人力資源薪酬設計咨詢方案ppt課件

1、Pay & Reward forHuawei Technologies, Co., Ltd.By:Elaine NgMercer Executive Resources Consulting (MERC): 852-2115 2088; : enskcrgnetvigator.設定薪酬結構Developing Salary Structure.設定薪酬結構之考慮要素Developing Salary Structure- ConsiderationsBase Pay Policy 根本薪酬政策Decide Competitive Reference Salary 決定具有競爭性的標準工資Dec

2、ide 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 structures? 多少個結構?Overs and Unders高出/底於工資幅度. 薪 酬 政 策 Compensation Policy$Grade 級 別標 準 工 資ReferenceSalary定下最經(jīng)濟的規(guī)范工資以支付公司架構圖Define the most economic reference salary to pay for the organization chart建立最少添加幅度之規(guī)范工資Es

3、tablish the smallest possible increase of reference salary.中國市場數(shù)據(jù) Market Data on China - 上海製造業(yè) Shanghai Manufacturing WOFE (1)Data as at April 199990百分比90th Percentile75百分比75th Percentile中位數(shù)Median25百分比25th Percentile10百分比10th PercentileRMBPosition Class.中國市場數(shù)據(jù) Market Data on China - 上海製造業(yè) Shanghai M

4、anufacturing WOFE (2) Data as at April 1999.貴公司以及市場比較Your Company vs the Market Comparison75百分比75th Percentile中位數(shù)Median25百分比25th Percentile貴公司回歸線Your company trendlineRMBPosition Class.貴公司以及市場比較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 YearLAG 落后LEAD 領

5、先LEAD-LAG 落后-領先之間根本薪金政策Base Pay Policy13201100900120010008001320110080013201100800. 建 立 競 爭 工 資 Develop Competitive SalariesRMBGradePC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position Class 一 個 等 級 = 一 個 標 準 工 資One Grade = One Reference Salary 標 準 工 資 = 競 爭 報 酬 = 招 聘 標 準Reference S

6、alary = Competitive Pay = Recruitment Standard.利用幅度制定工資架構Develop Salary Structure with Rangesabc = Mid-Point Progression 中點添加率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 o

7、verlap?GradeRMB.制定幅度Developing Salary Range由中點開場 (或規(guī)范工資)Start with Mid-Point (or Reference Salary)決議幅度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MinimumMid-Point 中點1 +Range2=(E.g.Rmb 1,0001 +50%2=(Rmb 1,0001.25=Rmb 800=Rmb 1,0001 +50%2(= 1 + (25%)= 1 +

8、= 1 + 0.25= 1.2525100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 1.5=Rmb 1,200幅度 Range=Minimum Rmb 800 最低Mid-Point Rmb 1,000 中點Maximum Rmb 1,200 最高 1 + 50%= 1 + = 1 + (0.5)= 1.550100(.中點添加率Mid-Point ProgressionGradual逐漸的Moderate穩(wěn)健的Steep陡斜的10%10%15%1

9、5%30%30%More grades多級別Less grades少級別.幅度重疊Range Overlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo overlap 沒有重疊50% jump each promotion每提升, 添加 50%Big overlap 大部分重疊12.5% jump each promotion每提升, 添加 12.5%

10、Range overlap 重疊部分= 67%1,200 - 900 3001,350 - 900 450= = 67%Moderate overlap 適度重疊25% jump each promotion每提升, 添加 25%Range overlap 重疊部分 = 40%1,200 - 1,000 2001,500 - 1,000 500= = 40%RMBRMBRMB.幅度重疊Range Overlap (2) How much ? 多少一個級別的幅度普通不超越三個其他級別的重疊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 RangeQ4Q2Q3Q1中點 = 競爭性工資Mid-Point = Competitive PayMaximum 最高點Minimum 最低點普通期望 = 規(guī)范工資Standard Expectation = Reference Salary- Performance 任務表現(xiàn)- Competencies 技藝- Years in service 效力年期.多少構造 How Many Structures?市場特征Market Characteristics內部平衡