1、GUIDESEE BEYOND THE NUMBERSFY23/24 Australia and New ZealandSALARYCONTENTSThe Hays Salary Guide is representative of a value-added service to our clients,prospective clients and candidates.While every care is taken in the collection and compilation of data,the guide is interpretative and indicative,
2、not conclusive.Therefore,information should be used as a guideline only.Salaries listed within are correct as at May 2023 and do not reflect increases to the AU and NZ legal minimums that occur after this date.Minimum wages at publishing date(May 2023)are$812.60 per week(AU)and$908.00 per week(NZ).A
3、U salaries are based on a 38 hour working week.NZ salaries are based on a 40 hour week.INTRODUCTION3 A SKILLS RECESSION IS UPON US.How will you adapt?ABOUT THE SURVEY4 SURVEY METHODOLOGYKEY INSIGHTS5 STATE OF THE MARKET Employers invest in talent but employees keep options open.6 THE YEAR OF THE RAI
4、SE Salary increases continue their upwards trajectory.7 The four factors driving salary increases this year.8 BENEFITS THAT MATTER The latest trends to engage and retain employees.9 A SKILLS RECESSION IMMINENT Skills shortages intensify.BEYOND THE NUMBERS11 THE WORKFORCE REVOLUTION Survive or thrive
5、.13 UPSKILLING The learning imperative.15 DIVERSITY,EQUITY AND INCLUSION Time for action.INDUSTRY BREAKDOWN-INSIGHTS AND SALARIES19 Accountancy and Finance49 Architecture52 Banking66 Construction73 Contact Centres77 Defence84 Education86 Engineering92 Executive94 Facilities Management98 Healthcare10
6、5 Human Resources110 Insurance115 Legal124 Life Sciences127 Logistics131 Manufacturing and Operations135 Marketing and Digital141 Mining151 Office Support156 Policy and Strategy160 Procurement162 Property165 Retail169 Sales171 Sustainability and Environmental175 TechnologyHays Salary Guide FY23/24 2
7、“After normalising from last years historic peak,todays headcount expansion plans suggest current economic uncertainty will not impact all workforces.”CONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNHays Salary Guide FY23/24 3Despite recent increases in both skilled migration and
8、 automation adoption,almost nine in ten employers are now experiencing a skills shortage.Undeterred by the challenges this poses,vacancy activity remains remarkably resilient.After normalising from last years historic peak,todays headcount expansion plans suggest current economic uncertainty will no
9、t impact all workforces.Instead,were more likely to experience a skills recession as a shrinking skills pipeline threatens the effective operations and growth plans of organisations.With the skills shortage predicted to last well into the 2030s,employers must guard against the long-term impact.Natur
10、ally,salaries have been affected.As employers compete in a tight talent pool,were seeing a significant surge in salaries,with both the number of increases and their value continuing the upward trajectory we first noted in last years Hays Salary Guide.Its well known that salary is the most significan
11、t factor in talent attraction and retention,but its not the whole picture.Curiously,while the number of active jobseekers currently sits at less than one in five,a significant percentage are passively keeping an eye on opportunities.In such a market,employers must also see beyond the numbers and con
12、sider the emotional salary they offer,consisting of the right mix of benefits,work-life balance,upskilling and personal fulfillment.By reviewing both the financial and emotional offers,employers can create a positive workplace culture that values employee wellbeing,satisfaction and growth,leading to
13、 improved performance.This will be key to unlocking an organisations potential during this extended skills recession.Matthew DickasonCEO Asia Pacific,HaysAustralia and New Zealands skills shortages are entrenched in our labour market,but this year our survey shows the impacts continue to intensify i
14、n many industries.INTRODUCTIONA SKILLS RECESSION IS UPON US.HOW WILL YOU ADAPT?Hays Salary Guide FY23/24 Thank youWe would like to express our thanks to all the organisations and skilled professionals who completed our survey.Your contribution allows us to produce this guide and provide insights int
15、o salaries,benefits and recruiting trends across Australia and New Zealand.Top five industries1.Construction 2.Technology 3.Manufacturing and Operations 4.Accountancy and Finance 5.Healthcare Organisations that participatedQueensland 13%Northern Territory 1%South Australia 6%Victoria 17%Tasmania 2%W
16、estern Australia 9%New South Wales 20%Australian Capital Territory 5%New ZealandSouth Island 6%New ZealandNorth Island 21%66%28%6%CONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNHays Salary Guide FY23/24 4 4The Hays Salary Guide FY23/24 survey received 14,295 responses across Aus
17、tralia and New Zealand.This included responses from 6903 organisations,representing millions of employees,who shared their views on salary,hiring intentions and recruitment trends.We also heard from 7392 skilled professionals to better understand their salary expectations,career plans and current pr
18、iorities.ABOUT THE SURVEYSURVEY METHODOLOGYCharity or for purposePrivate sectorPublic sectorHays Salary Guide FY23/24 KEY INSIGHTSCONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNHays Salary Guide FY23/24 5Employers intend to invest in their people this financial year.They sustain
19、 strong hiring intentions,with almost half planning to expand their permanent headcount in the next 12 months,and the majority increasing salaries.This investment comes as the skills shortage intensifies,which is causing operations to suffer and putting pressure on existing employees,many of who are
20、 working more overtime.Additionally,many employees intend to switch jobs,with even more open to the possibility,indicating dissatisfaction remains a concern and loyalty is hard-won.Employers prioritise salary increases95 per cent of employers plan to increase salaries this year,a rise from last year
21、.While there are variations between industries,the overall trend is positive,reflecting the continued strength of employees negotiating power,employers recognition of employee contributions and high inflation.Overtime culture on the upswingIn the past 12 months,overtime increased in 35 per cent of o
22、rganisations.Of these,30 per cent said the average increase was five hours per week.Another 36 per cent increased overtime between six and 10 hours per week.Only 39 per cent pay staff for overtime.Another 30 per cent reward staff non-financially,such as time off in lieu.Hays Salary Guide FY23/24 STA
23、TE OF THE MARKET EMPLOYERS INVEST IN TALENT BUT EMPLOYEES KEEP OPTIONS OPEN595%Experiencing skills shortage crisis88 per cent of employers are experiencing a skills shortage with 78 per cent stating it will impact the effective operation or growth plans of their organisation.Productivity(63 per cent
24、),increased workloads for existing staff(62 per cent)and project delivery(59 per cent)will be affected most.88%Say the impact of skills shortages has intensified40 per cent of employers said the impact of skills shortages has intensified in the past 12 months and 47 per cent reported that they have
25、remained at the same level as last year.Just 13 per cent said it eased.40%Say uncompetitive salaries motivate job switchingOf those intending to,or considering,changing jobs,an uncompetitive salary is the top reason,cited by 48 per cent.This is ahead of the rising cost of living(46 per cent),a lack
26、of promotional opportunities(42 per cent)and a poor management style or workplace culture(38 per cent).48%Employers will invest in headcountsEmployers intend to increase their permanent(46 per cent)and temporary or contract(22 per cent)headcount.Despite hiring activity stabilising from last years hi
27、storic high,the job market remains robust with many organisations optimistic in their hiring plans.Staff turnover slows,but loyalty hasnt returnedIn the past 12 months,staff turnover increased in 45 per cent of organisations,down from 58 per cent last year.45 per cent of professionals unquestionably
28、 intend to remain with their current employer beyond FY23/24,up from 33 per cent.We found that 37 per cent were unsure whether they will remain.Employers double down on talent investment65 per cent of employers expect business activity to increase in the year ahead and 27 per cent expect the economy
29、 to strengthen in the next six to 12 months.While not all employers feel optimistic,recruitment and salary intentions are notable.The overall trend suggests that many believe investing in their workforce could be key to future success.Hays Salary Guide FY23/24 HEADING HEREKEY INSIGHTSTHE SALARY INCR
30、EASE LANDSCAPESalary increase employers intend to payWhat employees expect to receive The increase employees say would reflect their individual performance and demand for their skills0%10%5%29%10%3%53%3%6%31%26%34%9%19%19%12%41%50%4%46%CONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAK
31、DOWNHays Salary Guide FY23/24 6The promise of higher salaries is on the horizon,with both the number of increases and their value continuing to rise.We found that 95 per cent of employers intend to increase salaries in the next 12 months,up from 88 per cent last year and 67 per cent the year before.
32、Further,66 per cent plan to increase salaries above three per cent a big step up from 37 per cent last year and 12 per cent the year prior.Despite increased salary intentions,employer and employee expectations are misaligned,with many employees feeling undervalued and underpaid.Only 28 per cent of p
33、rofessionals are satisfied with their current salary,with most(71 per cent)believing it doesnt reflect their individual performance.Two-thirds(66 per cent)say it doesnt align to external typical salaries.Even with most employers intending to increase salaries,jobseekers have an eye on their remunera
34、tion 46 per cent say theyll negotiate their salary if they dont receive a pay rise or it fails to meet expectations and 52 per cent believe theyd benefit financially from changing jobs.6The salary increase landscapeEmployer intentions vs employee expectations.This year,more than ever,employers inten
35、d to increase salaries95 per cent of employers intend to increase salaries in the next 12 months,up from 88 per cent last year and 67 per cent the year before.From merit to money individual results prioritised when considering pay rise requestsThe factors employers take into account when considering
36、 an employees pay rise request.“Even with most employers intending to increase salaries,jobseekers have an eye on their remuneration.”THE YEAR OF THE RAISE SALARY INCREASES CONTINUE THEIR UPWARDS TRAJECTORYResponsibilities of the role54%External typical salaries for the role34%012%37%66%67%88%95%FY2
37、1/22FY22/23FY23/24Increase salary in the next 12 monthsIncrease salary above 3%Employees say theyd benefit financially from a job switchWould you benefit financially from changing jobs at this time?The prevalence of counteroffers:Craft job offers to minimise the riskIn todays market,employers counte
38、roffer resigning staff.EMPLOYEES SAY THEYD BENEFIT FINANCIALLY FROM A JOB SWITCH52%19%29%YesUnsureNoAlwaysSometimesNeverThe organisations performance24%The organisations set pay structure 20%Expertise21%Individual performance84%Hays Salary Guide FY23/24 THE FOUR FACTORS DRIVING SALARY INCREASES THIS
39、 YEAR 2.The ripple effect of falling real wagesEmployers are sensitive to the hidden cost of falling real wages on employee engagement,mental health and wellbeing,morale and job satisfaction.Unless an employee has changed employers or been promoted,the purchasing power of their income has fallen.Whi
40、le few employers can match inflationary pressures,many are stretching salary budgets as far as they can to support staff.3.The impact of pay transparency The abolition of pay secrecy in Australia and the briefing into pay transparency in New Zealand have prompted some employers to audit salaries,scr
41、utinise disparities and offer adjustments if required to ensure fair and equal pay.In addition,almost two-thirds of employers share how salary levels and pay increases are set,perhaps because they understand doing so improves equity,builds trust and boosts morale.It also aids employees bargaining po
42、wer.4.Employees prepared to ask for a raise Our data indicates an upward trend in employees confidence to negotiate for better compensation.This year,65 per cent of professionals plan to ask for a pay rise,up from 58 per cent last year and 45 per cent the year before.Further,64 per cent admit the sk
43、ills shortage makes them more confident to ask for a pay rise.Add inflationary and cost of living pressures,and employees are more willing than ever to ask for more.KEY INSIGHTS1.Competition amid a continued and growing skills shortageMany employers find that the pipeline of candidates doesnt meet t
44、heir requirements.Indeed,64 per cent of all respondents say theres a shortage of skills associated with their profession.In response,three quarters of employers have offered larger salary packages than planned to attract skilled candidates.Further,many professionals have already benefited from deman
45、d for their skills through a salary increase(30 per cent),new job(13 per cent)or both(19 per cent).Many employers have offered higher salaries than planned to attract staffMany organisations are transparent with employees about how salary levels and increases are setAlmost four in five say its reaso
46、nable to expect pay rises to keep up with inflationIn their next remuneration review,many will ask for a pay riseMANY ORGANISATIONS ARE TRANSPARENT WITH EMPLOYEES ABOUT HOW SALARY LEVELS AND INCREASES ARE SET:33%31%28%8%MANY EMPLOYERS HAVE OFFERED HIGHER SALARIES THAN PLANNED TO ATTRACT MORE STAFF:2
47、2%53%25%7CONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWN6%4%41%37%12%“Employers are sensitive to the hidden cost of falling real wages on employee engagement,mental health and wellbeing,morale and job satisfaction.”Ill ask for a pay rise65%Im unsure16%I wont ask19%Yes AllStrongl
48、y AgreeSubstantially higherYes SomeAgreeNominally higherNoDisagreeStrongly DisagreeNot higherUnsureNeitherHays Salary Guide FY23/24 KEY INSIGHTSBENEFITS THAT MATTER THE LATEST TRENDS TO ENGAGE AND RETAIN EMPLOYEESARE YOU SATISFIED WITH YOUR CURRENT BENEFITS?26%42%32%65%18%9%8%SatisfiedNeutralDissati
49、sfiedHybridHybrid not applicableRemoteOffice-basedTrainingCareer progression opportunitiesOver 20 days annual leaveOngoing learning and developmentWellbeing leaveMental and physical health and wellbeing programsTrainingOngoing learning and developmentCareer progression opportunitiesMental and physic
50、al health and wellbeing programsFinancial support for professional studyCompany car,car allowance or onsite parking29%30%46%58%60%61%40%43%50%50%54%80%8CONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNWhile salary is the most significant factor in attracting,rewarding and retainin
51、g employees today,employers know that benefits also play a large role.To be successful,the benefits offered should align to an organisations and its employees needs.Training,ongoing learning and development and career progression opportunities are important elements of a successful benefits program.
