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MERCER SIRS®
GETTING STARTED WITH DATA SUBMISSION
March/April 2013
1
Agenda
• Survey Overview
• Survey Tools & Materials
• Matching Your Jobs
• Levels and Modifiers
• Data Submission Questionnaire
• Timeline and Contacts
• Q&A
MERCER SIRS®
SURVEY OVERVIEW
2
3
Survey OverviewBackground and Profile
• Originally designed for Southern California Aerospace Industry in 1960s
Logical Benchmarking
System
Helps make meaningful
comparisons to market
Analyze competitive
position beyond average market
pay
Levels Analysis
Proprietary Information
Every company
encouraged to match 80% of
jobs
Applied across all products
Shared only to participants
Provided to
every
participant
3
4
Survey Overview SIRS® Benchmark Survey Profile
500+
companies
Four
industries, 13
sub
industries
1.6M+
incumbents,
1,500
benchmarks
Airline & Transportation
Consumer Products
High Technology – Aerospace & Defense
– Electronics
– Energy
– Manufacturing
– Research & Development
– Systems
– Technical Services
Life Sciences – Agricultural Science
– Animal Health
– Biotechnology
– Contract Healthcare Services
– Medical Devices
– Pharmaceutical
Participant-only surveysMust submit data to gain access to results
4
5
• SIRS® Suite of Surveys
– US Benchmark Survey
– US Executive Survey
– US Sales Medical Device Sales Compensation Survey
– US Sales Policies and Practices Survey
– Puerto Rico Life Sciences Survey
• Other surveys
US Mercer Compensation Planning Survey
US Mercer Incentive Plan Design Survey (biennial)
US Mercer Compensation Policies and Practices Survey (biennial)
Mercer Survey Panel
For more information on each survey visit our website:
www.imercer.com/sirs
Survey OverviewSuite of Surveys
6
1 2 3 4 5 6
Getting
started
Completing
the survey
Submitting
your data
Data
cleaning
Analysis Results
Survey Overview Participating is Easy
Pre-populated Questionnaires will be
sent to all 2012 participants
Available on imercer.com | My Downloads early-March
• Benchmark Manual (PDF) / Job Matching Booklet
(Excel)
• Level Charts
• SIRS® Guide
• Executive Schemas
• Survey Questionnaires (Excel)
6
7
MERCER SIRS®
SURVEY TOOLS & MATERIALS
8
• SIRS® reference materials support you in survey participation
– SIRS® Guide (PDF)
– SIRS® Benchmark Manual (PDF) / Job Matching Booklet (Excel)
– SIRS® Level Charts (PDF)
– SIRS® Executive Schemas (PDF)
• SIRS® Data Exchange Tool
– Create or edit company profile information
– Select first peer group
– Create exchange agreements for line detail reporting
• Online imercer account (www.imercer.com)
– Password protected to access your companies unique information and data
• SIRS® Client Service Center (800 333 3070)
• SIRS® Consultants
Industry focus
Industry/Advisory Meetings
Survey Tools & MaterialsSIRS® Resources
9
What happens if
you don’t join?
• Peer group will not be
pre-loaded into
PayMonitor ®
• Will not receive a Peer
Group Line Detail
Report or Levels
Analysis Report
Data Exchange
open from May to
mid-June
• Once closed, no new
exchange agreements
can be executed
• Data Exchange re-
opens in September as
Participation Directory
All participants
can elect to join
Data Exchange
• Data Exchange works
at entity or organization
level
• View and export
company demographics
and descriptions
Why Use Data
Exchange
• Select peer group
• Execute Data
Exchange Agreements
with other participants:
companies in peer
group can be displayed
in Line Detail
Survey Tools & MaterialsData Exchange Tool
10March 15, 2013
MERCER SIRS®
MATCHING YOUR JOBS
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11
1. Internal Reference Information
– Collate company documentation including internal job titles,
descriptions, organization charts, and salary grades as important
inputs to the job matching process
2. Job Matching
– Matching the job to the benchmark description that best reflects the
job content
3. Job Leveling
– Assigning the job a level code that best reflects the degree of skill,
complexity, and responsibility it requires
4. Assigning a Modifier
– Designating how closely the job meets the level criteria
Note: The Executive Survey is based on job matching only and does not use
the leveling methodology
Matching your JobsJob Matching and Leveling Process Overview
12
• Benchmarks are grouped into Job Families and Subfamilies
• Job Family captures a broad function
• Subfamily describes a key activity in the function
• Benchmarks are positions involved in the activity
• The first letter of the benchmark code refers to the category of job:
Job Family Fiscal 01
Benchmark Auditing A020 (1–5) S001 (3–7)
Benchmark Accounting – Cost Analysis A060 (1–5) S005 (2–6)
Matching your Jobs How are Benchmarks Organized?
