Crisis or not our goals have not changed

The never-seen since 1995! In 2010, the envelope for managers increases should not exceed 2.4 for inflation under 1.2. And only 1.5 will be awarded individually, according to the survey of Cegos, in partnership with "Les echos" on wages frameworks.

Already in 2009, the payslips were disappointed. At the edge of the financial turmoil, the HRD, run growth, had yet rated 3.7 the amount of the increases in 2009. Alas, surprised by the violence of the crisis, many companies have had to reverse. Thus, Michelin had to bring the 2.2 increases for its cadres to zero. For its part, the giant of the Accenture Board has frozen wages for the first time in its history! Balance sheet, according to Cegos, in 2009, increases did not exceed 2.5, inflation, it is true, almost zero. And some 37 of surveyed 600 managers have seen nothing.

Clouds on the employment front

Unpublished phenomenon: last year, in the footsteps of tour operator Donatello, who proposed to reduce 10 compensation to avoid departure, several employers, including the Hertz rental, have established balance falling wages and layoffs.

On the employment front, the year 2010 is little more Announces lenient. A quarter of the 157 HRD surveyed are considering to reduce their payroll and 13 do not pronounce on their intentions. Similarly, the envelope of the awards should reduce be shrinking, even among employers who, anxious to keep their talents, had previously been generous. Evidenced by Areva, which distributed in 2009 4 of individual increases: "we shall not 4 to zero, but 2010 will probably be marked by a downturn," says its HRD, Philippe Vivien.

What create a dilemma, particularly in SMEs, unlike major groups do not an arsenal have to retain their troops: 53 per cent of them feared that the development of managers to the diet produces problems of recruitment. Uncertainty reigns. "Our increases are far above average, but I don't know if I can keep this level in 2010, says Sylvain Breuzard, CEO of Norsys, an overview of 200 people." However, there are increases, q uitte to tap into our Treasury of war. If companies do not recognize their teams, they will not complain that their employees will be opportunism when the time comes.

"CV begin to circulate.

However the HRD, forced to tighten the cords of the stock market, fear cannot retain their skills key in rebound. Many also fear the disengagement of the teams if they required two years of famine.Yet severely tested by the crisis, as Renault promises to its French employees 37.000 that "even me if available revenues are declining, there will be no second white year", says its HRD France Jean Agulhon.

Side frames, the disengagement is latent. "Crisis or not, our goals have not changed." But the rhythm of reporting and pressure are accented. But the increases are not there. "CV begin to circulate", comments on the employee of a bank. Weariness, also, to the upper framework of a large group: "Since the crisis, our salaries are frozen." Our variable is indexed both group and individual objectives. Although having reached my goals, I've lost 15 of my salary. Anger is the motivation. I am glad to have a job, but should not sacrifice lasted.

Individualize or sprinkle

For employers, the equation is sensitive. Especially as, even in the full storm, "cannot negotiate pay policy without project after the crisis", analysis Jean-Paul Bouchet, number one of the CFDT-frameworks. Also, "we're tossed between two reflexes: to individualize more pay to maintain the best, and one of more overall increase to prevent General disengagement", explains Christophe Catoir, CEO of Adecco Experts, subsidiary of the Interim Group, specialized in the recruitment of managers.

Housing assistance, employment-service cheque... number of HRD to think about developing non-monetary aspects of the remuneration. But, in the immediate future, their weapons are limited: workforce adjustments, recoil increases in General and, for 82 of them, in individual increases selectivity. "In period of growth, can adopt a more generous policy, especially, at this time, he must refine to invest on good skills. "As a framework, it is more motivating to have a marked differentiation to benefit from saupou drage," says Anne Mercier-Gallay, HRD to the Monoprix Group.

All managers does not the ear hear it. Only 29 of them say they are willing to accept a sharp increase in their variable. "In times of crisis, executives are hostile to the random side!" notes Christophe Catoir. Moreover, 55 are against the decision of the General increases. And, despite a derisory inflation, 44 deplore a deterioration in their purchasing power. "Earnings are the domain of the perceived" analysis Philippe Canonne, HRD of Sephora.

Thirst for fairness

Precisely, the perceptions are Moody. 37 of the HRD fear not to strengthen the hiatus between employees and managers of proximity on the one hand, and senior leaders of the other. In some companies, the divorce seems to be consumed. Apart from the managers, who agreed, more than 90 of the employees of HP (managers mostly) would, according to unions, refused to reduce their wages despite the spectre of a social plan... Or they had given their agreement to such a provision, without eyebrows, in the past. "At the time, the measure was temporary, remembers Odile Sczyglowski, delegate of the CFTC at HP staff. The company was not well, we understand and person hesitated to give days of leave or reduce his salary. Today, we speak of the crisis. But HP is doing very well. "The initiative taken at the global level is, according to management, to place in the economic gloom of winter 2009. But the unions do not décolèrent. "In addition, some leaders have received huge bonuses." "It has created a great sense of injustice," continues Odile Sczyglowski.

Lag mentioned also by the employees of Société Générale, on strike end of November against promises of increases considered low on the hundreds of millions of euros in bonuses paid in cash and stock for 2009.

To feel more associated with the company, 88 frames therefore argue for an increase in the level of engagement. This only 28 of the HRD seem to consider. Similarly, ensure the transparency of the remuneration is important for 86 of the employees. "It takes more than ever communicate", j. Sylvain Breuzard, who does hide nothing, his salary or wage policy. But only 38 of the HRD intend to lift the veil. Risky behavior, according to Philippe Canonne: "similar discrepancies announce the beginnings of a divorce." But frameworks are a great loyalty. There is a demand of considerable equity. But bridges are not broken. It must be taken into account.