薪酬体系的设计与管理案例(147页).ppt

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1、,薪酬体系的设计与管理,工资管理,薪酬管理的宏观战略,本节目标,在本节中，您会了解到以下内容：薪酬的定义 薪酬管理的原则薪酬总体构成薪酬战略的组成部分薪酬管理的步骤,人是任何企业中最关键的资源，没有了他/她，公司 的财力、物力均不能得到最佳的发挥People are the key resource in any organization.Without them neither its physical resources nor the financial resources will be used to their best effect.,薪资的定义,薪资：由一位雇主对一位受雇者，为

2、其已完成和将要完成的工作或已经提供或将要提供的服务，可以货币结算并由共同协议或国家法律或条例给予以确定而凭书面或口头雇佣合同致富的报酬或收入。,薪资的定义,薪资管理的目标 组织目标 1、保证组织可以招聘到所需要的人才；2、稳定有绩效的员工；3、给予员工报酬以增进绩效；4、以工作对组织价值为取向，划定各工作之间的合理差距，并 维持薪资给付的全面平衡；5、具有随市场及组织变动以机动调整的弹性；6、便于解释、了解、作业及控制；7、讲求成本效益而不耗时耗资。,薪资的定义,薪资管理的目标 员工目标 员工觉得所获待遇合理及公平，并能配合生活费及劳动力市场之水准和职责之增加，并随之调整，进而从中建立至我期许

3、的信心。,薪资的定义,工资管理的原则 公平性；准确性；合理性。,薪资的定义,薪资政策 1、薪资水准主位中位随位,薪资的定义,薪资政策 2、薪资架构 3、薪资基准 4、薪资异动 5、薪资控制 6、薪资沟通,薪资的定义,薪资作业过程 政策之发展 技术 结构及给付 步骤 推行,薪资水准薪资晋升薪资计划薪资沟通,工作分析工作评价薪资调查薪资咨询,薪资预算工作划等核薪薪资审核,薪资成本内在结构外在趋势,薪等给付水准员工服益,薪资架构,薪资架构的理念：对内公平性 对外公平性,薪资架构,薪资架构的形成：建立公司薪资给付政策线进行薪资调查建立薪等薪级制度薪等薪级的扩延,薪资架构,薪资架构的选择：等幅式薪资架构

4、连续式扇状走向薪资架构复式薪资架曲线型给薪趋势线,薪资管理操作的必须步骤：,岗位分析岗位评估市场情况薪酬政策,对内公平,对外公平,公平,Class Overview(课程展望）,Session 1:Compensation Program Management 薪酬管理概述Session 2:Market Survey 市场调研Session 3:Statistic Basics&Application 统计学基础及应用Session 4:Pay Structure Design 薪酬架构的建立Session 5:Merit Pay System 基于业绩的加薪计划Session 6:Comp

5、ensation Cost 薪酬成本计算Session 7:Salary Administration 薪酬管理,Compensation Management薪酬管理概述,薪酬管理的任务,To develop and deliver total compensation solution which must be：开发与实施整体薪酬计划，从而达到以下目的：Attracting，retaining and motivating the best talent the company have吸引，保留及激励本企业中的最佳人才Flexible enough to support both bu

6、siness strategy and employees needs具有足够的灵活性来支持业务战略及员工需求Balanced with both competitiveness and affordability达到具有竞争力及企业可负担的平衡Easy to administrate/operate便于日常管理和操作To communicate the programs with clarity that make sure：清晰地对计划进行沟通，从而：The program is understood/accepted使薪酬计划能被理解The expectations are well m

7、anaged使员工的期望值处在适当的水平,薪酬策略,Focus on total compensation programs专注于整体薪酬体系的设计Leverage effective market survey to get competitive market information有效利用市场调研提供的市场信息Differentiate pay with the following to make sure equity 制定两极分化的薪酬制度，使薪酬与以下因素相联系Skills Using a skills based job system技能技巧 工作设置系统Performance

