurement 43% Hays Salary Guide

29 Workforce trends Contingent workforce expected to grow above normal rate for second year running Five year trend in companies increasing temporary/contract staffing levels 40% 30% 20% 10% 0% Increase predicted Increase actual Contingent workforce use was more than double predicted levels in 2017, with 35 per cent of employers saying they increased temporary staffing. A further 26 per cent say they will increase again in Contingent workforce is a critical part of workforce planning, but the degree to which this growth was unpredicted indicates that employers were not prepared for the business activity growth they experienced. A consistent contingent workforce policy and process are crucial because it ensures compliance, prevents hidden costs, and allows HR visibility of all workforce resources. The use of contingent workers aligns with the caution we are still seeing in the market. While permanent headcount did outpace expectations, it was not to the degree of contingent workforce growth, indicating that while employers recognized the need to bring in extra workers, many were not ready to commit to an increased permanent headcount Hays Salary Guide 27

30 SKILLS SHORTAGE

31 AT A GLANCE The skills shortage got worse in 2017, after remaining stable for the three previous years 72% of HR professionals say they are experiencing a skills shortage Lack of training and development, and fewer people entering their industry are the main reasons for the skills shortage, according to respondents 14% of HR professionals say retirement is the main reason for the skills shortage a 27 per cent increase from % of HR leaders say the skills shortage is causing increased employee stress and work pressure 2018 Hays Salary Guide 29

32 SKILLS SHORTAGE Skills shortage worsens as hiring picks up The skills shortage has been a constant challenge for Canadian employers, however, with increased full time, temporary, and contract hiring, demand for talent has increased and this is straining an already tight market. Almost three-quarters (72%) of employers say their industry has a skills shortage, the highest result we ve seen since we began asking this question in Four year trend in employers reporting being affected by skills shortage % % 68% 66% With permanent and contingent headcount expected to increase again next year, this skills shortage will likely continue to get worse. This in turn will challenge employers ability to hire, exacerbating the negative effects on productivity, morale, and retention. Employers need to build a talent pipeline to improve access to qualified candidates, and should consider hiring proactively for intended growth rather than waiting until they have immediate need. The level of reported skills shortage has remained consistent since 2014, until increasing by five percentage points in This coincides with the biggest increase in permanent headcount since 2013, and the largest increase in use of temporary staff recorded since we first asked the question in The shortage is negatively affecting organizations in a variety of ways according to HR respondents, including increasing employee stress, impacting productivity, and reducing competitiveness Hays Salary Guide

33 Skills shortage Lack of training and new starters contribute to shallow talent pool What is the main reason for the skills shortage? Lack of training & professional development available Fewer people entering the job market in your industry 28% 27% People leaving to join a different industry 21% Retirement 14% People relocating to other regions 9% While the order of reasons has remained largely the same, HR is more divided this year than in previous years. We have seen a significant increase in the number of employers reporting that people leaving their industry or retiring are the major contributor to the skills shortage. Training and development remains the main reason for the skills shortage, according to HR, but has dropped 13 per cent from last year. We have seen an increase in employers using training and development to address skills shortage issues, which was one of our key recommendations last year. The biggest change was an increase in employers saying people leaving to join another industry was a major issue. This increased by 31 per cent, from 16 per cent in 2016 to 21 per cent in This appears to have been largely driven by respondents in retail, hospitality, and manufacturing. As the job market heats up, these industries may have been first to feel the effects of increasing confidence and opportunities as employees and candidates look elsewhere. The other area of change was 27 per cent more people saying retirement was the main reason for the skills shortage. This moved from 11 per cent in 2016 to 14 per cent in While still a small proportion, it indicates that the retirement boom is beginning to impact hiring and business. The industries most affected by retirement include property (21%), legal (19%), and construction (17%) Hays Salary Guide 31

34 Shortages have frontline cost for teams and business bottom line How is the skills shortage negatively affecting your organization? Business People Productivity 52% Workplace stress/pressure 71% Staying competitive 44% Retention 46% Revenue 31% Increased overtime 44% 28% of employers say the skills shortage has caused an increase in errors or accidents The skills shortage is limiting companies ability to hire, which means more work for existing team members. This is impacting the business by reducing productivity, limiting competitiveness, and negatively affecting revenue. It s having an especially large impact on employee stress levels and workplace pressure, which is likely one factor affecting productivity as employees become overwhelmed or experience burn out. Additionally, these shortages are causing an increase in errors or accidents. This should be of concern to employers with safety sensitive sites, where accidents could result in injury, and for teams working with sensitive data, where a mistake in a spreadsheet could prove costly. Cost-conscious employers may be hesitant to expand a team, but HR and managers must ensure they are maintaining efficiency without increasing workload to the point that mistakes are more likely. 48% of managers say they are likely to hire permanent staff to address workplace pressure, 27 per cent are likely to hire contract or temporary staff Hays Salary Guide

35 Skills shortage Training and technology key to alleviating pressure caused by skills shortage How is your company addressing productivity concerns? Internal training 48% New technology/systems 41% Succession planning Change in process/policies Change in organization structure 36% 38% 37% Combining one or more roles 33% Temporary staff 29% Incentives (i.e. bonuses, awards, etc.) 21% Hiring international staff 12% Almost half of employers (48%) say they used internal training to address productivity concerns, which is a 41 per cent increase from last year. A key finding of the 2017 Hays Salary Guide was that training was under-utilized by Canadian employers so it is encouraging to see this change. Upskilling existing employees is an effective way to grow your own talent, retain ambitious workers, and reduce the loss of knowledge through retirement or turnover. The area that saw one of the biggest increases was in employers using new technology or systems, which grew from 27 per cent in 2016 to 41 per cent in As technology evolves, automation and other tools will improve efficiency. HR, IT, procurement, and other functions must work together to ensure tool selection, implementation, use, and maintenance align with business strategy and objectives. Use of incentives almost doubled since last year, from 13 per cent to 22 per cent. Performance related bonuses are a good way for companies to align payroll with results, so your costs only increase when business objectives are met Hays Salary Guide 33

36 RECRUITMENT AND RETENTION CHALLENGES

37 AT A GLANCE The top two recruitment challenges are salary and total compensation (54%) and local competition for talent (51%) 81% of managers say they face at least moderate difficulty recruiting talent for their department 43% of managers face significant to extreme difficulty hiring ⅓ Only one-third of managers say they have strong or outstanding interview skills 82% of managers feel moderate to extreme pressure to balance recruiting with their core tasks 2018 Hays Salary Guide 35

38 RECRUITMENT AND RETENTION CHALLENGES Salary, local competition, and lack of engaged candidates challenge hiring goals What are your biggest recruitment challenges? Salary/total compensation 54% Local competition for talent 51% Lack of candidate network 32% Company location Low company profile Lack of internal resources Company reputation 19% 16% 15% 13% As discussed earlier, compensation is a major concern for HR, managers, and employees. It tops HR s list of recruitment challenges, and is second on the managers list. Only one company can pay the most, but if market rate changes employers will need to adapt to be able to find and secure the talent they need. HR professionals are almost as concerned about local competition as they are about salary. The company that pays the most may not be the company that is most attractive to candidates. Knowing what your competitors offer in terms of culture, reputation, projects, and career opportunities is critical to stand out and find your unique employer value proposition. HR are also concerned about their lack of candidate network. This aligns with manager respondents who say they are not receiving enough quality applications for roles. The wider your candidate network, the more eyes on jobs you can get, and the better applications you will receive. Find and engage your target candidates by expanding your network through social media, associations, specialist recruiters, and your own employee base to build a talent pipeline Hays Salary Guide

39 Recruitment and retention challenges Attraction focus shifts from salary to culture How are you making your company attractive to recruit top talent? Promoting company culture Competitive benefit packages Offering training and professional development Competitive salary packages Promoting career progression 43% Promoting perks and amenities Nothing 37% 9% 65% 60% 53% 52% 65% of employers are focusing on company culture to attract talent, but only 35% have a defined employer value proposition, and 54% say their target candidates know their employer brand Employers are beginning to recognize the importance of company culture for attraction and retention. Compared to 2016, the number of employers focusing on culture for attraction has increased by 12 per cent. This is a positive change, as employers focus on culture instead of just on compensation. However, many employers do not have the foundation they need to promote culture. Few have a defined employer value proposition (EVP), and just half (54%) say their target audience knows their employer brand. Defining your EVP means having a clear message for your network about the benefits of working for your company. Without it, your attraction message is likely to get garbled, convoluted, and confusing. Last year, competitive salary packages were the top attraction method. This year it has dropped by 16 per cent, from 62 per cent to 52 per cent, taking it to fourth out of six options. This aligns with the trend we re seeing of employers choosing not to broadly increase salary packages. However, while competing on salary alone is not effective, neither is falling below or behind market rate Hays Salary Guide 37

40 Is interview support for hiring managers a blind spot for HR? Top three areas managers say they need support from HR Areas where HR say they give managers the most support 1 Onboarding 1 2 Negotiation and job offers 2 3 Interviewing 3 Assessments and testing Onboarding Negotiation and job offers Only 37% of managers say they are very strong or outstanding interviewers! MISMATCH HR is not offering the interview support that line managers need Overall, HR and managers are aligned on their recruitment needs and the support available. Only 18 per cent of line managers said lack of internal support was a major recruitment challenge, and more than three-quarters of HR leaders say their teams offer support on all stages of hiring, from job description to offer. However, there s always room for improvement. Only one-third of managers say they have strong interview technique knowledge, and it is low on the list of HR support. Giving your managers additional interview training and support will help them make better hiring decisions, which will improve results and retention. Candidate sourcing overlooked as critical to hiring success? Another gap we see is that sourcing candidates is bottom of the list for support line managers want, as well as support HR managers provide. Both groups agree it is a low priority. However, lack of quality applications is managers biggest recruitment challenge. Sourcing candidates is a major challenge, but a low priority for HR support. If HR is not offering support on this, and managers aren t asking for help, then nothing is likely to improve Hays Salary Guide

41 Recruitment and retention challenges Salary and career progression are biggest obstacles for retaining employees What are the main reasons for your retention challenges? Salary/total compensation 58% Career progression 51% Local competition for talent Company culture 22% 44%! Non-monetary reward and recognition Benefits Immediate management 19% 18% 16% Canadians tell us culture is especially important when deciding to stay with a company, so employers may be undervaluing it as a retention factor. Learning and development 15% Salary tops the list of retention concerns, which is not surprising as salary levels have consistently been top of mind for HR and managers in this year s survey. However, based on compensation trends, it appears employers are yet to take action on this concern. If employees think the only way to get a salary increase is to change employers then that is what they will do. Not far behind salary is career progression. We know that career progression is one of the main motivators for happy employees to consider leaving. Ensure you are discussing career plans with your teams on a regular basis so they understand what the opportunities are internally. Consider setting two year career development targets to give employees a long-term goal that keeps them engaged with your company instead of looking elsewhere for progress. As with recruitment, local competition for talent is a major concern. How can you prevent your employees jumping ship for a competitor? Some turnover is inevitable, however, by focusing on what your employees want and communicating clearly what they can expect from a long career with your company, you can re-engage them with fair compensation, a great work environment, and rich career opportunities Hays Salary Guide 39

