《Mercersalary伟氏顾问的人力资源薪酬设计方案课件》由会员分享，可在线阅读，更多相关《Mercersalary伟氏顾问的人力资源薪酬设计方案课件（20页珍藏版）》请在金锄头文库上搜索。
1、Pay & Reward forHuawei Technologies, Co., Ltd.By:Elaine NgMercer Executive Resources Consulting (MERC)Tel: 852-2115 2088; Email: 設定薪酬結構DevelopingSalaryStructureDevelopingSalaryStructure設定薪酬結構之考慮因素DevelopingSalaryStructure-ConsiderationsDevelopingSalaryStructure-ConsiderationsoBase Pay Policy 基本薪酬政策o
2、DecideCompetitiveReferenceSalary 決定具有競爭性的標準工資oDecideSalaryRanges制定工資幅度oRangeOverlap幅度重疊oSignificanceofSalaryRange工資幅度的重要性oHowmanystructures?多少個結構?oOversandUnders高出/底於工資幅度 薪薪 酬酬 政政 策策 CompensationPolicyCompensationPolicy$ $Grade 级级 别别标标 准准 工工 资资ReferenceReferenceSalarySalary定下最经济的标准工资以支付公司架构图Define t
3、he 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90thPercentile75百分比75thPercentile中位數Median25百分比25thPerce
4、ntile10百分比10thPercentileRMBPosition Class中國市場數據中國市場數據MarketDataonChina-MarketDataonChina- 上海製造業上海製造業Shanghai Manufacturing WOFE (2) Data as at April 1999貴公司以及市場比較YourCompanyvstheMarketComparisonYourCompanyvstheMarketComparison75百分比75thPercentile中位數Median25百分比25thPercentile貴公司回歸線Your company trendlin
5、eRMBPosition Class貴公司以及市場比較YourCompanyvstheMarketComparisonYourCompanyvstheMarketComparison年初年中年末StartYearStartYearMidMid EndYearEndYear年初年中年末StartYearStartYearMidMid EndYearEndYearLAG 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BasePayPolicyBasePayPolicy1320132011001100900900120012001000100080080013201320
6、110011008008001320132011001100800800 建 立 竞 争 工 资 DevelopCompetitiveSalariesDevelopCompetitiveSalariesRMBGradePC4142434445464748495051525354555657Grade or Position Class 一 个 等 级 = 一 个 标 准 工 资OneGrade=OneReferenceSalaryOneGrade=OneReferenceSalary 标 准 工 资 = 竞 争 报 酬 = 招 聘 标 准ReferenceSalary=CompetitiveP
7、ay=RecruitmentStandardReferenceSalary=CompetitivePay=RecruitmentStandard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?Ho
8、w much should the range overlap?GradeRMB制定幅度Developing Salary Range由中点开始 (或标准工资)oStartwithMid-Point(orReferenceSalary)决定幅度oDecideRangeSpread定最低工资oEstablishMinimum定最高工资oEstablishMaximum定最低工资Establishing Minimum最低MinimumMinimumMid-Point 中点1+1+Range2 2= =( ( (E.g.Rmb 1,0001+1+50%50%2 2= =( ( (Rmb 1,000
9、1.251.25= =Rmb 800= =Rmb 1,0001+1+50%50%2 2( ( (=1+(25%)=1+(25%)=1+=1+=1+0.25=1+0.25=1.25=1.252525100100幅度定最高工资定最高工资Establishing Maximum最高最低 幅度Maximum=Minimumx(1+Range)=Rmb800x(1+50%)=Rmb800x1.5=Rmb1,200幅度Range=MinimumRmb800最低Mid-PointRmb1,000中点MaximumRmb1,200最高1+50%1+50%=1+=1+=1+(0.5)=1+(0.5)=1.5=1
10、.55050100100( ( (中点增加率Mid-PointProgressionMid-PointProgressionGradual逐渐的Moderate稳健的Steep陡斜的10%10%10%10%15%15%15%15%30%30%30%30%More grades多级别Less grades少级别幅度重叠幅度重叠Range Overlap1,2001,2001,0001,0008008001,8001,8001,5001,5001,2001,2001,8001,8002,2502,2502,7002,700Grade1,2001,2001,0001,0008008001,3501,
11、3501,1251,1259009001,0001,0001,2501,2501,5001,500Grade1,2001,2001,0001,0008008001,5001,5001,2501,2501,0001,0001,2501,2501,5631,5631,8751,875GradeNo overlap 没有重叠50%50%jumpeachpromotionjumpeachpromotion每晋升, 增加 50%Big overlap 大部分重叠12.5%12.5%jumpeachpromotionjumpeachpromotion每晋升, 增加 12.5%Rangeoverlap重叠部
12、分=67%1,200-9003001,350-900450=67%=67%Moderate overlap 适度重叠25%25%jumpeachpromotionjumpeachpromotion每晋升, 增加 25%Rangeoverlap重叠部分 =40%1,200-1,0002001,500-1,000500=40%=40%RMBRMBRMB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Therangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergrades幅
13、度的重要性幅度的重要性Significance of Salary RangeQ4Q2Q3Q1中点 = 竞争性工资Mid-Point=CompetitivePayMid-Point=CompetitivePayMaximum 最高点Minimum 最低点一般期望 = 标准工资StandardExpectation=ReferenceSalaryStandardExpectation=ReferenceSalary- Performance 工作表现- -CompetenciesCompetencies技能- -YearsinserviceYearsinservice服务年期多少结构多少结构 HowManyStructures?HowManyStructures?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$ $中值前进mid-pointmid-pointprogressionprogressionReference 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?