8、linking with performance mgmt system工作表现 绩效考评系统Value to the business using retention programs for top talent对业务的价值 留才计划Efficient labor cost management“Using the money wisely”有效的人才成本管理 花钱的智慧,薪酬管理目标-平衡,Employee员工：,Balance point平衡点：,Competitiveness竞争性Affordability可负担性Flexibility灵活性,Company公司：,Equity公平性

9、Consistency一致性Valuable自我价值的体现,Labor cost management劳动力成本管理Merit system绩效工资体系,薪酬管理角色分工,Compensation position工资政策Competitive position竞争水平Labor cost人力资源成本,Company Executive-Decision 高层经理 决策,Human Resources-Proposal 人力资源部 提议,Managers-Execution 中层主管 执行,Job Evaluation system职位评估系统Compensation System工资体系Be

10、nchmarking市场调研Labor cost analysis人力成本分析,Job description evaluation职位描述，评估Performance evaluation工作表现评估Salary increase decision工资增长幅度的决定,Discussion（讨论）,What makes you to be a compensation professional?薪酬管理人员的素质,薪酬管理人员的素质,Internal understanding 内部气候的了解Understand the company business strategy and priori

11、ties公司业务战略及重点Understand organization structure and jobs in the organization公司组织结构及业务分布External understanding 外部环境的了解Economic environment 经济环境Labor market situation and trend 人力资源市场状况及趋势 Labor law/policy update 劳动法规政策的变化Networking/interpersonal skills 人际关系网Have a resources pool to leverage for inform

12、ation sharing for other companys practices可以有可信的资料来源Analytical skills for interpreting the market information分析能力及解释市场信息Have fun with numbers!与数字共舞Good communication skills both oral and writing良好的口头，笔头沟通能力,Program Management Cycle 项目管理周期,Companys Strategy and plan公司策略,Human Resources Strategy人力资源策略

13、,Compensation Strategy薪酬策略,Evaluation 评估,Design 设计,Communication&Training沟通与培训,Administration 管理,Implementation 实施,Market Survey市场调查,市场调查的种类,Self conducted survey由本公司执行进行Buy survey report购买调查报告Company sponsored survey公司召集的调查Participant in group sponsored survey参加小组召集的调查,衡量各种市场调查的方法的投资回报率,Easy to con

14、duct 实施的难易度Data quality 数据的质量Cost 成本Turn over time 周期,不同调查方法之间的比较,服务申请的提出,Purpose of the survey 调研目的Target market 目标市场Target jobs 目标工作种类Information required 所需要的信息Data of delivery expected 所需要的时间Contents of report required/Format 所需要的内容形式Additional request,if any 其他要求等,服务申请的提出-练习,Your company is a I

15、T multi-national company based in Beijing,the company is gong to set up a R&D center in Tianjin,you do not have branch there currently.As a compensation professional,you are invited by the project office to give come advise on how to set up Tianjin R&D centers compensation and benefits terms.As you

16、do not have contact in Tianjin,you decide to get some information from consulting company.Raise a ROS to state your needs贵公司是一家全球行的信息公司的北京分公司，现在天津并没有任分支机构。现要在天津建立一个研发中心，筹建处要求你帮助建立研发中心的薪酬福利体系，鉴于你在天津没有任何联系，你希望咨询公司可以帮助你拿到一些资料请练习提出服务申请,自我实施的调研,Purpose 目的Target market 目标市场Information needed 所需信息Method of

17、 survey 方法Telephone calls 电话访谈Email questionnaire 问卷Design your questionnaire 设计问题/问卷Report 报告Result analysis 结果分析,Define your market 定义市场,Your companys basic profile 你公司的基本情况Industry you are in 行业Type of organization 组织形式Major competitors 主要竞争对手Other considerations in talent competing,image competi

18、ng,management system competing,etc其他竞争，人才，形象，管理风格等Size of the market 市场的大小No less than 10 companies 不能少于10家公司Consistency consideration 连贯性Should maintain 80%repeated rate ever year to keep consistency每年80的一致性,Contents of survey 调研内容,Cash Compensation items 现金项目Benefits practice 福利政策Pay policies 工资政策