- A Administrative - C Office/Clerical
- T Technical - K Technician
- U Licensed Professional - M Production/Maintenance
- S Management
13
Matching your Jobs Locating a Benchmark
Family Code
Family Title
01 Fiscal
02 Contracts
03 Environmental, Health and Safety
04 Sales
05 Marketing
06 Communications
07 Human Resources
08 Security
09 Information Technology
10 Library Sciences
11 Procurement
12 Material and Distribution
13 Facilities
14 Strategy and Planning
15 Administrative Services
16 Technical Product Support
17 Engineering and Sciences
18 Engineering and Sciences Support
19 Quality
20 Flight
21 Manufacturing
33 Airline Operations
34 Airport Operations
40 Legal and Regulatory
Fam Sub
xx.xx
Family Title
Subfamily Title
01.01 Fiscal Auditing
01.02 Fiscal Budgets and Forecasts
01.03 Fiscal Cost Accounting
01.04 Fiscal Financial Analysis
01.05 Fiscal Accounting - General
01.06 Fiscal Tax Accounting
01.08 Fiscal Payroll
01.09 Fiscal Insurance
01.10 Fiscal Credit
01.12 Fiscal Cash Management
01.13 Fiscal Investor Relations
01.99 Fiscal Fiscal - Multiple Functions
14
Matching your Jobs Anatomy of a Benchmark Description
Job Family
FiscalFamily Code
01
Subfamily
Budgeting and ForecastsSubfamily Code
01.02
Benchmark
BudgetingNon-Supervisory
A040Supervisory
S003
Industries Using
All IndustriesLevels Used
1-5Levels Used
2-6
Benchmark
Description
Compiles and reviews budgets for corporate or organizational units using actual performance, previous budget
figures, estimated revenue, expense reports, and other data sources to control funds and provide for proper
financial administration. Prepares financial plans, monitors implementation of financial policies, prepares regular
and special-purpose reports, maintains historical records, analyzes trends, establishes cost rates and personnel
forecasts, recommends and interprets budgetary policies and procedures, prepares comparative evaluation of
actual costs against budgeted funds, and determines rationale for variances between costs and budget.
15
How to know you have a good match?
Matching your Jobs Benchmark Matching Criteria
• Use a variety of resources to ensure complete understanding of your jobs.
• Match is determined by job content (activities/duties), not job title or the individual in the job.
• 70% match of job activities is a good benchmark match.
• If your job is a true ―hybrid‖ position, then do not match it to a survey benchmark.
• Refer to the Match Guidelines in the SIRS® Benchmark Manual or Job Matching Booklet for industry specific instructions for matching or leveling benchmarks.
16
• Ideally, matches are made to a specific discipline such as Chemical Engineer. However, some companies have positions that work in multiple disciplines or have generic job descriptions.
• Benchmarks that include duties for more than one benchmark and/or sub-family can be matched to a multi-function or generic description found in sub-family 99 in most job families.
• Try to match as specific a description as possible but also check sub-family .99 for more matching options.
• When looking at the survey results, remember to review data for both specific descriptions and multi functions.
