The Employment Cost Index: What Is It?

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The Employment Cost Index

The Employment Cost Index:


what is it?
Understanding the characteristics of the Employment
Cost Index aids in identifying the cost pressures
measured by this important Government statistic
pressures that often lead to inflation in the price
of goods and services
John W. Ruser

John W. Ruser is Chief,


Compensation
Research and
Program Development Group, Office of
Compensation and
Working Conditions,
Bureau of Labor
Statistics. E-mail:
Ruser_J@bls.gov

he Employment Cost Index (ECI) is a quarterly measure of the change in the price of
labor, defined as compensation per employee hour worked. Closely watched by many
economists, the ECI is an indicator of cost pressures within companies that could lead to price
inflation for finished goods and services. The index measures changes in the cost of compensation not only for wages and salaries, but also for
an extensive list of benefits. As a fixed-weight, or
Laspeyres, index, the ECI controls for changes
occurring over time in the industrial-occupational
composition of employment.
This article provides a broad overview of the
ECI. Beginning with how the data for the index are
collected and how the index is calculated, the discussion draws attention to some of the underlying
challenges that are involved in calculating such a
complex statistic: What types of data should, ideally, be collected? What data are collected under
nonideal conditions? and How are infrequent payments handled? Then, the article addresses a variety of questions that have been raised about the
behavior and efficacy of the ECI: How does the
index behave over the business cycle? Is it, like the
Consumer Price Index (CPI), affected by substitution bias? Does the ECI capture emerging forms of
compensation, such as hiring and retention bonuses and stock options? and, finally, How does
employer cost relate to employee value?

Collection of ECI data


The ECI is computed from compensation cost data
collected from a sample of jobs within sampled

business establishments and government operations. (In what follows, business establishments
and government operations will collectively be
called establishments.) The data are weighted
to represent the universe of establishments and
occupations in the nonfarm private sector and in
State and local governments. The ECI sample,
and hence the estimates derived from it, exclude
Federal, private-household, and unpaid family
workers, as well as self-employed individuals
and owners of establishments.
The ECI sample is currently drawn in three stages
as part of the larger National Compensation Survey. First, sample geographic areas are selected by
dividing the United States into primary sampling
units.1 Second, a sample of business establishments and State and local government operations
is selected from within each primary sampling unit
that is chosen. Third, a BLS data collector visits
each establishment in the sample (the first visit is
termed initiation), asks for a list of employees,
and then collects a sample from this list, using predetermined rules. The employees making up the
sample represent jobs that enter into calculations
of the ECI. Techniques in which the probability of
being selected for the sample is proportional to size
are used at all stages of sampling, which means
that larger geographic areas, larger establishments,
and jobs with more employees have a higher probability of appearing in the survey. However, smaller
areas, establishments, and jobs appear as well. For
a fixed sample size, variances of estimates tend to
be smaller under this kind of sampling than under
simple random sampling.
Establishments and jobs within them remain in
Monthly Labor Review

September 2001

The Employment Cost Index

the ECI sample for approximately 5 years, contributing data every quarter for the pay period that includes the 12th day of the
survey months: March, June, September, and December.2 Data
on the cost of compensation are collected for all employees in
sampled jobs. After the initial personal visit, quarterly reports
are normally collected by mail or telephone by economists located in BLS regional offices. During the time a job remains in the
ECI sample, data are collected on all incumbents in the job, even
through changes in incumbency. Because the ECI does not follow changes in compensation costs for individual workers, the
average wage and salary of a job may vary over time as the
composition of incumbents varies (for example, when the tenure
of incumbents changes with the business cycle).
Due to business closings, the elimination of jobs, and the
refusal of respondents to participate further in the survey, some
establishments and some jobs drop out of the sample, an event
termed attrition. To reduce the burden on respondents, rebuild the attrition-depleted sample, and keep the sample current
with the changing economy, establishments in the sample are
replaced in a procedure termed sample replacement. Replacement of ECI samples was begun in 1981, and the method for
replacement has differed over time. From 1986 until 1997, all of
the establishments within designated groups of industries were
replaced at the same time, with different industry groups replaced in different years. This approach had the disadvantage
that the samples for some industries were older than those for
other industries, which was a problem because the sample of
jobs can become unrepresentative over time.3
Since 1997, when the Bureau began integrating the ECI into
the National Compensation Survey, replacement samples have
become cross-area and cross-industry samples, meaning that
each replacement sample is now nationally representative.
The sample is divided into five approximately equal groups
that are replaced every 5 years. Such a replacement scheme
has an advantage over the previous scheme in respect of
maintaining the currency of the sample. The new replacementgroup data contain information about the changing workforce
that may be used to adjust the sampling weights of the older,
less representative, replacement groups. Alternatively, it may
be possible to weight more heavily the data from the more
recent and more representative replacement groups. The Bureau will conduct research to determine which approach holds
more promise for maintaining an up-to-date survey.
The sample size at any time depends on the size of the initial
sample, its age, the rate of sample attrition, and sample replacements. The size of the ECI sample has varied over time. Recently,
the sample has begun to grow from a realignment of compensation survey resources. The sample is expected to continue to
grow, both from this realignment and from a budget increase. As
of June 2001, 7,365 private-industry establishments provided
data on about 31,100 occupations, while 790 State and local
government operations afforded data on about 3,800 occupa-

Monthly Labor Review

September 2001

tions. Current plans call for expanding the gross sample to 18,000
units, although the usable sample is expected to be at least 25
percent smaller, as some units fail to respond and others are
found to be out of business or out of the scope of the survey.

Collection of wage and benefit data


At least two approaches could be taken to measuring an
employer's costs for employee compensation. One focuses
on past expendituresthat is, the actual money an employer
spent on compensation during a specified time, usually the
past year. The other focuses on estimating current costs
current wages and salaries and the cost of benefits under
current plan provisions and under participation in the plan at
its initiation or at another point in time. BLS data collectors are
instructed to capture data in accordance with the second approach (termed the rate-and-usage approach), although at
times circumstances require the collection of data on past
expenditures instead.
The ECI captures the change in employers costs for wages,
salaries, and 20 different benefits classed into six categories.
Wages and salaries are defined as the hourly straight-time wage
rate or, for workers not paid on an hourly basis, straight-time
earnings divided by the corresponding scheduled hours.
Straight-time wage and salary rates are total earnings before
payroll deductions, including production bonuses, incentive
earnings, commission payments, and cost-of-living adjustments.
Other supplemental cash payments are considered benefits.
The benefits covered by the ECI include the following:

Paid leavevacations, holidays, sick leave, and other leave;


Other supplemental cash paymentspremium pay for work

in addition to the regular work schedule (for example, overtime pay and pay for working weekends and holidays),
shift differentials, and nonproduction bonuses, such as
lump-sum payments provided in lieu of wage increases;
Insurance benefitslife, health, short-term disability, and
long-term disability insurance;
Retirement and savings benefitsemployers payments
into defined-benefit and defined-contribution plans, including Employee Stock Ownership Plans (ESOPs);
Legally required benefitsSocial Security, Federal and
State unemployment insurance, workers compensation insurance, and Medicare;
Other benefitsseverance pay and payment into supplemental unemployment plans.

All costs of benefits are converted to an hourly basis by dividing the annual cost of benefits by annual hours worked.
The information needed to calculate the cost of benefits
according to rate and usage depends on the specific benefit plan. The discussion that follows shows how rate and

usage information is used to calculate costs.

