Equal Pay Day – Friday 10th November

As of Friday 10th November women effectively work for free for the rest of the year. This is due to the current gender pay gap between women and men. This pay gap averages out to 18.4 % and has been the same since 2015, despite an Equal pay act being passed in 1970. Equal pay day attempts to bring this gap to the public’s attention.

The question is what can we, as employees, bosses or business owners, do about it? The first thing is to be armed with the facts. Red Tiger Consulting conducted a salary survey in January 2016, with support for the Society for Location Analysis (SLA), to look at all aspects of salaries with regards to location planning practitioners across the UK.  This has now been firmly established as the definitive guide to salaries and benefits for UK Location Planning Practitioners.

Our 2016 research showed that the average male salary from the survey was £51,500 per annum compared to an average female salary of £40,250 per annum. That is a gap of £11,250, over 21.8%, which is higher than the national average. This discrepancy was not only seen in the wages though – bonuses are also affected by the gender gap with the average women’s bonus being £4,000, compared to £8,500 for men. This is shockingly less than half.

The 2018 Salary survey will launch in January 2018 and provide the most definitive research into pay for Location Planners.  The findings, released in Spring 2018, will confirm whether the gender pay gap is shrinking.

The Survey will also examine a number of new themes, including levels of flexible working and the increased threat of computers/automation on human tasks.

For further information on the pay gap you can visit the Fawcett Society web site:


To receive a copy of the previous salary survey or to express interest in taking part in the 2018 survey please e-mail info@redtigerconsulting.co.uk  and we will get in touch.

Trading on past glories

Now the 2016/17 football season is upon us I thought I would start with a blog about talent.  For those of you who don’t know I am a long suffering Liverpool FC fan, having supported them from as far back as I can remember as a young boy growing up in Southport, Merseyside. I remember my dad taking me to Anfield as a young boy and the amazement as I walked up the steps to see the hallowed turf for the first time. We were playing Stoke City – I can’t even remember the score now – all I remember is feeling very small against the vastness that was Anfield (pre Centenary Stand and seated Spion Kop).

Old Anfield view from the Main Stand looking over at the Spion Kop and Kemlyn Road stand (now Centenary stand)

As any football fan would know – the fans of Liverpool FC have, in recent years, certainly traded on their history (‘you ain’t got no history’) – at a time when arch rivals (Man United) and new kids on the block (Chelsea, Man City) have consistently added silverware.

The gulf between the finances of these top 4/5 clubs (particularly those in the lucrative Champions league) means that these clubs are often paying a premium price for established players. There are plenty examples where this approach has worked, although there are many examples where the outcome is not so positive. Some clubs can clearly afford to take that risk, and continue to do so, but this is restricted to a bankrolled few.

The clubs below this top group are adopting a different approach to recruiting talent. Typically, they are playing a numbers game – risking smaller amounts of money (but still obscene in the grand scheme of things) on a number of players with potential. Critical to this are elaborate scouting networks with the aim of spotting talent under the radar to try and avoid getting into a price war with clubs that will pay more. These tend to be players that may have had a good season or two but still need to realise their full potential. A lot of these fall away, and those that make it – typically become fodder for the top clubs who are prepared to pay a premium for that talent (the likes of Suarez, Bale, Sterling etc).

Attracting talent to Liverpool FC is challenging – the club can’t match the budget of the top clubs and currently can’t guarantee silverware or even the prospect of consistently challenging for silverware. It can be argued that historically the club has traded on it’s history – many players have joined on a promise of restoring the club to its former glory years, the financial rewards will play their part, but don’t under-estimate the lure of playing for your childhood club. Robbie Keane, Craig Bellamy, Patric Berger, Dean Saunders, Fernando Torres and others ultimately joined Liverpool FC to fulfil their childhood dream of playing for the Reds. Who you support doesn’t seem to engender better performances as some of Liverpool’s better players since the glory days have turned out to be Everton fans – Jamie Carragher, Michael Owen, Steve McManaman and Robbie Fowler to name a few.

Craig Bellamy

Which begs the question – as the new kids on the block continue to gain childhood fans due to their success how will this impact Liverpool FC’s future talent recruitment? There will be generations of aspiring young professionals that have an emotional attachment to other clubs that they supported as a child. Will this mean that if Liverpool continue to be an upper-mid table team with little silverware they will really struggle to attract talent. The club cannot trade on their history for ever.

How do I relate this to business and recruitment? Opinions about businesses as places to work are not typically formed in childhood but are certainly forged during your working life. Company reputation to a prospective recruit is critical and can embody a multitude of things: pay and remuneration, company ethos and culture, attitude to employees, training and development, reputation of management, to name a few. Like footballers, the principal motivation may be financial but the deal breaker (not trophies or silverware) is the opportunity for the candidate to feel valued and develop their career with your business.

In the current market where supply (decent skills) outstrips demand (jobs) these issues are less critical, but certainly in UK data analytics it is hard to find good people and there are plenty of roles for experienced hires – so attracting and retaining good talent remains the biggest challenge impacting businesses in 2016 and beyond. It is absolutely critical that your business has a good reputation in the marketplace as somewhere where people feel valued, rewarded and are clear about how their short and medium term career goals can be satisfied.

Salary & Benefits: benchmark yourself against your peers

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The location planning industry in the UK has been established for a number of decades and there are hundreds of location planners plying their trade for a range of companies both in the UK and overseas.  Whether you work for a consultancy, a retailer, telco, bank or in public sector this is your opportunity to contribute to the most definitive anonymous survey of its kind for location planners.

Established organisations such as the SLA (Society for Location Analysis) and the SPR (Society for Property Research), the long running RLA (Retail Location Analysis) course by Said Business School, numerous books on the subject, and a range of university courses that focus on location analysis all help with a sense of community, sharing of knowledge and best practice – however there is very little published information on the careers of location planners.

Red Tiger Consulting, in consultation with the SLA, have launched an online, anonymous survey that will establish an authoritative view on the industry from a salary and benefits perspective.  This is the first of a number of initiatives by Red Tiger Consulting to establish a research programme dedicated to Location Planning from a talent and skills perspective.

Please feel free to share or like this post to encourage your colleagues and peers to participate – it will take no more than 4 minutes to complete – your input is extremely valuable.  The deadline for completion is Monday 25th January 2016.

Link below:

If you have missed the deadline (please check the link anyway as we may have extended the deadline) please drop us an email to request a copy of the Executive summary report.