52、Employees want to improve their skills and advance their careers,while employers want to build a skilled workforce to improve productivity,customer satisfaction and revenue.Despite this,just 26 per cent of employees are satisfied with their current benefits.Why?In the wake of the COVID-19 pandemic,t
53、hey place value on emotional salary the intangible benefits that positively impact their emotional wellbeing and job satisfaction,not just their career.For example,more than 20 days of leave is important to employees.In addition,almost two-thirds of desk-based employees will look for a hybrid role w
54、hen they next job search.This is consistent with last years 64 per cent.While employees continue to look for flexibility,employer sentiment has shifted with 33 per cent now saying staff can come into the office when it works for them,down from last years 51 per cent.While this debate continues as bo
55、th sides weigh up the benefits and challenges,finding the right balance will be important for employers in the current tight candidate market.Top six benefits offered vs benefits soughtAre employers offering the right benefits?Unlocking flexibilityOther flexible work practices offered:Low level of e
56、mployee satisfaction with benefits offeredAre you satisfied with your current benefits?Consistency in employee hybrid work preferencesWhen they next job search,professionals will look for:82%of employers offer hybrid workingOf the 82 per cent,their preferred in-office commitment is:OF THE 82 PER CEN
57、T OF EMPLOYERS OFFERING HYBRID WORKING,THEIR PREFERRED IN-OFFICE COMMITMENT IS33%When it suits employees5 Days3 Days5%12%29%15%6%100%0%4 Days2 Days1 DayBenefits employers offerBenefits employees value58%Flexible working hours50%Part-time employment30%Fully remote working20%Compressed working weeks25
58、%Flexible leave options,such as purchased leave17%Job sharingHybrid WorkingHays Salary Guide FY23/24 HEADING HEREKEY INSIGHTSRoles most impacted by skills shortagesThe top ten professional groups experiencing the greatest skills shortages,according to employers,are:Overseas talent back in demand YoY
59、 change:Employers considering employing or sponsoring an overseas candidate in skill-short areas:Skills shortage crisis impacts operations78 per cent of employers say the skills shortage will impact operations.Of these,the greatest impact will be on:New Zealand1.Trades and Labour 96%2.Human Resource
60、s 94%3.Technology 92%4.Property 92%5.Construction 91%6.Office Support 90%7.Marketing and Digital 90%8.Facilities Management 88%9.Engineering 87%10.Accountancy and Finance 85%Future skills in demand Employers will need more of the following skills in the next five years:Australia1.Defence 94%2.Human
61、Resources 92%3.Policy and Strategy 92%4.Healthcare 91%5.Construction 90%6.Manufacturing and Operations 90%7.Insurance 90%8.Technology 90%9.Executive 89%10.Trades and Labour 89%CONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNHays Salary Guide FY23/24 9A SKILLS RECESSION IMMINENT S
62、KILLS SHORTAGES INTENSIFYTodays jobs market still favours skilled professionals.This year our data shows that 88 per cent of employers are experiencing a skills shortage and 40 per cent say its impact has intensified in the past 12 months.But not all roles are experiencing the same level of intensit
63、y.Employers recruiting for defence,HR,policy,healthcare and construction roles are experiencing higher levels of skills shortages.The key drivers,according to employers,are a shortage of people with the necessary qualifications or experience(77 per cent)and increased competition from other employers
64、(64 per cent).To expand talent networks and embed future-proof capabilities,employers are investing in upskilling(see page 14 for more),while 37 per cent would consider employing or sponsoring an overseas candidate a significant increase from last years seven per cent.A further 32 per cent of respon
65、dents are open to the possibility.As for the top skills employers want communication and adaptability are valued,while critical thinking and agile leadership will be more highly sought after in future.63%Productivity59%Project delivery46%Employee engagement and morale44%Employee turnover/attrition62
66、%Increased workloads for existing staff49%Growth/expansion plans41%Revenue/profit41%Customer serviceSoft skills valued today The top soft skills employers want today are:60%Communication54%Adaptability46%Attention to detail45%Critical thinking43%Emotional intelligence66%Critical thinking66%Agile lea
67、dership64%Soft skills64%Digital literacy53%51%FlexibilityLearning mindset50%Data literacyFY23/24FY22/237%37%Hays Salary Guide FY23/24 50%0%100%BEYOND THE NUMBERSBy looking beyond just salaries,organisations and employees can gain the insights they need to drive their talent strategies and career pro
68、gression plans.Three main trends are influencing strategic business decisions when it comes to their workforce,and also dominate job seeker verdicts when choosing to work with an employer.Master these for sustainable growth.CONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWN10Hays S
69、alary Guide FY23/24 THE WORKFORCE REVOLUTION SURVIVE OR THRIVEHow we work has changed,and the work we do has also changed and the rate of change is only going to increase.On an individual and organisational level,work has undergone a fundamental shift,and will continue to so at a rate that weve not
70、experienced before.The COVID-19 pandemic changed everything,we collectively moved away from offices and have adapted to hybrid ways of working,ways which are still being defined by many organisations,and now generative AI has arrived in a way that everyone can access and exploit.This advancement in
71、technology has been hailed as big as the Industrial Revolution,in fact Goldman Sachs released a report that indicated 300 million,or roughly two thirds of all jobs in the US and Europe,will be exposed to some degree of AI automation.Individuals will need continue to upskill and reskill to take advan
72、tage of the rapid changes in technology and how roles will be redesigned and organisations need to be quicker and more agile than ever to capitalise on the benefits that this radical change can present.Adopting workforce strategies that are nimble and adaptive to allow businesses to scale up and dow
73、n as needed will help them gain future competitive advantage.BEYOND THE NUMBERSTransformations help businesses adapt Australian and New Zealand businesses are transforming to try to keep up with these changes.Almost two thirds of respondents reported undertaking some form of workplace transformation
74、 in the past 12 months.These transformations took the shape of organisational restructuring (69 per cent),digitising workstreams(35 per cent)and increased or decreased headcounts(39 per cent).Those that reported on transforming their operational structure were also 1.17 times more likely to have red
75、esigned job descriptions.But transformation needs to be handled with care.We found that staff turnover increased 1.21 times when a business had undertaken a transformation in the past 12 months.Transformations can be deeply disruptive to workforces which causes attrition whether thats because of unc
76、ertainty,erosion of culture,fear of job security,lack of communication or increased workloads.Organisations that are undertaking transformations should have solid staff retention strategies in place before change programs begin.Automation and AI will redesign work Increased automation will affect th
77、e roles we perform,64 per cent reported that automation will change the skills composition of their workforce in the next 10 years requiring employees to upskill their digital(96 per cent),technical(95 per cent)and soft(85 per cent)skill sets.Employees must prioritise continuous learning,yet only 48
78、 per cent of workers say they will develop technical skills in the year ahead,even though 97 per cent said that upskilling is important to future proof their career.Headcount up,or down?There is a lot of uncertainty in the market in how increased automation will impact an organisations workforce,wit
79、h 43 per cent saying it will increase,while 54 per cent report that it will decrease the size of their workforce.Like all of us,businesses are still unsure of what effects automation will have on their operations and teams.Temporary and contract workers offer agility We found that 42 per cent of org
80、anisations are using temporary and contract workers to gain skills that are required for one-off projects or tasks,with 64 per cent reporting their use of temp workers will remain the same in the year ahead,while 22 per cent will increase their use.This temporary workforce is also being used to shor
81、e up hard-to-find skills,with 68 per cent of businesses reporting that they use temp and contractor workers to meet short-term workload demands.YesNoExpandUpskill technical skill setsContractUpskill soft skill setsUpskill digital skill setsReskill into different rolesThe affects of increased adoptio
82、n of automation on workforces43%57%54%46%95%85%15%96%4%5%83%17%11No one can guess what the future of work will be,but one thing we do know its changing fast.Organisations that can keep pace will be best placed to gain the competitive edge.Hays Salary Guide FY23/24 CONTENTSINTRODUCTIONKEY INSIGHTSBEY
83、OND THE NUMBERSINDUSTRY BREAKDOWNTime to plan Strategic workforce planning allows an organisation to assess the current size,composition and requirement for reskilling programs aligned to their current and future workforce needs.This plan should be forward looking and aligned to an organisations str
84、ategic goals to help identify future demand and potential gaps in capabilities and roles.Once these gaps have been identified organisations can:Design and plan L&D programs to build capabilities internally to meet potential future shortfalls.Define roles that will need to be permanent as compared to
85、 contract or temporary to build flexibility where needed and embed core capabilities for the organisation.Effectively communicate the L&D program to employees so staff can take proactive action and align their career progression to the future skills needed.Begin to build a picture of desirable but i
86、ntangible,transferable skills and create hiring strategies to identify and secure these.Build adaptive roles How often do we take a microscope to the actual work that we,or our teams,do day to day?There is little to lose in intentionally interrogating the individual tasks we perform on a daily basis
87、 and questioning their ongoing validity as we add new tasks to our to-do lists every day.Are there legacy tasks that are still necessary and relevant?And how do they now fit within our current and future priorities?Creating a process of regular audit and assessment that considers,at a granular level
88、,where efforts are directed can help ensure teams stay on track toward the ultimate goal and give time to what truly matters.By giving teams permission to innovate and redefine their roles as and when needed also encourages deeper engagement and ownership of their goals.Rethink recruitment and reten
89、tion Is your current employee value proposition(EVP)fit for purpose?Competition for the right talent and skills will continue to be heated and organisations need to ensure they are best positioned to build a pipeline and attract the right talent.Some organisations may need to shift their thinking fr
90、om hiring for skill to hiring for will.The skills needed for future roles that are still being invented are unknown so searching for,and building,a talent pipeline that embraces continuous learning,ambiguity and a sense of curiosity will create an agile team capable of adapting to new roles,tasks an
91、d situations.Retention of this team will be key in such a competitive market these employees typically value opportunities for continuous professional growth and development,recognition is also vital.As we move into more uncertain economic times,conveying job security should be a key pillar to your
92、retention strategy.Train your leaders Among all of this expected change,dont forget to develop your current leaders to navigate this new landscape.Often the focus is on the teams executing the work,and not enough consideration is offered to those who are leading the teams.In the face of such rapid a
93、nd holistic change,every level of an organisation will need training and support to embrace change and look for new opportunity.Embrace DE&I Undiscovered and underutilised talent exists in every pocket of our communities,and truly embracing diversity,equity and inclusion(DE&I)will allow organisation
