2025 Compensation & Benefits Practices Report

2025 Charleston Metro Area

Compensation & Benefits Practices

Table of Contents Introduction................................................................................................................................................3 Participant Profile......................................................................................................................................4 Benefits Practices.....................................................................................................................................6 Paid Time Off, Pay Increases and Other Compensation Practices ................................................. 12 Overtime Pay, Bonuses and Shift Differentials................................................................................... 15 Appendix: 2025 Survey Questions and Total Results........................................................................ 19 Methodology.............................................................................................................................................28

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Introduction In today’s competitive labor market, attracting and retaining top talent continues to be a critical priority for employers.

The Charleston Area Compensation and Benefits Practices study equips organizations in Berkeley, Charleston and Dorchester Counties with data-driven insights to: •

Evaluate and strengthen compensation strategies

•

Build benchmarks to support strategic workforce planning

•

Provide prospective employers and site selectors with a clear view of local practices

This report is a result of a survey of benefits and compensation practices among employers in the three-county Charleston Metro Area, including firms of all sizes and in all business sectors. The Charleston Metro Chamber of Commerce and Charleston Regional Development Alliance conducted the survey in collaboration with the Berkeley Chamber and Greater Summerville / Dorchester County Chamber of Commerce.

The Charleston Metro Chamber has been conducting regional compensation and benefits-related surveys since 1997. Though study participants differ each time the survey is conducted, significant shifts in reported policies and practices over time can be indicative of real-time trends in local employer practices.

Highlights

A total of 84 firms in the region, employing more than 37,600 workers, participated in the online survey, representing just under 10% of the region’s total workforce.

Manufacturers provided the highest response rate (21%) of all industry sectors participating, followed by Professional, Scientific and Technical Services firms (17%).

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Participant Profile A total of 84 employers in the three-county Charleston Metro Area responded to the survey, representing 37,657 workers. The largest single sector represented in the survey was Manufacturing (21% of firms and 17.4% of employees).

In order to make this study more useful for different types of employers, results are divided where possible into manufacturing and non-manufacturing responses for easier comparison.

PARTICIPANTS BY INDUSTRY SECTOR Non-profit Government Agency/ Public Admin

6%

5%

Construction

9%

7% Healthcare or Social Assistance 3% Education 3% Real Estate / Property Management 2% Staffing / Employment Services 5%

/ Logistics / 10% Transportation Distribution

Leisure & Hospitality

21% Manufacturing

Professional / Scientific / Technical Service

17% Banking / Insurance / Financial Services

7% 1%

4% Wholesale or Retail Trade

IT or Software

Participating firms were located throughout the Charleston Metro Area, with 25% indicating a facility in more than one of the metro’s counties.

COUNTY OF LOCAL OPERATION 100% 90% 80%

79%

70% 60% 50% 40% 30% 20%

36%

30%

10% 0% Berkeley County

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Charleston County

Dorchester County

Participating firms were diverse in size:

Greater than 500 employees

251 to 500 Employees

12% 35% 25 Employees or fewer

15%

101 to 250 employees

11% 51 to 100 Employees

12% 26 to 50 Employees

15%

As of July 1, 2025, for your company’s Charleston region location(s), please provide the following regarding current employees:

Answer Options

Response Count

Average Response

Median Response

Sum of all Responses

# of full-time, regular salaried employees

81

180

20

14,584

# of full-time, regular hourly employees

59

293

47

17,282

# of part-time, regular employees

43

29

4

1,237

# of contract or temporary employees

38

78

7

2,946

# other employees

10

136

18

1,608

Total/Overall

84

448

68

37,657

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Benefits Practices The majority (76%) of responding firms answered that local compensation and benefits decisions are made by local managers, while 24% reported that these decisions were made by a corporate or another office outside the Charleston area. Some added clarifying comments that their local operation implements certain corporate programs and/or policies but maintains site autonomy.

Firms were asked about certain benefit options and whether their organizations subsidize or cover at least some portion of the premium costs for employees as well as their dependents. More than half of responding firms subsidize or cover some portion of the premium for both their employees as well as employees’ dependents for medical insurance, prescription coverage and dental and vision insurance. In addition, more than half subsidize or cover some portion of the premium for life insurance, short- and long-term disability and accidental death/ dismemberment coverage, but for the employee only.

PERCENT OF EMPLOYERS WHICH COVER OR SUBSIDIZE BENEFIT COSTS FOR: employee 0%

employee’s dependents

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Medical insurance Prescription drug coverage Dental insurance Vision insurance Hearing care insurance Life insurance Short-term disability

66.7%

Long-term disability Accidental death / dismemberment coverage Cancer insurance

When survey respondents were asked about benefits offered to part-time employees, about one-third reported that they did not have part-time workers, but of those who did, a majority (56% of manufacturers and 60% of nonmanufacturers) indicated that they offer a reduced amount or set of benefits to part-time employees compared to full-time employees.

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Study participants were asked about the waiting period, if any, before employees are eligible for insurance coverage benefits. Nearly half of all responding firms reported no waiting period or that employees were eligible the first of the month immediately following hire. Manufacturers were more likely than non-manufacturers to report a 60or 90-day waiting period before eligibility.