Vacations. To calculate the cost of vacations, at initiation


data are collected on (1) vacation provisions by length of
service, (2) the distribution of workers in the sampled occupation by length of service, and (3) the number of paid hours per
vacation day. For example, suppose that there are 10 workers
in a sampled job and that 5 have fewer than 5 years of service
with the company and 5 have more than 5 years. Suppose
further that the company's vacation plan allows 10 days of
vacation for workers with under 5 years of service and 15
days of vacation for those with 5 or more years of service.
Suppose also that each vacation day has 8 hours and is paid
at the straight-time rate of $10 per hour. Finally, suppose that
the total hours worked equal 2,000 per worker. Then the average number of vacation days taken by all workers in the
sampled job is 12.5, and the cost of vacations is4

12 .5 days 8 hours $10


= $0.50 per hour worked.
2,000
In contrast to vacation time, the calculation of which is based
on assuming that all vacation hours are taken, the cost of sick
leave is based on actual usage at the time of initiation.

Health insurance. Suppose that a health insurance plan is


offered to all employees in the sampled job, but only 9 of 10
participate in the plan at initiation. The monthly premium, paid
entirely by the company, is $120 per participating employee.
Each employee works 2,000 hours. The annualized current cost
per employee is the monthly premium, times 12 months, times
0.9. (Recall that one employee does not participate.) The annualized current cost is divided by 2,000 to yield the current cost per
hour:

12 $120 . 9
= $ 0 . 65 per hour worked.
2 , 000
For vacations and health insurance, information on eligibility
and participation in benefit plans is collected at initiation. The
information includes the distribution of workers by length of
service (used to determine the average number of vacation days
taken by employees) and the fraction of workers participating in
health insurance. When costs per hour worked for these benefits are calculated in subsequent quarters to measure the
change in the cost of the benefits, the same eligibility and participation rates are assumed as at initiation. Holding these values constant for a sampled job eliminates the effects of shifts in
the composition of the workforce on the measurement of cost
changes. (For example, it eliminates the effect of a changing
distribution of length of service, as might occur over a business
cycle.)
The policy of holding usage of benefits fixed over the period that a job remains in the ECI extends to all benefits for

which rate and usage data are collected.5 In particular, the


policy applies to overtime, so that the ECI is calculated on the
assumption that a fixed number of overtime hours are worked
in each quarter (equal to the amount observed in the initiation
quarter). The implications of this policy with respect to overtime are discussed in a later section.
In only one instance is usage information updated when
the cost of benefits is based on rate and usage data: when the
benefit plan changes. For example, if a new set of health insurance plans were offered, or if the provisions of existing plans
were changed, then new information would be collected on
the number of participants in each plan, and the cost of health
insurance would be calculated on the basis of the price of the
new plans and the new distribution of participation. Another
example of a change in benefit plan in which new information
on usage of benefits would be collected is when the overtime
premium changes. In this case, new information would be collected on overtime hours worked.

The two data collection approaches


As stated in the previous section, the Bureau has a preference for collecting ECI data in the form of rate and usage over
data collected as expenditures. There are several reasons for
this preference:

The aim of the ECI is to measure the current cost of hiring


labor services. Past expenditures may reflect different
wages or benefit plans than currently exist.

The

ECI seeks to hold benefit usage constant when plan


provisions remain constant. Usage is probably not held
constant in expenditure data.

The rate-and-usage approach usually permits the calculation of separate costs for each occupation in an establishment. An expenditure may yield just one cost for the
establishment, requiring the costs to be prorated among
occupations. Note, however, that it may be possible to obtain expenditure data for the specific jobs sampled.

Expenditures may include unwanted costs that can be difficult to exclude from the survey because the respondent
does not know whether they are included and what the
amounts may be. For example, a life insurance expenditure
might include life insurance costs for retirees.
The presumption, then, is that collecting data in the form
of rates and usage renders the data more likely to be specific
to the sampled job and to pertain to the current period. In
reality, BLS data collectors sometimes cannot obtain rate and
usage information for the sampled job. In that case, they
must either fall back on rate and usage information for a
broader occupational group or obtain expenditure data for the
job or for a broader occupational group.
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September 2001

The Employment Cost Index

Often, a data collector may be able to obtain some rate or


usage information for a benefit at the job level, but must gather
other information for calculating the benefits cost for an aggregation higher than the job. In the case of benefits that are available on a companywide basis, obtaining costs per hour from an
aggregation higher than the job may be perfectly reasonable.
Other times, applying higher level information to the sampled
job is a necessary approximation. As an illustration of these
points, consider an establishment that offers just one health
insurance plan. The cost per participant for the plan probably
does not vary across jobs in the establishment, so that the costs
per participant at the company level are the same as they would
be for the workers in a sampled job. What may differ, however, is
the level of participation in different jobs. A data collector might
not be able to obtain this usage information for the sampled job
and might instead need to rely on participation rates for the
company as a whole.6
Tables 1 and 2 show the sources of data in the ECI for
March 2000 for several major types of benefit. The tables are
based on an unedited code designating the source of the
data, so the estimates should be accepted cautiously. Nevertheless, the tables give a sense of the source of data. Table 1
shows that there were about 30,300 sampled jobs in the database, including refusals and instances in which the plan exists, but costs are unavailable. Refusals accounted for about
5 percent of all sampled jobs on a weighted basis, while the
percentage of jobs for which the plan existed, but costs were
unavailable, ranged from about 9 percent to 23 percent. For
the benefits listed in the table, costs were collected or there
was no plan (which we know with certainty had zero cost)
between 72 percent and 86 percent of the time (weighted).
For those jobs for which cost data were collected, table 2
shows how often rate and usage information was available for
the specific job, how often rate and usage information was
available for an aggregation of jobs, and how often some other
source of data was used. When data elements from several different sources are used to generate a benefit cost for a job, the
poorest of the data elements indicates the source. That is, for
Table 1.

Cost data collected in the

ECI,

a given job, if rate and usage data for that job were mixed with
expenditure data for an aggregation of jobs, then the benefit
cost would be coded as coming from expenditure data. The category titled other sources of data includes both cases in
which data were estimated and a small percentage of cases in
which the data source was not recorded.7 Estimated data
represent situations in which at least one data element used to
calculate a cost had to be estimated by the respondent. Estimated data may still be high in quality, as hard data might
account for the majority of the elements in a cost calculation.
Table 2 also shows that rate and usage data for the specific
job were most often available for holidays (93.0 percent) and
vacation leave (85.9 percent). In contrast, rate and usage data
for the specific job were available only 33.7 percent of the
time for sick leave, which often comes from other sources. A
closer examination of the data indicates that sick leave data
are often estimated.
The central point is that BLS data collectors attempt to obtain cost information that is as close to the sampled job and as
close to the reference period as possible. However, limitations
in the data available from the respondent necessitate compromises in what is collected.

Infrequent payments
Many forms of compensation are paid out relatively smoothly
over time or exist as part of a well-specified benefit package,
so that their costs can be easily associated with the reference
period. The most obvious example of this is hourly wages,
which are paid for labor services in the reference period. Even
a schedule of paid holidays (which are not necessarily taken
during the reference period) can be viewed as part of a compensation package that exists during the reference period,
and its annualized hourly costs can be attributed to that period. But some components of compensation, such as bonuses, are paid infrequently (less than quarterly), and whether
and how much will be paid in the future is uncertain. This
uncertainty raises the question of how these payments should

by type of benefit, March 2000

[In percent]

Cost data

Number of sampled jobs (unweighted) ...............


Total ...................................................................
No plan ........................................................
Cost data collected ......................................
Plan exists, cost unavailable .......................
Refusals ......................................................

Definedcontribution
pension

Definedbenefit
pension

Health
insurance

30,269
100.0
51.3
30.1
13.4
5.1

30,269
100.0
59.1
26.9
8.9
5.1

30,269
100.0
22.8
54.2
18.1
5.0

NOTE: Percentages are based on weighted data.

Monthly Labor Review

September 2001

Holiday
leave

30,269
100.0
16.9
68.3
10.2
4.7

Vacation
leave

Sick
leave

30,269
100.0
20.9
58.5
16.0
4.6

30,269
100.0
23.2
49.1
22.8
4.9

Table 2.

