徐斌-薪酬體系

Courseforposition-basedfaircompensationsystemPayforposition&Payforperformance

薪酬與績(jī)效

徐斌—項(xiàng)目總監(jiān)，人力資源管理咨詢(xún)首席顧問(wèn)；中國(guó)政府（國(guó)務(wù)院體改辦）人力資源國(guó)際項(xiàng)目5位特聘專(zhuān)家之一、京城十大咨詢(xún)與培訓(xùn)講師。徐斌博士，首都經(jīng)貿(mào)大學(xué)、香港工商管理學(xué)院教授、曾在跨國(guó)公司擔(dān)任資深經(jīng)理。北京大學(xué)企業(yè)家研修班、清華大學(xué)總裁研究班人力資源咨詢(xún)與培訓(xùn)師、中國(guó)政府與國(guó)際勞工組織人力資源項(xiàng)目特聘專(zhuān)家、世界級(jí)管理咨詢(xún)公司的合作者；情景領(lǐng)導(dǎo)（美國(guó)）課程、6頂思考帽子（英）課程，PTT（專(zhuān)業(yè)培訓(xùn)師的培訓(xùn)—美國(guó)）課程的授權(quán)（簽約）講師。他擁有豐富的大型跨國(guó)公司人力資源高層管理經(jīng)驗(yàn)（業(yè)績(jī)管理、薪資福利、組織設(shè)計(jì)、工作分析、職位評(píng)估等），他為摩托羅拉、可口可樂(lè)、聯(lián)想、三菱、TCL、泰康人壽、石藥集團(tuán)等提供的咨詢(xún)傳達(dá)了新的管理方式。他率領(lǐng)的咨詢(xún)團(tuán)隊(duì)為大型企業(yè)提供的組織改造與業(yè)績(jī)管理咨詢(xún)項(xiàng)目獲得客戶(hù)高度稱(chēng)贊，并在國(guó)家行政學(xué)院對(duì)他所領(lǐng)導(dǎo)的項(xiàng)目做了專(zhuān)題介紹。37咨詢(xún)顧問(wèn)背景：Humanresourcestransformation人力資源管理模式變革DefinesanddevelopsahumancapitalstrategybyIdentifyingexistingpracticesandneedsacrosssixdimensions定義和開(kāi)發(fā)的六維人力資本戰(zhàn)略

People人員Capabilities能力Experience經(jīng)歷Training&education培訓(xùn)及教育Demographics人口學(xué)特征

Rewards獎(jiǎng)勵(lì)Monetary/non-monetary貨幣形式/非貨幣形式Theworkitself工作本身Long/shortterm長(zhǎng)期短期形勢(shì)Careerprogression職業(yè)發(fā)展

Decision-marking決策Vision/strategy愿景/戰(zhàn)略Decision-makingaccountability決策的責(zé)任Speedandqualityofdecision-making決策的速度和質(zhì)量Participation參與Decentralization分散

Workprocesses工作流程Workflows工作流程Sequencingofactivities工作順序Divisionoflabor分工Unit(inter)dependencies單元的獨(dú)立

Managerialstructure管理構(gòu)架Rolesandresponsibilities角色和責(zé)任Jobdesign崗位設(shè)計(jì)Reportingrelationshipsandrequirements匯報(bào)關(guān)系和要求Goalspecification目標(biāo)說(shuō)明Performancemanagement業(yè)績(jī)管理

Informationandknowledge

信息和知識(shí)Communicationmechanismsandflows溝通機(jī)制和流程Informationexchange信息交換Intellectualcapitaluse/creation知識(shí)資本的運(yùn)用和創(chuàng)造Informationsystems信息系統(tǒng)3-PManagementModelOverview3-P管理模式概覽Humanresources:the3-pmanagementmodel人力資源管理：3p模型Roleclarification崗位澄清Positionevaluation崗位評(píng)估Performancereview業(yè)績(jī)?cè)u(píng)估Objectivesetting目標(biāo)設(shè)定Compensation薪酬P(guān)ersondevelopment人才發(fā)展Threemanagementlevels-1三個(gè)管理層次－第一層Roleclarification崗位澄清Objectivesetting目標(biāo)設(shè)定Positionevaluation崗位評(píng)估Performancereview業(yè)績(jī)?cè)u(píng)估Persondevelopment人才發(fā)展compensation薪酬ResponsibilitiesmappingOrganizationanalysisGradingstructureOrganizationfine-tuningObjectivesmappingCorporateobjectivesanalysisResultsmappingCorporateperformancereviewTotalremunerationstructureCapacity-to-PayanalysisCompetenciesprofilingFutureorganizationanalysisIndividualManagement個(gè)體的管理Threemanagementlevels-2三個(gè)管理層次－第二層RoleclarificationObjectivesettingPositionevaluationPerformancereviewPersondevelopment

