愛立信薪酬體系

Netsalesperemployee人均凈銷售額

Netsales凈銷售額totalno.ofemployees員工總數(shù)EmployeecostvsOPEX員工費(fèi)用/營運(yùn)費(fèi)用OPEXrunrate/totalturnover

營運(yùn)費(fèi)用/總營業(yè)額Employeecost/OPEXrunrate

員工費(fèi)用/營運(yùn)費(fèi)用HowtobuildHRmanagementintobusinessprocess?

如何把HRM建立到業(yè)務(wù)流程？

HRrewardsystemHR獎勵機(jī)制Companyfinancialobjectives公司財(cái)務(wù)目標(biāo)Humancapitalindex人力資本指數(shù)Customersatisfaction客戶滿意度KeyelementsofHRoperation

人力資源運(yùn)作的關(guān)鍵要素

組織設(shè)置Organizationaldesign\M&A人員配置、人才招聘resourceplanning&staffing薪酬體系C&B設(shè)定目標(biāo)/指標(biāo)量化Settingobjectives&measurement培訓(xùn)和能力發(fā)展Training&competencedevelopment績效評估和反饋Performanceevaluation&feedbackMotivationcharacteristicsofSuccessfulCompanies成功企業(yè)鼓勵機(jī)制的特點(diǎn)

supportcompanystrategyanddevelopment 協(xié)作公司戰(zhàn)略和進(jìn)展

fullyalignwithcompanygoals 不偏離公司目標(biāo)

eachmotivationactionhasitsspecificobjective 任何一個鼓勵機(jī)制都有它特定的目的

flexibility,fitintoindividual’sdesires 因人而異MOTIVATION鼓勵機(jī)制企業(yè)運(yùn)作環(huán)境Businessenvironment(industry,globalization,marketcompetitiveness)企業(yè)文化Companyculture品牌brand員工的價值Valueofstaff工作，機(jī)會，工資，獎金，獎勵，股票，國外工作機(jī)會，教育，培訓(xùn)，管理風(fēng)格，工作環(huán)境，組織結(jié)構(gòu)，工作效率仁者見仁，智者見智的薪酬體系人力資源管理的靈魂

直接影響公司財(cái)務(wù)運(yùn)作人力資源管理中技術(shù)/技巧難度最大的部分

管理的平臺

最直白的競爭

既靈活又抽象，為我所用C&BProgramManagementCycle

薪酬體系治理流程Organization’sStrategy組織戰(zhàn)略HumanResourcesStrategy人力資源戰(zhàn)略C&BStrategy薪酬戰(zhàn)略ProgramEvaluation體系評估Administration&Implementation操作執(zhí)行ProgramDesign體系設(shè)計(jì)Communication&Training溝通與培訓(xùn)FactorstobeconsideredinC&BStrategy薪酬戰(zhàn)略的考慮因素CustomerValue客戶價值Price價格Quality質(zhì)量Service服務(wù)OrganizationValue組織價值FinancialResult財(cái)務(wù)結(jié)果Org.Performance組織結(jié)果EmployeeValue員工價值C&B薪酬Otherreturns其他回報(bào)C&BStrategy薪酬戰(zhàn)略C&BObjectives薪酬目標(biāo)Attract吸引Retain保存Motivate鼓勵Employees員工Company公司AchieveObjectives到達(dá)公司目標(biāo)KeyElementsofC&B

薪酬福利的關(guān)鍵要素IPE(InternationalPositionEvaluation)System國際職位評估系統(tǒng)C&BPackage薪酬內(nèi)容PerformanceManagement績效治理IPE-InternationalPositionEvaluationIPE-國際職位評估系統(tǒng)

-AHumanResourcetoolwhichmeasurestheimpactandcontributionofeachposition一種人力資源的工具，用來衡量每個職位的影響和奉獻(xiàn)Salarysurveytobenchmarkcompetitiveness用于工資調(diào)查以衡量競爭力Establishsalarylevelandstructure用于建立工資水平及構(gòu)造Facilitaterecruitment用于聘請F(tuán)acilitatecareerplanning用于職業(yè)進(jìn)展的打算Promotionandjobrotation用于升職和工作變動時的職位評估Organizationdevelopment用于組織進(jìn)展時的職位評估

TheFourIPEFactorsIPE的四個要素Factor1:Impact影響力Factor2:Communication溝通Factor3:Innovation創(chuàng)新精神Factor4:Knowledge學(xué)問技能

