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ROMANIA 2017 SALARY GUIDE BUSINESS SERVICES CENTRES haystalentsolutions.com
Cosmin Pătlăgeanu
President
ABSL
The Romanian shared services and outsourcing market
has experienced significant development in recent years,
Dear Members and Partners, new investors see Romania as having a strong advantage in
the technical capabilities of its workforce along with their very
As the leading organization in the industry of business diverse language skills. At the same time, already existing
services, with the aim to offer support and insights in business services centres (BSC) are expanding the scope
Małgorzata
Jasińska-Dyla
this constantly growing sector, ABSL, in collaboration
and complexity of the processes or activities they support CEE Managing Director
with its Strategic Partner, Hays, would like to introduce Hays Talent Solutions
a new Report focused on the salary and compensations regionally or even globally from Romania. This is driving high
area in the industry. demand for talent in the market, challenging companies to
position themselves as an employer of choice.
As the number of employees in the industry is growing so
is their mobility. Therefore, it is important to know and be
able to respond to their needs, while maintaining a high Looking to respond to BSC employers’ need to have clear
level of performance and promoting a rewarding and insights on salary ranges and benefits practices in their
stable workplace. industry, ABSL have partnered with Hays to conduct the first
salary and benefits survey directed at the Romanian business
I would like to thank Hays for being our trusted partner
services market.
in elaborating this report and the member and non-
member companies which responded to our survey.
The report gives an overview of the current salary ranges
Cosmin Pătlăgeanu
being offered by function, role and seniority – allowing
ABSL President
employers to adjust their current packages and future offers
to meet going rates.
We would like to thank all those who responded to the
survey, which has allowed us to create a valuable report
for the industry. We look forward to continuing this research
in future years.
Report prepared by Hays in cooperation with ABSL
Romania 2017 Salary Guide | 3
METHODOLOGY AND PARTICIPANTS
The first version of the survey design was proposed by Seventeen responses were received for Bucharest but not
Hays to ABSL board members. In order to have a better all of them had data for each job area, so final data was
understanding of the key areas of interest companies calculated by using the minimum of six responses for
might have, consultation sessions were conducted with each job role:
several ABSL members during which the initial survey
form was adjusted to better meet their needs. • Accounts Payable
The final version of survey was sent to ABSL members • Accounts Receivable
and companies operating in the industry for completion,
keeping a strong focus on respondent confidentiality. • General Ledger
In total over four-hundred company representatives
operating in Romania received the invitation to • Customer Service
participate. Respondents were asked to disclose their
location by city to make sure the data gathered was • Order Management
representative of the whole country.
• Supply Chain
The survey covered twenty-one different job roles with
the majority of them being in IT, Finance and Customer Please note that the salary data was collected exactly
Support. Each job role had been split by level of as provided by the survey participants, who were tasked
experience and a short description had been provided on with ensuring the data they provided was accurate. Due
each of the levels to ensure common understanding with to the anonymity of the survey Hays was not able to
the respondents. A minimum of six responses were verify the validity of the data provided.
needed for each level of experience in order to properly
assess the data and publicise the results. Unless otherwise stated the salary data is presented as
median, first quartile and third quartile.
The total number of respondents was nineteen however,
one response was eliminated due to lack of consistent For more detail on the survey respondents and
data. Only two responses were collected for Timisoara organisations, please review the information described
and Iasi so these had to be excluded from the final report. in the following pages of the report.
