某人力資源薪酬設(shè)計方案

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HuaweiTechnologies,Co.,Ltd.By:ElaineNgMercerExecutiveResourcesConsulting(MERC)Tel:852-21152088;Email:enskcrg@設(shè)定薪酬結(jié)構(gòu)

DevelopingSalaryStructure設(shè)定薪酬結(jié)構(gòu)之考慮因素

DevelopingSalaryStructure-ConsiderationsBasePayPolicy基本薪酬政策DecideCompetitiveReferenceSalary

決定具有競爭性的標(biāo)準(zhǔn)工資DecideSalaryRanges制定工資幅度RangeOverlap幅度重疊SignificanceofSalaryRange工資幅度的重要性Howmanystructures?多少個結(jié)構(gòu)?OversandUnders高出/底於工資幅度薪酬政策

CompensationPolicy$Grade級別標(biāo)準(zhǔn)工資ReferenceSalary定下最經(jīng)濟(jì)的標(biāo)準(zhǔn)工資以支付公司架構(gòu)圖Definethemosteconomicreferencesalarytopayfortheorganizationchart建立最少增加幅度之標(biāo)準(zhǔn)工資Establishthesmallestpossibleincreaseofreferencesalary中國市場數(shù)據(jù)MarketDataonChina-

上海製造業(yè)

ShanghaiManufacturingWOFE(1)

DataasatApril199990百分比90thPercentile75百分比75thPercentile中位數(shù)Median25百分比25thPercentile10百分比10thPercentileRMBPositionClass中國市場數(shù)據(jù)MarketDataonChina-

上海製造業(yè)

ShanghaiManufacturingWOFE(2)

DataasatApril1999貴公司以及市場比較

YourCompanyvstheMarketComparison75百分比75thPercentile中位數(shù)Median25百分比25thPercentile貴公司回歸線YourcompanytrendlineRMBPositionClass貴公司以及市場比較

YourCompanyvstheMarketComparison年初 年中 年末StartYear Mid EndYear年初 年中 年末StartYear Mid EndYearLAG

落后LEAD

領(lǐng)先LEAD-LAG

落后-領(lǐng)先之間基本薪金政策BasePayPolicy13201100900120010008001320110080013201100800建立競爭工資

DevelopCompetitiveSalariesRMBGradePC4142434445464748495051525354555657GradeorPositionClass一個等級=一個標(biāo)準(zhǔn)工資OneGrade=OneReferenceSalary

標(biāo)準(zhǔn)工資=競爭報酬=招聘標(biāo)準(zhǔn)ReferenceSalary=CompetitivePay=RecruitmentStandard利用幅度制定工資架構(gòu)

DevelopSalaryStructurewithRangesa b c=Mid-PointProgression中點增加率a1-a2 =b1-b2 =RangeSpread幅度c1-c2 = Question:Howmuchshouldbethemid-pointprogression(%)betweengrades?Howwideshouldtherangesbe?Howmuchshouldtherangeoverlap?}GradeRMB制定幅度

DevelopingSalaryRange 由中點開始(或標(biāo)準(zhǔn)工資)StartwithMid-Point(orReferenceSalary)

決定幅度DecideRangeSpread

定最低工資EstablishMinimum

定最高工資EstablishMaximum定最低工資

EstablishingMinimum最低MinimumMid-Point中點1+Range2=((E.g.Rmb1,0001+50%2=((Rmb1,0001.25=Rmb800=Rmb1,0001+50%2((=1+(25%)=1+=1+0.25=1.2525100幅度定最高工資

EstablishingMaximum 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中點

MaximumRmb1,200最高1+50%=1+=1+(0.5)=1.550100((中點增加率

Mid-PointProgressionGradual逐漸的Moderate穩(wěn)健的Steep陡斜的10%10%15%15%30%30%Moregrades多級別Lessgrades少級別幅度重疊

RangeOverlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNooverlap沒有重疊50%jumpeachpromotion每晉升,增加50%Bigoverlap大部分重疊12.5%jumpeachpromotion每晉升,增加12.5%Rangeoverlap重疊部分=67%1,200-9003001,350-900450==67%Moderateoverlap適度重疊25%jumpeachpromotion每晉升,增加25%Rangeoverlap重疊部分=40%1,200-1,0002001,500-1,000500==40%RMBRMBRMB幅度重疊

RangeOverlap(2)

Howmuch?多少

一個級別的幅度一般不超過三個其他級別的重疊

Therangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergrades幅度的重要性

SignificanceofSalaryRangeQ4Q2Q3Q1中點=競爭性工資Mid-Point=CompetitivePayMaximum最高點Minimum最低點一般期望=標(biāo)準(zhǔn)工資StandardExpectation=ReferenceSalary-Performance工作表現(xiàn)-Competencies技能-Yearsinservice服務(wù)年期多少結(jié)構(gòu)

HowManyStructures?

市場特色MarketCharacteristics

內(nèi)部平衡InternalEquity

外部競爭力ExternalCompetitiveness

管理概念ManagementPhilosophy

$中值前進(jìn)mid-pointprogressionReferenceSalary標(biāo)準(zhǔn)工資Grades等級超過/低過工資幅度OversandUnders用什么策略?WhatStrategies?9、春去春又回，新桃換舊符。在那桃花盛開的地方，在這醉人芬芳的季節(jié)，愿你生活像春天一樣陽光，心情像桃花一樣美麗，日子像桃子一樣甜蜜。3月-253月-25Monday,March10,202510、人的志向通常和他們的能力成正比例。16:52:3016:52:3016:523/10/20254:52:30PM11、夫?qū)W須志也，才須學(xué)也，非學(xué)無以廣才，非志無以成學(xué)。3月-2516:52:3016:52Mar-2510-Mar-2512、越是無能的人，越喜歡挑剔別人的錯兒。16:52:3016:52:3016:52Monday,March10,202513、志不立，天下無可成之事。3月-253月-2516:52:3016:52:30March10,202514、ThankyouverymuchfortakingmewithyouonthatsplendidoutingtoLondon.ItwasthefirsttimethatIhadseentheToweroranyoftheotherfamoussights.IfI'dgonealone,Icouldn'thaveseennearlyasmuch,becauseIwouldn'thaveknownmywayabout.。10三月20254: