愛(ài)立-薪酬體系

1、Ericsson Compensation & Benefit愛(ài)立信薪酬體系 2002年9月18日 1Ericsson Compensation & Benefit愛(ài)立信薪酬體系 C&B vs Company strategy & HR management 薪酬與公司管理和人力資源管理的關(guān)系 C&B system establishment, competitiveness, impact tocompany finance薪酬體系的建立、競(jìng)爭(zhēng)力、對(duì)公司財(cái)務(wù)管理的影響力2What are Ericssons business measurements?愛(ài)立信業(yè)務(wù)的衡量尺度？(它隨著公司業(yè)務(wù)的

2、轉(zhuǎn)變而變化，去年可能是凈銷(xiāo)售額、客戶(hù)滿(mǎn)意度、現(xiàn)金流，今年則是訂單數(shù)量和應(yīng)收帳款等) 3The business measurements decide the c&B strategy 業(yè)務(wù)的衡量尺度決定公司薪酬體系的戰(zhàn)略(如獎(jiǎng)勵(lì)機(jī)制中目標(biāo)的制定直接與業(yè)務(wù)戰(zhàn)略相關(guān))4Why HR need to look at money?人力資源為什么向“錢(qián)”看？ all HR activities can be put in money term所有的人力資源管理活動(dòng)都可以用錢(qián)來(lái)衡量 No financial mind-set & analysis, HR is blind.沒(méi)有財(cái)務(wù)分析和頭腦，人力資源管

3、理是盲目的。 5 Net sales per employee人均凈銷(xiāo)售額 Net sales 凈銷(xiāo)售額total no. of employees 員工總數(shù)6Employee cost vs OPEX員工費(fèi)用/營(yíng)運(yùn)費(fèi)用 OPEX run rate/total turnover 營(yíng)運(yùn)費(fèi)用/總營(yíng)業(yè)額 Employee cost/OPEX run rate 員工費(fèi)用/營(yíng)運(yùn)費(fèi)用 7How to build HR management into business process?如何把HRM建立到業(yè)務(wù)流程？ HR reward systemHR獎(jiǎng)勵(lì)機(jī)制Company financial objecti

4、ves公司財(cái)務(wù)目標(biāo)Human capital index人力資本指數(shù)Customer satisfaction客戶(hù)滿(mǎn)意度8Key elements of HR operation人力資源運(yùn)作的關(guān)鍵要素 組織設(shè)置OrganizationaldesignM&A 人員配置、人才招聘resource planning &staffing薪酬體系C&B設(shè)定目標(biāo)/指標(biāo)量化Setting objectives& measurement培訓(xùn)和能力發(fā)展Training & competencedevelopment績(jī)效評(píng)估和反饋Performance evaluation &feedback9Motivatio

5、n characteristics of Successful Companies 成功企業(yè)激勵(lì)機(jī)制的特點(diǎn) support company strategy and development配合公司戰(zhàn)略和發(fā)展 fully align with company goals不偏離公司目標(biāo)each motivation action has its specific objective任何一個(gè)激勵(lì)機(jī)制都有它特定的目的 flexibility, fit into individuals desires 因人而異10MOTIVATION激勵(lì)機(jī)制 企業(yè)運(yùn)作環(huán)境 Business environment (i

6、ndustry, globalization,market competitiveness) 企業(yè)文化Company culture 品牌 brand員工的價(jià)值Value of staff工作，機(jī)會(huì)，工資，獎(jiǎng)金，獎(jiǎng)勵(lì)，股票，國(guó)外工作機(jī)會(huì)，教育，培訓(xùn)，管理風(fēng)格，工作環(huán)境，組織結(jié)構(gòu)，工作效率11Compensation & Benefit薪酬體系 12 仁者見(jiàn)仁，智者見(jiàn)智的薪酬體系 人力資源管理的靈魂 直接影響公司財(cái)務(wù)運(yùn)作人力資源管理中技術(shù)/技巧難度最大的部分 管理的平臺(tái) 最直白的競(jìng)爭(zhēng) 既靈活又抽象，為我所用13C&B Program Management Cycle 薪酬體系管理流程O(píng)rgani