4 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 5
SALARY REPORT
GENERAL LEDGER ACCOUNTS PAYABLE
Area description: Creating simple reports, e.g. cash flow; month closing, Area description: Processing payments, contact with vendors,
preparing VAT declarations invoice processing
Gross monthly salary in RON Gross monthly salary in RON
Position Years of 1st 3rd Position Years of 1st 3rd
Position description Median Position description Median
name experience Quartile Quartile name experience Quartile Quartile
Junior Works under the supervision of more senior Junior Works under the supervision of more senior
0-1 yrs of exp. 3 375 3 500 3 875 0-1 yrs of exp. 3 275 3 500 3 908
Accountant colleagues Accountant colleagues
Works independently, requires little or no Works independently, requires little or no
Accountant 1-3 yrs of exp. 4 500 4 700 5 438 Accountant 1-3 yrs of exp. 4 054 4 375 5 369
supervision supervision
Senior Responsible for part of the process, helps Senior Responsible for part of the process, helps
3+ yrs of exp. 5 500 5 600 5 704 3+ yrs of exp. 4 465 5 000 6 729
Accountant more junior colleagues Accountant more junior colleagues
Responsible for managing a team of 5-10 Responsible for managing a team of 5-10
Team Leader 5-10 FTEs employees, acts as a point of escalation for 7 500 8 150 8 365 Team
5-10 FTEs employees, acts as a point of escalation for 5 500 7 000 7 221
the most complicated issues Leader
the most complicated issues
Process Process
min. 20 FTEs Responsible for the whole process 10 650 12 800 15 807 min. 20 FTEs Responsible for the whole process 9 000 10 038 13 466
Manager Manager
Methodology note: Methodology note:
• 1st Quartile is the value that splits off the lowest 25% of data from the highest 75% • 1st Quartile is the value that splits off the lowest 25% of data from the highest 75%
• Median is the middle number in the dataset, exactly 50% of responses is lower and higher than this value • Median is the middle number in the dataset, exactly 50% of responses is lower and higher than this value
• 3rd Quartile is the value that splits off the highest 25% of data from the lowest 75% • 3rd Quartile is the value that splits off the highest 25% of data from the lowest 75%
Median is typically used to describe salary data instead of Mean because it is not skewed so much by extremely large Median is typically used to describe salary data instead of Mean because it is not skewed so much by extremely large
or small values, and so it may give a better idea of a “typical” value. or small values, and so it may give a better idea of a “typical” value.
6 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 7
SALARY REPORT
ACCOUNTS RECEIVABLE CUSTOMER SERVICE
Area description: Issuing invoices and notes, collecting receivables Area description: Communicating with customers by phone, e-mail or chat,
answering questions, providing information
Gross monthly salary in RON Gross monthly salary in RON
Position Years of 1st 3rd Position Years of 1st 3rd
Position description Median Position description Median
name experience Quartile Quartile name experience Quartile Quartile
Junior Works under the supervision of more Junior Works under the supervision of more
0-1 yrs of exp. 3 350 3 500 4 375 0-1 yrs of exp. 3 188 3 592 3 950
Accountant senior colleagues Specialist senior colleagues
Works independently, requires little or Works independently, requires little or
Accountant 1-3 yrs of exp. 4 000 4 500 5 180 Specialist 1-3 yrs of exp. 3 488 4 581 4 700
no supervision no supervision
Senior Responsible for part of the process, helps Senior Responsible for part of the process, helps
3+ yrs of exp. 4 500 5 200 6 577 3+ yrs of exp. 4 225 4 850 5 515
Accountant more junior colleagues Specialist more junior colleagues
Responsible for managing a team of 5-10 Responsible for managing a team of 5-10
Team
Team Leader 5-10 FTEs employees, acts as a point of escalation for 6 625 7 000 8 219 5-10 FTEs employees, acts as a point of escalation for 6 750 6 996 7 000
Leader
the most complicated issues the most complicated issues
Process Process
min. 20 FTEs Responsible for the whole process 9 000 9 875 11 695 min. 20 FTEs Responsible for the whole process 9 125 10 750 13 687
Manager Manager
Methodology note: Methodology note:
• 1st Quartile is the value that splits off the lowest 25% of data from the highest 75% • 1st Quartile is the value that splits off the lowest 25% of data from the highest 75%
• Median is the middle number in the dataset, exactly 50% of responses is lower and higher than this value • Median is the middle number in the dataset, exactly 50% of responses is lower and higher than this value
• 3rd Quartile is the value that splits off the highest 25% of data from the lowest 75% • 3rd Quartile is the value that splits off the highest 25% of data from the lowest 75%
Median is typically used to describe salary data instead of Mean because it is not skewed so much by extremely large Median is typically used to describe salary data instead of Mean because it is not skewed so much by extremely large
or small values, and so it may give a better idea of a “typical” value. or small values, and so it may give a better idea of a “typical” value.
