Salary benchmarking in Slovenia. Clear decisions on pay.

HWP conducts two studies: (1) salary and remuneration data, and (2) an employee engagement and satisfaction survey. The first is available in three formats (market pricing, company benchmark, bespoke research); the second is tailored to the organisation's goals. Total Rewards, pay transparency, pay grades and pay-gap analysis are specialist extensions of the first study, not standalone services.

For one or a few jobs, market pricing is the right fit. To compare your own data against the relevant market, company benchmarking is the right fit. If you need data for a precisely defined group of companies or market, choose bespoke research. If you're not sure, describe the decision you're preparing and HWP will suggest a sensible scope.

Market pricing answers the question "what is this job worth on the market" and gives percentiles for the range. Benchmarking places your data against an agreed reference (e.g. Market P50) and explains variances by component. Bespoke research means jointly defining the companies, jobs, components and statistics, plus dedicated data collection, verification and aggregated reporting.

A job is not matched by title alone. HWP takes into account the content of the work, knowledge and skills, responsibilities, organisational level, working conditions and other factors relevant to comparability.

The analysis can cover contractual base salary and the last fixed salary paid, variable payments, allowances, total cash payment, company car, insurance, supplementary pension insurance and, by agreement, share options and other long-term incentives. The final set depends on the availability and comparability of the data.

It's an agreed view of the whole package: cash payments, benefits and, where relevant, long-term incentives. Components are not simply added together; we first agree the period, the valuation method and comparability. The cash value of a benefit is included only under a documented methodology agreed in advance.

Percentiles show the market range, not just one "average" salary. P50 is the median: half of the values are lower and half are higher. A percentile is not automatically the recommended salary; target positioning depends on strategy, job complexity, internal relativities and the quality of the comparator group.

Market P50 is set to 100; the client's index is client / market P50 × 100. A value below 100 means below the median, above 100 means above the median. The decision isn't based on the total amount alone — what matters is which component the variance comes from.

In the proposal and the report, HWP states the data period used, the comparable market and the limitations of the comparison.

Yes. By agreement, the comparison can be extended to selected EU markets where sufficiently comparable data is available for the jobs and components involved. HWP clearly sets out the countries, reference market, data period and limitations.

HWP helps prepare quality data, job matching, analyses and pay structures for further assessment and reporting. The service is not legal advice and does not guarantee compliance; the client's own responsible function or legal adviser carries out the final legal assessment.

The Directive requires reporting from employers with 100 or more workers, on a phased timeline: 250+ and 150–249 employees first by 7 June 2027; 100–149 employees first by 7 June 2031. Slovenia may set stricter or additional details — check the applicable Slovenian regulation before relying on this.

No. A difference of at least 5% is only one of three conditions for a joint pay assessment under the Directive. The difference must also lack an objective, gender-neutral justification, and remain unaddressed six months after reporting.

The core retains the key indicators (engagement, overall satisfaction, drivers of the employee experience; by agreement, intention to stay and willingness to recommend the employer). Results by area show strengths and risks, and help set priorities for action.

We adapt the number of questions, additional areas and open questions, sensible segmentations and languages, communication to employees, timing, and the format of the report and presentation.

The matrix combines the share of favourable responses for an area (X-axis) with an index of its correlation with engagement (Y-axis). An area with a low share of favourable responses and high correlation is often a sensible priority. This is a correlation, not proven causal impact; the actual analysis depends on the questionnaire, sample and data quality.

Any time of year. We set the timeline based on the size of the organisation, the scope of the questionnaire, internal events and the desired report date.

We agree the method of transfer, processing and reporting before starting. We use the minimum necessary scope of data, and report results in aggregate. Small or identifiable groups are merged, or their result is not shown, wherever there is a risk of indirect identification.

The report includes visual results and an interpretation of the key findings. By agreement, HWP presents the results to leadership or the HR team and helps set priority areas.

In four steps: business question → methodology and proposal → secure data collection and analysis → report and explanation. After you submit a short enquiry, Julijana will get in touch at the email address provided; a secure channel for any data is agreed separately. Please do not send individual salary data or employees' personal data in your first contact.