42 SALARY GUIDE The following pages provide a listing of the typical base wages for the commonly filled roles for professional and skilled staff in Accounting & Finance, Architecture & Interior Design, Construction, Human Resources, Information Technology, Legal, Manufacturing & Logistics, Office Professionals, Procurement, Property & Facilities Management, Resources & Mining, and Sales & Marketing. We generally provide a range for each role. For ranges, the first figure indicates the minimum and the second the maximum salary level typically paid in each city or region. Where only one figure is reported, it represents the minimum wage for more senior positions that can have a very wide range and no clearly defined upper limit. Salaries are expressed in Canadian dollars (thousands, annual gross) and do not reflect any benefits packages, bonuses, or any other arrangements between employers and candidates. While every care is taken in the collection and compilation of data, this report is interpretive and indicative, not conclusive. This information should be used as a guide only. Example table Typical Calgary GTA Montréal Ottawa Vancouver Audit Senior Manager Audit Manager Audit Senior Audit Staff Accountant Tax Senior

43

44 ACCOUNTING & FINANCE

45 AT A GLANCE 43% of accounting and finance professionals say their salary is competitive with market rate 62% of HR professionals say accounting and finance suffers from a moderate to extreme skills shortage The main reasons for the skills shortage are lack of training and development (33%) and people leaving to join a different industry (26%) 34% of accounting and finance professionals say the strengthening Canadian dollar has had a positive effect on their business outlook 28% of accounting and finance employers plan to increase headcount in Hays Salary Guide 43

46 SECTOR OVERVIEW Accounting and finance is a very competitive market, with especially high demand for those with professional designations or specialized experience. Growth in the function is highly affected by industry trends, so as construction and property continue to grow so does demand for project and property accountants. The growing high-tech sector is driving demand for accountants with experience making Scientific Research and Experimental Development (SRED) claims under the government credit program. In some regions, we are starting to see low level accounting roles outsourced, which could limit junior professionals ability to get early industry experience. This may have a knock on effect, worsening shortages for experienced professionals. The increase in minimum hourly wage in Ontario and Alberta has some companies re-evaluating their workforce, looking at whether part-time and temporary employees are the most cost-effective option compared to hiring full time. In the banking industry, a focus on customer experience is seeing changes to back office to support that goal, while continuing regulatory pressure maintains demand for risk, compliance, and fraud prevention experts. Recent tax changes in Ontario are affecting small businesses, and tax reforms in the USA are seeing increased tax business brought across the border. Both these changes are increasing activity for firms, which has caused very high demand for corporate tax managers.

47 Accounting & Finance Market insights Accounting and finance professionals were more likely to say business activity increased in 2017, compared to other functions, and are more likely to say business activity will increase in Business activity 2017 Projected % more accounting and finance employers say business activity increased in 2017 than in % 23% 14% 71% 23% 6% Increase Remain the same Decrease Hiring trends Accounting and finance hiring managers are less likely than other functions to say their team size is increasing, and are also less likely to say it will increase next year. Most agree that both full time and contingent staffing levels stayed the same last year and will remain the same next year. Permanent staff levels 2017 Projected % 28% Temporary staff levels 2017 Projected % 26% 7% fewer accounting and finance employers increased headcount in 2017 compared to % 23% Increase Remain the same Decrease 62% 10% 52% 22% Increase Remain the same Decrease 63% 23% 2018 Hays Salary Guide 45

48 Compensation and benefits More accounting and finance hiring managers say salaries increased by more than three per cent in 2017 than average, and this trend looks likely to continue next year with almost a third (30%) saying salaries would increase by three per cent or more. How did salaries change in 2017, and how do accounting and finance employers expect them to change in 2018? 50% 40% 30% 20% 31% of accounting and finance employers increased salaries by more than three per cent in % 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 84% Dental 80% 3 weeks+ vacation time 70% Pension/RRSP contribution 44% Flexible work hours 40% Hays Salary Guide

49 Accounting & Finance Our industry is moving at an incredibly fast pace, and as a result we re seeing more emphasis being placed on adaptability and fit than ever before. By focusing on hiring for adaptability, we are seeing more permanent placements with employees who are able to adapt quickly and move around within the organization. This gives us a more agile, well-rounded workforce so we can prepare for future changes, knowing that no matter where the market goes our workforce will be prepared. James Tarsky, Director, Investor Relations, Minto Roles in Demand Project accountants AML/Fraud investigators Property accountants Job seeker insights 1. For junior and intermediate professionals, focus on improving your system skills. We have seen candidates miss out on roles due to poor system or MS Office skills. 2. Specialize in a specific industry or area to expand your knowledge and become a sought after expert throughout your career. 3. Don t underestimate the importance of communication and relationship building for driving your career. Take time to network within your current organization as well as with the wider community to make key connections. Employer insights 1. Accounting and finance candidates rate culture highly, so ensure you have a defined employer value proposition, and are promoting it in job ads and on social channels. 2. Develop a finance-specific recruitment strategy to find the best candidates. Companies that take a one-size-fits-all approach for core business, finance, and other functions will struggle to stand out to any job seekers. 3. Make sure your non-monetary benefits are competitive. From vacation and flexible work options, to career planning and professional development, implement and promote programs that stand out to top candidates. Corporate tax managers Financial analysts 2018 Hays Salary Guide 47

50 Publicly Traded Revenues of $500m and higher Vancouver Calgary GTA Ottawa Montréal Chief Financial Officer Vice President, Finance Director of Finance Controller Assistant Controller/ Account Manager Senior Accountant Treasury Manager Treasury Analyst Senior Director Tax /VP Tax Director of Tax Tax Manager Tax Analyst Internal Audit Manager Internal Auditor Manager, Financial Reporting Manager, Financial Planning/Analysis Senior Financial Analyst Financial Analyst All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

51 Accounting & Finance Publicly Traded Mid tier Public Practice Vancouver Calgary GTA Ottawa Montréal Audit Senior Manager Audit Manager Audit Senior Audit Staff Accountant Tax Senior Manager Tax Manager Tax Senior Big Four Vancouver Calgary GTA Ottawa Montréal Audit Senior Manager Audit Manager Audit Senior Audit Staff Accountant Tax Senior Manager Tax Manager Tax Senior All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 49

52 Private Enterprise Revenues up to 100 million Vancouver Calgary GTA Ottawa Montréal Chief Financial Officer Vice President, Finance Director of Finance Controller Assistant Controller Senior Accountant Accounting Manager Treasury Manager Treasury Analyst Director of Tax Senior Tax Manager Tax Manager Tax Analyst Internal Audit Manager Internal Auditor Manager, Financial Reporting Manager, Financial Planning/Analysis Senior Financial Analyst Financial Analyst All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

53 Accounting & Finance Private Enterprise Revenues from m Vancouver Calgary GTA Ottawa Montréal Chief Financial Officer Vice President, Finance Director of Finance Controller Assistant Controller Senior Accountant Accounting Manager Treasury Manager Treasury Analyst Director of Tax Senior Tax Manager Tax Manager Tax Analyst Internal Audit Manager Internal Auditor Manager, Financial Reporting Manager, Financial Planning/Analysis Senior Financial Analyst Financial Analyst All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 51

54 Private Enterprise Revenues of 250m and higher Vancouver Calgary GTA Ottawa Montréal Chief Financial Officer Vice President, Finance Director of Finance Controller Assistant Controller Senior Accountant Accounting Manager Treasury Manager Treasury Analyst Director of Tax Senior Tax Manager Tax Manager Tax Analyst Internal Audit Manager Internal Auditor Manager, Financial Reporting Manager, Financial Planning/Analysis Senior Financial Analyst Financial Analyst All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

55 Accounting & Finance Accounting Support Low Vancouver Calgary GTA Ottawa Montréal Accounts Receivable Manager Accounts Receivable Supervisor Accounts Receivable Clerk Accounts Payable Manager Accounts Payable Supervisor Accounts Payable Clerk Senior Accountant Intermediate Accountant Junior Accountant Senior Property Accountant Property Accountant Senior Project Accountant Project Accountant Payroll Manager Payroll Team Lead Payroll Specialist Payroll Coordinator Payroll Administrator Credit/Collections Manager Credit/Collections Supervisor Credit/Collections Specialist Credit/Collections Administrator All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 53

56 Accounting Support Typical Vancouver Calgary GTA Ottawa Montréal Accounts Receivable Manager Accounts Receivable Supervisor Accounts Receivable Clerk Accounts Payable Manager Accounts Payable Supervisor Accounts Payable Clerk Senior Accountant Intermediate Accountant Junior Accountant Senior Property Accountant Property Accountant Senior Project Accountant Project Accountant Payroll Manager Payroll Team Lead Payroll Specialist Payroll Coordinator Payroll Administrator Director of Credit/Collections Credit/Collections Manager Credit/Collections Supervisor Credit/Collections Specialist Credit/Collections Administrator All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

57 Accounting & Finance Accounting Support High Vancouver Calgary GTA Ottawa Montréal Accounts Receivable Manager Accounts Receivable Supervisor Accounts Receivable Clerk Accounts Payable Manager Accounts Payable Supervisor Accounts Payable Clerk Senior Accountant Intermediate Accountant Junior Accountant Senior Property Accountant Property Accountant Senior Project Accountant Project Accountant Payroll Manager Payroll Team Lead Payroll Specialist Payroll Coordinator Payroll Administrator Director of Credit/Collections Credit/Collections Manager Credit/Collections Supervisor Credit/Collections Specialist Credit/Collections Administrator All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 55

58 Banking and Financial Institutions BIG 5 Large National Small Mid Size National CFO 300+ CRO 300+ CCO 300+ Vice President, Risk Vice President, Compliance Vice President, Audit Vice President, Finance Director of Finance Director of Risk Director of Audit Director of Compliance Senior Manager, Risk Senior Manager, Compliance Senior Manager, Audit Manager, Risk Manager, Compliance Manager, Audit Investment Banking, Junior Associate Investment Banking, Senior Associate CFO CRO CCO Vice President, Risk Vice President, Compliance Vice President, Audit Vice President, Finance Director of Finance Director of Risk Director of Audit Director of Compliance Senior Manager, Risk Senior Manager, Compliance Senior Manager, Audit Manager, Risk Manager, Compliance Manager, Audit All figures are expressed in thousand Canadian dollars and as annual gross salaries. Investment Banking, Assistant Director 175+ Commercial Banking Small Business (>750K) Commercial Banking Mid Market (1M 10M) Commercial Banking Large Market Syndicated (10M+) Commercial Banking AVP/Team Lead Vice President, Commercial Banking Hays Salary Guide

59 RESOURCES CENTRE Find answers to all your hiring challenges hays.ca/resources Whether you need to craft a stellar job ad, refresh your interview techniques, or find out job market trends in your industry or region, here you ll find the tools and resources you need. Hiring advice Market trends Career planning Latest blogs

60 ARCHITECTURE & DESIGN

61 AT A GLANCE 47% of architecture professionals say their salary is competitive with market rate 77% of managers say they have a moderate to extreme difficulty recruiting top talent The main recruitment challenges are insufficient or low quality applications (47%) and salary (46%) 49% of architecture professionals say the booming real estate market has had a positive effect on their business outlook 45% of architecture employers plan to increase headcount in Hays Salary Guide 59

62 SECTOR OVERVIEW The architecture and interior design market is strong across the country, especially in the regions with the busiest construction markets such as Vancouver and the Greater Toronto Area (GTA). Despite legislation aimed at cooling these housing markets, both remain busy. We have seen further consolidation in the market, with a number of mergers and acquisitions. In Vancouver we are seeing a lot of similar project types won by different firms, so several firms are simultaneously trying to hire for the same skills. Both Edmonton and Calgary are seeing the architecture market pick up. A lot of talent moved out of the region after the downturn, so employers are struggling to find the intermediate and senior staff they need to keep up with increasing activity. Residential construction, and condos specifically, remains one of the biggest sectors for the GTA. Local firms are competing strongly on a global level, and many are expecting rapid growth.