Factor1:Impact影響力Contribution奉獻(xiàn)Impact影響力Organization組織大小Sizeoforganization組織大小Influenceonit’sareaofresponsibility/operation對于職責(zé)范圍內(nèi)的影響

Factor2:Communication溝通Position’sresponsibilityforcommunicationsbothwithinandoutsidetheorganization職位要求的對內(nèi)部及外部的溝通Frame架構(gòu)(內(nèi)部或外部)Communications溝通Factor3:Innovation創(chuàng)新精神Identify,developandmakeimprovementtonewideas,techniques,procedures,services,orproducts覺察、進(jìn)展、改進(jìn)新的想法、技術(shù)、程序、效勞或產(chǎn)品Complexity簡單性Innovation創(chuàng)新Factor4:Knowledge學(xué)問技能Teams團(tuán)隊(duì)Breadth寬度Knowledge學(xué)問技能Knowledgerequiredinjobtoaccomplishobjectiveandcreatevalue完成工作并增加價值所需的學(xué)問技能StepstosetIPESystem設(shè)定IPE的步驟Step1Establishworkingcommittee建立工作組Managementteamreviewandapprove管理層審核并批準(zhǔn)Step6CalculateIPEscoreandsecondinterviewlinemanager算出IPE分?jǐn)?shù)并與經(jīng)理第二輪面談Step5Firstinterviewlinemanager與經(jīng)理第一輪面談Step4Reviewjobdescriptionanddesignchecklistquestions回顧工作描述并設(shè)計(jì)相關(guān)問卷Step3UnderstandIPEsystemanddefineroleofeachparty了解IPE系統(tǒng)并規(guī)定每一方的職責(zé)Step2C&BPackage

薪酬內(nèi)容competitiveinthemarkettoattract,retainandmotivate保持市場競爭力從而吸引、保存、鼓勵員工Compensation薪酬FixedSalary

固定工資VariablePay浮開工資ShortTermincentive短期鼓勵獎金SalesIncentive銷售獎金Performancebonus績效獎金B(yǎng)enefits福利SocialInsurance社會保險HousingFund住房公積金Supl.HousingFund補(bǔ)充住房基金Sportsallowance運(yùn)動補(bǔ)貼Leave&holiday休假Life&MedicalInsurance人壽和醫(yī)療保險OverseasTravelInsurance境外旅行保險Transportation交通Mealallowance飯補(bǔ)Others-welfare,rewarding其他...BaseSalary根本工資13MonthsSalary年底雙薪OvertimePayment加班工資TravelAllowance出差補(bǔ)貼StockOption股票期權(quán)C&BPackageDesigningPrinciples

薪酬設(shè)計(jì)原則Externallycompetitive外部競爭力Internallyequitable內(nèi)部公正性CostAffordable&Appropriate本錢承受力及合理性Understandable員工及公司的認(rèn)同性Efficienttoadminister便于操作ExternallyCompetitive外部競爭力Selectcompetitors.選定競爭對手Selecttheappropriatetypeofsurvey選擇適當(dāng)?shù)氖袌稣{(diào)查Determinecurrentmarketposition了解目前在市場上的位置SettargetonMarketpositioning設(shè)定市場定位目標(biāo)(e.g.25P,50P,75Por90P)AdjustC&Bpoliciesaccordingly相關(guān)薪酬政策調(diào)整Whoareourreference?

我們和誰比較？XX的薪酬參照物？OverallVariance總述2023Aprilfixedsalaryis3%and2%higherthan2023Apriland2023Octoberrespectively.2023年4月市場工資比2023年4月和10月分別增長了3%和2%。AtIPE60Level2023Aprilis15%higherthan2023Apriland5%morethan2023October.IPE60的員工，2023年4月市場工資比2023年4月和10月分別增長了15%和5%。

Example1：MarketSurveyDataAnalysis

舉例1：市場調(diào)查數(shù)據(jù)分析-MarketMovement市場移動0500001000001500002000002500003000004243444546474849505152535455565758596090P75P50P25PIPEAnnualTotalCash-OneCompany’spositioninthemarket公司在市場上的位置