Type of cost data collected in the

ECI,

by type of benefit, March 2000

[In percent]

Type of cost data

Number of sampled jobs with cost data


collected (unweighted) ....................................
Total ...................................................................
Rate and usage for
Specific job ..................................................
Agreggation of jobs ......................................
Expenditures for
Specific job ..................................................
Aggregation of jobs .....................................
Other sources of data .......................................

Definedcontribution
pension

Definedbenefit
pension

Health
insurance

11,256

9,108

17,407

21,224

17,549

14,237

100.0

100.0

100.0

100.0

100.0

100.0

44.8
7.8

58.2
1.9

51.5
10.7

93.0
.3

85.9
1.6

33.7
9.9

.3
31.4
15.7

.7
32.9
6.3

.4
23.3
14.1

.0
.9
5.9

.0
1.7
10.7

.0
2.5
53.9

Holiday
leave

Vacation
leave

Sick
leave

NOTE: Percentages are based on weighted data.

be incorporated into the ECI.


One approach is to associate infrequent payments solely with
the quarter in which they are paid. For example, holiday bonuses
paid in December could be associated with the ECI covering the
December quarter. To the extent that infrequent payments tend
to be made by most employers around the same time (such as
the end of the year), this treatment creates spikes in the nonseasonally adjusted index. However, these spikes could be removed in the seasonally adjusted ECI. In that case, only unusual bonus payments would move the seasonally adjusted
index.
The ECI treats infrequent payments differently. Costs for
an infrequent payment are included in the quarter in which the
payment is made and in each subsequent quarter, until a new
payment is made. For example, if a $500 bonus were paid in
December 2000 and a $600 bonus were paid in December 2001,
then $500 would appear in the ECI data for December 2000 and
March, June, and September of 2001, and $600 would appear
in the December 2001 data.
One rationale for the ECI approach to infrequent payments
applies the logic used for costing holidays. Bonuses are part
of a total compensation package that an employee anticipates
receiving and an employer anticipates paying. So the future
costs of bonuses are associated with the reference quarter in
the same way that the costs of holidays are annualized and
associated with each quarter. But what makes the case of a
bonus more difficult is that the amount of the payment may
not be the same in the future, nor might an employee even be
given a bonus at all. Accordingly, using the past bonus
amount in each future quarter might be viewed as substituting a proxy for the uncertain future payment.
The ECI approach of carrying the bonus amount forward
eliminates the spikes that would be induced if these payments
were incorporated into the ECI only in the quarter in which
they were paid. Thus, the approach obviates the need for
seasonal adjustment. In the early years of the survey, this
approach may have served as a means of seasonally adjust-

ing the data, when available time series were insufficient to


allow the analyst to use formal seasonal adjustment techniques. Such a rationale is no longer applicable, as there are
now ample quarters of data to permit seasonal adjustment. A
disadvantage of the ECI approach is that it is more difficult to
attribute cost increases to the quarter in which they occur. As
noted earlier, the approach also implicitly assumes that infrequent payments will persist into the future when, in fact, they
may not. Which way is the best to incorporate infrequent
payments into the index is currently under review.

Calculating the ECI


In calculating the national ECI for compensation costs, as well
as many of the ECIs subindexes, the myriad wage and compensation cost quotes for individual jobs must be aggregated
into a single number. The aggregation process involves two
key steps. The discussion that follows describes the process
in general terms; mathematical details appear in Appendix A,
and a numerical example is given in Appendix B.8
Each private-sector establishment surveyed for the ECI is
placed within 1 of 72 industry groupings (largely two-digit
Standard Industrial Classification (SIC) industries), and each
job surveyed is placed within 1 of 10 major occupation groups,
forming 720 private-sector cells.9 Further, 19 State and local
industry groups form 190 public-sector cells (19 industries
times 10 major occupational groups). Each job quote in the
survey falls within exactly 1 of these 910 cells. The first step in
the calculation of the ECI involves aggregating the data for all
of the job quotes within a cell in order to obtain an average for
each cell. The second step involves aggregating across cell
averages to obtain the ECI.
Consider first the second step in the calculation. The ECI is
designed to indicate how the average compensation costs of
employers would have changed over time if the industrialoccupational composition of employment had not changed
from a designated base period. Thus, the ECI is calculated as
Monthly Labor Review

September 2001

The Employment Cost Index

the weighted sum of the changes in compensation costs for


all industry-occupation cells, where the weighting factor for
each cell is its share of total labor compensation in the base
period. An index calculated with the use of base-period
weights in this fashion is termed a Laspeyres index. Since
March 1995, 1990 employment counts from the BLS Occupational Employment Survey have been used to calculate the
base-period weights for ECI cells.10
Now consider the first step in the calculation of the ECI,
namely, the estimation of the mean change in compensation
costs for each industry-occupation cell. The simplest way to
estimate this change for any cell between period 0 (the base
period) and period t (the reference period) would be to compare
average compensation for that cell in the base and reference
periods. But because the ECI sample changes over time due to
replacement, this involves comparing averages across jobs that
might not be strictly comparable. For example, a given cell in the
base period might include compensation costs for an urban planner, while the same cell in the reference period might include
compensation costs for an economist who replaced the urban
planner in the sample.
Accordingly, to ensure that changes in compensation costs
are compared across comparable jobs, the ECI takes an approach
different from that mentioned in the previous paragraph. To start,
the mean change in a cell's compensation cost between period 0
and period 1 is estimated as the ratio of the average compensation for that cells jobs in period 1 to that in period 0. Average
compensation in each period is calculated as the weighted arithmetic average of compensation costs for each job in the cell,
where the weights are sampling weights that are roughly equal
to the inverse of the probability of being selected for the sample.
To ensure that this estimate is not affected by a change in the
sample, only those jobs that are in the sample in both periods are
used in the calculation. A similar procedure is utilized to calculate the mean change in compensation between periods 1 and 2,
between periods 2 and 3, and so on. The change in mean compensation from period 0 to period t for a given industry-occupation cell is then calculated as the product of the individual perperiod changes.

Alternative index formulas


The Laspeyres formula used to calculate the ECI is but one
index formula that could be used to measure employment cost
changes. Previous research on the CPIalso a Laspeyres indexsuggests that the form of the index may matter. Thus, an
important question is whether the estimated growth of employment costs depends on the particular index formula chosen or whether the ECI is largely insensitive to the form of the
index. Research suggests that the latter is the case.
Before discussing alternatives to the Laspeyres formula, it
is important to stress that the current ECI is not a pure

Monthly Labor Review

September 2001

Laspeyres index. An important feature of Laspayres indexes


is that they hold constant the market basket of commodities
(labor in the ECI, goods and services in the CPI) at the base
period. Over time, market baskets change in composition, so
that the fixed base-period market basket becomes less relevant in describing the current period. The ECI deals with this
issue by updating the base-period employment distribution
infrequently.11 In June 1986 and March 1995, new employment
distributions were used to calculate current employment cost
changes. The new distributions were introduced into the calculation of the index by taking the previous periods index
value, calculated with the use of the old base-period employment distribution, and multiplying it by the reference-period
cost change, calculated with the use of the new employment
distribution. This new distribution becomes the source of new
base-period weights for all future quarters, until yet another
employment distribution is introduced.
Rather than constructing indexes by means of base-period
weights, other indexes can be calculated by using other
weighting schemes. A Paasche index, for example, uses reference-period quantities to aggregate the price changes for cells.
Thus, if the ECI were computed as a Paasche index, it would
be calculated as the weighted sum of the changes in compensation costs for all of the industry-occupation job cells, where
the weighting factor for each cell is the cells share of total
compensation in the reference period. A Paasche index for
employment costs answers the question, How would employment costs have risen over time if employment had always been distributed among industries and occupations as
they are in the reference period?
It would make no difference whether reference- or base-period employment distributions were used to calculate an employment cost index if the pay of all jobs rose at the same rate.
But this is not the case, so which index rises faster depends on
which index weights jobs with faster compensation cost growth
more heavily. Economic theory predicts the relative sizes of the
Laspeyres and Paasche indexes. Consider first an example from
consumer theory. Suppose that consumers consume both hamburger and steak, and suppose that the price of steak rises faster
than that of hamburger. Then economic theory predicts that
consumers will consume more hamburgers and less steak over
time. That is, they will tend to substitute hamburger for steak.
This substitution effect implies that in the reference period a
Laspeyres index of price increase will tend to be larger than a
Paasche index, because the base-period consumption pattern
(used for the Laspeyres index) is more heavily weighted toward
the commodity (steak) whose price is rising the fastest. By contrast, the Paasche index weights the price increase for hamburger
(the price of which has risen more slowly) more heavily.
Theoretically, substitution bias may also affect the relative
values of Laspeyres and Paasche indexes for compensation
costs. Suppose that a hospital hired both nursing aides and

