《美世华为薪酬设计方案1》由会员分享，可在线阅读，更多相关《美世华为薪酬设计方案1（20页珍藏版）》请在金锄头文库上搜索。
1、 Copyright Mercer Executive Resources Consulting, AsiaPay & Reward forHuawei Technologies, Co., Ltd.By:Elaine NgMercer Executive Resources Consulting (MERC)Tel: 852-2115 2088; Email: Copyright Mercer Executive Resources Consulting, Asia設定薪酬結構Developing Salary Structure Copyright Mercer Executive Re
2、sources 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 Competitive 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
3、Mercer Executive Resources Consulting, Asia 薪薪 酬酬 政政 策策 Compensation Policy$Grade 级级 别别标标 准准 工工 资资ReferenceSalary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 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 Exe
4、cutive Resources Consulting, Asia中國市場數據中國市場數據 Market Data on China - 上海製造業上海製造業 Shanghai Manufacturing WOFE (1)Data as at April 199990百分比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中國市場數據中國
5、市場數據 Market Data on China - 上海製造業上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999 Copyright Mercer Executive Resources Consulting, 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 Mer
6、cer Executive Resources Consulting, Asia貴公司以及市場比較Your Company vs the Market Comparison Copyright Mercer Executive Resources Consulting, 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基本薪金政策Base Pay Policy13201100900120010008001320110080013201100800 Cop
7、yright 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 53 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 = Recruit
8、ment Standard Copyright Mercer Executive Resources Consulting, Asia利用幅度制定工资架构Develop Salary Structure with Rangesabc = Mid-Point Progression 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 muc
9、h 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)oStart 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
10、资Establishing Minimum最低MinimumMid-Point 中点1 +Range2=(E.g.Rmb 1,0001 +50%2=(Rmb 1,0001.25=Rmb 800=Rmb 1,0001 +50%2(= 1 + (25%)= 1 += 1 + 0.25= 1.2525100幅度 Copyright Mercer Executive Resources Consulting, Asia定最高工资定最高工资Establishing Maximum最高最低 幅度Maximum=Minimum x (1 + Range)=Rmb 800 x (1 + 50%)=Rmb 80
11、0 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)= 1.550100( 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 Execu
12、tive Resources Consulting, Asia幅度重叠幅度重叠Range Overlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNo 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%Ra
13、nge overlap 重叠部分= 67%1,200 - 900 3001,350 - 900 450= = 67%Moderate 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 2001,500 - 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
14、 range span of any one grade should not overlap much more than three other grades Copyright Mercer Executive Resources Consulting, Asia幅度的重要性幅度的重要性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- Perfor
15、mance 工作表现- Competencies 技能- Years in service 服务年期 Copyright Mercer Executive Resources Consulting, Asia多少结构多少结构 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?
