《薪酬专题培训》分享.pdf

薪酬管理基础应用培训 怡安翰威特（上海）咨询公司 2015年12月 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 2 Compensation Program Overview 薪酬体系概述 Reward Strategy 薪酬策略 Job Documentation 职位文档 Communication 沟通 Job Evaluation 职位评估 Pay Structure 薪酬架构 Pay Delivery 薪酬支付 Market Pricing 市场定价 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 3 本次培训的重点 Reward Strategy 薪酬策略 Job Documentation 职位文档 Communication 沟通 Job Evaluation 职位评估 Pay Structure 薪酬架构 Pay Delivery 薪酬支付 Market Pricing 市场定价 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 4 Linking Reward To Business Strategy 薪酬与经营战略相匹配 Business Strategy 经营战略 Core Capability 核心竞争力 People Requirements 人员要求 Human Resources Strategy 人力资源战略 Employee Needs 员工需求 HR Programs 人力资源计划 Organizing 组织(the right jobs)（正确的职位）Performing 绩效管理(the right outcomes)（正确的产出）Developing 发展(the right skills)（正确的技能）Rewarding 薪酬(the right incentives)（正确的激励）Staffing 人员配置 (the right people)（正确的人）Business Results 经营成果 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 5 Reward Strategy Design Components:10 Ps 薪酬策略设计组件：10 Ps 薪酬策略 设计 Reward Strategy Design 9.薪酬政策 Pay Policy 8.薪酬时间范围 Pay Time Horizon 10.薪酬沟通 Pay Communication 7.薪酬浮动 Pay Volatility 6.业绩指标 Performance Measures 5.薪酬支付 Pay for“What”3.薪酬一致 Pay Uniformity 4.薪酬公平 Pay Fairness 2.薪酬定位 Pay Positioning 1.薪酬构成 Pay Components 怡安翰威特薪酬策略模型 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 6 10-1.Pay Components 10-1.薪酬构成 Total Cash 全面现金收入 Total Remuneration 全面薪酬 Base Salary 基本工资 12 Months Base Salary 12 个月的基本工资 Fixed Pay 现金津贴 Meal Allowance伙食津贴,Transportation Allowance交通津贴 Variable Pay 浮动收入 Performance Based Bonus 基于业绩的奖金 Guaranteed Cash 固定收入 Benefits&Perquisites 福利及特殊待遇 Pension养老金 Housing住房 Vehicle汽车 Loans贷款 Outpatient门诊 Hospitalization住院 Dental牙科 Provident Fund准备基金 Insurance保险 Disability残废 Shift轮班等 Fixed Bonus 固定奖金 13th.Month Salary第13个月的工资 Base Pay 基本工资 Extrinsic Rewards 外在激励 LTI 长期激励 LTI长期激励 Stock Options股票 Total Rewards 全面激励 Rewards 激励 Quality of work工作质量 Culture文化 Work-life balance工作与生活的平衡 Recognition Award特殊表彰 Intrinsic Rewards 内在激励 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 7 组成薪资的要素 基本工资 员工福利 特殊津贴 短期激励 长期激励 对员工的影响 吸引 保留 激励 高 高 中 低 低 中 中 中 中 中 中 高 高 低 低 全面薪酬构成要素的角色 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 8 10P-2.Pay Positioning 10P-2.薪酬定位 Pay Target 薪酬目标 Role of Compensation 薪酬作用 Talent Market 人才市场 Median 中位值 Compensation is important in talent attraction and retention,but not a strategic tool,need support of other HR systems,such as training and development,career and employer branding etc.薪酬在人才吸引和保留方面是重要的，但不是一种战略工具，需要其他人力资源制度的支援，如培训和发展，职业和雇主品牌等。Moderate competitive market,talent is available in general 适度竞争的市场，人才通常可求。75th%ile 75分位 Compensation plays a very critical role in the attraction and retention of talent.在吸引和保留人才方面，薪酬起到了非常关键的作用。Highly competitive market,very difficult to find and retain talent.高度竞争的市场，寻找和留用人才非常困难。