2012+Salary+Survey+Training Job+Match+Methdology+Overview Full+Slides PDF

Towers Watson Data Services
HR Tech Group:
2012 High Tech Salary Survey
Job Match Methodology Overview
Cherie Langevin
May 2012
2012 Towers Watson. All rights reserved.
Todays Glossary
The following terms will be used throughout todays discussion as well

as your participation materials and survey reports:
Career Bands
Career Levels
Job Architecture
Functions
Disciplines
Global Grades
twdataservices.com
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
First Things First
A huge Thank You! to Allison, Natasha and Victoria they navigated

through countless pages of codes and descriptions to help re-design
your 2012 Survey!
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Agenda
Changes to the 2012 Survey
Job Leveling: a multi-step process
Survey Job Leveling vs. Internal Job Leveling
Career Bands, Career Levels
Global Grades
Job Architecture
Functions and Disciplines
Matching Examples
Career Levels Frequently Asked Questions
Break
Job matching exercise
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Why Change the Survey Methodology?
Towers Watson is discontinuing the web platform on which the High

Tech Salary Survey has been housed since 2003
The HR Tech Group considered its options and issued an RFP, with
Towers Watson chosen to continue as your service provider (yay!!)
The new Career Level approach allows for increased job matches
through additional levels that are automatically built in as part of
Towers Watsons job match methodology
Adopting Towers Watsons global job architecture and Career Levels
allows for better consistency in job matching when using other country
surveys published by Towers Watson
Not all Functions/Disciplines are available in all countries tailored to meet

local market needs
Where you see the same job code then the description is the same
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What Else Has Changed?
The 2012 High Tech Salary Survey will only include position
compensation data, plus
Details on perks, vehicles practices, LTI plan details
Salary increases and compensation policies/practices will be captured

through Towers Watsons national surveys
These results will be provided free if you participate
Separate analysis on salary increases for the HR Tech Group
Results now delivered via Comp Online

Advanced access allows for complete customization including peer reports, blending
jobs, comparison of your data to the market, custom report templates and more
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Additional Benefits
Access other Canadian databases at discounted participant rates

without requiring any additional effort
Your data will automatically transfer to Towers Watsons General Industry

and High Tech databases where comparable job matches exist
You may purchase these additional databases at 50% of the participant rate
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The Questionnaire
Data Submission Workbooks
towerswatson.com
Presentation3
The Design Process
We reviewed your 2011 benchmark positions and identified a

comparable match
Executive benchmarks
Where clarification about a match is needed, a special Matching Note

is included
Data Submission Workbooks are based on Towers Watsons High
Tech Surveys
Executive positions and non-executive matches are captured in separate workbooks
A Mapping Matrix is available to help identify your 2012 job matches

Recommended Function/Discipline providedbut youll need to determine the Career
Band and Career Level that best fits YOUR position
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Executive Workbook
Captures key information about your organization and compensation

details on each of your executive matches
Contact Data
Cash contact, LTI contact, report recipient
Company/Country data
Company name, industry code, financials, corporate structure, etc.
Incumbent Data for Executives

Report each employee separately
Captures organization unit size, management level, corporate/country reporting
level, geographic responsibility, workplace postal code

Includes annual cash, short-term incentives, target %, vehicle practices,
perquisites, LTI grant information
LTI general practices
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MMPS Workbook
Captures key information about your organization and compensation

details on each of your Middle Management, Professional and Support
(MMPS) matches
Contact Data
Cash contact, LTI contact, report recipient
Company/Country data
Company name, industry code, financials, corporate structure, etc.
Incumbent Data for MMPS matches

Report each employee separately
Captures Career Level, Function Discipline, internal salary grade/band/level,
organization unit, workplace postal code

Includes annual cash, short-term incentives, target %, sales incentives, vehicle
practices, union status, LTI grant information
LTI general practices (do not need to complete if already reported on Executive workbook)
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Job Matching Process

Career Bands and Career Levels
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Presentation3
12
1
2
Career Bands and Career Levels
Career Level approach used by Towers Watson globally
Executive benchmarks
Career Levels for nonexecutive jobs

Functions
Disciplines
7 Career Bands
Executive (EX)
Supervisory/Management (M1 through M5)
Professional (P1 through P6)
Customer/Client Management and Sales (S1 through S6)
Business Support (U1 through U4)
Technical Support (T1 through T4)
Production/Operations (W1 through W4)
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Career Bands and Career Levels (continued)
Global Grades provide the foundation or underpinning for both

executive benchmark jobs and Career Levels
Defines the start and end points of a career progression to form an integrated
leveling methodology
Participant Guides and survey reports include more detailed

information and references to Global Grades
Note our 2012 U.S. and Canadian surveys do not use the Global Grades
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General Alignment for Survey Purposes
Global Grades
Career Bands
Group jobs with similar
skill requirements and
career progression
Provide the underpinning

(foundation) for both
Executive Benchmarks and
the Career Levels
Define the start and end
points of a career progression
Career Levels
Discernible broad steps in a career progression
Consistent across organizations
Reflect normal market progression of jobs
requiring higher levels of competence and
knowledge as people advance in their careers
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Determine the Career Band
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Presentation3
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Determine the Career Band

Management
Achieves goals through others
Management authority (performance
appraisals, pay reviews, development,
hire/fire)
Sets or significantly
influences
Corporate
Business/
Functional Strategy
Operational
Management
May contribute
to functional
strategy
Individual Contributor
Achieves goals through own work
Specific functional expertise
May provide technical guidance or
coordinate others for specific projects/tasks
no pay decision
Sales
Non Sales
Professional
Activities requiring knowledge in a
discipline that contributes to
functional/business performance
Solves complex problems through
own expertise
Typically has a university degree
Executive
Career Band
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Management
Career Band
Sales
Career Band
Professional
Career Band
Support
Clerical/administrative, technical or
production support tasks in an area of
the business (e.g. HR, IT, Production)
Typically vocational training but no
university degree
Hands-on environment
Established procedures
Technical
Support
Career Band
Business
Support
Career Band
Production/
Operations
Career Band
17
Manager
Is the role Strategic or Operational?
THE IMPLEMENTER
THE STRATEGIST
Primarily involved in the

development, execution, approval
of the long-term strategy across a
market function, division, region
or country (depending on size of
organization)
Establishes corporate policies

Makes decisions on strategic
investments
Maybe a board or executive

committee member
Main focus is the management

and implementation of
operational objectives that help
achieve the long term corporate
strategy
Execute the long-strategy through
the effective direction and
management of resources
Is typically not covered by
executive compensation
programs
Is typically covered by executive

compensation programs
(e.g., executive LTI plans,
executive bonus plans,
executive perquisites)
Use the
Executive Career Band
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Use the
Supervisory/Management Band
18
Manager or Individual Contributor?