nurses, and suppose further that the pay of nurses increased


faster than that of nursing aides. Then the hospital might tend to
substitute nursing aides for nurses, using the aides to perform
the less technical duties formerly conducted by the nurses. Because fewer nurses and more nursing aides are employed in the
reference period than in the base period, the Paasche index will
give greater weight to the group of workers with the slower
growing compensation costs. Thus, the Paasche index will indicate slower compensation cost growth than the Laspeyres index, due to a substitution effect. By ignoring this substitution
effect, the Laspeyres index will tend to overstate employers
labor costs in the reference period, while the Paasche index,
weighting the cells with slower rising compensation costs more
heavily, will tend to overstate employers labor costs in the base
period.12
Because economic theory predicts that the Laspeyres index
tends to overstate increases in labor costs, whereas the Paasche
index tends to understate them, it might seem sensible to take an
average of the two indexes. In fact, the Fisher ideal does precisely that, being a geometric average of the Laspeyres and the
Paasche indexes.13 Another index similar in spirit is the Trnqvist
index. In the context of employment costs, it is a weighted geometric mean of cell cost changes, where the weights are the
average shares of spending on the various types of labor in the
base and reference periods. (See Appendix A for a mathematical
treatment of all of these indexes.)
What is the empirical evidence regarding the impact of substitution effects on indexes? Ana Aizcorbe and Patrick Jackmans
research on the CPI suggested that, by ignoring the substitution effect, the CPI overstated the annual increase in the cost of
living by about 0.2 percent per year for the period 198291.14 But
the evidence for compensation cost growth is very different. A
study by Michael Lettau, Mark Loewenstein, and Aaron
Cushner showed that the ECI is not very sensitive to the choice
of index.15 Furthermore, contrary to the predicted impact of substitution, the growth in compensation costs for the Paasche
index was slightly higher than for the Laspeyres (0.12 percent
per year over the period from September 1981 to December 1994).
The explanation for the apparently contradictory result for
compensation costs is that factors other than a substitution
effect are at work. One hypothesis is that over the period studied by Lettau, Loewenstein, and Cushnerthe 1980s and the
first half of the 1990semployment in goods-producing industries (particularly manufacturing) declined, while employment in
service-producing industries increased. At the same time, pay in
service-producing industries grew faster than in goods-producing industries. The movement in pay and employment in
favor of the service sector reflects a growing demand for
labor in that sector relative to the goods-producing sector.
The Paasche index, which gives greater weight to service
sector employment, weights the faster growing service sector
pay more heavily than the Laspeyres index does.

While the research of Lettau, Loewenstein, and Cushner does


show this interesting pattern, it also shows that the ECI is relatively insensitive to the method of weighting changes in compensation costs and, hence, the particular index that is used.
This insensitivity is probably due to the fact that employment
shares change slowly over time, so that the weights of the various indexes are not dramatically different.
In response to interest from users, the Bureau intends to release a variety of indexes in addition to the Laspeyres index.

Variable pay and stock options


Some analysts believe that compensation practices are undergoing marked changes, with a growing emphasis on more
variable forms of pay.16 This trend purportedly includes greater
reliance on bonuses and stock options. If there is such a trend,
how is it reflected in the ECI?
The ECI captures many forms of variable pay that supplement
straight-time wages and salaries, including overtime pay, shift
differentials, and cash bonuses. The latter are classified as either production or nonproduction bonuses. Production bonuses
are cash payments that are linked to a worker's own production
through a formula such as a sales commission or piecework rate.
They are included in the wage and salary component of the ECI.
Nonproduction bonuses include a wide variety of other cash
payments: yearend or holiday bonuses, lump-sum bonuses paid
in lieu of wage increases, profit-sharing bonuses, contract-signing bonuses, and bonuses paid to retain incumbent employees.17 These payments, which in some cases can be relatively
large, are included in the benefits component of the ECI. Until
June 2000, the ECI excluded hiring bonuses paid to induce an
individual to accept employment and referral bonuses paid to
employees for recommending an applicant who is hired by the
company. The ECI now includes these bonuses as well.
The ECI currently excludes compensation in the form of
stock options. Traditionally, the incidence of payment in the
form of stock options has been low, and stock options were
not believed to have the potential to affect the ECI greatly.
However, in light of the apparent growing use of this form of
compensation, the Bureau fielded a nationally representative
survey to determine the incidence of new stock option grants
in 1999. The survey, of about 2,100 establishments, was fielded
between February and June of 2000.
The results of the survey showed that 1.7 percent of all
private-industry employees and 5.3 percent of employees in
publicly held companies received new stock option grants in
1999. As expected, grants were more prevalent among higher
paid employees (12.9 percent of all employees earning $75,000
or more), larger establishments, and certain industrial sectors
the highest being publicly held durable-goods-manufacturing establishments (14 percent of employees) and publicly
held companies in finance, insurance, and real estate (13.9

Monthly Labor Review

September 2001

The Employment Cost Index

percent of employees). While the generally low incidence of


stock option grants suggests that the overall ECI might be
little affected by the omission of stock options, the same might
not be the case for high-incidence sectors. Among current
BLS research projects is a study examining the feasibility of
conducting a survey of employers costs of stock options.
Capturing the cost of stock options in the ECI is problematic,
as they do not lend themselves to easy measurement with currently available data. In the United States, two major types of
stock options have emerged: incentive stock options and
nonqualified stock options. These two types of options differ in
tax treatment and, therefore, also in whether and, if so, when
they are captured in administrative data systems. The most
prevalent stock option is the nonqualified one. When such an
option is exercised, an employee incurs a tax liability equal to the
difference between the market and exercise prices. For tax purposes, this difference is reported as wages and salaries. At the
same time, the company takes a tax deduction of the same magnitude for employee compensation. The company does not need
to report this deduction on its financial statements.
In contrast to nonqualified stock options, income to workers derived from incentive stock options is taxable as capital
gains rather than ordinary income. Incentive stock options
have tax advantages over nonqualified options to the employee, because the long-term capital-gains tax rate is generally lower than the employee's ordinary income tax rate. But
companies cannot deduct incentive stock options for tax purposes and are subject to a limit of $100,000 on the value of
stock on the date on which it was granted (a limit that does
not apply to nonqualified stock options).
Because exercising stock options generates a taxable event,
it would seem feasible, from a data availability standpoint, to
value stock options when they are exercised.18 But, conceptually, it is not clear that that would be the appropriate time to do
so. The problem is that the ECI measures the cost of compensation to employers, and, arguably, the employer realizes the
cost of stock options before they are exercised. Ultimately,
the exercise of stock options is covered by the employer either through its own stock purchases or through the issue of
new stock. The employer's costs associated with the former
are explicit, while there are implicit costs associated with issuing
new stock in the form of stock dilution, which affects the stocks
price and hence the ability of the company to raise capital
through the stock market. Regardless of the way the company
covers stock option exercises, the market anticipates the cost of
the options long before they are exercised, thus affecting the
company's cost of capital in advance of exercising the options.
The preceding discussion suggests that it might be appropriate to value stock options for the ECI when they are granted.
The limited availability of data and the complex nature of the
required economic model, however, will pose challenges. In its
Statement 123, the Financial Accounting Standards Board re-

