Mercer salary的華為人力資源薪酬設(shè)計方案

1、Pay & Reward forHuawei Technologies, Co., Ltd.By:Elaine NgMercer Executive Resources Consulting (MERC)Tel: 852-2115 2088; Email: enskcrgnetvigator 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- ConsiderationsBase Pay Policy 根本薪酬政策Decide Competitive Reference Salary 決定具有競爭性的

2、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? 多少個結(jié)構(gòu)?Overs and Unders高出/底於工資幅度 薪 酬 政 策 Compensation Policy$Grade 級 別標(biāo) 準(zhǔn) 工 資ReferenceSalary定下最經(jīng)濟的標(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

3、標(biāo)準(zhǔn)工資Establish the smallest possible increase of reference salary中國市場數(shù)據(jù) Market Data on China - 上海製造業(yè) Shanghai Manufacturing WOFE (1)Data as at April 199990百分比90th Percentile75百分比75th Percentile中位數(shù)Median25百分比25th Percentile10百分比10th PercentileRMBPosition Class中國市場數(shù)據(jù) Market Data on China - 上海製造業(yè) Shangh

4、ai Manufacturing WOFE (2) Data as at April 1999貴公司以及市場比較Your Company vs the Market Comparison75百分比75th Percentile中位數(shù)Median25百分比25th Percentile貴公司回歸線Your company trendlineRMBPosition Class貴公司以及市場比較Your Company vs the Market Comparison年初年中年末Start YearMid End Year年初年中年末Start YearMid End YearLAG 落后LEAD

5、領(lǐng)先LEAD-LAG 落后-領(lǐng)先之間根本薪金政策Base Pay Policy13201100900120010008001320110080013201100800 建 立 競 爭 工 資 Develop Competitive SalariesRMBGradePC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position Class 一 個 等 級 = 一 個 標(biāo) 準(zhǔn) 工 資One Grade = One Reference Salary 標(biāo) 準(zhǔn) 工 資 = 競 爭 報 酬 = 招 聘 標(biāo) 準(zhǔn)Reference S

6、alary = Competitive Pay = Recruitment Standard利用幅度制定工資架構(gòu)Develop Salary Structure with Rangesabc = Mid-Point Progression 中點增加率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 ov

7、erlap?GradeRMB制定幅度Developing Salary Range由中點開始 (或標(biāo)準(zhǔn)工資)Start with 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MinimumMid-Point 中點1 +Range2=(E.g.Rmb 1,0001 +50%2=(Rmb 1,0001.25=Rmb 800=Rmb 1,0001 +50%2(= 1 + (25%)= 1 += 1

8、 + 0.25= 1.2525100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=Rmb 1,200幅度 Range=Minimum Rmb 800 最低Mid-Point Rmb 1,000 中點Maximum Rmb 1,200 最高 1 + 50%= 1 + = 1 + (0.5)= 1.550100(中點增加率Mid-Point ProgressionGradual逐漸的Moderate穩(wěn)健的Steep陡斜的10%10%15%15%30%30%More gr

9、ades多級別Less grades少級別幅度重疊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 沒有重疊50% jump each promotion每晉升, 增加 50%Big overlap 大局部重疊12.5% jump each promotion每晉升, 增加 12.5%Range overlap 重疊

10、局部= 67%1,200 - 900 3001,350 - 900 450= = 67%Moderate overlap 適度重疊25% jump each promotion每晉升, 增加 25%Range overlap 重疊局部 = 40%1,200 - 1,000 2001,500 - 1,000 500= = 40%RMBRMBRMB幅度重疊Range Overlap (2) How much ? 多少一個級別的幅度一般不超過三個其他級別的重疊The range span of any one grade should not overlap much more than three other grades幅度的重要性Significance of Salary RangeQ4Q2Q3Q1中點 = 競爭性工資Mid-Point = Competitive PayMaximum 最高點Minimum 最低點一般期望 = 標(biāo)準(zhǔn)工資Standard Expectation = Reference Salary- Performance 工作表現(xiàn)- Competencies 技能- Years in service 效勞年期多少結(jié)構(gòu) How Many Structures?市場特色Market Characteristics內(nèi)部平