HOW LONG OF A WAITING PERIOD, IF ANY, IS THERE FOR YOUR EMPLOYEES TO BE ELIGIBLE FOR INSURANCE COVERAGE BENEFITS? MANUFACTURERS: 35% 30%

29%

25%

29%

20% 15%

18%

18%

10%

6%

5% 0% No Waiting Period

First of the month after hire

30 days after hire

60 days after hire

90 Days after hire

NON-MANUFACTURERS: 35%

31%

30% 25%

23%

20% 15%

16%

16%

10%

13%

5% 0% No Waiting Period

First of the month after hire

30 days after hire

60 days after hire

90 Days after hire

The vast majority of all respondents (84% of non-manufacturers and 94% of manufacturers) reported that there was no difference in the eligibility waiting period for hourly employees as compared to salaried employees.

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Employers were asked about other benefits, plans and policies they have in place or are considering implementing for employees, such as flexible work schedules, telecommuting, health savings accounts, wellness incentives, drugtesting, etc. The responses are separated below by manufacturing and non-manufacturing employers:

MANUFACTURERS:

Have in place 0% 401k, 403b or similar plan Workplace violence policy Non-monetary recognition (gifts, plaques, etc.)

Bullying policy Employee discount programs Employee assistance program (EAP) Drug testing for cause policy (post-incident) Pre-employment drug testing policy Health savings accounts (HSA) / Health reimbursement Flexible work schedules Tuition assistance (partial or full) Paid professional development Executive / Manager / Coaching services Compressed work weeks Sustainability policy Paid sick-leave separate from other paid time off Flexible spending accounts (for medical and dependent care) Work-from-home / Telecommuting options Random drug testing policy Staggered work schedules Wellness incentives / support Pet insurance Adoption assistance Company vehicle or vehicle subsidy Discouraging workers from checking work during time off Other retirement / pension plan besides 401k or similar Employee stock ownership plan (ESOP) / stock option Student loan repayment assistance (partial or full) Education savings plan (529, etc.)

Legal coverage / prepaid legal Employer-subsidized child care (on or off-site) On-site health care professionals Commuting incentives Job sharing Shift swapping On-site gym / fitness Employer-subsidized elder care Employer-subsidized housing / mortgage / rent

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Considering

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

NON-MANUFACTURERS:

Have in place 0%

Considering

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

401k, 403b or similar plan Workplace violence policy Non-monetary recognition (gifts, plaques, etc.)

Employee assistance program (EAP) Health savings account (HSA) / Health reimbursement Work-from-home / Telecommuting options Flexible spending accounts (for medical and dependent care) Flexible work schedules Drug testing for cause policy (post-incident) Paid professional development Paid sick-leave separate from other paid time off Pre-employment drug testing policy Bullying policy Tuition assistance (partial or full) Wellness incentives / support Employee discount programs Executive / Manager / Coaching Services Random drug testing policy Staggered work schedules Other retirement / pension plan besides 401k or similar Discouraging workers from checking work during time off Company vehicle or vehicle subsidy Pet insurance (not necessarily company paid) Compressed work weeks Sustainability policy Employee stock ownership plan (ESOP) / Stock option Legal coverage / prepaid legal On-site gym / fitness Student loan repayment assistance (partial or full) Shiftswapping Education savings plan (529, etc.)

Commuting incentives On-site health care professionals Job sharing Employee subsidized child care (on or off-site) Adoption assistance Employer-subsidized elder care Employer-subsidized housing / mortgage / rent

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401k and Retirement Benefits

The survey also asked for details about the structure and vesting schedule of employers’ 401k or similar shared employer-employee contribution plans, which the majority of firms reported offering.

The most commonly reported employer match was dollar-for-dollar up to 3% or 4% of an employee’s contribution.

Manufacturers were more likely than non-manufacturers to report that employees are fully vested immediately upon participation.

401K OR SIMILAR SHARED EMPLOYER-EMPLOYEE CONTRIBUTION PLAN MATCH / VESTING SCHEDULE # of respondents — All firms: 77 | Manufacturers: 17 | Non-manufacturers: 60 All Firms

401K OR SIMILAR Our firm does not offer a 401k or similar pan.

Our firm offers a 401k or similar plan but does not offer an employer match.

0%

Manufacturers

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

5.2% 5.9% 6.5% 11.7% 5.9% 12.9%

Our firm offers a dollar-for-dollar match up to 3% or 4% of an employee's contribution.

49.4% 52.9% 48.4%

Our firm offers a dollar-for-dollar match up to 5% or 6% of an employee's contribution.

Our firm offers less than a dollar-for-dollar match to an employee's contribution (ex: employer's 50 cents match to employee's dollar contribution).

Other match scenario or not reported.

VESTING SCHEDULE

16.9% 17.7% 16.1%

11.7% 17.7%

9.7% 5.2% 0% 6.5%

24.7%

Employees are immediately fully vested upon participation.

Employees are vested on a tiered schedule over time (certain % after certain # of years)

10

22.6%

35.3%

11.7% 11.8% 11.3%

Employees are fully vested after 1 or 2 years of participation, with no tiered schedule.