人才發(fā)展CompensationOrganizationanalysisOrganizationfine-tuningCorporateobjectivesanalysisCorporateperformancereviewCapacity-to-PayanalysisFutureorganizationanalysisIndividualManagement個(gè)體的管理Competenciesprofiling能力檔案Totalremunerationstructure總體薪酬結(jié)構(gòu)Gradingstructure等級(jí)結(jié)構(gòu)Responsibilitiesmapping職責(zé)的分配Objectivesmapping目標(biāo)的分布Resultsmapping結(jié)果的分布OrganizationalManagement組織的管理Threemanagementlevels-3三個(gè)管理層次－第三層ResponsibilitiesmappingObjectivesmappingGradingstructureResultsmappingCompetenciesprofiling人才發(fā)展TotalremunerationstructureRoleclarificationPositionevaluationObjectivesettingPerformancereviewCompensationPersondevelopmentFutureorganizationanalysis組織發(fā)展分析Capacity-to-Payanalysis支付能力分析Organizationfine-tuning組織優(yōu)化Organizationanalysis組織分析Corporateobjectivesanalysis集團(tuán)目標(biāo)分布Corporateperformancereview集團(tuán)業(yè)績(jī)?cè)u(píng)估OrganizationalManagement組織的管理IndividualManagement個(gè)體的管理StrategicManagement戰(zhàn)略管理Manageall3Ps綜合管理所有的3P崗位

Position個(gè)人

Person績(jī)效Performance明確性、一致性、簡(jiǎn)潔性Withclarity,simplicityandconsistencyRoleclarification崗位澄清Positionevaluation崗位評(píng)估Persondevelopment人才發(fā)展Compensation薪酬P(guān)erformancereview業(yè)績(jī)?cè)u(píng)估Objectivesetting目標(biāo)設(shè)定HRMoverview人力資源管理叢覽Resourcesinventory

資源儲(chǔ)備組織設(shè)計(jì)崗位設(shè)計(jì)部門(mén)和崗位職責(zé)澄清人力資源規(guī)劃崗位評(píng)估Control控制以崗付薪績(jī)效付薪能力付薪Resourcesutilization資源利用戰(zhàn)略規(guī)劃目標(biāo)設(shè)定和分解個(gè)人績(jī)效合同簽訂績(jī)效跟蹤和反饋績(jī)效評(píng)估績(jī)效與激勵(lì)掛鉤Resourcesdevelopment資源開(kāi)發(fā)能力素質(zhì)標(biāo)準(zhǔn)建立員工培訓(xùn)和發(fā)展計(jì)劃繼任者計(jì)劃領(lǐng)導(dǎo)力評(píng)估和發(fā)展計(jì)劃高潛質(zhì)員工發(fā)展管理培訓(xùn)生計(jì)劃Definingthemosteffectiveorganizationstructure制定最有效的組織結(jié)構(gòu)Organizationdesignprocedure組織設(shè)計(jì)的程序

Allocationofresponsibilitiestopdown

由上而下的職能、職責(zé)分配

-Defineresponsibilitiesaccordingtocompany’sbusinessstrategy

根據(jù)公司經(jīng)營(yíng)戰(zhàn)略界定職能

-Definefunctionsaccordingtodesigningprinciple

根據(jù)設(shè)計(jì)原則確定部門(mén)機(jī)構(gòu)

-Allocateresponsibilitytopositionaccordingtothefunctionsdefinedbytheorganization

根據(jù)機(jī)構(gòu)所定義的職能將職責(zé)分配到具體崗位

Definitionofadministrativelevels管理層次的定義

-Flatwithlargeunitsandwidespansofcontrol扁平而管理幅度寬

-Tallwithsmallunitsandsmallspansofcontrol多層次而管理幅度窄Rolemapping,apowerfultooltoanalysistheefficiencyoforganizations職責(zé)匹配，一個(gè)分析組織有效性的有力工具什么是職責(zé)匹配？（Rolemapping）

-職責(zé)匹配是將部門(mén)的職責(zé)分解到各崗位的一種分析工具職責(zé)匹配的目的

-分析、澄清各項(xiàng)工作執(zhí)行過(guò)程中各相關(guān)崗位之間的職責(zé)關(guān)系，分配工作，分清職責(zé)邊界，以加強(qiáng)合作，減少誤解或扯皮現(xiàn)象Exerciseone:rolemappinganalysis練習(xí)：職責(zé)匹配分析