10

Monthly Labor Review

September 2001

quires public companies to disclose the fair value of stock


option grants by using an option-pricing model, such as the
Black-Scholes model. This model requires a variety of information, including the price of the stock when options are granted,
an assumed risk-free rate of interest, a measure of the long-run
variability of the company's stock, and an indication of how
long the options are to be held before they are exercised. Companies are responsible for determining the economic and financial assumptions necessary for the model. However, Statement
123 allows companies to continue to use Accounting Principles
Board Opinion 25 to determine net income, which frequently
results in no expense being recorded. If this method is used to
determine net income, companies must report stock option costs
under the fair-value method in footnotes to their financial
statements.
An additional complication arises in valuing stock options
before they are exercised. Because stock options typically offer
some employee discretion regarding when they are exercised,
options could involve an investment decision as well as a compensation component. Employees may exercise their options as
soon as they are vested. Arguably, one could view the value of
stock options when they become vested as an accrual of wages
and salaries over the period from the date the stocks are granted
to the vesting date and consider that value to be disbursed at
the time of vesting. Then, any additional return from holding the
options beyond the vesting date could be viewed as a return on
investment. If correct, this view suggests that only the compensation component of stock option values should be attributed
to the ECI. However, splitting the two components will be difficult, because tax data and company financial information are
insufficient to effect the split.
The Bureau is conducting research into the feasibility of costing stock options. A number of questions will be addressed: In
what ways are stock options similar to the uncertain liabilities
employers incur when they promise retirement benefits? Do
these similarities have implications for the treatment of stock
options in the ECI? Given constraints imposed by the data, is
valuing stock options when they are granted consistent with
ECI concepts? Is it relevant to the calculation of the ECI whether
options have both a compensation and an investment component, and if so, how is the compensation component incorporated into a costing algorithm? With regard to valuing stock
options when they are granted, is sufficient information provided by financial statements under the standard promulgated by the Financial Accounting Standards Board, or will
supplementary information be required from respondents or
other public sources? Is it appropriate to rely on companymade choices about the option-pricing model and the parameters of that model, or should the Bureau assume a standard
model, make standard assumptions about certain parameters,
such as the risk-free interest rate, and rely on company information for the other parameters? How will stock options be

valued for privately held companies? Given that stock options


are relatively infrequently granted, is the ECI the appropriate survey vehicle to capture their costs, or is a special
survey required which disproportionately surveys sectors
that grant their options more often? Finally, with what frequency should stock options be valued?

Business cycles and the ECI


Certain features of the ECI tend to make its wage and compensation indexes less variable over the business cycle than
other measures of compensation, such as those which measure average hourly earnings. These features do not all work
in the same direction.
First, during business cycle upswings, hours worked per
week tend to increase through the use of more overtime. The
average hourly rate of pay for straight-time work does not
change, but because overtime is paid at a higher rate for
hourly workers (who are not exempt from the provisions of
the Fair Labor Standards Act), the average hourly pay for all
hours worked increases.
Second, sectors of the economy differ in their cyclicality.
Goods-producing industries tend to be more procyclical than
do service-producing sectors. In addition, jobs within an industry may differ in cyclicality. For example, blue-collar jobs
traditionally have been more cyclical than white-collar jobs.
To the extent that these sectors and jobs differ in average pay,
the average pay for all workers will tend to vary over the cycle
as the composition of the workforce varies.
Third, traditionally, the employment of lower paid, less experienced workers has tended to be more procyclical than that of
more experienced workers. During business cycle downturns,
less experienced workers may be laid off first (so average pay
would tend to go up, everything else being equal), while during
upswings, less experienced workers are the last to be rehired.
This factor would tend to make an average hourly earnings series move less cyclically than it would otherwise.
Fourth, some components of compensation display joint
cyclical or countercyclical behavior. For example, incentive
pay and nonproduction bonuses both tend to increase during cyclical upturns. Further, business cycle downturns are
associated with slackening labor markets, during which compensation tends to rise less than during upturns, everything
else being equal. In contrast, new workers who are hired during upswings may be eligible for fewer vacation days, lowering the average cost of vacations and dampening increases
in average compensation costs.
The way the ECI is currently constructed tends to dampen
some, but not all, of these movements. As mentioned previously, the ECI generally holds overtime usage constant within a
job at the level observed in the initiation quarter. New information on overtime hours is not collected for the job, except in the

unlikely event that there is a change in the overtime premium.


Hence, the benefit component of the ECI does not currently
reflect variations in the usage of overtime over the business
cycle.19 The policy of holding overtime usage constant is under
review. One option being considered is to use current overtime
information that will be available from each cross-industry, crossarea replacement panel to update overtime for all sample units,
generating an ECI that allows overtime to vary.
Another factor that tends to dampen movement of the ECI
over the business cycle is the indexs Laspeyres formulation.
Because the ECI holds constant the distribution of employment across industries and across occupations, it is not influenced by the differing cyclicality of employment across
jobs and sectors.
The ECI may, however, be influenced by employment
changes in the experience profile of jobs. Data are collected
every quarter on the average straight-time wage rate for jobs
in the sample. As mentioned previously, these data are the
average wages of all incumbents in the job. To the extent that
the identity of the incumbents varies over the business cycle,
the average wages may move cyclically. During downturns,
less experienced, lower paid incumbents may be the first to be
laid off. If so, the composition of incumbents would then shift
toward those who are more highly paid, raising the average
straight-time pay. Thus, ECI measures of average hourly
straight-time pay, as well as measures of benefits, such as
overtime premiums, that are tied to average straight-time pay,
may contain a countercyclical component.
Another job-composition feature of the ECI suggests that
it will be less procyclical than a measure of average earnings.
Recall that the index collects data on a sample of companydefined jobs within each establishment. Whenever a worker
in an ECI-sampled job is promoted to a higher level job, that
worker moves out of the group of workers providing cost data
for the lower level job. Thus, the ECI does not capture the
worker's increase in pay. Further, if the worker was one of the
higher paid workers in the lower level job, the average pay of
the remaining workers in the sampled job will actually drop,
everything else being equal. Consequently, to the extent that
promotions occur more frequently during business upswings, a measure of average pay will tend to be more
cyclical than will the ECI. (Note that it is conceptually appropriate in a quality-constant Laspeyres index not to measure the increase in pay stemming from a promotion, to the
extent that the promotion is associated with an increase in
the worker's productivity.)
The ECI does capture some cyclical components that are due
to variations in compensation costs. Thus, declines in incentive
pay and nonproduction bonuses during downturns are reflected
in the index. The impact of slack labor markets, in the form of
slower growing compensation costs for a fixed bundle of labor,
also are captured. However, the ECIs approach to holding con-

Monthly Labor Review

September 2001

11

The Employment Cost Index

stant the length-of-service distribution for calculating the cost


of vacations means that the index does not vary as the lengthof-service profile changes over the business cycle.