19、Retention policies 留才计划Company profiles 公司的情况,Define your questions 问题设定,Use common terms,put in explanations if necessary用通用的术语，必要时有解释Use closed question with YON answer instead of open ended questions用是否问题，不要用自由发挥问题Make choices available for participants尽量使用选择题,Exercise（练习）,Company want to revisit

20、 the relocation allowance policy as the number of relocation is growing and the allowance is relative high and without update for 3 yearsPlease design a questionnaire so that you could ring around to get some market information公司现有的派遣津贴已经有年没有变化了，并且随着业务量的增加，派遣人员总数不断上升，公司担负不断增加，想调整津贴金额请设计调查问卷以收集市场信息,I

21、mportance of Job Matching 工作类比的重要性,Understand the methodology of survey companys benchmarking system了解调研公司的类比系统及方法Understand the benchmarking job description provided by survey company了解调研公司提供的标准工作描述Understand internal organization and job description 了解本公司的组织及工作种类及工作内容Invite business manager to par

22、ticipant in job matching activities why?必要时要邀请业务经理参加工作类比会议-为什么？,Survey data categories 调研数据的分类,Base pay 基本薪资Monthly base salary times 12基本月薪*12Guaranteed pay 固定收入Including allowances,year end bonus without measurements包括津贴，年底固定奖金Total cash 全部现金收入Including any variable bonus,incentive with measuremen

23、ts抱愧浮动奖金，销售奖金Total compensation Any cash payment or benefits portion包括其它及福利,Total Remuneration,Total Rem,Total Cash,Guaranteed Cash,Analysis of Survey Data 分析调研数据,To understand 理解How data was collected 数据采集的方法 How to read the survey report 如何解读调研报告What the data represents for 数字会说话How can we use the

24、 data 如何运用数据Your competitive position 你公司的竞争水平Define your future salary structure制定薪酬架构,Survey reports contents 调查报告内容,Executive summary 概述A high level economic/labor market trend report对经济情况及人才市场走势的概述Detailed remuneration dataUsually by job families 分工作种类Market position comparisonWhat is your compa

25、nys pay position 你公司与市场平均水平的比较Questionnaire analysis 问卷分析Salary administration policies 薪酬政策Benefits programs 福利项目Retention programs 留才计划,Statistic Basics&Application统计学基础及应用,Statistics Terms 统计学基础,Mean 平均值Unweighted mean 不加权平均值Weighted mean 加权平均值Median 中值Percentile 百分位值Quartile 区间,Mean 平均值,The aver

26、age of a set of data points.it is sum of the data divided by the no.of points 一组数据的综合除以个数Unweighted mean 不加权平均值Obtained by computing the average of the values of the data points直接平均法Weighted mean 加权平均值Obtained by weighting each value by the no.of data occurred then computing the average考虑每个数据的个数因素然后

27、加以平均,Example of Computing Mean,Exercise of Computing Mean Refer to Survey Data,计算平均值的练习,Exercise of Calculating Mean 计算平均值的练习,Median 中值,The point along an ordered data points at which an equal no.of data points fall above and below在一组数据中，排序后有一半的数据在此之上，一半的数据在此之下For an odd no.of data points,median is

28、the middle data points在奇数个数据中，中值就是排在最中间的那个数的值For an even no.of data points,median is the average of the 2 middle-most data points在偶数个数据中，中值就是排在最中间的两个数的平均值,Example of computing median(1)计算中值的练习（1）,Example of computing median(2)计算中值的练习（2）,Computing Percentile 计算百分位,Definitions(定义)Px,the desired percen

29、tile points,wherePx,为所需的百分位点x,the percentile rank desired(e.g.10,25,etc.)x,为所需的百分位v,the rank order position(from bottom)for the percentile point value of interest,v is calculated as follows:V=x/100*(n+1)v，为从上至下排序后百分位点的位置V=x/100*(n+1)n,the number of data points in the samplen，为数据的总量,Example of Comput