角色活動(dòng)CEO高層主管團(tuán)隊(duì)市場(chǎng)營(yíng)銷(xiāo)部財(cái)務(wù)部生產(chǎn)部人力資源部績(jī)效管理－建立績(jī)效指標(biāo)－建立績(jī)效評(píng)估系統(tǒng)－績(jī)效評(píng)估－設(shè)計(jì)員工發(fā)展計(jì)劃－確定員工發(fā)展?jié)摿Γ_定員工職業(yè)發(fā)展計(jì)劃Howtowritepreciseandresult-orientedpositionclarification如何撰寫(xiě)精確又適用的崗位說(shuō)明書(shū)Thepositionisthesmallestunitofanorganization崗位是組織的最小單位Organization組織Function職能Areasofresponsibility職責(zé)范圍Division/unit分支機(jī)構(gòu)/單位Department/unit部門(mén)/小組Position職位Position職位Position職位…Assuch,itsexistence,natureanddefinitiondependonthecompany’sbusinessstrategy

就如以上所說(shuō)，崗位的存在、性質(zhì)和定義都是由公司的戰(zhàn)略所決定的Function/roles崗位Structure結(jié)構(gòu)Abasictoolofhumanresourcesmanagement人力資源管理的基本工具Allocationofresponsibilities責(zé)任分配Roleclarification責(zé)任說(shuō)明Objectivessetting目標(biāo)制定Performancecontract工作表現(xiàn)契約Positionevaluation崗位評(píng)估Compensationstructure薪酬結(jié)構(gòu)Positionrequirements崗位要求Incumbentprofile員工形象Organization機(jī)構(gòu)Performancemanagement工作表現(xiàn)管理Reward獎(jiǎng)勵(lì)Recruitment招聘Training培訓(xùn)Promotion晉升Part1.Identity1.基本信息Identity身份date日期Organization機(jī)構(gòu)department部門(mén)Positiontitle崗位名稱(chēng)incumbent任職者approval批準(zhǔn)Supervisor主管supervisor’sname主管姓名approval批準(zhǔn)Part2.Purpose2.崗位的主要目的目的（崗位存在的理由，限制條件和目標(biāo)）Purpose(whythepositionexists,withinwhatlimitsandwithwhatobjectives)Purpose……目的（崗位目標(biāo)，限制條件和存在的理由）為了做什么在Withwhatobjectiveswithinwhichlimitswhat’stherole目的限制條件？做什么？Results結(jié)果Marketsshare市場(chǎng)份額Profit利潤(rùn)Sales銷(xiāo)售Quantity數(shù)量Quality質(zhì)量Service服務(wù)Policy政策Principles原理Guideline準(zhǔn)則Supervision日常監(jiān)督Organize組織Direct指導(dǎo)Recommend推薦Plan計(jì)劃Operate操作活動(dòng)Howtowritepurpose(e.g.itservicessupervisor)如何書(shū)寫(xiě)崗位目的（舉例：信息系統(tǒng)主管）為withwhatobjectives?在withinwhatlimits?做what’stheactivities?Examplesofthepositionframework“within”崗位目標(biāo)、限制的一些例子“以何為目標(biāo)withwhatobjectives”“有何限制withinwhichlimits”市場(chǎng)market法律laws作法practices業(yè)績(jī)performance價(jià)值觀values習(xí)慣customs利潤(rùn)profitability原則principles程序procedures效率efficiency政策policies條件conditions生產(chǎn)率productivity策略strategies模式models質(zhì)量quality方針guidelines規(guī)定rules服務(wù)service模型patterns常規(guī)routines期限deadlines方法methods指示instructions安全safety技術(shù)techniques規(guī)則regulations持續(xù)性continuity體系systems準(zhǔn)則criteriaPart3.operatingnetworkofinteraction3.工作聯(lián)系網(wǎng)絡(luò)EXTERNAL外部INTERNAL內(nèi)部EXTERNAL外部Part4.minimumrequirements4.最低任職要求MINIMUMREQUIREMENTS最低要求Education教育/Experience經(jīng)驗(yàn)Specificknowledge&skills特別知識(shí)/技能Part5.responsibilities5.主要崗位職責(zé)AreasprioritiesmeasurementWhat(duties)做什么職責(zé)重要程度衡量標(biāo)準(zhǔn)Why(objectives)為什么（目標(biāo)）

Areasofresponsibility職責(zé)范圍Measurementcriteria

Headingsofareasofresponsibility名稱(chēng)衡量標(biāo)準(zhǔn)Rankingorderofimportance優(yōu)先順序quantitative數(shù)量Definitionofrolesinordertoachievewhichresultsqualitative質(zhì)量下定義為了什么效果，做什么Businessdevelopment業(yè)務(wù)拓展

