新酬管理-工具和技術(shù)（英文）2

1、Hay Point RangeUpper Quartile (Q3) Salary Formula200 - 300144.89 * HP - 1648301 - 400165.55 * HP - 7845401 - 500195.67 * HP - 19,893501 - 600176.16 * HP - 10,140601 - 700194.51 * HP - 21,145701 - 800168.63 * HP - 3029InternalequityExternalequityEmployeeequityAdministrationConceptsCompensation Techni

2、quesPlanning, Budgeting, Monitoring, EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensation ObjectivesRole clarity and accountability.Facilitates administration and performan

3、ce management.Competitive wage policies and practices.Influence employees workattitudes and behaviour.Attract talents.Retain talents.Motivate employees.Comply with regulations.Consistency in policyadministration.The Strategic Compensation ModelThe fundamentals of salary administrationSalary administ

4、ration is concerned with deciding how and what staff should be paid and with the techniques and procedures for designing and maintaining salary structures, rewarding staff and exercising salary control.The basic aims of salary administration are to attract, retain and motivate staff by developing an

5、d maintaining a competitive and equitable salary structure.q To ensure that a sufficient number of suitable staff is attracted to join the organization;q To encourage suitable staff to remain with the organization;q To develop and maintain a logical salary structure which achieves equity in the pay

6、for jobs of similar responsibility and consistency in the differentials between jobs in accordance with their relative values;qTo ensure that salary levels match market rates;qTo keep the salary levels adjusted in line with increases in the cost of living;qTo maintain consistency in methods used to

7、fix and review salary levels and differentials;qTo provide for progression within the salary structure in accordance with performance and level of responsibility;qTo operate the salary system fairly and convince the staff that the system is fair;qTo maintain a flexible salary system which will accom

8、modate changes in the market rates for different skills and in the companys organization structure;qTo achieve simplicity in operations as an aid to staff understanding and to minimize administrative effort;qTo operate effective systems of controlling salary costs and the administrative procedures r

9、equired to achieve the above aims at the least cost to the organization.The starting point of salary administration is the determination of salary levels by job evaluation. Thereafter, salary administration is concerned with:q The design and maintenance of salary structures;qThe operation of salary

10、progression systems;qThe administration and control of salary reviews;qThe design and operation of bonus schemes;qThe provision of employee benefits and other allowances;qThe development of a total remuneration policy.qPay StructureqSalary StructureqPerformance Related PayqMerit Payment SchemeqIncen

11、tive SchemeqBenefit PoliciesqSalary Review GuidelinesqCompa-ratioqSalary ProblemsqBe appropriate to the needs of the organization, in terms of its:- culture, size and the degree in which changes take place- need for flexibility- type and level of employees to be coveredqBe flexible in response to in

12、ternal and external pressures, especially those related to market rates and skill shortages.qProvide scope for rewarding high-flyers while still providing appropriate rewards for the majority of employees.qEnsure that rewards are given in line with performances and achievements.qProvide a basis for

13、career planning which will motivate ambitious employees with high potential.qFacilitate consistency in the treatment of varying levels of responsibility and performance.qAll jobs are allocated into salary grade within the structure on the basis of an assessment of their internal and external value t

14、o the organization.qEach salary grade consists of a salary range or band.qThe jobs allocated to a salary grade are assumed to be broadly of the same level normally the same minimum and maximum rates, which correspond with grade boundaries.A typical graded structure consists of a sequence of salary g

15、rades or ranges, each of which has a defined minimum and maximum. It is assumed that all the jobs allocated into a grade are broadly of the same value, although actual salaries earned by individuals will depend on their performance or length of service. Across the board cost of living or market rate

16、 increases will usually result in an increase to the minima and maxima of each grade. All the jobs in an organization may be covered by the same structure of salary ranges or there may be different structures for different levels or categories of jobs.qA basic principle of a salary structure is that

17、 individuals advance through the structure either by progressing within the salary grade for the job as they improve their performance, or by promotion.qIn the simplest structure, people move more or less steadily from the entry point of the grade (with might be above the minimum if they have alread

18、y gained relevant experience elsewhere or within the firm) to the upper limit, unless they move to a higher grade. It is possible, however, to distinguish three stages into which this progression is divided, and for salary administration purposes it is helpful to divide the grade into three zones wh

19、ich correspond to these stages. Job GradesMinimumMidpointMaximum0600084001080017500105001350029375131251687531171916406210944146482050826367518311256353295962288832043411997286104005451498835763500686437394470362585804661055879782311005831169849977891257291287311122236157161Salary Structure050000100

20、00015000020000012345678910 11 12 13Company Job GradesSalary in RMBSeries1Series2Series3Series4Job GradesMinimumMidpointMaximum06,0008,00010,00017,50010,00012,50029,37512,50015,625311,71915,62519,531414,64819,53124,414518,31124,41430,518622,88830,51838,147728,61038,14747,684835,76347,68459,605944,703