8 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 9
SALARY REPORT
ORDER MANAGEMENT SUPPLY CHAIN (SUPPLY PLANNING)
Entering and processing all incoming customer orders, preparing the Planning and ensuring the appropriate level of inventory availability of the
necessary documentation and ensuring high data quality assigned materials/finished goods.
Gross monthly salary in RON Gross monthly salary in RON
Position Years of 1st 3rd Position Years of 1st 3rd
Position description Median Position description Median
name experience Quartile Quartile name experience Quartile Quartile
Junior Works under the supervision of more Junior Works under the supervision of more
0-1 yrs of exp. 3 275 3 600 3 874 0-1 yrs of exp. 3 275 3 867 4 050
Specialist senior colleagues Specialist senior colleagues
Works independently, requires little or Works independently, requires little or
Specialist 1-3 yrs of exp. 3 925 4 400 4 656 Specialist 1-3 yrs of exp. 4 100 4 500 4 934
no supervision no supervision
Senior Responsible for part of the process, helps Senior Responsible for part of the process, helps
3+ yrs of exp. 4 670 5 350 5 724 3+ yrs of exp. 5 081 5 500 6 407
Specialist more junior colleagues Specialist more junior colleagues
Responsible for managing a team of 5-10 Responsible for managing a team of 5-10
Team Team
5-10 FTEs employees, acts as a point of escalation for 6 881 7 500 10 818 5-10 FTEs employees, acts as a point of escalation for 6 546 7 000 7 476
Leader Leader
the most complicated issues the most complicated issues
Process Process
min. 20 FTEs Responsible for the whole process 9 500 11 625 11 938 min. 20 FTEs Responsible for the whole process 8 500 10 000 10 047
Manager Manager
Methodology note: Methodology note:
• 1st Quartile is the value that splits off the lowest 25% of data from the highest 75% • 1st Quartile is the value that splits off the lowest 25% of data from the highest 75%
• Median is the middle number in the dataset, exactly 50% of responses is lower and higher than this value • Median is the middle number in the dataset, exactly 50% of responses is lower and higher than this value
• 3rd Quartile is the value that splits off the highest 25% of data from the lowest 75% • 3rd Quartile is the value that splits off the highest 25% of data from the lowest 75%
Median is typically used to describe salary data instead of Mean because it is not skewed so much by extremely large or Median is typically used to describe salary data instead of Mean because it is not skewed so much by extremely large
small values, and so it may give a better idea of a “typical” value. or small values, and so it may give a better idea of a “typical” value.
10 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 11
SALARY REPORT INDUSTRY OVERVIEW
Monthly language bonus in the form of lump sum for employees having an Non-financial benefits for employees in managerial roles
advanced knowledge and working in the selected languages For employees in managerial roles, over 75% of respondents said their company was offering a company car for private
use as a non-financial benefit. In general the other non-financial benefits remain largely the same as for operational
employees although it seems those in managerial roles have less options available to them.
Gross monthly salary in RON
Language 1st Quartile Median 3rd Quartile
Non-financial benefits for employees in operational roles
All respondents said their company is offering meal tickets as a non-financial benefit to employees. Other top non-financial
Bulgarian 0 0 775 benefits on offer include flexible hours (74%) and extra vacation days (74%). Also, the possibility to work from home was
an option in more than half of the respondents’ companies and 22% of employees were able to keep their benefits during
Czech 0 215 762,25 maternity leave.
