Salary survey: Consider all the variables when planning wage increases. (Spotlight).Inflation worries may have subsided in recent years, but with real wages still roughly 4% below their 1994 levels, most employees still have some catching up to do. And recovering purchasing power Purchasing Power 1. The value of a currency expressed in terms of the amount of goods or services that one unit of money can buy. Purchasing power is important because, all else being equal, inflation decreases the amount of goods or services you'd be able to purchase. 2. through wage increases isn't easy when prices are moving slowly and there is an economic slowdown For articles with similar titles, see Slow Down (disambiguation). A slowdown is an industrial action in which employees perform their duties but seek to reduce productivity or efficiency in their performance of these duties. that severely pressures companies' operating margins Operating Margin A ratio used to measure a company's pricing strategy and operating efficiency. Calculated by: . AMERICAN CHAMBER OF COMMERCE OF MEXICO's "Survey of Salaries and Benefits 2002" shows that 2001 was a good year for employees despite the lackluster lack·lus·ter adj. Lacking brightness, luster, or vitality; dull. See Synonyms at dull. Adj. 1. lackluster - lacking brilliance or vitality; "a dull lackluster life"; "a lusterless performance" performance of the global economy. RISING BEFORE THE FALL One reason for the positive gains in salaries was, ironically, the erratic er·rat·ic adj. 1. Having no fixed or regular course; wandering. 2. Lacking consistency, regularity, or uniformity: an erratic heartbeat. 3. behavior of the economy. While most economists at the beginning of last year expected inflation to hover An option in Microsoft Internet Explorer that removes the permanent underline from hypertext links. The underline displays automatically and only when the cursor is placed over (hovers over) the link. Hover is available in Tools/Internet Options/Advanced/Underline links. around 7.5% in 2001, weak aggregate demand and tight monetary policy helped bring inflation down to a mere 4.4% for the year. Meanwhile, wage increases averaged around 10.6% for executives, 10.9% for salaried employees and 10.9% for blue-collar workers blue-collar worker n → obrero/a blue-collar worker n → ouvrier/ère col bleu blue-collar worker n → . This translated into real gains of around 6% across the board. While many companies budget their salary increases based on projected inflation, contract negotiations can also have a significant impact on companies with unionized workers. According to according to prep. 1. As stated or indicated by; on the authority of: according to historians. 2. In keeping with: according to instructions. 3. AMCHAM Human Capital and Labor Affairs Committee Chair Luis Manuel Guaida, many unions are acknowledging the virtues of maintaining jobs for their members over demanding increases that only lead to cost reductions, i.e. layoffs. Indeed, this year unions are expected to come to the bargaining table with salary increase demands closer in line with inflation expectations, says Guaida. After last year's unexpectedly somber som·ber adj. 1. a. Dark; gloomy. b. Dull or dark in color. 2. a. Melancholy; dismal: a somber mood. b. Serious; grave. performance for the economy, and little hope for a significant turnaround Turnaround A situation where a company that has had poor performance for an extended period of time experiences a positive reversal. Notes: A speculator may profit from a turnaround if he or she accurately anticipates the improvement of a poorly performing company. before the second half of this year, companies plan to adjust 2002 increases accordingly. Participants in the "Survey of Salaries and Benefits 2002" said they have budgeted increases averaging 6% for executives, 5.8% for salaried employees and 5.5% for blue-collar workers. With inflation projected to close at around 5% in 2002, real wages will see negligible Please [ improve this article] by rewriting this article or section in an . gains this year. COMPARE AND CONTRAST The "Survey of Salaries and Benefits 2002" analyzed an·a·lyze tr.v. an·a·lyzed, an·a·lyz·ing, an·a·lyz·es 1. To examine methodically by separating into parts and studying their interrelations. 2. Chemistry To make a chemical analysis of. 3. 