21、59,60574,5061055,87974,50693,1321169,84993,132116,4151287,311116,415145,519Salary Structure : Dispersion Method02000040000600008000010000012000014000016000012345678910 11 12 13Job GradesSalary in RMBSeries1Series2Series3Series4The learning zone covers the period when a person is on his learning curv

22、e, familiarizing himself with the knowledge and skills required if he is to become fully competent. The length of time to go through this zone will vary according to the individuals experience, competence and ability to learn. It would be accepted that someone might enter the range at any point in t

23、his zone, from bottom to top, depending on experience.The qualified zone covers the period when the job holder continues to increase his capacity to do the work and to improve his performance. The minimum salary in this zone should be the market rate for the job, so far as this can be ascertained, t

24、he assumption being that the market rate is the salary level required to attract a competent individual from another job to join the company.The mid-point in this zone, which is also the mid-point of the grade, is the salary level which all competent employees would be expected to achieve. This is a

25、bove the market rate in order to retain these individuals. An employee who is no more than competent could stop at this point, but most would continue to advance until they reach the top of the qualified zone, which would be regarded as the normal maximum for the job. Many such employees would in an

26、y case be promoted to a higher grade before they reach the upper limit of this zone. The premium zone is reserved for those employees, especially in the higher grade jobs, who achieve exceptional results but for whom suitable promotion opportunities do not exist. This zone enables outstanding staff

27、to be given additional rewards and encouragement. In some salary structures, the published salary grades for each job only cover the learning and qualified zones, the premium zone being reserved for use in special cases. Progression through that zone would not be regarded as normal by management or

28、staff.$%9,000Premium Zone1508,250Qualified 1357,500Zone1256,750Learning Zone1156,000100$9,0006,0001$9,8007,2002$12,9758,650320%20%qThe range may be defined in terms of the difference between the lowest and highest points in the range, using the minimum as the anchor (Maxmin ratio method):MinMidpoint

29、MaxMaxmin$20,000$24,000$30,0001:50$20,000$25,000$32,0001:60$20,000$26,000$34,0001:70Alternatively, the range may be defined as a percentage of the midpoint using the midpoint as the anchor (Salary dispersion method):Min Midpoint MaxDispersion Max Point (100%)PointRatio $20,000(80%) $25,000(100%)$30,

30、000(120%)+20%1.50 $18,750(75%) $25,000(100%)$31,250(125%) +25%1.67$17,500(70%) $25,000(100%)$32,5000(130%)+30%1.85qThe midpoint of the range is regarded as the “target salary” for the grade, which would be the average salary of the staff in the grade. The target salary is the salary that you will pa

31、y to a fully competent professional doing the job on that gradeThe midpoint is usually aligned to the market rates for jobs in the grade.The salary policy of the organization determines whether the midpoint is equated to the median market rate or whether it is related to another point. eg upper quar

32、tileqThe rate of salary progression through a range is determine by:- time or length of service (service increments)- individual performance (variable or merit increments)qThe number of salary ranges required depend on:- the upper and lower salary levels of the jobs to be covered by the structure, w

33、hich give the overall range of salaries within which the individual salary ranges have to be fitted - the number of distinct levels of responsibility in the hierarchy which needs to be catered for by separate grades- the size of the differentials between each salary range. qThere is a differential b

34、etween the midpoints of each salary range which provides adequate scope for rewarding increased responsibility on promotion.It does not create too wide a gap between adjacent grades or reduce the amount of flexibility available for grading jobs.qThe salary ranges are sufficiently wide to allow recog

35、nition of the fact that people in same job grade can perform differently, from satisfactory performance to outstanding performance.qThere is an overlap between two consecutive salary grades which acknowledges that an experienced person should be of more value on the current grade than a newcomer in

36、the next higher grade.Step 1qConduct market rate surveys for existing jobs. qReview existing salary structures and differentials between the salary levels of the most senior and junior jobs to be covered by the new structure.q Identify key problem areas (if any) in existing structures.Step 2qConduct

37、 an update of the job evaluation exercise, taking into consideration all changes to jobs since the last job evaluation reviewStep 3qObtain market rate data for the evaluated jobs, bearing in mind that there is likely be a range of market rates rather than a precise figure.qPreferably the market rate

38、 data should be based on a similar job evaluation system for comparability.Step 4qDraw up a salary grade structure between the upper and lower limits, according to policies for differentials, the width of salary grades and the size of overlap between two consecutive grades.Step 5qSlot all jobs into

39、grade structure in accordance with the results of both the job evaluations and the market rate surveys.Step 6qIdentify all cases that are below the salary range and cases that have exceeded the salary range (max-out cases) and review their job evaluation scores and gradesqThe relative levels of jobs in different functions can be readily assessed a