94、s to realise the potential that diversity of thinking and experience brings to the table.Ensuring that workforces accurately represent the communities organisations operate in allows them to meet the needs of all of their customers.But DE&I strategies need to be nurtured to leave the page and create
95、 impact.Work is being redesigned,so must workforce strategies Organisations that can quickly understand the changing nature of the market and mobilise teams with the right skills at the right time will be best placed to take advantage of market opportunities.By building a clear picture of your organ
96、isations current skills and capabilities,thinking through how new and emerging technologies will affect the design of job roles and demand for different skills and investing in creating agile workforce strategies will be essential to success and preventing further skills shortages,and potential redu
97、ndancies.CONTENTSINTRODUCTIONKEY INSIGHTSINDUSTRY BREAKDOWNBEYOND THE NUMBERSHays Salary Guide FY23/24 1212BEYOND THE NUMBERSHays Salary Guide FY23/24 UPSKILLING THE LEARNING IMPERATIVEUpskill to solve for current skills shortagesSkills shortages continue with 88 per cent reporting they are experien
98、cing skill shortages and that these shortages are impacting productivity,workloads of existing staff and project delivery.The main reasons for this continued shortage?A scarcity in the number of people with the necessary qualifications or experience and increased competition from other employers.Thi
99、s sustained restriction is not going away.Some business leaders are taking matters into their own hands.Organisations reporting extreme skill shortages are seven times more likely to have a learning and development(L&D)program in place,and those that have L&D programs in place recognise that it can
100、help them outperform organisations that dont.BEYOND THE NUMBERS“The half-life of learned skills is now just five years,meaning half of what we learnt five years ago is now irrelevant.”1.38xMore likely to stay with their current employer when a formal learning and development program is on offer.Upsk
101、illing leads to retentionAs employees recognise that they are only as valuable as the skills that they possess,they are placing greater emphasis on being able to upgrade those skills with 90 per cent of employees stating that an organisations L&D program was important to them when considering whethe
102、r to work for an organisation,and 61 per cent listing training as the top benefit they value.Additionally,employees are 1.38 times more likely to stay with their current employer when a formal learning and development program is on offer,and more than a quarter of respondents listed a lack of traini
103、ng and development as a reason they intend to change jobs in the near future.Workers are prioritising their ability to manage their personal and professional growth and development to ensure long-term career viability.Unidentified skills needed for the future Identifying the skills needed now to bri
104、dge the skills gap is necessary but identifying the training for the skills needed for the future is equally important for businesses to ensure they arent left behind.Only 12 per cent of respondents believe that they have the skills they need for the future.Yet almost half of our survey respondents
105、say they dont undertake a skills analysis before deciding on upskilling.A report from Faethm by Pearson identified the top 35 job roles that will be most impacted by automation and augmentation in the next 10 years,the report also identifies that organisational readiness for the fourth industrial re
106、volution(identified as adoption of technologies such as AI,robotics,quantum computing,augmented reality,digital twins etc,)is lacking in two out of every three organisations.Additionally,the half-life of learned skills is now just five years,meaning half of what we learnt five years ago is now irrel
107、evant.Building skills within the business that are needed today is important but identifying and training for the skills that we cant yet imagine well need in the future needs a place on the boardroom agenda.Using today to build a culture of continuous learning can set the stage for an organisations
108、s sustainable commercial growth.7xMore likely to have an L&D program in place.Organisations reporting extreme skills shortages are 7x more likely to have a Learning and Development program in place13Investing in upskilling workforces is critical to future proofing your organisation,and our economies
109、.Not only does it help solve skills gaps,enhance employee engagement and retention,and increase loyalty it offers your organisation a competitive edge.Employers that fail to invest in building the capabilities of their staff risk falling behind and losing talent to organisations that prioritise empl
110、oyee development.Hays Salary Guide FY23/24 CONTENTSINTRODUCTIONKEY INSIGHTSINDUSTRY BREAKDOWNBEYOND THE NUMBERSRethinking learning and developmentThe global workforce has been trying to keep up with the evolving demands of increasing complexity,digitisation and cross-border competition.And yet const
111、ant change,demographically diverse workforces and the short shelf life of some skills means reskilling and upskilling your teams needs to continually be a key priority.Our report identified that 77 per cent of respondents rely on peer-to-peer learning and 62 per cent report using mentorships and coa
112、ching to keep their teams on top of the skills they need.For desk-based teams,relying heavily on this form of collaborative social learning can lead to unintended consequences.It has been acknowledged that this form of upskilling has faltered in a hybrid working environment and for businesses that n
113、eglect to conduct a skills audit relying on the skills that you already have in your organisation being passed on could result in a shortage of new capabilities and skills that will be needed in the very near future.As you move to further evolve and embed your L&D strategy,consider:BEYOND THE NUMBER
114、SCollaborative social learning needs to be intentionalCollaborative social learning needs to evolve to work effectively in the hybrid work environment.The reduction in time spent face to face in the office means formal structures should be placed around this type of knowledge passing.Devise formal p
115、athways,including knowledge goals at set time frames,to ensure the right information is transferred and measure success through assessments.Use short courses to overcome the shorter half-life of knowledgeNot only has the need for new skills never been higher,but the length of time that those skills
116、remain relevant is dropping.Remember mastering how to set up a multi-person conference call with identifying codes for each call and pins to enter via our desktop phones?Now with Microsoft Teams and other digital platforms we can call and add people with a few clicks.Online resources is the most pop
117、ular upskilling method currently utilised by employers.The advances of learning being delivered in short,easily digestible programs allows us all to access the knowledge we need in the flow of work,when its needed.Incorporating short online courses into weekly work routines and encouraging staff to
118、hit completion goals will help build a culture of continuous learning.Learn,and keep learningLeaning into all forms of learning on the job will only help organisations further reinforce and embed a culture of continuous learning.While collaborative social learning and online courses are two of the m
119、ain ways knowledge is being transferred,there are other more informal ways that learning can be embedded in daily workflows.Offering staff stretch opportunities where you assign projects that are slightly outside of current capabilities gives them the opportunity to self-direct learning pathways to
120、achieve set goals.While expanding project teams to include members that wouldnt usually be required for execution provides scope for further cross learning among disparate teams.Communicate programs effectively for engagement and brand benefitsOf our respondents,59 per cent reported having a workpla
121、ce learning and development plan in place however,only 44 per cent of employees agree that their organisation has a learning and development program in place.There is an obvious disconnect here suggesting that employers need to do more to promote awareness and encourage involvement in their programs
122、 by setting expectations around what teams should be upskilling on.There is little benefit in investing in a L&D program if employees arent aware or actively engaged with it.L&D programs must be as agile as the skills they look to embed Tools and technologies are rapidly changing the way people work
123、,and organisations must be as quick to build processes and practices to capitalise.Likewise,L&D functions should be operationally agile to build capability when the business requires it.By ensuring the L&D function has sponsorship at the executive level,with shared KPIs and responsibilities,an organ
124、isation can create alignment with strategic goals.Measure success Leaders will be looking for ROI on any capital invested into L&D.Establish and define what the KPIs might be to assess business excellence against.Rather than satisfaction or completion rates,measure how L&D programs align with busine
125、ss priorities and how learning interventions have changed the behaviours and performance of participants.CONTENTSINTRODUCTIONKEY INSIGHTSINDUSTRY BREAKDOWNBEYOND THE NUMBERS14Hays Salary Guide FY23/24 CONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNHays Salary Guide FY23/24 1515D
126、iversity,equity and inclusion(DE&I)has been on the boardroom agenda for many years yet the needle has hasnt moved in any meaningful way.In Australia,the gender pay gap currently stands at 23 per cent,in 2012 it was 17 per cent its moved backwards by six per cent in a decade.In New Zealand it current
127、ly stands at 10 per cent,in 2012 it was nine per cent.Its estimated that it will take another 132 years to close the global economic gender gap,executive teams will take at least 29 years to reach parity in gender and 24 years to reach cultural parity and there is still too little data to meaningful
128、ly measure racial,LGBTQIA+or disability inclusion.Yet we know,the competition for talent will remain fierce so realising previously undiscovered talent networks will be key for employers to gain an advantage.Organisations that are serious about realising the benefits from their DE&I efforts need to
129、implement programs to make their leaders accountable to achieving success in this area.And for organisations that arent yet making plans,governments are stepping in.Both in Australia and New Zealand,government is enacting legislative requirements around the recording and reporting of gender pay gaps
130、,with moves towards measuring diversity and equity at other levels predicted to soon follow.DIVERSITY,EQUITY AND INCLUSION TIME FOR ACTIONAs economies start to slow down,now is not the time to take the foot off the pedal on DE&I initiatives.With little meaningful change being realised over the years
131、,organisations should renew efforts to bring everyone along.BEYOND THE NUMBERS“Previously undiscovered talent networks will be key for employers to gain an advantage.”Hays Salary Guide FY23/24 DE&I can be a deal breaker Its widely recognised that a diverse and inclusive workplace offers benefits for
132、 employers and employees,including increased employee engagement and retention,enhanced innovation and creativity,improved reputation and better decision-making.No wonder its a deal breaker for many professionals who want to work for an organisation that aligns with their values and demonstrates a c
133、ommitment to diverse workplace.We found that 78 per cent of professionals surveyed believe that an organisations stance on DE&I was important when considering whether to work with them.The(other)gap While the gender pay gap may continue to dominate our attention,another gap is emerging that could be
134、 just as important accountability.While 90 per cent of employers believe a diverse team can offer better business outcomes,only 22 per cent said leaders were held accountable for DE&I outcomes in their organisation.This accountability gap can lead to unrealised outcomes on well thought out DE&I stra