7.8% 0% 9.7%

Employees are fully vested after 3 or 4 years of participation, with no tiered schedule.

6.5%

Employees are fully vested after 5 or more years of participation, with no tiered schedule.

5.2% 0% 6.5%

Other vesting schedule scenario or none reported.

Non-manufacturers

9.1%

17.7%

41.6% 35.5% 43.5%

Tuition Assistance

Participating employers were asked for details about any tuition assistance they might offer. Most manufacturers and nearly half of non-manufacturers reported offering this employee benefit in some fashion.

TUITION ASSISTANCE # of respondents — All firms: 70 | Manufacturers: 15 | Non-manufacturers: 55 All Firms 0%

Manufacturers

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Our firm does not currently offer tuition assistance.

40.0%

OF THOSE RESPONDENTS WHO REPORT OFFERING TUITION ASSISTANCE (multiple terms may apply):

49.4% 52.9% 48.4%

Our firm's policy offers up to the IRS tax-free maximum of $5,250 per employee per year (as of July 1, 2025).

Our firm's policy requires a certain length of service before the tuition assistance benefit is available to employees.

51.4%

54.4% 48.6% 60.0% 45.6%

Our firm does currently offer tuition assistance.

Our firm's policy offers up to an amount less than the IRS maximum of $5,250 per employee per year (as of July 1, 2025).

Non-manufacturers

47.1% 42.3%

55.6%

8.8% 11.5% 29.4% 33.3%

26.9%

Our firm's policy requires that the tuition assistance benefit is related to employee's job or employment path.

64.7% 66.7% 65.4%

Our firm's policy requires that the tuition assistance benefit is linked to a minimum final grade or other defined successful completion.

52.9% 46.2%

Our firm's policy requires that the tuition assistance benefit must be pre-approved before the education/training.

Our firm's policy requires full or scaled payback of tuition assistance if the employee leaves the firm before a specified time past the successful completion of the approved class, certificate or degree.

55.9% 53.8%

26.5% 19.2%

66.7%

66.7%

44.4%

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Paid Time Off, Pay Increases and Other Compensation Practices When asked if firms award paid leave based on a worker’s date of hire or a fiscal/calendar year, some indicated both, suggesting perhaps different policies for different types of workers. Generally, respondents tend towards “date of hire,” with a majority of both manufacturing and non-manufacturing firms indicating this option.

The median number of total paid holidays, including floating days, offered annually to employees is 10, and the average is 11, with similar trends reported by both manufacturing and non-manufacturing respondents.

The survey asked about the number of days of paid leave (other than holidays) awarded to employees at various milestones of service.

DAYS* OF PAID LEAVE AWARDED BY MILESTONE Manufacturing

25 Days

Non-manufacturing 24.5 23

20 Days 19 16

15 Days 13 13

10 Days

9.5

8

5 Days

22

20

17

14

8

5 3

first pay period, if less than one month

3

1 month

6 months

1 year

3 years

5 years

10 years

15 years

*When respondents answered in terms of hours, the response was converted to days based on an eight-hour workday.

When asked about paid leave for part-time workers, many noted that they do not have part-time employees. Those that do reported that they typically do not offer paid leave to part-time workers or they offer it on a different accrual schedule than for full-time workers. Alternatively, when comparing hourly and salaried employees, a majority of both manufacturers (78%) and non-manufacturers (61%) reported offering paid leave to both on the same accrual schedule.

Employers were asked, “If a worker doesn’t use all earned paid leave within a required time, what happens?” The majority of both manufacturers (59%) and non-manufacturers (70%) reported that employees can get paid for the unused leave or carry over some or all of it into the next year.

The survey inquired specifically about paid maternity and paternity leave offered beyond any existing medical disability or employee-accrued leave: For maternity leave:

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•

The majority of manufacturers (53%) reported 0 additional days. For those manufacturers who did report additional days, the average was an additional 23 days.

•

The majority of non-manufacturers (58%) reported offering some additional days, and the average of those responses was 31 days. Still, the most frequent single response by non-manufacturers was “0” additional days.

For paternity leave: •

The majority of manufacturers (53%) reported 0 additional days. For those manufacturers who did report additional days, the average was an additional 18 days.

•

The majority of non-manufacturers (51%) reported offering some additional days, and the average of those responses was 16.5 days. Still, the most frequent single response by non-manufacturers was “0” additional days.

Employers were asked: “What is your firm’s policy regarding compensation for hourly employees for work-hours ‘lost’ due to circumstances beyond their control such as mandatory evacuations, severe weather events, government shut-downs, etc.?” Results were as follows:

NON-MANUFACTURERS: 58 RESPONDED

pay hourly employees for all hours lost in these cases

15.5% not have a policy for “lost” 29.3% dohours due to such events

pay only for hours worked and allow PTO (paid time off)

22.4%

pay during such events 32.8% evaluate on a case-by-case basis

MANUFACTURERS: 17 RESPONDED

pay hourly employees for all hours lost in these cases

pay only for hours worked and allow PTO (paid time off)

17.7%

not have a policy for “lost” 17.7% dohours due to such events

23.5% pay during such events 41.2% evaluate on a case-by-case basis

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Pay Increases

Most organizations responding to the survey (78.5%) reported they update their base pay structure annually, while others do so every two to five years, “as needed,” or depending on other factors at play.

