零售企業(yè)工資架構的設計與福利管理

薪酬體系的設計與管理工資管理薪酬管理的宏觀戰(zhàn)略本節(jié)目標在本節(jié)中，您會了解到以下內(nèi)容：薪酬的定義薪酬管理的原則薪酬總體構成薪酬戰(zhàn)略的組成部分薪酬管理的步驟人是任何企業(yè)中最關鍵的資源，沒有了他/她，公司的財力、物力均不能得到最佳的發(fā)揮Peoplearethekeyresourceinanyorganization.Withoutthemneitheritsphysicalresourcesnorthefinancialresourceswillbeusedtotheirbesteffect.薪資的定義薪資：由一位雇主對一位受雇者，為其已完成和將要完成的工作或已經(jīng)提供或將要提供的服務，可以貨幣結算并由共同協(xié)議或國家法律或條例給予以確定而憑書面或口頭雇傭合同致富的報酬或收入。薪資的定義薪資管理的目標組織目標1、保證組織可以招聘到所需要的人才；2、穩(wěn)定有績效的員工；3、給予員工報酬以增進績效；4、以工作對組織價值為取向，劃定各工作之間的合理差距，并維持薪資給付的全面平衡；5、具有隨市場及組織變動以機動調整的彈性；6、便于解釋、了解、作業(yè)及控制；7、講求成本效益而不耗時耗資。薪資的定義薪資管理的目標員工目標

員工覺得所獲待遇合理及公平，并能配合生活費及勞動力市場之水準和職責之增加，并隨之調整，進而從中建立至我期許的信心。薪資的定義工資管理的原則公平性；準確性；合理性。薪資的定義

薪資政策1、薪資水準主位中位隨位薪資的定義

薪資政策2、薪資架構3、薪資基準4、薪資異動5、薪資控制6、薪資溝通薪資的定義薪資作業(yè)過程政策之發(fā)展技術結構及給付步驟推行?薪資水準?薪資晉升?薪資計劃?薪資溝通?工作分析?工作評價?薪資調查?薪資咨詢?薪資預算?工作劃等?核薪?薪資審核?薪資成本?內(nèi)在結構?外在趨勢?薪等?給付水準?員工服益薪資架構