Multi Function and Generic Benchmarks
Matching your Jobs Benchmark Matching Criteria
17
Project Management
Match your Jobs to SIRS® Benchmarks Benchmark Matching Criteria
• If a technical professional is working within their discipline on a program or a project, they should be matched to their technical discipline
• Project Management benchmark is reserved for the administrative responsibilities
• 14.99 A480 (1-5)/S623 (2-6) Project Management
• IT Project Manager is for IT projects internal to a company
• 09.99 T350 (2-5) Project Management – Information Technology
18
MERCER SIRS®
LEVELS AND MODIFIERS
19
Levels and ModifiersLevel Charts Overview
Level charts by
employee typesAdministrative
Technical & Licensed
ProfessionsManagement Support
A-coded benchmarks T and U-coded
benchmarks
S-coded benchmarks C, K and M-coded
benchmarks
X-axis 5 levels
Entry Level to Senior
Specialist
6 levels
Entry Level to Senior
Consultant
7 levels
Supervisor to Vice
President
4 levels
Entry Level to Specialist
Y-axis 5 compensable factors 5 compensable factors 5 compensable factors 4 compensable factors
Typical Benchmark Levels
• Indicates where most matching has occurred typically
• You can match to levels outside the typical level indicator, but not outside defined level restrictions
Assignment of Modifiers
• Used to indicate how well company job matches SIRS® level criteria
• Three separate modifiers
– A = Job is stronger than the level criteria, but not strong enough to match to next level
– B = Job is a good match: applies to approximately 75% of jobs
– C = Job is weaker than level criteria, but not weak enough to match to lower level
• Modifiers apply to each level
20
Excerpt from Administrative Level Chart
Levels and Modifiers Level Charts – Administrative
Level 1 Level 3
Factors Entry
(Inexperienced)
Senior
(Career Level)
Knowledge Limited use and/or application of basic principles,
theories, and concepts. Limited knowledge of
industry practices and standards.
Complete understanding and application of principles,
concepts, practices, and standards. Full knowledge of
industry practices.
Problem
Solving
Solves routine problems of limited scope and
complexity following established policies and
procedures.
Develops solutions to a variety of complex problems. May
refer to established precedents and policies.
Discretion/
Latitude
Work is closely supervised. Follows specific,
detailed instructions.
Work is performed under general direction. Participates in
determining objectives of assignment. Plans schedules and
arranges own activities in accomplishing objectives. Work is
reviewed upon completion for adequacy in meeting
objectives.
Impact Contributions are usually limited to task-related
activities. Errors do not typically have a major effect
on the organization.
Exerts some influence on the overall objectives and long-
range goals of the organization. Erroneous decisions or
failure to achieve objectives would normally have a serious
effect upon the administration of the organization.
Liaison Contacts are primarily with immediate supervisor
and other personnel in the section or group.
Represents organization as a prime contact on contracts or
projects. Interacts with senior internal and external
personnel on significant matters often requiring coordination
between organizations.
21
• FLSA ―Executive‖ eligible jobs
– Hire/fire privilege
– Performance evaluation
– Employee development
– Manage two or more persons
Levels and Modifiers Level Charts - Management
22
Individual Contributor or Manager?
Levels and Modifiers Level Charts
• Jobs without direct or indirect subordinates whose primary focus is process or project management are generally classified as individual contributors.
• Heads of functions without subordinates may classified as management if they meet the following criteria:
• Manage the budget for the function• Responsible for organization objectives, strategy and/or policy
development for the function• Member of management committee• Participate in management or executive incentive plans and long-
term incentive plans (LTIPs)
23
Individual Contributor or Manager?
Levels and Modifiers Level Charts
Scientific Research
• If their primary activity is research, and has staff helping them, then individual contributor.
• If their primary activity is the management of researchers, policy, budgets, schedules, etc. then the individual is classified as management.
• Key question to ask is: if the person left, what skills would you look to replace, research skills or management skills?
Supervision – Entry Level /Semi-skilled
Supervisor
Level 1
Supervision – Skilled, Entry Professional
Supervisor
Level 2
First Level Management
Manager
Level 3
Second-Level Management
Senior Manager, Associate Director
Level 4
Middle Management
Director
Level 5
Senior Middle Management
Senior Director
Level 6
Senior Management
Vice President
Level 7
Top Management
Vice President,
Sr. Vice President
Executive Leadership
Executive Vice President,
President
Chief Executive Officer
Corporate
Management
Executive
CEO
Supervision
24
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Ex
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urv
ey
SIR
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Ben
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ark
Su
rvey
Levels and Modifiers Level Charts – Benchmark and Executive Correlation
25
Levels and Modifiers Level Charts – Work Structure
Work Structure
Function: An organizational unit composed of distinct-yet-related disciplines or departments, such
as Human Resources or Information Systems.
Department: An organizational unit that represents a common set of work processes or specific
discipline within a given function, such as the Compensation department, the Recruitment
& Staffing department and the Training department within the Human Resources function.
Section: An organizational unit within a department that typically focuses on one specific area of
the department, such as a specific product line, geography, client base, etc.
