华为人力资源薪酬设计方案美世.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright,Mercer Executive Resources Consulting,Asia,单击此处编辑母版标题样式,单击此处编辑母版文本样式,二级,三级,四级,五级,*,Pay&Reward,for,Huawei Technologies,Co.,Ltd.,By:,Elaine Ng,Mercer Executive Resources Consulting(MERC),Tel:[phone];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 Salary 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,Reference,Salary,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,Establish 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,90,th Percentile,75,百分比,75,th Percentile,中位數,Median,25,百分比,25,th Percentile,10,百分比,10,th Percentile,RMB,Position Class,中國市場數據,Market Data on China-,上海製造業,Shanghai 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,75,th Percentile,中位數,Median,25,百分比,25,th 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,LAG,落后,LEAD,领先,LEAD-LAG,落后,-领先之间,基本薪金政策,Base Pay Policy,1320,1100,900,1200,1000,800,1320,1100,800,1320,1100,800,建 立 竞 争 工 资,Develop Competitive Salaries,RMB,Grade,PC,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 =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 much should the range overlap?,Grade,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,=,(,(,E.g.,Rmb 1,000,1+,50%,2,=,(,(,Rmb 1,000,1.25,=,Rmb 800,=,Rmb 1,000,1+,50%,2,(,(,=1+(25%),=1+,=1+0.25,=1.25,25,100,幅度,定最高工资,Establishing Maximum,最高最低 幅度,Maximum=Minimum 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,1+50%,=1+,=1+(0.5),=1.5,50,100,(,(,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,1,200,1,000,800,1,800,1,500,1,200,1,800,2,250,2,700,Grade,1,200,1,000,800,1,350,1,125,900,1,000,1,250,1,500,Grade,1,200,1,000,800,1,500,1,250,1,000,1,250,1,563,1,875,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%,1,200-900 300,1,350-900 450,=67%,Moderate overlap,适度重叠,25%,jump each promotion,每晋升,增加,25%,Range overlap,重叠部分,=40%,1,200-1,000 200,1,500-1,000 500,=40%,RMB,RMB,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,Grades,等级,超过/低过 工资幅度,Overs and Unders,用什么策略?,What Strategies?,此课件下载可自行编辑修改，供参考！,感谢您的支持，我们努力做得更好！,