美世-華為薪酬設(shè)計(jì)方案課件

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HuaweiTechnologies,Co.,Ltd.By:ElaineNgMercerExecutiveResourcesConsulting(MERC)Tel:852-21152088;Email:enskcrg@Pay&Reward

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HuaweiTechn1設(shè)定薪酬結(jié)構(gòu)

DevelopingSalaryStructure設(shè)定薪酬結(jié)構(gòu)

DevelopingSalaryStruc2設(shè)定薪酬結(jié)構(gòu)之考慮因素

DevelopingSalaryStructure-ConsiderationsBasePayPolicy基本薪酬政策DecideCompetitiveReferenceSalary

決定具有競(jìng)爭(zhēng)性的標(biāo)準(zhǔn)工資DecideSalaryRanges制定工資幅度RangeOverlap幅度重疊SignificanceofSalaryRange工資幅度的重要性Howmanystructures?多少個(gè)結(jié)構(gòu)?OversandUnders高出/底於工資幅度設(shè)定薪酬結(jié)構(gòu)之考慮因素

DevelopingSalary3薪酬政策

CompensationPolicy$Grade級(jí)別標(biāo)準(zhǔn)工資ReferenceSalary定下最經(jīng)濟(jì)的標(biāo)準(zhǔn)工資以支付公司架構(gòu)圖Definethemosteconomicreferencesalarytopayfortheorganizationchart建立最少增加幅度之標(biāo)準(zhǔn)工資Establishthesmallestpossibleincreaseofreferencesalary薪酬政策

CompensationPolic4中國(guó)市場(chǎng)數(shù)據(jù)MarketDataonChina-

上海製造業(yè)

ShanghaiManufacturingWOFE(1)

DataasatApril199990百分比90thPercentile75百分比75thPercentile中位數(shù)Median25百分比25thPercentile10百分比10thPercentileRMBPositionClass中國(guó)市場(chǎng)數(shù)據(jù)MarketDataonChin5中國(guó)市場(chǎng)數(shù)據(jù)MarketDataonChina-

上海製造業(yè)

ShanghaiManufacturingWOFE(2)

DataasatApril1999中國(guó)市場(chǎng)數(shù)據(jù)MarketDataonChina6貴公司以及市場(chǎng)比較

YourCompanyvstheMarketComparison75百分比75thPercentile中位數(shù)Median25百分比25thPercentile貴公司回歸線YourcompanytrendlineRMBPositionClass貴公司以及市場(chǎng)比較

YourCompanyvsthe7貴公司以及市場(chǎng)比較

YourCompanyvstheMarketComparison貴公司以及市場(chǎng)比較

YourCompanyvsthe8年初 年中 年末StartYear Mid EndYear年初 年中 年末StartYear Mid EndYearLAG

落后LEAD

領(lǐng)先LEAD-LAG

落后-領(lǐng)先之間基本薪金政策BasePayPolicy13201100900120010008001320110080013201100800年初 年中 年末年初 年中 年末LAG落后基本薪金9建立競(jìng)爭(zhēng)工資

DevelopCompetitiveSalariesRMBGradePC4142434445464748495051525354555657GradeorPositionClass一個(gè)等級(jí)=一個(gè)標(biāo)準(zhǔn)工資OneGrade=OneReferenceSalary

標(biāo)準(zhǔn)工資=競(jìng)爭(zhēng)報(bào)酬=招聘標(biāo)準(zhǔn)ReferenceSalary=CompetitivePay=RecruitmentStandard建立競(jìng)爭(zhēng)工資

DevelopCompetit10利用幅度制定工資架構(gòu)

DevelopSalaryStructurewithRangesa b c=Mid-PointProgression中點(diǎn)增加率a1-a2 =b1-b2 =RangeSpread幅度c1-c2 = Question:Howmuchshouldbethemid-pointprogression(%)betweengrades?Howwideshouldtherangesbe?Howmuchshouldtherangeoverlap?}GradeRMB利用幅度制定工資架構(gòu)

DevelopSalaryStru11制定幅度

DevelopingSalaryRange 由中點(diǎn)開始(或標(biāo)準(zhǔn)工資)StartwithMid-Point(orReferenceSalary)

決定幅度DecideRangeSpread

定最低工資EstablishMinimum

定最高工資EstablishMaximum制定幅度

DevelopingSalaryRange 由12定最低工資

EstablishingMinimum最低MinimumMid-Point中點(diǎn)1+Range2=((E.g.Rmb1,0001+50%2=((Rmb1,0001.25=Rmb800=Rmb1,0001+50%2((=1+(25%)=1+=1+0.25=1.2525100幅度定最低工資

EstablishingMinimum最低Mi13定最高工資

EstablishingMaximum 最高 最低幅度Maximum = Minimumx(1+Range) = Rmb800x(1+50%) = Rmb800x1.5 = Rmb1,200

幅度

Range = MinimumRmb800最低

Mid-PointRmb1,000中點(diǎn)

MaximumRmb1,200最高1+50%=1+=1+(0.5)=1.550100((定最高工資

EstablishingMaximum 最高 14中點(diǎn)增加率

Mid-PointProgressionGradual逐漸的Moderate穩(wěn)健的Steep陡斜的10%10%15%15%30%30%Moregrades多級(jí)別Lessgrades少級(jí)別中點(diǎn)增加率

Mid-PointProgressionGra15幅度重疊

RangeOverlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNooverlap沒有重疊50%jumpeachpromotion每晉升,增加50%Bigoverlap大部分重疊12.5%jumpeachpromotion每晉升,增加12.5%Rangeoverlap重疊部分=67%1,200-9003001,350-900450==67%Moderateoverlap適度重疊25%jumpeachpromotion每晉升,增加25%Rangeoverlap重疊部分=40%1,200-1,0002001,500-1,000500==40%RMBRMBRMB幅度重疊

RangeOverlap1,2001,0008016幅度重疊

RangeOverlap(2)

Howmuch?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

Therangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergrades幅度重疊

RangeOverlap(2) Ho17幅度的重要性

SignificanceofSalaryRangeQ4Q2Q3Q1中點(diǎn)=競(jìng)爭(zhēng)性工資Mid-Point=CompetitivePayMaximum最高點(diǎn)Minimum最低點(diǎn)一般期望=標(biāo)準(zhǔn)工資StandardExpectation=ReferenceSalary-Performance工作表現(xiàn)-Competencies技能-Yearsinservice服務(wù)年期幅度的重要性

SignificanceofSalary18多少結(jié)構(gòu)

HowManyStructures?

市場(chǎng)特色MarketCharacteristics

內(nèi)部平衡InternalEquity

外部競(jìng)爭(zhēng)力E