The most common basis for pay increases was “merit-based/employee performance,” as reported by 81% of firms, followed by 62.5% reporting “cost of living” and 36% reporting “company performance” as drivers.

Study participants were asked about the rate of employee pay increases in the firm’s current or most recent fiscal year and those budgeted for the next fiscal year.

PAY INCREASE, CURRENT OR MOST RECENT YEAR Manufacturers

Non-manufacturers

Employee type

Average increase

Median increase

Mode (most frequent response)

Reporting a 0% increase

Average increase

Median increase

Mode (most frequent response)

Reporting a 0% increase

hourly

3.8%

4%

4%

None

3.6%

3.5%

3%

One firm

salaried

4.1%

3.5%

3%

None

3.9%

3.25%

3%

None

PAY INCREASE, BUDGETED FOR NEXT FISCAL YEAR Manufacturers

Non-manufacturers

Employee type

Average increase

Median increase

Mode (most frequent response)

Reporting a 0% increase

Average increase

Median increase

Mode (most frequent response)

Reporting a 0% increase

hourly

3.3%

3%

3%

None

3.2%

3%

3%

Two firms

salaried

3.4%

3%

3%

None

3.4%

3%

3%

Two firms

How do local pay increases compare to the trend nationwide? According to the U.S. Bureau of Labor Statistics, wages and salaries increased nationwide an average of 3.6% overall for all civilian workers in all sectors for the 12-month period ending June 2025. Goods-producing workers nationwide received a 3.9% pay increase on average, and serviceproviding workers averaged 3.6%. (Latest can be found here https://www.bls.gov/news.release/eci.t08.htm)

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Overtime Pay, Bonuses and Shift Differentials Firms were asked about their current typical operating schedules.

About a quarter of manufacturers (24%) reported they typically operate four days a week, while most (59%) reported a 5-day week and the rest reported a 6- or 7-day week. The majority of non-manufacturers (63%) indicated they operate five days a week, while nearly a third (29%) reported a 7-day week.

HOW MANY HOURS DOES YOUR CHARLESTON REGION FIRM TYPICALLY OPERATE PER 24-HOUR PERIOD? 50%

Manufacturing

52%

Non-manufacturing

47%

45% 40% 35% 30%

29%

25%

25%

20% 15%

17%

15% 12%

10% 5%

26%

22%

9% 6%

6%

7%

6%

7%

8 Hours 9 Hours 10 Hours 12 Hours four 6-hour three 8-hour two 12-hour Other If multi-shift, % operating shifts shifts shifts (please specify) rotating shifts

The “other” write-in responses included options such as two 8-hour shifts, 20-hour days (two 10-hour shifts), staggered shifts and 24-hour shifts for some positions.

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In conjunction with operating schedules, employers were asked about pay formulas for overtime, holidays and other situations. Firms responding to the survey tend to pay the regular base rate until an employee reaches 40 hours per week, beyond which a rate of 1.5 times a worker’s regular pay applies. When it comes to holiday work, the majority of employers reported paying a premium, with some paying “time & ½” and some paying double. For called-in or on-call hours, most employers reported paying the employee’s regular base rate, while some offer premium pay as shown below.

WHAT IS YOUR STANDARD PAY FORMULA FOR HOURLY EMPLOYEES IN THE FOLLOWING SITUATIONS? Manufacturers Answer Options

Percent Reporting Time & 1/2

Double-time

Regular base rate

For hours more than 8 hrs/day

0%

0%

100%

For hours more than 40 hrs/week

100%

0%

0%

Hours worked on holidays

29%

29%

43%

Hours worked on Sundays

6%

25%

69%

Called-in

0%

9%

91%

On call

0%

0%

100%

Non-manufacturers Answer Options

Percent Reporting Time & 1/2

Double-time

Regular base rate

For hours more than 8 hrs/day

18%

0%

82%

For hours more than 40 hrs/week

96%

0%

4%

Hours worked on holidays

36%

22%

42%

Hours worked on Sundays

15%

3%

82%

Called-in

35%

6%

59%

On call

33%

0%

67%

While the majority of participating employers (88%) reported no seasonal change in operating hours, some (13%) indicated that they have a seasonal change in operating hours as an employee benefit (example: half-day Fridays during the summer).

Manufacturers most often (53%) reported paying shift differentials for non-traditional work hours, while the majority (76%) of non-manufacturing respondents reported they do not. Both manufacturers and non-manufacturers that did report paying shift differentials most frequently reported a premium of $1 per hour for the second or third shift.

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The majority (76%) of all participating firms reported using some form of bonuses as part of their compensation packages for employees.

DOES YOUR FIRM OFFER ANY OF THE FOLLOWING TO EMPLOYEES? Manufacturers 0%

10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 50%

Sign-on bonuses at hiring

35% 63%

General bonuses (holiday bonus, etc.)

41% 50%

Incentive bonuses (productivity, etc.)