102 positions across a broad range of functional areas--from Finance and the Chief Executive Officer's area, to Engineering, Production, Systems and Human Resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees. , among others. The Survey provides a complete breakdown of data for each position, according to a company's origin of capital, geographical location, size, sector and type. Average salaries-- incorporating all of the above variables--are also provided for each position, based on the total number of companies providing data for the given position. So how much should your executives and salaried employees be earning to keep them content--and productive--in 2002? In Mexico City Mexico City Spanish Ciudad de México City (pop., 2000: city, 8,605,239; 2003 metro. area est., 18,660,000), capital of Mexico. Located at an elevation of 7,350 ft (2,240 m), it is officially coterminous with the Federal District, which occupies 571 sq mi , the CEO (1) (Chief Executive Officer) The highest individual in command of an organization. Typically the president of the company, the CEO reports to the Chairman of the Board. of a company was earning an average base salary of $99,383 pesos per month at the end of 2001. In Guadalajara--a market heavily affected by the downturn in the technology industry--a CEO earned an average of $86,163 per month. In contrast, a company head in the heavily U.S.-influenced market of Monterrey earned an average monthly base salary of $127,443 last year. Taking into account your company's specific financial situation, you would want to adjust these figures by the increases cited above to get an idea of where average salaries will stand at the end of 2002. Further down the scale, an administrative manager in Mexico City at the end of last year could expect to be earning an average base salary of $30,654 per month. Meanwhile, his or her counterpart in Guadalajara took home only $13,260 on average, and an administrative manager in Monterrey earned an average of $31,438. Again, Monterrey leads the groups, with Guadalajara at the rear. Not surprisingly, salaries for manufacturing positions showed the same pattern among the three cities The Three Cities is a collective description of the three fortified cities of Cospicua, Vittoriosa, and Senglea on the Island of Malta, which are enclosed by the massive line of fortification created by the Knights of St John, the Cottonera Lines. , with Monterrey at the head. As such, at the end of 2001, a head of production in Mexico City was earning an average monthly base salary of $16,717 per month, while a Guadalajara production head was earning $15,827, and one in Monterrey $24,405 per month. Even in low-end administrative positions, salaries in Monterrey edge out those in the nation's two largest cities. A personnel assistant in the northern industrial powerhouse A fourth-generation language from Cognos that was introduced in the late 1970s for midrange computers. It supports both character-oriented, terminal-based applications as well as Windows clients. Applications developed under PowerHouse can be imported into Cognos' Axiant client/server environment. garnered an average base salary of $7,475 at year-end 2001, while a person in the same position in Mexico City earned an average of $6,503, and in Guadalajara an average of $5,462. The "Survey of Salaries and Benefits 2002" is the most complete study ever prepared by the AMERICAN CHAMBER OF COMMERCE OF MEXICO. For the first time, this edition includes real data on salary levels in 14 cities throughout Mexico, including Ciudad Juarez, Cuernavaca, Hermosillo, Puebla, Queretaro, Reynosa, Tijuana, Toluca, Torreon, Villahermosa and Veracruz. Over 550 companies participated in the 2002 edition, a three-fold increase from the previous year. Olaf Carrera is director of economic programs at the AMERICAN CHAMBER OF COMMERCE, OF MEXICO.
Compensation trends in Mexico (in pesos)
Monthly Guaranteed Non-Guaranteed
Location Base Salary Benefits Benefits
CHIEF EXECUTIVE OFFICER
Federal District 99,383 10,440 11,566
Guadalajara 86,163 8,581 7,106
Monterrey 127,443 13,794 12,282
OFFICE MANAGER
Federal District 30,654 4,993 2,981
Guadalajara 13,260 1,857 1,606
Monterrey 31,438 4,653 3,006
HEAD OF PRODUCTION
Federal District 16,717 3,092 1,607
Guadalajara 15,827 2,582 1,316
Monterrey 24,405 4,465 1,448
PERSONNEL ASSISTANT
Federal District 6,503 1,372 443
Guadalajara 5,462 1,071 383
Monterrey 7,475 1,609 453
Gross Net Cost to the
Location Compensation Compensation Company
CHIEF EXECUTIVE OFFICER
Federal District 121,390 85,375 139,654
Guadalajara 101,851 71,725 115,933
Monterrey 153,519 104,567 176,453
OFFICE MANAGER
Federal District 38,627 27,682 43,459
Guadalajara 16,723 12,137 18,955
Monterrey 39,096 27,087 43,485
HEAD OF PRODUCTION
Federal District 21,416 16,190 24,826
Guadalajara 19,725 14,853 22,874
Monterrey 30,318 22,211 34,486
PERSONNEL ASSISTANT
Federal District 8,317 6,644 9,448
Guadalajara 6,916 5,320 7,728
Monterrey 9,537 7,031 11,026
Source: Survey of Salaries and Benefits 2002
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