Identifyandspecifynewproducts,developandmaintainNewcustomer新客戶(hù)closerelationstocustomersandsellproductsatagreedNewproducts新產(chǎn)品conditions識(shí)別和詳述新產(chǎn)品，開(kāi)發(fā)和維護(hù)客戶(hù)，并依據(jù)Marketshare市場(chǎng)份額協(xié)議出售產(chǎn)品Inorderto為了Achievetheannualsalestargets.達(dá)到年度銷(xiāo)售目標(biāo)2.Clarifyresponsibilitiesscopefirstly首先確定職責(zé)范圍職責(zé)名稱(chēng)職責(zé)定義描述要點(diǎn)一個(gè)詞/短語(yǔ)獨(dú)立而窮盡一句話(huà)/簡(jiǎn)潔的一段話(huà)使用“為了……，在

……下，做……”句式示例區(qū)域銷(xiāo)售經(jīng)理制定銷(xiāo)售計(jì)劃完成銷(xiāo)售任務(wù)管理銷(xiāo)售組織管理客戶(hù)關(guān)系職責(zé)1：制定銷(xiāo)售計(jì)劃

為了完成銷(xiāo)售任務(wù)，在公司的銷(xiāo)售戰(zhàn)略和產(chǎn)品策略的指引下，制定所負(fù)責(zé)區(qū)域的年度和季度銷(xiāo)售計(jì)劃，確定銷(xiāo)售目標(biāo)，并與銷(xiāo)售代表溝通，分解確定個(gè)人目標(biāo)，以之指導(dǎo)個(gè)人工作展開(kāi)。Thinkingandactionverbs?思考和行動(dòng)的動(dòng)詞發(fā)起參與支持推薦計(jì)劃

決定組織實(shí)施執(zhí)行/實(shí)現(xiàn)指導(dǎo)/管理控制監(jiān)督修改更新調(diào)研/評(píng)估/發(fā)展/建議/忠告思考決定實(shí)施ObservableWork-relatedKnowledge(product,function,industry)Skills/abilities(negotiation,dateanalysis,multimediapresentation)Values(quality,service,integrity,resultsorientation)Attitudes/traits(creativity,flexibility,initiative,teamplayer)ExperienceTenyearsinmanufacturing,fiveyearsinqualitycontrolPart6.measurementcriteria6、衡量標(biāo)準(zhǔn)Objectivity

客觀性Subjectivity

主觀性Accuratefigures準(zhǔn)確數(shù)據(jù)Ratios比率Scalesofvalues價(jià)值程度Generalclarifications一般說(shuō)明Examplesofmeasurement度量的例子Cost

成本

Quality素質(zhì)Costperunit每件成本價(jià)accuracy準(zhǔn)確性Actualvsbudget實(shí)際對(duì)比預(yù)算servicereliability可靠性Time時(shí)間Humanreaction人的反應(yīng)Deadline限期complaints投訴Timetomarket到達(dá)市場(chǎng)的時(shí)間compliments稱(chēng)贊Unitsperman-hour個(gè)人出產(chǎn)額feedback反饋Quantity數(shù)量Margin/profit邊緣、利潤(rùn)Output產(chǎn)量Revenue收入Volume量Positionevaluation職位評(píng)估Positionevaluationisdefinedas…職位評(píng)估是…Tomeasurethevaluesofpositionswithinanorganization,andtorankallpositionssystematicallywiththeconsistentterms衡量一個(gè)組織中不同崗位之間相對(duì)價(jià)值，并在盡可能一致的條件下，系統(tǒng)地決定企業(yè)中崗位相對(duì)排序地過(guò)程…Togradeallpositionsafterevaluation把這些崗位放入恰當(dāng)?shù)丶?jí)別或?qū)哟蔚剡^(guò)程…Prosandconsofpointfactorsystem因素計(jì)分法的利弊利pros弊cons

使評(píng)估集中于崗位而不是個(gè)人準(zhǔn)備文檔的成本和時(shí)間消耗答Evaluationfocusesonpositions,notmorecostlyandtimeconsuminginonindividualsdocumentspreparation評(píng)估結(jié)果較易轉(zhuǎn)化為薪資級(jí)別實(shí)施復(fù)雜，需要進(jìn)行全面培訓(xùn)Resultscouldbetransferredtosalaryrequirespersonneltotrainedstructureeasilythoroughly

