The document summarizes the results of a 2013 wage and benefit survey conducted by the Rickenbacker Employer Assistance Network (REAN). Key findings include: most respondents were in warehouse/distribution industries; the average wage adjustment was an increase of $0.50/hour or 2.9%; the average number of employees increased 57% from 2012; and over 90% of employers offered medical, dental, vision, and life insurance benefits with most being employer-contributed.
This animated Powerpoint demonstrates our new direct mail platform that automatically generates a digital campaign for each mailer.
Each campaign is built instantly through our SaaS platform and is assigned a QR code and SMS number. This increases engagement with the recipient and furthers the ability to capture more leads instantly.
We also have the ability to help you run contests and provide winners instantly through our service.
Per Scholas is a nonprofit that provides technology education and job training to low-income individuals. They are hosting a Summer Employment Career Fair to connect local employers with openings for entry-level and mid-level positions to graduates of their program and other area job seekers. The career fair will take place on July 31st from 10am to 2pm at The Early College Academy located at 345 E. 5th Avenue in Columbus, Ohio. Employers are invited to sign up now to participate by contacting the listed employer relations representative.
Are my policies legal nlra and freedom of speechAngie Atwood
油
The document summarizes two National Labor Relations Board cases regarding employee social media posts and employer policies. In the first case, an auto dealership was found to have lawfully terminated an employee for a rude Facebook post about a serious car accident, but could have unlawfully terminated him for another post complaining about a work event. Some of the dealership's handbook policies were also found to be overly broad. The second case discusses an NLRB report on employee social media rights and provides examples of conduct the NLRB found to violate or not violate labor laws. The document concludes with implications for employer social media policies and discipline decisions.
Scott Warrick will present a seminar on the seven skills of tolerance that are vital for any tolerance or diversity program to succeed. The seven skills are: 1) understanding what makes us human, 2) distinguishing between diversity, tolerance and acceptance, 3) spotting bigotry, 4) understanding real differences versus stereotypes, 5) empathetically listening before speaking, 6) not enabling hypersensitive people, and 7) speaking up about bigotry. The seminar will show how to apply these skills immediately and explain why tolerance programs are important for strategic goals and avoiding failures like those at Kodak and NASA.
Pagoba City is a town of 10,000 people with a strong economy focused on farming and commerce. It has modern infrastructure like photovoltaic power, free universal healthcare, and a transportation system centered around bicycles and an airport. The city is also focused on education, entertainment, sports and culture with facilities like a university campus, theme park, museum, and performing arts venues.
Are my policies legal employment at will language under the nlrbAngie Atwood
油
This document summarizes recent NLRB rulings regarding "at-will" employment policies. The NLRB found that broad at-will disclaimers requiring employees to agree their employment status cannot be changed violated labor laws. However, policies stating an employer's representatives cannot change at-will status were allowed. The NLRB aims to ensure policies do not imply unionization is futile or prohibit protected concerted activity to change terms of employment. Ohio courts have upheld at-will policies if clear language states employment is at-will, despite other policy provisions.
This document outlines the key stages and considerations for conducting new media research, including relating methods to the research question, data collection, analysis, and presentation. It discusses qualitative and quantitative approaches and tools for gathering data like observations, questionnaires, interviews, and focus groups. The stages of a user experience research process are defined, including understanding users, conceptual design, prototyping, testing functionality and design, and evaluating emotional design and usability. Methods for each stage like walkthroughs, scenarios, card sorts, think aloud protocols, and heuristics are also described.
The document summarizes the results of a wage and benefit survey conducted by the Rickenbacker Employer Assistance Network (REAN) in April 2014. Key findings include: most respondents were from the warehouse and distribution industries; the average wage adjustment was an increase of $0.60/hour or 3.45%; and 100% of employers offered medical insurance with employers contributing more to premiums than employees. Health and retirement benefits like dental, vision, life and disability insurance were also commonly offered along with tuition reimbursement and paid time off policies.