55% 19%

Employee profit sharing

Retention bonuses

Non-manufacturers

27% 31% 16% 66.7%

Safety bonuses

Perfect attendance bonuses

19% 10% 25% 0%

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Finally, survey participants were asked about their organizations’ fringe benefits as a percentage of their total annual compensation costs. Total compensation was defined as the value of fringe benefits plus payroll. Fringe benefits were defined to include health and life insurance, leave and holiday pay, short- and long-term disability, 401K match, tuition reimbursement or assistance, payroll taxes, workers compensation, unemployment insurance and any other employer-paid benefits.

The most frequent response from both manufacturers and non-manufacturers was that benefits make up 31-40% of their total annual compensation costs.

FRINGE BENEFITS AS A PERCENTAGE OF TOTAL ANNUAL COMPENSATION COSTS Manufacturers

non-Manufacturers

7% 7% 41-50%

51-60%

6% 2%

51-60%

20%

15%

0-10%

41-50%

0-10%

23% 11-20%

13% 11-20%

40%

17%

31-40%

13% 21-30%

37%

21-30%

31-40%

How does this compare to the national trend? As of June 2025, the national average for benefits as a percentage of employers’ total compensation costs is 31.3% for all civilian workers, according to the U.S. Bureau of Labor Statistics.

For private sector employers, the average is 29.8% and for state and local government employers, the average is higher at 38.5%. Employers in goods-producing industries average 32%, while those in service-producing industries average 29.3% of total compensation in the form of fringe benefits. (Latest can be found here https://www.bls.gov/ news.release/pdf/ecec.pdf) Please refer to the following appendix for details on all questions in the survey.

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Appendix: 2025 Survey Questions and Total Results 1. What is the primary operation of your Charleston area facility or facilities?

Construction

9%

Transportation / Logistics / Warehouse / Distribution

10%

Manufacturing

21%

Wholesale or Retail Trade

4%

IT or Software

1%

Banking / Insurance / Financial Services

7%

Professional / Scientific / Technical Services

17%

Staffing Agency / Employment Services

5%

Real Estate / Property Management

2%

Education

3%

Health Care or Social Assistance

3%

Leisure & Hospitality

7%

Government Agency / Public Administration

6%

Non-profit or Other

5%

Total Respondents = 84

2. County of Local Operation (check all that apply): Response Percent

Response Count

Berkeley County

Answer Options

30%

25

Charleston County

79%

66

Dorchester County

36%

30

Multiple counties in the Charleston Metro

25%

21

3. As of July 1, 2025, for your company’s Charleston region location(s), please fill in the following regarding current employees: Answer Options

Count

Average

Median

Response Sum

# of full-time, regular salaried employees

81

180

20

14,584

# of full-time, regular hourly employees

59

293

47

17,282

# of part-time, regular employees

43

29

4

1,237

# of contract or temporary employees

38

78

7

2,946

# other employees

10

136

18

1,608

Total/Overall

84

448

68

37,657

4. Are compensation and benefits decisions regarding your Charleston area location(s) made locally or by another group or corporate entity outside the Charleston Metro Area?

Answer Options

Response Percent

Response Count

Yes, local compensation and benefits decisions are made by local managers or staff

76%

63

No, compensation and benefits decisions for our Charleston area location(s) are made by an external group or corporate office outside the Charleston area

24%

20

Other (please specify or add comments):

10 Some indicated a blend of local and offsite decision-making.

19

5. Please indicate which benefit option(s), if any, that your organization subsidizes or covers the costs of premiums (or claims, if self-insured) for each employee profile presented: Answer Options

Employee

Employee + Dependents

Medical insurance

85%

63%

Prescription drug coverage

71%

58%

Dental insurance

75%

61%

Vision insurance

63%

51%

Hearing care insurance

18%

15%

Life insurance

70%

37%

Short-term disability

61%

27%

Long-term disability

55%

20%

Long-term care insurance

15%

10%

Accidental death / Dismemberment coverage

51%

24%

Cancer insurance

13%

8%

6. How long of a waiting period, if any, is there for your employees before they can receive insurance coverage benefits?

Manufacturers

Non-manufacturers

No waiting period

Answer Options

18%

16%

First of the month after hire

29%

31%

30 days

6%

23%

60 days

29%

16%

90 days

18%

13%

Other

0%

1%

7. Does your firm's policy require a different waiting period for insurance benefits eligibility for hourly employees than for salaried employees?

Answer Options

20

Manufacturers

Non-manufacturers

No, the policy is the same for hourly and salaried employees

94%

84%

Yes, the waiting period is different for hourly employees than for salaried

6%

8%

Other

0%

8%

8. Which of the following plans or policies do you offer or are you considering implementing for employees?

Manufacturers Answer Options

Non-manufacturers

% who offer

% Considering

% who offer

% Considering

Non-monetary recognition (gifts, plaques, etc.)

78%

6%

64%

6%

Paid sick-leave separate from other paid time off

44%

0%

48%

6%

401k, 403b or similar plan

94%

6%

85%

3%

Other retirement / pension plan besides 401k or similar

17%

11%

26%

9%

Health Savings Accounts (HSA) / Health reimbursement accounts

56%

6%

59%

6%

FlexibleSpending Accounts (for medical and dependent care)

44%

0%

53%

6%

Employee Assistance Program (EAP)

61%

0%

62%

5%

Tuition assistance (partial or full)

50%

0%

45%

8%

Student loan repayment assistance (partial or full)

11%

0%

8%

9%

Education savings plan (529, etc.)

