COMPENSATION

AND TOTAL
REWARDS TRENDS

Analytics Solution Provider

decide.do TM
KEY
• A radical compensation mix - comprising between 60% and
40% fixed-to-variable and between 38% and 85% intangible

TAKEAWAYS
-to-tangible - is ushering in the Total Rewards era in India

• The age of plain salary increments is long dead, and the last 7 years
have brought rapid transformation in Compensation diversification and
Trends, Employer personalization

considerations and • A holistic employee perspective has upped spending on

Taxation recognition to 52% of benefits budgets and on privileges to
55%, with new-age businesses bringing fun, finance and
wellness together

• From flex-time at Flipkart, recreational games at Snapdeal and

fitness programs at Fitbit, to flex-time at Flipkart, recreational games
at Snapdeal and fitness programs at Fitbit, to ‘Compressed
workweeks’ at Facebook and Elder Care Assistance at Wipro, new-age
companies innovate way better

• As a critical component of Total Rewards, Flexi-benefits are

fast gaining currency thanks to personalization, higher
perceived value and better tax benefits

• While the actual cost of flex-benefits is 10% - 15% of salary

employees perceive them to be adding 42% to their compensation
package, because flex-benefits save substantial tax and potentially
increase take-home pay

• With nil impact of GST on gifts and perquisites, and little

impact on most other components flexi-benefits potentially
increase net income for employees by 28%

• Gifts and perquisites above INR 4,999 are taxed as per the income
tax law and only financial benefits as insurance and travel, among the
many flex-benefits components, attract 12% - 18% GST
KEY
• Sectors employing a bigger pool of mid-level professionals
have a rationalized compensation and rewards structure,

TAKEAWAYS
and hierarchical profiling shows up sharp increase in
variable pay higher up the hierarchy

• BFSI, Telecommunications, IT, E-commerce and FMCD/G, belong in

Organizational, Government the category of sectors that have rationalized C&B structures;
Healthcare & Pharmaceuticals, Manufacturing and BPO/ITeS have
Initiatives and Employee wider organizational bases and a plethora of options; KPO, Retail,
Satisfaction Media & Entertainment and Travel & Tourism have lean but
innovative structures

• While organizations are taking active measures to retain

critical talent substantial mismatch between employee and
employer expectations at both the talent acquisition and
retention phases diminishes economic value to both

• Employers have an “attraction disconnect”, a lopsided view of employee

expectations during acquisition, and a “retention disconnect”, fairly
appropriate yet diluted understanding during the retention phase;
Employee carry liberal benefits expectations throughout the lifecycle
and have substantially low satisfaction levels on compensation and
benefits

• Organizations need to be honest with their intent, put

earnest effort and prioritize on - aligning rewards with
business obj ectives, communicating effectively and
personalization, in that order

• Compensation and Benefits need to be structured to have a cultural fit,

be personalized, voluntary and convenient, and with the leadership
participating; and avoid a force-fit, with insincere, apathetic and
cumbersome programs that do not walk the talk
COMPENSATION TRENDS
the evolution of payout attributes

2000s
Medium Future
Cash Benefits Flexible Benefits

1990s 2010s
Low High Cash
Cash Benefits Valued Benefits

10.60%
10.5% 2010-11 Pay for Performance
10.50%
10.4%
10.40%
2011-12 The Emergence of Total Rewards

10.30% Employee Value Proposition & emergence

10.3% 2012-13 of short-term & long-term variable pay
10.20%

10.10%
2014-15 The rise of non- cash benefits
10.0%
Flexible rewards program & customized
10.00%
2016-17
10.0% compensation
9.90%

9.80%

9.70%
2013 2014 2015 2016 2017

Plain old salary increments are not exciting anymore and so have plateaued over the
last 5 years … As employers take a holistic view of talent engagement compensation
trends have rapidly transformed and Total Rewards have risen in popularity

The Total Rewards Model

Total Rewards Strategy: Compensation -> f {Variable Pay; Fixed Pay; Tangibles; Intangibles}

Organizational Compensation, Employees Business

Structure, Benefits, Attract
Business Strategy, Work-Life, Motivate
Human Resource Performance Retain
Strategy & Recognition Satisfaction & Performance
Development Engagement & Results
& Career Opportunities
COMPENSATION TRENDS
the evolution of health benefits

Government employee
health insurance
Defined benefits (Gratuity)
Employer and Employee 1950’s
statutory contribution (EPF) 1970’s Rural Schemes:
• Below the poverty line
• Labour health insurance