Rewards and bonuses go a long way in employee retention and boost the productivity of the workforce. So, with the help of this complete deck of Workers Allowance Management PowerPoint Presentation 際際滷s, go ahead and plan the perfect schedule for employee allowance of your organization. The human capital is the most important input of a business and these work allowance templates help you create a balance between personal goals and those of the business establishment. The various expenses covered under this employee allowance system presentation are accommodation, benefits like food, clothing and travelling expenses. Managing an employee allowance system is an ordeal because you not only have to allocate resources properly but also ensure that the expenditure remains within the allocated budget. Thus, this deck of allowance management slides is a must have for the smooth running of your business. So, without further pondering, download these slides at the click of a button! Firm up alliances with our Workers Allowance Management Powerpoint Presentation 際際滷s. You will cement enduring bonds.
This document summarizes a presentation about determining employee raises as part of a three-part compensation budgeting series. It discusses factors to consider when determining what to base raises on such as market, performance, proficiency, or tenure. Methods for calculating raises are described including market-based tiered increases and using a performance-based merit matrix. The presentation recommends streamlining the raise determination process with a timeline and provides templates for calculating market-based and performance-based increases. It concludes by discussing how to develop overall budget recommendations by combining costs for range adjustments, market adjustments, equity adjustments, and general pay increases.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
Ratio Anaylsis Of Nokia .. Adeel Ahmad WahlaAdeel Wahla
油
This document is a ratio analysis report submitted by a student for their M.Com program. It analyzes various liquidity, profitability, and leverage ratios for Nokia from 2013-2015. The liquidity ratios like current ratio and quick ratio fluctuate over the years. Gross profit margin, operating profit margin, and net profit margin all decreased in 2015 compared to previous years, indicating lower manufacturing efficiency and profits. Overall, the ratio analysis shows Nokia's financial performance weakened in 2015.
This document provides an overview of key financial indicators and metrics that can be used to monitor the financial performance and stability of architecture and engineering (A&E) firms. It discusses metrics such as utilization rate, net effective labor multiplier, total payroll multiplier, overhead rate, and net revenue per employee. Benchmark goals are provided for each metric. Additionally, the document summarizes tax deductions and credits that may benefit A&E firms, such as the domestic production activities deduction, flow through business tax deduction, research and development tax credit, and energy efficient commercial buildings deduction.
How to Measure the Impact of Employee Soft Skills Training | Webinar 02.17.15BizLibrary
油
Why do organizations struggle with measuring the impact of their soft skills training? We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this knowledge isnt always easy.
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills.
www.bizlibrary.com
This document summarizes current trends in association compensation based on survey data from the National Association of Manufacturers Council of Manufacturing Associations (NAM CMA). Key findings include an increase in median operating budgets and CEO compensation levels among survey participants from 2010-2013. The majority of associations provide incentive compensation and defined contribution retirement plans to their CEOs. The document discusses approaches to defining compensation peer groups and using market data to set executive pay levels. It also notes trends toward greater governance and documentation of executive compensation decisions.
The document provides a detailed recipe for implementing the Wealthfront Equity Plan to attract and retain employees. It outlines granting equity for new hires, promotions, top performers, and evergreen grants to existing employees. For new hires, it determines market rates and calculates an "equity budget" totaling 1.92% dilution. Promotions are granted the difference to the market rate. Top performers receive 50% of current market rates, totaling 0.5% dilution. Evergreen grants of 25% of market rates each year total 1.4% dilution. The total dilution of 3.945% is within an acceptable range of 3-5%.
The document summarizes findings from a survey of over 1,400 City workers about compensation trends in 2014 and expectations for 2015.
Some key findings from the survey include:
- The average base salary across the City rose 8% to 贈96,458, with median basic pay up 6% to 贈85,000, the first increase since 2011.
- 62% received an increase in pay, higher than previous years, while just under 3% received a decrease.
- Those who changed jobs saw their pay increase 17% on average, while those promoted received a 19% increase.
- Women's average basic salary was 84% of men's, though the gap narrowed from 78% last year.
City of Carlsbad - Employee Data AnalysisAndee Johnson
油
The document analyzes employee data for the City of Carlsbad. It finds that while Parks and Recreation employees make up most employees, they have the lowest average pay and highest percentage at minimum wage. Fire employees have the highest average pay but smallest numbers. Longer-tenured employees generally earn more, though this varies by department. Departments differ significantly in their health plan enrollment percentages.