INDIVIDUAL CONTRIBUTOR
MANAGER
Achieves goals through the

performance of others
Typically responsible for

management of direct reports:
Performance appraisals
Pay reviews
Training and development need
Higher level managers may

hire/fire, lower level managers
may or may not
Use the
Supervisory/Management Career Band
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Achieves goals through own work

Characterized by specific
functional expertise
May provide guidance to others
as a project manager through
their technical expertise
Team or project leaders who have

people responsibility for specific
tasks or projects and are not
responsible for employee pay
determination
Use one of the

Individual Contributor Career Bands
19
Individual Contributor
Is it a Sales Role?
NONSALES
SALES
Role is primarily involved in the

acquisition of new business or the
development of existing business
Participates in requests for
proposal, bids, sales pitches
The role is primarily of

administrative, technical support,
production, or professional
advisory/nature
Likely to have responsibility to

set/negotiate product/service
terms (contracts)
Likely to work on a
commission/sales target basis
Use the Customer/Client

Management and Sales Career Band
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Use one of the other

Individual Contributor Career Bands
20
Non Sales Individual Contributor

Professional, Support or Production/Operations?
TECHNICAL or BUSINESS
SUPPORT
PROFESSIONAL
Primarily involved in activities

requiring knowledge in a specific
discipline that contributes to the
performance of the business at a
project, function, division or
corporate level (depending on
level of responsibility)
Acts as trusted advisor to internal
and external clients by solving
complex problems through own
expertise
Typically has a university degree
Use the Professional Career Band
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Primarily involved in the running of

internal corporate activities of
clerical/administrative or technical
support nature
Acts as a support role in an area of
the business (Marketing, HR,
Legal, Finance, Production/
Operation, Technical support)
PRODUCTION/
OPERATIONS
Primarily involved in
manufacturing assembly and
production activities
Performs duties according to
established procedures, with
limited opportunity for
independent decision making
Typically has vocational training,

but no university degree
Understands basic skills in a
hands-on environment
Use the Business Support or

Technical Support Career Band
Use the Production/Operations

Career Band
21
Applicable Career Bands by Function Sample Listing

Function
Executive
(EX)
Supervisory/
Management
(M)
Professional
(P)
Customer/
Client Mgmt
and Sales
(S)
Technical
Support
(T)
Business
Support
(U)
AAA
Top Executive
AAS
Administrative Services
AFB
Accounting
AIT
IT Administration
AMS
Customer Support/Operations
AMT
Technical Customer Support
AOM
Manufacturing/Operations
ASC
Supply Chain Management
AZE
Engineering
AZT
Technical Specialty/Skilled
Trade
CAM
Account Management
CSD
Direct Sales
TPD
Technology Product
Development
TPG
Computer Game Development
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Production/
Operations
(W)
22

Determine the Career Level
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Step 1: Align your organizations levels to survey levels:
Align Career Levels to your internal structure
Assign a Career Band and Career Level to your jobs
Review the Career Levels for cross-functional consistency
Step 2: Match your organizations jobs to Functions and Disciplines

Alternatively, to match your jobs using a benchmark approach,
reverse steps 1 and 2 (i.e., match your organizations jobs to Functions
and Disciplines and then match each to a Career Level)
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Survey Job
Survey Job Leveling
Survey Job Architecture
(Career Levels and Global Grades)
(Functions and Disciplines)
Uses generic criteria to determine the relative

ranking of jobs against external competitors
The infrastructure for job organization

(job codes, job titles, functions, families, etc.)
Captures the expected level of

contribution and proficiency
Level matching is harder requires

more judgment and interpretation
TW level-based surveys focus on job

leveling separately supports:
Consistent leveling across functions
Increased focus on level matching
Alignment to companies internal structure
Describes work type and focus

e.g., Accounting, HR, Engineering
Internal vs. external focus
Easier side of Job Matching
Incumbents actual work may vary from
the description (80% rule)
Not influenced by work volume,

incumbent, pay level
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Internal vs. Survey Job Leveling

Internal Job Leveling
Survey Job Leveling
Job evaluation: determine the relative

internal values of jobs across the
organization (internal equity)
External comparability across

organizations (external equity)
Individually tailored
Adapted to organization culture
Applicable to any organization

Does not reflect organization culture
Leveling
Process
Varies by organization, e.g. Point Factor,

Career Banding, Broad Bands, Narrow
Bands
Matching to a best-fit survey level

description
Applications
Tool for reward and talent management

decisions (base pay, incentives, career
management, workforce planning,
learning and development)
Framework for job definition
Means of communicating career paths
and facilitating talent mobility
Ensures comparability of job matching in

compensation surveys
Purpose
Specificity
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Career Level Progression

Each career level is described by general profiles that reflect a progression of
competence and knowledge
Professional (P) Career Band

P1
Entry
P2
Interm.
P3
Career
P4
Specialist
P5
Master
P6
Renowned
Expert
Solves complex problems

Takes a broad perspective to identify solutions
Works independently with guidance in only the most
complex situations
Takes a new perspective using existing solutions
Works independently with minimal guidance
Solves a range of straightforward problems
Analyzes possible solutions using standard procedures
Receives a moderate level of guidance and direction
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Survey Job Example
Job Architecture
Job Leveling
10
11
12
13
14
15
16
17
Professional Career Band (P)
Function
Discipline
Code
Discipline Title
Human Resources
AHR000
HR Generalist/Consultant Generalist/Multidiscipline
Human Resources
AHR010
Compensation and Benefits Generalist/Multidiscipline
Human Resources
AHR060
Benefits
Human Resources
AHR070
Payroll
P1
P2
P3
P4
P5
P6
Entry
Interm.
Career
Expert
Sr.
Expert
Renowned
Expert
Benchmark Job Code: AHR010-P2 (or AHR010-P2-10 including the Global Grade)
Benchmark Job Title: Compensation and Benefits Generalist Intermediate
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Leveling Navigator
M1 Supervisor
GG10
GG11
M2 Manager
GG12
M4 Group
Manager
M5 Sr Group
Manager
GG15
GG16
GG17
M3 Senior Manager
GG13
GG14
Basis for Progression