薪資架構的理念：對內(nèi)公平性對外公平性薪資架構

薪資架構的形成：建立公司薪資給付政策線進行薪資調查建立薪等薪級制度薪等薪級的擴延薪資架構

薪資架構的選擇：等幅式薪資架構連續(xù)式扇狀走向薪資架構復式薪資架曲線型給薪趨勢線薪資管理操作的必須步驟：崗位分析崗位評估市場情況薪酬政策對內(nèi)公平對外公平公平ClassOverview(課程展望）Session1:CompensationProgramManagement薪酬管理概述Session2:MarketSurvey市場調研Session3:StatisticBasics&Application統(tǒng)計學基礎及應用Session4:PayStructureDesign薪酬架構的建立Session5:MeritPaySystem基于業(yè)績的加薪計劃Session6:CompensationCost薪酬成本計算Session7:SalaryAdministration薪酬管理CompensationManagement薪酬管理概述薪酬管理的任務Todevelopanddelivertotalcompensationsolutionwhichmustbe：開發(fā)與實施整體薪酬計劃，從而達到以下目的：Attracting，retainingandmotivatingthebesttalentthecompanyhave吸引，保留及激勵本企業(yè)中的最佳人才Flexibleenoughtosupportbothbusinessstrategyandemployeesneeds具有足夠的靈活性來支持業(yè)務戰(zhàn)略及員工需求Balancedwithbothcompetitivenessandaffordability達到具有競爭力及企業(yè)可負擔的平衡Easytoadministrate/operate便于日常管理和操作Tocommunicatetheprogramswithclaritythatmakesure：清晰地對計劃進行溝通，從而：Theprogramisunderstood/accepted使薪酬計劃能被理解Theexpectationsarewellmanaged使員工的期望值處在適當?shù)乃叫匠瓴呗訤ocusontotalcompensationprograms專注于整體薪酬體系的設計Leverageeffectivemarketsurveytogetcompetitivemarketinformation有效利用市場調研提供的市場信息Differentiatepaywiththefollowingtomakesureequity制定兩極分化的薪酬制度，使薪酬與以下因素相聯(lián)系Skills–Usingaskillsbasedjobsystem技能技巧–工作設置系統(tǒng)Performance–linkingwithperformancemgmtsystem工作表現(xiàn)–績效考評系統(tǒng)Valuetothebusiness–usingretentionprogramsfortoptalent對業(yè)務的價值–留才計劃Efficientlaborcostmanagement–“Usingthemoneywisely”有效的人才成本管理–花錢的智慧薪酬管理目標----平衡Employee員工：Balancepoint平衡點：Competitiveness競爭性Affordability可負擔性Flexibility靈活性Company公司：Equity公平性Consistency一致性Valuable自我價值的體現(xiàn)Laborcostmanagement勞動力成本管理Meritsystem績效工資體系薪酬管理角色分工Compensationposition工資政策Competitiveposition競爭水平Laborcost人力資源成本CompanyExecutive-Decision高層經(jīng)理–決策HumanResources-Proposal人力資源部–提議Managers-Execution中層主管–執(zhí)行JobEvaluationsystem職位評估系統(tǒng)CompensationSystem工資體系Benchmarking市場調研Laborcostanalysis人力成本分析Jobdescriptionevaluation職位描述，評估Performanceevaluation工作表現(xiàn)評估Salaryincreasedecision工資增長幅度的決定Discussion（討論）Whatmakesyoutobeacompensationprofessional?薪酬管理人員的素質薪酬管理人員的素質Internalunderstanding內(nèi)部氣候的了解Understandthecompanybusinessstrategyandpriorities公司業(yè)務戰(zhàn)略及重點Understandorganizationstructureandjobsintheorganization公司組織結構及業(yè)務分布Externalunderstanding外部環(huán)境的了解Economicenvironment經(jīng)濟環(huán)境Labormarketsituationandtrend人力資源市場狀況及趨勢Laborlaw/policyupdate勞動法規(guī)政策的變化Networking/interpersonalskills人際關系網(wǎng)Havearesourcespooltoleverageforinformationsharingforothercompany’spractices可以有可信的資料來源Analyticalskillsforinterpretingthemarketinformation分析能力及解釋市場信息Havefunwithnumbers!與數(shù)字共舞Goodcommunicationskillsbothoralandwriting良好的口頭，筆頭溝通能力ProgramManagementCycle項目管理周期Company’sStrategyandplan公司策略HumanResourcesStrategy人力資源策略CompensationStrategy薪酬策略Evaluation評估Design設計Communication&Training溝通與培訓Administration管理Implementation實施MarketSurvey市場調查市場調查的種類Selfconductedsurvey由本公司執(zhí)行進行Buysurveyreport購買調查報告Companysponsoredsurvey公司召集的調查Participantingroupsponsoredsurvey參加小組召集的調查衡量各種市場調查的方法的投資回報率Easytoconduct實施的難易度Dataquality數(shù)據(jù)的質量Cost成本Turnovertime周期不同調查方法之間的比較Easytoconduct易于實施Cost費用Dataquality數(shù)據(jù)質量Turnovertime時效性Conductyourownsurvey本公司自己進行Buysurveyreport購買調查報告Attendgroupsponsoredsurvey參加小組召集的調查Companysponsoredsurvey本公司召集的調查服務申請的提出Purposeofthesurvey調研目的Targetmarket目標市場Targetjobs目標工作種類Informationrequired所需要的信息Dataofdeliveryexpected所需要的時間Contentsofreportrequired/Format所需要的內(nèi)容形式Additionalrequest,ifany其他要求等服務申請的提出----練習YourcompanyisaITmulti-nationalcompanybasedinBeijing,thecompanyisgongtosetupaR&DcenterinTianjin,youdonothavebranchtherecurrently.Asacompensationprofessional,youareinvitedbytheprojectofficetogivecomeadviseonhowtosetupTianjinR&Dcenter’scompensationandbenefitsterms.AsyoudonothavecontactinTianjin,youdecidetogetsomeinformationfromconsultingcompany.RaiseaROStostateyourneeds貴公司是一家全球行的信息公司的北京分公司，現(xiàn)在天津并沒有任分支機構?，F(xiàn)要在天津建立一個研發(fā)中心，籌建處要求你幫助建立研發(fā)中心的薪酬福利體系，鑒于你在天津沒有任何聯(lián)系，你希望咨詢公司可以幫助你拿到一些資料請練習提出服務申請自我實施的調研Purpose目的Targetmarket目標市場Informationneeded所需信息Methodofsurvey方法Telephonecalls電話訪談Emailquestionnaire問卷Designyourquestionnaire設計問題/問卷Report報告Resultanalysis結果分析Defineyourmarket定義市場Yourcompany’sbasicprofile你公司的基本情況Industryyouarein行業(yè)Typeoforganization組織形式Majorcompetitors主要競爭對手Otherconsiderationsintalentcompeting,imagecompeting,managementsystemcompeting,etc其他競爭，人才，形象，管理風格等Sizeofthemarket市場的大小Nolessthan10companies不能少于10家公司Consistencyconsideration連貫性Shouldmaintain80%repeatedrateeveryeartokeepconsistency每年80％的一致性Contentsofsurvey