Work Unit: An organizational unit that carries out a specific set of tasks and activities within a section
or department.
Discipline: A distinct branch of knowledge, such as Analytical Chemistry, Compensation, Mechanical
Engineering, Systems Analysis, Financial Analysis. Note that a discipline in and of itself
does not equate to an organizational level, because in certain organizations a discipline
(for example, Analytical Chemistry) may be a large, core function while in others a
discipline (for example, Systems Analysis) may be a sub-function or department.
26
Excerpt from Support Level Chart
Levels and Modifiers Level Charts – Support
Level 1 Level 3
Factors Entry Senior
Knowledge Little or no knowledge of the job. Moderate
understanding of general job aspects and
some understanding of the detailed aspects of
the job.
Full knowledge of the job. Complete acquaintance with
and understanding of the general and detailed aspects
of the job and their practical applications to problems
and situations ordinarily encountered.
Supervision
Received
Close supervision involving detailed
instructions and constant checking on work
performance.
Limited supervision. No instructions needed on routine
work, and general instructions given on new lines of
work or special assignments.
Consequen
ce of errors
Errors can be easily and quickly detected
within the immediate work unit and would
result only in minor disruption or expense to
correct.
Errors may be difficult to detect and would normally
result in loss of customer business, material, or
equipment to resolve.
Contacts Contacts are primarily within immediate work
unit. Contacts involve obtaining or providing
information requiring little explanation or
interpretation.
Contacts are frequent with individuals representing
other departments, and/or representing outside
organizations. Contacts involve obtaining or providing
information or data on matters of moderate importance
to the function of the department or which may be of a
sensitive nature.
27
Assignment of Modifiers
• Used to indicate how well your company’s job matches the SIRS® level
criteria
• Three separate modifiers
– A = Job is stronger than the level criteria, but not strong enough to match
to next level
– B = Job is a good match —
– C = Job is weaker than level criteria, but not weak enough to match to
lower level
• Modifiers apply to every level
Applies to about 75% of jobs
Levels and Modifiers Modifiers
28
Levels and Modifiers Job Matching and Leveling Summary
Assign Modifier (Tool: Level Charts)
Select a modifier that indicates how well your job matches the leveling criteria
(modifiers fine tune the level not the benchmark):
A = job is stronger than leveling criteria stated
B = job is equal to leveling criteria stated (default assigned)
C = job is weaker than leveling criteria stated
Level Your Jobs (Tool: Level Charts)
Use the level charts (Administrative, Technical, Supervisory/Management and Support) to determine the level
(degree of complexity and responsibility) of your job from the factors shown.
Match Your Jobs (Tool: Benchmark Manual/Job Matching Booklet)
Select the benchmarks that best describes the content of each of your jobs (at least 70% match in job content)
Locate Benchmarks (Tool: Benchmark Manual/Job Matching Booklet)
Use the Benchmark Manual, (Job Family Index and/or the Benchmark Title Index) to locate benchmarks whose
functions or titles resemble the functions, titles, or other identifiers for the jobs at your company.
Useful Tip!
Want to know more? Please reference your SIRS Guide for more detailed information on the benchmarking and leveling process as well as FAQ’s and examples.
29
MERCER SIRS®
DATA SUBMISSION QUESTIONNAIRE
Data Submission QuestionnaireEnhancements
• Total Cash is now a calculated field
– Base + STI + Sales Incentive + Profit Sharing + Other
• Your industry, type of organization and ownership type is now pre-
populated in tab 6 Organization if you participated in 2012
• SIRS® Guide now includes Executive and Puerto Rico information as well
as Benchmark information
• As requested additional blank columns are included in the incumbent tab
for your own calculations or other reference
• Participation terms and conditions are found on the Introduction page of
your questionnaire
– By submitting data you agree to the terms, so please read carefully
30
• Tab 1 – Introduction
• Tab 2 – Features
• Tab 3 – Guide
• Tab 4 – Contact
• Tab 5 – Order
• Tab 6 – Organization
• Tab 7 – Incumbents
• Tab 8 – Sales P&P
• Tab 9 – Feedback
• Tab 10 – Benchmark Index
• Working Sheet
31
Data Submission QuestionnaireQuestionnaire Layout
Useful Tip!
Use the Working Sheet to manipulate your data (format
cells, order columns, etc.) prior to pasting the data into
the Incumbents tab.