Danish 835 1000 1300
Meal tickets 100%
Dutch (incl. Flemish Dutch) 200 1000 1300 Possibility to work flexible hours 74%
Extra vacation days 74%
English 0 0 100
Possibility to earn a bonus 70%
Finnish 835 1000 1300
Private healthcare – medical subcription 59%
French 0 120 400 Possibility to work at home 56%
Discounts for various products or services 56%
German 140 700 900
Private healthcare – medical assurance 44%
Greek 0 215,5 782 Education allowance for stuies or external training 44%
Reimbursement for public transport 41%
Hungarian 0 0 631,5
Sports/wellness card 37%
Italian 0 100 375
Other (please specify) 26%
Norwegian 835 1000 1300 Keeping the benefits during maternity leave 22%
Additional life insurance 22%
Polish 130 550 1000
Company car for private use 4%
Portuguese (incl. Brazilian Portuguese) 0 120 833
0% 20% 40% 60% 80% 100% 120%
Russian 0 260 662,5
How many extra holiday days do you offer above the minimal legal requirement
Spanish 0 100 292,5
These figures support the previous finding that extra vacation days are the third most popular non-financial benefit
offered by companies. The average number of extra days on offer was five with a range of between two and nine days.
Swedish 450 1000 1300
Turkish 0 275 782
Min: 2 Max: 9 Avg: 5
12 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 13
WORK FOR HUMANS AND ROBOTS?
Although as many as nine in ten business service centres A CHANCE, NOT A THREAT
in Romania use automation to conduct their business, The introduction of automation and modern technology
employment in the industry is still growing rapidly. The is designed to eliminate simple tasks that cause
increasing level of advancement in the processes offered dissatisfaction and high staff turnover. For industry
in Romanian centres means that employers are still looking companies it is employees who are most important,
for skilled professionals, while using new technologies for because more than three quarters of the players on the
simple and repetitive processes. market are planning to increase employment in the near
future. At the same time, the automation which is being
The tedious and little developing practices of the accounts used on an increasing scale, is forcing us to define certain
receivable process are no longer synonymous with working in positions and areas of the centres’ activities.
business service centres. Increasingly, robots are taking over
these routine tasks. In many companies, specialised software
selects the approved invoice, and then checking the document
type books it directly into the accounting program. The system
also takes into account the defined exceptions that require
different types of accounting processes. As a result, in an
hour’s time it does the job, which would take a human all day
to do. In addition, it does the job without errors.
The introduction of
automation and modern
technology is designed to
eliminate simple tasks that
cause dissatisfaction and
high staff turnover.
According to business services market experts, automation
According to our survey as well as the most recent ABSL is not a threat – and it will not become one for a long time –
Outsourcing Industry Report close to 90% of companies in to employees and their jobs. Increasingly higher proportion
Our global scale the modern business services industry are already using either of projects supported in Romania are advanced processes,
basic, robotic, autonomic or advanced process automation which at the present stage of technological development
and in-depth local in their services. Most of them use the machines for routine, cannot be entrusted to software. These are processes that
manual tasks at the first and second levels of advancement. require expertise, solid competence or direct contact with
knowledge, the Now that the service centres in Romania are effectively another person, often conducted in many foreign languages.
seeking to support more complex and profitable processes, Therefore, business service centres will continue to employ
research methodology those less advanced are increasingly subject to automation. experts and polyglots, and rely more on automation of
standard and repetitive processes, which do not require,
we use together with Companies specialising in the outsourcing of business or only partially require human involvement. Automation
processes are pioneers in technology automation, because is increasingly supported by powerful technologies - many
our extensive candidate thanks to them they are becoming more competitive. It tools no longer need, or require minimal programming skills,
is estimated that in the modern business services sector, which increases their availability. Ultimately, however, it is
networks all combine to currently about 10% of tasks are automated, and this the human who is the highest authority, ensuring the proper
number will continue to rise. quality of automated processes.
help you achieve your
14 | Romania 2017 Salary Guide hiring objectives Romania 2017 Salary Guide | 15
INDUSTRY OVERVIEW
Sector Number of locations in Romania
The majority of respondents work for Commercial and Professional Services companies (28%), followed by Information The majority of companies surveyed are based in one (41%) or two (34%) locations in Bucharest.