Employer cost and employee value20


Some forms of compensation are provided not as cash, but as
noncash benefits. The ECI has developed methods for estimating the costs of these benefits to employers. But how do
the costs relate to the value that employees attach to noncash
compensation? For several reasons, it turns out that employer
cost does not necessarily equal employee value.
Economists generally use the cash-equivalent approach
to defining the value of noncash benefits. The cash-equivalent value is defined as the minimum amount of additional
cash compensation an individual would require to become
just as well off as that individual would be if he or she received the noncash good.21
In a competitive labor market, one might expect that, for the
marginal worker (the last worker hired), the cost of a nonlegally required benefit would equal its value. Employers can
compensate workers either in cash or in noncash benefits and
would be indifferent between spending a dollar on the one or
the other. Absent factors discussed next, in a competitive
market where workers can negotiate over pay and benefits,
the marginal worker would demand a mix of pay and nonlegally required benefits that would equalize the value of the
last dollar spent on each benefit with a dollar of cash compensation. For if this equality did not hold, employers could reallocate dollars between pay and benefits in such a way as to
increase the value of the compensation package to the worker
at no cost to themselves.22 In the perfectly competitive situation just described, the cost of the benefit is equal to its value.
For several reasons, the idealized equality of employer cost
and employee value does not hold for benefits that are not
legally required. One reason is that some benefits are not subject to income taxes.23 Because of this exemption, the marginal worker is expected to demand noncash benefits up to
the point where the last dollar spent on benefits equals one
dollar after taxes.24 In that event, more of the benefit will be
offered to the employee than would be the case without taxes,
and as a result, employer cost will overstate the value of the
benefit to the employee.
Another reason for the lack of equality between employer
cost and employee value relates to the relatively uniform provision of some benefits to all workers in an establishment.
For example, firms tend to provide only a limited range of
choices of health insurance plans. In part, this uniformity
stems from the aim of nondiscrimination, whereby tax rules
stipulate that benefits are tax deductible only if they do not
favor higher paid workers.
Still, while many benefits tend to be provided uniformly,

12

Monthly Labor Review

September 2001

employees will tend to value them differently. First, higher


income workers will demand more of normal goods than will
lower income workers.25 Hence, because benefits are believed
to be normal goods, higher income workers will tend to value
a given amount of benefits more highly than lower income
workers will. In contrast, two-earner families may receive duplicative health insurance that is valued less than it would be
in one-earner families. Similarly, young, single individuals may
value life insurance less. The diversity of values attached to
benefits and the relative uniformity of the provision of some
benefits imply that at least for some workers, employee value
will not equal employer cost.
If the foregoing factors drive a wedge between employer
cost and employee value for non-legally required benefits,
the situation is exacerbated for legally required benefits.
Workers and employers can at least negotiate over non-legally required benefits, so that, accounting for taxes, employer
cost and employee value may not be greatly different. But
legally required benefits are set outside this negotiating framework and tend to be uniform across workers, meaning that it is
less likely that value equals cost for these benefits.

Other measures of compensation


The Bureau of Labor Statistics publishes two other measures
of compensation costs that can be contrasted with the ECI.
The Employer Costs for Employee Compensation (ECEC) series measures the cost, in cents per hour, of compensation
items by major industry, occupation, region, size of establishment, full-time or part-time employment, and bargaining status. The reference period for these costs is the pay period that
includes March 12. Unlike the ECI, which measures changes
in compensation costs, the ECEC measures the level of compensation costs at a point in time. The same data that are used
to produce the ECI are used to produce the ECEC, except that
the ECEC is calculated with the current distribution of employment. The ECEC has the same scope of coverage as the ECI, in
terms of benefits and workers surveyed. While comparisons
of ECEC data can be made over time, the central purpose of
that measure is to show how costs per hour distribute among
wages, salaries, and benefits at a point in time.
The BLS Office of Productivity and Technology produces
another measure of compensation costs, termed compensation per hour. This quarterly measure is reported as both an
index of compensation costs and a percent change for U.S.
business, nonfarm business, manufacturing, and nonfinancial corporations. Unlike the ECI (but similar to the ECEC),
compensation per hour is calculated with the current distribution of employment. Hence, the measure can be affected by
shifts in employment between industries and occupations.
Compensation per hour is calculated by dividing an estimate of aggregate compensation by an estimate of hours

worked. The numerator and denominator come from a variety


of sources. Compensation costs in the numerator come largely
from the national income accounts of the Bureau of Economic
Analysis, supplemented with BLS imputations for the payment
of labor services of proprietors. Hours-worked estimates in the
denominator are derived from a variety of sources, including the
BLS Current Employment Statistics program, Current Population
Survey, and Hours at Work Survey.
The scope of compensation per hour is slightly broader than
that of the ECI in terms of coverage of workers and compensation items. First, compensation per hour includes the self-employed (proprietors) and workers employed in Federal Government enterprises (agencies of the Federal Government that cover
a substantial proportion of their operating costs by selling
goods and services to the public and that maintain their own
separate accounts; the U.S. Postal Service is one such agency).
Second, compensation per hour includes tips and a measure of
the value of realizations of stock options (that is, the income
derived from the exercise of such options).26 In contrast, the ECI
does not include stock option costs to employers.
THE QUARTERLY EMPLOYMENT COST INDEX (ECI) measures
the change in the price of labor. The ECIs Laspeyres formula
holds the distribution of labor constant at a point in the past
termed the base period. Research on the Consumer Price Index
(CPI) indicates that a Laspeyres formulation overstates increases
in the cost of living by failing to account for substitution effects.
Because the ECI is constructed in a manner similar to the way
the CPI is, one might ask whether the ECI, too, suffers from an
upward bias, in its case in measuring the growth of labor costs.
Research concludes that this is not the case. Alternative indexesPassche, Fisher ideal, and Trnqvistindicate similar
compensation cost increases.
The ECI treats infrequent (less than quarterly) payments by
including them in the quarter in which they are paid and in each
subsequent quarter until a new payment is made. A rationale for
this treatment is that infrequent payments are part of a total
compensation package that an employee anticipates receiving
and the employer anticipates paying. The past amount that is
used serves as a proxy for the unknown future payment. But
such a treatment spreads the impact of infrequent payments
over many quarters, making it difficult to attribute the increase in
cost to the quarter in which it occurs. Further, the assumption
that future infrequent payments will persist may be questioned.
The ECI policy with respect to the treatment of infrequent payments is under review.
The ECI captures the costs of many forms of variable pay,
but does not capture the value of stock options. An incidence
survey fielded by the Bureau in the first half of 2000 obtained
information on stock option grants issued in 1999. Overall,
only 1.7 percent of private-industry employees received
grants that year, but some sectorsmost notably, higher paid

employeeswere more likely to receive grants. The Bureau is


researching approaches to estimating the costs of stock options in a manner consistent with the general philosophy underlying the calculation of the ECI. Data permitting, it is likely
that stock options will be valued at the value they have at the
time they are granted and that data will be collected in a special survey rather than in the ECI survey.
Certain features of the ECI tend to make its wage and compensation indexes less variable over the business cycle than are
other measures of compensation, such as those which measure
average hourly earnings. ECI features that tend to dampen cyclical movements in the index include holding both overtime usage
and the distribution of employment constant. Further, the ECI
does not pick up increases in pay from promotions that may be
more prevalent during business cycle upswings. However, because the ECI tracks the average wage of workers in sampled
jobs, it may be influenced countercyclically by cyclical changes
in the experience profile of those jobs. During downturns, lower
paid workers with lower tenure are likely to be laid off first, raising the average wages of jobs sampled in the ECI. Finally, as
with average hourly earnings, the ECI is influenced procyclically
by changes in wage pressures due to fluctuations in the demand for labor. These pressures affect both wage and salary
increases, as well as the size of incentive pay and nonproduction bonuses.
The ECI measures employer costs for employee benefits. In
an unconstrained market, the quantities of benefits offered to
different employees would vary in such a way as to equate each
employees marginal benefit to the employers marginal cost. For
several reasons, however, employer costs are not equal to employee value. One reason is that some benefits (for example,
health insurance) are not subject to income taxes. For these
benefits, the cost to the employer is expected to exceed the
value to the employee. Another reason is the relatively uniform
provision of benefits to all workers in an establishment (due in
part to nondiscriminatory tax rules). Adjustments in benefit
amounts to each worker (to equalize marginal cost with marginal
benefit) are not possible, resulting in different valuations of the
benefits package by different workers. Finally, the equality of
employer cost and employee value may not hold for legally required benefits.
The Bureau produces two other measures of compensation costs that may be contrasted with the ECI. The Employer
Costs for Employee Compensation (ECEC) uses ECI data to
measure the cost, in cents per hour, of compensation items
by industry, occupation, and other worker and establishment
characteristics. Unlike the ECI, the ECEC is calculated with the
current distribution of employment. The BLS Office of Productivity and Technology produces another measure of compensation costs, termed compensation per hour. This quarterly measure is reported as both an index of compensation costs and
a percent change for U.S. business, nonfarm business, manu-

Monthly Labor Review

September 2001

13

The Employment Cost Index

facturing, and nonfinancial corporations. Unlike the ECI (but


similar to the ECEC), compensation per hour is calculated with
the use of the current distribution of employment.
The ECI is one of the U.S. Governments principal statisti-

cal series for measuring inflation in the economy. Understanding its characteristics is helpful for interpreting how it measures cost pressures that may lead to inflation in the price of
goods and services.