Supervises
medium-sized
routine support or
production/
operations teams;
typically does not
spend more than
20% of time
performing work
supervised
Supervises
moderately
complex support or
production/
operations team(s),
including team
leaders
Manages professional employees and/or

supervisors or supervises large, complex
technical or business support or
production/operations team(s)
Manages large
teams of
professionals
and/or managers
Manages large,
potentially diverse
teams of managers
and senior
professionals
Provides leadership
and direction through
senior managers
and managers
Provides leadership
and direction through
group and senior
managers
Sets team priorities;

provides input on
resource planning
and policy
development
Adapts departmental plans and priorities

to address resource and operational
challenges
Develops
departmental plans
and controls
resources and
policy formulation
Develops
departmental plans,
controls resources
and policy
formulation, and
provides input to
functional or
departmental
strategy
Adapts and
executes functional
or departmental
business plans and
contributes to the
development of
functional or
department
strategies
Develops, adapts
and executes
functional or
department strategy
Functional
strategies and
priorities
Organization and
functional
strategies and
objectives
Strategic Impact
Sets team priorities
to ensure task
completion
Basis for Decisions

Policies, procedures and business plan
Resource availability and functional

objectives
People Management
Trains team
members and
provides input to
performance reviews
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Completes
employee
performance
evaluations and
recommends pay
actions
Limited
management
authority, e.g., sets
performance
objectives, conducts
reviews and
recommends pay
actions
Full management authority, including performance reviews, pay decisions, recruitment, discipline, termination,
etc.
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Professional Career Band

Leveling Navigator
P1 Entry
GG 8
P2
Intermediate
GG 9
GG 10
P3 Career
GG 11
P4 Specialist
GG 12
GG 13
GG 14
P5
Master
GG 15
P6 Renowned Expert
GG 16
GG 17

Has no related Has limited
work
work
experience
experience
involving basic
concepts and
procedures
Has in-depth knowledge and

experience; level at which
career may stabilize for
many years or even until
retirement
Recognized
expert; best
practice/quality
resource within
own discipline
Recognized
expert; best
practice/quality
resource within
and outside own
discipline
Recognized
expert within
and beyond
own function;
progression
typically
restricted on
basis of
business
requirements
Typically seen only in large

international or global businesses;
progression typically restricted on
basis of business requirements
Solves
straightforward
problems;
analyzes possible
solutions using
standard
procedures
Solves
complex
problems
using
existing
solutions
Solves
complex
problems or
problems
where
precedent
may not
exist
Guides others in
resolving
complex issues
in specialized
area based on
existing solutions
and procedures
Provides
innovative
solutions to
complex issues
in specialized
area
Solves unique
and complex
problems that
have a broad
impact on the
business
Contributes
thought
leadership and
innovation that
influences
advancement of
the industry
and/or
profession
Top thought leader

worldwide whose
achievements
include major
innovations that
change and advance
the industry and/or
profession
Receives a
moderate level of
guidance and
direction
Provides
informal
guidance to
junior staff
Often leads
work of
project
teams; may
train junior
staff
Trains/mentors
junior staff
Operates with no
supervision in a
complex
environment;
may lead
functional
teams/projects
Leads project
teams to
achieve
milestones and
objectives
Leads large
projects/
initiatives that
impact domestic
or international
business
Leads largest
projects/initiatives
that have
significant impact
on complex, global
business
Contributes to
functional
strategy
Significant influence on functional

strategy
Has knowledge
and experience in
own discipline; still
acquiring higher
level knowledge
and skills
Problem-Solving/Thought Leadership
No discretion
to vary from
established
procedures
Limited
discretion to
vary from
established
procedures
Guidance/Supervision
Receives instruction,
guidance and direction from
others
Impact on Functional Strategy

No influence on functional strategy
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Customer/Client Management and Sales Career Band

Leveling Navigator
S2
Intermediate
S1 Entry
GG 9
GG 8
GG10
S3 Career
GG 11
S4 Expert
GG 12
GG 13
GG 14
S5 Sr.
Expert
GG 15
S6 Elite Expert
GG 16
GG 17
Understanding of Business, Financials, Products/Services and Market

General
awareness;
develops
basic
understanding on the
job
General
knowledge;
has limited
prior work
experience
Developing
understanding
Developing
expertise in
one area
Recognized
expertise in
one area
Recognized expertise in one Recognized

or more areas
expertise in
several
areas;
recognized
major sales
producer
Recognized externally as
leading sales strategist and
business expert; role model;
progression restricted on the
basis of individual capabilities
and business requirements;
develops new markets
Moderate
authority/
opportunity to
set and
negotiate
product/service
terms
Manages
medium
domestic
territory
Manages a
large
domestic or
small multicountry
territory
Some clients
are high
profile
accounts
spanning
broad
geographic
areas
Most clients
are high
profile
accounts
spanning
broad
geographic
areas
Works with
large/
important/
global
accounts
Manages
large,
complex
international
accounts in a
medium to
large
organization
Plans territory
and account
approaches
and manages
resources
under
supervision
Provides
informal
guidance to
junior staff
Trains and
mentors
junior staff;
Leads small
to medium
sales teams,
but without
supervisory
authority
Leads
medium to
large sales
teams, but
without
supervisory
authority
Manages
own and
often others
resources
Leads projects or initiatives

that extend beyond the sales
organization
Clients/Accounts
Limited
direct
contact with
clients
Structured
direct
contact with
clients;
limited
authority for
negotiation
Manages the
largest most
strategically
important
global
accounts in
large
international
or global
business
Relies on manager for
planning and resource
management
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Leveling Navigator
T1 Entry
GG5
T2
Intermediate
GG6
T3 Senior
GG7
T4 Lead
GG8
GG9
GG10