Technology and BPO companies.
Commercial & Professional Services (i.a. Business 45%
Support Services, HR Services, Legal Services, 28% 41%
Research & Consulting Services)Telecommunication
40%
Information Technology 19% 34%
35%
Other (please specify) 13%
30%
Energy, Materials & Utilities (i.a. Oil & Gas, Chemicals,
Paper & Forest Products, Metals & Mining) 9%
25%
Consumer Goods & Services (i.a. Automobiles & Auto
Parts, Food & Beverages, Media, Retailing, Leisure)
9%
20%
BFSI: Banking, Financial Services, Insurance 9%
15% 13%
Industrial Goods 6%
10%
6% 6%
Telecommunication Services 3%
5%
Transportation (i.a. Airlines, Logistics) 3%
0%
0% 5% 10% 15% 20% 25% 30% Only one Two Three Four Five and more
Employment Average level of voluntary attrition
The large majority of respondents came from companies with over 100 full-time employees (90%) while 23% of these 25% of the respondents said their company has an average voluntary attrition level of 21-25%. While 21% reported
were companies with more than 1,000 full-time employees. average of attrition over 30%, more than 50% of the respondents companies’ have an average of voluntary attrition
below 20%.
More than 1,000 FTEs 23% 30%
25%
750-1,000 FTEs 13% 25%
500-740 FTEs 7% 20%
18%
14% 14%
15%
250-500 FTEs 17%
10%
100-250 FTEs 30% 7% 7% 7% 7%
5%
Less than 100FTEs 10%
0%
0% 5% 10% 15% 20% 25% 30% 35% 0%
0-5% 6-10% 11-15% 16-20% 21-25% 26-30% 31-35% 36-40% More than 40%
16 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 17
INDUSTRY OVERVIEW
Plans to increase headcount in the next year Plans to expand/reduce activity in the next year Which statement best desbribes the level of Company business model
process automation in your business centre
The expanding activities of companies is influencing their More than half of the respondents have expressed the Respondents were fairly balanced between the three
decisions on headcount, with 50% of respondents saying intention to expand their local activity in the next 12 Following the general global trend for automation main company business models of commercial provider/
they will definitely grow their headcount in the next 12 months. The expansion is linked to either new activities adoption, the majority of respondents’ companies have outsourcing centre, internal unit/captive centre and
months. 27% of respondents also felt their company would for the same customer (27%) or new activities but for new implemented at least a low level of automation in their Hybrid model (both internal and external clients).
probably increase headcount in the next 12 months while customers (37%). At the same time, 23% of respondents processes. However, there is a significant number who are
only 10% said their headcount would remain the same. declared that in the next 12 months their company will already working with advanced process automation.
focus on stabilizing and optimizing their current activities,
regardless of the type of customer they are serving.
Only 13% have no plans to change their current activities. 17%
10% 10%
37%
13%
13% 13%
27%
50% 45%
13% 47%
27%
23%
19% Hybrid model (both internal and external clients)
37%
Definitely yes Don’t know yet Internal unit/captive center
Autonomic Process Automation (automation
of complex rules, instructed data)
Probably yes Probably no Commercial provider/outsourcing center
Expansion of activities – new activites, Advanced Process Automation (pre-cognitive
the same customers & cognitive solutions)
Expansion of activities – new activities, Not applicable
new customers
Stabilisation and optimisation of current Basic Process Automation (simple VBA scripts,
activies (the same of new customers) spreadsheet based simple data)
Robotic Process Automation (RPA tools, simple
No plans to change current activities rules, structured data)
New positions added in the next year
Approximate number of foreign nationals employed in organisations
The maximum number of new positions respondents expect will be added to their company in the next 12 months is
500 FTEs. The average is 154 new positions while the minimum is 25. These numbers support the previous findings on There was a wide range in the number of foreign nationals employed by the respondents’ companies but as the average
headcount growth. was only four this would suggest expats do not have a significant footprint in these organisations.
