What type of companies are making changes to their budget forecasts?
Organizations that reported decreases to their initial salary budget were primarily from the technology sector.1 The more conservative increase budget forecasts from the survey may be linked to substantial increases to compensation programs already implemented over the last several cycles, which reported high salary increase budgets over the past years, cost reduction efforts, and the decrease of pressure for talent in the market. Organizations that reported a rise in their initial salary increase budget were primarily from niche industries.2 These increases can be linked to the competitive nature of the market, inflation, and as a strategy to retain key talent.
Additional budget for more flexibility
In addition to a salary increase budget, 41% of participating organizations plan to set aside an average additional budget of 0.9% in 2024. “Organizations that are setting aside additional budgets are positioning themselves to be better equipped in responding to challenges throughout the next compensation cycle,” explains Clark. “This provides organizations with an opportunity to address internal inequalities more thoroughly with ad-hoc salary adjustments. Additionally, reserving even this small percentage of their budget ensures sufficient differentiation in salary increases are possible to deliver for high-performing and high-potential employees and supports retention efforts for highly strategic or mission-critical roles.”
Stable total budgets
In Canada, the average total budget remains at 4.0% for 2024, aligning with initial forecasts from the summer, excluding freezes.3 Average total budget forecasts by ownership structure include:
- Not-for-profit organizations: 4.3%
- Privately held organizations (not listed on the stock market): 4.2%
- Publicly traded organizations (listed on the stock market): 4.0%
- Public and parapublic organizations: 3.8%
Total rewards, an integral part of the solution
With the pace of heightened salary increase budgets over the last few years appearing to settle, organizations must continue to strategize on how to effectively allocate their budgets across their workforce and maintain the overall competitiveness of their broader total rewards offering. Recognizing that increases to cash compensation is not the only effective way to compete for talent, 67% of participating organizations noted that a strategic priority for 2024 involves ensuring the competitiveness of their total rewards programs. Enhancing benefit and pension plans as well as non-monetary components for example, can help differentiate organizations from competitors.
The full report and interactive tool, with details by province, industry sector, size and type of organization, are available on the Normandin Beaudry website.
|