7、zations Strategy 組織戰(zhàn)略Human Resources Strategy 人力資源戰(zhàn)略C & B Strategy 薪酬戰(zhàn)略Program Evaluation 體系評(píng)估Administration & Implementation 操作執(zhí)行Program Design 體系設(shè)計(jì)Communication & Training溝通與培訓(xùn)14Factors to be considered in C&B Strategy 薪酬戰(zhàn)略的考慮因素Customer Value客戶(hù)價(jià)值Price 價(jià)格Quality 質(zhì)量Service 服務(wù)Organization Value組織價(jià)值Fi

8、nancial Result 財(cái)務(wù)結(jié)果Org. Performance 組織結(jié)果Employee Value員工價(jià)值C&B 薪酬Other returns 其他回報(bào)C&B Strategy薪酬戰(zhàn)略15C&B Objectives 薪酬目標(biāo)Attract 吸引Retain 保留Motivate 激勵(lì)Employees員工Company公司Achieve Objectives達(dá)到公司目標(biāo) 16Key Elements of C&B 薪酬福利的關(guān)鍵要素IPE (International Position Evaluation) System 國(guó)際職位評(píng)估系統(tǒng)C&B Package 薪酬內(nèi)容Perf

9、ormance Management 績(jī)效管理17IPE - International Position EvaluationIPE - 國(guó)際職位評(píng)估系統(tǒng) - A Human Resource tool which measures the impact and contribution of each position 一種人力資源的工具，用來(lái)衡量每個(gè)職位的影響和貢獻(xiàn)Salary survey to benchmark competitiveness 用于工資調(diào)查以衡量競(jìng)爭(zhēng)力Establish salary level and structure 用于建立工資水平及結(jié)構(gòu)Facilitate

10、 recruitment 用于招聘Facilitate career planning 用于職業(yè)發(fā)展的計(jì)劃Promotion and job rotation 用于升職和工作變動(dòng)時(shí)的職位評(píng)估Organization development 用于組織發(fā)展時(shí)的職位評(píng)估18 The Four IPE Factors IPE 的四個(gè)要素 Factor 1: Impact 影響力Factor 2: Communication 溝通Factor 3: Innovation 創(chuàng)新精神Factor 4: Knowledge 知識(shí)技能19 Factor 1: Impact 影響力Contribution 貢獻(xiàn)I

11、mpact影響力Organization 組織大小Size of organization 組織大小Influence on its area of responsibility / operation 對(duì)于職責(zé)范圍內(nèi)的影響20 Factor 2: Communication 溝通Positions responsibility for communications both within and outside the organization職位要求的對(duì)內(nèi)部及外部的溝通Frame 架構(gòu)(內(nèi)部或外部)Communications 溝通21Factor 3: Innovation 創(chuàng)新精神Id

12、entify, develop and make improvement to new ideas, techniques,procedures, services, or products發(fā)現(xiàn)、發(fā)展、改進(jìn)新的想法、技術(shù)、程序、服務(wù)或產(chǎn)品Complexity 復(fù)雜性Innovation 創(chuàng)新22Factor 4: Knowledge 知識(shí)技能Teams 團(tuán)隊(duì)Breadth寬度Knowledge 知識(shí)技能Knowledge required in job to accomplish objective and create value完成工作并增加價(jià)值所需的知識(shí)技能23Steps to set

13、IPE System 設(shè)定IPE的步驟Step 1Establish working committee 建立工作組Management team review and approve 管理層審核并批準(zhǔn)Step 6Calculate IPE score and second interview line manager 算出IPE分?jǐn)?shù)并與經(jīng)理第二輪面談Step 5First interview line manager 與經(jīng)理第一輪面談Step 4Review job description and design checklist questions回顧工作描述并設(shè)計(jì)相關(guān)問(wèn)卷 Step 3U

14、nderstand IPE system and define role of each party 了解IPE系統(tǒng)并規(guī)定每一方的職責(zé)Step 224C&B Package 薪酬內(nèi)容 competitive in the market to attract, retain and motivate保持市場(chǎng)競(jìng)爭(zhēng)力從而吸引、保留、激勵(lì)員工Compensation薪酬 Fixed Salary 固定工資Variable Pay 浮動(dòng)工資 Short Term incentive 短期激勵(lì)獎(jiǎng)金 Sales Incentive 銷(xiāo)售獎(jiǎng)金 Performance bonus 績(jī)效獎(jiǎng)金B(yǎng)enefits 福利