Basic skills
Expanding skills
Fully developed
proficiency; may
have external
certification
Fully developed
proficiency;
typically has
specialized
external
certification
Advanced and specialized expertise
Works with limited

supervision and
guides junior team
members
Works with limited

supervision and
guides, trains
and supports
junior team
members
Works
autonomously
and leads a team
in a variety of
routine tasks
Works
autonomously
and leads one or
more teams in
complex tasks
Performs
moderately
complex and
varied tasks
Performs highly
complex and
varied tasks
Solves problems
of a recurring
nature
Analyzes technical
problems and
delivers
solutions where
precedent may
not exist
Works with close
supervision
Works with
moderate
supervision
Tasks and Problem Solving

Works within
clearly defined
standard operating
procedures
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Works within
standard
operating
procedures
32
Business Support Career Band

Leveling Navigator
U1 Entry
GG4
GG5
U2
Intermediate
GG6
U3 Senior
GG7
U4 Lead
GG8
GG9

No prior training Limited prior
or work experience training or work
experience
Developed
knowledge and
skills
Developed
specialized skills
or multi-skilled
Developed expertise in a variety of

work processes or activities
Works with
moderate
supervision
Works with limited

supervision;
informal
resource for those
with less
experience
Works
autonomously
and leads a team
in a variety of
routine tasks
Identifies/analyzes
straightforward
problems and
makes sound
decisions
Identifies/analyze Analyzes and resolves complex

problems
s patterns from
partial/conflicting
data; identifies
new solutions
Works with close supervision
Works
autonomously and
leads one or
more teams in
complex tasks
Tasks and Problem Solving

No discretion to
vary from
established
procedures
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Limited
discretion to vary
from established
procedures
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Production/Operations Career Band

Leveling Navigator
W1 Entry
GG2
GG3
W2 Intermediate
GG4
GG5
W3 Senior
GG6
W4 Lead
GG7

No prior training Limited prior
or work experience training or work
experience
Semi-skilled
Fully skilled
Proficient
Expert
Works with
limited
supervision;
informal resource
to those with less
experience
Works
autonomously;
coordinates work
of others but not a
supervisor
Performs all
procedures with
high level of
proficiency
Specialized and
advanced skill
level
No discretion to
vary from
established
procedures
Limited
discretion to vary
from established
procedures
Works with moderate supervision
Tasks and Procedures

Methods and tasks are clearly defined Performs most established
and described in detail
procedures
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Additional Guidelines
No requirement to match all Career Levels within a Function
Some companies may not hire entry level, but focus on more experienced employees
Other companies may not have a renowned expert in most or all Functions
Many organizations are not able to match to each manager level within a Function
All manager levels may not exist in some Functions of less hierarchical orgs
Differentiate senior managers versus executives
Implementers versus strategists
Reporting relationships
Executive pay packages
Jobs above M4 or M5 may be matched as executives even if they are not titled
executives by your organization
If a job is higher paid, do not assume it must be a higher level
Validate match based on roles and responsibilities
Use comparisons to identify validation queries
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Align Survey Levels to Your Internal Structure
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Compare and align internal structure to Career Levels
Best practice is to prepare a mapping between the organizations hierarchical

levels and the survey levels for validating matches
Simple 1-1 Mapping
Organization has more levels

or grades than survey
Organization
Level/Grade
Survey
Level
Organization
Level/Grade
Survey Level
X5
P4-13
X7
P4-13
X4
P3-12
X6
P3-12
X3
P3-11
X5
X2
P2-10
X4
X1
P1-09
X3
Organization
Level/Grade
P2-10
X1
P1-09
Survey Level
P4-14
B2
P4-13
P3-12
P3-11
X2
Organization has broad bands
P3-11
P2-10
B1
P2-10
P1-09
Review match function-by-function or job-by-job to validate the level matching
Use the overall matching as a guideline

Identify where different structures for particular functions may require a different
leveling alignment (e.g. Sales, R&D)
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Matching Examples
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Example
Example
Using a clients level descriptors to aid in job matching
Some companies have level structures that lend themselves to a very direct matching
to our survey levels. Many others are not be as direct and require other approaches.
Client Definitions
TWDS
Career
Level
Level
Complexity
Type of
Work
Knowledge of
Function
Problem Solving
Knowledge of
Organization
PRO-A
Routine
Basic tasks
Basic
Reactive
Emphasis on own
function
P1
PRO-B
Semi-Complex
Standard
Good
Identifies, resolves,
clearly defined
Emphasis on own
function
P2
PRO-C
Complex
Full Range of
Work
Broad
Identifies, resolves,
Semi-complex,
procedural
Good knowledge of
organization
P3-11
PRO-D
Very Complex
Advanced
Comprehensive
Identifies, resolves
complex, outside of
procedures
Significant knowledge of
organization
P3-12
PRO-E
Most complex
Leading edge
Extensive knowledge of
specialty or multiple
disciplines
Preemptive
Comprehensive
knowledge of
organization
P4
PRO-F
Conceptual
Special
Assignments
Advances technologies
practices or processes
Preemptive
Extensive, expert
knowledge of
organization
P5
twdataservices.com
39
Example
Example
Aligning your pay grades to the survey Career Levels
Non Sales
Your Pay
Grade
Exec
33
Exec
32
Exec
31
Exec
30
Exec
M4-16
29
Exec
M4-16
28
Exec
M4-16
Manager
Professional
Sales
Business Support
Technical
Managers
Individual Contributors
For nonexecutives, begin with entry level

and work up to higher levels.
Select standard jobs from the organization
and use your job descriptions to match to
TWDS Career Levels until a clear picture
of the mapping emerges.
M4-16
27
M3-15
26
M3-14
25
M3-14
24
M2-13
P4-14
23
M2-12
P4-13
22
M2-12
P3-12
T4-11
21
M1-11
P3-11
T4-10
20
M1-10
P3-11
U4-09
T4-09
S2-10
19
M1-10
P2-10
U4-08
T3-07/08
S1-09
18
P2-10
U4-08
T2-6
S1-08
17
P2-10
U3-08
T2-6
16
P1-09
U3-07
T1-05
15
P1-08
U2-06
T1-05
14
P1-08
U2-06
T1-05
13
12
twdataservices.com
M3-14
S4-14
S4-13
M2-12
S4-13
S3-12
S3-11
U1-05
U1-04Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
2012 Towers
40
Job Architecture
twdataservices.com
41
Job Codes Functions and Discipline
First letter of Function code
A All Functions included in multiple industries
C Customer/Client Management and Sales
Industry-specific Functions:
P Pharma; E Energy; M Media; T Technology (High Tech); F Financial Services;