（1）和谁比（2）比多少（3）用什么比 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 9 A mathematical average of a set of numbers or measurements,with the mean equaling the sum of the numbers divided by the number of units.一系列数字或衡量指标的数学平均数，等于数值总和除以单位之和 E.g.:80,90,90,100,85,90 Mean(X)=(80+90+90+100+85+90)/6=89.17 Mean(X)=X/N Where:X=Sum of all values of variable X 此处：X=所有变量X的数值之和 N=Number of observations N=数字的数量之和 Pay Positioning-What is Mean?薪酬定位-什么是平均值？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 10 Pay Positioning-What is Median?薪酬定位-什么是中位值？It is the middle value of an ordered sequence of values.If you place the series in ascending or descending order,the median is the number that divides the series into two parts each containing the same number of data points.一系列有序数值的中间值。如果您将一些数值按升序或降序排列，中位值就是将这些数值分成两部分含有相同数目数值的那个数字。Basically,the median is the 50th percentile value below which 50%of the values in the sample fall.It splits the observation into two halves.基本上，中位值是位于第五十百分位的数值，样本数据中有50%在它之下。它将所有的数据分成两半。It is also termed as the“positional average”.它也被称为“位置平均数”Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 11 Pay Positioning-What is Percentile?薪酬定位-什么是分位值 50分位/中位值 75分位 25分位 X分位的数值表示整个数群中有X%的样本小于它，剩下的样本一定都大于它 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 12 Pay Positioning-Mean Vs.Median 薪酬定位-平均值 VS 中位值 7个小矮人身高(单位:cm)平均值：Average(32+38+33+42+43+37+30)=36.4 中位值：Median(30,32,33,37,38,42,43)=37 加上姚明身高之后(单位:cm)平均值：Average(32+38+33+42+43+37+30+229)=60.5 中位值：Median(30,32,33,37,38,42,43,229)=37.5 中位值能更好的表现数群的一般水平 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 13 10P-3.Pay Uniformity 10P-3.薪酬一致 Should we use different salary structure?我们是否需要多套薪酬架构体系？By Operation Type 按运营类型 Manufacturing vs.Non-Manufacturing 生产 vs.非生产 By Job Family 按部门 Production vs.Sales vs.R&D 生产 vs.销售 vs.研发 By City Tier 按城市类别 1st.Tier City vs.2nd.Tier city 1类城市 vs.2类城市 By Level 按级别 Management vs.Non-Management 管理层 vs.非管理层 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 14 10P-4.Pay Fairness 10P-4.薪酬公平 Internal Equity vs External Competitiveness,which is more important?内部公平与外部竞争，哪个更为重要？When external competitiveness and internal consistency are in conflict,which should take precedence?当外部竞争与内部公平产生矛盾，哪方面会更优先考虑？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 15 10-5.Pay for“What”10-5.薪酬支付 Appropriate basis of work to be compensated Pay for the job 按岗定薪 通过提高薪酬成本的可预测性而提供成 本控制的有效性 相同或可比的岗位 为了员工的薪酬有显著的增长，他们必 须晋升员工 更加传统的方式 Pay for the person 按人定薪 最大程度的激励员工获取更多的技能、承担更多的职责 需要实行以技能、宽带为基础的薪酬、绩效管理 更灵活的管理方式 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 16 10-6.Performance Measures 10-6.业绩指标 Corporate/Group Performance Focus 强调公司/团队的绩效 鼓励员工为了公司整体的目标和利润的达成而努力 能够促进公司各业务单位的合作 很多员工可能会感觉他们无法明显的 影响公司的绩效 Individual performance Focus 强调个人绩效 根据员工最有控制、影响的绩效表现 奖励员工 不利于团队合作，可能导致员工不愿意 为了公司整体的更好利益而采取行动 使员工同时关注 公司/团队与个人 的目标/绩效 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 17 10-7.Pay Volatility 10-7.