The survey found that while over 60% of employees understand the factors that affect compensation, less than 55% are satisfied with their compensation, with dissatisfaction highest among employees in the technology, media, and telecommunications industry and the industrial, infrastructure, and consumer industry. Employers generally have a higher view of compensation satisfaction and understanding of compensation factors than employees. There are also differences in perceptions between genders, with women expressing higher satisfaction than men.
The survey found that while over 60% of employees understand the factors that affect compensation, less than 55% are satisfied with their compensation, with dissatisfaction highest among employees in the technology, media, and telecommunications industry and the industrial, infrastructure, and consumer industry. Employers generally have a higher view of compensation satisfaction and understanding of compensation factors than employees. The survey also revealed gaps between employer and employee perspectives on the importance of various rewards elements.
Pace 2009 Effective Financial ManagementLinnea Blair
油
Presented at PACE 2009 Convention by Linnea Blair, Advisors On Target. Some information in this presentation is sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
CEO Pay: A Middle Market Perspective, presented to the Minneapolis-St. Paul NASPP Chapter on March 27, 2014.
Executive compensation has continued to evolve in recent years. Companies are increasingly required to balance the need for competitive pay with the need to respond to increased scrutiny, particularly with regard to the relationship between pay and performance.
To provide some insight and perspective, Buck Consultants has recently completed a study of executive compensation practices and trends in the middle market. In this study, Buck analyzed total direct compensation for Chief Executive Officers in companies listed on the S&P 400 MidCap Index.
In this presentation, we will discuss our findings with regard to both current practices and trends for CEO pay in these Mid-Cap companies. Because long-term incentives typically comprised the largest portion of executive compensation, our study focused on prevalence, mix, usage and design of equity vehicles. Finally, we will look at governance issues, including corporate governance concerns and the degree of alignment between pay and performance.
The document discusses several topics related to sustainability and profitability for businesses. It describes how programs in cities like Fort Collins help local businesses reduce environmental impacts to help their bottom lines. It also discusses the differences between green and sustainable practices and the importance of finding a balance between sustainability and organizational needs. Lastly, it provides guidelines for businesses to implement effective energy management programs through goal setting, tracking performance, and continual improvement.
Maintenance & Assembly Service Technician Job OpeningAngie Atwood
油
This job description is for a maintenance and assembly service technician position that requires travel to perform onsite installations and services. The essential duties include repairing, overhauling, and reassembling complex machinery, performing electrical and mechanical troubleshooting, welding, and interpreting technical drawings. The position requires 50% travel, good communication skills, and the ability to lift up to 75 pounds. Applicants must have mechanical skills, be computer literate, and able to pass a DOT physical and drug test.
The GAP division is looking to start a quarterly safety networking meeting for professionals in safety roles or with an interest in safety. The goal is to build a network where members can share ideas, discuss trends, and offer expertise to benefit from being part of a safety organization. Interested individuals should email their contact information to be notified about upcoming meeting agendas, locations, and ideas.
The document summarizes the results of a wage and benefit survey conducted by the Rickenbacker Employer Assistance Network (REAN) in April 2014. Key findings include: most respondents were from the warehouse and distribution industries; the average wage adjustment was an increase of $0.60/hour or 3.45%; and 100% of employers offered medical insurance with employers contributing more to premiums than employees. Health and retirement benefits like dental, vision, life and disability insurance were also commonly offered along with tuition reimbursement and paid time off policies.
Rewards and bonuses go a long way in employee retention and boost the productivity of the workforce. So, with the help of this complete deck of Workers Allowance Management PowerPoint Presentation 際際滷s, go ahead and plan the perfect schedule for employee allowance of your organization. The human capital is the most important input of a business and these work allowance templates help you create a balance between personal goals and those of the business establishment. The various expenses covered under this employee allowance system presentation are accommodation, benefits like food, clothing and travelling expenses. Managing an employee allowance system is an ordeal because you not only have to allocate resources properly but also ensure that the expenditure remains within the allocated budget. Thus, this deck of allowance management slides is a must have for the smooth running of your business. So, without further pondering, download these slides at the click of a button! Firm up alliances with our Workers Allowance Management Powerpoint Presentation 際際滷s. You will cement enduring bonds.