調研內(nèi)容CashCompensationitems現(xiàn)金項目Benefitspractice福利政策Paypolicies工資政策Retentionpolicies留才計劃Companyprofiles公司的情況Defineyourquestions

問題設定Usecommonterms,putinexplanationsifnecessary用通用的術語，必要時有解釋UseclosedquestionwithYONanswerinsteadofopenendedquestions用是否問題，不要用自由發(fā)揮問題Makechoicesavailableforparticipants盡量使用選擇題Exercise（練習）Companywanttorevisittherelocationallowancepolicyasthenumberofrelocationisgrowingandtheallowanceisrelativehighandwithoutupdatefor3yearsPleasedesignaquestionnairesothatyoucouldringaroundtogetsomemarketinformation公司現(xiàn)有的派遣津貼已經(jīng)有年沒有變化了，并且隨著業(yè)務量的增加，派遣人員總數(shù)不斷上升，公司擔負不斷增加，想調整津貼金額請設計調查問卷以收集市場信息ImportanceofJobMatching

工作類比的重要性Understandthemethodologyofsurveycompany’sbenchmarkingsystem了解調研公司的類比系統(tǒng)及方法Understandthebenchmarkingjobdescriptionprovidedbysurveycompany了解調研公司提供的標準工作描述Understandinternalorganizationandjobdescription了解本公司的組織及工作種類及工作內(nèi)容Invitebusinessmanagertoparticipantinjobmatchingactivities–why?必要時要邀請業(yè)務經(jīng)理參加工作類比會議--為什么？Surveydatacategories

調研數(shù)據(jù)的分類Basepay基本薪資Monthlybasesalarytimes12基本月薪*12Guaranteedpay固定收入Includingallowances,yearendbonuswithoutmeasurements包括津貼，年底固定獎金Totalcash全部現(xiàn)金收入Includinganyvariablebonus,incentivewithmeasurements抱愧浮動獎金，銷售獎金TotalcompensationAnycashpaymentorbenefitsportion包括其它及福利TotalRemunerationBenefitsIncentivepayvariablebonusAllowance(s)Fixedbonus(es)BasepayTotalRemTotalCashGuaranteedCashAnalysisofSurveyData

分析調研數(shù)據(jù)Tounderstand理解Howdatawascollected數(shù)據(jù)采集的方法Howtoreadthesurveyreport如何解讀調研報告Whatthedatarepresentsfor數(shù)字會說話Howcanweusethedata如何運用數(shù)據(jù)Yourcompetitiveposition你公司的競爭水平Defineyourfuturesalarystructure制定薪酬架構Surveyreportscontents

調查報告內(nèi)容Executivesummary概述Ahighleveleconomic/labormarkettrendreport對經(jīng)濟情況及人才市場走勢的概述DetailedremunerationdataUsuallybyjobfamilies分工作種類MarketpositioncomparisonWhatisyourcompany’spayposition你公司與市場平均水平的比較Questionnaireanalysis問卷分析Salaryadministrationpolicies薪酬政策Benefitsprograms福利項目Retentionprograms留才計劃StatisticBasics&Application統(tǒng)計學基礎及應用StatisticsTerms統(tǒng)計學基礎Mean平均值Unweightedmean不加權平均值Weightedmean加權平均值Median中值Percentile百分位值Quartile區(qū)間Mean平均值Theaverageofasetofdatapoints.itissumofthedatadividedbytheno.ofpoints一組數(shù)據(jù)的綜合除以個數(shù)Unweightedmean不加權平均值Obtainedbycomputingtheaverageofthevaluesofthedatapoints直接平均法Weightedmean加權平均值Obtainedbyweightingeachvaluebytheno.ofdataoccurredthencomputingtheaverage考慮每個數(shù)據(jù)的個數(shù)因素然后加以平均ExampleofComputingMeanCompanyAverageSalary(RMB)No.ofIncumbentsAveragesalaryXNo.OfIncumbentsA100,000202,000,000B120,000101,200,000C140,000101,400,000Total360,000404,600,000Unweightedmean(直接平均值）ofthe3companies:360000/3=120000Weightedmean（間接平均值）ofthe3companies:4600000/40=115000ExerciseofComputingMean

