《薪资设计与》PPT课件.ppt
薪资设计与管理企力培训教育集团,薪 资 的 战 略 定 位,吸引，保持和激励有一定才干的员工达到组织的目标提升员工满意度,固定工资奖金长期激励福利,现代企业的工资管理,现金收入：固定工资奖金长期激励福利,非现金收入：成就感学习发展管理、文化,外部均衡性：企业工资水平与市场相比，有。内部均衡性：岗位的工资水平与岗位价值。个体均衡性：同一岗位上的个体，工资与。,Equity（公平、均衡）,外部均衡性示意,$（甲）$（乙）-价值 价值,$-价值 价值,岗 位 测 评,使用一致、公平的方法，依据岗位对组织的整体贡献，确定各岗位的相对价值，以便实现薪酬管理体系的内部公平性。,职位评价系统七因素的比重The Weighting of IPE Factors,总分值Total points:65-1193,=,岗位价值,因素一：职业技能,因素二：沟通技能,职位评估,Identify positions to be evaluated 确定评估的职位benchmark 参考(有代表性)all 全部Ensure up-to-date input on each position 确保有关职位最新的资料position clarification 职位说明书verbal input 口语Form Evaluation Committee and train members组织评估委员会及培训会员Permanent Members 永久会员 人力资源代表、顾问、高级代表HR Representative(s),Consultant,Senior ModeratorRotating Members 循环会员,Train Evaluation Committee Members 培训评估委员Evaluate Top Down 职位评估由上而下还是随机No one may evaluate own position 个人不可评估自己的职位Check internal equity 检验内部平衡Rank all positions evaluated according to size 按职位大小排列Compare across all divisions or departments 各部门职位对照Calibrate to ensure equity across the board 校正确定内部平衡Obtain approval of evaluation results 获取批准职位评估结果,职位评估Position Evaluation,Developing Salary Grades(1),Z公司工资架构Salary Structure-Company Z,没有工资结构There is no Salary Structure工资按个别制定Salaries are decided case by case明显内部不均Obvious internal inequity.,Y公司工资架构Salary Structure-Company Y,工资结构确立There is a Salary Structure工资定时调整It is regularly updated由于市场情况,高等级幅度略宽Upper ranges are too wide due to market conditions.,新的劳动法下建议薪酬管理中 注意以下：沟通（Communication）：薪资专员和其他人力资源管理专家从雇员处积极寻求信息并且积极地协调体系中各个方面。参与薪金制度的制定（Participation in compensation system decision）：与仅仅提供关于制定投入的信息相比，它对一部分雇员起到了更为重要的作用。,What Should be the Pay-Reference Salary 应当如何付薪基准工资,Grade等级,Q3,Q1,Median,Policy Line公司定位线,Salary Survey工资调查,Lag Policy 落后政策 Your Reference Salary EQUAL Updated Market Benchmark at start of year 标准工资在年头相等最近新的市场工资 Lead Policy 领先标准Your Reference Salary FULLY AHEAD of Updated Market Benchmark at start of year 标准工资在年头百分百领先最近新的市场工资 Lead-Lag Policy 落后-领先(妥协)Your Reference Salary HALFWAY AHEAD of Updated Market Benchmark at start of year 标准工资在年头百分之五十领先最近新的市场工资,滞后政策结构与计划年度初期的竞争性薪资相匹配,开始Start,结束End,计划年度Plan Year,领先政策结构与计划年度末期的竞争性薪资相匹配,开始Start,结束End,计划年度Plan Year,领先滞后政策结构与计划年度中期的竞争性薪资相匹配,开始Start,结束End,计划年度Plan Year,决定市场竞争性和竞争地位,Provide a well-defined framework for managing for start rate,individual performance-related pay increases and promotion increases為管理起薪點、與個人表現掛鉤之加薪和晉升之加薪提供了明確界限的架構Help in communication of pay policies and practices有助對薪酬政策和慣例的理解Align midpoint values closely with competitive market pay rate使工資中位數緊貼具競爭力的市場薪酬Update remuneration ranges easily容易更新薪酬幅度,对岗位付薪的优点,Provide upward-mobility opportunities提供晉升機會Allow managers to move people through remuneration ranges based on many different factors(e.g.performance,competency,years of service)根據不同的因素(例如：工作表現、技能、服務年資 等)，允許經理們決定員工薪酬幅度Provide employers with control over costs為僱主提供好的成本控制Make remuneration market comparison at individual,functional and organizational levels於個人、功能性和公司整體的水平，與市場作比較,Not encourage employees to work beyond their job requirements並不鼓勵員工擔當超越工作範圍的工作 Too much emphasis on moving from grade to grade for advancement,but not on development太強調等級與等級的晉升，並不提倡個人發展Inflexible(given upper and lower limits on ranges)欠缺彈性(工資幅度的上限與下限已被設定)Impose a degree of hierarchical rigidity加強等級制度Require training in position evaluation and certain level of technical expertise需要職位評估培訓和某程度的專業知識,利用職級架構的缺點,What is Broad-banding?甚么是放大幅度,Bands,Positions,100,000,75,000,50,000,25,000,100,000,75,000,50,000,25,000,Annual Base(US$),Annual Base(US$),Broad Bands放大幅度,Multiple Grades多等級,Broader with fewer steps幅度较大，等級较少Typical spread 寬度:150-300%Reduced emphasis on position size-more on competency development/market rates減少強調職位大小，多著重技能發展和市場價格,Narrow with many steps幅度较窄，等級较多Typical spread寬度:40-50%Often underpinned by position evaluation職位評估制度Pay progression through job promotion透過晉升提高工資,3-P薪酬模式,職位,個人技能,績效,薪酬,遠見使命目標,營業策略機構設計責任分配,職位說明技能(知識,技巧和態度)技能差距,P,E,R,F,O,R,C,A,M,N,E,E,R,S,P,S,I,T,I,O,N,O,P,O,N,