This document summarizes a presentation about determining employee raises as part of a three-part compensation budgeting series. It discusses factors to consider when determining what to base raises on such as market, performance, proficiency, or tenure. Methods for calculating raises are described including market-based tiered increases and using a performance-based merit matrix. The presentation recommends streamlining the raise determination process with a timeline and provides templates for calculating market-based and performance-based increases. It concludes by discussing how to develop overall budget recommendations by combining costs for range adjustments, market adjustments, equity adjustments, and general pay increases.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
Ratio Anaylsis Of Nokia .. Adeel Ahmad WahlaAdeel Wahla
油
This document is a ratio analysis report submitted by a student for their M.Com program. It analyzes various liquidity, profitability, and leverage ratios for Nokia from 2013-2015. The liquidity ratios like current ratio and quick ratio fluctuate over the years. Gross profit margin, operating profit margin, and net profit margin all decreased in 2015 compared to previous years, indicating lower manufacturing efficiency and profits. Overall, the ratio analysis shows Nokia's financial performance weakened in 2015.
This document provides an overview of key financial indicators and metrics that can be used to monitor the financial performance and stability of architecture and engineering (A&E) firms. It discusses metrics such as utilization rate, net effective labor multiplier, total payroll multiplier, overhead rate, and net revenue per employee. Benchmark goals are provided for each metric. Additionally, the document summarizes tax deductions and credits that may benefit A&E firms, such as the domestic production activities deduction, flow through business tax deduction, research and development tax credit, and energy efficient commercial buildings deduction.
How to Measure the Impact of Employee Soft Skills Training | Webinar 02.17.15BizLibrary
油
Why do organizations struggle with measuring the impact of their soft skills training? We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this knowledge isnt always easy.
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills.
www.bizlibrary.com
This document summarizes current trends in association compensation based on survey data from the National Association of Manufacturers Council of Manufacturing Associations (NAM CMA). Key findings include an increase in median operating budgets and CEO compensation levels among survey participants from 2010-2013. The majority of associations provide incentive compensation and defined contribution retirement plans to their CEOs. The document discusses approaches to defining compensation peer groups and using market data to set executive pay levels. It also notes trends toward greater governance and documentation of executive compensation decisions.
The document provides a detailed recipe for implementing the Wealthfront Equity Plan to attract and retain employees. It outlines granting equity for new hires, promotions, top performers, and evergreen grants to existing employees. For new hires, it determines market rates and calculates an "equity budget" totaling 1.92% dilution. Promotions are granted the difference to the market rate. Top performers receive 50% of current market rates, totaling 0.5% dilution. Evergreen grants of 25% of market rates each year total 1.4% dilution. The total dilution of 3.945% is within an acceptable range of 3-5%.
The document summarizes findings from a survey of over 1,400 City workers about compensation trends in 2014 and expectations for 2015.
Some key findings from the survey include:
- The average base salary across the City rose 8% to 贈96,458, with median basic pay up 6% to 贈85,000, the first increase since 2011.
- 62% received an increase in pay, higher than previous years, while just under 3% received a decrease.
- Those who changed jobs saw their pay increase 17% on average, while those promoted received a 19% increase.
- Women's average basic salary was 84% of men's, though the gap narrowed from 78% last year.
City of Carlsbad - Employee Data AnalysisAndee Johnson
油
The document analyzes employee data for the City of Carlsbad. It finds that while Parks and Recreation employees make up most employees, they have the lowest average pay and highest percentage at minimum wage. Fire employees have the highest average pay but smallest numbers. Longer-tenured employees generally earn more, though this varies by department. Departments differ significantly in their health plan enrollment percentages.