30、ing Percentile(1)计算百分位的练习（1）,Computing P25 v=25/100*(7+1)=2P25 should be the 2nd data point P25为下数第二个数据Which is 2800 So,p25=2800Please calculating P75 by self请计算P75,Example of Computing Percentile(2)计算百分位的练习（2）,Computing P25 v=25/100*(8+1)=2.25P25 should be the 2.25th data point which in between 2nd

31、 and 3rd data,P25为下数第2.25个数据,也就是在第2与第3数据之间的一个数值Which is in between 2800 and 3000 So,p25=2800+0.25*(3000-2800)=2850Please calculating P75 by self请计算P75,Quartiles 区间,In compensation analysis,percentiles are often expressed in terms of quartiles.there are 4 quartiles in a set of data points把每一个区域分成4个区间

32、1st quartile:the AREA where the bottom 25 percent of values occur,corresponds to 25th percentile第一区间，市场上最低的25数据2nd quartile:the AREA where the 2nd 25 percent of values occur,corresponds to 50th percentile第二区间，市场上25P-50P之间的数据3rd quartile:the AREA where the 3rd 25 percent of values occur,corresponds t

33、o 75th percentile第三区间，市场上50P-75P之间的数据4th quartile:the AREA where the top 25 percent of values occur,corresponds to the 100th percentile第四区间，市场上最高的25的数据,Market survey analysis市场调研结果分析,Read&understand the reports运用统计学知识读懂报告Data comparison apple to apple 数据比较Time:age market data 与时俱进的市场数据Value:market c

34、omparable base pay 可比性工资Position to market:market index 市场系数,Analysis survey result分析调查报告,Data数据,Information信息,Knowledge知识,Evaluation评估,Mgmt Decision管理决策,Aging market data市场数据的与时俱进,Determine annual aging factor 增长指数的计定Data coming from survey reports,salary increase plan%reported by participating com

35、panies从市场报告中对未来年薪资增长的预料 Determine date to which to age data 设定市场数据预估时间Effective date of salary structure 新的工资架构的生效日期或数据的日期Lead,lag,or lead/lag philosophy 用Lead,lag,or lead/lag 方法Lead,structure will compete the year end marketLead,工资结构与年底的市场水平看齐Lag,structure will compete the year end marketLag,工资结构与年

36、初的市场水平看齐Lead/lag,structure will compete the midyear marketLead/lag,工资结构与年中的市场水平看齐,Example of aging market data 预估市场数据的例子,Survey data effective date is October 1,2002市场调查报告生效日为2002年10月1日Annual aging factor is 8%for 2002,6%for 2003预估值为2002年8，2003年6The companys structure will effective July 1,2003新的工资架

37、构生效日为2003年7月1日Please calculate the aging factors separately for lead,lag,and lead/lag policy请用lead,lag,and lead/lag 的方式分别计算市场预估指数,Come out market comparable base pay把市场数据转化成与本公司的工资有可比性,You get annual pay data from survey,which need to be converted to your companys monthly salary amount从市场报告中你得到年底薪酬，

38、你需把它转化成月薪What is your companys pay policy?你公司的工资结构是什么？What is the market annual pay includes?你的市场数据包括了什么内容？Base payGuaranteed cash Total cashTotal remuneration,ABC Company Pay Practices ABC公司的工资结构,ABC company pay practicesABC 公司的工资结构12 months salary annually每年12个月月薪1 month year end fixed bonus 年底1个月

39、固定奖金1month variable bonus measured by company performance年底1个月浮动奖金根据公司的业绩Monthly allowance of RMB 500 per month每月500元津贴Housing subsidy of 10%monthly salary paid by cash每月10月薪的现金住房补贴,Calculating Market Comparable Base Pay计算市场可比性工资,Market Index市场系数,Compare company average salary with market average sa

40、lary本公司平均工资与市场平均工资的比较Make Apple to Apple comparison要完全同须知的比较Same point of time 同一时间Same job 同一工作Same pay components 同样的工资内容Base to base,total cash to total cash基本月薪，或全部年薪,An exercise of data comparison数据比较的练习,Market Index市场系数,Pay Structure Design设计工资架构,Something about pay structure 关于工资架构,An Ideal C