RefertoSurveyData計算平均值的練習ExerciseofCalculatingMean

計算平均值的練習unweightedweightedpositionlevelincumbents50pmeanmeanJunioraccountant11056000secretary12160000HRAssistant11469000Median中值Thepointalonganordereddatapointsatwhichanequalno.ofdatapointsfallaboveandbelow在一組數(shù)據(jù)中，排序后有一半的數(shù)據(jù)在此之上，一半的數(shù)據(jù)在此之下Foranoddno.ofdatapoints,medianisthemiddledatapoints在奇數(shù)個數(shù)據(jù)中，中值就是排在最中間的那個數(shù)的值Foranevenno.ofdatapoints,medianistheaverageofthe2middle-mostdatapoints在偶數(shù)個數(shù)據(jù)中，中值就是排在最中間的兩個數(shù)的平均值Exampleofcomputingmedian(1)

計算中值的練習（1）UnordereddataOrdereddatamedian74000625005450042800332002600013100Exampleofcomputingmedian(2)

計算中值的練習（2）UnordereddataOrdereddatamedian8300074000625005450042800332002600013100ComputingPercentile

計算百分位Definitions(定義)Px,thedesiredpercentilepoints,wherePx,為所需的百分位點x,thepercentilerankdesired(e.g.10,25,etc..)x,為所需的百分位v,therankorderposition(frombottom)forthepercentilepointvalueofinterest,viscalculatedasfollows:V=x/100*(n+1)v，為從上至下排序后百分位點的位置V=x/100*(n+1)n,thenumberofdatapointsinthesamplen，為數(shù)據(jù)的總量ExampleofComputingPercentile(1)

計算百分位的練習（1）ComputingP25v=25/100*(7+1)=2P25shouldbethe2nddatapointP25為下數(shù)第二個數(shù)據(jù)Whichis2800So,p25=2800PleasecalculatingP75byself請計算P75SalaryRank40007350063200531004300032800225001ExampleofComputingPercentile(2)

計算百分位的練習（2）ComputingP25v=25/100*(8+1)=2.25P25shouldbethe2.25thdatapointwhichinbetween2ndand3rddata,P25為下數(shù)第2.25個數(shù)據(jù),也就是在第2與第3數(shù)據(jù)之間的一個數(shù)值Whichisinbetween2800and3000So,p25=2800+0.25*(3000-2800)=2850PleasecalculatingP75byself請計算P75SalaryRank6000840007350063200531004300032800225001Quartiles區(qū)間Incompensationanalysis,percentilesareoftenexpressedintermsofquartiles.thereare4quartilesinasetofdatapoints把每一個區(qū)域分成4個區(qū)間1stquartile:theAREAwherethebottom25percentofvaluesoccur,correspondsto25thpercentile第一區(qū)間，市場上最低的25％數(shù)據(jù)2ndquartile:theAREAwherethe2nd25percentofvaluesoccur,correspondsto50thpercentile第二區(qū)間，市場上25P-50P之間的數(shù)據(jù)3rdquartile:theAREAwherethe3rd25percentofvaluesoccur,correspondsto75thpercentile第三區(qū)間，市場上50P-75P之間的數(shù)據(jù)4thquartile:theAREAwherethetop25percentofvaluesoccur,correspondstothe100thpercentile第四區(qū)間，市場上最高的25％的數(shù)據(jù)Marketsurveyanalysis

市場調研結果分析Read&understandthereports運用統(tǒng)計學知識讀懂報告Datacomparison–appletoapple數(shù)據(jù)比較Time:agemarketdata與時俱進的市場數(shù)據(jù)Value:marketcomparablebasepay可比性工資Positiontomarket:marketindex市場系數(shù)Analysissurveyresult

分析調查報告Data數(shù)據(jù)Information信息Knowledge知識Evaluation評估

MgmtDecision管理決策Agingmarketdata

市場數(shù)據(jù)的與時俱進Determineannualagingfactor增長指數(shù)的計定Datacomingfromsurveyreports,salaryincreaseplan%reportedbyparticipatingcompanies從市場報告中對未來年薪資增長的預料Determinedatetowhichtoagedata設定市場數(shù)據(jù)預估時間Effectivedateofsalarystructure新的工資架構的生效日期或數(shù)據(jù)的日期Lead,lag,orlead/lagphilosophy用Lead,lag,orlead/lag方法Lead,structurewillcompetetheyearendmarketLead,工資結構與年底的市場水平看齊Lag,structurewillcompetetheyearendmarketLag,工資結構與年初的市場水平看齊Lead/lag,structurewillcompetethemidyearmarketLead/lag,工資結構與年中的市場水平看齊Exampleofagingmarketdata