Notes
1
A primary sampling unit consists of a county or a number of contiguous counties. Thirty-three primary sampling units are selected with
certainty. (That is, they would appear in any sample that was drawn.)
Others are selected with a probability proportional to their employment. For more information about samples from the National Compensation Survey, see Kenneth J. Hoffman, New sample areas selected
for BLS National Compensation Survey program, Compensation and
Working Conditions, spring 1997, pp. 2731.
2

In the late 1990s, many establishments remained in the ECI sample


for more than 5 years, to accommodate a transition to a new sample
design.
3
A longitudinal panel becomes unrepresentative over time if it fails
to pick up newly created jobs and establishments. Prior to the current
cross-industry replacement scheme and in between sample replacement, the ECI sample was replenished with birth samplesthat is,
samples of newly created establishments. However, the ECI jobs were
not replenished with birth samples of jobs within the establishments
remaining in the sample, so the distribution of jobs in panels of establishments could become outdated.
4
The average rate of usage of vacation time (12.5 days in this
example) is calculated as a worker-weighted average, not an hourly
weighted average.
5
When expenditure data, rather than rate and usage data, are collected for a benefit, it is not possible to hold usage constant. Quarterly
variations in the cost of benefits in expenditure data may occur even
when usage of benefits is held constant. Also, note that while tenure
profiles are held constant in calculating vacation costs, changes in
average tenure within a sampled occupation may still move the average
wage used to price the cost of vacation time.
6
In some cases, the data collector can obtain cost information only
for multiple benefits combined (for example, health and life insurance
together). In those cases, the Bureau allocates aggregate costs among
the individual benefit items.
7
Consistent with quality concerns about the data source field, the
jobs contributing to table 2 should never have a code which indicates
that data are not available. Despite this, they do in a very small percentage of cases.
8
The discussion that follows and Appendix A borrow heavily from
Michael K. Lettau, Mark A. Loewenstein, and Aaron Cushner, Is the
ECI sensitive to the method of aggregation? Monthly Labor Review ,
June 1997, pp. 311.
9
Some groupings collapse two-digit SICs (the finance, insurance,
and real-estate (FIRE) industry is an example), others four-digit SICs, and
still others three-digit SIC s (health and education). Prior to March
1995, only nine major occupation groups were used.
10
From June 1986 to December 1994, employment counts from the
1980 Census of Population were used as weights. Prior to June 1986,
employment counts from the 1970 Census of Population were used.
11
Similarly, the
infrequently.

CPI

updates its market basket of goods and services

12

Absent replenishment of the sample, the ECI holds employment


distributions constant in two ways. Across the 910 industry-occupation
cells, employment is currently held constant at the March 1995 employment distribution of the Occupational Employment Survey, as
previously discussed. Within cells, absent both sample replenishment
and attrition, the employment distribution is held constant by hold-

14

Monthly Labor Review

September 2001

ing the sample weights fixed. Sample attrition may lead to some
within-cell reweighting. Further, as samples are replenished, the
within-cell weights may shift across jobs, reflecting a change in the
employment distribution within cells. Thus, the ECI does reflect some
within-cell substitution.
13
That is, the Fisher ideal is the square root of the product of the
Laspeyres and the Paasche indexes.
14
Ana M. Aizcorbe and Patrick C. Jackman, The commodity substitution effect in CPI data, 198291, Monthly Labor Review, December
1993, pp. 2533.
15

Lettau, Loewenstein, and Cushner, Is the

ECI

sensitive.

16

David Lebow, Louise Sheiner, Larry Slifman, and Martha StarrMcCluer, Recent Trends in Compensation Practices, Board of Governors of the Federal Reserve System, Finance and Economics Discussion Series no. 199932, working paper, 1999.
17
Recently, the Bureau conducted a quality control review of the
data on retention bonuses to confirm that data were being captured
correctly.
18
ECI data are collected from employers, so capturing exercise cost
data might be easier in the case of the more prevalent nonqualified
stock options.
19
Recall that premium pay for overtime appears in the benefit
portion of the ECI; the wage and salary measure includes only straighttime pay.
20
This section borrows heavily from Melissa Famulari and Marilyn
E. Manser, Employer-provided benefits: employer cost versus employee value, Monthly Labor Review, December 1989, pp. 2432.
21

Ibid., p. 25.

22

That is, suppose that the value to the employee of the last dollar
spent on a benefit was less than one dollar. Then the employer could
reduce expenditures on the benefit by a dollar and give that dollar to
the worker as cash compensation instead, making the worker better
off.
23
Taxation of benefits varies. Cash payments for paid leave, overtime, and nonproduction bonuses, included as benefits in the ECI , are
generally taxable in the year in which they are paid. Contributions to
retirement plans are generally tax deferred until payments are made to
the employee upon retirement or some other kind of withdrawal from
the labor force. Insurance premiums are generally not taxed.
24
Suppose instead that the compensation package were such that the
value of benefits equaled one dollar before taxes, and suppose that the
tax rate were t. Then the employer could spend one less dollar on cash
compensation (costing the employee only 1 t dollars after taxes) and
give the employee benefits equal to one additional dollar. The employee would then be better off. This substitution of benefits for cash
continues as the value of additional dollars of benefits declines, to the
point where the value of an additional dollar of benefits equals a dollar
of pay after taxes.
25
In economic theory, a normal good is defined as a good whose
quantity demanded increases with income.
26
Stock options are included in compensation to the extent that
they are reported as wages for unemployment insurance tax purposes,
a principal source of compensation income in the national income
accounts.

APPENDIX A:

Laspeyres and alternative index formulas

Let Wit denote the mean compensation paid to workers in category i


in period t, and let Eit denote the number of workers in category i
employed in period t. Let 0 denote the base period. Then the Employment Cost Index (ECI) in period t is calculated as

(1) ECI t =

W
i Wit 100,
i0

Wit
= (1 + ri1 )(1 + ri 2 )...(1 + rit ) .
Wi 0

(4)

L
i

If the ECI were computed as a Paasche index, one would use an


equation like (1), but with weights defined by

where
(2) i

the jth job quote in cell i in period . The proportionate change in


compensation for category i from period 0 to period t is then calculated as

E i 0Wi 0
.
Ei 0Wi 0

(5)

E itWi 0
E itWi 0

itp =

Out of the ECI sample in period , let Idenote the subsample of


jobs corresponding to labor category i. In addition, let Wij denote the
compensation in period for the jth job quote in cell i, and let Wij1
denote the corresponding compensation in period 1. Finally, let sij
denote the sample weight corresponding to the jth job quote in cell i in
period . Then the proportionate change, ri, in the average compensation paid to workers in category i between period 1 and period
is estimated from

(3)

1 + ri =

s
jI

s
jI

where

sij =

(6)

Ft = Lt

1/ 2

Pt

1/ 2

where Lt is the Laspeyres index at time t and Pt is the Paasche index


at time t. The Trnqvist index is
N

(7) Tt = (Wjt / Wj0 )

T
j

j=1

ij

ij

Wij

Wij 1 =

sij Wij 1

s
jI

The Fisher ideal index is given by

ij

Wij 1

s
jI

ij

Wij
Wij 1

100,

where

is the implicit expenditure weight for

(8) Tj = (1/ 2)Wj 0 E j 0 /

W
k =1

k0

Ek 0 + (1/ 2)Wjt E jt / Wkt Ekt .


k =1

Current employment weights are obtained by allocating industry


employment from the Current Employment Survey among occupations using ECI sample weights.

