Petra Walsh· People Analytics Lead, Larkspur Manufacturing
Posted in Singapore Chapter ·
I run reward for six ASEAN markets from Singapore: Malaysia, Thailand, Indonesia, Vietnam, the Philippines and Singapore itself, about 5,000 employees. Each country has its own grade structure inherited from acquisitions, with anything from 9 to 17 grades.
The regional president wants one structure. I agree on a common set of levels but not on common ranges, and I am struggling to explain why Vietnam and Singapore cannot share a band even with a multiplier. Range spreads, fixed allowances and thirteenth-month practice all differ. How have others set this up, and how wide are your ranges in the faster-moving markets?
1 helpful · 1 agree · 2 replies · 8 views
Colin WalshWWP, CBS
People Analytics Lead, Kestrel Aerospace
Common levels, local ranges, and I would not move from that. We have 12 global levels and each country prices them from local data every year. Range spread is 50 percent in Singapore and Malaysia and 70 to 80 in Vietnam and Indonesia, because market movement of 8 to 10 percent a year makes a narrow range obsolete before the next review.
Colin WalshWWP, CBS
People Analytics Lead, Kestrel Aerospace
We tried the multiplier approach in 2021: Singapore ranges times a country factor. It broke at the senior end. Director pay in Jakarta and Ho Chi Minh City was far closer to Singapore than analyst pay was, so a single factor underpaid leaders and overpaid juniors. We now use separate factors for three level bands, which is really local ranges by another name.