預估市場數(shù)據(jù)的例子SurveydataeffectivedateisOctober1,2002市場調查報告生效日為2002年10月1日Annualagingfactoris8%for2002,6%for2003預估值為2002年8％，2003年6％Thecompany’sstructurewilleffectiveJuly1,2003新的工資架構生效日為2003年7月1日Pleasecalculatetheagingfactorsseparatelyforlead,lag,andlead/lagpolicy請用lead,lag,andlead/lag的方式分別計算市場預估指數(shù)Comeoutmarketcomparablebasepay

把市場數(shù)據(jù)轉化成與本公司的工資有可比性Yougetannualpaydatafromsurvey,whichneedtobeconvertedtoyourcompany’smonthlysalaryamount從市場報告中你得到年底薪酬，你需把它轉化成月薪Whatisyourcompany’spaypolicy?你公司的工資結構是什么？Whatisthemarketannualpayincludes?你的市場數(shù)據(jù)包括了什么內(nèi)容？BasepayGuaranteedcashTotalcashTotalremunerationABCCompanyPayPractices

ABC公司的工資結構ABCcompanypaypracticesABC公司的工資結構12monthssalaryannually每年12個月月薪1monthyearendfixedbonus年底1個月固定獎金1monthvariablebonusmeasuredbycompanyperformance年底1個月浮動獎金根據(jù)公司的業(yè)績MonthlyallowanceofRMB500permonth每月500元津貼Housingsubsidyof10%monthlysalarypaidbycash每月10％月薪的現(xiàn)金住房補貼CalculatingMarketComparableBasePay

計算市場可比性工資BenchmarkPositionABCLevelMeanComparableBasePayJunioraccountantI56000AccountantH81000SrAccountantG109000FinanceSupervisorF170000FinanceManagerD270000MarketIndex

市場系數(shù)Comparecompanyaveragesalarywithmarketaveragesalary本公司平均工資與市場平均工資的比較MakeAppletoApplecomparison要完全同須知的比較Samepointoftime同一時間Samejob同一工作Samepaycomponents同樣的工資內(nèi)容Basetobase,totalcashtototalcash基本月薪，或全部年薪Anexerciseofdatacomparison數(shù)據(jù)比較的練習MarketIndex

市場系數(shù)PositionLevelNumberofEEsAverageSalaryMarketMeanMarketIndexJunioraccountantI833003289AccountantH546004934SrAccountantG265006776FinanceSupervisorF1900010789FinanceManagerD11700017368PayStructureDesign

設計工資架構Somethingaboutpaystructure

關于工資架構AnIdealCompensationProgram

理想的薪酬設計Internalequity內(nèi)部公平性Externalcompetitiveness外部競爭性Affordability可負擔性Legallydefensible合法的Understandable/salable可理解的/易服人的Efficienttoadminister易管理的Safeguardstheorganization’sresources對公司資源的保護Flexible靈活的Meetstheorganization’suniqueneeds為企業(yè)特別定制的GeneralandSpecificFactorsAffectingPayStructures

影響工資架構的一般與特殊因素Corporatecultureandvalues企業(yè)文化及價值觀Managementphilosophy管理宗旨Externaleconomicenvironment外部經(jīng)濟環(huán)境Labormarketdemandandsupply市場的供求比Corporatestrategyandpolicy公司的戰(zhàn)略與政策Centralizedcompensationpolicy統(tǒng)一的工資政策Decentralizedcompensationpolicy分管的工資政策Short-termvs..Long-termconsideration短期與長期的考慮ExampleofaPayStructure

工資架構的例子

876543217800680058004800380028008800GradePayStructureDesign

工資架構的設計Basepaypolicyline基本工資政策線Numberofjobgrades/bands級別的設置Midpointprogression級差Rangespreads級寬Rangeoverlap級間重疊區(qū)Numberofpaystructures工資架構的數(shù)目ProfileofaBasePayStructure

典型的工資架構a:Rangemin最低點d–c:Rangeoverlap級間重疊區(qū)b:Rangemax最高點e-f,f-g:Rangeprogression級差a-b:Rangespread級寬e-f-g:Basepaypolicyline基本工資政策線

agcbdefBasePayPolicyLine$JobValueRangeSpreads

級寬Plusandminusmidpointpercent中點距兩極的距離(1+％desired)/(1-%desired)-1=rangespread(1+20%)(1-20%)=0.5or50%Minimumtomaximum最低點與最高點的距離(max–min)/min=rangespread(4500-3000)/3000=0.5or50%ExerciseonMidpointandRangeSpread