15、Social Insurance 社會(huì)保險(xiǎn)Housing Fund 住房公積金Supl. Housing Fund 補(bǔ)充住房基金Sports allowance 運(yùn)動(dòng)補(bǔ)貼Leave & holiday 休假Life&Medical Insurance人壽和醫(yī)療保險(xiǎn)Overseas Travel Insurance 境外旅行保險(xiǎn)Transportation 交通Meal allowance 飯補(bǔ) Others - welfare, rewarding 其他.Base Salary 基本工資13 Months Salary 年底雙薪Overtime Payment加班工資Travel Allowa

16、nce 出差補(bǔ)貼Stock Option 股票期權(quán)25C&B Package Designing Principles 薪酬設(shè)計(jì)原則Externally competitive 外部競(jìng)爭(zhēng)力Internally equitable 內(nèi)部公平性Cost Affordable & Appropriate 成本承受力及合理性Understandable 員工及公司的認(rèn)同性Efficient to administer 便于操作26Externally Competitive 外部競(jìng)爭(zhēng)力Select competitors. 選定競(jìng)爭(zhēng)對(duì)手Select the appropriate type of su

17、rvey 選擇適當(dāng)?shù)氖袌?chǎng)調(diào)查Determine current market position 了解目前在市場(chǎng)上的位置Set target on Market positioning 設(shè)定市場(chǎng)定位目標(biāo) (e.g. 25P, 50P, 75P or 90P) Adjust C&B policies accordingly 相關(guān)薪酬政策調(diào)整27Who are our reference? 我們和誰(shuí)比較？XX的薪酬參照物？28Overall Variance 總述2002 April fixed salary is 3% and 2% higher than 2001 April and 2001

18、October respectively. 2002年4月市場(chǎng)工資比2001年4月和10月分別增長(zhǎng)了3%和2%。At IPE 60 Level 2002 April is 15% higher than 2001 April and 5% more than 2001 October.IPE60的員工，2002年4月市場(chǎng)工資比2001年4月和10月分別增長(zhǎng)了15%和5%。 Example1：Market Survey Data Analysis 舉例1：市場(chǎng)調(diào)查數(shù)據(jù)分析 - Market Movement市場(chǎng)移動(dòng)29050000100000150000200000250000300000424

19、3444546474849505152535455565758596090P75P50P25PIPEAnnual Total Cash- One Companys position in the market 公司在市場(chǎng)上的位置 Example2：Market Survey Data Analysis 舉例2：市場(chǎng)調(diào)查數(shù)據(jù)分析 30Internally Equitable 內(nèi)部公平性Base Pay - Systematic Salary Structure 基本工資 - 系統(tǒng)的工資結(jié)構(gòu)Variable Pay - based on Co.s achievement. 浮動(dòng)獎(jiǎng)金 - 與公司業(yè)績(jī)

20、掛鉤Benefits - secure program for every employee 福利計(jì)劃 - 為每位員工提供保障Stock Options - to retain & motivate key contributors 股票期權(quán) - 保留和激勵(lì)關(guān)鍵員工 Performance Management - Standard measurements 績(jī)效管理 - 統(tǒng)一的衡量標(biāo)準(zhǔn)Internal equity is reflected in the following areas : 內(nèi)部公平性反映在以下方面：31Cost Affordable & Appropriate 成本承受力及

21、合理性- Financial Analysis 費(fèi)用的管理C&B Cost Forecast - decides if its affordable 薪酬費(fèi)用預(yù)算 - 決定公司是否有能力支付OPEX Forecast - decides if its appropriate and acceptable by Management 營(yíng)運(yùn)成本與凈銷(xiāo)售額的比值(OPEX)的預(yù)算 - 決定薪酬是否合理，并能為管理層所接受32Understandable 員工及公司的認(rèn)同性Win-Win Principle 雙贏(yíng)原則Employees create value for Company 員工為公司創(chuàng)造價(jià)

22、值Company provides employees competitive compensation and helps employees to achieve individual objectives. 公司為員工提供有競(jìng)爭(zhēng)性的薪酬并幫助員工實(shí)現(xiàn)個(gè)人目標(biāo)。Efficient Communication 有效的溝通33Efficient to administer 便于操作Negative Example :負(fù)面例子：34Base Salary Setting 基本工資設(shè)定Salary Structure Setting 工資結(jié)構(gòu)的設(shè)定Salary revision 調(diào)薪實(shí)例1：35S