新的崗位容易放入組織結(jié)構(gòu)不易為員工理解Newpositionscouldbeslottedinhardtobeunderstoodbystaffseasily評(píng)估結(jié)果更為客觀一致JudgmentsaremoreobjectiveandconsistentMercerIPEapplications美世評(píng)估系統(tǒng)的應(yīng)用Evaluationprocess評(píng)估過(guò)程Selectbenchmarkposition挑選典型崗位Gatherdataobenchmarkpositions收集典型職位的職位描述Fromevaluationcommittee組織評(píng)估委員會(huì)Communicateandconducttraining溝通與培訓(xùn)evaluatepositions評(píng)述職位Confirmtheresultsandputthemintouse確認(rèn)評(píng)估結(jié)果并應(yīng)用124563Selectionofbenchmarkpositions標(biāo)準(zhǔn)崗位的選擇Benchmarksshouldberepresentative基準(zhǔn)崗位需具有代表性Job-holdershouldberepresentative任職者是有代表性的Thehigherup,themoreunique崗位越高，越具獨(dú)特性Benchmarks>15%but<30%oftotalpositions基準(zhǔn)崗位應(yīng)占所有崗位的15%-30%Benchmarking典型LL-1L-2L-3L-4L-5Sixhierarchicallevels6級(jí)Executivecommittee評(píng)估委員會(huì)Seniormanagers高級(jí)經(jīng)理Managers/experts經(jīng)理/專(zhuān)家supervisors/specialists主管/專(zhuān)員staff員工Blue-collars藍(lán)領(lǐng)BenchmarkpositionsTypicalheadcount

80%20

100%5

60%75

40%250

20%150

10%500total總計(jì)25%1’00Positiondatagathering收集職位數(shù)據(jù)Gatherdata數(shù)據(jù)收集

Reviewupdatedorganizationchart審核最新的組織結(jié)構(gòu)圖

reviewexistingpositiondescriptions審核現(xiàn)有職位描述

interviewkeypersonnel與關(guān)鍵人員面談Confirmpositions確認(rèn)職位

useexistingpositiondescriptions,or使用現(xiàn)有的職位描述

usepositionanalysisquestionnaire,or使用分析問(wèn)卷

modifypositiondescriptions,or修正職位描述

writenewpositiondescriptions寫(xiě)出新的職位描述Theevaluationcommittee評(píng)估委員會(huì)Crossfunctionalexperience

需要有跨部門(mén)的經(jīng)驗(yàn)Credibility

誠(chéng)信Twocommittees;non-exemptandexemptjobs

兩個(gè)委員會(huì)；非管理人員和管理人員Membersshouldbesamelevelandstatus

成員應(yīng)是同一層次的Training培訓(xùn)Notraining,noparticipation

未經(jīng)培訓(xùn)，不可評(píng)估Learningbypractice

在實(shí)踐中學(xué)習(xí)Evaluation評(píng)估Allevaluationsaretentativeuntilvalidation

所有評(píng)估在未獲確認(rèn)前都是嘗試性的Evaluatingpositionnotposition-holder

評(píng)估職位而非任職者Consideringcompetent,acceptableperformance

考慮稱(chēng)職的，可接受的表現(xiàn)Committeemembersrepresentmanagement

職位評(píng)估委員會(huì)代表了管理層Evaluationsaregroup’sdecision職位評(píng)估是集體的決定Groupmustdefendittogether集體必須一致地捍衛(wèi)評(píng)估結(jié)果Nodissentingopinion沒(méi)有不同的觀點(diǎn)Evaluationscorrectwhenevaluated評(píng)估時(shí)的正確性Whenchangesandreorganizationstakeplace,evaluationsredone

當(dāng)發(fā)生變化和組織重組時(shí)，重做評(píng)估Puttingevaluationstouse使用評(píng)估結(jié)果Salaryadministration薪酬管理Performancemanagement表現(xiàn)管理Trainingneedsanalysis培訓(xùn)需求的分析Organizationanalysis組織結(jié)構(gòu)分析Recruitmentandselection招聘和甄選Careerdevelopment職業(yè)生涯發(fā)展Successionplanning繼任者計(jì)劃Implementingpositionevaluation(1)實(shí)施崗位評(píng)估（1）Identifypositionstobeevaluated確定評(píng)估的崗位

benchmark基準(zhǔn)崗位（有代表性）

all全部Ensureup-to-dateinputoneachposition確保有關(guān)崗位最新的資料

positionclarification崗位說(shuō)明書(shū)

verbalinput口頭說(shuō)明Formevaluationcommitteeandtrainmembers組織評(píng)估委員會(huì)及培訓(xùn)會(huì)員