63 Architecture & Design Market insights Architecture respondents saw about the same amount of business activity growth as the national average in 2017, and are slightly more optimistic about 2018, with 72 per cent saying activity will increase next year compared with 70 per cent on average. Business activity 2017 Projected % 72% 23% more firms increased activity in 2017 than % 16% 22% 6% Increase Remain the same Decrease Hiring trends Almost half of architecture employers increased permanent headcount, and more than half increased contingent staffing levels. This is higher than the national average, and next year is looking almost as busy. Permanent staff levels 2017 Projected % 45% Temporary staff levels 2017 Projected % 55% 2% more firms increased headcount in 2017 compared to % 28% 15% 40% 27% 18% 40% 26% Increase Remain the same Decrease Increase Remain the same Decrease 2018 Hays Salary Guide 61

64 Compensation and benefits Forty-two per cent more architecture employers increased salaries by above three per cent than average, but less than a quarter expect similar increases in How did salaries change in 2017, and how do architecture and interior design employers expect them to change in 2018? 50% 40% 30% 20% 34% increased salaries by more than three per cent in % 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 79% Dental 73% Flexible work hours 3 weeks+ vacation time 40% 46% Paid overtime 31% Hays Salary Guide

65 Architecture & Design The skills being sought after are not only technical, but having the ability to analyze information and produce thoughtful insights are becoming the new norm. Don Surphlis, Vice President, Operations, NORR Roles in Demand Senior architects Project managers Intermediate/ Senior technologists Job seeker insights 1. Those without Revit exposure and understanding are finding their skills in less demand. Show initiative and take a course in Revit to become a sought after candidate. 2. Where possible, stay in one job for at least one year, ideally two. Employers are wary of job hoppers as they look to build a stable, long-term workforce. 3. Invest time in networking and building industry relationships. These connections could help you advance internally or find the role you re looking for. Employer insights 1. Ensure you are meeting market expectations for compensation. While most candidates will negotiate on salary, if your offer is outside market rate you will miss out on top talent. 2. Architecture professionals want an employer that supports their happiness and career goals. Promote your great culture and career opportunities to attract engaged, ambitious candidates. 3. Demonstrate the type of work a candidate will do for you by promoting the projects you are or will be working on. Project architects Revit specialists 2018 Hays Salary Guide 63

66 Architecture Low Vancouver Calgary Edmonton GTA Ottawa Montréal Architect Technologists Job Captain Project Manager BIM Manager Architectural Designer Typical Vancouver Calgary Edmonton GTA Ottawa Montréal Architect Technologists Job Captain Project Manager BIM Manager Architectural Designer High Vancouver Calgary Edmonton GTA Ottawa Montréal Architect Technologists Job Captain Project Manager BIM Manager Architectural Designer All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

67 Architecture & Design Interior Design Low Vancouver Calgary Edmonton GTA Ottawa Montréal Senior Interior Designer Interior Designer Interior Design Technologist Typical Vancouver Calgary Edmonton GTA Ottawa Montréal Senior Interior Designer Interior Designer Interior Design Technologist High Vancouver Calgary Edmonton GTA Ottawa Montréal Senior Interior Designer Interior Designer Interior Design Technologist All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 65

68 CONSTRUCTION

69 AT A GLANCE 49% of construction professionals say their salary is competitive with market rate 85% of HR professionals say construction suffers from a moderate to extreme skills shortage The main recruitment challenges are local competition (56%) and salary (42%) More than half (56%) of construction managers have increased a salary offer to secure a specific candidate 38% of construction professionals say the booming real estate market has had a positive effect on their business outlook 2018 Hays Salary Guide 67

70 SECTOR OVERVIEW Construction is one of the busiest sectors in Canada, and has seen a lot of recent growth. However, we may be seeing a slower pace of growth. While a majority of employers say business activity increased in 2017, it was still a lower proportion than in 2016 and even fewer expect further growth in This doesn t mean market activity will decrease, but we may be at the start of a plateau. Regardless of any deceleration, demand for talent is still high, and is unlikely to wane in the next year. Alberta, Saskatchewan, and Manitoba are all seeing flat markets, although some sectors such as commercial remain busy. BC has seen a number of projects slowed down or paused for review, including Site C and the Trans Mountain pipeline. The GTA market remains one of the busiest in the country, with more than $16 billion of investment in transit, as well as a number of major P3 and design/build projects under way. The housing market is still driving activity, although interest rates and new investment regulations caused a large drop in sales in August and have tempered demand. It will take some time before we know the long-term impact of these changes. Commercial and industrial projects lead the industry in Montréal, while civil operations will intensify and drive activity in the region for the next five years with the $6 billion electric train project.

71 Construction Market insights Construction employers report business activity changes on par with the overall results, but are slightly more optimistic about the economy with 49 per cent saying it is strengthening, compared with 46 per cent overall. Business activity 2017 Projected % 71% 22% more construction employers say activity increased in 2017 compared with % 25% 23% 6% Increase Remain the same Decrease Hiring trends Permanent hiring in construction was 14 per cent above the average national level, and temporary staff use was also higher than average. Next year is expected to outpace national rates again, with half of employers saying they will increase headcount. Permanent staff levels 2017 Projected % 50% Temporary staff levels 2017 Projected % 41% 29% more construction employers increased headcount in 2017 than in % 21% Increase Remain the same Decrease 45% 5% 41% 18% Increase Remain the same Decrease 59% 13% 2018 Hays Salary Guide 69

72 Compensation and benefits Construction professionals were less likely than average to receive a salary increase in 2017 one-third of construction employers said salaries remained the same this year, compared with a quarter of employers overall. How did salaries change in 2017, and how do construction employers expect them to change in 2018? 50% 40% 30% 20% 28% of construction employers increased salaries by more than three per cent 10% 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 80% Dental 77% 3 weeks+ vacation time 62% Pension/RRSP contribution 40% Individual performance related bonus 35% Hays Salary Guide

73 Construction Residential construction continues to be a busy market, which is a positive for our company and industry. However, this growth is creating specific challenges for finding the talent we need. Senior estimators continue to be most in-demand, and I see that continuing in It s one of the biggest workforce challenges we ve seen over the past few years. There has been, and will continue to be, a shortage of training available specifically for residential estimators. The trend we re seeing is towards simplifying roles so they require less expertise, rather than training and upskilling employees. Fae Fillo, Office Manager, Coventry Homes Roles in Demand Senior project managers Contract managers High rise professionals Job seeker insights 1. If you re looking for career growth, be open to relocation. Sometimes a move outside your region is your ticket to the fast lane. 2. Specialize in a growth area in the market to become a sought after candidate. For example, high rise and ICI are seeing especially high demand, and are likely to continue to grow. 3. Sometimes the best thing you can do for your career in the long-term is to make a lateral move in the short term. Make sure your decisions today align with your long-term goals, not just today s priorities. Employer insights 1. Move quickly when a candidate with the skills you need becomes available. These sought after professionals rarely stay on the market for long. 2. Consider relocating candidates with skills you need. Some skill sets are more readily available in other regions, but few employers are offering relocation packages. 3. If you are seeing a revolving door of skilled employees, engage them in business direction to retain them beyond the current project. Estimators ICI experts 2018 Hays Salary Guide 71

74 General Construction Low VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman Mechanical & Electrical Coordinator Mechanical & Electrical Manager Typical VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman Mechanical & Electrical Coordinator Mechanical & Electrical Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

75 Construction General Construction High VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman Mechanical & Electrical Coordinator Mechanical & Electrical Manager Road Building & Heavy Construction Low VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 73

76 Road Building & Heavy Construction Typical VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman High VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent/ Foreman All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

77 Construction Civil Engineering Low VAN CG EDM WIN REG GTA Principal Partner Associate Partner Civil Project Manager Civil Project Engineer Civil Engineer Civil Designer Civil CAD Drafter Typical VAN CG EDM WIN REG GTA Principal Partner Associate Partner Civil Project Manager Civil Project Engineer Civil Engineer Civil Designer Civil CAD Drafter All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 75

78 Civil Engineering High VAN CG EDM WIN REG GTA Principal Partner Associate Partner Civil Project Manager Civil Project Engineer Civil Engineer Civil Designer Civil CAD Drafter Environmental Engineering Low VAN CG EDM WIN GTA Principal Partner Associate Partner Associate Environmental Project Manager Environmental Project Engineer Environmental Engineer All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

79 Construction Environmental Engineering Typical VAN CG EDM WIN GTA Principal Partner Associate Partner Associate Environmental Project Manager Environmental Project Engineer Environmental Engineer High VAN CG EDM WIN GTA Principal Partner Associate Partner Associate Environmental Project Manager Environmental Project Engineer Environmental Engineer All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 77

80 High rise Construction Low VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Senior Project Manager Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Manager Assistant Superintendent/ Foreman Site Clerk Construction Manager Typical VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Senior Project Manager Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Manager Assistant Superintendent/ Foreman Site Clerk Construction Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

81 Construction High rise Construction High VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Senior Project Manager Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Manager Assistant Superintendent/ Foreman Site Clerk Construction Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 79

82 Residential Construction Low VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Senior Project Manager Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Manager Assistant Superintendent/ Foreman Typical VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Senior Project Manager Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Manager Assistant Superintendent/ Foreman All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

83 Construction Residential Construction High VAN CG EDM WIN REG GTA OTT MTL Vice President, Construction Project Manager Project Coordinator Senior Project Manager Estimator Superintendent Finishing Super Customer Service Coordinator Customer Service Manager Assistant Superintendent/ Foreman All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 81

84 Development Management Low VAN CG EDM GTA OTT Vice President, Development Senior Development Manager Development Manager Junior/Assistant Development Manager Typical VAN CG EDM GTA OTT Vice President, Development Senior Development Manager Development Manager Junior/Assistant Development Manager High VAN CG EDM GTA OTT Vice President, Development Senior Development Manager Development Manager Junior/Assistant Development Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

85 Construction Mechanical Construction Low VAN CG EDM GTA OTT Vice President, Construction Project Manager Project Coordinator Chief Estimator n/a Estimator Superintendent Assistant Superintendent Typical VAN CG EDM GTA OTT Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent High VAN CG EDM GTA OTT Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 83

86 Electrical Construction Low VAN CG EDM GTA OTT Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent Typical VAN CG EDM GTA OTT Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

87 Construction Electrical Construction High VAN CG EDM GTA OTT Vice President, Construction Project Manager Project Coordinator Chief Estimator Estimator Superintendent Assistant Superintendent Building Automation Low VAN GTA OTT BAS Technician LVL BAS Technician LVL BAS Technician LVL BAS Project Manager BAS Estimator BAS Designer All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 85

88 HUMAN RESOURCES

89 AT A GLANCE 51% of HR professionals say their salary is competitive with market rate 75% of HR professionals say their industry has a moderate to extreme skills shortage The main recruitment challenges are local competition for talent (55%) and salary (52%) 36% of HR professionals say the strengthening Canadian dollar has had a positive effect on their business outlook 36% of HR leaders plan to increase headcount in Hays Salary Guide 87

90 SECTOR OVERVIEW As the hiring market heats up, attraction and retention become business-critical concerns, and human resources leaders are at the centre of that renewed focus. HR professionals now have a seat at the table as business partners and strategic directors, and this is having a positive effect in many companies as people policies are seen as business policies. We are seeing significant demand for HR professionals with compensation expertise, as companies develop more sophisticated compensation policies to retain their workforce. Performance-related pay is gaining popularity, and many companies are de-coupling compensation from performance management and career progression to enable a more fluid and tailorable approach. Automation continues to grow, and those who are not already using it are investing in software to improve efficiency and consistency. The focus on efficiency and compliance is also driving demand for HRIS experts, as companies look for ways to optimize data access and organization.