Min: 25 Max: 500 Avg: 154 Min: 0 Max: 54 Avg: 4.4
18 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 19INDUSTRY OVERVIEW
MAIN RESULT OF THE SURVEY
Languages spoken by customers
On average four foreign nationals are present in the More than 50% of respondents have said their company
For 73% of respondents, English is the most frequently spoken foreign language by the customers served by their respondents’ company, with the highest number being intends to increase headcount in the next 12 months, either
companies. This is followed by French (68%), German (68%) and Spanish (55%). 54. Taking in to account the majority of the BSCs based because they are growing their client portfolio or because
in Bucharest are employing bilingual professionals this they are diversifying the services they offer to their current
may increases the need to hire from abroad. If a company clients. The average headcount of the respondents’ companies
English 73% is experiencing a talent gap one option would be cross- was 154 FTEs although for some companies this was a much
border recruitment while offering relocation support. higher number. We can assume that the companies’ expansion
German 68%
plans have been successful due to the increase in headcount,
French 68% 13% of respondents said they worked within an advanced however, this may create more competition for talent which
automation environment while 45% said they worked means employers will need to develop creative candidate
Romania 64%
within a low level automation environment. This supports attraction strategies and offer strong salary and benefits
Spanish 55% the general global trend of automation adoption across packages. This industry is growing at such a rate that there will
industries. It is estimated that 35% of skill sets which be more focus on collaborations and partnerships between
Russian 55% are considered important in today’s work environment companies in the sector going forward.
Italian 55% will be subject to change in future. These changes in key
skills required will trigger the development of new roles, The top three non-financial benefits offered to operational
Polish 50% particularly within STEM, and will influence a new hierarchy employees were meal tickets, flexible working hours
Turkish 45% of top soft skills required in the work environment. and extra vacation days. For managerial roles, 75% of
companies in the survey offered a company car for private
Greek 45% 50% of respondents said their company had average voluntary use. Many of the benefits on offer were related to flexibility
41%
attrition below 20%. This is similar to the result in the last (flexible working hours, option to work from home and a
Hungarian
year’s ABSL & KPMG report, indicating stability. This stability flexible benefits package). This reflects the evolution in
Czech 36% can be explained as a consequence of the diverse actions put working values of the younger generation who value work-
in place by companies in previous years to retain employees. life balance more than their predecessors.
Portuguese (incl. Brazilian Portuguese) 32%
On the other hand, the high attrition rate in the outsourcing
Dutch (incl. Flemish Dutch) 32% industry compared to other industries can be explained by the The survey results suggest that for certain languages
average seniority level of employees, as the majority are at (especially Scandinavian ones) the market is candidate
Swedish 23%
entry level and so are more open to other opportunities than driven. This means companies will have to offer larger
Norwegian 23% senior colleagues. salaries and benefits to attract these candidates.
Finnish 23%
Danish 23% Fast Facts
Bulgarian 23%
19 companies participated in the survey of which
Slovenian 18% 17 provided data for Bucharest, employing in
Slovak 14% total over 10,000 employees. The companies
Serbian 14%
were from commercial provider/outsourcing
centre (47%), internal unit/captive centre (37%)
Hebrew 14% and hybrid models (17%).
Arabic 14%
The majority of respondents came from medium
Croatian 9% or large companies, 90% had over 100 employees
Ukranian 5% while 23% has more than 1,000.
Hindi 5% The number of responses made it possible
to calculate salaries in Bucharest for six jobs
0% 10% 20% 30% 40% 50% 60% 70% 80%
areas, each structured by seniority level.