APPENDIX B: How to Calculate an ECI Index for Wages and Salaries


Glossary of selected terms used in this example
the establishment weight and
The final weight is the product of
the occupation sample interval.1
MOG stands for major occupation group, a grouping of occupations with one or more similar attributes.

SIC stands for the standard industrial classification code of a group

of economic activities.
The estimation cell is the nexus of employment in a major occupation group (MOG) and an industry group (SIC); that is, the estimation cell is an item in our shopping basket of labor services.
The base-period employment weight is the number of employees
in any estimation cell estimated by the Occupational Employment Survey (OES) for the base period. The use of constant
base-period employment weights is what makes the ECI a
Laspeyres index construction.
The establishment selection weight is the inverse of the sample
establishments chance of having been selected from the universe of
establishments. (For example, if the chance of having been selected
is 5 out of 20, or 5/20, the inverse is 20/5, for a weight of 4.)
The occupation sample interval is the number of employees in
the sampled establishment that is represented by each occupation quote sampled from the establishment; that is, the occupation sample interval is the establishment employment divided by
the number of quotes selected.

General calculation steps


1. Calculate the weighted average hourly wage rate for the estimation cell, using observed wage rates multiplied by final weights.
2. Calculate the wage "cost weight" for the estimation cell.
3. Sum the cost weights over all estimation cells in the ECI series.
4. Compute the index value for the series.
5. Compute measures of the 3-month and 12-month change for the
series.
Goal, assumptions, and facts for this example
Goal: calculate the ECI wage and salary series for blue-collar occupations in construction.
Assume that only the following occupation groups and industries
are in the universe:

1. Craft and skilled trades occupations (MOG E) in special trades


contracting (SIC 17).
2. Transportation and material moving occupations (MOG G) in
general building contracting (SIC 15).
3. Nonfarm laborer occupations (MOG H) in special trades contracting (SIC 17) and in general building contracting (SIC 15).
Monthly Labor Review

September 2001

15

The Employment Cost Index

Assume that the OES base-period employment for these occupation groups and industries (or estimation cells) were the following for the base period:2

15
0
10,000
30,000

MOG

17
50,000
0
50,000

SIC

E .............................................
G ............................................
H ............................................

SIC

The survey data include two establishment sample units from


each SIC (for a total of four such units) and two occupation quotes
sampled from each establishment (for a total of eight units). Note
that in actual survey operations the number of establishments
sampled and the number of quotes sampled from each establishment are larger. They are limited here for simplicity.
Givens for the sample establishments in the base period:
Occupation
Establishment
Selection
sample
SIC
Employment
weight
interval
number
1 ....................
15
100
200.0
50
2 ....................
15
200
100.0
100
3 ....................
17
400
125.0
200
4 ....................
17
800
62.5
400

Givens for the sample occupations in the base period:


Establishment Occupation
Average
MOG
hourly wage Final weight
number
number
1 .......................
1 .......................
2 .......................
2 .......................
3 .......................
3 .......................
4 .......................
4 .......................

1
2
1
2
1
2
1
2

G
H
G
H
E
H
E
H

$20.00
10.00
15.00
7.50
25.00
10.00
20.00
11.00

10,000
10,000
10,000
10,000
25,000
25,000
25,000
25,000

Givens for the occupations in the quarter following the base


period:
Occupation 1 in establishment 3 gets a $2.00/hr raise to $27.
Occupation 2 in establishment 4 gets a $1.00/hr raise to $12.

Calculation steps
1. Calculate the weighted average hourly wage rate for the four (MOGSIC) estimation cells in the base period, using observed wage
rates, establishment selection weights, and occupation sample
intervals:
a. For each estimation cell, sum the products of each quotes
average hourly wage and its final weight.
b. For each estimation cell, sum the final weights over all quotes.
c. For each estimation cell, divide a by b to get the average
hourly wage.

Estimation
cell
a
MOG G, SIC 15 ............... $350,000
MOG H, SIC 15 ...............
175,000
MOG E, SIC 17 ................ 1,125,000
MOG H, SIC 17 ...............
525,000

b
20,000
20,000
50,000
50,000

Average hourly
wage
$17.50
8.75
22.50
10.50

2. Calculate the wage cost weight for the estimation cell by multiplying the average hourly wage by the OES employment for the
base period:

16

Monthly Labor Review

September 2001

Estimation
cell

Average hourly
wage

employment

Wage cost
weight

$17.50
8.75
22.50
10.50

10,000
30,000
50,000
50,000

$175,000
262,500
1,125,000
525,000

MOG G, SIC 15 ....


MOG H, SIC 15 ....
MOG E, SIC 17 .....
MOG H, SIC 17 ....

OES

3. Sum the wage cost weights over all estimation cells in blue-collar
occupations in construction: $2,087,500
$2,087,500.
4. Calculate the weighted average hourly wage rate for each estimation cell in the quarter after the base period, thereby reflecting
new wage rates (boldface type denotes a change from the base
period):

Estimation
cell
MOG G, SIC 15 ...........
MOG H, SIC 15 ...........
MOG E, SIC 17 ............
MOG H, SIC 17 ...........

Average hourly
wage

$350,000
175,000
1,175,000
550,000

20,000
20,000
50,000
50,000

$17.50
8.75
23.50
11.00

5. Calculate a new wage cost weight for each estimation cell by


computing the percent change in the average hourly wage rate
since the previous quarter and applying the percent change computed to the previous quarters wage cost weight to get the current quarters wage cost weight (in this example, the previous
quarter just happens to be the base quarter):

Estimation
cell
MOG G, SIC 15 ........
MOG H, SIC 15 .......
MOG E, SIC 17 ........
MOG H, SIC 17 .......

Percent change
in average
hourly wage
0.00
0.00
4.44
4.76

Previous
quarter's
wage cost
weight
$175,000
262,500
1,125,000
525,000

Current
quarter's
wage cost
weight
$175,000
262,500
1,174,950
549,990

6. Sum the wage cost weights for the current quarter over all estimation cells in blue-collar occupations in construction: $2,162,440
$2,162,440.
7. Compute the current quarters index to equal 100 (current
quarters aggregate wage cost weight/base quarters aggregate wage
cost weight), rounded to 0.1: 100 (2,162,440/2,087,500) =
103.6 for blue-collar occupations in construction.
8. Calculate the 3-month percent change equal to [(current quarter's
index/previous quarters index) 1] 100, rounded to 0.1 (in this
example, the previous quarter just happens to be the base quar3.6.
ter): [(103.6/100.0) 1] 100 = 3.6
9. Calculate the 12-month percent change in a similar fashion.
The preceding methods work for each succeeding quarter if one follows steps 49.

Notes to Appendix B
1
This description simplifies the calculation of the final weight in
this example. In the actual ECI , the final weight is the product of the
area weight, establishment weight, occupation sample interval, establishment nonresponse adjustment, occupation nonresponse adjustment,
documentation factor, and rotation factor.
2
In normal operations, there would never be estimation cells with
zero OES base-period employment. These zeros appear only for simplicity in this example.

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