由級差算出中點距兩極的距離的練習RangeSpreadSpreadoneithersideofMidpoint30%40%45%50%60%70%ExerciseforcalculatingMin/MaxfromMidpoint

從中點算出最高最低點的練習PositionRangeSpreadMinimumMidpointMaximumAccountingManager30%1000040%1000050%1000060%10000RangeProgression

級差Percentagedifferencebetweengrademidpoints兩極中點的差距百分比Toconsiderthefollowingwhendesignthejump在制定級差時應考慮的因素Marketcompetitiveness市場競爭性Costofpromotions升值的成本Midpoint-to-midpointdifferentialguidelines(idealsituation)級差的規(guī)定（理想狀態(tài)）5-10%forclerical/production5-10％職員/生產(chǎn)線8-15%forprofessionalandmanagement8-15％專業(yè)人員及經(jīng)理層15-25%betweensupervisorandsubordinates15-25％主管及下屬之間30-35%forexecutivelevels30-35％高級管理層TypicalRangeSpreads

典型的級寬EmployeeGroupTypicalRangeSpreadServices,productionandmaintenance服務，生產(chǎn)以及維護Narrowranges20-30%窄20-30％Clerical,technicalandsupervisory職員，技工及主管Relativelynarrow30-50%相對窄30-50％Professionalandadministrative專業(yè)及行政人士Widerranges50%寬50％Managerialandexecutive經(jīng)理及高層經(jīng)理Widestranges50%+最寬50％以上DevelopingaPayStructure

制作工資架構Internalequity內(nèi)部公平性Jobevaluationsystem職位定級系統(tǒng)Equitywithinajobfamily在同一工作族群之間的公平Equityamongvariousjobfamilies在不通工作族群之間的公平Crossfunctional/locationconsistency跨部門及地區(qū)的一致性Externalcompetitiveness外部競爭力Achieveattract,retainandmotivepurpose完成吸引，保留及激勵人才的目的Getmostrecentmarketdata拿到最近的市場數(shù)據(jù)DevelopingaPayStructure

制作工資架構Defineinternalpaygrads制定內(nèi)部的工資級數(shù)Slotjobsintopaygrads把工作與級別相對應Decideyourpaypolicies決定工資政策Lead,lagorlead/lagLead,lag或lead/lagCompetitivenessposition(whichmarkettrendlinetofollow,25th,50th,or75th競爭水平（你公司在市場上的定位，25p,50p,75p)Howmanystructuresyouneed需要多少個工資結構DevelopingaPayStructure

制作工資架構Applymostupdatemarketdata用最近的市場數(shù)據(jù)Agethemarketdataaccordingtopaypolicies預估市場工資水平Groupingmarketdatabyjobfamiliesyouneedforspecificstructure把市場數(shù)據(jù)按工作族群分類Calculatingthemeanofthosemarketdata算出市場數(shù)據(jù)的中值Findoutmarketinconsistenciesandsmoothoutgrademidpoints找到市場的不協(xié)調點并用平滑方法決定中點Reviewdifferencesbetweenmidpointsandmarketdata回顧中點及市場中值的差距Resolveinconsistenciesbetweeninternalandexternalequity對外部及內(nèi)部的不一致性進行平衡Developingpayrangesaroundtheproposedmidpoints用決定好的中值定出級寬及最低最高點exerciseondevelopingacompany'spaystructureBuildingYourStructure

制定你的工資架構Decideyourmidpoint決定中點Smoothoutwhereyoulackofmarketdata如沒有市場數(shù)據(jù)，用平滑方法決定Decideyourrangespread決定級寬Calculatetheminimumandmaximum計算最低和最高點Calculatethemidpointprogression計算中點的級差Furthersmoothouttherangebyappropriateprogressionandrangespread用適當?shù)募壊?，級寬來最后平衡BuildYourStructure–Assumptions

制定工資架構－假設情況Marketmovement市場動向8%for20026%for2003projectionStructurepolicy工資政策Lead領先Lagpolicy滯后Lead/lagpolicy跟隨ASampleSalaryStructure

工資架構的樣本MinMidpMaxSpreadProgresI32503900455040％H42905150601040％32％G54406800816050％32％F762095201142050％40％E10250133301641060％40％D14350186602297060％40％MeritPaySystem績效工資系統(tǒng)LinkPerformanceWithPay工資及表現(xiàn)的結合MeritPaySystem

績效工資Paydifferentiationbyindividualperformance根據(jù)不通的工作表現(xiàn)拉開工資差距Linkpaywithperformancemanagement績效評估系統(tǒng)與工資的結合Internalequity內(nèi)部公平性的體現(xiàn)SalaryRangeProfile