Example2：MarketSurveyDataAnalysis

舉例2：市場調(diào)查數(shù)據(jù)分析InternallyEquitable內(nèi)部公正性BasePay-SystematicSalaryStructure根本工資--系統(tǒng)的工資構(gòu)造VariablePay-basedonCo.’sachievement.浮動獎金--與公司業(yè)績掛鉤Benefits-secureprogramforeveryemployee福利打算-為每位員工供給保障StockOptions-toretain&motivatekeycontributors股票期權(quán)--保存和鼓勵關(guān)鍵員工PerformanceManagement-Standardmeasurements績效治理--統(tǒng)一的衡量標(biāo)準(zhǔn)Internalequityisreflectedinthefollowingareas:內(nèi)部公正性反映在以下方面：CostAffordable&Appropriate本錢承受力及合理性-FinancialAnalysis費(fèi)用的治理C&BCostForecast-decidesifit’saffordable薪酬費(fèi)用預(yù)算--打算公司是否有力量支付OPEXForecast-decidesifit’sappropriateandacceptablebyManagement營運(yùn)本錢與凈銷售額的比值(OPEX)的預(yù)算--打算薪酬是否合理，并能為治理層所承受Understandable

員工及公司的認(rèn)同性Win-WinPrinciple雙贏原則EmployeescreatevalueforCompany員工為公司制造價值Companyprovidesemployeescompetitivecompensationandhelpsemployeestoachieveindividualobjectives.公司為員工供給有競爭性的薪酬并幫助員工實(shí)現(xiàn)個人目標(biāo)。EfficientCommunication有效的溝通Efficienttoadminister便于操作NegativeExample:負(fù)面例子：BaseSalarySetting根本工資設(shè)定SalaryStructureSetting工資構(gòu)造的設(shè)定Salaryrevision調(diào)薪實(shí)例1：SalaryStructureSetting

工資構(gòu)造的設(shè)定a b c=Mid-PointProgression中值變化a1-a2 =RangeSpread幅度范圍s1-s2 =RangeOverlap范圍重疊

050001000015000200002500030000350004000045000IPEGradesa1a2abcdeSalaryPolicyLine工資線cs1s2SalaryPolicyLine工資線marketdata¤tsalariesarereference;以市場數(shù)據(jù)和現(xiàn)行工資為參考Useregressedtrendline;用回歸曲線ConsistentwiththeC&Bstrategyoftheorganization與公司薪酬戰(zhàn)略保持全都Midpoint-to-midpointDifferential中值之間的差異5-10%betweengradesforAdm.staff;(IPE43-49)行政人員-每個級別差約5-10%；8-15%betweengradesforprofessionalandmanagement(IPE50-57)專業(yè)技術(shù)或治理人員-每個級別差約8-15%；30-35%betweengradesforexecutivelevels(IPE58+)高級治理人員-每個級別差約30-35%；RangeSpread幅度范圍Narrowrange(30-50%)foradm.staff;窄幅(30-50%)適用于行政人員；Widerrange(40-60%)forprofessionalstaff;稍寬幅度適用于專業(yè)技術(shù)人員；Widestrange(60%-300%)formanagerial&executivestaff.最寬幅度適用于治理人員RangeOverlap范圍重疊Afunctionofmidpointdifferentialsandrangespreads;由中值差異與幅度范圍打算Overlapoffivegradesiscommon.五個級別內(nèi)的重疊為正常Broadbandingmayproducesubstantialoverlap.“寬級”會造成很大的范圍重疊。FactorsInfluenceSalaryRevision影響個人工資調(diào)整的因素PerformanceRating表現(xiàn)評估得分IndividualPayPositiontoSalaryStructure相比工資構(gòu)造，個人的工資水平salaryexceedingthemaximum:lumpsum工資超過最高值，付一筆金額，無工資增長salarybeneaththeminimum:specialadjust工資低于最低值，特殊調(diào)整CompetenceandMarketValue力量與市場價值CostofLiving物價水平IncentiveSetting獎金設(shè)定IncentivevsGuaranteedPay獎金與固定薪酬的比重Incentiveobjectivessetting獎金目標(biāo)的設(shè)定實(shí)例2：IncentivevsGuaranteedPay

獎金與固定薪酬的比重-MarketMovement(example)市場移動(舉例)100%100%100%100%100%100%10%10%15%23%30%28%0%20%40%60%80%100%120%140%SalesMgr.SalesProf.SalesgeneralstaffMgr.&Prof.GeneralstaffAdmin/Sec.GuaranteedCashVariablePaymentIncentiveObjectivesSetting

