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1、 Copyright Mercer Executive Resources Consulting, AsiaPay Email: Copyright Mercer Executive Resources Consulting, Asia設定薪酬結構 Developing Salary Structure Copyright Mercer Executive Resources Consulting, Asia設定薪酬結構之考慮因素 Developing Salary Structure- ConsiderationsoBase Pay Policy 基本薪酬政策oDecide Competi
2、tive Reference Salary 決定具有競爭性的標準工資oDecide Salary Ranges 制定工資幅度oRange Overlap 幅度重疊oSignificance of Salary Range 工資幅度的重要性oHow many structures? 多少個結構?oOvers and Unders高出/底於工資幅度 Copyright Mercer Executive Resources Consulting, Asia薪 酬 政 策 Compensation Policy$Grade 级 别标 准 工 资 Reference Salary定下最经济的标准工资以支
3、付公司架构图 Define the most economic reference salary to pay for the organization chart建立最少增加幅度之标准工资 Establish the smallest possible increase of reference salary Copyright Mercer Executive Resources Consulting, Asia中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (1) Data as at April 19999
4、0百分比 90th Percentile75百分比 75th Percentile中位數 Median25百分比 25th Percentile10百分比 10th PercentileRMBPosition Class Copyright Mercer Executive Resources Consulting, Asia中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2)Data as at April 1999 Copyright Mercer Executive Resources Consulting
5、, Asia貴公司以及市場比較 Your Company vs the Market Comparison75百分比 75th Percentile中位數 Median25百分比 25th Percentile貴公司回歸線 Your company trendlineRMBPosition Class Copyright Mercer Executive Resources Consulting, Asia貴公司以及市場比較 Your Company vs the Market Comparison Copyright Mercer Executive Resources Consulting
6、, Asia年初年中年末 Start YearMid End Year年初年中年末 Start YearMid End YearLAG 落后LEAD 领先LEAD-LAG 落后-领先之间基本薪金政策 Base Pay Policy13201100900120010008001320110080013201100800 Copyright Mercer Executive Resources Consulting, Asia建 立 竞 争 工 资 Develop Competitive SalariesRMBGradePC41 42 43 44 45 46 47 48 49 50 51 52 5
7、3 54 55 56 57Grade or Position Class一 个 等 级 = 一 个 标 准 工 资 One Grade = One Reference Salary标 准 工 资 = 竞 争 报 酬 = 招 聘 标 准 Reference Salary = Competitive Pay = Recruitment Standard Copyright Mercer Executive Resources Consulting, Asia利用幅度制定工资架构 Develop Salary Structure with Rangesabc = Mid-Point Progress
8、ion 中点增加率 a1 - a2 = b1 - b2 = Range Spread 幅度 c1 - c2 =Question: How much should be the mid-point progression (%) between grades? How wide should the ranges be? How much should the range overlap?GradeRMB Copyright Mercer Executive Resources Consulting, Asia制定幅度 Developing Salary Range由中点开始 (或标准工资) o
9、Start with Mid-Point (or Reference Salary) 决定幅度 oDecide Range Spread 定最低工资 oEstablish Minimum 定最高工资 oEstablish Maximum Copyright Mercer Executive Resources Consulting, Asia定最低工资 Establishing Minimum最低 MinimumMid-Point 中点1 +Range 2=(E.g.Rmb 1,0001 +50% 2=(Rmb 1,000 1.25=Rmb 800=Rmb 1,0001 +50% 2(= 1
10、+ (25%)= 1 += 1 + 0.25 = 1.2525 100幅度 Copyright Mercer Executive Resources Consulting, Asia定最高工资 Establishing Maximum最高最低 幅度 Maximum=Minimum x (1 + Range) =Rmb 800 x (1 + 50%) =Rmb 800 x 1.5 =Rmb 1,200 幅度 Range=Minimum Rmb 800 最低 Mid-Point Rmb 1,000 中点 Maximum Rmb 1,200 最高1 + 50%= 1 + = 1 + (0.5) =
11、1.550 100( Copyright Mercer Executive Resources Consulting, Asia中点增加率 Mid-Point ProgressionGradual 逐渐的Moderate 稳健的Steep 陡斜的10%10%15%15%30%30%More grades 多级别Less grades 少级别 Copyright Mercer Executive Resources Consulting, Asia 幅度重叠 Range Overlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0
12、008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo overlap 没有重叠 50% jump each promotion 每晋升, 增加 50%Big overlap 大部分重叠 12.5% jump each promotion 每晋升, 增加 12.5%Range overlap 重叠部分= 67% 1,200 - 900 300 1,350 - 900 450= = 67%Moderate overlap 适度重叠 25% jump each promotio
13、n 每晋升, 增加 25%Range overlap 重叠部分 = 40% 1,200 - 1,000 200 1,500 - 1,000 500= = 40%RMBRMBRMB Copyright Mercer Executive Resources Consulting, Asia 幅度重叠 Range Overlap (2)How much ? 多少 一个级别的幅度一般不超过三个其他级别的重叠 The range span of any one grade should not overlap much more than three other grades Copyright Mer
14、cer Executive Resources Consulting, Asia 幅度的重要性 Significance of Salary RangeQ4Q2Q3Q1中点 = 竞争性工资 Mid-Point = Competitive PayMaximum 最高点Minimum 最低点一般期望 = 标准工资 Standard Expectation = Reference Salary - Performance 工作表现 - Competencies 技能 - Years in service 服务年期 Copyright Mercer Executive Resources Consulting, Asia多少结构How Many Structures?市场特色uMarket Characteristics内部平衡uInternal Equity外部竞争力uExternal Competitiveness管理概念uManagement Philosophy Copyright Mercer Executive Resources Consulting, Asia$中值前进mid-point progressionReference Salary标准工资Grades等级超过/低过 工资幅度 Overs and Unders用什么策略?What Strategies?