1980’s

Urban employee
1990’s
basic medical insurance
scheme (individual mediclaim)
Budgetary support
to rural medical
infrastructure

2000’s

Liberalization of
insurance industry:
expansion of group
medical plan to
2020 Corporate India
2008

Cover for a
majority of the Introduction of
formally employed stand-alone health
urban population insurers to expand
urban & rural schemes

Health / MedicaI
Benefit Types benefits are a
mainstay of India’s
Benefit System; and
Benefit Type 2010 2011 2012-13 2014-15 2016-17 employers have
Group Medical Insurance 100% 100% 100% 100% 100% innovated to make
this a very valuable
Corporate Floater Prevalence 65% 67% 70% 72% 76% benefit component ..
Facilitate parent's coverage 70% 65% 54% 76% 80%
.. On the other hand,
Parent's coverage @100% 51% 40% 35% 41% 35% the benefits basket
employer sponsored has also expanded
Room rent restrictions 57% 76% 86% 85% 85% and diverse
components have
Co-pay on claims 13% 33% 32% 34% 37% gained prominence
THE STATE OF THE COMPENSATION
AND REWARDS ART profiling hierarchies
Salary Avg. Avg. Increment Compensation
Increase Variable Pay by performance Mix

10.0
10.3 10.8% 18%
Ind 10.5% 12%
10.6 10.6%
9.2 70%

10.2
10.6 22%
11.3%
Jr. Mgt 10.7 10.3% 18%
11.2%
10.4 60%

10.3
10.7 15.5% 24%
Mid Mgt 9.8% 21%
10.9 15.1%
11 55%

9.8
10.2 20.7% 25%
Sr. Mgt 10.6 9.0% 25%
20.4%
10.3 50%

8.9
28%
9.3 23.6%
CXO 9.1% 32%
9.9 22.8%
40%
9.4

0 2 4 6 8 10 12 0.0% 10.0% 20.0% 30.0% 8.0% 9.0% 10.0% 11.0% 0% 20% 40% 60% 80%

2017 2016 2015 Projected (2017-18) Performance Long Term Inc

2014 Actual (2016-17) Annual Bonus
Fixed

CEOs
Compensation (INR lac per month) Pay Mix (%)

Total Fixed Pay STI LTI Total Fixed Pay STI LTI

Manufacturing 25.6 9.5 3.0 Manufacturing 55% 27% 18%

FMCG/Pharma 33.3 11.4 14.1 FMCG/Pharma 52% 18% 30%

Services 36.6 11.3 15.5 Services 48% 16% 37%

IT/ITeS 22.4 13.6 10.8 IT/ITeS 38% 20% 41%

Compensation (INR lac per month)

Variable pay and long term incentives gain
CXO 57% 19% 24% more currency as one goes up the hierarchy …
CEO 46% 22% 32% Executive compensation is heavily loaded with
these components; and they comprise almost
0% 20% 40% 60% 80% 100% 120%

Total Fixed Pay Annual Incentive LTI

half the total compensation, right at the top

Considerations:
Compensation Practices: Fixed pay, Variable pay, Short term incentives , Long term incentives
Work-Life Programs: Workplace flexibility, Paid and unpaid time off, Health and well-being, Caring for dependents, Financial
support & Community involvement
Benefits programs: Insurance, retirement, disability and community involvement types of practices
WHAT’S TRENDING Fixed versus Variable,
Cash versus Kind, Tangible versus Intangible

Employee Stock Purchase Program | Education Variable Trends Pay by Hierarchy

Assistance (For Higher studies) | Service Awards |
Flex time/remote work | Mentoring/development
programs | Give Them A Gift Card | Company swag | Management Levels Earlier Today
Group Mediclaim / Insurance Scheme | Personal
Sr. Mgt. 18% - 20% 25% - 30%
Accident/Insurance Scheme | Company Leased
Accommodation Middle Mgt. 10% - 12% 18% - 20%

Jr. Mgt. 05% - 08% 10% - 12%

Compressed workweek | Job Sharing
Modified Retirement | Child Care Assistance |
Elder Care Assistance

All the way from Tangible through

Emotional, benefits are varied and
RECOGNITION suit different employee profiles and
52% Performance based needs ..
promotions | Public Recognition
Achiever Awards | Formal Appreciation
.. There is a substantial spread,
today, to choose from
% Benefits
Spend
Pay Increase /
Variable Payout by Performance
PRIVILEGES
130%
Unlimited Holidays | Sabbaticals
Accommodation | Conveyance
Bonuses 55%
100%