23、alary Structure Setting 工資結(jié)構(gòu)的設(shè)定abc = Mid-Point Progression 中值變化 a1 - a2= Range Spread 幅度范圍s1 - s2= Range Overlap 范圍重疊 050001000015000200002500030000350004000045000IPE Gradesa1a2abcdeSalary Policy Line工資線(xiàn)cs1s236Salary Policy Line 工資線(xiàn)market data & current salaries are reference; 以市場(chǎng)數(shù)據(jù)和現(xiàn)行工資為參考Use regre

24、ssed trend line; 用回歸曲線(xiàn) Consistent with the C&B strategy of the organization 與公司薪酬戰(zhàn)略保持一致37Midpoint-to-midpoint Differential 中值之間的差別5-10% between grades for Adm. staff; (IPE43-49) 行政人員-每個(gè)級(jí)別差約5-10%；8-15% between grades for professional and management (IPE50 - 57)專(zhuān)業(yè)技術(shù)或管理人員-每個(gè)級(jí)別差約8-15%；30-35% between gra

25、des for executive levels (IPE58+) 高級(jí)管理人員-每個(gè)級(jí)別差約30-35%；38Range Spread幅度范圍Narrow range (30-50%) for adm. staff; 窄幅(30-50%)適用于行政人員；Wider range (40-60%) for professional staff; 稍寬幅度適用于專(zhuān)業(yè)技術(shù)人員；Widest range (60%-300%) for managerial & executive staff. 最寬幅度適用于管理人員39Range Overlap 范圍重疊A function of midpoint d

26、ifferentials and range spreads; 由中值差別與幅度范圍決定Overlap of five grades is common. 五個(gè)級(jí)別內(nèi)的重疊為正常Broad banding may produce substantial overlap. “寬級(jí)”會(huì)造成很大的范圍重疊。40Factors Influence Salary Revision 影響個(gè)人工資調(diào)整的因素Performance Rating 表現(xiàn)評(píng)估得分Individual Pay Position to Salary Structure 相比工資結(jié)構(gòu)，個(gè)人的工資水平salary exceeding th

27、e maximum: lump sum 工資超過(guò)最高值，付一筆金額，無(wú)工資增長(zhǎng)salary beneath the minimum: special adjust 工資低于最低值，特殊調(diào)整Competence and Market Value 能力與市場(chǎng)價(jià)值Cost of Living 物價(jià)水平41Incentive Setting 獎(jiǎng)金設(shè)定Incentive vs Guaranteed Pay 獎(jiǎng)金與固定薪酬的比重Incentive objectives setting 獎(jiǎng)金目標(biāo)的設(shè)定實(shí)例2：42Incentive vs Guaranteed Pay獎(jiǎng)金與固定薪酬的比重- Market Mo

28、vement (example) 市場(chǎng)移動(dòng)(舉例)100%100%100%100%100%100%10%10%15%23%30%28%0%20%40%60%80%100%120%140%Sales Mgr.Sales Prof.Sales general staffMgr.&Prof.General staffAdmin/Sec.Guaranteed CashVariable Payment43Incentive Objectives Setting 獎(jiǎng)金目標(biāo)的設(shè)定 -Sales Incentive銷(xiāo)售獎(jiǎng)金Turn Over(order booking, net sales) 營(yíng)業(yè)額(定單，凈

29、銷(xiāo)售額)Market Share市場(chǎng)份額Cash Flow現(xiàn)金流Product Mix產(chǎn)品組合1999Turn Over(order booking, net sales)營(yíng)業(yè)額(定單，凈銷(xiāo)售額)Market Share市場(chǎng)份額Cash Flow現(xiàn)金流Product Mix產(chǎn)品組合2000442001MU China Net Sales (compulsory) 中國(guó)市場(chǎng)凈銷(xiāo)售額(必須)MU China Cash Flow (compulsory)中國(guó)市場(chǎng)現(xiàn)金流(必須)Customer Satisfaction客戶(hù)滿(mǎn)意度.(half-year evaluation & payment) (半年

