美世华为薪酬设计方案ppt课件.ppt

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1、,Pay & Reward forHuawei Technologies, Co., Ltd.,By:Elaine NgMercer Executive Resources Consulting (MERC)Tel: 852-2115 2088; Email: ,設定薪酬結構Developing Salary Structure,設定薪酬結構之考慮因素Developing Salary Structure- Considerations,Base Pay Policy 基本薪酬政策Decide Competitive Reference Salary 決定具有競爭性的標準工資Decide Sa

2、lary 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? 多少個結構?Overs and Unders高出/底於工資幅度,薪 酬 政 策 Compensation Policy,$,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Define the most economic reference salary to pay for the organization chart建立最少增加幅度之标准工资Estab

3、lish the smallest possible increase of reference salary,中國市場數據 Market Data on China - 上海製造業 Shanghai Manufacturing WOFE (1)Data as at April 1999,90百分比90th Percentile,75百分比75th Percentile,中位數Median,25百分比25th Percentile,10百分比10th Percentile,RMB,Position Class,中國市場數據 Market Data on China - 上海製造業 Shangh

4、ai 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Median,25百分比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,

5、LAG 落后LEAD 领先LEAD-LAG 落后-领先之间,基本薪金政策Base Pay Policy,13201100900,12001000800,13201100800,13201100800,建 立 竞 争 工 资 Develop Competitive Salaries,RMB,GradePC,41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57,Grade or Position Class,一 个 等 级 = 一 个 标 准 工 资One Grade = One Reference Salary 标 准 工 资 = 竞 争 报 酬

6、= 招 聘 标 准Reference Salary = Competitive Pay = Recruitment Standard,利用幅度制定工资架构Develop Salary Structure with Ranges,abc = Mid-Point Progression 中点增加率a1 - a2 =b1 - b2 = Range Spread 幅度c1 - c2 =,Question: How much should be the mid-point progression (%) between grades?How wide should the ranges be?How m

7、uch should the range overlap?,RMB,制定幅度Developing Salary Range,由中点开始 (或标准工资)Start with Mid-Point (or Reference Salary)决定幅度Decide Range Spread定最低工资Establish Minimum定最高工资Establish Maximum,定最低工资Establishing Minimum,最低Minimum,Mid-Point 中点,1 +,Range,2,=,(,(,幅度,定最高工资Establishing Maximum,最高最低 幅度Maximum=Mini

8、mum x (1 + Range)=Rmb 800 x (1 + 50%)=Rmb 800 x 1.5=Rmb 1,200幅度 Range=Minimum Rmb 800 最低Mid-Point Rmb 1,000 中点Maximum Rmb 1,200 最高,中点增加率Mid-Point Progression,Gradual逐渐的,Moderate稳健的,Steep陡斜的,10%,10%,15%,15%,30%,30%,More grades多级别,Less grades少级别,幅度重叠Range Overlap,1,200,1,000,800,1,500,1,250,1,000,1,25

9、0,1,563,1,875,Grade,No overlap 没有重叠50% jump each promotion每晋升, 增加 50%,Big overlap 大部分重叠12.5% jump each promotion每晋升, 增加 12.5%Range overlap 重叠部分= 67%1,200 - 900 3001,350 - 900 450,Moderate overlap 适度重叠25% jump each promotion每晋升, 增加 25%Range overlap 重叠部分 = 40%1,200 - 1,000 2001,500 - 1,000 500,RMB,RMB

10、,RMB,幅度重叠Range Overlap (2),How much ? 多少一个级别的幅度一般不超过三个其他级别的重叠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,中点 = 竞争性工资Mid-Point = Competitive Pay,Maximum 最高点,Minimum 最低点,一般期望 = 标准工资Standard Expectation = Reference Salary- Performance 工作表现- Competencies 技能- Years in service 服务年期,多少结构 How Many Structures?,市场特色Market Characteristics内部平衡Internal Equity外部竞争力External Competitiveness管理概念Management Philosophy,$,中值前进mid-point progression,Reference Salary,标准工资,超过/低过 工资幅度Overs and Unders,用什么策略?What Strategies?,