R Retail; U University; Y Property Management; N Nuclear; B BPO;
Last two letters of the Function code derived from title to maintain sequence
and group related Functions together
AIT
IT Administration
ACD Strategic Planning/Corporate Development
Discipline (specialty) within a Function assigned a six-character code

comprised of Function code + three-digit suffix
AIT010 Computer Systems Administration
"999" Specific discipline NOT included in the survey
"000" Generalist/Multidiscipline (some Functions have more than one, e.g., HR)
twdataservices.com
42
"000" and "999" Disciplines
Each Function has one or more Disciplines designated as "Generalist/Multidiscipline"

(code suffix "000"); some Functions have additional generalist/ multidiscipline codes that
apply to a subgroup of Disciplines within the Function
AAS000 Administrative Services Generalist/Multidiscipline Supports

general business operations by providing various administrative support activities as a generalist or in a
combination of Disciplines in the Administrative Services Function
The generalist/multidiscipline code should be used to match incumbents who are

generalists, whose responsibilities span more than one of the specialized Disciplines, or
who manage employees in more than one Discipline
Each Function has a "No Applicable Discipline" code ("999" suffix) that should be used
ONLY if the incumbent's specialty/responsibilities cannot be matched to any of the
defined disciplines
AAS999 Administrative Services - No Applicable Discipline

Responsibilities are within the Administrative Services Function but are not described in other Discipline
summaries
twdataservices.com
43
Job Codes Functions and Disciplines
Sector-specific Disciplines in All Industry and Customer/Client Management

and Sales Functions start with
200
High Tech
300
Retail
400
Pharmaceutical and Health Sciences
500
Energy
600
Financial Services
700
Media
900
Other industries (e.g., Automotive)
Functions for Executive jobs responsible for multiple Functions (example)

AAA
Top Executive
AAB
Profit Center Management
AFA
Finance
AIC
Information Technology
AMJ
Sales and Marketing
ARO
Research and Development
twdataservices.com
44
Discipline Breakdown
Functions
Accounting
(AFB)
Human
Resources
(AHR)
Marketing
(AMK)
IT Administration
(AIT)
General
Accounting
HR Generalist
Brand Marketing
Computer
Systems
Administration
Cost Accounting
Compensation
and Benefits
Pricing
IT Help Desk
Support
Accounts
Payable
Pension Plan
Administration
Product
Management
IS Security
Payroll
Training and
Development
Trade Shows/
Events
IT Outsourcing
Management
Bookkeeping
HRIS
Marketing
Communications
Data Entry
Disciplines
twdataservices.com
45
General Industry
Example Function and Discipline Description

All Industry
Function
Code
Accounting
AFB
Establishes and maintains accounting policies and controls, fiscal controls, preparing financial reports and safeguarding the
organization's assets. Maintains accounting and financial records and reports including, general ledger, financial statements,
regulatory and management reports.
Matching Notes
1.
Match incumbents who research accounting and financial reporting standards and regulations such as Sarbanes-Oxley
(SOX), Basel II and Markets in Financial Instruments Directive (MiFID) to support the organization's financial records
compliance with same to the AFB030-Accounting Policy and Research Discipline
2.
Match incumbents responsible for payroll to the AFB070 Payroll Discipline in this Function even if they are part of the
Human Resources organization
3.
Disciplines
AFB000
AFB010
Accounting Generalist/Multidiscipline
Establishes and maintains accounting policies and controls, fiscal controls, preparing financial reports and safeguarding
the organization's assets
Responsibilities are within the Accounting Function as a generalist or in a combination of Disciplines
General Accounting
Performs general accounting activities, including the preparation, maintenance and reconciliation of ledger accounts and
financial statements, such as balance sheets, profit-and-loss statements and capital expenditure schedules
Prepares, records, analyzes and reports accounting transactions and ensures the integrity of accounting records for
completeness, accuracy and compliance with accepted accounting policies and principles
Provides financial support including forecasting, budgeting, and analyzing variations from budget
Analyzes and prepares statutory accounts and financial statements and reports
Conducts or assists in the documentation of accounting projects
AFB020
Financial Reporting
Prepares and distributes periodic financial statements for users other than those directly employed by the organization
Ensures all reports and disclosures comply with applicable government regulations, professional standards and
organization policies
Prepares consolidation journal entries, eliminates intercompany transactions, and consolidated divisional and subsidiary
financial accounts on a timely and accurate basis for inclusion in internal and external financial statements
towerswatson.com
Presentation2
46
General Industry
Where to find the appropriate "Code"?
What are the job responsibilities? What are they doing?
Internal vs. External focus
APM Project/Program Management

TMP External Project/Program Management
AID IT Development
TID Technology/Systems Development - External Clients
Similar skills applied in different settings
ACA120
AMK130
MTC030
Creative Design Services

Web Graphic/Visual Design
Online/Digital Media Content Graphic/Visual Design
ACA140
AMK160
ARR050
MPT020
TPS050
TPS200
Localization/Translation Services
Web Localization/Translation
Product Localization
Media Localization
Product Localization
Product Development Software Localization/Translation
AMK111
MTC050
Internet Search Optimization

Online/Digital Media Content Search Optimization
towerswatson.com
Presentation2
47
Job Matching Functions and Disciplines