獎金目標(biāo)的設(shè)定

-SalesIncentive銷售獎金TurnOver(orderbooking,netsales)營業(yè)額(定單，凈銷售額)MarketShare市場份額CashFlow現(xiàn)金流ProductMix產(chǎn)品組合1999TurnOver(orderbooking,netsales)營業(yè)額(定單，凈銷售額)MarketShare市場份額CashFlow現(xiàn)金流ProductMix產(chǎn)品組合20232023MUChinaNetSales(compulsory)中國市場凈銷售額(必需)MUChinaCashFlow(compulsory)中國市場現(xiàn)金流(必需)CustomerSatisfaction客戶滿足度...(half-yearevaluation&payment)(半年評估一次)2023Max.4Objectives:最多4個目標(biāo)OrdersBooked(compulsory)定單量(必需)NetSales(compulsory)凈銷售額(必需)MarketContribution(formanagers)市場損益(針對經(jīng)理)ProductMix(strategicproducts&services)產(chǎn)品組合CustomerSatisfaction客戶滿足度AccountReceivable應(yīng)收帳款I(lǐng)ncentiveObjectivesSetting

獎金目標(biāo)的設(shè)定

-SalesIncentive銷售獎金B(yǎng)asedon5businessperspectivesoffinancial,customer,employee,innovation,internalefficiency,Y2K基于財(cái)務(wù)、客戶、員工、創(chuàng)新、效率等5個方面，以及Y2K。25%offinancialobjectives,75%ofKPIswithfinancial&non-financial須至少有25%為財(cái)務(wù)指標(biāo)Norestrictionsonnumberofobjectives對目標(biāo)的設(shè)定很多量限制。1999Maximum4objectives最多4個目標(biāo)Atleast1objectiveisfinancial至少一個是財(cái)務(wù)目標(biāo)1objectivefromtheunitinwhichtheemployeeworks有一個員工所在部門的目標(biāo)1objectivefromtheunitoflinemanagerworks有一個員工經(jīng)理所在部門的目標(biāo)Eachorganizationdecideobjectiveweight各組織自己打算各工程標(biāo)的權(quán)重“Grandfather”principlereinforcesobjectivealignment兩層經(jīng)理批準(zhǔn)以確保目標(biāo)的全都性2023IncentiveObjectivesSetting

獎金目標(biāo)的設(shè)定

-STI&PerformanceBonus短期鼓勵獎金和績效獎金Maximum4objectives最多4個目標(biāo)OverallobjectivesofNetSales/OrdersBooked,MarketContribution,Quality/TQMiscascadeddown;整體目標(biāo)如凈銷售額、定單量、市場損益、質(zhì)量等由上自下設(shè)定Oneofmanager’sobjectivesshouldbesharedbysubordinates下屬須有一個目標(biāo)與經(jīng)理分擔(dān)。20232023Maximum5objectives最多5個目標(biāo)MUChinaNetSales(compulsory)中國市場凈銷售額(必需)MUChinaCashFlow(compulsory)中國市場現(xiàn)金流(必需)Others其他(half-yearevaluation&payment)(半年評估一次)IncentiveObjectivesSetting

獎金目標(biāo)的設(shè)定

-STI&PerformanceBonus短期鼓勵獎金和績效獎金C&BProgramEvaluation薪酬體系評估Impactonorganization’sperformance(CustomersSatisfaction,Profit,externalimage,etc.)對公司業(yè)績的影響(客戶滿足度，贏利，外部形象，等)Costs費(fèi)用Employeeturnoverrate員工離職率HumanResourcesEffectiveness人力資本指數(shù)PerformanceManagement績效治理PDDiscussion(Q1)個人進(jìn)展談話Reviewjobdescription回憶工作描述SetObjectivesMeasurements設(shè)定目標(biāo)及衡量標(biāo)準(zhǔn)CompetenceProfile技能要求Individualdevelopmentplan個人進(jìn)展打算DevelopmentActions進(jìn)展行動(Q1-Q4)Training培訓(xùn)Coaching教練Counseling詢問Review審核PerformanceAppraisal(Q4)績效評估EvaluateObjectiveachievementsAssesspersonalperformancefactors評估目標(biāo)到達(dá)狀況，其結(jié)果將：Inputfornextyear’sPDDiscussion作為次年個人進(jìn)展談話參考Abaseforsalaryrevision作為調(diào)薪的根底Abaseforcareeradvancement作為事業(yè)進(jìn)展的根底PDDiscussion個人進(jìn)展談話WhenToHavePDDiscussion?何時進(jìn)展個人進(jìn)展談話？Firstquarteroftheyear每年的第一季度6monthsafternewemployeeonboard(Objectivecanbesetonceemployeeonboard)新員工入職后的6個月(目標(biāo)設(shè)定可于員工入職后即完成)Employeestatuschange員工狀況變化時Promotion升職Demotion降職Transfer工作調(diào)轉(zhuǎn)...Step1 ReviewJobDescription回憶工作描述