135、tegies.Employers believe a diverse team can offer better business outcomes.However,only a small portion of leaders are held accountable for DE&I outcomes.The key to retention?Regardless of gender,ethnicity,sexual orientation or disability,57 per cent of respondents felt a sense of belonging to their
136、 organisation,and when analysing key influences for employees intending to stay with their current organisation in the next 12 months a sense of belonging was key with employees 2.49 times more likely to stay when they felt a sense of belonging.We also found that those who felt they could challenge
137、team bias without consequence were 1.74 times more likely to stay.These psychological safety indicators can be correlated with organisations that reported salary transparency,learning and development programs and DE&I strategies in place.100%0%50%90%22%Factors influencing retention The likelihood of
138、 remaining with employer post financial year being YES increases by:The diversity accountability gap DE&I strategy in place1.22xSafety sharing views1.68xChallenging teams bias without consequences1.74xOrganisational belonging 2.49xSalary transparency1.42xL&D program in place1.38xDE&I strategies are
139、well communicated We found that 53 per cent of employers have a DE&I strategy in place this aligns to the views of employees,with 55 per cent reporting that the organisation they work for has a strategy in place.Its clear that organisations that have implemented these strategies have effectively soc
140、ialised and communicated them with the wider business.Pay equity,the next horizon?Just 30 per cent of employers said their DE&I strategy includes pay equity initiatives,and only 17 per cent said it includes pay equity reporting metrics by different demographics.Of these,44 per cent said this data ha
141、d identified pay inequalities,with employers most commonly responding by increasing salaries in the next review to ensure pay equity with over a third increasing salaries immediately to ensure pay equity.CONTENTSINTRODUCTIONKEY INSIGHTSINDUSTRY BREAKDOWNBEYOND THE NUMBERSHays Salary Guide FY23/24 16
142、16BEYOND THE NUMBERS Hays Salary Guide FY23/24 Diversity drives success DE&I strategies are not only a positive for social licence and uncovering undiscovered talent networks,but they are also proven to be good for business as well.Organisations in the top quartile of gender diversity on their execu
143、tive team were 25 per cent more likely to experience above-average profitability.Companies with more than 30 per cent women on their executive teams are significantly more likely to outperform those with less than 30 per cent.In fact there was 48 per cent performance decline between the most and lea
144、st gender-diverse companies.Companies in the top quartile of ethnic and cultural diversity outperformed those below by demonstrating 36 per cent more profitability.Its clear,DE&I doesnt just look good for business,it is good for business.But just having a strategy doesnt equal success.Businesses mus
145、t ensure the strategy drives real action and change.Start from the beginning The best laid plans are only as successful as their impacts.While some organisations have long-standing DE&I strategies in place,are these plans making any meaningful impacts?Take a step back and assess where DE&I stands wi
146、thin your organisation.Conducting an assessment can help identify areas of strength and weakness and provide a baseline for measuring further progress and outcomes.Embed,again It can be discouraging to realise that what was penned on paper hasnt started to deliver results revisiting the strategy off
147、ers an opportunity to identify gaps in uptake and devise new strategies to encourage further participation.The DE&I strategy needs to be embedded into an organisations overarching strategy and decision-making process.Define and set specific targets and ensure that all levels of the organisation are
148、held accountable to achieving them.Include diversity goals and targets into performance reviews and design KPIs relating to the target to ensure the board-level strategic goals are laddered into the businesses operations.Leverage tech Data analytics to measure progress and accessibility tools to ena
149、ble further participation are just two ways that technology can feed into DE&I strategies and create meaningful impact on your workforces employee experience.Be vigilant As roles change,as working patterns change and as workforce strategies change,new areas of bias and discrimination can emerge.As a
150、 recent example,when workforces moved from always being hybrid to some employees choosing to work within the office,proximity bias became an issue.DE&I teams have an obligation to remain compliant against the workplace health and safety standards on psychological risks detailed at Safe Work Australi
151、a and WorkSafe in New Zealand and need to update policies and practices accordingly.DE&I isnt a set and forget strategy,it needs to be constantly reviewed,re-designed and revisited to ensure compliance and best practice.“There was 48%performance decline between the most and least gender-diverse comp
152、anies.”CONTENTSINTRODUCTIONKEY INSIGHTSINDUSTRY BREAKDOWNBEYOND THE NUMBERSHays Salary Guide FY23/24 1717BEYOND THE NUMBERS Hays Salary Guide FY23/24 INDUSTRY BREAKDOWN INSIGHTS AND SALARIESHOW TO NAVIGATE OUR SALARY TABLESSalaries are in 000,all salaries are exclusive of superannuation(AU)or KiwiSa
153、ver(NZ)which might differ to previous editions.The bold number represents the typical salary.The number(s)to the side represent the salary range.Refer to the notes section under the salary table to determine if other benefits are included.All salaries are represented in local currencies.AU salaries
154、are based on a 38 hour working week.NZ salaries are based on a 40 hour week.HOW DOES YOUR SALARY COMPARE?Take a quick salary check to find out how your salary compares to the highest,typical and lowest for your position in our Salary Checker tool for Australia and New Zealand.CONTENTSINTRODUCTIONKEY
155、 INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNSENIOR QUALIFIED ACCOUNTANTSMINE ACCOUNTANTTurnover up to$100mTypicalRangeNSW-Regional133112-148QLD-Regional140110-180SA-Adelaide125120-150WA-Perth180150-210TAS-Hobart/Launceston10090-110NT-Darwin122102-153NZ-Auckland12292-133NZ-Wellington10292-133NZ-Chri
156、stchurch11292-122NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Subsidised accomodation/accomodation Bonus based on mine production and perform
157、anceCOMMERCE AND INDUSTRY|MINING27ACCOUNTANCY AND FINANCESENIOR QUALIFIED ACCOUNTANTSMINE ACCOUNTANTTurnover up to$100mTypicalRangeNSW-Regional133112-148QLD-Regional140110-180SA-Adelaide125120-150WA-Perth180150-210TAS-Hobart/Launceston10090-110NT-Darwin122102-153NZ-Auckland12292-133NZ-Wellington1029
158、2-133NZ-Christchurch11292-122NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Subsidised accomodation/accomodation Bonus based on mine production
159、 and performanceCOMMERCE AND INDUSTRY|MINING27ACCOUNTANCY AND FINANCETypical salary for a roleLocationProfessionRole titleSalary range for a role18Hays Salary Guide FY23/24 36%33%29%29%10%8%25%30%NZAUS71%66%11%14%18%20%NZAUS73%78%13%13%14%9%NZAUS2%4%36%34%24%4%5%33%32%26%2%12%62%21%3%4%20%54%17%5%9%
160、11%5%12%5%2%39%75%41%60%47%14%52%28%18%18%36%38%46%44%AustraliaNew ZealandAustraliaNew ZealandPermanentTemp or ContractorPermanentTemp or Contractor10%3%-6%0%Australia96%New Zealand98%Rising cost of living An uncompetitive salary Lack of promotional opportunities Top factors driving turnoverEmployee
161、s top career priorities A pay rise Being able to work flexibly Learning or developing technical skills Australia Training either internal or external Financial support for professional study Ongoing learning and development New Zealand Training either internal or external Mental and physical health
162、and wellbeing programs Ongoing learning and development Top 5 jobs employers need to fillAustralia1.Payroll2.Accounts Payable/Receivable Officers3.Financial Accountant4.Finance Manager5.Financial/Commercial AnalystNew Zealand1.Financial/Commercial Analyst2.Finance Manager3.Payroll(all levels)4.Credi
163、t Control/AR5.Assistant AccountantTop benefits employers are prioritising this yearTURNOVER AND HIRING INTENTIONSIncrease employers plan to award employeesIncrease employees say would reflect performanceEmployees that intend to remain with their current employerYesMaybeNo YesNeutralNoIncreaseRemain
164、the sameUnsureDecreaseYes-All employeesYes-Some employeesUnsureNoEmployers attitude towards increasing headcountsAustraliaNew ZealandThose that believe pay rises should keep up with inflation Employers who will offer higher salariesEmployees who will ask for a pay riseYesUnsureNoOrganisations that p
165、rovide salary transparencyCONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNHays Salary Guide FY23/24 19SALARY TRENDSACCOUNTANCY AND FINANCEPay rise intentions and expectationsCONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNSENIOR QUALIFIED ACCOUNTANTSFINANCIAL
166、CONTROLLERTurnover up to$100mFINANCIAL CONTROLLER Turnover$100m-$300mGROUP FINANCIAL CONTROLLER/GM FINANCE*Turnover$300mFINANCE MANAGERTurnover up to$100mFINANCE MANAGERTurnover$100m-$300mFINANCE MANAGERTurnover$300mCOMMERCIAL ANALAYSTFINANCE BUSINESS PARTNERCOMMERCIAL MANAGER Turnover$100mCOMMERCIA
167、L MANAGER Turnover$100m-$300mSENIOR COMMERCIAL MANAGER/DIRECTORTurnover$300mTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney165140-180190160-210280250-315140120-160155140-175175150-205130120-150145130-16515
168、0130-180220160-240270240-300NSW-Regional133117-153153133-204163143-204122102-153153133-173153133-184130120-150145130-165143122-163153143-184224153-255VIC-Melbourne150140-170180150-220250220-280135120-150150140-170165150-190130120-150140120-160140130-150175160-190250200-280VIC-Regional140130-16015014
169、0-180200180-250130110-140135120-160155140-180120110-140130110-150135125-150150140-180220180-230QLD-Brisbane,Gold Coast and Sunshine Coast140120-160160145-190200170-260130110-140140125-170160140-180120100-140135120-160150130-175180150-200220160-250QLD-Regional130110-160160140-180200170-250110100-1351
170、30110-150150135-180NANA-NANANA-NA150125-170180150-250220160-270SA-Adelaide142116-160145112-171173158-200125115-135135120-150145120-160120110-130140120-150165125-182171130-195193140-247WA-Perth160140-180180155-210200180-240125110-140150140-165160140-180130110-160150120-170150135-165185155-220220180-2
171、50ACT-Canberra122112-133143122-163153143-204117102-122133122-143143133-163130115-145135120-150133122-143153122-184163143-194TAS-Hobart/Launceston140110-160160120-180180130-200115100-130135110-150150120-170120100-13011090-120140120-160160130-180185160-230NT-Darwin133112-143143133-163173153-19411296-1
172、40140107-153133112-153130120-140140120-150143122-163122112-133148133-163NZ-Auckland150140-160180160-200220190-240135125-150155140-170170160-180130120-140150140-160150140-160165150-180220180-250NZ-Wellington140130-150175155-190210180-230130120-140155140-165165150-175120110-135140130-150150140-1601651
173、50-180200170-240NZ-Christchurch130120-140175140-180185160-200125110-140130125-150150130-160120110-135135125-145140130-150155130-165180170-220NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.*For a more detailed di
174、scussion on executive level salaries contact Hays Executive.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Interest free loans Car/car allowanceCOMMERCE AND INDUSTRY|SENIOR FINANCEHays Salary Guide FY23/24 20ACCOUNTANCY AND FINANCECONTENTSINTRODUCTI
175、ONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNSENIOR QUALIFIED ACCOUNTANTSGROUP ACCOUNTANTTurnover up to$100mGROUP ACCOUNTANTTurnover$100m-$300mGROUP ACCOUNTANTTurnover$300mTypicalRangeTypicalRangeTypicalRangeNSW-Sydney110100-125125110-140130110-140NSW-Regional11292-12212292-133133102-143VIC-Mel
176、bourne11090-120120110-145130120-145VIC-Regional10090-110115100-130125110-135QLD-Brisbane,Gold Coast and Sunshine Coast10590-125120100-135130110-150QLD-Regional10085-12511095-125130110-150SA-Adelaide120100-130120110-135130125-145WA-Perth120110-135135120-150150140-180ACT-Canberra10282-112112102-122122
177、112-133TAS-Hobart/Launceston10090-120110100-130130120-160NT-Darwin10096-118112107-128130122-143NZ-Auckland115110-130128120-135135130-150NZ-Wellington110100-120118110-130130120-145NZ-Christchurch110100-120118110-130127120-140NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).