工資幅度的典型4thQuartileConsistentlyoutstanding3rdQuartileExceedsstandards2ndQuartileMeetsstandards1stQuartileDoesnotfullymeetstandards75%Midpoint25%payPerformancedefinitionsPositioninRange在級別中的位置

PayProgressionwithRange在同級中工資的進度25%DoesNotMeetStandards0%50%MeetStandards75%ExceedStandards100%OutstandingPayRangeMinimumRangePenetrationPayRangeMaximumPayTimeQuartilesofaRange

工資幅度的區(qū)間1Q2Q3Q4QI3250-35743575-38993900-42244225-4550H4290-47194750-51495151-55795580-6010G5440-61196120-67996800-74797480-8160F7620-85698570-95199520-1046910470-11420E10250-1178911790-1332913330-1486914870-16410D14350-1650416505-1865918660-2081420815-22970PositioninRange在工資幅度中的位置

Compa-RatioCalculationsCompa–Ratio的計算MarketIndex(actualtomarket)MidpointIndividualCompa-Ratio(actualtostructure)AverageSalaryMarketAverageOrganisational/UnitCompa-Ratio(actualtostructure)Salary=-----------------------------------------------------------------------Midpoint==AverageSalaryExerciseonCalculatingCompa-ratio

計算Compa-Ratio的練習PositionLvNo.OfEEsAverageSalaryNewSalaryMidptCompa-RatioJunioraccountantI833003900AccountantH546005150SraccountantG265006800FinancesupervisorF190009520FinancemanagerD11700018660PositioninRange工資幅度中的位置

RangePenetrationControl工資百分位值120090080010008001200RangePenetration=PayRate-MinimumMaximum-Minimum-------------------------ExerciseonCalculatingPenetration

計算工資百分位值的練習positionlevelNumberofEEsAveragesalarypenetrationJunioraccountantI83300AccountantH54600SraccountantG26500FinancesupvervisorF19000FinancemanagerD117000MeritIncreaseGuidelines

績效工資增長規(guī)定Performanceonly只與表現(xiàn)掛鉤Performanceandpositioninrange與表現(xiàn)及在工資架構中的位置一起掛鉤BasedonPerformanceOnly–IncreaseanPercentofBasePay只與表現(xiàn)掛鉤—基本工資增長幅度PerformanceRatingFixedIncreaseAmountDiscretionaryIncreaseRangeOutstanding10%7-12%ConsistentlyExceedsStandards7%6-8%MeetsStandards4%3-5%DoesnotFullyMeetStandards0%0%BasedonPerformanceandPositioninRange

與表現(xiàn)及在幅度中的位置相掛鉤FixedIncreaseAmountPerformanceRating1stQuartileorbelow2ndQuartile3rdQuartile4thQuartileOutstanding12%9%6%3%ConsistentlyExceedsStandards8%5%3%0-2%MeetsStandards5%3%0-2%0%DoesnotFullyMeetStandards0-3%0%0%0%FactorswhenDefiningtheIncreasePercentage

決定漲工資幅度的因素Averageincreasebudget漲工資的預算Salarystructuremovementpercentage工資架構增長的比例Performanceratingdistribution工作表現(xiàn)分數(shù)的分布Averagepaypositioninrange平均工資在幅度中的位置Compa-ratioPenetrationquartilePaydifferentiation差距的大小SalaryIncreaseBudget

工資增長預算PercentnecessarytomatchmarketasofJanuary1追趕一月一日市場的增長百分比Anticipatedpercentofnextyear’smarketmovement(lead,lag,lead/lag)預期的市場增長比例，考慮領先或滯后策略Desiredpositionaboveorbelowthemarket(paypolicy)想要比市場高或低的百分比（市場定位）PercentageIncreaseExample

工資增長比例的例子PercentIncrease=8%Percenttomatchmarket0.2%Totalmarketsalaries/Totalcompanysalaries–1Marketmovement3%Companypaypolicy5%ExerciseforSalaryIncreaseMatrix

工資增長矩陣的練習Averagesalaryincreasebudget8%平均加薪幅度預算為8％Performanceevaluationdistribution績效考評分數(shù)分布Outstanding10%Meetalltarget50%Meetmosttarget30%Doesnotfullymeettarget10%Maximumincreasepercentage16%最高加薪幅度16％Populationdistributioninsalaryrange在薪酬架構中人員的分布1Q40%,2Q30%,3Q20%,4Q10%Flexibilityadder2%靈活加薪幅度ExerciseonMeritMatrix工資增長矩陣的練習