Permanentmembers永久會(huì)員HRrepresentative(s),consultant(s)，seniormoderator

人力資源代表、顧問(wèn)、高級(jí)代表

Rotatingmembers輪換會(huì)員Respectivelinemanagers相關(guān)部門(mén)經(jīng)理Implementingpositionevaluation(2)實(shí)施崗位評(píng)估（2）Trainevaluationcommitteemembers培訓(xùn)評(píng)估委員Evaluatetopdown崗位評(píng)估由上而下Noonemayevaluateownposition個(gè)人不可評(píng)估自己的崗位Checkinternalequity檢驗(yàn)內(nèi)部平衡

rankallpositionsevaluatedaccordingtosize按崗位大小排列

compareacrossalldivisionsordepartments校正確定內(nèi)部平衡

calibratetoensureequityacrosstheboard校正確定內(nèi)部平衡Obtainapprovalofevaluationresults獲取批準(zhǔn)崗位評(píng)估結(jié)果Positionbasedcompensationsystemdesign基于崗位的薪酬體系設(shè)計(jì)Concept1:thecomponentsofremuneration基本概念一：薪酬的構(gòu)成comp3comp1comp2變動(dòng)獎(jiǎng)金VariableBonus固定津貼FixedAllowance

基本薪資Basesalary稅前總現(xiàn)金Totalcashcomp1comp2comp3comp4comp5基本年度固年度現(xiàn)總現(xiàn)金＋總現(xiàn)金＋薪資定薪資金總額長(zhǎng)期激福利＋長(zhǎng)勵(lì)期激勵(lì)

comp5：年度總薪資（comp4＋主要福利項(xiàng)目的價(jià)值）

comp4：總現(xiàn)金＋長(zhǎng)期激勵(lì)（comp3＋長(zhǎng)期激勵(lì)計(jì)劃的現(xiàn)值）

comp3：年度現(xiàn)金總額（comp2＋短期現(xiàn)金獎(jiǎng)勵(lì)）

comp2：年度固定薪資（comp1＋其余固定現(xiàn)金津貼）

comp1：基本薪資（月基本工資×發(fā)放月數(shù)）Concept2:jargons基本概念二：常用術(shù)語(yǔ)Mean平均數(shù)Median中位數(shù)Quartile四分位Percentile百分點(diǎn)Mean&median平均數(shù)與市場(chǎng)中位數(shù)你從事人力資源工作的年限？通常薪酬的中位數(shù)小于平均數(shù)中位數(shù)median低low平均mean高h(yuǎn)igh

薪酬數(shù)據(jù)salarycontinuumQuartile四分位4thquartile3rdquartile2ndquartile1stquartileP75Q3“Upperquartile”P(pán)25Q1“Lowerquartile”P(pán)50Q2MedianPercentile百分比某百分?jǐn)?shù)數(shù)據(jù)點(diǎn)的值小于該點(diǎn)的值例如：第90百分點(diǎn)－90％的數(shù)據(jù)點(diǎn)的值小于該點(diǎn)的值P75

＝75thpercentile=第三四分位的上限＝Q3P50

＝50thpercentile=第二四分位的上限＝Q2P25

＝25thpercentile=第一四分位的上限＝Q1Howtocalculatepercentage如何計(jì)算百分點(diǎn)P=該百分點(diǎn)的百分?jǐn)?shù)

N=數(shù)據(jù)點(diǎn)數(shù)百分點(diǎn)Percentile＝第p(n+1)個(gè)點(diǎn)位的數(shù)據(jù)值。（數(shù)據(jù)從小到大排列）Howtocalculatepercentage如何計(jì)算百分點(diǎn)Weeklysalarynumber,fromdatelowesttohighest5102349022470214632046219462184611746016460154421443113430124291142710426942484207420641554074390337023421Median/50thpercentile運(yùn)用左面的數(shù)據(jù)點(diǎn)，計(jì)算以下百分點(diǎn)：1）中位數(shù)Median2）第20百分點(diǎn)（20thpercentile）Marketdate:themedianofdifferentpositions市場(chǎng)數(shù)據(jù)：不同崗位的薪酬數(shù)據(jù)中位數(shù)Jobsize050100150200250300350$3530252015105

0Jobsize050100150200250300350$3530252015105

0Linearityregression:sameincreasestatistics線(xiàn)性回歸：增長(zhǎng)的數(shù)值相同Positionclass0424446485052545658Parabolaregression:sameincreasepercentage拋物線(xiàn)回歸：增長(zhǎng)的％相同$5045403530252015105增長(zhǎng)39％增長(zhǎng)39％Compensationelements薪酬成分Cash現(xiàn)金--fixedpay固定現(xiàn)金--fixedallowances固定津貼--variableorincentivepay不固定現(xiàn)金或獎(jiǎng)金--deferredpay延期現(xiàn)金Noncash非現(xiàn)金--benefits福利--perquisites額外福利Whatmotivatesandwhatdonot?有激勵(lì)性/沒(méi)激勵(lì)性？Datapointswithinremunerationrange薪酬結(jié)構(gòu)范圍內(nèi)的薪酬點(diǎn)位4thQuartile杰出的3rdQuartile2ndQuartile1stQuartile薪酬范圍Pay$中點(diǎn)Midpoint