178、New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Car/car allowance Cash bonusesACCOUNTANCY AND FINANCECOMMERCE AND INDUSTRY|SENIOR FINANCEHays Salary Guide FY23/24 21CONTENTSINTRODUCTIONKEY I
179、NSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNSENIOR QUALIFIED ACCOUNTANTSDIVISIONAL ACCOUNTANTTurnover up to$100mDIVISIONAL ACCOUNTANT Turnover$100m-$300mDIVISIONAL ACCOUNTANTTurnover$300mPROJECT ACCOUNTANTCORPORATE ACCOUNTANT Turnover up to$100mCORPORATE ACCOUNTANTTurnover$100m-$300mCORPORATE ACCOUNT
180、ANTTurnover$300mTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney10085-11011592-122125110-140120100-14011595-125125110-135125110-135NSW-Regional10282-12211292-122122102-14310287-13810792-12212292-133128112-143VIC-Melbourne10090-120110100-120125110-1401201
181、00-14010590-110120100-130125110-140VIC-Regional9590-11010590-125125120-13511590-12510090-11011590-120110100-120QLD-Brisbane,Gold Coast and Sunshine Coast9585-11010590-120120100-14011590-13010590-125120100-140120110-140QLD-Regional9585-11010590-120120100-14010590-1259580-120110100-130120110-140SA-Ade
182、laide10095-120110100-125120110-13512097-13511090-12511095-125120100-135WA-Perth130115-145145125-165155135-185135100-170120105-135135120-150155140-185ACT-Canberra9287-10210292-112117112-12210792-1229787-10210292-112112102-122TAS-Hobart/Launceston9080-9510090-10510590-130110100-1209580-11010590-110115
183、100-120NT-Darwin9082-10210092-112110102-12211292-1228271-929782-11210292-122NZ-Auckland9590-10010095-105115100-120125110-1409085-9510590-110120105-135NZ-Wellington9590-10010095-105115100-120120100-1358580-959782-112115102-122NZ-Christchurch9590-10010095-105115100-12011895-1358780-959787-11211297-122
184、NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Vehicle expenses Professional membershipsCOMMERCE AND INDUSTRY|SENIOR FINANCEHa
185、ys Salary Guide FY23/24 22ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNSENIOR QUALIFIED ACCOUNTANTSFINANCIAL ACCOUNTANT Turnover up to$100mFINANCIAL ACCOUNTANT Turnover$100m-$300mFINANCIAL ACCOUNTANT Turnover$300mMANAGEMENT ACCOUNTANT Turnover up to$100m
186、MANAGEMENT ACCOUNTANT Turnover$100m-$300mMANAGEMENT ACCOUNTANT Turnover$300mTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney11090-13012095-130125100-13512095-130120110-130125110-150NSW-Regional9277-10210282-12211292-1439282-10211282-122122102-143VIC-Melbourne10090-1
187、1011090-120125100-13010585-110120110-140125110-140VIC-Regional9590-11010590-120115100-13010090-110115100-130120110-130QLD-Brisbane,Gold Coast and Sunshine Coast9580-11010590-130120100-1309585-110115105-130130120-160QLD-Regional8571-10511085-125120100-1508575-11011090-125130110-160SA-Adelaide10085-12
188、011090-12011095-1309285-1059585-11011090-130WA-Perth125100-140140125-170165140-190120105-130135115-150160130-180ACT-Canberra8777-929287-9710797-1179282-1029792-10210797-117TAS-Hobart/Launceston9075-9510080-11512085-1359075-9510080-115120100-135NT-Darwin10085-11010087-11010292-1128777-979787-10210292
189、-112NZ-Auckland115105-125125120-135135125-140112100-125125105-130132120-140NZ-Wellington110100-120115100-130120110-135110100-120120105-130125110-135NZ-Christchurch11090-120110100-125120110-13510090-110115100-120125110-135NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New
190、 Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Study assistanceCOMMERCE AND INDUSTRY|SENIOR FINANCEHays Salary Guide FY23/24 23ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE
191、 NUMBERSINDUSTRY BREAKDOWNSENIOR QUALIFIED ACCOUNTANTSFINANCIAL ANALYSTTurnover up to$100mFINANCIAL ANALYST Turnover$100m-$300mFINANCIAL ANALYSTTurnover$300mMANAGER/HEAD OF FINANCIAL PLANNING ANALYSISSYSTEMS ACCOUNTANTTurnover up to$100mSYSTEMS ACCOUNTANTTurnover$100m-$300mSYSTEMS ACCOUNTANTTurnover
192、$300mTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney10090-11512095-130130120-150250190-300120100-130120100-130130100-150NSW-Regional9277-10211292-122133112-143168143-2048771-10212292-133133122-143VIC-Melbourne10095-110120100-140130115-143220175-25012010
193、0-130125115-150130120-150VIC-Regional9585-11011090-125125100-130165140-18010090-11011595-120120100-140QLD-Brisbane,Gold Coast and Sunshine Coast9885-10511590-130135120-160180150-2209580-11011090-12012095-140QLD-Regional9585-10511090-130135120-160175140-2208575-11011090-12012095-150SA-Adelaide10095-1
194、1010595-120115100-140165130-20510089-11611095-125125105-145WA-Perth105100-110120110-140140130-160160140-180115100-120120110-130140120-180ACT-Canberra9282-1029792-102117102-122153122-1849792-10210292-112117102-133TAS-Hobart/Launceston9085-11011085-11511085-130180140-2009585-11010095-120120115-130NT-D
195、arwin9288-1109788-11211292-122133122-1638777-929282-10211292-122NZ-Auckland100100-105110100-120125120-140180145-200120110-130125110-140132115-155NZ-Wellington110105-120120110-135125115-140165135-180110100-120110100-120130110-160NZ-Christchurch105100-120115105-125125110-135165130-180115100-120110100-
196、120122110-153NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Study assistanceCOMMERCE AND INDUSTRY|SENIOR FINANCEH
197、ays Salary Guide FY23/24 24ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNSENIOR QUALIFIED ACCOUNTANTSFINANCIAL SYSTEMS MANAGERTurnover up to$100mFINANCIAL SYSTEMS MANAGERTurnover$100m-$300mFINANCIAL SYSTEMS MANAGER Turnover$300mTypicalRangeTypical RangeTy
198、picalRangeNSW-Sydney130120-150165130-190180155-205NSW-Regional122102-122143102-163173133-204VIC-Melbourne130120-150150130-170170150-200VIC-Regional120110-140130120-160155140-190QLD-Brisbane,Gold Coast and Sunshine Coast115105-140140120-160150130-170QLD-Regional110100-140140120-160150130-170SA-Adelai
199、de115100-140125100-150150120-180WA-Perth120110-130130120-140160140-170ACT-Canberra112102-122122112-133143133-153TAS-Hobart/Launceston11090-130130110-140155120-185NT-Darwin10292-112112102-122122112-133NZ-Auckland10292-112122102-133133112-153NZ-Wellington9282-10210292-112133112-153NZ-Christchurch9287-
200、9710292-112133122-153COMMERCE AND INDUSTRY|SENIOR FINANCENOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Study ass
201、istanceHays Salary Guide FY23/24 25ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNTREASURYTREASURY ACCOUNTANT Turnover up to$100mTREASURY ACCOUNTANTTurnover$100m-$300mTREASURY ACCOUNTANTTurnover$300mTypicalRangeTypical RangeTypicalRangeNSW-Sydney10090-1201
202、20100-130140120-160NSW-Regional9277-10211292-122122102-133VIC-Melbourne9590-105110100-120140120-160VIC-Regional9085-10010090-11012095-130QLD-Brisbane,Gold Coast and Sunshine Coast9080-10011595-125130110-160QLD-Regional8575-9511595-125130110-160SA-Adelaide9590-11010590-115120100-140WA-Perth105100-110
203、110110-120140130-160ACT-Canberra8277-929787-102117102-128TAS-Hobart/Launceston8070-909080-11011080-130NT-Darwin8271-929282-102112102-122NZ-Auckland9285-9510090-105115100-130NZ-Wellington9085-9510090-105115100-130NZ-Christchurch9085-9510090-105115100-130TREASURY MANAGER Turnover up to$100mTREASURY MA
204、NAGER Turnover$100m-$300mTREASURY MANAGER*Turnover$300mHEAD OF TREASURY*TypicalRangeTypicalRangeTypicalRangeTypicalRange135105-165185155-205255204-286410286-510122102-143163133-204184143-204204184-255130110-150135130-150170150-200280220-300120100-130130110-140140130-160179153-230125110-140150130-170
205、190170-230210180-240110100-130150130-170190170-230NANA120110-130135110-150175135-195195165-230130120-150145130-160195180-220220200-250122102-133143122-163173153-224204184-255110100-120120110-130135120-155NANA10287-112112102-133143122-153219184-25510282-112133112-143153112-184173143-20410282-12212211
206、2-133153122-184163133-2049282-10210287-112112102-122143122-163NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Stud
207、y assistanceNOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.*For a more detailed discussion on executive level salaries contact Hays Executive.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN A
208、dditional super Health cover Study assistanceCOMMERCE AND INDUSTRY|SENIOR FINANCEHays Salary Guide FY23/24 26ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNSENIOR QUALIFIED ACCOUNTANTSMINE ACCOUNTANTTurnover up to$100mTypicalRangeNSW-Regional133112-148QLD-
209、Regional140110-180SA-Adelaide125120-150WA-Perth180150-210TAS-Hobart/Launceston10090-110NT-Darwin122102-153NZ-Auckland12292-133NZ-Wellington10292-133NZ-Christchurch11292-122NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand
210、Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Subsidised accommodation/accommodation Bonus based on mine production and performanceCOMMERCE AND INDUSTRY|MININGHays Salary Guide FY23/24 27ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY B
211、REAKDOWNPRODUCTS AND FUNDSPRODUCT CONTROLPRODUCT CONTROL MANAGERFUND/INVESTMENT ACCOUNTANTSENIOR FUND/INVESTMENT ACCOUNTANTFUND/INVESTMENT ACCOUNTANT ACCOUNTING MANAGERTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney11595-135170130-20010090-110120100-130140120-170NSW-Regional92
212、87-9710292-1127161-778271-8710282-112VIC-Melbourne9782-102138122-1537766-929282-112122112-153VIC-Regional8766-929792-1077766-878782-9210292-117QLD-Brisbane,Gold Coast and Sunshine Coast9080-100120110-1309585-110115100-130125110-150QLD-Regional8782-9711292-1228570-10010080-120125110-150SA-Adelaide958
213、0-10012095-1408075-859085-11011095-140WA-Perth8270-90105100-1209080-110105100-110120110-130ACT-CanberraNANANANA8271-9210292-112122102-133TAS-Hobart/Launceston9580-110120100-1508070-1009085-110110100-120NT-Darwin8266-879287-1028266-929287-102112102-122NZ-Auckland7766-878777-978277-879282-10210787-117
214、NZ-Wellington7766-878777-978271-929282-10210292-112NZ-Christchurch7766-878777-978271-928782-9710292-112 Additional super Health cover Study assistanceNOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFI
215、TS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWNCOMMERCE AND INDUSTRY|FINANCIAL SERVICESHays Salary Guide FY23/24 28ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNSTATUTORYAND TAXTAX ACCOUNTANTTAX MANAGERHEAD OF TAXREPORTINGACCOUNTANTREPORTING MANAGER
216、REGULATORY ACCOUNTING MANAGERSTATUTORY ACCOUNTANTFINANCIAL REPORTING MANAGERTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney12090-140190150-250300200-400120100-140150130-165133122-15311090-120194153-224NSW-Regional8777-102153122-184184153-224
217、11292-143143122-153122102-13311292-122133122-153VIC-Melbourne11090-120150120-170250180-280125100-140150120-160143122-163120110-140160140-180VIC-Regional9590-110120110-140153122-16311090-120140120-150107100-117110100-120140130-160QLD-Brisbane,Gold Coast and Sunshine Coast10585-130155125-180180160-220
218、10590-120140120-160140120-160110100-120150130-180QLD-Regional10080-120130110-165180160-22010090-115120110-150130115-1609590-110140120-170SA-Adelaide9080-110130110-150200171-23510090-11011095-130128110-15010590-125140120-165WA-Perth10595-115150130-180195170-220NANANANA135110-150120100-140150120-180AC
