xx顧問的人力資源薪酬設(shè)計(jì)方案

1、,Pay & Reward forXX Technologies, Co., Ltd.,By:Elaine NgMercer Executive Resources Consulting (MERC)Tel: 852-2115 2088; Email: enskcrg@netvigator.com,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 Sa

2、lary Structure- Considerations,Base Pay Policy 基本薪酬政策Decide Competitive Reference Salary 決定具有競爭性的標(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)

3、?Overs 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ReferenceSalary,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 sm

4、allest 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 1999,90百分比90th Percentile,75百分比75th Percentile,中位數(shù)Median,25百分比25th Percentile,

5、10百分比10th Percentile,RMB,Position Class,中國市場數(shù)據(jù) Market Data on China - 上海製造業(yè) Shanghai Manufacturing WOFE (2) Data as at April 1999,貴公司以及市場比較Your Company vs the Market Comparison,75百分比75th Percentile,中位數(shù)Median,2

6、5百分比25th Percentile,貴公司回歸線Your company trendline,,,RMB,Position 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 Year,LAG 落后LEAD 領(lǐng)先LEA

7、D-LAG 落后-領(lǐng)先之間,基本薪金政策Base Pay Policy,13201100900,,,12001000800,,,,,,,,,,,13201100800,13201100800,建 立 競 爭 工 資 Develop Competitive Salaries,RMB,GradePC,41 42 43 44 45 46 47 48 49

8、 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 爭 報(bào) 酬 = 招 聘 標(biāo) 準(zhǔn)Reference Salary = Competitive Pay = Recruitment S

9、tandard,利用幅度制定工資架構(gòu)Develop Salary 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 (%

10、) 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 with Mid-Point (or Reference Salary)決定幅度Decide Range Spread定最低工資Establish

11、 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

12、 (1 + 50%)=Rmb 800 x 1.5=Rmb 1,200幅度? Range=Minimum Rmb 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

13、%,30%,More grades多級(jí)別,Less grades少級(jí)別,,幅度重疊Range Overlap,,,1,200,1,000,800,1,500,1,250,1,000,1,250,1,563,1,875,Grade,No overlap 沒有重疊50% jump each promotion每晉升, 增加 50%,Big overlap 大部分重疊12.5% jump each promotion每晉升,

14、 增加 12.5%Range overlap 重疊部分= 67%1,200 - 900 3001,350 - 900 450,Moderate overlap 適度重疊25% jump each promotion每晉升, 增加 25%Range overlap 重疊部分 = 40%1,200 - 1,000 2001,500 - 1,000 500,RMB,RMB,RMB,

15、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 grades,,,,幅度的重要性Significance of Salary Range,,,,,Q4,Q2,Q3,Q1,,,,,中點(diǎn) = 競爭性工資Mid

16、-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?,市場特色Market Characteristics