Support Levels vs. Support Functions
twdataservices.com
48
General Industry
Support Levels vs. Support Functions
Support Levels
Vocational training is also

called Career and
Technical Education (CTE)
Typical jobs
Technicians
Preparation for careers that

are based in manual or
practical activities
Clerks
Assembly/Production workers
Common characteristics
Typically has vocational training, but no university degree
Understands basic skills in a hands-on environment
Support Functions
Traditionally non-academic
and totally related to a
specific trade, occupation
or vocation
Distinguish incumbents who work with professionals who

have specialized academic training and credentials
Lawyers
Engineers
Scientists (doctorate)
Many typically have professional education (i.e., university)

and are matched to the Professional Career Band
towerswatson.com
Presentation2
49
General Industry
Support Level vs. Support Function (continued)

FUNCTION
ALG Legal
(EX, M and P levels only)
Legal
ALS Legal Support

(M, P and U levels)
SAMPLE JOBS
(DISCIPLINES)
ROLE
Provides legal advice and
services.
Incumbents must have a law
degree that qualifies them to
practice as a lawyer
Provides support for a variety

of law-related activities that
do not require a law degree
Patent Attorney
(ALG030)
Paralegal (ALS010)
Contract Administrator
(ALS020)
ARS Research
Science
ARP Product
Development
TPD Technology
Product Development
ARU Research
Science Support
ARR Product
Develop Support
TPS Technology
Product Development
Support
Other Functions
towerswatson.com
Presentation2
50
General Industry
Support Levels vs. Support Functions (continued)

Some other Functions with "Support" in the title support customers, sales
representatives and other areas should not be confused with the support level
AMS
AMT
CUT
Customer Support/Operations
Technical Customer Support
Technical Sales Support
towerswatson.com
Presentation2
51

Technical Employees
twdataservices.com
52
General Industry
Three Types of Technical Employees

University engineering degree
Qualified
Engineer
Works in research/product development or operations

(production, operation, construction or maintenance)
Analyzes, models and develops complex interactions among
many components that comprise artificial systems
Applicable Career Levels: P1 P6 Global Grades: 8 17
University graduate but no engineering degree
Not a licensed engineer
Key elements of technical expertise are acquired on the job
Technical
Professional
Sufficient experience to work on engineering type projects

Applies a combination of technical and business knowledge
to a wide spectrum of roles
Applicable Career Levels: P1 P5 Global Grades: 8 15
No university or engineering degree
Operates with an understanding of basic technical skills
typical in a hands-on environment
Technician
Typically attends vocational training programs for specific

technical skills and technologies
Applicable Career Levels: T1 T4 Global Grades: 5 10
towerswatson.com
Presentation2
53
General Industry
Where Would You Find Each Type of Technical Employee?

ARO Research and Development (1)
(1)
"Pure Research":
Performs basic
fundamental, bly sky
research
(2)
Performs basic
theoretical scientific and
technological
investigation towards the
acquisition of new
knowledge
(3)
Applied Research
translates research
discoveries into usable
and marketable
(technology) products
(4)
Engineering":
Responsible for
engineering work in
operations, production,
construction or
maintenance
environments
ARS Research Science (2)

ARP Product Development (3)
Qualified
Engineer
AZE Engineering (4)

TPD Technology Product Development (3)
(TCT Technology/Systems Consulting)
(AIC Information Technology)
ARU Research Science Support

ARR Product Development Support
AZT Technical Specialty/Skilled Trade
TPS Technology Product Development Support
Technical
Professional /
Technician
AID IT Development
AIT IT Administration
AMT Technical Customer Support
CUT Technical Sales Support
TCT Technology/Systems Consulting
TPG Computer Game Development
towerswatson.com
Presentation2
54
General Industry
IT Development and Administration

FUNCTION
AID
IT
Development
(1, 2)
CAREER
BANDS
EX, M, P, T
INTERNAL/
EXTERNAL
Internal
SAMPLE JOBS/
DISCIPLINES
PROFILE
Designs,
develops and
implements
internal IT
applications
AIT
IT
Administration
(1, 2)
EX, M, P, T
AIC
Information
Technology
(1)
EX
Internal
Administers and
develops internal
IT systems
TID
Technology/
Systems
Development
External Clients
(3, 4)
EX, M, P, T
External
Designs,
develops, codes,
tests and/or
customizes IT
solutions for
external clients
towerswatson.com
Internal
Administers
internal IT
systems
Internet/Web
Application Dev
(AID015)
Bus. Systems
Analyst (AID020)
ERP (AID100)
Computer Systems
Admin (AIT010)
IS Security
(AIT070)
Chief Technology
Officer (AIC000)
Application
Developer (TID010)
System Analyst
(TID020)
Matching Notes
(1) Match incumbents
responsible for both IT
development and IT
administration to the
AICInformation
Technology Function
(2) Match incumbents who
primarily administer or run
applications and systems
to the AITIT
Administration Function;
incumbents in AIDIT
Development function
primarily develop
applications and systems
develop applications for
their own organization to
the AID000IT
Development function
develop applications for
both external clients and
internal business needs to
this function
ABAP Programmer
(TID050)
Presentation2
55
General Industry
Programmers and Testers

DISCIPLINE
Not Client
Facing Jobs
CAREER
BAND
AID010 Application Development

AID015 Internet/Web Application Development
AID050 Software Quality Assurance and Testing
AID100 Enterprise Resource Planning
AID110 IS Security Development
EX/M/P/T
TID010 New Application Development External Clients

TID020 IT Architecture (System Design) External Clients
TID030 Application Quality Assurance and Testing External Clients
TID050 Function/Business Area Application (ERP) Customization External Clients
EX/M/P/T
TPD240 Product Development Software

TPD250 Product Development Packaged Software Applications
TPD260 Product Development Operating Systems Software
TPD280 Product Development Embedded Software/Firmware
TPD290 Product Development Data Security
TPS220 Development Systems Testing and Quality
EX/EX/M/P
EX/M/P/T
() EX and T Career Levels rare

towerswatson.com
Presentation2
56

Customer Support
twdataservices.com
57
General Industry
Customer Support (Pre-sales/Post-Sales)
Direct Client
Post Sales
Implementation
Support
FUNCTION
PROFILE
SAMPLE JOBS/DISCIPLINES
AMS
Customer
Support/Operations
Provides nontechnical
customer support
Customer Service Rep (AMS020)
AMT
Technical
Customer Support
Provides post-sales
implementation
technical support
Customer Hotline Analyst (AMT000)
CUS
Sales Support
and Administration
Provides nontechnical
sales support
Warranty Claims Processor (AMT050)
Field Support Technician (AMT020)
Sales Administrator (CUS000)
Presales/Sales
Force Support
towerswatson.com
Sales Training Mgr (CUS010)

Sales Planning Analyst (CUS030)
Sales Excellence Analyst (CUS040)
CUT
Technical Sales Support
Provides pre-sales
implementation
technical support
Presales Technical Support (CUT000)

Customer Application Eng (CUT030)
Presentation2
58
General Industry
Help Desk
DISCIPLINE
Non
Technical
AMS020
Customer
Contact Center
AIT020
Help Desk
Support
Technical
AMT000
Technical
Customer Support
Remote/Help Desk
towerswatson.com
CAREER
BAND
PROFILE
Manager Call/Contact Center
ALL can be
OUTSOURCED or INTERNAL
(Organization's) internal
Rare
1st and 2nd level operators

dealing with customer
operational issues
Manager Technical Support

Center
2nd level support dealing with

technical problems in a
call/contact center
environment
1st level support dealing with

technical problems in a
call/contact center
environment
External (customer)
Presentation2
59
General Industry
Interactive/Online Media
DISCIPLINE
Marketing
Staff Jobs
AMK designs and

produces content for
the organizations web
sites that AID builds
and AIT administers
Internal
Internal
Intranet/
Extranet
Jobs
towerswatson.com
External
LEVEL
PROFILE
AMK110
E-Commerce Marketing
EX/M/ Markets the organization's products/

P/U services through the Web
AMK120
Web Content
Management/Production
EX/M/ Manages/produces content on the

P/U organizations Web sites for customers
AMK130
Web Graphic/Visual Design
Develops and maintains graphic design

EX/M/
and layout of the organizations Web sites
P/U
for customers
AMK140
Web Multimedia Production
Designs a diverse mix of media (e.g.,

EX/M/
audio, video) for the organizations Web
P/U
sites for customers
AIT015
Website Administration
EX/M/
P/T
Maintains the technical aspects of the

organizations own Web sites
AID015
Internet/Web Application
Development
EX/M/
P/T
Designs and develops organizations own

Intranet and Extranet applications
TCT030
Web, IP and Online Solutions
EX/M/
P
Designs and develops Web sites to

support external client business strategy
Presentation2
60

Sales
twdataservices.com
61
General Industry
Sales Functions
CAM
Account Management
CSD
Direct Sales
CSL
Large Deal Acquisition Sales
Transactional
New Client
ILLUSTRATIVE
CTS000 Telesales Generic/Generalist
Consultative
CSL
Small Game Hunter
Big Game Hunter
CTS Outbound
CTS020
(Inbound/Outbound)
CTS010 Telesales Inbound/Inside
CTS In/Out
CTS000
Existing Client
CTS020 Telesales Outbound
towerswatson.com
Territory Rep
Territory Consultant
CTS Inbound
CTS010
Account Manager
CAM005
Key Account
Executive
CAM000
Presentation2
62
Career Levels
Frequently Asked Questions
twdataservices.com
63
Career Levels
Frequently Asked Questions
Why are there so many Career Levels?
Number of Career Bands and Career Levels determined by market patterns

and analysis by survey specialists and compensation consultants
Defined for every level from entry to senior management
No requirement to match to every Career Level

Larger organizations may utilize most or all Career Levels
Smaller organizations may utilize fewer Career Levels
Number of Career Levels may also vary by Function
twdataservices.com
64
Career Levels
Frequently Asked Questions (continued)
Why arent years of education/experience included in the Career Level

General Profiles?
Facilitates more accurate job matching

Focus on job requirements, not an individuals personal background
Avoids variations by organization, function or industry
Does the use of Career Levels lead to matching on the basis of career
growth instead of job content?
Combination of Career Levels with Functions and Disciplines provide as much job
content detail as benchmark descriptions

Defined to facilitate consistent level matching across Functions
Not related to an individuals personal growth
twdataservices.com
65
Career Levels
Frequently Asked Questions (continued)
Why is the survey methodology based on Career Bands when not all
organizations have broad bands?
Career Bands and broad bands are different

Career Bands represent different types of jobs
Broad bands refer to an internal organization range structure
If we do not have a salary structure and market price for every job in
our organization, how can we match our jobs to your survey?
Any job that is defined can be matched to Career Bands, Career Levels,
Functions and Disciplines based on responsibilities
twdataservices.com
66
Questions? Thoughts?
twdataservices.com
67
Appendix
Career Band Decision Trees
twdataservices.com
68

Leveling Decision Tree
Impacts/
executes functional
strategy
Limited or no input
to functional
strategy
Supervisor
Does not manage professional
staff
Coordinates daily activities to
ensure task completion
Group Manager
Provides leadership and direction
through Senior Managers and
Managers
Contributes to functional strategy
Senior Group Manager

Develops, adapts and executes
functional/departmental strategy
for a segment
Global Grade 20 parent or higher
M4
M5
GG16
GG17
Manager
Typically manages professional
employees and/or supervisors; may
manage large/complex support teams
Concerned with resources,
performance and results of own team
M1
Senior Manager
Provides leadership to managers,
supervisors and/or professional staff
Develops departmental plans and priorities
Controls resources and policy formation
M2
M3
Medium-sized routine
team
Input to performance
evaluation
Large/moderately
complex team
Conducts performance
evaluation
Accountable results
Sets objectives and
conducts perf. review
Accountable for
budget/performance
Full management (incl.
recruitment) authority
Manages large teams

of professionals
and/or junior
managers
GG10
GG11
GG12
GG13
GG14
twdataservices.com
Manages large/
diverse teams of
managers and/or
senior professionals
GG15
69
Sales and Client Management Leveling Career Band