219、T-Canberra9282-107128112-143153122-1849287-10212297-13311297-1229782-122133112-153TAS-Hobart/Launceston9080-100150120-160160128-170NANANANA11095-12010595-120120110-130NT-Darwin9280-100122105-133163143-2048277-9210292-12212292-1339787-112133122-153NZ-Auckland9580-105112102-122153122-1849282-102122112
220、-133112102-1229287-112122112-153NZ-Wellington9580-10211292-122122102-1439282-102122112-13311797-1289787-112122112-143NZ-Christchurch9580-10211292-122117102-1339282-102122112-13311292-1229782-11211292-143NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries
221、are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Study assistanceCOMMERCE AND INDUSTRY|SENIOR FINANCEHays Salary Guide FY23/24 29ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY B
222、REAKDOWNCOMPLIANCE/RISKCOMPLIANCE/RISK ANALYSTSCOMPLIANCE/RISK MANAGEROPERATIONS RISK ANALYSTOPERATIONS RISK MANAGERHEAD OF RISKTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney10292-112133112-1539792-112143122-163300250-400NSW-Regional10271-112133112-1539792-112143122-163224184
223、-255VIC-Melbourne110100-120143102-1739790-122143133-163NANAVIC-Regional9080-100115100-1359790-112133128-153224189-230QLD-Brisbane,Gold Coast and Sunshine Coast10085-120130105-16010090-120150130-170220200-250QLD-Regional9575-110120100-1509585-115130115-160NANASA-Adelaide9585-10011297-14010586-1151201
224、10-150165140-220WA-Perth105100-110130110-140120110-140155140-170175160-190ACT-Canberra8771-92112102-1229282-107122112-138153143-184TAS-Hobart/Launceston9080-110120100-14010090-110125120-150NANANT-Darwin9282-11211292-1229277-11211297-122153122-184NZ-Auckland7771-8211282-1228777-97128102-143173153-204
225、NZ-Wellington7771-8711292-1229282-102128102-143168143-194NZ-Christchurch8271-9210282-1228771-102128102-143143122-163COMMERCE AND INDUSTRY|FINANCIAL SERVICESNOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL
226、BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Study assistanceHays Salary Guide FY23/24 30ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNINTERNAL AUDITINTERNAL AUDITORSENIOR INTERNAL AUDITORINTERNAL AUDIT MANAGER
227、HEAD OF INTERNAL AUDITTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney110100-120130120-150170140-200300240-400NSW-Regional10292-11210797-117143112-184184153-275VIC-Melbourne110100-120130120-140143122-163163150-184VIC-Regional9085-110110100-120135120-150158133-184QLD-Brisbane,Gold Coast and
228、 Sunshine Coast9585-110115100-130150125-180190160-230QLD-Regional9075-10510580-120135110-170190160-230SA-Adelaide9085-10012095-140130110-150165150-220WA-Perth10090-110110100-130150140-160175160-190ACT-Canberra8782-1029792-112122102-128153133-204TAS-Hobart/Launceston8570-10010090-120120100-140140120-
229、150NT-Darwin7766-828277-9210297-112143133-173NZ-Auckland8266-8710292-112133112-143153133-184NZ-Wellington8271-9210292-112133102-143153133-163NZ-Christchurch7771-9210292-112112102-133143112-163NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represe
230、nted in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Study assistanceCOMMERCE AND INDUSTRY|FINANCIAL SERVICESHays Salary Guide FY23/24 31ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOW
231、NNON CPA/CA QUALIFIED EXPERIENCED ACCOUNTANTS3-5 YEARS EXP5-10 YEARS EXPOVER 10 YEARS EXPTypicalRangeTypical RangeTypicalRangeNSW-Sydney8075-859080-959590-100NSW-Regional7166-778271-878282-87VIC-Melbourne7870-858575-909085-100VIC-Regional6156-718271-928271-92QLD-Brisbane,Gold Coast and Sunshine Coas
232、t7570-808075-858580-88QLD-Regional7265-807870-928575-100SA-Adelaide7468-798474-898979-100WA-Perth7565-859080-1009787-110ACT-Canberra6661-718277-878271-92TAS-Hobart/Launceston7065-808075-908575-95NT-Darwin6156-667771-828277-87NZ-Auckland7568-808580-909295-120NZ-Wellington7766-828277-929282-112NZ-Chri
233、stchurch7566-808075-959580-100ASSISTANT ACCOUNTANTSGRADUATENo experienceASSISTANT ACCOUNTANT Up to 2 yearsASSISTANT ACCOUNTANT 2-4 yearsASSISTANT ACCOUNTANT 4+yearsTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney6055-637065-757570-808580-90NSW-Regional5651-666661-717166-777166-77VIC-Melbou
234、rne6055-606561-707565-808571-92VIC-Regional4646-485651-616656-716966-82QLD-Brisbane,Gold Coast and Sunshine Coast6555-707565-807570-808075-85QLD-Regional5246-656556-757065-807570-85SA-Adelaide5350-586560-707065-758070-80WA-Perth6055-657065-757570-808575-90ACT-Canberra4643-515146-566156-666661-71TAS-
235、Hobart/Launceston5548-586055-656060-707065-75NT-Darwin4646-566156-667161-777166-77NZ-Auckland5550-607065-737570-808078-85NZ-Wellington5550-607065-737570-808078-85NZ-Christchurch5550-607065-737570-808078-85NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salarie
236、s are represented in New Zealand Dollars.For Internal Audit and Taxation Salary details,please see the Professional Practice section or ask your consultant for advice.NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dolla
237、rs.COMMERCE AND INDUSTRY|ACCOUNTING SUPPORTHays Salary Guide FY23/24 32ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNNON CPA/CA QUALIFIED EXPERIENCED ACCOUNTANTS3-5 YEARS EXP5-10 YEARS EXPOVER 10 YEARS EXPTypicalRangeTypical RangeTypicalRangeNSW-Sydney807
238、5-859080-959590-100NSW-Regional7166-778271-878282-87VIC-Melbourne7870-858575-909085-100VIC-Regional6156-718271-928271-92QLD-Brisbane,Gold Coast and Sunshine Coast7570-808075-858580-88QLD-Regional7265-807870-928575-100SA-Adelaide7468-798474-898979-100WA-Perth7565-859080-1009787-110ACT-Canberra6661-71
239、8277-878271-92TAS-Hobart/Launceston7065-808075-908575-95NT-Darwin6156-667771-828277-87NZ-Auckland7568-808580-9010095-120NZ-Wellington7766-828277-929282-112NZ-Christchurch7566-808075-959580-100ASSISTANT ACCOUNTANTSGRADUATE(No experience)ASSISTANTACCOUNTANT Up to 2 yearsASSISTANT ACCOUNTANT 2-4 yearsA
240、SSISTANT ACCOUNTANT 4+yearsTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney6055-637065-757570-808580-90NSW-Regional5651-666661-717166-777166-77VIC-Melbourne6055-606561-707565-808571-92VIC-Regional4646-485651-616656-716966-82QLD-Brisbane,Gold Coast and Sunshine Coast6555-707565-807570-80807
241、5-85QLD-Regional5246-656556-757065-807570-85SA-Adelaide5350-586560-707065-758070-80WA-Perth6055-657065-757570-808575-90ACT-Canberra4643-515146-566156-666661-71TAS-Hobart/Launceston5548-586055-656060-707065-75NT-Darwin4646-566156-667161-777166-77NZ-Auckland5550-607065-737570-808078-85NZ-Wellington555
242、0-607065-737570-808078-85NZ-Christchurch5550-607065-737570-808078-85NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.For Internal Audit and Taxation Salary details,please see the Professional Practice section or a
243、sk your consultant for advice.NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.COMMERCE AND INDUSTRY|ACCOUNTING SUPPORTHays Salary Guide FY23/24 33ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE
244、NUMBERSINDUSTRY BREAKDOWNPAYROLL PAYROLL OFFICERSENIOR PAYROLL OFFICERPAYROLL TEAM LEADPAYROLL SYSTEMS ANALYSTREMUNERATION AND PAYROLL MANAGERSUPERVISOR/MANAGER 3000 employeesTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney8075-859085-1001201
245、00-130115100-130125115-135120100-130135125-150160140-175NSW-Regional7771-828782-9210292-11210297-102122102-13310292-11210292-112112102-122VIC-Melbourne7870-859080-959582-11210087-107133102-163115100-130125100-135140120-160VIC-Regional6156-666661-778277-97NANA-NANANA-NA7166-928271-929277-102QLD-Brisb
246、ane,Gold Coast and Sunshine Coast8070-859085-95115100-120110100-120125110-150120100-130130110-150150130-180QLD-Regional7060-808575-909585-105NANA-NA10292-12210292-122NANA-NANANASA-Adelaide7570-859085-1009085-12010090-110110100-1209284-100110110-130115110-130WA-Perth7565-809585-11011095-12011095-1201
247、22102-15311095-130150120-180150130-180ACT-Canberra7771-828077-878782-929287-97122102-1438777-1029787-11210292-112TAS-Hobart/Launceston7570-808075-909070-1209080-95135105-1609080-1109582-11513090-160NT-Darwin6156-666661-717771-827771-828782-1028277-878782-929792-102NZ-Auckland7262-778575-9310090-1158
248、771-102128115-1539890-11511798-143145110-163NZ-Wellington6560-708075-9010090-1159271-112128102-1539890-115110100-120125110-130NZ-Christchurch6565-707570-858580-907766-9210590-1208580-10010090-110115100-120COMMERCE AND INDUSTRY|ACCOUNTING SUPPORTNOTESAll salaries shown are exclusive of superannuation
249、(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Additional super Health cover Study assistanceHays Salary Guide FY23/24 34ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDU
250、STRY BREAKDOWNCREDIT CONTROL/ACCOUNTS ACCOUNTS RECEIVABLE/BILLING OFFICERCREDIT CONTROLLERSENIOR CREDIT CONTROLLERSUPERVISOR/MANAGER 1-5 staffSUPERVISOR/MANAGER 5 staffTypicalRangeTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney7565-807565-808075-9010090-110120105-125NSW-Regional6156-66666
251、1-717771-828277-879782-102VIC-Melbourne7370-757870-859080-1009590-105112100-128VIC-Regional5651-666156-666661-717161-827771-92QLD-Brisbane,Gold Coast and Sunshine Coast7565-807065-758075-859590-110110100-130QLD-Regional6356-757065-758070-859585-10510595-120SA-Adelaide6560-756865-757975-909080-951109
252、0-130WA-Perth7565-857565-859075-959080-10010090-120ACT-Canberra5651-616156-666661-717166-778277-87TAS-Hobart/Launceston6560-756560-807565-908075-909580-110NT-Darwin5651-615651-616156-667166-777771-82NZ-Auckland7065-756862-757570-808580-9011595-120NZ-Wellington7065-756862-707570-808075-8510090-110NZ-
253、Christchurch6260-656560-707065-757270-759080-95NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.COMMERCE AND INDUSTRY|ACCOUNTING SUPPORTHays Salary Guide FY23/24 35ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY IN
254、SIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNBOOKKEEPERSTO TRIAL BALANCETO BALANCE SHEETSENIOR BOOKKEEPERTypicalRangeTypical RangeTypicalRangeNSW-Sydney8575-908580-909590-100NSW-Regional7766-878277-879287-97VIC-Melbourne7870-857870-859085-100VIC-Regional5651-616156-666661-71QLD-Brisbane,Gold Coast and
255、Sunshine Coast7570-857770-858375-90QLD-Regional6555-806555-807570-85SA-Adelaide7770-858070-908580-95WA-Perth7570-858575-909580-110ACT-Canberra6661-717166-777771-87TAS-Hobart/Launceston6560-707065-757570-80NT-Darwin6156-666661-716661-71NZ-Auckland6360-656665-717770-85NZ-Wellington6159-666665-717170-8
256、2NZ-Christchurch6156-656661-717170-77ACCOUNTSPAYABLEACCOUNTS PAYABLE OFFICERACCOUNTS PAYABLE OFFICER -SENIOREXPERIENCED SUPERVISOR ACCOUNTS PAYABLE MANAGER ACCOUNTSPAYABLETypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney7065-758075-859590-100110100-120NSW-Regional5656-616661-667166-777771-8
257、2VIC-Melbourne6865-738075-859085-9510095-130VIC-Regional5146-565651-666661-717766-87QLD-Brisbane,Gold Coast and Sunshine Coast7065-757875-859080-9510095-110QLD-Regional6156-667570-859080-959080-100SA-Adelaide6560-707268-788075-859085-100WA-Perth7565-808575-959085-10011090-120ACT-Canberra5651-666656-