70%

Incentives
Bonuses 85% Tangible
[Cash/Kind]

Theme Events
Sports Activities 65% Semi-tangible
[Symbolic] 26%

12%
Counseling
38% Intangible 6%

Unstructured Time [Emotional]

A B C
Performance Band
FLEXI-PAY / FLEXIBLE BENEFIT PLAN
AND TAX IMPLICATIONS [GST and IT]

Flexible Benefits [definition] trade one element of a rewards package for

another

Cost to Business: up to Actual worth: about Perceived Value: nearly

25% 10% - 15% 42%

of total HR Budget of salary of compensation package

The Benefits most important for Employees Flexible Benefits Categories

43% • Tax efficient benefits
• Insurance Benefits
12% • Health care benefits
• House rent allowance
• Leave travel allowance
2% • Risk benefits
• Retirement benefits
• Leave benefits
• Family Benefits
• Other Benefits

5%
26%
12% How Flexi is beneficial
Healthcare Plan • Cost saving
Pay Raise increases take-home
• Value of money
Performance Bonus employee decides allocation
• Tax-free benefits
Vacation Time helps not to shed additional lump-sum
Maternity, Paternity & Adoption Leave tax amount
• Retention
Professional development or educational benefits due to personalization

The case for Flexi Benefits

Personalization, Higher Perceived Value
for employees and Lower costs for • Should recognize diverse needs
employers, and Better Tax Benefits are • Should improve relations
why flexi-benefits are becoming • Should make the most of tax breaks
extremely popular
FLEXI-PAY / FLEXIBLE BENEFIT PLAN
AND TAX IMPLICATIONS [GST and IT]

Benefits & Taxes

Transaction Implication (Employee) Implication (Employer)

Gift below Rs.5,000 given to Exempt under the • No withholding tax liability
employees income-tax law • No GST implications

Gift exceeding Rs.4,999 but Taxable as perquisite • Withholding liability arises

restricted to Rs.50,000 under the income-tax law • No GST implications

Perquisites forming part of employment contract Taxable as perquisite • Withholding liability arises
/cost to company & provided to all the employees under the income-tax law • No GST implications

Gift exceeding Rs.50,000 given Taxable as perquisite • Withholding liability arises

to employees under the income-tax law • No GST implications

Application of GST

Housing No Financial Service (Insurance, Investment funds) 12-18%

Meals No Education No
Cab Service 5% Residential accommodation No
Vehicles No Business Class air travel 12-18%
Health Care No Train Fare 5%
Other benefits No Pension No

Taxation implication of Flexi Benefits

CTC Break-up Scenario 1 Taxable salary in Scenario 2 Taxable salary in

Scenario 1 Scenario 2

Basic Salary I 450000 I 450000 I 450000 I 450000

HRA I 360000 I 180000 I 360000 I 180000
Special Allowance I 118200 I 118200 I 13600 I 13600
Transport Allowance I 19200 I0 I0 I0
Education Allowance I0 I0 I 1200 I0
Telephone Reimbursement I0 I0 I 12000 I0
Fuel & Driver Reimbursement I0 I0 I 32400 I0
Medical Reimbursement I0 I0 I 15000 I0
Meal / Shopping Coupons I0 I0 I 13200 I0
LTA I0 I0 I 50000 I 25000
PF Employee Contribution I0 I 21600 I0 I 21600
Total CTC/Net Taxable Salary I 947400 I 769800 I 947400 I 690200
Less: Tax Liability I 57820 I 41900
Net Take home I 889580 I 905500
THE STATE OF THE COMPENSATION
AND REWARDS ART profiling sectors

Healthcare & Pharma

Dearness Performance Travel Leaves Furnishing Paid Vacations
Allowance Bonus

Conveyance Commission Basic Salary Housing ESOP

Allowance

Special Transportation Variable Pay House/Car Loan

Allowance

Manufacturing

Leave Travel & Daily Retirals Sales Incentive Traditional

Allowance
organizations
from mature
International
Rewards Domestic Travel Relocation sectors seem
Travel
Recognition Assistance Assistance
Assistance to offer a
Flexible plethora of
Employee Accident &
Variable Pay Wellbeing Life Insurance Compensation options in the
Structure
Compensation
Hospitalization Sign On Bonus Hardship & Benefits mix,
Company Car
Insurance & Retention Allowance to cater to a
broad-based
workforce
BPO / ITeS
Personal
Leave Flexi-time Paid Days Off
Health Care

