《薪酬結(jié)構(gòu)之考慮》PPT課件

1、Pay & Reward forHuawei Technologies, Co., Ltd,設(shè)定薪酬結(jié)構(gòu)Developing Salary Structure,設(shè)定薪酬結(jié)構(gòu)之考慮因素Developing Salary Structure- Considerations,Base Pay Policy 基本薪酬政策 Decide Competitive Reference Salary 決定具有競(jìng)爭(zhēng)性的標(biāo)準(zhǔn)工資 Decide Salary Ranges 制定工資幅度 Range Overlap 幅度重疊 Significance of Salary Range 工資幅度的重要性 How many

2、 structures? 多少個(gè)結(jié)構(gòu)? Overs and Unders高出/底於工資幅度,薪 酬 政 策 Compensation Policy,Grade 級(jí) 別,標(biāo) 準(zhǔn) 工 資 Reference Salary,定下最經(jīng)濟(jì)的標(biāo)準(zhǔn)工資以支付公司架構(gòu)圖 Define the most economic reference salary to pay for the organization chart 建立最少增加幅度之標(biāo)準(zhǔn)工資 Establish the smallest possible increase of reference salary,中國(guó)市場(chǎng)數(shù)據(jù) Market Data on

3、 China - 上海製造業(yè) Shanghai Manufacturing WOFE (1)Data as at April 1999,90百分比 90th Percentile,75百分比 75th Percentile,中位數(shù) Median,25百分比 25th Percentile,10百分比 10th Percentile,RMB,Position Class,中國(guó)市場(chǎng)數(shù)據(jù) Market Data on China - 上海製造業(yè) Shanghai Manufacturing WOFE (2) Data as at April 1999,貴公司以及市場(chǎng)比較Your Company vs

4、 the Market Comparison,75百分比 75th Percentile,中位數(shù) Median,25百分比 25th Percentile,貴公司回歸線 Your company trendline,RMB,Position Class,貴公司以及市場(chǎng)比較Your Company vs the Market Comparison,年初年中年末 Start YearMid End Year,年初年中年末 Start YearMid End Year,LAG 落后 LEAD 領(lǐng)先 LEAD-LAG 落后-領(lǐng)先之間,基本薪金政策 Base Pay Policy,1320 1100 9

5、00,1200 1000 800,1320 1100 800,1320 1100 800,建 立 競(jìng) 爭(zhēng) 工 資 Develop Competitive Salaries,RMB,Grade PC,41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57,Grade or Position Class,一 個(gè) 等 級(jí) = 一 個(gè) 標(biāo) 準(zhǔn) 工 資 One Grade = One Reference Salary 標(biāo) 準(zhǔn) 工 資 = 競(jìng) 爭(zhēng) 報(bào) 酬 = 招 聘 標(biāo) 準(zhǔn) Reference Salary = Competitive Pay = Recrui

6、tment Standard,利用幅度制定工資架構(gòu)Develop Salary Structure with Ranges,abc = Mid-Point Progression 中點(diǎn)增加率 a1 - a2 = b1 - b2 = Range Spread 幅度 c1 - c2,Question: How much should be the mid-point progression (%) between grades? How wide should the ranges be? How much should the range overlap,RMB,制定幅度Developing S

7、alary Range,由中點(diǎn)開始 (或標(biāo)準(zhǔn)工資) Start with Mid-Point (or Reference Salary) 決定幅度 Decide Range Spread 定最低工資 Establish Minimum 定最高工資 Establish Maximum,定最低工資Establishing Minimum,最低 Minimum,Mid-Point 中點(diǎn),1,Range,2,幅度,定最高工資Establishing Maximum,最高最低 幅度 Maximum=Minimum x (1 + Range) =Rmb 800 x (1 + 50%) =Rmb 800 x

8、 1.5 =Rmb 1,200 幅度 Range=Minimum Rmb 800 最低 Mid-Point Rmb 1,000 中點(diǎn) Maximum Rmb 1,200 最高,中點(diǎn)增加率Mid-Point Progression,Gradual 逐漸的,Moderate 穩(wěn)健的,Steep 陡斜的,10,10,15,15,30,30,More grades 多級(jí)別,Less grades 少級(jí)別,幅度重疊Range Overlap,1,200,1,000,800,1,500,1,250,1,000,1,250,1,563,1,875,Grade,No overlap 沒有重疊 50% jump

9、 each promotion 每晉升, 增加 50,Big overlap 大部分重疊 12.5% jump each promotion 每晉升, 增加 12.5% Range overlap 重疊部分= 67% 1,200 - 900 300 1,350 - 900 450,Moderate overlap 適度重疊 25% jump each promotion 每晉升, 增加 25% Range overlap 重疊部分 = 40% 1,200 - 1,000 200 1,500 - 1,000 500,RMB,RMB,RMB,幅度重疊Range Overlap (2,How muc

10、h ? 多少 一個(gè)級(jí)別的幅度一般不超過三個(gè)其他級(jí)別的重疊 The range span of any one grade should not overlap much more than three other grades,幅度的重要性Significance of Salary Range,Q4,Q2,Q3,Q1,中點(diǎn) = 競(jìng)爭(zhēng)性工資 Mid-Point = Competitive Pay,Maximum 最高點(diǎn),Minimum 最低點(diǎn),一般期望 = 標(biāo)準(zhǔn)工資 Standard Expectation = Reference Salary - Performance 工作表現(xiàn) - Competencies 技能 - Years in service 服務(wù)年期,多少結(jié)構(gòu) How Many Structures,市場(chǎng)特色 Market Characteristics 內(nèi)部平衡 Internal E