91 Human Resources Market insights HR respondents were slightly ahead of average on business activity, with 63 per cent saying it increased in 2017, and 71 per cent expecting further growth next year, compared with the overall results of 60 per cent in 2017 and 70 per cent expected in Business activity 2017 Projected % 71% 34% more HR professionals saw activity increase in 2017 than in % 12% Increase Remain the same Decrease 24% 5% Hiring trends Hiring activity was on par with average rates, which is not surprising as HR is spread across all industries and has the most insight into workforce changes. Permanent staff levels 2017 Projected % 36% Temporary staff levels 2017 Projected % 25% 9% more HR professionals increased headcount in 2017 than in % 59% 54% 63% 15% 5% 16% 12% Increase Remain the same Decrease Increase Remain the same Decrease 2018 Hays Salary Guide 89

92 Compensation and benefits HR professionals were 24 per cent more likely to say salaries increased by less than three per cent, compared to the overall results. How did salaries change in 2017, and how do HR managers expect them to change in 2018? 60% 50% 40% 30% 20% 18% of HR professionals say salaries increased more than three per cent 10% 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 87% Dental 84% 3 weeks+ vacation time 72% Pension/RRSP contribution 53% Flexible work hours 46% Hays Salary Guide

93 Human Resources At Intact, we believe workforce diversity provides a competitive advantage, especially in a world that is constantly changing and with disruptors forcing everyone to re-think the way they do business. The objective is then to attract and retain employees of various backgrounds and profiles that will each contribute in their own unique way to our organization. The challenge is that they also come with their own different needs and preferences in terms of compensation. As a result, our compensation strategy aims to provide a total rewards offering with competitive core compensation elements and a vast array of flexible benefits. We are always on the lookout for upcoming and innovative benefits that would provide value to our employees. If we can offer a package that will evolve with the changing needs of our employee, then we will be successful in having the best team. Mathieu Boisvert, Vice-Président Rémunération, Intact Financial Corporation Roles in Demand HRIS experts Talent management leaders Compensation /total rewards experts Job seeker insights 1. For new graduates struggling to find an HR-specific role, consider starting in administration and communicating your desire to move into human resources. 2. Develop your cross-functional understanding and get involved in new projects to be noticed and recognized as a business partner. 3. Consider investing in continual learning and education to drive your career. The right designation or certification will help your resume stand out. Employer insights 1. Embrace hiring from other industries not only can you expand your talent pool, but these HR professionals will bring new creative ideas. 2. HR leaders want to know they can impact company policy and results so promote their ability to influence the business when hiring. 3. Sometimes employers become highly focused on very specific skill sets, to the detriment of their candidate search. Be open minded about exact skills and look for the right attitude and approach. HR operations 2018 Hays Salary Guide 91

94 Generalist Low Vancouver Calgary GTA Ottawa Montréal Vice President Director Business Partner Manager Generalist Coordinator Administrator/Assistant Typical Vancouver Calgary GTA Ottawa Montréal Vice President Director Business Partner Manager Generalist Coordinator Administrator/Assistant High Vancouver Calgary GTA Ottawa Montréal Vice President Director Business Partner Manager Generalist Coordinator Administrator/Assistant All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

95 Human Resources Organizational Development Low Vancouver Calgary GTA Ottawa Montréal Vice President Change Manager Learning/Training Manager Coordinator Typical Vancouver Calgary GTA Ottawa Montréal Vice President Change Manager Learning/Training Manager Coordinator High Vancouver Calgary GTA Ottawa Montréal Vice President Change Manager Learning/Training Manager Coordinator All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 93

96 Compensation & Benefits Low Vancouver Calgary GTA Ottawa Montréal Vice President/Director Manager Specialist Analyst Coordinator/Administrator Typical Vancouver Calgary GTA Ottawa Montréal Vice President/Director Manager Specialist Analyst Coordinator Administrator High Vancouver Calgary GTA Ottawa Montréal Vice President/Director Manager Specialist Analyst Coordinator/Administrator All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

97 Human Resources Recruitment Low Vancouver Calgary GTA Ottawa Montréal Director Manager Specialist Administrator Typical Vancouver Calgary GTA Ottawa Montréal Director Manager Specialist Administrator High Vancouver Calgary GTA Ottawa Montréal Director Manager Specialist Administrator All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 95

98 HRIS Low Vancouver Calgary GTA Ottawa Montréal Manager Specialist Administrator Typical Vancouver Calgary GTA Ottawa Montréal Manager Specialist Administrator High Vancouver Calgary GTA Ottawa Montréal Manager Specialist Administrator All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

99 RECRUITMENT REMODELLED The art & science of successful recruitment Download at hays.ca/find-engage Get the latest Hays whitepaper for insights into the evolving recruitment landscape. Find out how the latest advancements in data and artificial intelligence are changing how employers find and engage passive candidates.

100 INFORMATION TECHNOLOGY

101 AT A GLANCE 41% of IT professionals say their salary is competitive with market rate 86% of IT managers say they have a moderate to extreme difficulty recruiting top talent The main recruitment challenges are insufficient or low quality applications (56%) and salary (45%) 49% of IT managers have offered a pay rate above the salary band to secure a specific candidate 52% of IT employers plan to increase headcount in Hays Salary Guide 99

102 SECTOR OVERVIEW IT professionals remain some of the most in-demand candidates in Canada, especially those with expertise in development, security, cloud, or big data. There is a lot of competition nationwide. Vancouver, traditionally Canada s start-up hub, is now struggling to attract top talent to the region due to the rising cost of living. With large employers such as Amazon and Microsoft able to pay top rates, there is a severe shortage of available candidates, especially in software development. In Alberta, the City of Calgary has had its first successes in its initiative to attract IT business to the area. The city will also bid on Amazon s HQ2, which would be a boon for the still-recovering region. Toronto s technology sector has heated up in the past year, including several new start-ups and recent acquisitions. One major challenge has been as new technologies develop there is a gap between company needs and candidate experience. Candidates with the most up-to-date skillsets can demand a premium. Growth continues in Ottawa s high-tech hub of Kanata. The region s traditional strength of hardware has made it a challenge to find talent as companies shift towards software development. Large employers such as Shopify, Apple, and BlackBerry QNX are forcing employers to compete for specialists in software-as-a-service, artificial intelligence, and even self-driving cars thanks to Ford s recently opened R&D site. Invest Ottawa predicts 10,000 new tech jobs for the city by Finally, technology is a major driver for Quebec s economic growth. Montréal is one of Canada s hubs of AI and machine learning, and we are seeing major investments in these and other developing technologies.

103 Information Technology Market insights IT saw the biggest business activity increases, with 64 per cent of respondents saying it increased in Next year s expectation is higher than 2017, but on par with the overall results. Business activity 2017 Projected % 70% 33% more IT employers say business activity grew in 2017 than in % 7% 25% 5% Increase Remain the same Decrease Hiring trends IT employers saw one of the highest rates of headcount increases in 2017, and this is expected to be even higher next year. With hiring expectations much higher than most sectors, IT employers will continue to be challenged by the nationwide skills shortage. Permanent staff levels 2017 Projected % 52% Temporary staff levels 2017 Projected % 30% 18% more IT employers increased headcount in 2017 compared to % 25% 37% 11% 32% 53% 23% 17% Increase Remain the same Decrease Increase Remain the same Decrease 2018 Hays Salary Guide 101

104 Compensation and benefits Despite high demand for talent, IT employers are increasing salaries at below-average rates. More than a third offered no increases 40 per cent higher than average. This trend could be changing. Looking ahead, one-third of IT employers expect to increase salaries by more than three per cent next year, which is 28 per cent higher than the overall average. How did salaries change in 2017, and how do IT employers expect them to change in 2018? 50% 40% 30% 20% 10% 23% of IT employers increased salaries by more than three per cent in % Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 75% Dental 71% 3 weeks+ vacation time Ability to work from home 58% 55% Flexible work hours 50% Hays Salary Guide

105 Information Technology There is a great deal of competition for the best talent in the IT and digital areas, but Canada is fortunate in that we have some of the best schools for growing our own IT talent, as well as having great talent coming to Canada from all over the world. A key focus area for us at RSA is our commitment to offer talented individuals a really great working environment. We ve introduced the Better Ways of Working program to offer a high degree of flexibility in working hours and location. We are also driving key diversity & inclusion (D&I) initiatives, as well doing other innovative work to support an exciting workplace culture. Ultimately, our goal is to provide a working environment where everybody counts and both innovation and learning are embraced. Michael McGuire, Vice President, Talent, RSA Roles in Demand Cyber security specialists Cloud specialists Big Data scientists Job seeker insights 1. Branch out to new skill sets to avoid getting siloed or seeing your skill set become obsolete. The right IT skills can demand a premium, but those skills won t be the same in five years. 2. Keep an open mind to find the role that aligns with your career goals and preferences. Flexibility on location, industry, and project type can expand your opportunities. 3. Know what skills are becoming more sought after within your expertise. For example, learn automation testing to stay relevant in QA. Employer insights 1. Ensure you are offering competitive salaries, at least meeting market rate. In a highly competitive space a salary band below market expectations will seriously hinder your hiring prospects. 2. Define and communicate your company culture and value proposition, such as flexibility, work environment, or training support. Why should IT candidates pay attention? 3. Be realistic when hiring for new technology or languages. Offer training and certification support, as well as the latest technology to help grow the talent you need. DevOps Software developers 2018 Hays Salary Guide 103

106 Business Intelligence National Low Typical High BI/Data Warehouse Architect BI Manager MI Manager Data Manager Information Manager Database Designer Database Administrator Database Developer ETL Developer BI Developer MI Developer Performance Analyst BI Analyst MI Analyst All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

107 Information Technology Cloud Infrastructure National Low Typical High Enterprise Architect AWS/Azure Enterprise Architect Citrix Enterprise Architect VMware Architect AWS/Azure Architect Citrix Architect VMware Project Manager AWS/Azure Project Manager Citrix Project Manager VMware Senior Engineer AWS/Azure Senior Engineer Citrix Senior Engineer VMware Engineer AWS/Azure Engineer Citrix Engineer VMware Dev Ops AWS/Azure/Etc All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 105

108 Development National Low Typical High Development Director Development Manager Software Architect C#/ASP.net Software Architect Java Software Architect VB.net Technical Lead C#/ASP.net Technical Lead Java Technical Lead VB.net Senior Analyst/Developer C#/ASP.net Senior Analyst/Developer Java Senior Analyst/Developer VB.net Developer C#/ASP.net Developer Java Developer VB.net Junior Developer C#/ASP.net Junior Developer Java Junior Developer VB.net Senior Mobile Developer ios/android/win Junior Mobile Developer ios/android/win Web Developer LAMP Web Developer Ruby on Rails Web Developer Drupal/Wordpress/Joomla Front End Web Developer Angular/Backbone/React/Ember Back End Developer Node.js/PHP/Ruby/Python Front End Web Developer HTML/CSS/XML/etc Sharepoint Developer Analyst Programmer C/C Database Developer MSSQL/PL/SQL All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