Gratuity Educational Flexible Salary Maternity

Benefits Benefits Leave

Group Mediclaim Performance Personal

Insurance based incentives Accident ESOP
Insurance

Provident Car Allowance Employee ATM & Concierge

Fund Referral Bonus facilities
THE STATE OF THE COMPENSATION
AND REWARDS ART profiling sectors

BFSI
Personal Provident Maternity
Annual bonus Car Allowance
Health Care Fund Leave

Mobile Non-monetary Non-monetary

HRA Travel Leaves
Allowances benefits benefits

Paid Club Transportation

vacations Membership

E - Commerce New economy businesses

have rationalized the
Superannuation Salary Allowances benefits mix by stripping it of
fund
those elements that
employees perceive as
Leave Travel
Provident fund Gratuity fund
Allowances irrelevant

Information Technology
Employee Club
Company cars Paid Holidays Holiday Homes
Referral Bonus Memberships

Gym Chauffeur
Free meals Variable Pay
Membership Assistance

Telecommunication
FMCG & FMCD
Medical Company
PF/Gratuity
Reimbursements parties
Insurance Retirement
Benefits Benefits
Special Bonus/Short & Sales
Allowance Long Term Incentive
Incentives Health, Work Pattern,
Wellness Redundancy &
& Diversity Retrenchment
Insurance Phones/ Leaves (Sick,
(Health & Eye) Laptop holiday/personal)
Rewards & Compensation
Pay-at-risk Structure &
HRA/LTA/ Retirement Policies Related Benefits
Clothes
Conveyance Programs
THE STATE OF THE COMPENSATION
AND REWARDS ART profiling sectors

KPO Retail
Paid Paid Sick Core Benefits Health insurance
Vacation Leave

PMI or Private Vacation days Paid sick leave

Life Insurance Medical Insurance

Fitness Medical, Dental

Membership and Vision

Media & Entertainment

Businesses that are seen to be fun
Cheers to Peers: Sher of the places to work at have rather lean
Peer recognition Month
compensation & benefits structures
Jaldi 5 – New
comer recognition

Travel & Tourism

Higher salaries in Packaged Incentives during Free travel for employees
foreign airlines Holidays tourist peak season and their families
 HOW THE REWARD VALUE-RETENTION
RELATIONSHIP FARES TODAY

Economic Value Engage | Recognize | Develop | Lead

Engagement Value
Returns

1 Base pay / Salary 1

2 Career Adv Opportunity 2
3 Confidence in Leadership 0
4 Job Security 0
5 Length of Commute 0
Retention 6 Relationship with Mgr 3
Train Attraction Disconnect and Retention
Disconnect 7 Manage Work Related Stress 4
Disconnect are the engagement
disruptions that occur during the
talent acquisition and retention Time
Attraction Onboard phases, respectively. 1 Base pay / Salary 2
Disconnect 2 Job Security 7
3 Career Adv Opportunity 1
4 L&D Opportunities 6
Invest

5 Challenging Work 3
6 ‘Good Employer’ reputation 4
7 Vacation / Paid Time Off 0
Acquire
• Employee Ranking • Attribute • Employer Ranking

80.0% 72.3% 70.7%

Mismatch between 70.0%

employee-employer expectations 60.0% 53.1%

adversely affects engagement 50.0%
40.3%
40.0%
31.4%
26.2%
TACTICS 30.0%
20.5%
20.0%
• Pay employees above the labor market
• Provide more incentive/bonus opportunities 10.0%
2.1%
• Let key employees know they’re essential to the 0.0%
business
• Create flextime/telecommuting opportunities • Leadership Accessibility 72.3%

• Create a succession plan to replace key individuals • Accelerated Career Development Opportunities 70.7%

• Discuss with key employees their future opportunities

• International Assignments 53.1%
• Discretionary incentive pool 40.3%
within the organization
• Additional learning & development opportunities 31.4%
• Provide cash bonuses for retaining key employees • Retention bonuses for a specified period 26.2%
• Provide meaningful and enriching job designs for key • Discretionary Stock options 20.5%
employees • Split Salary increase budget 2.1%
• Provide key employees with stock options/equity
awards
• Create an extensive benefit package
HOW THE REWARD VALUE-RETENTION
RELATIONSHIP FARES TODAY