11%

0%

6%

9%

Employee stock ownership plan (ESOP) / Stock option / Stock purchase plans

17%

11%

15%

8%

Legal coverage / prepaid legal

11%

11%

12%

5%

Paid professional development

50%

0%

50%

6%

Executive / Manager / Coaching services

50%

11%

33%

8%

Flexible work schedules

56%

0%

52%

3%

Staggered work schedules

33%

0%

29%

5%

Work-from-home / Telecommuting options

44%

0%

55%

3%

Commuting incentives (car/van pool, bike to work, paid park-nride, etc)

6%

0%

6%

6%

Compressed work weeks (three 12-hour days, four 10-hour days, etc.)

50%

11%

20%

5%

Job sharing

6%

0%

2%

5%

Shift-swapping

6%

0%

8%

3%

Employer-subsidized childcare (on or off-site)

11%

6%

2%

8%

Employer-subsidized elder care

0%

0%

0%

5%

Employer-subsidized housing / mortgage / rent

0%

0%

0%

3%

Adoption assistance

22%

0%

2%

5%

Company vehicle or vehicle subsidy

22%

0%

23%

3%

Drug Testing For Cause policy (post-incident)

61%

6%

52%

0%

Pre-employment drug testing policy

61%

6%

47%

3%

Random drug testing policy

39%

11%

30%

3%

On-site health care professionals

11%

6%

3%

5%

Wellness incentives / support

33%

17%

44%

6%

On-site gym / fitness

6%

0%

9%

3%

Pet insurance (not necessarily company-paid)

28%

6%

23%

3%

Bullying policy

67%

0%

47%

2%

Workplace violence policy

89%

0%

68%

2%

Discouraging workers from checking work emails/texts/calls when off duty

22%

0%

26%

2%

Employee discount programs

67%

0%

36%

3%

Sustainability policy

50%

0%

20%

6%

21

9. If your firm has part-time employees, please check all that apply regarding benefits offered: Manufacturing

Non-manufacturing

Our firm does not have part-time employees

38%

35%

Our firm offers the same benefits to parttime employees that it does to full-time employees

6%

10%

Our firm offers a reduced amount or set of benefits to part-time employees in comparison to full-time employees

56%

60%

10. If your firm offers a 401k or similar shared employer-employee contribution plan, what is the employer match rate and vesting schedule? (Please check all that apply.) # of respondents to this question:

22

77

17

60

All Firms

Manufacturing

Non-manufacturing

Our firm does not offer a 401k or similar pan.

5.2%

5.9%

6.5%

Our firm offers a 401k or similar plan but does not offer an employer match.

11.7%

5.9%

12.9%

Our firm offers a dollar-for-dollar match up to 3% or 4% of an employee's contribution.

49.4%

52.9%

48.4%

Our firm offers a dollar-for-dollar match up to 5% or 6% of an employee's contribution.

16.9%

17.7%

16.1%

Our firm offers less than a dollar-for-dollar match to an employee's contribution (ex: employer's 50 cents match to employee's dollar contribution)

11.7%

17.7%

9.7%

Other match scenario or not reported

5.2%

0.0%

6.5%

Employees are immediately fully vested upon participation.

24.7%

35.3%

22.6%

Employees are vested on a tiered schedule over time (certain % after certain # of years)

11.7%

11.8%

11.3%

Employees are fully vested after 1 or 2 years of participation, with no tiered schedule.

7.8%

0.0%

9.7%

Employees are fully vested after 3 or 4 years of participation, with no tiered schedule.

9.1%

17.7%

6.5%

Employees are fully vested after 5 or more years of participation, with no tiered schedule.

5.2%

0.0%

6.5%

Other vesting schedule scenario or none reported

41.6%

35.5%

43.5%

11. If your firm offers employees some form of tuition assistance, what are the terms of eligibility, amount of annual entitlement or loan, and repayment period, if applicable?

(Please check all that apply.) # of respondents to this question:

70

15

55

All Firms

Manufacturing

Non-manufacturing

Our firm does not currently offer tuition assistance.

51.4%

40.0%

54.4%

Our firm does currently offer tuition assistance.

48.6%

60.0%

45.6%

Of those respondents who report offering tuition assistance (multiple terms may apply): Our firm's policy offers up to the IRS tax-free maximum of $5,250 per employee per year (as of July 1, 2025).

47.1%

55.6%

42.3%

Our firm's policy offers up to an amount less than the IRS maximum of $5,250 per employee per year (as of July 1, 2025).

8.8%

0.0%

11.5%

Our firm's policy requires a certain length of service before the tuition assistance benefit is available to employees.

29.4%

33.3%

26.9%

Our firm's policy requires that the tuition assistance benefit is related to employee's job or employment path.

64.7%

66.7%

65.4%

Our firm's policy requires that the tuition assistance benefit is linked to a minimum final grade or other defined successful completion.

52.9%

66.7%

46.2%

Our firm's policy requires that the tuition assistance benefit must be pre-approved before the education/ training.