109 Information Technology Enterprise Resource Planning (SAP) National Low Typical High Program Manager Project Manager Solution Architect Technical Architect AFS Consultant APO Consultant BASIS Consultant BI Consultant BI BO Consultant CRM Consultant CS Consultant FI/CO Consultant HCM Consultant IS Automotive Consultant IS Oil Consultant IS Public Services Consultant IS Retail Consultant IS Utilities Consultant Netweaver Consultant PP/PI Consultant SD/MM Consultant SRM Consultant WM/QM/PP Consultant ABAP Developer All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 107

110 Enterprise Resource Planning (Oracle) National Low Typical High UCM Developer ODI Developer OBIEE Developer HR Consultant Procurement Consultant Financials Consultant Infrastructure National Low Typical High Infrastructure Specialist/Architect Dev Ops Infrastructure Service Delivery Manager Network Engineer Server Support Engineer Field Engineer Service Desk Manager Systems Administrator Application Support Analyst Desktop Support Analyst Helpdesk/Service Desk Analyst All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

111 Information Technology Leadership National Low Typical High Transformation Director CIO TSX CIO TSX CIO SME CTO TSX CTO TSX CTO SME IT Director TSX IT Director TSX IT Director SME Chief Information Security Officer Head of IT Security Head of IT Head of Development Head of Infrastructure Head of Service Delivery Head of Business Intelligence Business Architect Enterprise Architect Technical Architect IT Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 109

112 Projects & Change Management National Low Typical High Program Director Head of PMO Portfolio Manager Program Manager Project Manager Senior Project Manager Mid Project Manager Junior Change Manager Release Manager Business Analyst Senior Business Analyst Mid Business Analyst Junior Security National Low Typical High Information Security Architect Information Security Manager Information Security Software Developer Information Security Engineer Information Security Analyst Information Security Administrator CLAS Consultant Penetration Tester All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

113 Information Technology Telecoms National Low Typical High Program Manager Project Manager Project Coordinator Business Analyst IP & Ethernet Engineer Network Deployment & Support Engineer PDH/SDH Transmission Design Engineer NOC/NMC Support Engineer Provisioning Engineer Voice & Contact Centre Engineer Network Capacity Planning Engineer RAN/RF Engineers Mobile Network Architect OSS/BSS Solutions Architect Product Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 111

114 Testing (functional) National Low Typical High QA Analyst Senior Test Analyst Manual QA Analyst Automated QA Analyst Senior Test Analyst Technical Lead Test Analyst Test Lead Test Manager DevOps Testing (non functional) National Low Typical High QA Analyst Senior Test Analyst Technical Lead Test Analyst Test Lead Test Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

115 SALARY CHECKER The latest salary data at your fingertips Visit the Hays Salary Checker today hays.ca/salary-guide/calculator/

116 LEGAL

117 AT A GLANCE 42% of legal professionals say their salary is competitive with market rate 59% of legal professionals say the industry suffers from a moderate to extreme skills shortage The main reasons for the skills shortage are lack of training and development (38%) and people leaving to join a different industry (25%) 40% of legal professionals say global political uncertainty has had a negative effect on their business outlook 55% of legal employers plan to increase headcount in Hays Salary Guide 115

118 SECTOR OVERVIEW The legal landscape in Toronto is becoming much more competitive and clients are expecting more from their law firms, which is making customer service a critical business issue. Small and medium-sized law firms that can offer a more personalized experience are increasingly winning business. The insurance law market is becoming somewhat depressed as insurance companies bring their litigation work in-house at an increasing pace, causing insurance defence firms to shrink. Personal injury firms are also not as lucrative as they once were due to recent provincial changes. This has an effect on hiring, as firms are either downsizing or not rehiring once someone leaves their firms. Employment, family, and corporate commercial law all continue to be busy with a lot of firms in these areas adding staff. With the recent provincial changes, residential real estate seems to be cooling off, but it is too early to tell if this is seasonal, or part of a long-term trend.

119 Legal Market insights Fifty-eight per cent of legal employers say business activity increased in 2017, slightly below the national average. Next year s outlook is also below average, with 66 per cent expecting further growth, compared to 70 per cent overall. Business activity 2017 Projected % 65% 28% more legal employers saw activity increase in 2017 than in % 17% 28% 7% Increase Remain the same Decrease Hiring trends One-third of legal employers increased headcount in 2017, but more than half (55%) expect to increase workforce levels next year. This is 45 per cent higher than overall expectations. Permanent staff levels 2017 Projected % 55% Temporary staff levels 2017 Projected % 35% 26% more legal employers increased headcount in 2017 than in % 28% 35% 10% 55% 10% 64% 11% Increase Remain the same Decrease Increase Remain the same Decrease 2018 Hays Salary Guide 117

120 Compensation and benefits Legal employers were 75 per cent more likely than average to increase salaries more than five per cent in 2017, and are more than twice as likely as average to expect similar increases next year. However, they are also more likely to say salaries will remain the same, so where increases are offered employees may see higher than average raises, but in general legal employees are not more likely to receive a salary increase. How did salaries change in 2017, and how do legal employers expect them to change in 2018? 50% 40% 30% 20% 28% of legal employers increased salaries by more than three per cent in % 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 73% 3 weeks+ vacation time 67% Dental 66% Flexible work hours 41% Ability to work from home 40% Hays Salary Guide

121 Legal The legal hiring market is always competitive, and many firms are unwilling to compromise on experience or industry. For example, firms hiring for commercial real estate won t consider lawyers with residential real estate experience. This is limiting an already small talent pool. Legal employers are understandably wary of hiring those they see as job hoppers who have moved a number of times in a few years. However, legal candidates are often moving for a higher salary, so legal firms looking to retain should ensure they are matching market rate and assessing salary levels during performance reviews. Finally, we re seeing an increased focus on finding candidates with the right soft skills and customer service approach, with assessing personality fit and attitude during the hiring process seen as increasingly important. Louisa Benedicto, Vice-President, Hays Canada Roles in Demand Commercial real estate law clerks Corporate law clerks Lawyers 2+ years post call Job seeker insights 1. Define your priorities so you re best placed to consider job offers. For example, if you d rather compromise on salary than vacation, that could open up new avenues for negotiation. 2. Leverage your current experience to smoothly transition to new areas. For example, it s easier to move from insurance litigation to employment law, than to corporate commercial. 3. Take a long term career view, not just focused on this role or firm. That might mean making a lateral move in the short term for better long term prospects. Employer insights 1. Legal support professionals are looking for work-life balance so offer flexible hours or work from home options to attract and secure these candidates. 2. Ensure you are meeting market rate. Only one firm can pay the most, but if you re not meeting market rate you will struggle to attract top talent. 3. Offer and promote clear career development opportunities such as mentorship and stretch assignments to attract and retain ambitious legal professionals. Corporate lawyers Litigation lawyers 2018 Hays Salary Guide 119

122 Private Practice Experience Large Firm Mid Size Small 1st Year nd Year rd Year th Year th Year th Year th Year Income Partner Annual Bonus 10 25% In House Small Medium Company National Junior Counsel (typically 1 3 years) Legal Counsel (typically 3 5 years) Senior Counsel (typically 5 8 years) General Counsel (typically 8 years plus) Large Company National Junior Counsel (typically 1 3 years) Legal Counsel (typically 3 5 years) Senior Counsel (typically 5 8 years) General Counsel (typically 8 years plus) *Please note that these figures may vary between industries and depending on other market factors. Individual advice can be provided *Years account for post call experience *Base salaries only, exclusive of bonus, stock options or other non monetary benefits that would increase the total package All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

123 Legal Legal Support Small Firm National Large Firm National Junior Legal Assistant Intermediate Legal Assistant Senior Legal Assistant Junior Law Clerk Intermediate Law Clerk Senior Law Clerk Paralegal Office Manager Junior Legal Assistant Intermediate Legal Assistant Senior Legal Assistant Junior Law Clerk Intermediate Law Clerk Senior Law Clerk Paralegal All figures are expressed in thousand Canadian dollars and as annual gross salaries. Mid size Firm National Junior Legal Assistant Intermediate Legal Assistant Senior Legal Assistant Junior Law Clerk Intermediate Law Clerk Senior Law Clerk Paralegal Office Manager Hays Salary Guide 121

124 MANUFACTURING & LOGISTICS

125 AT A GLANCE 37% of manufacturing and logistics professionals say their salary is competitive with market rate 84% of HR professionals say the manufacturing and logistics industry suffers from a moderate to extreme skills shortage The main reasons for the skills shortage are fewer people joining the industry (37%) and people leaving to join a different industry (25%) 32% of manufacturing professionals say minimum wage changes are having a negative effect on their business outlook 30% of manufacturing and logistics employers plan to increase headcount in Hays Salary Guide 123

126 SECTOR OVERVIEW The manufacturing and logistics sector remains steady and positive, overall. While the political change in the US and a low Canadian dollar have traditionally worried the Canadian employers in M&L, we are still seeing stable business activity and a continued demand for talented, experienced, and skilled candidates. Canada continues to be a strong logistics hub, driving high demand for supply chain, logistics warehousing, and transportation professionals. The employment rate has been fairly high, which is driving demand for consumer goods, causing increased hiring activity. Organizations continue to invest in automation, robotics, equipment, machinery, systems, and technology, creating additional demand for candidates who can commission, install, operate, service, maintain, and engineer equipment.

127 Manufacturing & Logistics Market insights More than half of manufacturing and logistics employers (57%) saw activity increase, just five per cent lower than the overall results. However, next year the industry s expectations are on par with the cross-functional average. Business activity 2017 Projected % 70% 16% more manufacturing and logistics employers saw activity increase in 2017 than in % 16% Increase Remain the same Decrease 21% 9% Hiring trends Manufacturing and logistics employers were equally likely as other industries to increase headcount in 2017, but are more cautious in their future plans. These respondents are 14 per cent less likely to say they will increase headcount next year compared to the average results. Permanent staff levels 2017 Projected % 30% Temporary staff levels 2017 Projected % 28% 18% more manufacturing and logistics employers increased headcount in 2017 than in % 22% Increase Remain the same Decrease 60% 10% 56% 18% Increase Remain the same Decrease 58% 14% 2018 Hays Salary Guide 125

128 Compensation and benefits Fourteen per cent more manufacturing and logistics employers offered salary increases in 2017 compared to overall average, however, three-quarters of these increases were less than three per cent, so employees in this industry are not likely to receive wage increases above cost-of-living. How did salaries change in 2017, and how do manufacturing and logistics employers expect them to change in 2018? 60% 50% 40% 30% 20% 21% of manufacturing and logistics employers increased salaries by more than three per cent in % 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 84% Dental 80% 3 weeks+ vacation time 62% Pension/RRSP contribution 50% Individual performance related bonus 37% Hays Salary Guide