符合要求的不符合要求的Considerationincompensationdesign薪酬設(shè)計(jì)考慮的因素Payphilosophy付薪政策Culture文化Supply/demand供應(yīng)/需要Organizationsize機(jī)構(gòu)規(guī)模Jobnature工作性質(zhì)Location地點(diǎn)Typeofentity機(jī)構(gòu)類(lèi)別Affordability負(fù)擔(dān)能力Expectationofemployees員工的期望Whatmotivatesandwhatdonot激勵(lì)的因素Marketcomparison市場(chǎng)競(jìng)爭(zhēng)力分析薪資14000012000010000080000600004000020000市場(chǎng)75分位線(xiàn)公司A回歸線(xiàn)市場(chǎng)中點(diǎn)值Marketmedian公司B回歸線(xiàn)市場(chǎng)25分位線(xiàn)崗位級(jí)別Salarystructuredesign薪資結(jié)構(gòu)的設(shè)計(jì)薪資結(jié)構(gòu)的目的：Purposesofsalarystructure:

建立公平分配薪資的體系

establishtheparametersforequitabledistributionofpay

保證公司的薪資規(guī)劃具有競(jìng)爭(zhēng)性

ensurethecompetitivenessofthecompany’spayprogram

提供薪資決策的管理工具

providetheadministrativetoolsformakingpaydecisionsProcessforSalarystructuredesign薪資結(jié)構(gòu)設(shè)計(jì)的程序需要時(shí)進(jìn)行市場(chǎng)數(shù)據(jù)調(diào)整Agesurveydataifneeded建立和調(diào)整市場(chǎng)薪資曲線(xiàn)

Establishandregulatetargetmarketpayline決定中點(diǎn)值和中點(diǎn)值的級(jí)差

Establishmid-pointtomid-pointprogression決定由中位值向上下延伸的范圍寬度和構(gòu)建薪資結(jié)構(gòu)框架

Establishrangespreads&profilesalarystructure分析目前薪資與計(jì)劃薪資結(jié)構(gòu)的吻合性

Analysisofcurrentsalariesagainstproposedsalarystructure準(zhǔn)備薪資計(jì)劃PreparesalaryplanChecklistforSalarystructuredesign薪資結(jié)構(gòu)設(shè)計(jì)準(zhǔn)備明細(xì)公司薪酬理念companycompensationphilosophy內(nèi)部等級(jí)或?qū)拵ЫY(jié)構(gòu)internalgradeorband每個(gè)崗位和等級(jí)的員工數(shù)No.ofpeopleineachpositionandgrade實(shí)際的薪資數(shù)據(jù)actualsalarydata預(yù)計(jì)薪資增長(zhǎng)率projectedsalaryincreaserate相應(yīng)的市場(chǎng)薪資數(shù)據(jù)correspondingmarketsalarydata

※基本薪資basicsalary

※固定收入guaranteedpay

※

變動(dòng)薪資variablepay…Preparethesalaryplan準(zhǔn)備薪資計(jì)劃計(jì)算所需的成本calculatecostimplications提出建議developrecommendation管理薪資的變化administerchangestopayProfileofapaystructure薪資結(jié)構(gòu)的框架薪資（貨幣價(jià)值）Pay(monetaryvalue)崗位相對(duì)價(jià)值Relativejobvalue政策線(xiàn)或薪資線(xiàn)Policylineorpayline最低薪資bottompayline最高薪資Cappedpaylinebeadfc最高值Maximumworthline中點(diǎn)值midpoints最小值Minimumworthline中點(diǎn)值級(jí)差Midpointprogression重疊范圍overlap初定中點(diǎn)值Proposemidpoint步驟一Step1Establish&refinetargetpayline確定市場(chǎng)薪資曲線(xiàn)中點(diǎn)值的確定Mid-pointcalculation:公司的薪酬政策市場(chǎng)數(shù)據(jù)職位人數(shù)目前薪資總額A42,0008,000B82,50020,000C103,00030,000總計(jì)22－58,000簡(jiǎn)單平均值＝(2000＋2500＋3000)/32，500加權(quán)平均值＝58，000/222,636ImplicationsofLead/Lag