The survey found that while over 60% of employees understand the factors that affect compensation, less than 55% are satisfied with their compensation, with dissatisfaction highest among employees in the technology, media, and telecommunications industry and the industrial, infrastructure, and consumer industry. Employers generally have a higher view of compensation satisfaction and understanding of compensation factors than employees. There are also differences in perceptions between genders, with women expressing higher satisfaction than men.
The survey found that while over 60% of employees understand the factors that affect compensation, less than 55% are satisfied with their compensation, with dissatisfaction highest among employees in the technology, media, and telecommunications industry and the industrial, infrastructure, and consumer industry. Employers generally have a higher view of compensation satisfaction and understanding of compensation factors than employees. The survey also revealed gaps between employer and employee perspectives on the importance of various rewards elements.
Pace 2009 Effective Financial ManagementLinnea Blair
油
Presented at PACE 2009 Convention by Linnea Blair, Advisors On Target. Some information in this presentation is sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
CEO Pay: A Middle Market Perspective, presented to the Minneapolis-St. Paul NASPP Chapter on March 27, 2014.
Executive compensation has continued to evolve in recent years. Companies are increasingly required to balance the need for competitive pay with the need to respond to increased scrutiny, particularly with regard to the relationship between pay and performance.
To provide some insight and perspective, Buck Consultants has recently completed a study of executive compensation practices and trends in the middle market. In this study, Buck analyzed total direct compensation for Chief Executive Officers in companies listed on the S&P 400 MidCap Index.
In this presentation, we will discuss our findings with regard to both current practices and trends for CEO pay in these Mid-Cap companies. Because long-term incentives typically comprised the largest portion of executive compensation, our study focused on prevalence, mix, usage and design of equity vehicles. Finally, we will look at governance issues, including corporate governance concerns and the degree of alignment between pay and performance.
The document discusses several topics related to sustainability and profitability for businesses. It describes how programs in cities like Fort Collins help local businesses reduce environmental impacts to help their bottom lines. It also discusses the differences between green and sustainable practices and the importance of finding a balance between sustainability and organizational needs. Lastly, it provides guidelines for businesses to implement effective energy management programs through goal setting, tracking performance, and continual improvement.
Maintenance & Assembly Service Technician Job OpeningAngie Atwood
油
This job description is for a maintenance and assembly service technician position that requires travel to perform onsite installations and services. The essential duties include repairing, overhauling, and reassembling complex machinery, performing electrical and mechanical troubleshooting, welding, and interpreting technical drawings. The position requires 50% travel, good communication skills, and the ability to lift up to 75 pounds. Applicants must have mechanical skills, be computer literate, and able to pass a DOT physical and drug test.
The GAP division is looking to start a quarterly safety networking meeting for professionals in safety roles or with an interest in safety. The goal is to build a network where members can share ideas, discuss trends, and offer expertise to benefit from being part of a safety organization. Interested individuals should email their contact information to be notified about upcoming meeting agendas, locations, and ideas.
The Rickenbacker Employer's Assistance Network agenda includes introductions, a presentation from Dessa Augsburger on talent connections from the Columbus Chamber of Commerce, and a tour of the Gap Inc. Direct warehouse. The tour will have rules requiring closed-toe shoes, hair pulled up below shoulders, and no hooded shirts, jackets, or handbags. Lunch will be sponsored by GID, a division of GAP Inc., at their warehouse located at 6001 Green Pointe Dr. S, Groveport, OH 43125 on August 14, 2013 from 12 noon to 1 pm. RSVPs can be made to Angie Atwood.
The document provides an agenda for a meeting of the Rickenbacker Employer's Assistance Network. The agenda includes introductions, a presentation from Gap Inc. Direct, a tour of the Gap Inc. warehouse with safety rules listed, and lunch sponsored by Gap Inc. Direct to take place on August 14, 2013 from 12 noon to 1 pm at the Gap Inc. Direct warehouse located at 6001 Green Pointe Dr. S, Groveport, OH 43125. RSVPs for the event should be sent to Angie Atwood.
Ramadan in 2013 will begin on July 9th in North America and last 30 days, ending on August 7th. However, in some Muslim-majority countries, Ramadan may start a day later on July 10th depending on sightings of the new crescent moon. The dates provided are based on astronomical calculations by the Fiqh Council of North America rather than actual sightings. The timing of Ramadan shifts around 11 days each year on the Gregorian calendar due to differences between the lunar Islamic calendar and the solar Gregorian calendar.