The Employee Point of view

Maternity /
Rewards, Perks, Health / Custom / Flexi Paternity
74% Paid Time Off
drive
Wellness,
Financial Benefits
Rewards, Flexi
Work, WFH and
Benefits,
Performance
want benefit
engagement for help loyalty for Insurance Bonus, Stock
programs to join
61% 57% 68% Options motivate
55%
Attraction Engagement Retention Satisfaction Recommendation

Compensation Effectiveness Compensation Satisfaction

120%
Agree Disagree

100%

40%
48% 80%
52%

60%

40%
77% 79% 77% 79%
84%
20%
48% 52% 60%
23% 21% 23% 21% 16%
0%
Junior Middle Senior Compensation/ Being paid Base rate of pay Opportunities Stock options
pay overall competitively with for variable pay
the local market

Although businesses are able to achieve stated objectives with their current C & B
initiatives, employee satisfaction levels are seen to be poor ..
.. Total Rewards are an imminent need of today’s unsatisfied talent

Benefit Satisfaction
120%

100%

80%

60%

71% 65%
40% 68% 66% 64%
57% 51%
52%

20%
33% 27% 29% 31% 28% 25% 21% 23%

0%
Paid time off Benefits overall Health care/ Flexibility to Defined Family-friendly Wellness programs Defined benefit
medical benefits balance life and contribution plans, benefits, such pension plans
work issues such as 401(k) as domestic
and 403(b) plans partnership benefits,
subsidized child care,
scholarships
BEYOND HYPE AND HYPERBOLE
what works and what doesn’t

No Attraction / Appreciation
Benefit inadequacy (e.g. Insurance)
Lack of Budget Discipline
Inability / Unwillingness
Informal rewards/benefits programs Force-fit
Gray Areas/Partial Flexibility
Insincerity
All talk –
no walk

Apathy

Cumbersome

Convenient
Voluntary
Fair, Merit based compensation Benefits
Stability
Work/Life Balance Leadership
Clear, Honest, Focused communication Participation Personalized,
with management and team Need-based
Culture-fit
Respect
Empowerment
Meaningful & Challenging work
Training & Development
Growth Opportunities - Promotion or New Skills
Support The bed rock of Employee Satisfaction
Recognition

Employers should not be (seen to be) faking it. Honest intent and earnest effort are a
prerequisite to making C & B strategies work

Compensation Effectiveness Execution

100%
Human Capital Strategy Customization
10%
Employee Engagement 80% Effective & Consistent Comm

Talent Attraction Align with Biz Objectives

20% 40% 60%

Productivity Increase
40%

20%

30% 25% 50% 87%

0%
WHAT TALENT WANTS
survey across age, qualification, profession and cities

Ranking by C&B Options Preferred Rewards & Recognition

1 Fair/Competitive Salary 1 Cash rewards for Incentives

2 Personalized Healthcare Benefits 2 Appreciation from Management

3 Flexible Hours/WFH Options 3 Holidays & Experiences

4 Rewards & Performance Bonuses 4 Performance Based Promotions

5 Career-oriented Learning Opportunities 5 Public recognition of achievements

6 Short/Long Term Incentives 6 Fair, merit based promotions

7 Liberal Leave/Holiday/Vacation Policies

8 Health & Wellness Programs

The desired workplace Total Rewards – Indispensable

Environment Elements

42%
• Relaxed / Open plan offices
87%
• Personalized Healthcare / Insurance

37%
• In-office recreation/gym / Creche
62%
• Flexi-time / Vacation / Telecommuting

63%
• No / Casual dress codes
36%
• Innovative Rewards

26%
• Sports / Events / Theme parties
29%
• Maternity & Paternity Leave / Child-care

55%
• Menu options at the party
44%
• Wellness Programs / Mentoring / Counseling

19%
• Coffee / Drinks within arms-length
67%
• Career Advancement Opportunities
ANNEXURE
Compensation Structures, Components
and Elements
TYPE OF SALARY STRUCTURE
BY INDUSTRY

MARKET-BASED STEP STRUCTURES

IT & ITeS Construction & Real Estate

BPO Infrastructure
BFSI
E-commerce
Electronics
NO FORMAL
STRUCTURE
TRADITIONAL
Manufacturing

