PayScale 2024-2025年度薪酬预算调查报告

Salary Budget Survey Your best resource for the 2024-2025 budgeting season has arrived.Our Salary Budget Survey featuresinsightful analysis of data sourced directlyfromcompensation professionals broken out across key firmographic andgeographic segments. Inform how you build out your compensation budget in celebrated detail, withplanned salary increase budgets, salary structure adjustments, and promotionincreases laid out for each type ofemployee.A compensation strategy built ondata-driven decisions will ensure you don’t fall behind in securing and retainingtalent in a volatile economy. With trusted data and insights,Payscaleis here tohelp you get pay right. Summary Payscale’s Salary Budget Survey provides insights on projected salary budgetsubmissions from 1,550 organizations collected between April and June in 2024 to helpHR and compensation professionals determine their pay increase strategy for thecoming year. Payscale’s Salary Budget Survey offers a detailed breakdown of the actual payincreases paid out in 2024 as well as projected pay increases for 2025 brokenout by the following employee groups: •Non-exempt employees•Exempt employees (non-management)•Managers•Officers & executives The stabilization of inflation along with a loosening of labor market conditionshas led to planned salary increases diminishing slightly for the upcomingbudgetary season. The report provides salary budget increases in these categories for the UnitedStates, Canada, and select other countries. For the United States and Canada,Payscale’s Salary Budget Survey also provides pay increases by industry,revenue, organization size, organization type, and state, region, orprovinces.There are also insights on trends on promotional increase budgets and salarystructure increases. Only a small portion of organizations (19 percent in the United States and 13percent in Canada) anticipate a salary increase budget that is higher than lastyear. Most organizations (66 percent in the United States and 69 percent inCanada) expect budgets to remain the same. For those anticipating a higherbudget, increased competition for labor was the primary reason (53 percent forthe United States and 46 percent for Canada). However, this reason hasdropped compared to previous years. Economic performance has improved,which could signal that organizations are gearing up for the next growth cycle.However, for those whose salary budgets are decreasing, the stated reasonsare that prior year increases were higher than usual and that there’s stillconcern about the economy. So, perception of economic conditions is stillmixed. Going into 2025, organizations are anticipating that pay increases will be 3.5percent in the United States and 3.3 percent in Canada, which is a 0.1percentage drop from the pay increases that were given in 2024 at 3.6 percentfor the U.S. and 3.4 percent for Canada. It should be noted that the proportion of employees receiving base payincreases is slightly higher than last year in the United States, suggesting thatorganizations are using their budgets to dispense pay increases more broadlyand hopefully with more focus on equity. Table of Contents Salary Increase Budgets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Total Sample: All Employee Types. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7United States. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Total Sample . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Industry Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Sectors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11FTEs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..13Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14Regions . . . . . . . . .