人力資源薪酬設(shè)計(jì)方案.ppt

1、Pay & Reward for,徐斌,設(shè)定薪酬結(jié)構(gòu)Developing Salary Structure,設(shè)定薪酬結(jié)構(gòu)之考慮因素Developing Salary Structure- Considerations,Base Pay Policy 基本薪酬政策 Decide Competitive Reference Salary 決定具有競(jìng)爭(zhēng)性的標(biāo)準(zhǔn)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(gè)結(jié)構(gòu)? Overs

2、and Unders高出/底於工資幅度,薪 酬 政 策 Compensation Policy,Grade 級(jí) 別,標(biāo) 準(zhǔn) 工 資 Reference Salary,定下最經(jīng)濟(jì)的標(biāo)準(zhǔn)工資以支付公司架構(gòu)圖 Define the most economic reference salary to pay for the organization chart 建立最少增加幅度之標(biāo)準(zhǔn)工資 Establish the smallest possible increase of reference salary,中國(guó)市場(chǎng)數(shù)據(jù) Market Data on China - 上海製造業(yè) Shanghai Ma

3、nufacturing WOFE (1)Data as at April 1999,90百分比 90th Percentile,75百分比 75th Percentile,中位數(shù) Median,25百分比 25th Percentile,10百分比 10th Percentile,RMB,Position Class,貴公司以及市場(chǎng)比較Your Company vs the Market Comparison,75百分比 75th Percentile,中位數(shù) Median,25百分比 25th Percentile,貴公司回歸線 Your company trendline,RMB,Posi

4、tion Class,建 立 競(jìng) 爭(zhēng) 工 資 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 個(gè) 等 級(jí) = 一 個(gè) 標(biāo) 準(zhǔn) 工 資 One Grade = One Reference Salary 標(biāo) 準(zhǔn) 工 資 = 競(jìng) 爭(zhēng) 報(bào) 酬 = 招 聘 標(biāo) 準(zhǔn) Reference Salary = Competitive Pay = Recruitment Standard,利用幅度制定工資架構(gòu)Develop S

5、alary Structure with Ranges,abc = Mid-Point Progression 中點(diǎn)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,RMB,制定幅度Developing Salary Range,由中點(diǎn)開始 (或標(biāo)準(zhǔn)工資) Start wi

6、th Mid-Point (or Reference Salary) 決定幅度 Decide Range Spread 定最低工資 Establish Minimum 定最高工資 Establish Maximum,定最低工資Establishing Minimum,最低 Minimum,Mid-Point 中點(diǎn),1,Range,2,幅度,定最高工資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 R

7、mb 800 最低 Mid-Point Rmb 1,000 中點(diǎn) Maximum Rmb 1,200 最高,中點(diǎn)增加率Mid-Point Progression,Gradual 逐漸的,Moderate 穩(wěn)健的,Steep 陡斜的,10,10,15,15,30,30,More grades 多級(jí)別,Less grades 少級(jí)別,幅度重疊Range Overlap (2,How much ? 多少 一個(gè)級(jí)別的幅度一般不超過(guò)三個(gè)其他級(jí)別的重疊 The range span of any one grade should not overlap much more than three other

8、 grades,幅度的重要性Significance of Salary Range,Q4,Q2,Q3,Q1,中點(diǎn) = 競(jìng)爭(zhēng)性工資 Mid-Point = Competitive Pay,Maximum 最高點(diǎn),Minimum 最低點(diǎn),一般期望 = 標(biāo)準(zhǔn)工資 Standard Expectation = Reference Salary - Performance 工作表現(xiàn) - Competencies 技能 - Years in service 服務(wù)年期,多少結(jié)構(gòu) How Many Structures,市場(chǎng)特色 Market Characteristics 內(nèi)部平衡 Internal Equity 外部競(jìng)爭(zhēng)力 External Competitivenes