129 Manufacturing & Logistics As the Supply Chain & Procurement group for the KFC, Taco Bell and Pizza Hut Franchisees in Canada, we re always looking for top talent that are the right fit for our culture. Certainly, candidates who have strong strategic sourcing capabilities and supply chain leadership in the food industry are likely to get an interview, but what really makes us take notice is someone with drive, vision, growth mindset, and collaboration skills. The person who can showcase not only their sourcing skills, but also their personality fit and great attitude will stand out as a candidate and as an employee. Gorett Serra, HR Generalist, UPGC Roles in Demand Demand & supply managers Operations managers Ticketed skilled trades Job seeker insights 1. Participate in cross-functional projects and training to become a well-rounded candidate. 2. Ensure continual learning is part of your career plan. Invest in designations or certifications specific to your area of work. 3. Develop your soft skills. Traits such as communication and leadership are sought after by employers. Employer insights 1. Where possible offer steady shifts to attract candidates. Many candidates are looking for work-life balance and are not interested in rotating shifts. 2. Besides base compensation and medical benefits, candidates are looking for flexible hours and work from home options. Including these options makes your organization stand out as the Employer of choice in this competitive market. 3. Offer career progression and career development opportunities. Candidates are looking for opportunities to develop themselves. Process improvement managers Change management professionals Lean Six Sigma professionals 2018 Hays Salary Guide 127

130 Manufacturing National Low Typical High COO Vice President, Operations Vice President, Warehousing/Transportation Vice President, Manufacturing Regional/District Operations Manager Regional Director, Manufacturing Regional Director, Corporate Compliance Regional Director, Quality Assurance Vice President, Supply Chain Director, Sales & Operations Planning Manager, Supply Planning Manager, Demand Planning Operations Manager Plant Manager Operations Group Leader Group Leader/Production Manager Team Leader/Shift Supervisor Materials Group Leader Manager, Production Planning Production Planner Scheduler Maintenance Manager Reliability Group Leader Reliability Team Lead Reliability Engineer Director, Process Optimization Director, Industrial Engineering All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

131 Manufacturing & Logistics Manufacturing National Low Typical High Director, Process Improvement Vice President, Reliability & Engineering Director, Plant Automation Maintenance Supervisor Manufacturing Engineer MRO Planner Production/Packaging Supervisor Engineering Manager Quality Assurance Manager Sanitation Group Leader Sanitation Team Leader Quality Engineer Process Engineer Process Modelling Analyst Industrial Engineer Chief Operating Engineer/Power Engineer Second Class Stationary Engineer 32 40/hr* 32 40/hr* 32 44/hr* Dual Ticket 35 40/hr* 40 42/hr* 40 42/hr* Certified Electrician 27 37/hr* 27 37/hr* 27 37/hr* Certified Millwright 27 37/hr* 27 37/hr* 27 37/hr* Refrigeration A 27 32/hr* 32 38/hr* 38 42/hr* Refrigeration B 27 32/hr* 32 38/hr* 38 42/hr* *Hourly rate All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 129

132 Logistics National Low Typical High Vice President, Warehousing/ Transportation Vice President, Operations Regional Director Director, Account Management Director, Inventory Director, Process Improvement Director, Supply Chain Director, Operations Transportation Manager Logistics Manager Inventory Manager Customs & Compliance Manager Direct to Store Delivery Manager Fleet Manager Forecasting Manager Warehouse Manager Operations Manager Transportation/Logistics Supervisor Fleet Supervisor Fleet Analyst Process Engineer Forecasting Analyst Warehouse Supervisor Transportation Analyst Supply Chain Analyst Logistics Coordinator Dispatcher All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

133

134 OFFICE PROFESSIONALS

135 AT A GLANCE 30% of office professionals say their salary is competitive with market rate 32% of office professional managers say they face significant to extreme difficulty recruiting top talent The biggest recruitment challenges are insufficient applications (56%) and salary levels (44%) 44% of office professionals received a salary increase in the last 12 months 46% of office professional managers plan to increase headcount in Hays Salary Guide 133

136 SECTOR OVERVIEW Demand for skilled office professionals is high, thanks to increased business activity across many industries and the lowest unemployment rate for 16 years. We are seeing especially high demand in construction and real estate, retail, and manufacturing. Regulatory changes in Ontario could have a significant impact on the function. Bill 148 would see it become illegal to pay less to a temporary worker than to someone full time doing the same role, and a staggered minimum wage increase was recently approved, which will see rates gradually rise until reaching $15 an hour in January These changes could impact pay rates for office professionals, however, employers may choose to do more with less rather than increasing payroll costs in this department. We are already seeing a trend towards hybrid roles, such as office manager and bookkeeper, or EA and office manager.

137 Office Professionals Market insights Business activity increases were on par with overall results, and next year s outlook is almost as high as average predictions, with more than two-thirds of respondents from this function expecting activity to increase further. Business activity 2017 Projected % 69% 3% fewer respondents say activity increased in 2017 than in % 14% 26% 5% Increase Remain the same Decrease Hiring trends Permanent hiring lagged slightly behind other industries, but temporary staffing levels increased 40 per cent more than average in the office professionals department. Next year respondents hope to see those trends switch, with contingent hiring predictions in line with overall expectations, but permanent hiring plans 21 per cent higher than average. Permanent staff levels 2017 Projected % 46% 41% Temporary staff levels 2017 Projected % 49% 51% 7% more office professional employers increased headcount in 2017 than in % Increase Remain the same Decrease 51% 3% 44% 7% Increase Remain the same Decrease 21% 2018 Hays Salary Guide 135

138 Compensation and benefits Office professionals were equally likely to receive a pay increase compared to all functions, but were 11 per cent more likely to see increases of less than three per cent. Looking ahead, these respondents are 23 per cent more likely to say salaries will remain the same, compared with overall results. How did salaries change in 2017, and how do office professional managers expect them to change in 2018? 50% 40% 30% 20% 20% of office professional managers increased salaries by more than three per cent in % 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 67% Dental 64% 3 weeks+ vacation time 43% Pension/RRSP contribution 31% Onsite parking/parking subsidy 25% Hays Salary Guide

139 Office Professionals As our business activity increases there is a lot of demand for great administrators and other office professionals. Although there are a lot of candidates available in the market, it can be challenging to find people with the right skills, experience, and attitude. This type of role used to be seen as a temporary stepping stone, but now there are clear career paths and growth opportunities within administration and other office support roles. That shift in perspective means candidates are staying in the function longer, and are looking for companies they can grow with. Manish Agarwal, CPA, CA, VP Finance, ClearPier Roles in Demand Property administrators Real estate law clerks Bilingual administrators Job seeker insights 1. Become an expert in a specific industry or sector to become a sought-after candidate. Consider contracting as a way to get your start in an industry. 2. The people you know are one of your best career assets. Invest time networking and building relationships so when you re ready to move, you have the connections to help you. 3. You re never done learning. Stay up to date on the latest software, especially MS Office, and consider getting a diploma or certification to get in-demand skills. Employer insights 1. If you are struggling to find candidates with the exact skills you need, hire for attitude and potential then train them for the position. 2. Ensure you are meeting market rate. Candidates are aware of their value and are not willing to accept a salary below the typical range. 3. Consider hiring skilled office professionals from other industries to expand your talent pool and bring in new ideas and approaches. Professionals with hybrid skill sets 2018 Hays Salary Guide 137

140 Office Professionals Low Vancouver Calgary GTA Ottawa Senior Executive Assistant Customer Service Manager Senior Administrative Assistant Executive Assistant Project Administrator/Assistant Office Manager Administrative Assistant Front Desk Coordinator Switchboard Operator Receptionist Customer Service Representative (CSR) Bilingual CSR General Office Clerk Mail Room Clerk Order Desk Records Control Clerk Data Entry Clerk Data Entry Supervisor All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

141 Office Professionals Office Professionals Typical Vancouver Calgary GTA Ottawa Senior Executive Assistant Customer Service Manager Senior Administrative Assistant Executive Assistant Project Administrator/Assistant Office Manager Administrative Assistant Front Desk Coordinator Switchboard Operator Receptionist Customer Service Representative (CSR) Bilingual CSR General Office Clerk Mail Room Clerk Order Desk Records Control Clerk Data Entry Clerk Data Entry Supervisor All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 139

142 Office Professionals High Vancouver Calgary GTA Ottawa Senior Executive Assistant Customer Service Manager Senior Administrative Assistant Executive Assistant Project Administrator/Assistant Office Manager Administrative Assistant Front Desk Coordinator Switchboard Operator Receptionist Customer Service Representative (CSR) Bilingual CSR General Office Clerk Mail Room Clerk Order Desk Records Control Clerk Data Entry Clerk Data Entry Supervisor All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

143

144 PROCUREMENT

145 AT A GLANCE 33% of procurement professionals say their salary is competitive with market rate 51% of procurement managers say they have significant to extreme difficulty recruiting top talent The main recruitment challenges are insufficient or low quality applications (53%) and salary (41%) 30 per cent of procurement managers have increased a salary offer to secure a specific candidate 33% of procurement employers plan to increase headcount in Hays Salary Guide 143

146 SECTOR OVERVIEW The procurement profession continues to mature as companies see the strategic value the function offers when integrated throughout business processes. Forward-thinking companies are giving procurement a seat at the table, and reaping the benefits of that expertise and broad business understanding. As procurement is increasingly seen as a business partner, employers are looking for professionals with the ability to build and implement strategy, and to analyze processes to find efficiencies. Candidates who can build and foster relationships, and maintain them throughout a negotiation process are in high demand. While in many companies it remains a tactical function, we are increasingly hearing from employers who want someone who can think outside the box to find cost saving opportunities. This trend is only likely to grow, so procurement professionals can be confident in their place as a strategic partner that can impact the bottom line.

147 Procurement Market insights While business activity growth was on par with the overall results in 2017, procurement respondents were the most likely to say that business activity will increase in Three-quarters (75%) expect to see increasing activity in the year to come, compared to 70 per cent of employers overall. Business activity 2017 Projected % 75% 8% fewer procurement employers say business activity increased in 2017 than in % 13% Increase Remain the same Decrease 19% 6% Hiring trends Despite very high expectations for business activity, procurement teams are some of the least likely to increase in size in the next 12 months, with 33 per cent saying they will increase headcount in However, contingent staff levels are highly likely to increase. Almost one-third (31%) say they will increase their temporary or contract workforce next year, 19 per cent higher than the national average. Permanent staff levels 2017 Projected % 32% 44% 49% Temporary staff levels 2017 Projected % 43% 45% 40% 7% more procurement employers increased headcount in 2017 compared to % Increase Remain the same Decrease 19% 17% Increase Remain the same Decrease 24% 2018 Hays Salary Guide 145

148 Compensation and benefits Almost one in five (19%) procurement employers say they increased salaries by more than five per cent the highest of any function. However, this group was also more likely to say they did not increase salaries. Looking ahead, this trend holds true for 2018 as well. Twenty-one per cent of procurement employers say they will increase salaries by more than five per cent and 28 per cent will hold salaries steady. How did salaries change in 2017, and how do HR and procurement managers expect them to change in 2018? 50% 40% 30% 20% 37% increased salaries by more than three per cent in % 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 78% Dental 75% 3 weeks+ vacation time Pension/RRSP contribution 49% 54% Flexible work hours 39% Hays Salary Guide