A car wash will be held at the Baymont Inn and Suites at Rickenbacker on May 18 from 2p-4p to raise donations for Relay for Life. Hotdogs and soda will be sold for $0.50 each at the event.
This document announces the need for volunteers for a full scale emergency exercise at Rickenbacker International Airport on June 20th, 2013. Volunteers are needed to portray accident victims and worried family members to test the emergency response plans of local organizations. Selected volunteers will have Hollywood-style injuries applied. Both English and Spanish speakers are desired. Volunteers must be at least 18 years old and will report at 7 AM, going through processing before being transported to local hospitals to simulate triage and treatment. Volunteers will be released between 1-3 PM. Those interested can register online by June 17th and must commit to participating, with registration capped at 230 volunteers.
2. Table of Contents
2013 REAN Wage & Benefit Survey2
General Information 3
Job Descriptions Data 10
Health Insurance Offerings 18
Additional Program Offerings 25
Incentive Plan Offerings 31
6. Headcount
2013 REAN Wage & Benefit Survey6
Average Permanent Part Time Temp Seasonal Total
Number of
Employees
235 15 35 178 389
57% increase over 2012 total
7. Average Number of Associates
2013 REAN Wage & Benefit Survey7
226
35
248
235
15
35
178
389
0
50
100
150
200
250
300
350
400
450
Permanent Part Time Temporary Seasonal Total
2012
2013
12. EQUIPMENT
OPERATOR
Position Summary: May
keep an inventory of
product availability and
location. Operate a forklift
to move and stack
merchandise or to
load/unload materials.
2013 REAN Wage & Benefit Survey12
Average number in position = 67
Average Rate of Pay = $13.29
Progression
Shift Differentials
2nd Shift = $.52 per hour
3rd Shift = $.74 per hour
Weekend = $1.75 per hour
Average Turnover = 8.8%
Average Starting Rate $11.38
Rate after 6 month $11.79
Rate after 12 months $12.61
Rate after 24 months $13.23
Maximum $16.42
# of months to reach maximum rate 35
13. MATERIAL
HANDLER
Position Summary:
General laborer or worker
that manually lifts or
stacks product (generally
less than 100 pounds).
2013 REAN Wage & Benefit Survey13
Average number in position = 126
Average Rate = $12.69
Progression
Shift Differentials
2nd Shift = $.57 per hour
3rd Shift = $.89 per hour
Weekend Rate = $1.75 per hour
Average Turnover = 15.8%
Average Starting Rate $11.20
Rate after 6 month $11.59
Rate after 12 months $11.62
Rate after 24 months $12.15
Maximum $15.24
# of months to reach maximum rate 37
14. MAINTENANCE
Position Summary:
Performs general maintenance
tasks associated with building
trades, both inside and outside of
buildings. Able to utilize a variety
of hand and power tools and
equipment necessary for all work
functions. Able to troubleshoot
and monitor issues.
2013 REAN Wage & Benefit Survey14
Average number in position = 7
Average Rate of Pay = $17.35
Progression
Shift Differentials
2nd Shift = $.47 per hour
3rd Shift = $.50 per hour
Weekend = $1.00 per hour
Average Turnover = Less than 2.4%
Average Starting Rate $12.97
Rate after 6 month $13.19
Rate after 12 months $14.76
Rate after 24 months $14.79
Maximum $17.83
# of months to reach maximum rate 48
15. LEADER/GROUP
LEADER
Position Summary:
Spends 20% of time
supervising warehouse
workers, training, directing work
activities. May supervise
planning and scheduling
activities and workflow.
Relieves operators within
group, updates supervisors on
issues/problems. Takes
necessary action to maintain
continuous production;
interacts with maintenance
personnel to minimize/eliminate
downtime. Spends 80% of time
performing warehouse duties.
