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1、Total Rewards and Compensation,Total Rewards Monetary and non-monetary rewards used to attract, motivate, and retain employees Rewards System Strategic Objectives Legal compliance Cost effectiveness Internal and external equity for employees Recognizing contribution to maximize performance and manag
2、e talent,qq群发 http：/,1,Compensation Approaches,2,Total Rewards Components,3,Compensation Philosophies,4,HR Metrics for Compensation,5,Typical Division of HR Responsibilities: Compensation,6,Compensation System Design Issues,Fairness Internal Equity Procedural Distributive Interactional External Equi
3、ty Privacy Transparency,7,Market Competitiveness and Compensation,Lead the market Meet the market Lag the market,8,Compensation Quartile Strategies,9,More Compensation System Design Issues,10,More Compensation System Design Issues,11,Possible Components of Global Employee Compensation,12,Legal Const
4、raints on Pay Systems,Minimum wage Child labor Exempt vs. nonexempt status Overtime,13,Exempt Status Under the FLSA,14,Compensation for Overtime Work,15,Legislation Affecting Compensation,16,Compensation Administration Process,Pay Structure Pay grades Pay ranges,17,Valuing Jobs with Job Evaluation M
5、ethods,Job Evaluation Means used to identify the relative worth of jobs within an organization. Compensable Factor Job value common among a group of jobs. Something for which an organization chooses to compensate an employee.,18,Examples of Compensable Factors for Different Job Families,19,Job Evalu
6、ation Methods,20,Job Evaluation Methods,Point method Ranking method Classification method Factor-comparison method,21,Valuing Jobs Using Market Pricing,Market Pricing Using market data to identify the relative value of jobs based on what other firms pay for similar jobs.,22,Pay Surveys,Collection of
7、 data on compensation rates for workers performing similar jobs in other organizations. Benchmark Jobs Jobs found in many organizations. Internet-Based Pay Surveys,23,Pay Structures,Job Family Group of jobs with common organizational characteristics. Common Pay Structures Hourly and salaried Office,
8、 plant, technical, professional, managerial Clerical, information technology, professional, supervisory, management, and executive Pay Grades Groupings of individual jobs having approximately the same job worth.,24,Compensation Administration Process,25,More on Pay Structures,Market Banding Grouping
9、 jobs into pay grades based on similar market survey amounts. Market Line Shows relationship between job value as determined by job evaluation points and job value based on pay survey rates. Shows distribution of pay for surveyed jobs Linear trend line to be developed by the least-squares regression
10、 method.,26,Market-Banded Pay Grades Example (Bank),*Computed by averaging the pay survey summary data for the jobs in each pay grade.,27,Example of Pay Grades and Pay Ranges,28,Pay Ranges,Broadbanding Using fewer pay grades having broader pay ranges that in traditional systems. Benefits Encourages
11、horizontal movement of employees Is consistent with trend towards flatter organizations Creates a more flexible organization Encourages competency development Emphasizes career development,29,Individual Pay,Rates Out of Range Red-Circled Employee An incumbent (current jobholder) who is paid above th
12、e range set for the job. Green-Circled Employee An incumbent who is paid below the range set for the job. Pay Compression Pay differences among individuals with different levels of experience and performance in the organization are reduced.,30,Pay Adjustment Matrix,Compa-ratio The pay level divided
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