薪酬浮动 Fixed Pay Emphasis 强调固定薪酬 基于绩效的薪酬激励较少 提供员工更多的安全感和薪酬的可预见 性 可能成为公司长期的财务负担 Variable Pay Emphasis 强调浮动薪酬 可以更好的根据公司盈利情况调整薪酬 成本 只给部分员工提供了薪酬的安全感和 可预见性 员工在公司经营好的时候期待很好的 报酬，但在公司经营不佳的时候却难以 接受下降的薪酬。Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 18 10-8.Pay Time Horizon 10-8.薪酬时间范围 Current Pay Emphasis 强调当前的薪酬 更多的短期绩效激励 能够将根据公司盈利调整薪酬 可能导致不当的短期决策 Future Pay Emphasis 强调未来的薪酬 奖励员工的忠诚度和长期服务 更多的调强长远决策和绩效 减少了对当年绩效的激励 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 19 10-9.Pay Policy 10-9.薪酬政策 Lead/Lead 领先/领先 Age structure 12 months ahead of company salary adjustment date.从公司调薪日期将数据更新12个月 Lead/Lag 领先/滞后 Age structure 6 months ahead of company salary adjustment date.从公司调薪日期将数据更新6个月 Lag/Lag 滞后/滞后 Structure is only adjusted to current company salary adjustment date.将数据调整到当前的公司调薪日期 市场数据 Apr.1,2011 公司调薪日 Oct.1,2011 Oct.1,2012 领先/领先 领先/滞后 市场值 滞后/滞后 Pay Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 20 10-10.Pay Communication 10-10.薪酬沟通 Policies:Broad Communication Specifics Need-to-know 薪酬策略 职级 薪酬架构 晋升条件 内容 对象 平均增长 幅度 调薪矩阵 薪酬构成 激励条件 个人 奖金衡量标准 绩效 评价结果 直接上级 员工 下属的 薪酬区间 级别 薪酬区间 奖金 机制 Proactive versus reactive?积极还是消极？Degree of openness?信息公开沟通的程度？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 21 Exercise 1 Comp Strategy Discussion 练习1 薪酬策略讨论 分组讨论：以下公司应该采用何种薪酬策略？1、一家全球500强企业，零售行业，在中国处于快速拓展期；2、昆山的一家电子元件制造企业，通过研制低成本产品，以高性价比策略与欧美企业竞争；3、一家高科技公司，高尖技术，资金来源为美国的风险基金，员工15人，全部为研发人才 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 22 Pay Structure 薪酬架构 Reward Strategy 薪酬策略 Job Documentation 职位文档 Communication 沟通 Job Evaluation 职位评估 Pay Structure 薪酬架构 Pay Delivery 薪酬支付 Market Pricing 市场定价 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 23 Why We Need Salary Structure 为什么我们需要一个薪酬架构 To communicate how much the organization is willing to pay each and every job 为了沟通公司将如何支付每个职位的薪酬 To reflect compensation philosophy,market competitiveness,and internal equity 为了反映薪酬理念、市场竞争力、以及内部公平性 To set the same standard guideline of pay within the organization 为了在公司内建立统一的薪酬标准 To provide the general relationship among levels of pay 为了确定各个薪资级别间的一定关系 To provide a framework for sound pay management(pay increases/pay movement)为合理的薪酬管理（薪酬增长/薪酬变化）提供一个框架 To manage cost of resources 为了便于资源成本的管理 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 24 市场通常薪酬架构设计操作 通常薪酬架构 企业组织类型 薪资结构设计目的 技术型企业 高技能人才占企业员工的绝大比例 组织层级少并扁平 着眼于员工发展 鼓励有一定控制的运作灵活性 强调技能发展与提高 强调个人贡献，强调绩效、能力对薪酬的影响 稳健发展，较为成熟的运作 岗位要求明确 外部市场与内部平衡兼顾 以岗定薪为基础 控制薪酬政策与预算 基于职位贡献的同时，也考虑个人绩效、能力所产生的价值 制造类、劳动密集型企业 内部层级复杂 人员数量众多 强调内部公平 强调一岗一级，强调职位贡献，薪酬与岗位价值的严格强关联性 阶梯化的薪酬管理方式易于管理 高度重合 部分重合 无带宽或不重合 典型企业举例 阿里巴巴 腾讯 百联电商 惠生 建科工程 宝钢集团传统业务板块 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 25 Pay Structure Development 薪酬架构组成部分 薪酬架构组成部分包括：1.薪酬范围 2.薪酬带宽 3.级差/中值递增率 4.重合度 5.比率 Range Spread：7 8 MAX-7 MAX-8 MIN-7 MIN-7 MID-8 MID-7(Mid8-Mid7)Mid7 Progression Rate(Max7-Min7)Min7 Positions Current Pay Mid Point Compa Ratio Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 26 Minimum Maximum Pay Range Midpoint Maximum is a maximum value of a pay range.