Data Submission Questionnaire Excel 2007 or Excel 2010 Instructions
• Review the instructions provided
via the link provided to manually
enable macros within your
questionnaire
32
Data Submission Questionnaire Tab 2 – Features
• Provides instructions for navigating the workbook
33
Data Submission Questionnaire Tab 3 – Guide
• Provides detailed information on completing the questionnaire and includes
definitions for the data elements collected
34
Data Submission Questionnaire Tab 4 – Contact
• Collects contact information specific to you and your organization
35
Useful Tip!
Resubmitting? Please let us know what is updated or
different, and which information should be used.
Useful Tip!
Include your telephone number and email address –
we may have questions about your data.
Data Submission Questionnaire Tab 5 – Order
• Complete this form by indicating the survey modules you would like to order
36
Useful Tip!
Multi-Entity? Select this button, if your
company has already completed an order
Useful Tip!
Register for the Life Sciences
Meeting
Data Submission Questionnaire Tab 6 – Organization
• Collects information for the entity in your organization that is submitting data.
37
Useful Tip!
2012 participants will have their industry pre-populated
Data Submission Questionnaire Tab 6 – Organization
38
CORPORATE
SUBSIDIARY GROUP DIVISION
GROUP DIVISION ADIVISION DIVISION B
DIVISION BDIVISION A
AND/OR
AND/ORAND/OR
Note: This diagram is general and is for demonstrative purposes to show the relationship between the corporate, subsidiary, group, and division organization types. An organization may have multiple subsidiaries,
groups, and divisions.
Entity Type Description
Corporate Highest reporting entity without any organization above it (i.e., parent organization)
Subsidiary Independent entity with majority interest held by a corporate entity; a legally
chartered entity with its own board of directors
Group Independent business unit consisting of multiple profit centers or divisions
Division Independent entity which generally consists of a single profit center or operating
unit, fully accountable to the corporate, subsidiary, or group
Data Submission Questionnaire Tab 6 – Organization
39
• Provide information for the entity whose data is in this questionnaire
39March 15, 2013
Type of industry
• This has been completed for
you, verify and correct
• Benchmark against your
industry peers
Annual dollar volume
• Revenue/Sales
• Operating expenses/budget
• Collected in thousands of
dollars
• Benchmark against
organizations of a similar
size
Total FTE’s
• Include Full-Time
Equivalent, not headcount
• Do not include seasonal
employees
• Benchmark against
organizations with a similar
employee strength
Mercer will validate this data based on information available in the public domain.
Data Submission Questionnaire Tab 7 – Incumbents
• Data elements are collected for each individual incumbent
40
Employee ID
• Include a unique employee ID that will remain the same every year.
• Your data is pre-populated based on prior year’s ID
Benchmark code and Level
• Match an incumbent only once
• Benchmark descriptions and codes can be found on Tab 10 – Benchmark Index or in theSIRS Job Matching Booklet/Benchmark Manual
• Refer to the SIRS Level Charts to identify the correct level for each benchmark code
Useful Tip!
Each column header is a hyperlink to the
definition for that field in the Guide Tab.
Useful Tip!
Don’t complete Family, Subfamily or Benchmark Title – these will auto
populate based on Benchmark code
Data Submission Questionnaire Tab 7 – Incumbents
41
Your Job Title & Code
• Compare your job title to the benchmark title
• All managers should have a Benchmark Code that begins with an ―S‖
Degree & Job Scope
• Note the list of benchmarks in parentheses
• Scope data is industry specific, refer to Tab 3 –Guide for what is collected in your industry
Useful Tip!
Don't use formulas - always Paste Special / Values when copying data from another
source.
Useful Tip!
Make sure you copy data to the correct column. The
order of the columns may change year over year.
Zip code
• Enter the five-digit zip code for the city in which the incumbent works
• This information is key for geographical analysis
Report Full-Time
employees only Optional
Do Not Report
Broadband RangesY = Yes
N = No
1 = Performance goals not achieved
2 = New employee
3 = Payout amount not available
4 = Plan design change
5 = Other
Annual
Base Salary
Annual
Base Salary
for Previous
Year
Salary
Grade/Points
(if available)
Range
Minimum
Range
Midpoint/
Control Point
Range
Maximum
STI
Eligible
STI
Target %
Annual
STI Amount
STI Status for Non-
Receivers
Profit Sharing
AmountOther Cash
Base Salary (Comp 1) Short Term Incentives (Comp 3)
Data Submission Questionnaire Tab 7 – Incumbents
42
Short-Term Incentive (STI)
• Enter the amount of incentive earned (but not necessarily paid out), in dollars, for the most recently completed performance period
• Profit Sharing and Other cash are new for 2013
• Total Cash Compensation will now be a calculated value in your reports
• Do not include Sales Incentive amounts here, these incentives are collected under Sales Incentives
Useful Tip!