Step2 SetObjective/Goals-SMART設(shè)定SMART目標(biāo)

Step3 SetStandardsandMeasurement設(shè)定衡量標(biāo)準(zhǔn)

Step4 DiscussCompetenceProfile爭論技能要求

Step5 IndividualDevelopmentPlan設(shè)定個人進(jìn)展打算PDDiscussionSteps個人進(jìn)展談話步驟SettingObjectives,StandardsandMeasurements目標(biāo)及衡量標(biāo)準(zhǔn)設(shè)定PriorityObjectives/Standards/RatingWeightResponsibilitiesMeasurement(1-5)

30%.20%.15%.DeliverprojectXXXaccording Deliveredby15thofApr02totimeplanandprojectspec. IncreaseCustomer.Satafter deliveringbyover3,8.IndividualOPEXdecreasedby By31stofDec02Kr25.000,-/year. Documentedinthefinancial system,costcenterXXXImplementPerformance MeasuredbyDialog,Dec01:ManagementwithinXXX. Allemployeeshavesetgoals. AllemployeeshavePD-disc. IncreasedEmpowerment indexbyover30%Examples舉例:Technical/ProfessionalCompetenceHumanCompetenceBusinessCompetenceIndividualCapacities

Competenciesrelevanttointeractionwithpeople.ManagingPeopleNegotiatingSkill...Competenciesspecificforacertainfunction,roleortask.3GCompetence2.5GCompetence...Competenciesrelatedtotheunderstandingofthebusiness.UnderstandingofTelecomMarket...TheEricssonCompetenceModel愛立信技能模式Examples舉例:CompetenceProfile綜合技能評定表IndividualDevelopmentPlan個人進(jìn)展打算ActionsandCourses PlannedTimeCompleteTime

行動/課程 計(jì)劃時間完成時間

AttendtheLCCcourse June2001May2002Participateintheglobalprojectof…Feb2001Oct.2001ImplementthePMprogramin…departmentMay2001Dec.2001Rotateto…positiontogetfurtherunderstandingofbusinessoperationJan2002May2002Examples舉例:DevelopmentActions進(jìn)展行動Training培訓(xùn)CoachingandFeedback教練、反響Counseling詢問Review審核DevelopmentActions進(jìn)展行動Coaching&Feedback教練、反響GoodCommunicationSkill良好的溝通技巧Coaching教練Coachingisthefollowingupoffeedback,incl.Solvingtheproblemandactionplan.教練是對反響的跟進(jìn)，包括解決問題及行動打算等。Feedback反響Effectivefeedbackdescribesthebehaviorsunderspecificsituation有效的反響是對于員工具體情境下行為的反響Feedback:TheIDEALState

賜予反響的抱負(fù)狀態(tài)F = Frequent時常

A = Accurate準(zhǔn)確

S = Specific明確具體

T = Timely準(zhǔn)時

Preferredapproach…

“Yourpresentationthismorningwentwell.Youconveyedveryclearlythesupportingrationale.Infact,theteamagreedwithyourrecommendationandwe’llbemovingahead.OnesuggestionI’dmakeforfuturepresentationsisspendinglesstimeonthealternativesconsidered.Thatwaytheaudienceremainsclearonwhat’sbeingproposed.”

Oneapproach…

“Thatwasagreatjobonthepresentationyoudidlastmonth.Igotafewcommentsabouthowitcouldhavebeenshorter,butoverallyoudidfine.Keepupthegoodwork!”Someexamples例子...PerformanceAppraisal績效評估Whattobeappraised?評估什么Results&achievements工作結(jié)果評估Objectives目標(biāo)Responsibilities/keyresultsareas職責(zé)Performancefactors表現(xiàn)因素評估Attitudeinperforming工作態(tài)度Competence力量RatingandWeighting分值與權(quán)重TheoverallratingofPerformanceAppraisalshouldderivefrombothratingofobjectives/responsibilitiesandperformancefactors.表現(xiàn)評估的最終結(jié)果來自目標(biāo)/職責(zé)及表現(xiàn)因素的評估。Weighting權(quán)重：Objectives/Responsibilities=60%目標(biāo)/職責(zé)占60% Performancefactors=40%表現(xiàn)因素占40%Performanceapprais