Mercersalary的人力资源薪酬设计方案PPT课件.ppt

Copyright Mercer Executive Resources Consulting,AsiaPay&Reward forHuawei Technologies,Co.,Ltd.By:Elaine NgMercer Executive Resources Consulting(MERC)Tel:[phone];Email: Copyright Mercer Executive Resources Consulting,Asia設定薪酬結構Developing Salary StructureDeveloping Salary Structure Copyright Mercer Executive Resources Consulting,Asia設定薪酬結構之考慮因素Developing Salary Structure-Developing Salary Structure-ConsiderationsConsiderationsoBase Pay Policy Base Pay Policy 基本薪酬政策oDecide Competitive Reference Salary Decide Competitive Reference Salary 決定具有競爭性的標準工資oDecide Salary Ranges Decide Salary Ranges 制定工資幅度oRange Overlap Range Overlap 幅度重疊oSignificance of Salary Range Significance of Salary Range 工資幅度的重要性oHow many structures?How many structures?多少個結構?oOvers and UndersOvers and Unders高出/底於工資幅度 Copyright Mercer Executive Resources Consulting,Asia 薪薪 酬酬 政政 策策 Compensation PolicyCompensation Policy$Grade Grade 级级 别别标标 准准 工工 资资ReferenceReferenceSalarySalary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 chartDefine 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 salaryEstablish the smallest possible increase of reference salary Copyright Mercer Executive Resources Consulting,Asia中國市場數據中國市場數據 Market Data on China-Market Data on China-上海製造業上海製造業 Shanghai Manufacturing WOFE(1)Shanghai Manufacturing WOFE(1)Data as at April 1999Data as at April 199990百分比90th Percentile75百分比75th Percentile中位數Median25百分比25th Percentile10百分比10th PercentileRMBRMBPosition ClassPosition Class Copyright Mercer Executive Resources Consulting,Asia中國市場數據中國市場數據 Market Data on China-Market Data on China-上海製造業上海製造業 Shanghai Manufacturing WOFE(2)Shanghai Manufacturing WOFE(2)Data as at April 1999Data as at April 1999 Copyright Mercer Executive Resources Consulting,Asia貴公司以及市場比較Your Company vs the Market ComparisonYour Company vs the Market Comparison75百分比75th Percentile中位數Median25百分比25th Percentile貴公司回歸線Your company trendlineRMBRMBPosition ClassPosition Class Copyright Mercer Executive Resources Consulting,Asia貴公司以及市場比較Your Company vs the Market ComparisonYour Company vs the Market Comparison Copyright Mercer Executive Resources Consulting,Asia年初年中年末Start YearStart YearMidMid End YearEnd Year年初年中年末Start YearStart YearMidMid End YearEnd YearLAGLAG 落后LEADLEAD 领先LEAD-LAGLEAD-LAG 落后-领先之间基本薪金政策基本薪金政策Base Pay PolicyBase Pay Policy1320132011001100900900120012001000100080080013201320110011008008001320132011001100800800 Copyright Mercer Executive Resources Consulting,Asia 建 立 竞 争 工 资 Develop Competitive SalariesDevelop Competitive SalariesRMBRMBGradeGradePCPC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position ClassGrade or Position Class 一 个 等 级=一 个 标 准 工 资One Grade=One Reference SalaryOne Grade=One Reference Salary 标 准 工 资=竞 争 报 酬 =招 聘 标 准Reference Salary=Competitive Pay=Recruitment Reference Salary=Competitive Pay=Recruitment StandardStandard Copyright Mercer Executive Resources Consulting,AsiaTHANK YOUSUCCESS2024/3/16 周六11可编辑 Copyright Mercer Executive Resources Consulting,Asia利用幅度制定工资架构Develop Salary Structure with RangesDevelop Salary Structure with Rangesabc =Mid-Point Progression 中点增加率a1 -a2 =b1 -b2 =Range Spread 幅度c1 -c2 =QuestionQuestion:How much should be the mid-point progression(%)between grades?How much should be the mid-point