20 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 21WE ARE HAYS Our global scale and in-depth local knowledge, the
research methodology we use together with our
extensive candidate networks all combine to help you
ABOUT ABSL
Connections Consult, CRH Ciment Romania, DB Schenker,
Deloitte Audit, DXC Technology, Ernst & Young, Eucom
Business Language, Genpact Romania, Global Remote
Hays is the leading global specialist recruitment achieve your hiring objectives. As our partner, you can Association of Business Service Leaders in România Services, Goodyear Dunlop Tires Operations Romania, HP
group placing professional candidates in permanent, also expect a number of added benefits, including market (ABSL) is the most important organisation representing Enterprise, HP Inc Romania, Luxoft Professional Romania,
temporary and interim positions. We operate across insight and benchmarking data from our specialism the bussiness services sector, bringing together Mazars Consulting, Microfocus, Microsoft Romania, Mood
the private and public sectors offering tailor-made salary guides – enabling you to make informed decisions. the most important market companies operating in Media, Office Depot Service Center, OMV Petrom Global
contingency recruitment services, executive search areas such as Shared Services Center (SSC), Business Solutions, Optima Solutions Services, PwC Romania,
and recruitment outsourcing solutions. With over 15 years’ of local experience on the Central Process Outsourcing (BPO), Information Technology Process Solutions, Procter & Gamble Marketing Romania,
Eastern Europe (CEE) market, we have helped to Outsourcing (ITO) Research and Development (R & D). Renault Business Services, Samsung SSCE, SCC Services
Our combination of deep expertise across a wide build the business services sector and become an Romania, SELIR, Societe Generale European Business
spectrum of specialised industries and professions unrivalled expert in multilingual recruitment. Having The role of ABSL Romania is to support the expansion Services, Stefanini Romania, TELUS International, TMF/
makes us unparalleled recruiters in the world of a largest team of Business Services consultants who of the Business Service sector and its transformation UCMS Group Romania, UniCredit Business Integrated
work. With over 10 000 staff in 250 offices across recruited for over 150 centres in the CEE region and into an important vector of Romania's economic growth. Solutions, Valoris Center, Vauban IT, Veeam Software,
33 countries, last year we placed around 70,000 our own EMEA Centre of Excellence, we know only The association achieves its goals by facilitating the Vodafone Shared Services Romania, Webhelp, Wipro
people into permanent jobs and around 240,000 into too well the difficulties such organizations may face in collaboration of the main players, as well as engaging Technologies and WNS Global Services Romania.
temporary assignments. recruiting the best talent. Working intensively with GBS authorities and interest groups in developing the key
organisations in Romania we have proven our ability to operational aspects of the industry. ACCA, COS, Fine Law, HAYS, I Future, JLL, KPMG and
Every day we help clients simultaneously dealing deliver on singular vacancy assignments as well as in SKANSKA also support ABSL as strategic partners of the
with talent shortages in certain markets, while volume recruitment projects as a Master Vendor or RPO The ABSL Romania includes both local and multinational association.
having to reshape workforces in others. The nature of provider. Our expertise has been acknowledged by the companies, regional and global leaders such as:
employment is also changing fast, with technological industry in a form of the Award for the Best Recruitment Accenture Services, Allianz Worldwide Partners, APT More details about ABSL can be found at www.absl.ro
advances driving evolutions in the way people work. Firm of the Year 2013, 2014, 2015 & 2017 and Best Resources & Services, Arvato Services Romania, Be Think
We understand these complexities and are uniquely Executive Recruitment Firm of the Year 2016 at the CEE Solve Execute, Capgemini, Central Europe Technologies,
positioned across our markets to solve them. Outsourcing and Shared Services Awards Gala.
22 | Romania 2017 Salary Guide Romania 2017 Salary Guide | 23To get advice on things that really
matter please contact our experts:
Cristina Rogobete
Strategic Clients Manager
M: +40 724 832 298
E: rogobete@hays.ro
Ilona Manea
Team Manager
M: +40 769 693 669
E: Ilona.manea@hays.com
© Copyright Hays plc 2017 HAYS, HAYS TALENT SOLUTIONS and the H device are trade marks of
Hays plc. The H device is an original design protected by registration in many countries. All rights are reserved. HTS–241117
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