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1、Ericsson Compensation (IPE43-49) 行政人员-每个级别差约5-10%； 8-15% between grades for professional and management (IPE50 - 57)专业技术或管理人员-每个级别差约8-15%； 30-35% between grades for executive levels (IPE58+) 高级管理人员-每个级别差约30-35%；,Range Spread幅度范围,Narrow range (30-50%) for adm. staff; 窄幅(30-50%)适用于行政人员； Wider range (4
2、0-60%) for professional staff; 稍宽幅度适用于专业技术人员； Widest range (60%-300%) for managerial 由中值差别与幅度范围决定 Overlap of five grades is common. 五个级别内的重叠为正常 Broad banding may produce substantial overlap. “宽级”会造成很大的范围重叠。,Factors Influence Salary Revision 影响个人工资调整的因素,Performance Rating 表现评估得分 Individual Pay Positi
3、on to Salary Structure 相比工资结构，个人的工资水平 salary exceeding the maximum: lump sum 工资超过最高值，付一笔金额，无工资增长 salary beneath the minimum: special adjust 工资低于最低值，特殊调整 Competence and Market Value 能力与市场价值 Cost of Living 物价水平,Incentive Setting 奖金设定,Incentive vs Guaranteed Pay 奖金与固定薪酬的比重 Incentive objectives setting
4、奖金目标的设定,实例2：,Incentive vs Guaranteed Pay奖金与固定薪酬的比重,- Market Movement (example) 市场移动(举例),Incentive Objectives Setting 奖金目标的设定 -Sales Incentive销售奖金,Turn Over(order booking, net sales) 营业额(定单，净销售额) Market Share市场份额 Cash Flow现金流 Product Mix产品组合,1999,Turn Over(order booking, net sales)营业额(定单，净销售额) Market
5、 Share市场份额 Cash Flow现金流 Product Mix产品组合,2000,2001,MU China Net Sales (compulsory) 中国市场净销售额(必须) MU China Cash Flow (compulsory)中国市场现金流(必须) Customer Satisfaction客户满意度 . (half-year evaluation 整体目标如净销售额、定单量、市场损益、质量等由上自下设定 One of managers objectives should be shared by subordinates 下属须有一个目标与经理分担。,2001,20
6、02,Maximum 5 objectives最多5个目标 MU China Net Sales (compulsory)中国市场净销售额(必须) MU China Cash Flow (compulsory)中国市场现金流(必须) Others其他 (half-year evaluation & payment) (半年评估一次),Incentive Objectives Setting 奖金目标的设定 -STI & Performance Bonus短期激励奖金和绩效奖金,C&B Program Evaluation 薪酬体系评估,Impact on organizations perfo
7、rmance (Customers Satisfaction, Profit, external image, etc.) 对公司业绩的影响 (客户满意度，赢利，外部形象，等) Costs 费用 Employee turnover rate 员工离职率 Human Resources Effectiveness 人力资本指数,Performance Management 绩效管理,PD Discussion (Q1) 个人发展谈话 Review job description 回顾工作描述 Set Objectives Measurements 设定目标及衡量标准 Competence Pro
8、file 技能要求 Individual development plan 个人发展计划,Development Actions 发展行动 (Q1-Q4) Training 培训 Coaching 教练 Counseling 咨询 Review 审核,Performance Appraisal (Q4) 绩效评估 Evaluate Objective achievements Assess personal performance factors 评估目标达到情况，其结果将： Input for next years PD Discussion 作为次年个人发展谈话参考 A base for
9、salary revision 作为调薪的基础 A base for career advancement 作为事业发展的基础,PD Discussion 个人发展谈话,When To Have PD Discussion? 何时进行个人发展谈话？,First quarter of the year 每年的第一季度 6 months after new employee on board(Objective can be set once employee on board) 新员工入职后的6个月(目标设定可于员工入职后即完成) Employee status change 员工情况变化时 P
10、romotion升职 Demotion 降职 Transfer 工作调转 .,Step 1Review Job Description 回顾工作描述Step 2Set Objective/Goals - SMART 设定SMART目标Step 3Set Standards and Measurement设定衡量标准Step 4Discuss Competence Profile 讨论技能要求Step 5Individual Development Plan 设定个人发展计划,PD Discussion Steps 个人发展谈话步骤,Setting Objectives,Standards an
11、d Measurements目标及衡量标准设定,Examples 举例:,The Ericsson Competence Model 爱立信技能模式,Examples 举例:,Competence Profile 综合技能评定表,Individual Development Plan 个人发展计划,Examples 举例:,Development Actions 发展行动,Training 培训 Coaching and Feedback 教练、反馈 Counseling咨询 Review 审核,Development Actions 发展行动,Coaching & Feedback 教练、反
12、馈,Good Communication Skill 良好的沟通技巧,Coaching教练 Coaching is the following up of feedback, incl. Solving the problem and action plan. 教练是对反馈的跟进， 包括解决问题及行动计划等。,Feedback反馈 Effective feedback describes the behaviors under specific situation 有效的反馈是对于员工 具体情境下行为的反馈,Feedback: The IDEAL State 给予反馈的理想状态,F=Frequ
13、ent 时常 A=Accurate 准确 S=Specific明确具体 T=Timely 及时,Preferred approach “Your presentation this morning went well. You conveyed very clearly the supporting rationale. In fact, the team agreed with your recommendation and well be moving ahead. One suggestion Id make for future presentations is spending le
14、ss time on the alternatives considered. That way the audience remains clear on whats being proposed.”,One approach “That was a great job on the presentation you did last month. I got a few comments about how it could have been shorter, but overall you did fine. Keep up the good work!”,Some examples例
15、子. . .,Performance Appraisal 绩效评估,What to be appraised? 评估什么,Results & achievements 工作结果评估 Objectives 目标 Responsibilities/key results areas 职责 Performance factors 表现因素评估 Attitude in performing 工作态度 Competence 能力,Rating and Weighting 分值与权重 The overall rating of Performance Appraisal should derive fro
16、m both rating of objectives/responsibilities and performance factors. 表现评估的最终结果来自目标/职责及表现因素的评估。 Weighting 权重： Objectives/Responsibilities = 60% 目标/职责占60% Performance factors = 40% 表现因素占40%,Performance appraisal 绩效评估,. Initiative 主动性 . Problem solving 解决问题能力 . Customer oriented 客户导向 . Team work 团队精神 . Communication沟通技巧,Performance Factors 表现因素Examples 例如：,Five Levels of Performance 绩效的五个等级,Termination 解雇,Training 培训,Promotion 升职,Normal