progression(%)between grades?How wide should the ranges be?How wide should the ranges be?How much should the range overlap?How much should the range overlap?GradeRMBRMB Copyright Mercer Executive Resources Consulting,Asia制定幅度Developing Salary RangeDeveloping Salary Range由中点开始(或标准工资)oStart with Mid-Point(or Reference Salary)Start with Mid-Point(or Reference Salary)决定幅度oDecide Range SpreadDecide Range Spread定最低工资oEstablish MinimumEstablish Minimum定最高工资oEstablish MaximumEstablish Maximum Copyright Mercer Executive Resources Consulting,Asia定最低工资Establishing MinimumEstablishing Minimum最低MinimumMinimumMid-Point Mid-Point 中点1+1+RangeRange2 2=(E.g.Rmb 1,0001+50%2=(Rmb 1,0001.25=Rmb 800=Rmb 1,0001+50%2(=1+(25%)=1+=1+0.25=1.2525100幅度 Copyright Mercer Executive Resources Consulting,Asia定最高工资定最高工资Establishing MaximumEstablishing Maximum最高最低 幅度MaximumMaximum=Minimum x(1+Range)Minimum x(1+Range)=Rmb 800 x(1+50%)Rmb 800 x(1+50%)=Rmb 800 x 1.5Rmb 800 x 1.5=Rmb 1,200Rmb 1,200幅度 RangeRange=Minimum Rmb 800 Minimum Rmb 800 最低Mid-Point Rmb 1,000 Mid-Point Rmb 1,000 中点Maximum Rmb 1,200 Maximum Rmb 1,200 最高 1+50%=1+=1+(0.5)=1.550100(Copyright Mercer Executive Resources Consulting,Asia中点增加率Mid-Point ProgressionMid-Point ProgressionGradualGradual逐渐的ModerateModerate稳健的SteepSteep陡斜的10%10%10%10%15%15%15%15%30%30%30%30%More gradesMore grades多级别Less gradesLess grades少级别 Copyright Mercer Executive Resources Consulting,Asia幅度重叠幅度重叠Range OverlapRange Overlap1,2001,0008001,8001,5001,2001,8002,2502,700Grade1,2001,0008001,3501,1259001,0001,2501,500Grade1,2001,2001,0001,0008008001,5001,5001,2501,2501,0001,0001,2501,2501,5631,5631,8751,875GradeGradeNo overlap No overlap 没有重叠50%50%jump each promotionjump each promotion每晋升,增加 50%Big overlap Big overlap 大部分重叠12.5%12.5%jump each promotionjump each promotion每晋升,增加 12.5%Range overlap 重叠部分=67%1,200-900 3001,350-900 450=67%Moderate overlap Moderate overlap 适度重叠25%25%jump each promotionjump each promotion每晋升,增加 25%Range overlap 重叠部分=40%1,200-1,000 2001,500-1,000 500=40%RMBRMBRMBRMBRMBRMB Copyright Mercer Executive Resources Consulting,Asia幅度重叠Range Overlap(2)Range Overlap(2)How much?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 The range span of any one grade should not overlap much more than three other gradesoverlap much more than three other grades Copyright Mercer Executive Resources Consulting,Asia幅度的重要性幅度的重要性Significance of Salary RangeSignificance of Salary RangeQ4Q4Q2Q2Q3Q3Q1Q1中点=竞争性工资Mid-Point=Competitive PayMid-Point=Competitive PayMaximum Maximum 最高点Minimum Minimum 最低点一般期望=标准工资Standard Expectation=Reference SalaryStandard Expectation=Reference Salary-Performance -Performance 工作表现-Competencies Competencies 技能-Years in service Years in service 服务年期 Copyright Mercer Executive Resources Consulting,Asia多少结构多少结构 How Many Structures?How Many Structures?市场特色uMarket CharacteristicsMarket Characteristics内部平衡uInternal EquityInternal Equity外部竞争力uExternal CompetitivenessExternal Competitiveness管理概念uManagement PhilosophyManagement Philosophy Copyright Mercer Executive Resources Consulting,Asia$中值前进mid-point mid-point progressionprogressionReference Reference SalarySalary标准工资Grades等级超过/低过 工资幅度Overs and UndersOvers and Unders用什么策略?What Strategies?What Strategies?Copyright Mercer Executive Resources Consulting,AsiaTHANK YOUSUCCESS2024/3/16 周六22可编辑