149 Procurement Like many industries, the evolution of technology such as Industry 4.0, Internet of Things, robotics, and blockchain, is changing the face of the business and putting more pressure on procurement and supply chain to keep up with automation and digitization to improve visibility and efficiency. This is driving demand for procurement professionals who can create value and enable their organizations by leveraging these technologies to enhance competitiveness. Companies are looking for leaders with the experience and ability to manage global sourcing and supplier risk, who can create value beyond hard-saving while effectively partnering with key stakeholders. Wael Safwat, Chartered FCIPS, Chair of CIPS, Canada Branch, CIPS Roles in Demand Procurement specialists Procurement managers Buyers Job seeker insights 1. Relationships are particularly important for procurement professionals. Invest time networking and making connections to help support and drive your career. 2. Know and be able to articulate your value add. Employers want procurement professionals who can find efficiencies and impact the bottom line. 3. Consider investing in continuing education. Degrees and certifications such as MBA and SCMP are valued by employers. Employer insights 1. Be open to candidates from other industries. A narrow focus will reduce your talent pool and means you could miss out on new ideas and innovative approaches. 2. If you can t find procurement professionals with the experience you need, consider hiring junior professionals or newcomers to Canada that you can train and develop. 3. We are seeing a disconnect between internal recruitment teams and procurement candidates. Educate HR so they can sell roles to candidates to reduce rejected offers. Category managers Sourcing managers Strategic sourcing specialists 2018 Hays Salary Guide 147

150 Procurement Low Vancouver Calgary GTA Ottawa Head of Procurement/Chief Procurement Officer Vice President Procurement Director Procurement Senior Procurement Manager Procurement Manager Vendor Manager Category Manager Senior Contracts Manager Contracts Manager Contracts Specialist Contracts Administrator Senior Procurement Specialist Procurement Specialist Senior Procurement Analyst Procurement Analyst Strategic Sourcing Manager Sourcing Specialist Purchasing Manager Purchasing Officer/Specialist Purchasing Assistant Purchasing Coordinator Senior Buyer Buyer Junior Buyer All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

151 Procurement Procurement Typical Vancouver Calgary GTA Ottawa Head of Procurement/Chief Procurement Officer Vice President Procurement Director Procurement Senior Procurement Manager Procurement Manager Vendor Manager Category Manager Senior Contracts Manager Contracts Manager Contracts Specialist Contracts Administrator Senior Procurement Specialist Procurement Specialist Senior Procurement Analyst Procurement Analyst Strategic Sourcing Manager Sourcing Specialist Purchasing Manager Purchasing Officer/Specialist Purchasing Assistant Purchasing Coordinator Senior Buyer Buyer Junior Buyer All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 149

152 Procurement High Vancouver Calgary GTA Ottawa Head of Procurement/Chief Procurement Officer Vice President Procurement Director Procurement Senior Procurement Manager Procurement Manager Vendor Manager Category Manager Senior Contracts Manager Contracts Manager Contracts Specialist Contracts Administrator Senior Procurement Specialist Procurement Specialist Senior Procurement Analyst Procurement Analyst Strategic Sourcing Manager Sourcing Specialist Purchasing Manager Purchasing Officer/Specialist Purchasing Assistant Purchasing Coordinator Senior Buyer Buyer Junior Buyer All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

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154 PROPERTY & FACILITIES MANAGEMENT

155 AT A GLANCE 49% of property professionals say their salary is competitive with market rate 46% of managers in the property and facilities management sector say they face significant to extreme difficulty hiring The main recruitment challenges are insufficient quality applications (56%) and salary (49%) 41% of property professionals say the real estate market has had a positive effect on their business outlook 37% of property employers plan to increase headcount in Hays Salary Guide 153

156 SECTOR OVERVIEW This year has seen a lot of change in Canada s property sector, from acquisitions such as Cushman Wakefield taking over 20 Vic and all of its properties, Smart REIT and Strathallen acquiring OneREIT assets, and the continued growth of Quadreal Property Group. There have also been a number of major properties changing hands, such as Kingsett Capital s purchase of 700 University Avenue and buy out of Scotia Plaza from Dream Office REIT, and Canderel purchasing Constitution Square from Oxford. Many companies are stepping back to focus on specific areas or property types. For example, Cominar has announced that they re focusing on Quebec and Eastern Ontario, Minto is repositioning to focus on residential, while DREAM is selling off non-core assets to focus on repayment of debt, investing in their current assets to eventually repurchase properties in the future. Many of these changes are too recent to know the full impact yet. Overall, we are seeing a steady flow of jobs in the property industry. The sector is facing a serious knowledge gap between senior and junior operations staff. The retirement rate is expected to pick up in the next few years, further challenging an already shallow talent pool. In the long term it seems likely to remain a candidate-driven market as there are more jobs than people in the industry.

157 Property & Facilities Management Market insights The property industry s expectations for growth are slightly below the overall results, with 65 per cent saying activity will increase in 2018, compared to 70 per cent overall. Reported activity increases in 2017 were the same as we saw in Business activity 2017 Projected % 65% 10% more property employers expect business activity to increase in 2018 than in % 10% Increase Remain the same Decrease 31% 4% Hiring trends In line with the business activity trends we saw, hiring activity was slightly below national levels. However, headcount increases were still ahead of last year, and half as many property respondents experienced headcount decreases compared with the average results. Overall it s still a positive story for the property industry. 48% more property employers increased headcount in 2017 than in 2016 Permanent staff levels 2017 Projected % 54% 12% Increase Remain the same Decrease 37% 59% 4% Temporary staff levels 2017 Projected % 51% 23% 19% Increase Remain the same Decrease 13% 68% 2018 Hays Salary Guide 155

158 Compensation and benefits Property employers were one of the groups most likely to offer salary increases in 2017, with 80 per cent increasing pay rates. This industry was also the most likely to offer increases of more than three per cent with one-third (35%) of property managers saying increases were in this range. How did salaries change in 2017, and how do property employers expect them to change in 2018? 60% 50% 40% 30% 35% of property employers increased salaries by more than three per cent 20% 10% 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 84% Dental 82% 3 weeks+ vacation time 72% Pension/RRSP contribution 47% Individual performance related bonus 43% Hays Salary Guide

159 Property & Facilities We have strong confidence in the Canadian economy and the commercial real estate sector over the next 1-5 years. We have ambitious growth targets and plan to add significantly to our headcount to support this. Competition for talent is high as industry heavyweights jostle to lure existing experienced CRE talent, entice proven executives from other sectors, and recruit the best graduating talent. Executives from semi-related sectors are migrating to commercial real estate in growing numbers with people recognizing that they can transfer their expertise and networks to the commercial real estate sector, and enjoy significant career and financial upside. Kerris Hougardy, Director, Talent Acquisition North America, Colliers Roles in Demand Lease administrators Building operators Property accountants Job seeker insights 1. Spend time networking and building industry relationships. Property is all about connecting with people, so make sure your profile and reputation are top of mind. 2. Invest in your own education and credentials. Consider getting a diploma or certification, such as RPA or FMA. 3. Is there a specific industry or company you want to break into? Consider contract work to get a foot in the door. Employer insights 1. Ensure your offers and salary bands are competitive with market rate. We have seen otherwise strong offers rejected based on the salary offered. 2. Offering on-the-job training has two distinct advantages. It is a critical retention tool, and also enables you to grow your own talent for candidate-short roles. 3. Move quickly to secure talent. Sought after candidates do not stay on the market for long and a long hiring process can mean your chosen candidate has accepted another offer. Building automation specialists Property managers 2018 Hays Salary Guide 157

160 Commercial Property Management Low Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President, Property Management Director of Property Management Real Estate Manager General Manager Senior Property Manager (Commercial Office, Retail, or Industrial portfolio) Property Manager (Commercial Office, Retail, or Industrial portfolio) Assistant Property Manager Property Administrator Tenant Services Representative Typical Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President, Property Management Director of Property Management Real Estate Manager General Manager Senior Property Manager (Commercial Office, Retail, or Industrial portfolio) Property Manager (Commercial Office, Retail, or Industrial portfolio) Assistant Property Manager Property Administrator Tenant Services Representative All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

161 Property & Facilities Management Commercial Property Management High Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President, Property Management Director of Property Management Real Estate Manager General Manager Senior Property Manager (Commercial Office, Retail, or Industrial portfolio) Property Manager (Commercial Office, Retail, or Industrial portfolio) Assistant Property Manager Property Administrator Tenant Services Representative Residential Property Management Low Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Property Management Senior Property Manager Property Manager Property Administrator Condominium Manager Site/Resident Manager Leasing Representative/Agent Maintenance Supervisor Senior Building Operator Building Operator Maintenance Technician All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 159

162 Residential Property Management Typical Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Property Management Senior Property Manager Property Manager Property Administrator Condominium Manager Site/Resident Manager Leasing Representative/Agent Maintenance Supervisor Senior Building Operator Building Operator Maintenance Technician High Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Property Management Senior Property Manager Property Manager Property Administrator Condominium Manager Site/Resident Manager Leasing Representative/Agent Maintenance Supervisor Senior Building Operator Building Operator Maintenance Technician All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

163 Property & Facilities Management Asset Management Low Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President, Asset Management Director, Asset Management Asset Manager Typical Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President, Asset Management Director, Asset Management Asset Manager HIgh Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President, Asset Management Director, Asset Management Asset Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries 2018 Hays Salary Guide 161

164 Commercial Leasing Low Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President/Director/Senior Manager of Leasing Leasing Manager/Representative Leasing Assistant/ Coordinator Typical Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President/Director/Senior Manager of Leasing Leasing Manager/Representative Leasing Assistant/ Coordinator High Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Vice President/Director/Senior Manager of Leasing Leasing Manager/Representative Leasing Assistant/ Coordinator All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

165 Property & Facilities Management Lease Administration Low Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Lease Admin Manager Lease Administrator lease drafting Lease Administrator non lease drafting Typical Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Lease Admin Manager Lease Administrator lease drafting Lease Administrator non lease drafting High Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Lease Admin Manager Lease Administrator lease drafting Lease Administrator non lease drafting All figures are expressed in thousand Canadian dollars and as annual gross salaries 2018 Hays Salary Guide 163

166 Operations and Maintenance Low Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Operations Operations Manager Operations Supervisor Chief Power Engineer Senior Building Operator Building Operator Maintenance Worker Typical Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Operations Operations Manager Operations Supervisor Chief Power Engineer Senior Building Operator Building Operator Maintenance Worker High Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Operations Operations Manager Operations Supervisor Chief Power Engineer Senior Building Operator Building Operator Maintenance Worker All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

167 Property & Facilities Management Facilities Management Low Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Head of Facilities Management Director of Facilities Management General Manager Facilities Manager Facilities Coordinator Typical Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Head of Facilities Management Director of Facilities Management General Manager Facilities Manager Facilities Coordinator High Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Head of Facilities Management Director of Facilities Management General Manager Facilities Manager Facilities Coordinator All figures are expressed in thousand Canadian dollars and as annual gross salaries 2018 Hays Salary Guide 165

168 Sustainability Low Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Sustainability Manager of Sustainability Project Manager Typical Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Sustainability Manager of Sustainability Project Manager High Vancouver Calgary Edmonton Winnipeg GTA Ottawa Montréal Director of Sustainability Manager of Sustainability Project Manager All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide

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170 RESOURCES & MINING

171 AT A GLANCE 63% of resources and mining professionals say their salary is competitive with market rate 38% of resources and mining managers face significant to extreme hiring difficulties The main recruitment challenges are insufficient quality applications (58%) and local competition for talent (47%) 47% of resources and mining professionals say the strengthening Canadian dollar has had a negative effect on their business outlook 21% of resources and mining employers plan to increase headcount in Hays Salary Guide 169

172 SECTOR OVERVIEW Canada s resources and mining sector was highly affected by the 2014/15 commodities market downturn, with a number of projects put on hold or cancelled. Now we are seeing the mining market getting stronger, partly buoyed by increasing gold and other commodity prices. Activity in the mining space is building, including new projects thanks to an increasing availability of funding for junior miners. Demand remains high for skilled tradespeople, as well as high-potential engineers. One area we are seeing a noticeable increase in hiring activity is at the C-Suite and VP levels. Companies are looking for key people to transform organizations, progress projects, and attract capital. Employers that can offer candidates a career path beyond the immediately available role will be better able to retain their workforce. Hiring activity in the forestry industry has remained steady over the last 12 months and we expect this to continue.