Domestic or
small to medium
International clients
Large/Complex/Key
Global Accounts
Senior Expert
Recognized expert with an
extremely deep business
understanding in many areas
Works with large/global clients
Entry
General business
awareness
Limited complexity of
products/services
Intermediate
Developing deeper
business understanding
Moderate complexity of
territory/products/services
S1
Renowned Expert
Recognized externally as leading
sales strategist with sophisticated
Manages large/key global clients
S5
S6
GG15
GG16/17*
Career
Specialist with a solid
High complexity of territory/
products/services
S2
* GG17 restricted to individuals recognized as

one of the top sales producers in a global
organization and in the wider industry (typically
only found in GG20 organization or higher)
Expert
Recognized expert with deep
business understanding in one or
more areas
Extremely high complexity of
territory and/or products/services
S3
S4
GG10
Limited direct contact
with clients
Basic understanding
of products/services
GG8
twdataservices.com
Structured, direct
contact with clients
General understanding
of products/services
GG9
Accounts within a
medium domestic
territory
GG11
Accounts within a
large domestic
territory
GG12
Some substantial
high profile accounts
Leads small to
medium sales teams
GG13
Typically substantial
high profile accounts
Leads medium to
large sales teams
GG14
70
Professional Career Band Leveling Decision Tree

No Contribution to
Functional Strategy
Impacts Functional
Strategy
Master
Recognized expert within
organization
Contributes to functional strategy
Still acquiring higher-level
of knowledge and skills
Receives guidance/
direction from others
Renowned Expert
Recognized thought leader
within industry
Influences functional strategy
P5
P6
GG15
GG16/17*
* GG17 restricted to individuals recognized
as industry-shaping innovators (typically
only found in GG20 organization or higher)
Entry
Performs routine
assignments
No prior knowledge
required
Intermediate
Solves straightforward
problems
Requires knowledge/
experience
P1
Career
In-depth knowledge
Works independently
Receives minimal guidance
Specialist
Broad, specialized knowledge
Recognized expert in own area
Guidance in only the most complex
situations
P3
P4
P2
GG10
No discretion to vary
from set procedures
GG8
twdataservices.com
Limited discretion to
vary from set
procedures
GG9
Contributes to process
improvements
Uses knowledge to
improve processes or
products/services
GG11
GG12
Best practice/quality
resource in own
discipline
GG13
Best practice/quality
resource within and
outside own discipline
GG14
71

Works with supervision
Still developing skills
Entry
Basic skills
Works with close
supervision
Limited or no supervision
Proficient or advanced level
Intermediate
Expands skills in own
work area
Works with moderate
degree of supervision
T1
T2
GG5
GG6
Senior
Proficient in a range of
processes/procedures
Works with limited
T4
T3
Moderate task
complexity/variety
Guides junior team
members
GG7
twdataservices.com
Lead
Advanced/specialized
expertise
Works autonomously
Acts as informal team leader
High task
complexity/variety
Guides and supports
junior team members
GG8
Solves recurring
problems
Team performs Variety
of often routine tasks
GG9
Solves complex, often

unprecedented problems
Team performs
Complex/varied tasks
GG10
72
Business Support Career Band

Entry
Acquires basic skills to
perform routine tasks
Works with close
supervision
Intermediate
Expands already
developed skills
Works with moderate
U1
No prior relevant
training/work experience
Limited prior relevant

training/work experience
GG4
GG5
twdataservices.com
Specialized or advanced
skills/expertise
Senior
Specialized skills or
multi-skilled
Works with limited
U2
U3
GG6
GG7
Lead
Advanced/specialized
expertise
Works autonomously
U4
Solves recurring
problems
Team performs variety
of often routine tasks
GG8
Solves complex, often

unprecedented problems
Team performs
Complex/varied tasks
GG9
73
Production Support Career Band

Proficiency or specialized
skills/expertise

Entry
Limited or no prior relevant
experience
Works with close supervision
and little autonomy
Intermediate
Expands already
developed skills
Works with moderate
W1
No prior relevant
training or experience
GG2
twdataservices.com
Senior
Proficiency in own area
Works with limited
W2
Limited relevant prior

training or experience
Performs most
established procedures
Resolves routine
issues with supervision
Performs full range of

established procedures
Resolves routine issues
without supervision
GG3
GG4
GG5
Lead
Expertise and specialized
level of skills in own area
Works autonomously
W3
W4
GG6
GG7
74

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Towers Watson Data Services

Towers Watson Data Services

The following terms will be used throughout todays discussion as well

Towers Watson Data Services

First Things First

A huge Thank You! to Allison, Natasha and Victoria they navigated

Towers Watson Data Services

Changes to the 2012 Survey

Job Leveling: a multi-step process

Survey Job Leveling vs. Internal Job Leveling

Career Bands, Career Levels

Functions and Disciplines

Career Levels Frequently Asked Questions

Job matching exercise

Towers Watson Data Services

Why Change the Survey Methodology?

Towers Watson is discontinuing the web platform on which the High

Not all Functions/Disciplines are available in all countries tailored to meet

Towers Watson Data Services

What Else Has Changed?

Details on perks, vehicles practices, LTI plan details

Salary increases and compensation policies/practices will be captured

These results will be provided free if you participate

Separate analysis on salary increases for the HR Tech Group

Results now delivered via Comp Online

Towers Watson Data Services

Access other Canadian databases at discounted participant rates

Your data will automatically transfer to Towers Watsons General Industry

Towers Watson Data Services

The Design Process

We reviewed your 2011 benchmark positions and identified a

Functions and Disciplines

Where clarification about a match is needed, a special Matching Note

A Mapping Matrix is available to help identify your 2012 job matches

Band and Career Level that best fits YOUR position

Towers Watson Data Services

Captures key information about your organization and compensation

Incumbent Data for Executives

level, geographic responsibility, workplace postal code

perquisites, LTI grant information

LTI general practices

Towers Watson Data Services

Captures key information about your organization and compensation

Incumbent Data for MMPS matches

organization unit, workplace postal code

practices, union status, LTI grant information

Job Matching Process

Towers Watson Data Services

Career Bands and Career Levels

Career Level approach used by Towers Watson globally

Career Levels for nonexecutive jobs

Supervisory/Management (M1 through M5)

Professional (P1 through P6)

Customer/Client Management and Sales (S1 through S6)

Business Support (U1 through U4)

Technical Support (T1 through T4)

Production/Operations (W1 through W4)

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Career Bands and Career Levels (continued)

Global Grades provide the foundation or underpinning for both

Participant Guides and survey reports include more detailed

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