2013 REAN Wage & Benefit Survey15
Average number in position = 8
Average Rate = $14.88
Progression
Shift Differentials
2nd Shift = $.66 per hour
3rd Shift = $.77 per hour
Weekend = none reported
Average Turnover = Less than 1%
Average Starting Rate $13.11
Rate after 6 month $13.67
Rate after 12 months $13.79
Rate after 24 months $14.35
Maximum $19.25
# of months to reach maximum rate 36
16. SUPERVISOR
Position Summary:
Prioritize work loads in
warehouse. Assists in
warehouse training and
mentoring. Provide clear
direction to warehouse
department
leads/employees.
2013 REAN Wage & Benefit Survey16
Average number in position = 10
Average Rate = $22.37
Progression
Shift Differentials
2nd Shift = too low to report
3rd Shift = too low to report
Average Turnover = 4.43%
Average Starting Rate $18.84
Rate after 6 month $19.08
Rate after 12 months $19.99
Rate after 24 months $20.36
Maximum $27.38
# of months to reach maximum rate 60
17. CUSTODIAN
Position Summary:
Performs general
cleaning and
maintenance of building.
Performs routine
vacuuming, sweeping
and mopping floors,
washing walls, doors,
windows and emptying
trash.
2013 REAN Wage & Benefit Survey17
Average number in position = 4
Average Rate = $12.39
Progression
Shift Differentials
2nd Shift = $.55 per hour
3rd Shift = $.72 per hour
Weekend = $.88 per hour
Average Turnover = less than 1%
Average Starting Rate $10.65
Rate after 6 month $10.75
Rate after 12 months $10.87
Rate after 24 months $11.00
Maximum $14.53
# of months to reach maximum rate none reported
18. ADMINISTRATIVE/
CLERICAL
Position Summary:
Performs various clerical
functions, i.e. customer
service or administrative
duties such as answering
phones, responding to
email inquiries, data
entry. General office
work, truck coordination,
inventory planning and/or
customer service.
2013 REAN Wage & Benefit Survey18
Average number in position = 10
Average Rate = $12.91
Progression
Shift Differentials
2nd Shift = $.45 per hour
3rd Shift = too low to report
Weekend = too low to report
Average Turnover = 10.75%
Average Starting Rate $11.89
Rate after 6 month $12.33
Rate after 12 months $12.47
Rate after 24 months $12.58
Maximum $17.25
# of months to reach maximum rate based on performance
20. General Information
2013 REAN Wage & Benefit Survey20
On average, employees are eligible for benefits
within the first 90 days of employment.
Tuition reimbursement is available after 6 months
and averages just over $3,400 per year.
53.8% of employers count holidays as time worked.
92.3% of employers pay overtime after 40 hours
while 7.7% pays overtime over 8 hours.
27. Work-Life Balance
2013 REAN Wage & Benefit Survey27
Reimbursable adoption assistance 14.3%
Annual Holiday event 50.0%
Community services opportunities 50.0%
Company picnic 42.9%
Discount cellular phone services 42.9%
Discount computer purchase program 28.6%
Employee assistance program 85.0%
Employee credit union 21.4%
Financial planning 14.3%
Fitness center discounts 28.6%
Flexible spending accounts 64.3%
Free parking 78.6%
28. Work-Life Balance (continued)
2013 REAN Wage & Benefit Survey28
Home and auto insurance plan 7.1%
Legal assistance plan 28.6%
On site cafeteria 14.3%
On site fitness center 7.1%
Paid lunch period 42.9%
Scholarship program 7.1%
Severance program 14.3%
Service awards 57.1%
Smoking cession program 42.9%
Tuition reimbursement 57.1%
Wellness program 64.3%
29. Work Related Practices
2013 REAN Wage & Benefit Survey29
Pre-employment Examination 21.4%
Pre-employment Substance Abuse Testing 57.1%
Training Off Site (Business Related) 14.3%
Work Uniforms and Safety Equipment 28.6%
31. Paid Time Away
Vacation Other Paid Time
2013 REAN Wage & Benefit Survey31
Average months per
week
1 week 12 months
2 weeks 16 months
3 weeks 45 months
4 weeks 106 months
5 weeks 116 months
Average 5 sick days
per year
Average 7 personal
days per year