30、評(píng)估一次)2002Max. 4 Objectives: 最多4個(gè)目標(biāo)Orders Booked (compulsory)定單量(必須)Net Sales (compulsory) 凈銷(xiāo)售額(必須)Market Contribution (for managers) 市場(chǎng)損益(針對(duì)經(jīng)理)Product Mix (strategic products & services)產(chǎn)品組合Customer Satisfaction客戶(hù)滿(mǎn)意度Account Receivable 應(yīng)收帳款I(lǐng)ncentive Objectives Setting 獎(jiǎng)金目標(biāo)的設(shè)定 -Sales Incentive銷(xiāo)售獎(jiǎng)金45Ba

31、sed on 5 business perspectives of financial, customer, employee, innovation, internal efficiency, Y2K 基于財(cái)務(wù)、客戶(hù)、員工、創(chuàng)新、效率等5個(gè)方面，以及Y2K。25% of financial objectives, 75% of KPIs with financial & non-financial 須至少有25%為財(cái)務(wù)指標(biāo)No restrictions on number of objectives 對(duì)目標(biāo)的設(shè)定無(wú)數(shù)量限制。1999Maximum 4 objectives 最多4個(gè)目標(biāo)At

32、least 1 objective is financial至少一個(gè)是財(cái) 務(wù)目標(biāo)1 objective from the unit in which the employee works 有一個(gè)員工所在部門(mén)的目標(biāo)1 objective from the unit of line manager works 有一個(gè)員工經(jīng)理所在部門(mén)的目標(biāo)Each organization decide objective weight 各組織自己決定各項(xiàng)目標(biāo)的權(quán)重“Grandfather” principle reinforces objective alignment 兩層經(jīng)理批準(zhǔn)以確保目標(biāo) 的一致性2000I

33、ncentive Objectives Setting 獎(jiǎng)金目標(biāo)的設(shè)定 -STI & Performance Bonus短期激勵(lì)獎(jiǎng)金和績(jī)效獎(jiǎng)金46Maximum 4 objectives 最多4個(gè)目標(biāo)Overall objectives of Net Sales/Orders Booked, Market Contribution, Quality/TQM is cascaded down; 整體目標(biāo)如凈銷(xiāo)售額、定單量、市場(chǎng)損益、質(zhì)量等由上自下設(shè)定One of managers objectives should be shared by subordinates 下屬須有一個(gè)目標(biāo)與經(jīng)理分擔(dān)。

34、20012002Maximum 5 objectives最多5個(gè)目標(biāo)MU China Net Sales (compulsory)中國(guó)市場(chǎng)凈銷(xiāo)售額(必須)MU China Cash Flow (compulsory)中國(guó)市場(chǎng)現(xiàn)金流(必須)Others其他(half-year evaluation & payment) (半年評(píng)估一次)Incentive Objectives Setting 獎(jiǎng)金目標(biāo)的設(shè)定 -STI & Performance Bonus短期激勵(lì)獎(jiǎng)金和績(jī)效獎(jiǎng)金47C&B Program Evaluation 薪酬體系評(píng)估 Impact on organizations perf

35、ormance (Customers Satisfaction, Profit, external image, etc.) 對(duì)公司業(yè)績(jī)的影響 (客戶(hù)滿(mǎn)意度，贏(yíng)利，外部形象，等)Costs 費(fèi)用Employee turnover rate 員工離職率Human Resources Effectiveness 人力資本指數(shù)48Performance Management 績(jī)效管理PD Discussion (Q1) 個(gè)人發(fā)展談話(huà) Review job description 回顧工作描述 Set Objectives Measurements 設(shè)定目標(biāo)及衡量標(biāo)準(zhǔn) Competence Profi

36、le 技能要求 Individual development plan 個(gè)人發(fā)展計(jì)劃Development Actions 發(fā)展行動(dòng)(Q1-Q4) Training 培訓(xùn) Coaching 教練 Counseling 咨詢(xún) Review 審核Performance Appraisal (Q4) 績(jī)效評(píng)估Evaluate Objective achievementsAssess personal performance factors 評(píng)估目標(biāo)達(dá)到情況，其結(jié)果將： Input for next years PD Discussion 作為次年個(gè)人發(fā)展談話(huà)參考A base for salary r

