薪资设计与管理

,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,*,企,划未来,力,求卓越,有我们的帮助，您能做得更好！,*,企,划未来,力,求卓越,Thanks!,薪资,设计与管理,企力培训教育集团,+86 21-60499699 ,薪 资 的 战 略 定 位,吸引，保持和激励有一定才干的员工达到组织的目标,提升员工满意度,固定工资,奖金,长期激励,福利,现代企业的工资管理,现金收入：,固定工资,奖金,长期激励,福利,非现金收入：,成就感,学习,发展,管理、文化,外部均衡性：企业工资水平与市场相比，有。,内部均衡性：岗位的工资水平与岗位价值。,个体均衡性：同一岗位上的个体，工资与。,Equity,（公平、均衡）,外部均衡性示意,$,（甲）,$,（乙）,-,价值 价值,$,-,价值 价值,岗 位 测 评,使用一致、公平的方法，依据岗位对组织的整体贡献，确定各岗位的相对价值，以便实现薪酬管理体系的内部公平性。,职位评价系统七因素的比重,The Weighting of IPE Factors,总分值,Total points:,65-1193,岗位所要求的任职者素质,因素,1=,职业技能,因素,2=,沟通技能,组织对岗位行为的限制,因素,3=,解决问题能力,因素,4=,创新能力,岗位工作业绩对企业影响,因素,5=,计划组织能力,因素,6=,对企业影响,投入,:,限制,:,产出,:,=,岗位价值,因素一：职业技能,因素二：沟通技能,职位评估,Identify positions to be evaluated,确定评估的职位,benchmark,参考,(,有代表性,),all,全部,Ensure up-to-date input on each position,确保有关职位最新的资料,position clarification,职位说明书,verbal input,口语,Form Evaluation Committee and train members,组织评估委员会及培训会员,Permanent Members,永久会员,人力资源代表、顾问、高级代表,HR Representative(s),Consultant,Senior Moderator,Rotating Members,循环会员,Train Evaluation Committee Members,培训评估委员,Evaluate Top Down,职位评估由上而下还是随机,No one may evaluate own position,个人不可评估自己的职位,Check internal equity,检验内部平衡,Rank all positions evaluated according to size,按职位大小排列,Compare across all divisions or departments,各部门职位对照,Calibrate to ensure equity across the board,校正确定内部平衡,Obtain approval of evaluation results,获取批准职位评估结果,职位评估,Position Evaluation,Developing Salary Grades(1),Z,公司工资架构,Salary Structure-Company Z,没有工资结构,There is no Salary Structure,工资按个别制定,Salaries are decided case by case,明显内部不均,Obvious internal inequity.,Y,公司工资架构,Salary Structure-Company Y,工资结构确立,There is a Salary Structure,工资定时调整,It is regularly updated,由于市场情况,高等级幅度略宽,Upper ranges are too wide due to market conditions.,新的劳动法下建议薪酬管理中 注意以下：,沟通（,Communication,）：薪资专员和其他人力资源管理专家,从雇员处积极寻求信息并且积极地协调体系中各个方面。,参与薪金制度的制定（,Participation in compensation system decision,）：与仅仅提供关于制定投入的信息相比，它对一部分雇员起到了更为重要的作用。,Supply,Demand,（,MRP,）,劳动需求与供给表,工,资,率,（雇佣人数）,23,22,21,20,19,18,17,16,15,14,13,12,11,10,9,8,7,6,5,4,3,2,1,100 200 300 400 500 600 700 800 900 1000,需求与供给相互作用,What Should be the Pay-Reference Salary,应当如何付薪基准工资,Grade,等级,Q,3,Q,1,Median,Policy Line,公司定位线,Salary Survey,工资调查,Lag Policy,落后政策,Your Reference Salary EQUAL Updated Market Benchmark at start of year,标准工资在年头相等最近新的市场工资,Lead Policy,领先标准,Your Reference Salary FULLY AHEAD of Updated Market Benchmark at start of year,标准工资在年头百分百领先最近新的市场工资,Lead-Lag Policy,落后-领先(妥协,),Your Reference Salary HALFWAY AHEAD of Updated Market Benchmark at start of year,标准工资在年头百分之五十领先最近新的市场工资,滞后政策结构与计划年度初期的竞争性薪资相匹配,开始,Start,结束,End,计划年度,Plan Year,领先政策结构与计划年度末期的竞争性薪资相匹配,开始,Start,结束,End,计划年度,Plan Year,领先滞后政策结构与计划年度中期的竞争性薪资相匹配,开始,Start,结束,End,计划年度,Plan Year,决定市场竞争性和竞争地位,工作分析,岗位描述,岗位评估,现有薪酬,结构分析,反映岗位,价值的等级,薪酬调查数据,&,竞争性分析,支付理念,&,策略,薪酬结构,Provide a well-defined framework for managing for start rate,individual performance-related pay increases and promotion increases,為管理,起薪點,、,與個人表現掛鉤之加薪和晉升之加薪,提供了明確界限的架構,Help in communication of pay policies and practices,有助對薪酬政策和慣例的理解,Align midpoint values closely with competitive market pay rate,使工資中位數緊貼具競爭力的市場薪酬,Update remuneration ranges easily,容易更新薪酬幅度,对岗位付薪的优点,Provide upward-mobility opportunities,提供晉升機會,Allow managers to move people through remuneration ranges based on many different factors(e.g.performance,competency,years of service),根據不同的因素(例如：工作表現、技能、服務年資,等,)，,允許經理們決定員工薪酬幅度,Provide employers with control over costs,為僱主提供好的成本控制,Make remuneration market comparison at individual,functional and organizational levels,於個人、功能性和公司整體的水平，與市場作比較,Not encourage employees to work beyond their job requirements,並不鼓勵員工擔當超越工作範圍的工作,Too much emphasis on moving from grade to grade for advancement,but not on development,太強調等級與等級的晉升，並不提倡個人發展,Inflexible(given upper and lower limits on ranges),欠缺彈性(工資幅度的上限與下限已被設定,),Impose a degree of hierarchical rigidity,加強等級制度,Require training in position evaluation and certain level of technical expertise,需要職位評估培訓和某程度的專業知識,利用職級架構的缺點,What is Broad-banding?,甚,么,是放大幅度,Bands,Positions,100,000,75,000,50,000,25,000,100,000,75,000,50,000,25,000,Annual Base(US$),Annual Base(US$),Broad Bands,放大幅度,Multiple Grades,多等級,Broader with fewer steps,幅度,较,大，等級,较,少,Typical spread,寬度,:150-300%,Reduced emphasis on position,size-more on competency development/market rates,減少強調職位大小，多著重技能發展和市場價格,Narrow with many steps,幅度,较,窄，等級,较,多,Typical spread,寬度:40-50%,Often underpinned by position evaluation,職位評估制度,Pay progression through job promotion,透過晉升提高工資,3-,P,薪酬模式,職,位,個人,技能,績效,薪酬,遠見,使命,目標,營業策略,機構設計,責任分配,職位說明,技能(知識,技巧和態度),技能差距,P,E,R,F,O,R,C,A,M,N,E,E,R,S,P,S,I,T,I,O,N,O,P,O,N,