Surveys & Reports

What Is Available from Wilson Group Publications?

Here is the information you need to help make decisions about your compensation plans. Purchases are made through PayPal and the report will be sent via email from Wilson Group.

whitepaperBoth Reports for 2017-2018: Trends in Compensation and Sales Compensation Practices Survey Report
December 2017  $200.00

Individual descriptions below.


whitepaperTrends in Compensation 2017-2018 December 2017  $75.00

Find out what other companies are planning for their total compensation practices in 2018. This report provides information and insights on economy and staffing projections, merit pay increases, base salaries, variable pay, sales compensation plans, equity based compensation and other forms of total rewards. Conducted in collaboration with Bose Corporation, this survey report includes information by company size and primary industries representing Technology, Retail and Consumer Products, Professional Services, Financial Services and Manufacturing.


whitepaperWilson Group 2017-2018 Sales Compensation Practices Survey Report November 2017  $150.00

It is often said that if you put a “good” person into a “bad” system, the system will win every time. Because sales compensation plans have such a high influence on the behaviors and beliefs of the sales force, it is imperative that they work well for both the company and the sales people. This Report is the summary of our special survey conducted in the Fall of 2017 and we have included data from other studies on best practices and research on sales compensation. It includes information from technology, manufacturing, financial services, professional services and retail industries.


whitepaperSeverance and Paid-Time Off: Results from the Special Survey – February 2017  $75.00

We have been asked by numerous clients about what companies do when they are making staffing reductions due to acquisitions, reorganizations or changes in corporate direction. We conducted a special survey to examine Severance and Paid-time-off policies and practices to understand what organizations are doing today. What is the typical severance given to individuals terminated due to a reorganization? What is the amount of vacation time individuals can carry forward to the next year? We examined these policies and other areas as they apply to multiple levels within the organization. Forty five companies participated in this survey from a variety of industries including Technology, Manufacturing, Healthcare, Education, Financial Services, Retail and more. These issues may not be a current priority, but when you need this information, this report will provide an easy to understand resource. You may also find a nugget of wisdom to give you a competitive advantage in the talent market.


whitepaperTotal Compensation Planning: Review of 2016 – Projections for 2017

This survey, conducted in collaboration with BOSE Corporation, was created to fill an important gap in information about compensation plans. As companies consider changes in their business strategies and develop their plans for 2017, it is often very important to examine the projections and trends regarding compensation plans. With the uncertainty of a new administration in Washington, it is important to examine what firms are considering regarding their talent and total compensation practices. This report provides information and insights on overall compensation plans – base salaries, variable pay, sales compensation plans, and equity based compensation and other forms of total rewards. We will look at current practices and the projections and plans for improvements for 2017.


whitepaperSales Compensation Practices: Survey Report 2014-2015

This third annual report includes valuable information on how companies structure and assess the key success factors of their sales compensation plans, overall and for four key positions. The survey includes information from 27 companies. The majority of companies come from these industries – Technology (22%), Consumer Products/Retail , Manufacturing  and Insurance (each had the same number of participants – 19%), Professional Services/Communication(15%), and Life Sciences (7%). We collected information including actual salary and total target earnings, for four sales positions: Direct Sales , Account Manager, Inside Sales Representative, and Sales Manager.


whitepaperFlexible Work Options Survey Report –October 2014

The Survey of Flexible Work Options was conducted by Wilson Group, Inc. The objective of this survey is to identify current policies and practices related to flexible work arrangements as well as changes to them for employees at organizations in New England.

The sources of information utilized in this report are:

  • New England Compensation Consortium members
  • Direct contact with Wilson Group Network
  • Direct requests to Boston area health plans
  • Published surveys and research

The effective date of the information contained in this survey is September – October 2014.


whitepaperReport of Top Administrator Compensation in Massachusetts Independent Schools – May 2014

This survey report provides competitive compensation information on the following top administrator positions in independent secondary schools in Massachusetts:

    • Head of School/President
    • Head of Finance/Business Manager
    • Principal/Head of School
    • Head of Advancement/Development
    • Head of Buildings/Facilities/Operations

This report provides detailed information by school and position collected from the public records (990 tax forms) filed by independent schools in Massachusetts and relevant matches from proprietary salary databases. In addition, this report contains confidential data on three schools that are not required to file 990 tax forms because of their religious affiliation.

The salary information from the 990 tax forms is reported by school and by position since it is public data. The information collected confidentially is only reported in aggregate with the 990 data.


whitepaperWilson Group Sales Comp Practices Survey 2013-14

This report builds on and improves the information from our 2012-2013 report, and includes valuable information on how companies structure and assess the key success factors of their sales compensation plans, overall and for five key positions. The survey includes information from 26 companies. The majority of companies come from four industries – technology (25% ) and consumer products/retail , manufacturing  and professional services/communication which all had the same number of participants (18%). Other industry segments included bio-technology and insurance (each with 11%). We collected information, including actual salary and total target earnings, for five sales positions: Direct Sales Executive, Account Manager, and Channel (Indirect) Manager, Inside/Tele Sales Representative, and First Level Sales Management.


whitepaperReport of Executive Compensation in Orchestras and Performing Arts Centers

