美世华为薪酬设计方案.ppt

美世华为薪酬设计方案.ppt

《美世华为薪酬设计方案.ppt》由会员分享，可在线阅读，更多相关《美世华为薪酬设计方案.ppt（20页珍藏版）》请在冰豆网上搜索。

,Pay&RewardforHuaweiTechnologies,Co.,Ltd.,By:

ElaineNgMercerExecutiveResourcesConsulting（MERC）Tel:

852-21152088;Email:

設定薪酬結構DevelopingSalaryStructure,設定薪酬結構之考慮因素DevelopingSalaryStructure-Considerations,BasePayPolicy基本薪酬政策DecideCompetitiveReferenceSalary決定具有競爭性的標準工資DecideSalaryRanges制定工資幅度RangeOverlap幅度重疊SignificanceofSalaryRange工資幅度的重要性Howmanystructures?

多少個結構?

OversandUnders高出/底於工資幅度,薪酬政策CompensationPolicy,$,Grade级别,标准工资ReferenceSalary,定下最经济的标准工资以支付公司架构图Definethemosteconomicreferencesalarytopayfortheorganizationchart建立最少增加幅度之标准工资Establishthesmallestpossibleincreaseofreferencesalary,中國市場數據MarketDataonChina-上海製造業ShanghaiManufacturingWOFE

（1）DataasatApril1999,90百分比90thPercentile,75百分比75thPercentile,中位數Median,25百分比25thPercentile,10百分比10thPercentile,RMB,PositionClass,中國市場數據MarketDataonChina-上海製造業ShanghaiManufacturingWOFE

（2）DataasatApril1999,貴公司以及市場比較YourCompanyvstheMarketComparison,75百分比75thPercentile,中位數Median,25百分比25thPercentile,貴公司回歸線Yourcompanytrendline,RMB,PositionClass,貴公司以及市場比較YourCompanyvstheMarketComparison,年初年中年末StartYearMidEndYear,年初年中年末StartYearMidEndYear,LAG落后LEAD领先LEAD-LAG落后-领先之间,基本薪金政策BasePayPolicy,13201100900,12001000800,13201100800,13201100800,建立竞争工资DevelopCompetitiveSalaries,RMB,GradePC,4142434445464748495051525354555657,GradeorPositionClass,一个等级=一个标准工资OneGrade=OneReferenceSalary标准工资=竞争报酬=招聘标准ReferenceSalary=CompetitivePay=RecruitmentStandard,利用幅度制定工资架构DevelopSalaryStructurewithRanges,abc=Mid-PointProgression中点增加率a1-a2=b1-b2=RangeSpread幅度c1-c2=,Question:

Howmuchshouldbethemid-pointprogression（%）betweengrades?

Howwideshouldtherangesbe?

Howmuchshouldtherangeoverlap?

RMB,制定幅度DevelopingSalaryRange,由中点开始（或标准工资）StartwithMid-Point（orReferenceSalary）决定幅度DecideRangeSpread定最低工资EstablishMinimum定最高工资EstablishMaximum,定最低工资EstablishingMinimum,最低Minimum,Mid-Point中点,1+,Range,2,=,（,（,幅度,定最高工资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中点MaximumRmb1,200最高,中点增加率Mid-PointProgression,Gradual逐渐的,Moderate稳健的,Steep陡斜的,10%,10%,15%,15%,30%,30%,Moregrades多级别,Lessgrades少级别,幅度重叠RangeOverlap,1,200,1,000,800,1,500,1,250,1,000,1,250,1,563,1,875,Grade,Nooverlap没有重叠50%jumpeachpromotion每晋升,增加50%,Bigoverlap大部分重叠12.5%jumpeachpromotion每晋升,增加12.5%Rangeoverlap重叠部分=67%1,200-9003001,350-900450,Moderateoverlap适度重叠25%jumpeachpromotion每晋升,增加25%Rangeoverlap重叠部分=40%1,200-1,0002001,500-1,000500,RMB,RMB,RMB,幅度重叠RangeOverlap

（2）,Howmuch?

多少一个级别的幅度一般不超过三个其他级别的重叠Therangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergrades,幅度的重要性SignificanceofSalaryRange,Q4,Q2,Q3,Q1,中点=竞争性工资Mid-Point=CompetitivePay,Maximum最高点,Minimum最低点,一般期望=标准工资StandardExpectation=ReferenceSalary-Performance工作表现-Competencies技能-Yearsinservice服务年期,多少结构HowManyStructures?

市场特色MarketCharacteristics内部平衡InternalEquity外部竞争力ExternalCompetitiveness管理概念ManagementPhilosophy,$,中值前进mid-pointprogression,ReferenceSalary,标准工资,超过/低过工资幅度OversandUnders,用什么策略?

WhatStrategies?