55.9%

66.7%

53.8%

Our firm's policy requires full or scaled payback of tuition assistance if the employee leaves the firm before a specified time past the successful completion of the approved class, certificate or degree.

26.5%

44.4%

19.2%

12. How many total paid holidays, including floating days, do you provide employees each year?

Answer

Manufacturers

Non-manufacturers

Average # of days

10

11.5

Median # of days

10

10

Mode (most frequent response)

11

10

13. Does your firm award paid time off (other than holidays) based on a worker’s date-of-hire or your firm’s fiscal/calendar year? (check both if applicable) Answer

Manufacturers

Non-manufacturers

Date-of-hire

56%

71%

Fiscal/calendar year

50%

36%

Our firm does not offer paid time off other than holidays.

11%

5%

23

14. How many days of paid leave (other than holidays) per year does your company offer to an employee upon reaching the following lengths of service?

Manufacturing

Non-manufacturing

Average # of days

Mode (most frequent response)

Average # of days

Mode (most frequent response)

employee's first pay period, if less than one month

5

0

3

0

1 month of service

8

0

3

0

6 months of service

9.5

5

8

5

1 year of service

13

15

13

10

3 years of service

14

n/a

16

15

Days* of paid leave awarded as of this milestone:

5 years of service

17

15

19

20

10 years of service

20

25

23

25

15 years of service

22

25

24.5

25

*When respondents answered in terms of hours, the response was converted to days based on an eight-hour workday

15. Does your firm offer part-time employees paid leave on the same accrual schedule as full-time employees?

Answer Options

% of all Respondents

Manufacturing

Non-manufacturing

Our firm does not have part-time employees.

44%

41%

44%

Yes, our firm offers part-time employees paid leave on the same accrual schedule as full-time employees.

15%

18%

13%

No, our firm offers part-time employees paid leave on a different accrual schedule as full-time employees, or part-time workers do not earn paid leave.

42%

41%

44%

16. Does your firm offer hourly employees paid leave on the same accrual schedule as salaried employees?

Answer Options

% of all Respondents

Manufacturing

Non-manufacturing

Our firm does not have hourly employees.

15%

0%

19%

Yes, our firm offers hourly employees paid leave on the same accrual schedule as salaried employees.

64%

78%

61%

No, our firm offers hourly employees paid leave on a different accrual schedule as salaried employees, or hourly workers do not earn paid leave.

21%

22%

19%

17. How many days of paid maternity leave (beyond any existing medical disability or employee-accrued leave) does your firm provide? If the answer is “none” please enter a 0.

Manufacturing

Non-manufacturing

% who answered ‘0 additional days’

53%

42%

Average # of days at firms who provide additional paid maternity leave

23

31

18. How many days of paid paternity leave (beyond any employee-accrued leave) does your firm provide? If the answer is "none" please enter a 0.

Answer Options

Manufacturing

Non-manufacturing

% who answered ‘0 additional days’

53%

49%

Average # of days at firms who provide additional paid paternity leave

18

16.5

19. If a worker doesn’t use all earned paid leave within the required time, what happens (check all that apply)?

Answer Options

Manufacturing

Non-manufacturing

Some or all carries over to next year

47%

63%

Loses it

47%

39%

Gets paid

12%

7%

Can donate

0%

7%

17

56

answered question

24

20. What is your firm's policy regarding compensation for hourly employees for work hours "lost" due to circumstances beyond their control such as mandatory evacuations, severe weather events, government shut-downs, etc. (check all that apply)?

Answer Options

Manufacturing

Non-manufacturing

Firm does not currently have hourly employees

0%

16%

Firm does not currently have a policy for "lost" hours due to such events

18%

29%

Pay hourly employees only for hours worked and allow earned or available PTO (paid time off) for the "lost" hours to be taken

24%

22%

Pay hourly employees for all hours "lost" in these cases

18%

16%

Pay hourly employees for 50% of lost hours in these cases

0%

0%

Evaluated on a case-by-case basis

41%

33%

Other (please specify):

0%

12%

19

58

answered question

21. What is your standard pay formula for non-exempt employees in the following situations?

Manufacturers

Percent Reporting…

18 respondents

Time & 1/2

Double-time

Regular base rate

For hours more than 8 hrs/day

0%

0%

100%

For hours more than 40 hrs/week

100%

0%

0%

Hours worked on holidays

29%

29%

43%

Hours worked on Sundays

6%

25%

69%

Called-in

0%

9%

91%

On call

0%

0%

100%

Time & 1/2

Double-time

Regular base rate

For hours more than 8 hrs/day

18%

0%

82%

For hours more than 40 hrs/week

96%

0%

4%

Hours worked on holidays

36%

22%

42%

Hours worked on Sundays

15%

3%

82%

Called-in

35%

6%

59%

On call

33%

0%

67%

Non-manufacturers

Percent Reporting…

52 respondents

22. How often is your firm’s base pay structure updated?

Manufacturing

Non-manufacturing

Annually

78%

80%

Every two years

22%

14%

Every five years

0%

6%

Other (please specify)

0%

18%

Several used “Other (please specify)” responses to clarify “as needed” or driven by a council or assembly.

25

23. What is your firm's primary basis for pay increases (check all that apply)?

Answer Options

Manufacturers

Non-manufacturers

Company performance

29%

38%

Production

18%

19%

Cost of living

47%

67%

Merit-based/Employee performance

88%

78%

Seniority

6%

22%

Other (market driven, taking on more responsibility, etc.)

18%

12%

17

58

Response count

24. Does your firm offer any of the following to employees (check all that apply): Answer Options

Manufacturers

Non-manufacturers

Sign-on bonuses at hiring

50%

35%

General bonuses (Holiday bonus, etc)

63%

41%

Incentive bonuses (productivity, etc.)

50%

55%

Employee profit sharing

19%

27%

Retention bonuses

31%

16%

Safety bonuses

19%

10%

Perfect attendance bonuses

25%

0%

Other (most often “spot bonus”)

6%

4%

25. How many days does your Charleston region firm typically operate per week?

Answer Options

Manufacturers

Non-manufacturers

4

24%

5%

5

59%

63%

6

6%

3%

7

12%

29% A few “Other” responses noted different hours on weekends

26. How many hours does your Charleston region firm typically operate per 24-hour period?

Answer Options

Manufacturers

Non-manufacturers

0%

52%

9 hours

6%

12%

10 hours

47%

15%

12 hours

6%

9%

24 hrs: four 6-hour shifts

0%

0%

24 hrs: three 8-hour shifts

29%

7%

24 hrs: two 12-hour shifts

6%

7%

Other (see below:)

17%

22%

8 hours

“Other” responses included options like two 8-hour shifts, 20-hour days (two 10-hour shifts), staggered shifts and 24-hour shifts for some positions

26

27. Does your local operation have any seasonal change in operating hours as an employee benefit (for example, 1/2-day Fridays in summer)?

Answer Options

Manufacturers

Non-manufacturers

Yes

18%

12%

No

82%

88%

28. If your firm operates more than one shift, do you have rotating shifts?

Answer Options

Manufacturers

Non-manufacturers

Yes

25%

26%

No

75%

74%

Manufacturers

Non-manufacturers

Yes

53%

24%

No

47%

76%

29. Does your firm pay shift differentials for non-traditional work hours?

Answer Options

30. If yes, what is the average rate? (Please enter the dollar or percentage rate your firm pays in shift differentials for non-traditional work hours.)

Manufacturers’ Median

Non-manufacturers Median

Non-manufacturers’ Most Frequent Response

Non-manufacturers’ Median

Second shift ($)

$1.00/hour

$1.00/hour

$1.00/hour

$1.00/hour

Second shift (%)

Not enough responses

Not enough responses

2%

2%

Third shift ($)

Not enough responses

Not enough responses

N/A

$1.00/hour

Third shift (%)

Not enough responses

Not enough responses

8%

8%

Weekend ($ or %)

Not enough responses

Not enough responses

Not enough responses

Not enough responses

9

9

Answer Options

# responses

4

31. What was the average percentage pay increase (if any) per full-time employee during your firm's current or most recent fiscal year?

Manufacturers

Non-manufacturers

Employee type

Average increase

Median increase

Mode (most frequent response)

Reporting a 0% increase

Average increase

Median increase

Mode (most frequent response)

Reporting a 0% increase

Hourly

3.8%

4%

4%

none

3.6%

3.5%

3%

One firm

Salaried

4.1%

3.5%

3%

none

3.9%

3.25%

3%

none

32. What is the average percentage pay increase (if any) per full-time employee budgeted for your firm’s next fiscal year?

Manufacturers

Non-manufacturers

Employee type

Average increase

Median increase

Mode (most frequent response)

Reporting a 0% increase

Average increase

Median increase

Mode (most frequent response)

Reporting a 0% increase

Hourly

3.3%

3%

3%

none

3.2%

3%

3%

Two firms

Salaried

3.4%

3%

3%

none

3.4%

3%

3%

Two firms

27

33. What percentage of your firm’s total annual compensation costs are fringe benefits? (To calculate: Value of Fringe Benefits divided by Total Compensation. Total Compensation = Fringe Benefits + Payroll. Fringe Benefits include health and life insurance, leave & holiday pay, short- & longterm disability, 401K match, tuition reimbursement, payroll taxes, workers comp, unemployment insurance and any other employer paid benefits.)

Answer Options

Response Percent

0-10%

7%

11-20%

20%

21-30%

17%

31-40%

37%

41-50%

13%

51-60%

7%

more than 60%

0%

Methodology The survey was designed by the Charleston Metro Chamber of Commerce and Charleston Regional Development Alliance (CRDA) with consultation from local human resources experts to ensure the effectiveness of the survey’s questions.

Participation in the study was promoted through various avenues including human resources associations and directly to employers through chamber and ally communications. More information on project partners can be found at their respective web sites: Charleston Metro Chamber, CRDA, Greater Summerville / Dorchester County Chamber and Berkeley Chamber.

All information submitted by individual companies in the online survey is confidential. Aggregated results of all question-and-answer details are provided in the appendix section of this report.

For more information about the study, contact the Charleston Metro Chamber at 843-577-2510 or CRDA at 843-7679300, or visit the organizations’ web sites at www.charlestonchamber.org and www.crda.org.

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