最大值是薪酬范围中的最高薪酬水平 Mid point is a middle pay value of a pay range-represents the market competitiveness for a job or grade/level.中值是薪酬范围的中点-表示某一职位或等级在市场上所具备的竞争力薪酬。Minimum is a minimum value of a pay range.最小值是薪酬范围中的最低薪酬水平 1.What is Pay Range?1.什么是薪酬范围？Pay range is a full range of pay opportunity for a job and provides enough flexibility for job holders to grow within each grade/level.薪酬范围是某一职位的一系列薪酬机会，它提供给这一职位的在职者足够的灵活性，使他们能随着不断的发展进步得到薪酬上的提升。Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 27 A Pay Range can be divided into three equal parts 一个薪酬范围分成相同宽度的三部分:The upper third-reserved for a more senior or experienced employee whose performance is consistently above the norm or exceed expectations.最高等-给予一个更资深或者更有经验的员工，其工作表现一直高于标准或超出预期。The middle third-defines the acceptable range of pay for a fully qualified employee whose performance meets expectations.中等-确定了给予工作表现达到预期的合格员工的可接受的薪酬范围。The lower third -reserved for new hire or developing employee.最低等-给予刚入职者或发展中的员工 Minimum Maximum Pay Range Midpoint Upper Range Middle Range Lower Range 1.What is Pay Range?1.什么是薪酬范围？How do the organization decide how much an employee should be paid?公司怎样决定向员工支付多少薪水？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 28 Remember 请记住 A“JOB”is assigned to a grade/level:每个职位都被赋予了一个等级 Minimum and maximum pay range is established for each“JOB”最大和最小薪酬范围是适用于每个同级别职位的。An“EMPLOYEE”is paid within the grade/level based on sustained level of 对于每一个“员工”,通过以下三方面的因素在某一等级的薪酬范围中支付其薪水:Individual performance 个人绩效 Experience 经验 Competency growth&potential 能力增长和潜力 1.What is Pay Range?1.什么是薪酬范围？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 29 每一职级对应的薪酬带宽分为4个区间 每一个职级对应相应的薪酬区间 对一贯实现优秀绩效水平员工的付薪水平 上1/4区 对长期任职，且一贯实现良好绩效水平员工的付薪水平 中上1/4区 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 30 每一职级对应的薪酬带宽分为4个区间 每一个职级对应相应的薪酬区间 对现任员工熟练履行工作职责，且一贯实现合格绩效水平的付薪水平；或者对来自类似背景、具有直接适用经验的新员工的付薪水平 中下1/4区 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 31 每一职级对应的薪酬带宽分为4个区间 每一个职级对应相应的薪酬区间 对具有最低任职资格所需的教育与技能水平员工的付薪水平，通常需要经过一段时间观察其绩效表现 下1/4区 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 32 Maximum Minimum Midpoint (Target Positioning)Narrow Range Spread Wider Range Spread 2.What is Range Spread?2.什么是级别宽幅？Range Spread is the distance between minimum and maximum expressed by%级别宽幅是用百分比表示的最大值和最小值之间的差异%Range Spread=(Maximum Mini)/Minimum%级别宽幅=(最大值最小值)/最小值 与企业业务属性有关 与人员构成有关 与薪酬策略有关 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 33 Example:GivenMidpoint at 90,000 and Range Spread at 50%例：已知：中点值是90,000，级别宽幅是50%How to determine value in Pay Range 如何测定薪酬范围的值 Method 1:After determining Midpoint of each pay grade and%of Range Spread 方法1：确定好每个薪酬级别的中点值和级别宽幅后进行测定 Min =(2*Midpoint)/(2+Range Spread)Max =(1+Range Spread)*Min 2.What is Range Spread?2.什么是级别宽幅？