Populationineachcell每小格的人數(shù)1Q40%2Q30%3Q20%4Q10%Outstanding10%4%3%2%1%Meetalltarget50%20%15%10%5%Meetmosttarget30%12%9%6%3%Doesnotfullymeettarget10%4%3%2%1%ExerciseonMeritMatrix工資增長矩陣的練習

Merit%Assumption增長比例設定1Q40%2Q30%3Q20%4Q10%Outstanding10%4%(16%)3%(13%)2%(8%)1%(5%)Meetalltarget50%20%(13%)15%(9%)10%(6%)5%(3%)Meetmosttarget30%12%(7%)9%(5%)6%(0%)3%(0%)Doesnotfullymeettarget10%4%(3%)3%(0%)2%(0%)1%(0%)ASampleofPayStructure&MeritMatrix

工資架構與績效工資增長的例子1Q40%2Q30%3Q20%4Q10%I3250-35743575-38993900-42244225-4550H4290-47194750-51495151-55795580-6010G5440-61196120-67996800-74797480-8160F7620-85698570-95199520-1046910470-11420E10250-1178911790-1332913330-1486914870-16410D14350-1650416505-1865918660-2081420815-22970110%16%13%8%5%250%13%9%6%3%330%7%5%0%0%410%3%0%0%0%SalaryIncreaseProgramCost

加薪預算Pointintimecostforamonth加薪當月成本Annualizedcostconsideringimpacttootheritems年度加薪成本，考慮到其它因素的影響IfthereisanyimpacttootherpayprogramsYearendbonus（年終獎金）Salesincentive（銷售獎金）Benefitscost（福利成本）SalaryIncreaseProgramCcost

加薪預算Pointintimecostforamonth加薪當月成本Totalpayrollincrease%basedonmeritincrease%calculationE.g.theexampleshowsthetotalpayrollwillincreaseby8%fromJuly1Whatistheaverageincrease%foreligibleemployees?AllocatingSalaryIncreaseBudget

加薪預算8%averagecompanysalaryincreasebudgettoallocateto3BUs8％的加薪預算分給3個部門Method1:Give8%toeachBUequally平分Method2:AllocatingbudgetconsidertheBUaverageCompa-ratio根據(jù)部門平均Compa-ratio來分Acompa–ratiois80%8%/80%=10%Acompa–ratiois100%8%/100%=8%Acompa–ratiois120%8%/120%=6.7%Needtocalculatethetotaltomakesurewithinbudget分后重算總數(shù)以保證不超預算LaborCostCalculation

人力成本的計算AnnualLaborCostCalculation

年度人力成本計算Salaryincreaseprogramcost加薪成本Promotioncost升職成本Resourceschangescost人員變動成本AnnualCashFlowCostofMonthlyPayroll

月工資變動對全年的影響Januarypayrollincreasewillgenerate100%costimpacttotheyear(8%)increasefromJanuarywillcost8%annually一月的加薪對全年造成100％的影響Julyincreasewillgenerate50%impacttotheyear(8%increasefromJulywillcost4%annually)七月的加薪對全年造成50％的影響Promotionalcostcalculation

升職成本的計算Howmany%populationwillgetpromoted?升職人數(shù)比例Whatistheaverageincrease%平均加薪比例Doespromotionhappenanytimeduringtheyear?升職何時會發(fā)生Annualpromotional%=%populationxavginc%xcashflowfactorResourcesChangesConsideration

人員變動對成本的影響NewHiresCost(+)新員工加入增加成本NewhireaveragesalaryxNo.ofnewhirexnewhirecashflowfactor(averageonboardmonthsofnewhires/12mths)SeparationsCost(-)離職人員節(jié)省成本SeparationaveragesalaryxNo.ofseparationsfortheyearxseparationcashflowfactor(averagemonthsleftduringtheyear/12mths)SalaryAdministration

薪酬管理ObjectiveofSalaryAdministration

薪酬管理的目的Maintainhealthyaveragecompa-ratio保持良好的平均compa-ratioOverallsalaryprogramefficiency薪酬計劃的有效性Overallcompetitiveness整體的競爭性Maintainhealthyresourcestructure保持良好的人員結構Wayoflaborcostmanagement勞動成本管理的一種方法Promotionguideline

升職政策Criteria條件Careerdriven/skillsPerformanceTimestayincurrentlevelBusinessneedsResourcesstructureSalaryincrease%漲薪幅度ConsidertherangeprogressionrateLastincreasedateCostofpromotion