Don’t forget to indicate whether or not an incumbent is STI
eligible.
Base Salary
• Do not submit average data
• One row of data for each incumbent in a position
• Provide only annual base salary
• Do not include part-time employees
Range Data
• Complete only if you have a formal structure
• Do not include broad bands
• If applicable, Minimum, Midpoint and Maximum must be completed
• Check your Salary Grade with the SIRS® Level match
New
Y = Yes
N = No
Y = Yes
N = No
Y = Yes
N = No
Y = Yes
N = No
Y = Yes
N = No
Y = Yes
N = No
Y = Yes
N = No
Y = Yes
N = No
Sales
Incentive
Eligible
Sales
Incentive
Target %
Sales
Incentive
Granted
Contests - Cash
Awards
Contests - Non-
Cash AwardsSpot Awards
Profit Sharing
(Cash or Deferred)
Recognition
Awards
Eligible for Car
Allowance
Monthly Value of
Car Allowance ($)
Eligible for
Company Car
Estimated Total Value of
Company Car ($)
(valued as a new car)
Car Allowance Must complete for Sales P&PSales Incentives Other Sales Awards Must complete for Sales P&P
Hide Medical Devices
Sales sectionHide Sales
Policies &
Practices section
Data Submission Questionnaire Tab 7 – Incumbents
43
Sales Incentives and Sales Policies and Practices Survey
• Sales incentive eligibility, target percentage, and granted value are required fields for all sales employees included in your survey submission
– Sales incentive amounts are separate from other Short Term Incentive amounts, be sure the STI fields do not include Sales Incentive amounts
• Other sales awards and car allowance sections are only applicable to companies participating in the Sales Policies and Practices Survey
– If you want to purchase the Sales Policies & Practices Survey, please complete these sections, then verify your order on Tab 5 –Order, and also complete Tab 8 –Sales PnP
– If you do not have a sales force, select the red button to hide these fields and make your spreadsheet smaller
1 = Airw ay Management
2 = Cardiac Rhythm Management & Valves
3 = Clinical Chemistry & Diagnostic
Products
4 = Gastroenterology & Urology
5 = General & Hospital Supplies
6 = Ophthalmic Products
7 = Orthopedic Products
8 = Perfusion Systems/Cardiovascular
Surgical Tools & Systems
9 = Specialty Surgery
10 = Vascular Devices
1 = Capital Equipment
2 = Consumables/Disposables
3 = Durable Goods
4 = Implantable Devices
Primary Product Line SupportedSecondary Product Line
Supported
Previous Year Target Sales
Incentive Percent
(%)
Sales Volume
($ millions)
Previous Year Sales Quota
($ millions)
Current Year Sales Quota
($ millions)
MEDICAL DEVICE SALES SURVEY ONLY Complete for benchmarks: A181, A203, A207, A230, K642, S064, S080, S081, S114, T004, T451
Data Submission Questionnaire Tab 7 – Incumbents
44
Medical Device Sales Compensation Survey
• This survey requires the Primary Product Line and Secondary Product Line supported to be completed
• Note the Benchmarks that are included in this survey on the first row
• If you do not have a sales force, select the red button to hide these fields and make your spreadsheet smaller
• Please complete the sales information, then verify your order on Tab 5 –Order
Useful Tip!