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 34 Example:GivenMinimum at 72,000 and Maximum at 108,000 例：已知：最小值是72,000，最大值是108,000 How to determine value in Pay Range如何测定薪酬范围的值 Method 2:After determining Minimum and Maximum each pay grade 方法2：确定了每个薪酬级别的最大和最小值后进行测定 Mid=(Min+Max)/2 2.What is Range Spread?2.什么是级别宽幅？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 35 Example:GivenMaximum at 108,000 and Range Spread at 50%例：已知最大值是108,000，级别宽幅是50%How to determine value in Pay Range如何测定薪酬范围的值 Method 3:After determining Maximum and%of Range Spread 方法3：确定最大值和级别宽幅后进行测定 Mid =(2+Range Spread)*Max/(1+Range Spread)*2 2.What is Range Spread?2.什么是级别宽幅？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 36 3.What is Midpoint Progression?3.什么是中值递增率？Pay Grade 1 Pay Grade 2 Midpoint Progression Maximum Midpoint Minimum Midpoint Progression represents pay differences in moving through a salary structure.中值递增率显示了一个薪酬架构中各级别的薪酬差异。Midpoint Progression Rate(MPR)is the percentage change in midpoint value from one adjacent pay grade to the next.中值递增率是某一个薪酬级别与其下一级别中值之间的差异，通常用百分数表示%Midpoint Progression =(Midpoint Grade 2 Midpoint Grade 1)Midpoint Grade 1 Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 37 Overlap Overlap No Overlap Large Overlap Small amount of salary increase for promotion较大的重叠-晋升带来较小的薪酬增长 Small Overlap Large amount of salary increase for promotion较小的重叠-晋升带来较大的薪酬增长%Overlap =Max of Lower Grade Min of Higher Grade Max of Lower Grade Min of Lower Grade 4.What is Pay Range Overlap?4.什么是级别重合度？Pay Range Overlap establishes the relationship between adjacent grades/levels.级别重合度确定了相邻等级间的关系 Difference in the Midpoints and the Range Spread determine the overlap between adjoining grades/levels.中点值之间的差异和级别宽幅决定了相邻级别间的重叠度。Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 38 Compa Ratio =Actual Employees Pay Midpoint of Pay Range Example:GivenActual pay at 22,000 and Midpoint of pay range at 20,000 例：已知实际薪酬是22,000，级别中点值是 20,000 CR=22000/20000=110%Comparative Ratio(Compa Ratio)is the relationship between the actual pay and the midpoint of pay range.This ratio helps highlighting the number of actual pay outside the“reasonable range”比率反映了实际薪酬和该职位所处级别中点值间的关系。这一比率有助于显示出实际薪酬超出合理范围的程度。5.What is Comparative Ratio?5.什么是比率？Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 39 5.What is Comparative Ratio?5.什么是比率？Compa Ratio Limit =1+Range Spread 2+Range Spread Desired Range Spread Compa Ratio Limit Percent Minimum Midpoint Maximum 50%0.8 1.0 1.2 40%0.833 1.0 1.167 30%0.87 1.0 1.13 25%0.89 1.0 1.11 Range Spread determines the minimum and the maximum limits of Compa Ratio by using the following formula 级别宽幅决定了比率的最大和最小限值，公式如下:Prepared by Aon Hewitt East China P&T Team Presentation to MESNAC 40 Salary Structure Maintenance 薪酬架构的维护 In 2016,the salary movement from 2017 is around 12%.The new market trend line was shown below.How will you adjust the Salary Structure in 2009?SALARY STRUCTURE IN 200810,00050,00090,000130,000170,000210,000250,000290,000330,000370,000123456