41、ompensation Program理想的薪酬设计,Internal equity 内部公平性External competitiveness 外部竞争性Affordability 可负担性Legally defensible 合法的Understandable/salable 可理解的/易服人的Efficient to administer 易管理的Safeguards the organizations resources 对公司资源的保护Flexible 灵活的Meets the organizations unique needs 为企业特别定制的,General and Speci

42、fic Factors Affecting Pay Structures影响工资架构的一般与特殊因素,Corporate culture and values 企业文化及价值观Management philosophy 管理宗旨External economic environment 外部经济环境Labor market demand and supply 市场的供求比Corporate strategy and policy 公司的战略与政策Centralized compensation policy统一的工资政策Decentralized compensation policy分管的工

43、资政策Short-term vs.Long-term consideration短期与长期的考虑,Example of a Pay Structure工资架构的例子,Grade,Pay Structure Design工资架构的设计,Base pay policy line 基本工资政策线Number of job grades/bands 级别的设置Midpoint progression 级差Range spreads 级宽Range overlap 级间重叠区Number of pay structures 工资架构的数目,Profile of a Base Pay Structure典

44、型的工资架构,a:Range min 最低点 dc:Range overlap 级间重叠区b:Range max 最高点 e-f,f-g:Range progression 级差a-b:Range spread 级宽 e-f-g:Base pay policy line 基本工资政策线,Range Spreads级宽,Plus and minus midpoint percent中点距两极的距离(1+desired)/(1-%desired)-1=range spread(1+20%)(1-20%)=0.5 or 50%Minimum to maximum最低点与最高点的距离(max min)

45、/min=range spread(4500-3000)/3000=0.5 or 50%,Exercise on Midpoint and Range Spread由级差算出中点距两极的距离的练习,Exercise for calculating Min/Max from Midpoint从中点算出最高最低点的练习,Range Progression级差,Percentage difference between grade midpoints两极中点的差距百分比To consider the following when design the jump在制定级差时应考虑的因素Market c

46、ompetitiveness 市场竞争性Cost of promotions 升值的成本Midpoint-to-midpoint differential guidelines(ideal situation)级差的规定（理想状态）5-10%for clerical/production 5-10职员/生产线8-15%for professional and management 8-15专业人员及经理层15-25%between supervisor and subordinates 15-25 主管及下属之间30-35%for executive levels 30-35 高级管理层,Ty

47、pical Range Spreads典型的级宽,Developing a Pay Structure制作工资架构,Internal equity 内部公平性Job evaluation system职位定级系统Equity within a job family 在同一工作族群之间的公平Equity among various job families在不通工作族群之间的公平Cross functional/location consistency跨部门及地区的一致性External competitiveness 外部竞争力Achieve attract,retain and motive

48、 purpose完成吸引，保留及激励人才的目的Get most recent market data拿到最近的市场数据,Developing a Pay Structure制作工资架构,Define internal pay grads 制定内部的工资级数Slot jobs into pay grads 把工作与级别相对应Decide your pay policies 决定工资政策Lead,lag or lead/lagLead,lag 或 lead/lagCompetitiveness position(which market trend line to follow,25th,50th

49、,or 75th竞争水平（你公司在市场上的定位，25p,50p,75p)How many structures you need需要多少个工资结构,Developing a Pay Structure制作工资架构,Apply most update market data用最近的市场数据Age the market data according to pay policies预估市场工资水平Grouping market data by job families you need for specific structure把市场数据按工作族群分类Calculating the mean of

50、 those market data算出市场数据的中值Find out market inconsistencies and smooth out grade midpoints找到市场的不协调点并用平滑方法决定中点Review differences between midpoints and market data回顾中点及市场中值的差距Resolve inconsistencies between internal and external equity对外部及内部的不一致性进行平衡Developing pay ranges around the proposed midpoints用决