258、717166-777766-87TAS-Hobart/Launceston6560-707065-807570-859075-110NT-Darwin5651-616156-666156-666661-77NZ-Auckland6860-707370-788580-9010085-110NZ-Wellington6860-707370-758075-8510085-120NZ-Christchurch6560-707370-758075-859080-102NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSav
259、er(NZ).New Zealand Salaries are represented in New Zealand Dollars.COMMERCE AND INDUSTRY|ACCOUNTING SUPPORTHays Salary Guide FY23/24 36ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNACCOUNTS OFFICERS ENTRY LEVEL ACCOUNTS OFFICERACCOUNTS OFFICERTypicalRange
260、TypicalRangeNSW-Sydney6055-606565-70NSW-Regional5151-565651-61VIC-Melbourne7065-708070-85VIC-Regional4646-514646-56QLD-Brisbane,Gold Coast and Sunshine Coast5553-607065-75QLD-Regional5046-556556-70SA-Adelaide6058-656360-70WA-Perth6055-657565-85ACT-Canberra4646-515651-61TAS-Hobart/Launceston6055-7065
261、55-70NT-Darwin5146-565651-61NZ-Auckland5855-627062-75NZ-Wellington5755-606560-70NZ-Christchurch5755-606260-65NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.COMMERCE AND INDUSTRY|ACCOUNTING SUPPORTHays Salary Gui
262、de FY23/24 37ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNBUSINESS SERVICES UNDERGRADUATES0-2 YEARS EXP2-3 YEARS EXP3+YEARS EXPTypicalRangeTypical RangeTypicalRangeNSW-Sydney5450-555855-606055-65NSW-Regional4343-444443-454744-49VIC-Melbourne4343-464644-5
263、65650-61VIC-Regional4843-515651-616156-71QLD-Brisbane,Gold Coast and Sunshine Coast4845-505550-606053-65QLD-Regional4443-505046-555550-60SA-Adelaide4544-464948-505149-54WA-Perth5045-555048-556055-65ACT-Canberra4343-444343-465146-56TAS-Hobart/Launceston5047-555050-555555-60NT-Darwin5146-566156-717161
264、-82NZ-Auckland4848-505048-555850-65NZ-Wellington4848-515648-615851-66NZ-Christchurch4848-504848-515651-61BUSINESS SERVICES GRADUATESNO EXP1-2 YEARS EXP2-3 YEARS EXP3+YEARS EXPTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney5855-606060-655562-757065-73NSW-Regional4343-444443-454943-515751-6
265、6VIC-Melbourne4643-515346-565856-616161-66VIC-Regional4643-515651-616656-717766-82QLD-Brisbane,Gold Coast and Sunshine Coast4643-485855-586562-707570-80QLD-Regional4643-504843-556055-706560-75SA-Adelaide5248-555650-586053-626558-68WA-Perth5045-555150-556055-657065-75ACT-Canberra4343-454843-515346-56
266、6156-66TAS-Hobart/Launceston5050-555550-605555-656560-75NT-Darwin4643-516151-667161-828771-97NZ-Auckland4848-505048-555651-666156-71NZ-Wellington4848-515148-565651-666656-82NZ-Christchurch4848-505148-565651-666156-71TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible packagi
267、ng High level of trainingNOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.PROFESSIONAL PRACTICEHays Salary Guide FY23/24 38ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOW
268、NBUSINESS SERVICES(TYPICALLY CA/CPA COMPLETE)SENIOR,SUPERVISOR,ASSISTANT MANAGER3-4 YEARS EXP4-5 YEARS EXP5-6 YEARS EXP6+YEARS EXPTypicalRangeTypical RangeTypicalRangeTypicalRangeNSW-Sydney7766-858274-9010086-11010090-110NSW-Regional6963-737367-778478-868883-92VIC-Melbourne6761-718077-878785-929789-
269、117VIC-Regional8071-898771-929277-1029789-117QLD-Brisbane,Gold Coast and Sunshine Coast8575-909080-1009585-10510090-110QLD-Regional7570-908575-959075-10010090-110SA-Adelaide8279-878480-909085-959589-102WA-Perth7570-808075-859080-959285-100ACT-Canberra7166-777771-828277-879287-97TAS-Hobart/Launceston
270、7265-807570-909085-10010090-120NT-Darwin7771-828782-929792-10210292-112NZ-Auckland7065-758578-928780-9510085-110NZ-Wellington7166-778277-929280-9510087-112NZ-Christchurch6661-717570-858780-9510090-110BUSINESS SERVICES MANAGERS,SENIOR MANAGERS,PRINCIPALS/DIRECTORSMANAGER FOR 0-2 YEARSSENIOR MANAGER F
271、OR 2-5 YEARSPRINCIPALS/DIRECTORSTypicalRangeTypicalRangeTypicalRangeNSW-Sydney115110-125140120-160175NANSW-Regional10292-112117102-138155NAVIC-Melbourne112102-122133122-143175NAVIC-Regional11292-122122112-133160NAQLD-Brisbane,Gold Coast and Sunshine Coast120105-130135120-150160NAQLD-Regional10580-12
272、0130110-150150NASA-Adelaide110105-120140128-150180+NAWA-Perth12095-140135110-150NANAACT-Canberra107102-112133122-143160150-180TAS-Hobart/Launceston9590-120120100-135NANA-NANT-Darwin10292-112112102-122130NANZ-Auckland11092-120140110-160150NANZ-Wellington10292-120128107-143150NANZ-Christchurch9790-110
273、10292-128130+NATYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible packaging High level of trainingNOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.PROFESSIONAL PRACTICEHays Salary Guide F
274、Y23/24 39ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNEXTERNAL AUDIT UNDERGRADUATES0-2 YEARS EXP2-3 YEARS EXP3+YEARS EXPTypicalRangeTypical RangeTypicalRangeNSW-Sydney5050-525553-575550-60NSW-Regional4343-445543-454744-49VIC-Melbourne4343-464643-515147-5
275、6VIC-Regional4843-515146-566456-71QLD-Brisbane,Gold Coast and Sunshine Coast4443-454545-485050-55QLD-Regional4343-444443-454644-49SA-Adelaide4544-464948-505149-54WA-Perth4845-505048-585550-65ACT-Canberra4343-444946-515146-56TAS-Hobart/Launceston4745-525050-555550-65NT-Darwin4343-465146-566151-71NZ-A
276、uckland4848-505548-605850-65NZ-Wellington4848-505548-605848-65NZ-Christchurch4848-505548-605851-65EXTERNAL AUDIT GRADUATESNO EXP1-2 YEARS EXP2-3 YEARS EXP3+YEARS EXPTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney5250-555553-576560-737065-75NSW-Regional4343-464643-515349-575956-61VIC-Melbo
277、urne4443-464646-515346-615956-71VIC-Regional4443-464844-515653-596661-71QLD-Brisbane,Gold Coast and Sunshine Coast5045-555550-606560-707565-85QLD-Regional4643-525246-605550-657055-80SA-Adelaide5248-555650-586053-626558-68WA-Perth5045-555550-606560-707070-80ACT-Canberra4343-454946-515651-616156-66TAS
278、-Hobart/Launceston5245-575750-656557-727060-82NT-Darwin4343-465143-566156-717161-77NZ-Auckland4848-555550-585652-607565-80NZ-Wellington4848-555348-585651-617565-80NZ-Christchurch4848-555348-586148-667065-80NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salari
279、es are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible packaging High level of trainingPROFESSIONAL PRACTICEHays Salary Guide FY23/24 40ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNEXTERNAL
280、AUDIT(TYPICALLY CA/CPA COMPLETE)SENIOR,SUPERVISOR,ASSISTANT MANAGERS3-4 YEARS EXP4-5 YEARS EXP5-6 YEARS EXP6+YEARS EXPTypicalRangeTypical RangeTypicalRangeTypicalRangeNSW-Sydney8074-858575-909586-11010090-115NSW-Regional6963-707271-788577-879288-97VIC-Melbourne6666-777771-848277-879087-97VIC-Regiona
281、l6661-717166-777771-828277-87QLD-Brisbane,Gold Coast and Sunshine Coast8070-908580-959590-110110100-120QLD-Regional7565-858070-958570-1009075-110SA-Adelaide8279-878480-909085-959589-102WA-Perth8075-858075-858580-9010595-110ACT-Canberra6661-778277-879287-9710297-112TAS-Hobart/Launceston7265-858070-90
282、8575-959580-110NT-Darwin7161-827766-878271-929277-102NZ-Auckland7265-828070-858577-909082-100NZ-Wellington7265-828073-858478-929484-97NZ-Christchurch7065-758073-858577-929087-92EXTERNAL AUDIT MANAGERS,SENIOR MANAGERS,PRINCIPALS/DIRECTORSMANAGER FOR 0-2 YEARSSENIOR MANAGER FOR 2-5 YEARSPRINCIPALS/DIR
283、ECTORSTypicalRangeTypicalRangeTypicalRangeNSW-Sydney120110-140150140-160175NANSW-Regional10592-112122112-128160NAVIC-Melbourne10287-117128112-133170NAVIC-Regional8271-92112102-122135NAQLD-Brisbane,Gold Coast and Sunshine Coast115110-125135120-150170NAQLD-Regional10085-120120100-140140NASA-Adelaide11
284、0105-120140128-150180+NAWA-Perth110105-120135125-140190150-250ACT-Canberra112102-122128122-143160NATAS-Hobart/Launceston10090-120120105-130NANA-NANT-Darwin9287-97117112-128150NANZ-Auckland11090-120130115-150150NANZ-Wellington11090-120125105-140150NANZ-Christchurch9085-10010292-112150NANOTESAll salar
285、ies shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible packaging High level of trainingPROFESSIONAL PRACTICEHays Salary Guide FY23/24 41ACCOUNTANCY AND FINA
286、NCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNINSOLVENCY GRADUATESNO EXP1-2 YEARS EXP2-3 YEARS EXP3+YEARS EXPTypicalRangeTypical RangeTypicalRangeTypicalRangeNSW-Sydney5050-525552-586052-656863-75NSW-Regional4343-444743-525850-646359-66VIC-Melbourne4643-464844-555650-656457-
287、70VIC-Regional4843-514946-515148-545651-61QLD-Brisbane,Gold Coast and Sunshine Coast5048-555550-606555-707065-75QLD-Regional4643-505247-606050-707060-75SA-Adelaide5248-555650-586053-626558-68WA-Perth5045-555550-606560-707570-80ACT-Canberra4343-454443-454643-516156-66TAS-Hobart/Launceston5045-555550-
288、605752-656558-70NT-Darwin4343-465145-565146-566156-66NZ-Auckland4848-555248-565651-616156-66NZ-Wellington4848-555248-565651-616656-71NZ-Christchurch4848-555248-565651-616156-66INSOLVENCY(TYPICALLY CA/CPA COMPLETE)SENIOR,SUPERVISOR,ASSISTANT MANAGERS3-4 YEARS EXP4-5 YEARS EXP5-6 YEARS EXP6+YEARS EXPT
289、ypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney7870-858074-8510085-110120100-130NSW-Regional6661-737569-808475-879484-99VIC-Melbourne6863-747768-878777-929787-102VIC-Regional6461-667163-778277-879282-102QLD-Brisbane,Gold Coast and Sunshine Coast7570-808275-908580-909585-110QLD-Regional7570
290、-808070-858277-878782-92SA-Adelaide8279-878480-909085-959589-102WA-Perth7570-808580-9010090-105130100-160ACT-Canberra7166-778277-879287-9710297-112TAS-Hobart/Launceston7065-757270-807570-908580-100NT-Darwin6661-717166-778277-879787-107NZ-Auckland6966-718071-908782-9210095-120NZ-Wellington7771-828271
291、-929287-9710595-120NZ-Christchurch6661-827166-878277-9210590-120NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible packaging High level of
292、 trainingPROFESSIONAL PRACTICEHays Salary Guide FY23/24 42ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNINSOLVENCY MANAGERS,SENIOR MANAGERS,PRINCIPALS/DIRECTORSMANAGER FOR 0-2 YEARSSENIOR MANAGER FOR 2-5 YEARSPRINCIPALS/DIRECTORSTypicalRangeTypical RangeT
293、ypicalRangeNSW-Sydney125110-140145125-150200NANSW-Regional10285-107117107-122150NAVIC-Melbourne11294-115133108-142190NAVIC-Regional8777-9210292-117130NAQLD-Brisbane,Gold Coast and Sunshine Coast10090-110120100-140170140-200QLD-Regional10090-110120105-130150NASA-Adelaide110105-120140128-150180+NAWA-P
294、erth120115-125135120-150180150-200ACT-Canberra107102-112117112-122160NATAS-Hobart/Launceston9080-10010595-120125120-135NT-Darwin9287-97117107-122130NANZ-Auckland10297-112122102-153150NANZ-Wellington10292-112133107-153150NANZ-Christchurch9271-11211287-122150NATAX CONSULTING(TYPICALLY CA/CPA COMPLETE)
295、SENIOR,SUPERVISOR,ASSISTANT MANAGERSUP TO 4 YRS EXPERIENCE4-5 YEARS EXP5-6 YEARS EXP6+YEARS EXPTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney8380-858583-909886-112115110-140NSW-Regional6963-717470-778278-868886-102VIC-Melbourne7166-777771-828777-929184-107VIC-Regional6661-717471-777977-8