These benchmarks are also matched to the SIRS® benchmark
survey
Y = Yes
N = No
Appreciation Based Plans:
11 = Stock/Share Options
12 = Share Appreciation Rights (SARs)
Stock/Share Based Plans:
21 = Restricted Shares/Share Units
22 = Performance Shares/Share Units
Cash Denominated Plans:
31 = Performance Cash Units
32 = Long-term Cash
Y = Yes
N = No
Appreciation Based Plans :
11 = Stock/Share Options
12 = Share Appreciation Rights (SARs)
Stock/Share Based Plans:
21 = Restricted Shares/Share Units
22 = Performance Shares/Share Units
Cash Denominated Plans:
31 = Performance Cash Units
32 = Long-term Cash
1 = Fixed Amount Aw ard
2 = Defined Target Aw ard (w ith
higher/low er payout potential)
3 = Defined Maximum Aw ard (w ith
low er payout potential)
1 = Service Based
2 = Performance Based
3 = Performance
Accelerated
LTI EligibleLTI Plan Types Offered
Enter all that apply (e.g., 11,21,32)
Stock/Share
Ownership
Guidelines
LTI Plan Award #1Plan Structure
(for all Plan Types)
Maximum Award as a %
of Target
(for Plan Structure 2 only)
How LTI Grant
Vests
(for all Plan Types)
LTI Award #1LTI Award #1LTI Award #1LTI Award #1
Hide LTI
section
Data Submission Questionnaire Tab 7 – Incumbents
45
Where to find Long-term incentive (LTI) information
• Parent company/head office
• Proxy statements or other communication to shareholders
• Third-party vendor who manages the LTI program
• Employee benefit handbook (for plan documentation information)
Only report LTI awards occurring on or after January 1, 2012.
Useful Tip!
If you are unable to provide a specific data element, leave that field blank, instead of entering dashes, N/A, etc.
Data Submission Questionnaire Tab 7 – Incumbents
46
Several fields in the LTI information section must be completed
• Number of Options/Shares/Performance Units
• Long-Term Cash Amount
• Grant Price
Data Submission Questionnaire Tab 8 – Sales Policies & Practices Survey
47
Useful Tip!
You will receive the survey if included in
your order
Data Submission Questionnaire Tab 9 – Feedback
• Provide notes that
relate to your
submission
• Provide feedback for
improving the
questionnaire
48
Data Submission Questionnaire Tab 10 – Benchmark Index
• Provides a full listing of benchmark codes, typical levels, and titles
49
Data Submission Questionnaire Upload the Questionnaire
• Upload the completed questionnaire via the secure file upload link
50
Useful Tip!
Don’t forget to save a copy of the file for
your records!
Useful Tip!
If you password protect your file, email the password to us
separately at [email protected]
51
Data Submission QuestionnaireData Cleaning with Audit Workbooks
Mercer checks each submission for completeness
and accuracy
Mercer performs stringent data validation routines on
each submission
Mercer prepares questions for each organization (Audit
Workbook) and sends for review
Mercer approves and finalizes database for
publication
Mercer conducts thorough review and analysis of
aggregated market data
Mercer may call to discuss specific
questions if needed
Review questions, update Audit Workbook, and return to Mercer within
three days
Data
cleaning
cycle
1 2 3 4 5 6
Getting started
Completing the survey
Submitting your data
Data cleaning
Analysis Results
52
MERCER SIRS®
TIMELINE AND CONTACTS
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Timeline and Contacts2013 SIRS® Timeline
Key Milestones Feb MarApr
May Jun Jul Aug
Participation Materials Available
March 4
Participation Webinars March 12, 14 April 2, 23 May 1
Data Effective DateSIRS® Suite
April 1
Submission Deadline US Mercer SIRS® Benchmark Survey
April 15
Data Exchange ToolOpens May 1
ClosesJune 15
DEA re-opens as read only in Sept
Data Cleaning – Audit Workbooks
Submission Deadline US Mercer SIRS® Executive Survey
May 1
Puerto Rico SIRS® Life Sciences Survey
May 1
Mercer PayMonitor Available Benchmark
ExecutivePuerto RicoMD Sales CompSales P&P
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Timeline and ContactsMercer Contacts
High Technology & Airline:Kim Vierra, [email protected], 503 501 6419
Jana Williams, [email protected], 213 346 2424
Life Sciences:Tanaz Moazami, [email protected], 212 345 9826
Carrie Jaecksch, [email protected], 206 214 3653
Consumer Products:Christian Montemayor, [email protected], 407 571 5591
Find all the information you need on our
products, services, upcoming training courses
and more! www.imercer.com
SIR
S® C
ON
SULT
AN
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erce
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For help with the questionnaire, product
questions, etc. contact us:
Phone: 1 800 333 3070
e-mail: [email protected]
USTO
MER
SERV
ICE
QUESTIONS & ANSWERSTHANK YOU!
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