June 2012 – This report provides competitive compensation information on executive compensation for the top tier orchestras and performing arts centers. The information in this report should enable you to assess the competitiveness of the compensation paid to your organization’s executives, and determine strategies to continue to retain and reward these executives. This report provides the 25th, 50th and 75th percentile base salary, total cash compensation and total direct compensation as reported in the most current IRS 990 filings of these companies. The data is presented separately for orchestras and performing arts centers and then combined into a single data set. Data is presented on the following executives: 1. Top Executive – Chief Executive Officer/President/Executive Director/Managing Director 2. Chief Operating Officer 3. Chief Financial Officer 4. Chief Marketing Officer


whitepaperRewarding Sales Performance: Aligning Sales Effectiveness and Total Rewards in Times of Organizational Change

One of the groups most impacted during a major organizational change is the sales force. Changes in the functional responsibilities, sales process and sales compensation provide both significant challenges to retain the commitment of the sales force and new opportunities for process innovations and revenue growth. These types of organizational changes include:

  • A major realignment of the sales organization
  • A merger or acquisition of another organization with an established sales organization
  • A major shift in sales strategy
  • Changing sales account and market responsibilities
  • Creating or eliminating an independent sales organization
  • Divesting a part of the overall company whose products are currently sold by the existing sales force

Rewarding Sales Performance: Aligning Sales Effectiveness and Total Rewards in Times of Organizational Change addresses how to align the sales compensation plan with an organization that is undergoing major change. It discusses the ten critical steps involved in the development of a highly effective sales compensation plan. Each of the steps are described in detail in times of organizational change, providing significant and useful information. It is intended to educate senior sales management, finance, human resource and compensation professionals – all those who partner to create effective total rewards for their sales force. This work is authored by sales compensation experts Tom Wilson, Susan Malanowski and Rhonda Farrington of Wilson Group. They have used their client experiences to develop and refine a sound and successful framework. The booklet progresses through each of the 10 critical steps. These steps can be referenced in part or in total, based on the readers’ approach to learning and utilizing the information.


whitepaperMarket Research Findings: Hourly Employee Engagement and Reward Systems

October, 2009 – The purpose of this study was to examine what companies are doing to improve their employee experience and engagement, and to examine what determines the best practices in these programs. We’ve identified the critical elements to engaging and improving the productivity of the hourly workforce, what makes reward systems effective in driving desired behaviors and performance, and have identified and described companies that have highly effective practices. This information can then serve to support the strategy and initiatives your company utilizes to achieve the desired improvements in performance.


whitepaperChanges for Challenging Times A Special Report of the 2008-2009 Survey on Business Conditions and Actions

December, 2008 – Organizations and people now face the challenges of serious economic conditions. The Wilson Group conducted a survey in late November 2008 to determine how companies are responding to these challenges. Over 140 companies with a major presence in New England responded to questions that addressed what they have implemented in 2008 and are considering for 2009. We asked about their projections for business conditions as well as the level of anticipated pay increases, bonus payouts, and equity awards as a reflection of these conditions. Much has been said in the media about significant cost and staff reductions, and we wanted to know in more concrete terms where and what is happening. This Report provides an overview of current market conditions, a summary of the survey responses and the actions companies are taking overall as well as by industry, the findings of particular interest from our analysis and ideas for addressing emerging challenges.


whitepaperChanges in Variable Pay Plans for 2007 — 2008

October, 2007 – In response to both competitive pressures and global opportunities, many companies are implementing major changes. These changes often have direct impact on the performance requirements and compensation plans. This Survey Report examines the effectiveness of five major types of variable pay plans and identifies the specific changes companies are adapting to improve performance. This is one of the first surveys to examine the key elements of successful variable pay plans. It provides an in-depth analysis of:

  1. the business context and prevalence of various types of variable pay plans,
  2. the assessment of these plans as well as the changes planned for 2007 and 2008, and
  3. our observations and commentary on what we learned and recommend for 2008.

whitepaperTop Administrator Compensation in Independent Secondary Schools (2007)

Published 2007 – This Report provides competitive compensation information on the top administrator positions in independent secondary schools in Massachusetts. It includes detailed information by school and position collected from the public records (990 tax forms) filed by independent schools in Massachusetts. In addition, this report contains confidential data on four schools that are not required to file 990 tax forms because of their religious affiliation who participated in a survey sponsored by Boston College High School. The salary information from the 990 tax forms is reported by school and functional title for 13 positions since it is public data, while independent school information was collected confidentially on their top four to five positions and is only reported in aggregate. The report will provide you with base salary, benefits and expenses for the following positions:

  • President/Head of School
  • Principal/Headmaster
  • Development
  • Finance
  • Admissions
  • Assistant Head of School
  • Assistant Headmaster
  • Athletic Director
  • College Counseling
  • Dean
  • Department Head
  • Facilities
  • Information Technology

This report is a valuable resource for those in secondary educational institutions who want to understand the market competitiveness of their top administrator’s compensation in a highly competitive market of independent schools.


whitepaperFaculty Compensation and Benefits Survey of Secondary Schools (2007)

November, 2007 – This report provides comprehensive information on compensation and benefits in independent secondary schools in Massachusetts. The report summarizes the results of a special survey on salary structure practices, the annual salary and bonus levels by degree and experience, and benefits offered among 21 leading secondary institutions that was sponsored by Boston College High School and conducted by the Wilson Group. It will provide you with key information like:

  1. How many organizations have salary structures,
  2. What are the 25th, 50th and 75th percentiles of each level and step in the structure,
  3. How much money is awarded in the form of stipends and longevity bonuses,
  4. What is the cost sharing on benefit programs, and
  5. What are the most prevalent benefit plans offered.

It also compares salary structure pay levels of independent schools with public schools, and provides important analysis and commentary on the development of these programs. The Report is a valuable resource for those in secondary educational institutions who have or are considering developing faculty salary structures.