美世--华为薪酬设计方案.ppt

美世--华为薪酬设计方案.ppt

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CopyrightMercerExecutiveResourcesConsulting,Asia設定薪酬結構DevelopingSalaryStructureCopyrightMercerExecutiveResourcesConsulting,Asia設定薪酬結構之考慮因素DevelopingSalaryStructure-ConsiderationsoBasePayPolicy基本薪酬政策oDecideCompetitiveReferenceSalary決定具有競爭性的標準工資oDecideSalaryRanges制定工資幅度oRangeOverlap幅度重疊oSignificanceofSalaryRange工資幅度的重要性oHowmanystructures?

多少個結構?

oOversandUnders高出/底於工資幅度CopyrightMercerExecutiveResourcesConsulting,Asia薪薪酬酬政政策策CompensationPolicy$Grade级级别别标标准准工工资资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EstablishthesmallestpossibleincreaseofreferencesalaryCopyrightMercerExecutiveResourcesConsulting,Asia中國市場數據中國市場數據MarketDataonChina-上海製造業上海製造業ShanghaiManufacturingWOFE

（1）DataasatApril199990百分比90thPercentile75百分比75thPercentile中位數Median25百分比25thPercentile10百分比10thPercentileRMBPositionClassCopyrightMercerExecutiveResourcesConsulting,Asia中國市場數據中國市場數據MarketDataonChina-上海製造業上海製造業ShanghaiManufacturingWOFE

（2）DataasatApril1999CopyrightMercerExecutiveResourcesConsulting,Asia貴公司以及市場比較YourCompanyvstheMarketComparison75百分比75thPercentile中位數Median25百分比25thPercentile貴公司回歸線YourcompanytrendlineRMBPositionClassCopyrightMercerExecutiveResourcesConsulting,Asia貴公司以及市場比較YourCompanyvstheMarketComparisonCopyrightMercerExecutiveResourcesConsulting,Asia年初年中年末StartYearMidEndYear年初年中年末StartYearMidEndYearLAG落后LEAD领先LEAD-LAG落后-领先之间基本薪金政策基本薪金政策BasePayPolicy13201100900120010008001320110080013201100800CopyrightMercerExecutiveResourcesConsulting,Asia建立竞争工资DevelopCompetitiveSalariesRMBGradePC4142434445464748495051525354555657GradeorPositionClass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=RecruitmentStandardCopyrightMercerExecutiveResourcesConsulting,Asia利用幅度制定工资架构DevelopSalaryStructurewithRangesabc=Mid-PointProgression中点增加率a1-a2=b1-b2=RangeSpread幅度c1-c2=Question:

Howmuchshouldbethemid-pointprogression（%）betweengrades?

Howwideshouldtherangesbe?

Howmuchshouldtherangeoverlap?

GradeRMBCopyrightMercerExecutiveResourcesConsulting,Asia制定幅度DevelopingSalaryRange由中点开始（或标准工资）oStartwithMid-Point（orReferenceSalary）决定幅度oDecideRangeSpread定最低工资oEstablishMinimum定最高工资oEstablishMaximumCopyrightMercerExecutiveResourcesConsulting,Asia定最低工资EstablishingMinimum最低MinimumMid-Point中点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CopyrightMercerExecutiveResourcesConsulting,Asia定最高工资定最高工资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1+50%=1+=1+（0.5）=1.550100（CopyrightMercerExecutiveResourcesConsulting,Asia中点增加率Mid-PointProgressionGradual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CopyrightMercerExecutiveResourcesConsulting,Asia幅度重叠幅度重叠RangeOverlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,0008001,5001,2501,0001,2501,5631,875GradeNooverlap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=67%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=40%RMBRMBRMBCopyrightMercerExecutiveResourcesConsulting,Asia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TherangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergradesCopyrightMercerExecutiveResourcesConsulting,Asia幅度的重要性幅度的重要性SignificanceofSalaryRangeQ4Q2Q3Q1中点=竞争性工资Mid-Point=CompetitivePayMaximum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CopyrightMercerExecutiveResourcesConsulting,Asia多少结构多少结构HowManyStructures?

市场特色uMarketCharacteristics内部平衡uInternalEquity外部竞争力uExternalCompetitiveness管理概念uManagementPhilosophyCopyrightMercerExecutiveResourcesConsulting,Asia$中值前进mid-pointprogressionReferenceSalary标准工资Grades等级超过/低过工资幅度OversandUnders用什么策略?

WhatStrategies?