37、evision 作為調(diào)薪的基礎(chǔ)A base for career advancement 作為事業(yè)發(fā)展的基礎(chǔ)49PD Discussion 個(gè)人發(fā)展談話(huà)50When To Have PD Discussion? 何時(shí)進(jìn)行個(gè)人發(fā)展談話(huà)？First quarter of the year 每年的第一季度6 months after new employee on board(Objective can be set once employee on board) 新員工入職后的6個(gè)月(目標(biāo)設(shè)定可于員工入職后即完成)Employee status change 員工情況變化時(shí)Promotion升職D

38、emotion 降職Transfer 工作調(diào)轉(zhuǎn).51Step 1Review Job Description 回顧工作描述Step 2Set Objective/Goals - SMART 設(shè)定SMART目標(biāo)Step 3Set Standards and Measurement設(shè)定衡量標(biāo)準(zhǔn)Step 4Discuss Competence Profile 討論技能要求Step 5Individual Development Plan 設(shè)定個(gè)人發(fā)展計(jì)劃PD Discussion Steps 個(gè)人發(fā)展談話(huà)步驟52Setting Objectives,Standards and Measurement

39、s目標(biāo)及衡量標(biāo)準(zhǔn)設(shè)定Priority Objectives/ Standards/ RatingWeight Responsibilities Measurement (1-5)30%.20%.15%.Deliver project XXX according Delivered by 15th of Apr 02to time plan and project spec. Increase Customer.Sat after delivering by over 3,8. Individual OPEX decreased by By 31st of Dec 02Kr 25.000,-/y

40、ear. Documented in the financial system, cost center XXXImplement Performance Measured by Dialog, Dec 01:Management within XXX. All employees have set goals. All employees have PD-disc. Increased Empowerment index by over 30%Examples 舉例:53Technical/Professional CompetenceHuman CompetenceBusiness Com

41、petenceIndividualCapacities Competencies relevant to interaction with people.Managing PeopleNegotiating Skill.Competencies specific for a certain function, role or task.3G Competence2.5 G Competence.Competencies related to the understanding of the business.Understanding of Telecom Market.The Ericsso

42、n Competence Model愛(ài)立信技能模式Examples 舉例:54Competence Profile綜合技能評(píng)定表55Individual Development Plan 個(gè)人發(fā)展計(jì)劃Actions and Courses Planned Time Complete Time 行動(dòng)/課程 計(jì)劃時(shí)間 完成時(shí)間 Attend the LCC course June 2001 May 2002Participate in the global project of Feb 2001 Oct. 2001Implement the PM program in department May

43、 2001 Dec. 2001Rotate to position to get further understandingof business operation Jan 2002 May 2002Examples 舉例:56Development Actions 發(fā)展行動(dòng)57Training 培訓(xùn)Coaching and Feedback 教練、反饋Counseling咨詢(xún)Review 審核Development Actions 發(fā)展行動(dòng)58Coaching & Feedback 教練、反饋Good Communication Skill良好的溝通技巧Coaching教練Coaching

44、 is the following up of feedback, incl. Solving the problem and action plan. 教練是對(duì)反饋的跟進(jìn)，包括解決問(wèn)題及行動(dòng)計(jì)劃等。Feedback反饋Effective feedback describes the behaviors under specific situation 有效的反饋是對(duì)于員工具體情境下行為的反饋 59Feedback: The IDEAL State 給予反饋的理想狀態(tài) F=Frequent 時(shí)常 A=Accurate 準(zhǔn)確 S=Specific明確具體 T=Timely 及時(shí)60 Prefer

45、red approach“Your presentation this morning went well. You conveyed very clearly the supporting rationale. In fact, the team agreed with your recommendation and well be moving ahead. One suggestion Id make for future presentations is spending less time on the alternatives considered. That way the au

46、dience remains clear on whats being proposed.” One approach“That was a great job on the presentation you did last month. I got a few comments about how it could have been shorter, but overall you did fine. Keep up the good work!”Some examples例子. . . 61Performance Appraisal 績(jī)效評(píng)估62What to be appraised? 評(píng)估什么Results & achievements 工作結(jié)果評(píng)估 Objectives 目標(biāo) Responsibilities/key results areas 職責(zé) Performance factors 表現(xiàn)因素評(píng)估 Attitude in performing 工作態(tài)度 Competence 能力63Rating and Weighting 分值與權(quán)重The overall rating of Performance Appraisal should derive from both rating of objectives/re