173 Resources & Mining Market insights Business activity growth was higher than average in the resources and mining sector, but looking ahead these employers are cautious with their expectations. Sixty-one per cent say business activity will grow next year 13 per cent lower than average. Business activity 2017 Projected % 61% 68% more resources and mining employers say business activity increased in 2017 than in % 14% Increase Remain the same Decrease 32% 7% Hiring trends Hiring activity follows a similar trend to business growth, with higher than average headcount increases in 2017, but conservative plans for Twenty-one per cent of resources and mining employers say they will increase headcount next year, which is 55 per cent lower than average. Permanent staff levels 2017 Projected % 39% Temporary staff levels 2017 Projected % 20% 69% more resources and mining employers increased headcount in 2017 than in % 20% 74% 5% 30% 40% 71% 9% Increase Remain the same Decrease Increase Remain the same Decrease 2018 Hays Salary Guide 171

174 Compensation and benefits A similar proportion of resources and mining employers offered salary increases in 2017 compared to the overall results, however, these respondents were more likely to say they offered increases of three to 4.9 per cent. Looking ahead, twice as many resources and mining employers say they will offer salary increases in this range compared to average. How did salaries change in 2017, and how do resources and mining employers expect them to change in 2018? 50% 40% 30% 20% 35% of resources and mining employers increased salaries by more than three per cent 10% 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 85% Dental 80% 3 weeks+ vacation time 66% Pension/RRSP contribution 54% Individual performance related bonus 49% Hays Salary Guide

175 Resources & Mining The mining sector is picking up, resulting in a tightening of workforce supply, particularly in the trades and technical services, such as Long Range Planners. Like many industries, advances in technology are having a big impact, with a noticeable trend towards a greater reliance on short interval control including automation, and use of real-time data and technology to manage the mine. To stay competitive, we want to stand out to candidates by focusing on innovative and creative attraction methods such as offering residency, flexibility on schedules, and other offerings we know people are interested in. Wayne Scott, V.P. Human Resources, Aboriginal Affairs and Environment, North American Palladium Roles in Demand Maintenance management Electricians Heavy duty mechanics Job seeker insights 1. Be specific on your resume. What brands of equipment have you worked on? What changes did you make with what results? Employers will gloss over generalizations. 2. Think long term, not just the next role. Ensure your next move is part of a bigger career plan, which might mean a change in location, specialism, or sector. 3. Be open to relocation. Some of the best career opportunities could be outside your current area. If moving is possible then consider boosting your career with a strategic move. Employer insights 1. Candidates want to know there are opportunities for career advancement. Offer and promote career progression opportunities to attract and retain ambitious professionals. 2. Focus on retention with some positive movement in the commodities market, we could see an increase in turnover. Focus on employee engagement and satisfaction to hang on to your top employees. 3. If you re struggling to get the experienced trades people you need, consider upskilling your existing team. Growing your own talent meets your current workforce needs, and is an effective retention strategy. Mining engineers C-Suite and VP level roles 2018 Hays Salary Guide 173

176 MINING Head Office Metallurgy/Processing National Typical National Typical President/Chief Executive Officer Chief Operating Officer Senior Investor Relations Vice President Exploration Continuous Improvement Manager Mining Engineering Mill Manager/Process Manager Chief Metallurgist Mill Superintendent Senior Process Engineer Process Engineer Senior Metallurgist Metallurgist National Typical General Manager Mine Manager Senior Maintenance & Production National Typical Manager, Technical Services Superintendent Engineering Manager Chief Engineer Senior Mine Engineer Mine Engineer Mine Technician Mechanical Engineer Maintenance Manager Maintenance Superintendent Maintenance Planner Maintenance Foreperson Pit or U/G Superintendent Pit or U/G Foreperson All figures are expressed in thousand Canadian dollars and as annual gross salaries. Senior Mechanical Engineer Electrical Engineer Senior Electrical Engineer Ventilation Engineer Hays Salary Guide

177 Resources & Mining Geology Mining Development & Construction National Typical National Typical Exploration Manager Project Geologist Senior Exploration Geologists Exploration Geologists Chief Geologist Geology Superintendent Senior Resource Geologist Senior Mine Geologist Project Manager Project Controls Manager/Lead Senior Cost Controller Senior Planner Intermediate Cost Controller Intermediate Planner Project Controls Analyst Intermediate Estimator Mine Geologist Health, Safety & Environment Trades & Maintenance National Typical National Typical Millwright apprentice 27 35/hr* HSE Superintendent HSE Manager HSE Supervisor HSE Coordinator HSE Officer Millwright Red Seal certified HD Mechanic apprentice HD Mechanic Red Seal certified Electrician apprentice Electrician Red Seal certified 37 48/hr* 27 35/hr* 37 48/hr* 27 35/hr* 37 48/hr* Senior Environment Manager Environment Manager Environment Coordinator *hourly range All figures are expressed in thousand Canadian dollars and as annual gross salaries. Energy Manager Hays Salary Guide 175

178 Forestry Trades & Maintenance National Typical National Typical Forestry Engineer/Planning Forester Process Engineer & Quality Control Plant Manager Production/Sawmill Supervisor Sawmill Superintendent Maintenance Supervisor Millwright apprentice Millwright Red Seal certified HD Mechanic apprentice HD Mechanic Red Seal certified Electrician apprentice Electrician Red Seal certified 28 35/hr* 37 43/hr* 28 35/hr* 37 43/hr* 28 35/hr* 37 43/hr* Maintenance Superintendent Maintenance Manager Health, Safety & Environmental *Hourly range All figures are expressed in thousand Canadian dollars and as annual gross salaries. Silvicultural Forester Land Management Lumber Sales Manager Mechanical Engineer Senior Mechanical Engineer Electrical Engineer Senior Electrical Engineer Energy Manager Hays Salary Guide

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180 SALES & MARKETING

181 AT A GLANCE 33% of sales and marketing professionals say their salary is competitive with market rate 47% of sales and marketing managers say they face significant to extreme difficulty hiring top talent The main recruitment challenges are salary (52%) and local competition for talent (47%) 42 per cent of sales and marketing managers have increased a salary offer to secure a specific candidate 35% of sales and marketing employers plan to increase headcount in Hays Salary Guide 179

182 SECTOR OVERVIEW Technology is causing a lot of change for sales and marketing functions, from automation to AI and machine learning. This is creating demand for professionals who can optimize these programs, and who can analyze results to suggest improvements. Demand for top sales talent is consistent, and employers are looking for candidates with a proven track record. We are seeing particularly high demand for software sales experience. As the employment rate increases, sectors such as retail are struggling to attract and retain top sales talent. Marketing automation and analytics are fast growing areas of expertise, but the newness of the technology means a shortage of qualified intermediate and senior candidates. These programs are also bringing marketing even closer to sales through better data and predictive models.

183 Sales & Marketing Market insights Business activity growth in the sales and marketing function was equal to the average results, and next year is looking more optimistic with 74 per cent predicting further increases, compared to 70 per cent overall. Business activity 2017 Projected % 74% 36% more sales and marketing employers say business activity increased in 2017 than % 16% Increase Remain the same Decrease 19% 7% Hiring trends Sales and marketing teams were more likely than other functions to have increased permanent headcount and contingent staffing levels in Expectations for 2018 are below what employers saw in 2017, but still on par with national expectations. Permanent staff levels 2017 Projected % 35% Temporary staff levels 2017 Projected % 39% 36% more sales and marketing employers increased headcount in 2017 compared to % 22% Increase Remain the same Decrease 46% 19% 42% 19% Increase Remain the same Decrease 55% 16% 2018 Hays Salary Guide 181

184 Compensation and benefits Fewer sales and marketing employers than average gave increases above three per cent in 2017, although these respondents were more likely to say they increased salaries by more than five per cent compared to other functions. Looking ahead, predictions are closely aligned to overall results with just under a quarter (22%) saying they will offer more than three per cent increases to their teams. How did salaries change in 2017, and how do sales and marketing employers expect them to change in 2018? 50% 40% 30% 20% 18% of sales and marketing employers increased salaries by more than three per cent in % 0% Decrease Remain the same Increase less than 3% Increase 3% to 4.9% Increase more than 5% Predicted Top five benefits Health 73% Dental 69% 3 weeks+ vacation time 56% Pension/RRSP contribution 45% Individual performance related bonus 41% Hays Salary Guide

185 Sales & Marketing Purolator is focused on finding professionals who can drive our creative and strategic marketing programs, working alongside diverse functional teams and agencies. Engaging the right combination of internal and external skills gives us the ability to implement high-performing programs quickly, and the oversight to ensure these programs are driving results in the right areas. We re seeing rapid growth and demand for social, digital and ecommerce competencies, which is causing a lot of competition for those skillsets. Marketing professionals who possess strong, practical experiences in marketing strategy, lead generation, and digital marketing are in high demand. Ramsey Mansour, Vice-President, Corporate Strategy & Marketing, Purolator Roles in Demand Marketing automation specialists Bilingual account managers Key account managers Job seeker insights 1. Employers are looking for a measurable track record. Include specific metrics and results in your resume and be prepared to answer questions about how you drove results. 2. Both sales and marketing are people-driven industries. Invest time in networking and relationship building to expand your career opportunities. 3. Continual learning should be part of your career plan. That could involve studying for a certification, spending time on new technology, or reading to keep up with new developments. Employer insights 1. Consider looking outside your industry or sector for professionals with the skills and experience you need, who can bring a fresh perspective and approach. 2. Ensure you are offering competitive compensation. Sales professionals are conscious of commission and bonus rates, and will dismiss an offer they think does not reflect their ability. 3. Culture is especially important to sales and marketing employees. Promote your great company culture to attract and retain top talent. Sales managers Digital marketing specialists Marketing analysts 2018 Hays Salary Guide 183

186 Marketing National Low Typical High Chief Marketing Officer Vice President, Marketing Marketing Director Marketing Manager Assistant Marketing Manager Marketing Assistant Marketing Coordinator Digital Marketing Specialist Social Media Specialist Social Media Strategist SEO Specialist Marketing Analytics Specialist Content Marketing Manager Copywriter Layout Designer Graphic Designer Creative Director Production Manager Production Coordinator Content Developer Proposal Writer Media Buyer Market Researcher Product Manager Marketing Analyst Event Manager Brand/Product Manager Brand Ambassador Hays Salary Guide

187 Sales & Marketing Sales National Low Typical High RFP specialist* Head of Business Development* Sales Director* Sales Manager* Key Account Manager* Sales Assistant* Business Development Representative* Client Services Representative Outside Sales Representative* Inside Sales Representative* *Bonus/commission can vary from 20% to 40% depending on position All figures are expressed in thousand Canadian dollars and as annual gross salaries Hays Salary Guide 185

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