Retail Textile

Power & Energy Engineering

Agriculture Automobile

BROADBANDS OTHER

Health & Pharma FMCG

Hospitality FMCD
Manufacturing & Engineering

Based on industry structures, market forces and environmental influences industries

have tailored their salary structures into one of six types
COMPENSATION STRUCTURES
IN INDIA

TRADITIONAL FLEXIBLE OPTIMIZED EVOLVED

Basic Salary Basic Salary Basic Salary Basic Salary

COLA/DA Flex. Plan Special Allow. Special Allow.
Personal Pay
Special Allow.
LTA LTA LTA
Medical Medical Medical
Edu Allow. Allowances
Bonus/Ex-gratia
Housing Housing Housing
Conveyance Conveyance Conveyance
Variable Pay Variable Pay Variable Pay Variable Pay
Retirements Benefits Retirements Benefits Retirements Benefits Retirements Benefits

Broadly, C & B strategies fall into one of four types based on their adaptation to market
realities, and the degree to which they have evolved
ELEMENTS AND COMPONENTS OF
TOTAL REWARDS

Components of Total Rewards

The typical components and the
building blocks of a Total Rewards C
& B strategy

16%
Elements of Total Rewards
36%

16%
Compensation

16%
16% Work-Life
Integration

Performance
Component – A Management
Basic Salary

Component – B
Allowances/Reimbursements: SA/HRA/LTA etc.
Talent
Component – C
Development
Variable Pay: PLB/AB/Ex-gratia etc.

Component – D
Retirals: PF/Gratuity/Superannuation Rewards &
Recognition
Component – E
Valued Perquisites: Company Car / Mobile
Reimbursements / Lunch Sub Allow etc.

Benefits
PREVALENT PRACTICE

CAR POLICY
percent of the companies have company leased and rest have company owned car option 68%
years is the average car replacement period 4-5

LEAVE ENCASHMENT POLICY

percent of the companies allow leave encashment during tenure and after separation 39%
percent of the companies allow leave encashment only after separation 61%

INSURANCE POLICY
percent of the companies have life insurance policy 72.8%
percent of the companies have accident insurance policy 79.6%
percent of the companies have medical insurance policy 100.0%

MEDICAL INSURANCE COVERAGE

Employee only 15.7%
Employee & spouse 17.4%
Employee, spouse and dependent children 28.9%
Employee, spouse, dependent children and dependent parents/ inlaws 38.0%

GRATUITY AND SUPERANNUATION POLICY

percent of the companies have superannuation policy 41.7%
percent of these companies manage superannuation fund in-house and rest through third party 60.2%
percent of the companies manage gratuity fund in-house and rest through third party 68.1%

LONG TERM INCENTIVE PLAN

percent of the companies have LTI plan 46.4%
percent of these companies extend LTI plans across all levels and rest at select management levels 55.0%

PREVALANCE OF VARIABLE PAY PLANS

Team Awards 33.6%
Special recognition awards 59.0%
Functional/Business unit 50.7%
Organisational 62.9%
Individual performance awards 85.6%
 BEATING THE CONVENTION
what rewards do new age businesses dole out

EDUCATION ASSISTANCE

FITNESS PROGRAMS
(FOR HIGHER STUDIES)
GIVE THEM
EMPLOYEE A GIFT CARD
COMPANY

S T O C K SERVICE AWARDS
PURCHASE PERSONAL
PROGRAM ACCIDENT /
RECREATIONAL GAMES

CORPORATE INSURANCE
SWAG

CREDIT CARD
SCHEME
F L E X
MENTORING/
BANDING
BROAD

TIME/
REMOTE DEVELOPMENT
WORK PROGRAMS
COMPANY LEASED ACCOMMODATION

CHILD CARE ASSISTANCE New-age businesses have arrived

JOB
at a relatively better balance of
COMPRESSED value and excitement in their
WORKWEEK benefits package ..

SHARING .. They bring elements of fun,

financial innovation and work-life
balance, together
M O D I F I E D EL D ER C A R E
RETIREMENT AS S IS T A N C E

All the above elements listed in the word-clouds are practices in some of the best start-up unicorns and acclaimed new-age
businesses
Corporate Office
6th Floor, BMTC Commercial Complex, 80 Feet Road,
Koramangala, Bangalore - 560 095, Karnataka, India

Tel: + 91-80-3300 2345

Fax: + 91-80-3324 3001

Email: [email protected]

Website: www.teamlease.com

Follow Us