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1、,Pay & Reward for Huawei Technologies, Co., Ltd.,By: Elaine Ng Mercer Executive Resources Consulting (MERC) Tel: 852-2115 2088; Email: ,中国培训师大联盟 www.china-,設定薪酬結構 Developing Salary Structure,設定薪酬結構之考慮因素 Developing Salary Structure- Considerations,Base Pay Policy 基本薪酬政策 Decide Competitive Reference S
2、alary 決定具有競爭性的標準工資 Decide Salary Ranges 制定工資幅度 Range Overlap 幅度重疊 Significance of Salary Range 工資幅度的重要性 How many structures? 多少個結構? Overs and Unders高出/底於工資幅度,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付公司架构图 Define the most economic reference salary to pay for the o
3、rganization chart 建立最少增加幅度之标准工资 Establish the smallest possible increase of reference salary,中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (1) Data as at April 1999,90百分比 90th Percentile,75百分比 75th Percentile,中位數 Median,25百分比 25th Percentile,10百分比 10th Percentile,RMB,Position Class
4、,中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999,貴公司以及市場比較 Your Company vs the Market Comparison,75百分比 75th Percentile,中位數 Median,25百分比 25th Percentile,貴公司回歸線 Your company trendline,RMB,Position Class,貴公司以及市場比較 Your Company vs the Market Comparison,年初 年中 年末
5、Start Year Mid End Year,年初 年中 年末 Start Year Mid End Year,LAG 落后 LEAD 领先 LEAD-LAG 落后-领先之间,基本薪金政策 Base Pay Policy,1320 1100 900,1200 1000 800,1320 1100 800,1320 1100 800,建 立 竞 争 工 资 Develop Competitive Salaries,RMB,Grade PC,41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57,Grade or Position Class,一 个
6、 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,利用幅度制定工资架构 Develop Salary Structure with Ranges,a b c = Mid-Point Progression 中点增加率 a1 - a2 = b1 - b2 = Range Spread 幅度 c1 - c2 =,Question: How much should be the
7、 mid-point progression (%) between grades? How wide should the ranges be? How much should the range overlap?,RMB,制定幅度 Developing Salary Range,由中点开始 (或标准工资) Start with Mid-Point (or Reference Salary) 决定幅度 Decide Range Spread 定最低工资 Establish Minimum 定最高工资 Establish Maximum,定最低工资 Establishing Minimum,最
8、低 Minimum,Mid-Point 中点,1 +,Range,2,=,(,(,幅度,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,中点增加率 Mid-Point Progression,Gradual 逐渐的,Moderate 稳健的,Steep 陡斜的,1
9、0%,10%,15%,15%,30%,30%,More grades 多级别,Less grades 少级别,幅度重叠 Range Overlap,1,200,1,000,800,1,500,1,250,1,000,1,250,1,563,1,875,Grade,No 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,Mo
10、derate overlap 适度重叠 25% jump each promotion 每晋升, 增加 25% Range overlap 重叠部分 = 40% 1,200 - 1,000 200 1,500 - 1,000 500,RMB,RMB,RMB,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,幅度的重要性 Significance of Sala
11、ry Range,Q4,Q2,Q3,Q1,中点 = 竞争性工资 Mid-Point = Competitive Pay,Maximum 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,多少结构 How Many Structures?,市场特色 Market Characteristics 内部平衡 Internal Equity 外部竞争力 External Competitiveness 管理概念 Management Philosophy,$,中值前进 mid-point progression,Reference Salary,标准工资,超过/低过 工资幅度 Overs and Unders,用什么策略? What Strategies?,