296、28779-97QLD-Brisbane,Gold Coast and Sunshine Coast8075-909080-959590-10010595-120QLD-Regional8070-908075-958075-9510095-110SA-Adelaide8277-878480-909085-959589-102WA-Perth8575-909580-105110100-120120110-130ACT-Canberra7161-778277-879287-10210297-112TAS-Hobart/Launceston7570-807270-807570-908070-90NT
297、-Darwin7771-828777-929287-9710287-117NZ-Auckland7065-758070-858577-909085-100NZ-Wellington7366-827771-878473-909279-107NZ-Christchurch7161-777766-878271-878777-102NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.T
298、YPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible packaging High level of trainingPROFESSIONAL PRACTICEHays Salary Guide FY23/24 43ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNTAX CONSULTING INCLUDING MANAGERS,SENIOR MANAGERS,PR
299、INCIPALS/DIRECTORSMANAGER FOR 0-2 YEARSSENIOR MANAGER FOR 2-5 YEARSPRINCIPALS/DIRECTORSTypicalRangeTypical RangeTypicalRangeNSW-Sydney11994-123145125-155180NANSW-Regional112102-117133122-138150NAVIC-Melbourne10789-117143122-153185NAVIC-Regional8771-92107102-112135NAQLD-Brisbane,Gold Coast and Sunshi
300、ne Coast125115-140145135-160150NAQLD-Regional11095-125135110-150125NASA-Adelaide110105-120140128-150180+NAWA-Perth130120-140145130-160165NAACT-Canberra9792-102122112-133150NATAS-Hobart/Launceston9585-11011095-115130120-135NT-Darwin9792-102122112-128150NANZ-Auckland11095-120125110-140150+NANZ-Welling
301、ton10292-112112102-133180NANZ-Christchurch9282-10210292-112130+NACORPORATE FINANCE(TYPICALLY CA/CPA/SIA/MASTERS FINANCE)SENIOR,SUPERVISOR,ASSISTANT MANAGERSUP TO 4 YRS EXPERIENCE4-5 YEARS EXP5-6 YEARS EXP6+YEARS EXPTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney8271-878777-929287-9712297-
302、133NSW-Regional6152-666661-727875-838778-96VIC-Melbourne7570-808277-878782-9610287-112VIC-Regional7166-777771-828780-929792-102QLD-Brisbane,Gold Coast and Sunshine Coast8375-909285-10510095-110120110-130QLD-Regional7570-958580-1009085-11010590-130SA-Adelaide8279-878480-909085-959589-102WA-Perth8580-
303、909590-100110100-120135110-165ACT-Canberra6661-717166-778277-878782-92TAS-Hobart/Launceston7570-858075-857570-908075-92NT-Darwin8782-929282-10210292-11211292-122NZ-Auckland7166-828071-878277-929787-112NZ-Wellington7166-827766-878271-929277-117NZ-Christchurch7161-827761-878271-929282-112NOTESAll sala
304、ries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible packaging High level of trainingPROFESSIONAL PRACTICEHays Salary Guide FY23/24 44ACCOUNTANCY AND FIN
305、ANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNCORPORATE FINANCE MANAGERS,SENIOR MANAGERS,PRINCIPALS/DIRECTORSMANAGER FOR 0-2 YEARSSENIOR MANAGER FOR 2-5 YEARSPRINCIPALS/DIRECTORSTypicalRangeTypical RangeTypicalRangeNSW-Sydney122112-133173122-184220NANSW-Regional10792-112133
306、112-143150NAVIC-Melbourne11795-132163128-173220NAVIC-Regional10792-112122112-153140NAQLD-Brisbane,Gold Coast and Sunshine Coast120110-140145130-160200NAQLD-Regional11095-120130110-150130NASA-Adelaide110105-120140128-150180+NAWA-Perth125115-135150130-190190NAACT-Canberra9792-102122102-133160NATAS-Hob
307、art/Launceston8271-9210090-115130120-145NT-Darwin10090-110112102-122135NANZ-Auckland10292-112122102-143150+NANZ-Wellington11492-117128102-153180NANZ-Christchurch9287-102112102-133130+NAMANAGEMENT CONSULTING(Typically CA/CPA complete)Senior,Supervisor,Assistant ManagersUP TO 4 YRS EXPERIENCE4-5 YEARS
308、 EXP5-6 YEARS EXP6+YEARS EXPTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney7169-777769-828782-929787-112NSW-Regional6154-646956-737570-808578-89VIC-Melbourne6561-707366-808275-869287-97VIC-Regional7163-777771-828277-879284-97QLD-Brisbane,Gold Coast and Sunshine Coast7570-808075-858782-921
309、05100-115QLD-Regional7065-807565-858575-909575-110SA-Adelaide8279-878480-909085-959589-102WA-Perth8070-858575-909590-10011095-120ACT-Canberra7166-778782-9210292-107112102-117TAS-Hobart/Launceston7570-807270-857570-908275-95NT-Darwin7771-879287-929792-1029792-102NZ-Auckland6661-717166-828277-929282-1
310、02NZ-Wellington6661-717366-828277-879287-97NZ-Christchurch6661-717166-778277-878782-92NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible p
311、ackaging High level of trainingPROFESSIONAL PRACTICEHays Salary Guide FY23/24 45ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNMANAGEMENT CONSULTING MANAGERS,SENIOR MANAGERS,PRINCIPALS/DIRECTORSMANAGER FOR 0-2 YEARSSENIOR MANAGER FOR 2-5 YEARSPRINCIPALS/DI
312、RECTORSTypicalRangeTypical RangeTypicalRangeNSW-Sydney10292-117133112-153170NANSW-Regional8771-97107102-122135NAVIC-Melbourne10789-117133112-158170NAVIC-Regional9287-10211297-122135NAQLD-Brisbane,Gold Coast and Sunshine Coast120110-130133122-143160NAQLD-Regional8782-97102102-122125NASA-Adelaide11010
313、5-120140128-150180+NAWA-Perth120110-130140120-150185NAACT-Canberra112107-122128122-133160NATAS-Hobart/Launceston8273-9211095-120130120-145NT-Darwin11095-120117112-128130NANZ-Auckland9282-102112102-133150NANZ-Wellington9282-9710792-122150NANZ-Christchurch8771-929782-112100+NARISK CONSULTING/INTERNAL
314、AUDIT(TYPICALLY CA/CPA COMPLETE)SENIOR,SUPERVISOR,ASSISTANT MANAGERSUP TO 4 YRS EXPERIENCE4-5 YEARS EXP5-6 YEARS EXP6+YEARS EXPTypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney7766-828280-889789-9710097-112NSW-Regional6458-697167-808278-888780-94VIC-Melbourne6761-717769-798277-889084-97VIC-
315、Regional6963-717771-828782-928782-92QLD-Brisbane,Gold Coast and Sunshine Coast6661-717766-778271-928777-92QLD-Regional6661-717166-777771-828277-87SA-Adelaide8279-878480-909085-959589-102WA-Perth8070-908580-909080-10010090-105ACT-Canberra7166-777771-828782-9210297-107TAS-Hobart/Launceston6460-707270-
316、807565-858270-100NT-Darwin7161-828266-879282-10210287-117NZ-Auckland7156-808271-879282-979282-102NZ-Wellington7166-778277-879287-979792-102NZ-Christchurch6651-717766-879282-1029287-112NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in
317、New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Flexible packaging High level of trainingPROFESSIONAL PRACTICEHays Salary Guide FY23/24 46ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNRISK CONSULTING/INTERNAL AUDIT
318、MANAGERS,SENIOR MANAGERS,PRINCIPALS/DIRECTORSMANAGER FOR 0-2 YEARSSENIOR MANAGER FOR 2-5 YEARSPRINCIPALS/DIRECTORSTypicalRangeTypical RangeTypicalRangeNSW-Sydney11294-117128112-138170NANSW-Regional9787-10212297-133155NAVIC-Melbourne10287-112128107-143160NAVIC-Regional9282-102122107-143150NAQLD-Brisb
319、ane,Gold Coast and Sunshine Coast9282-102122112-128160NAQLD-Regional9782-102117107-128NANASA-Adelaide110105-120140128-150180NAWA-Perth110100-120130120-160150NAACT-Canberra112107-122122112-133160NATAS-Hobart/Launceston8775-10511090-115135120-145NT-Darwin9282-10211297-122120NANZ-Auckland10287-11712297
320、-133150NANZ-Wellington10287-117122112-138165NANZ-Christchurch8266-9210282-128150NAPRACTICE ADMINISTRATIONACCOUNTANTPRACTICE MANAGERFINANCE MANAGERTypicalRangeTypicalRangeTypicalRangeNSW-Sydney9585-10011090-120120100-140NSW-Regional7861-839287-10010287-112VIC-Melbourne8271-899277-10211292-128VIC-Regi
321、onal7771-828782-9210797-112QLD-Brisbane,Gold Coast and Sunshine Coast7161-779282-102107102-112QLD-Regional6661-718277-929792-112SA-Adelaide9075-929587-10211095-120WA-Perth9080-100125100-150120100-140ACT-Canberra8277-879282-9711297-128TAS-Hobart/Launceston7462-809080-11010085-115NT-Darwin7166-779282-
322、1029792-107NZ-Auckland8271-8710085-12010287-117NZ-Wellington7761-828777-979282-102NZ-Christchurch7161-8210292-1129282-102NOTESAll salaries shown are exclusive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.NOTESAll salaries shown are exclusive of su
323、perannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.TYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWNTYPICAL BENEFITS THAT MAY BE INCLUDED ON TOP OF BASE SALARIES SHOWN Performance based bonuses Flexible packaging High level of trainingPROFE
324、SSIONAL PRACTICEHays Salary Guide FY23/24 47ACCOUNTANCY AND FINANCECONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNADMINISTRATIONTEAM ASSISTANTOFFICE/ADMIN MANAGERPA TO PARTNER1 on 1PA TO PARTNERS 2 or 3TypicalRangeTypicalRangeTypicalRangeTypicalRangeNSW-Sydney7565-809080-1009085
325、-1008580-90NSW-Regional4643-516153-665956-646153-66VIC-Melbourne4943-566151-715956-715956-71VIC-Regional5648-616656-776656-716656-71QLD-Brisbane,Gold Coast and Sunshine Coast5146-566661-717771-827771-82QLD-Regional5146-566156-665956-646151-82SA-Adelaide6252-686863-746963-787569-85WA-Perth7060-807570
326、-858070-858580-90ACT-Canberra4643-516151-666151-716656-77TAS-Hobart/Launceston5250-606260-806552-756555-75NT-Darwin6146-718271-926151-666661-77NZ-Auckland4848-516656-716156-716656-71NZ-Wellington4848-515648-615651-665651-66NZ-Christchurch5149-566156-666156-717161-82NOTESAll salaries shown are exclus
327、ive of superannuation(AU)or KiwiSaver(NZ).New Zealand Salaries are represented in New Zealand Dollars.PROFESSIONAL PRACTICEHays Salary Guide FY23/24 48ACCOUNTANCY AND FINANCE28%29%48%33%7%8%17%30%NZAUS68%69%18%15%14%16%NZAUS83%80%6%10%11%10%NZAUS8%6%23%28%35%4%6%28%32%30%14%21%47%11%7%12%25%55%6%2%4
328、0%15%46%20%43%71%31%72%4%4%13%14%19%8%23%20%32%33%45%47%AustraliaNew ZealandAustraliaNew ZealandPermanentTemp or ContractorPermanentTemp or Contractor10%3%-6%0%Australia88%New Zealand86%An uncompetitive salary Rising cost of living Lack of promotional opportunities Top factors driving turnoverEmploy
329、ees top career priorities A pay rise Learning or developing technical skills Being able to work flexibly Australia Training either internal or external Mental and physical health and wellbeing programs Ongoing learning and development New Zealand Over 20 days annual leave Mental and physical health
330、and wellbeing programs Ongoing learning and development Top 5 jobs employers need to fillAustralia1.Project Architect2.Interior Designer3.Landscape Architect4.CAD/Revit Technician5.Graduate ArchitectNew Zealand1.Revit Technicians2.Project Architects3.Architectural Graduates4.Landscape Architects5.Ar
331、chiCAD TechniciansTop benefits employers are prioritising this yearTURNOVER AND HIRING INTENTIONSIncrease employers plan to award employeesIncrease employees say would reflect performanceEmployees that intend to remain with their current employerYesMaybeNo YesNeutralNoIncreaseRemain the sameUnsureDe
332、creaseYes-All employeesYes-Some employeesUnsureNoEmployers attitude towards increasing headcountsAustraliaNew ZealandThose that believe pay rises should keep up with inflation Employers who will offer higher salariesEmployees who will ask for a pay riseYesUnsureNoOrganisations that provide salary tr
333、ansparencyCONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNHays Salary Guide FY23/24 49SALARY TRENDSARCHITECTUREPay rise intentions and expectationsCONTENTSINTRODUCTIONKEY INSIGHTSBEYOND THE NUMBERSINDUSTRY BREAKDOWNGRADUATE ARCHITECT 2-5 years expPROJECT ARCHITECT 5-10 years expARCHITECT 5-10 years expSENIOR ARCHITECT10+years expARCHITECTURAL TECHNICIAN/DRAFTERBIM/CAD MANAGERTy
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