領(lǐng)先/滯后策略滯后策略L(fǎng)agApproach在調(diào)薪時(shí)，薪資具有競(jìng)爭(zhēng)性，但最后的一年將落后于市場(chǎng)薪資水平agingthedatatothebeginningoftheyearwillresultinbeingcompetitiveatthatpoint,butlaggingThemarketfortheremainderofTheyear領(lǐng)先/滯后策略L(fǎng)ead/LagApproach薪資調(diào)整至6個(gè)月后的水平，在此期間薪資領(lǐng)先于市場(chǎng)，隨后的6個(gè)月薪資滯后于市場(chǎng)agingthedatatomid-yeartherebyLeadingthemarketforthefirst6months領(lǐng)先策略L(fǎng)eadApproach薪資調(diào)整至年底的水平，薪資在調(diào)整后12個(gè)月內(nèi)一直領(lǐng)先于市場(chǎng)agingthedatatotheendoftheyearwillresultinleadingtheMarketallyear1Oct,021Mar,031Sept,031Mar,04滯后Lag領(lǐng)先/滯后Lead/Lag領(lǐng)先LeadEstablish&RefineTargetPayLine

確定和調(diào)整市場(chǎng)薪資曲線(xiàn)確定公司結(jié)構(gòu)政策：Ascertaincompanystructurepolicy:

滯后政策—結(jié)構(gòu)與計(jì)劃年度初期的競(jìng)爭(zhēng)性薪資相匹配

LagPolicy-Structurematchescompetitivepayatthestartofplanyear薪資結(jié)構(gòu)Structure有競(jìng)爭(zhēng)性的市場(chǎng)薪資CompetitivePay■■市場(chǎng)趨勢(shì)調(diào)薪始點(diǎn)Starting計(jì)劃年度PlanYear結(jié)束EndMid-PointProgressionandRangeSpreads

中點(diǎn)值級(jí)差和范圍寬度中點(diǎn)值級(jí)差Mid-pointprogression描述了從一個(gè)等級(jí)向高一等級(jí)移動(dòng)時(shí)工作的增加

Itillustratestheincreaseinjobsizeachievedbymovingtoajobinahighergrade范圍寬度Rangespreads：是由同一等級(jí)的諸多崗位大小所決定的

ItisdeterminedbythevariationinsizeofthejobplacedinonegradeEstablishMid-pointProgression

決定中點(diǎn)值級(jí)差

考慮Considerations：崗位分級(jí)

Levelof“refinement”ofjobgradingmethod

達(dá)到中點(diǎn)值水平所需要的時(shí)間

Timeittakestobecomecompetentat“mid-point”level管理理念Managementphilosophy市場(chǎng)數(shù)據(jù)Marketdata成本Costs崗位相對(duì)價(jià)值RelativeJobValue﹒························································薪資（貨幣價(jià)值）Pay(monetaryvalue)EstablishMid-pointProgression(Cont’d)

決定中點(diǎn)值級(jí)差(續(xù))

中點(diǎn)值級(jí)差Mid-pointprogression-不能過(guò)低（小于10%）Shouldnotbetooclose(<10%)○由眾多的崗位形成一條線(xiàn)Manyjobsbecomeborderline○有必要經(jīng)常重新評(píng)估Frequentreassessmentsareneeded

-不能過(guò)高（如：初級(jí)崗位大于25%）Shouldnotbetoohigh(>25%forjuniorjobs)

-一般準(zhǔn)則：Norms：○初級(jí)崗位10%-15%10%-15%forjuniorjobs○中級(jí)崗位20%-25%20%-25%towardsthemiddleofthestructure○高級(jí)崗位30%-40%30%-40%forseniorjobs步驟二

StepⅡ決定幅寬EstablishRangeSpreadEstablishRangeSpreads

決定范圍的寬度考慮Considerations：等級(jí)的重疊度

Degreeofoverlapofranges目前在位者的薪資

Currentsalariesofincumbents成本

Costs相對(duì)崗位價(jià)值RelativeJobValue薪資（貨幣價(jià)值）Pay(MonetaryValue)·························﹒·······························EstablishRangeSpreads(Cont’d)

決定范圍的寬度（續(xù)）

范圍的寬度RangeSpread：根據(jù)組織的變化而變化Variesaccordingtoorganizations在與業(yè)績(jī)有關(guān)的情況下薪資范圍較寬Largerincasesofperformancerelatedpay根據(jù)崗位的等級(jí)變化而變化，如：Mightvaryaccordingtojoblevel,e.g.生產(chǎn)型/支持型崗位：15%-25%Operational/Supportjobs：15%-25%管理型/專(zhuān)業(yè)型崗位：25%-40%Managerial/Professionaljobs：25%-40%高級(jí)管理崗位：40%-60%SeniorManagerialjobs：40%-60%EstablishRangeSpreads(Cont’d)

決定范圍的寬度（續(xù)）范圍寬度的舉例說(shuō)明：IllustrationofRangeSpread：公式Formulate：范圍寬度%=最大值=（1+范圍寬度RangeSpread）最小值RMB1,200（20%）RMB800(-20