1. A look at the Trinidad and Tobago
Manufactures’ Association
By Leah A. Williams
Leah A Williams

2.  Compensation metrics are statistics and hard data
used to measure particular facets of compensation
within an organization. Metrics can vary greatly
based on reporting cycle and industry.
 For the purpose of this exercise the following will be
observed.
 Comparison to product & people competitors
 Comparison within your industry & community
 Global competitor costs
 Cost management
Leah A Williams

3. TTMA – Secretariat - 2010 Compensation Average
Average Hourly Rate
Comparison - 2010 Hourly Rate
TT$ 38.68
No. Of Employees Average Hourly Rate TT$ 38.68
18
Average Annual
Salary TT$ 85,659.00 T&T Industries AHR as per
PayScale (Exec. Asst.) TT$ 34.96
Exempts
nil
Annual Payroll The Energy Chamber AHR /
TT$ 1541,860.00
Average Annual Base No. Of Employees 10 TT$ 78.53
Pay per Employee TT$ 80,455.27
Merit pay increase The American Chamber of
percent nil Commerce in the
Hourly, non-exempt, Netherlands /
salaried, executive No. Of Employees 10 TT$ 121.24
nil
Incentive
compensation US National Average /
programs nil Executive Assistant TT$ 155.33
Leah A Williams

4.  Observances
 TTMA’s AHR is approx. $100 lower than its global counterparts
 TTMA is well within the range for AHR within the Port of Spain area
for Executive Assistants/Secretariat being $4 above the average
 The AVR of the local competition is twice that of TTMA
 Consequently, if a firm's compensation system is
viewed as inadequate, top applicants may reject that
company's employment offers, and current employees
may choose to leave the organization. Which is the
current circumstance that TTMA finds themselves.
Leah A Williams

5.  Results  Implement
 Employee Dissatisfaction  Formal Human Resource
representation needs to be
 Which leads to low
established
productivity
 Job Evaluations to establish
 High Turnover Rate fairness and for the revision of
 Loss of Revenue compensations
 Rise in the Recruitment  Salary Surveys for Benchmarking
expenditure purposes
 Lack of Competitiveness with  A pay grade system needs to be
developed as part of a pay policy
current market
 TTMA may want to look at Skill
 The organisation seem less
based pay and or Performance
desirable as an employer based pay (Bonuses)
a Strategic Working Life Thank You
Leah A Williams