薪酬结构设计方案课件

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,November, 2008,107,To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates,LLC,.,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,Salary Structure Design,薪酬结构设计,Agenda,日程,Preparation before designing a salary structure,薪酬结构设计前的准备,Why We Need a Salary Structure,为什么我们需要一个薪酬结构,Linking Reward,to Business Strategy,薪酬与经营战略相匹配,Job Evaluation,职位评估,Salary Structure Development,薪酬结构设计,Salary Structure Elements,薪酬结构组成成分,Developing A Salary Structure,制定一个薪酬结构,Employee Transitioning and Cost Implication,员工过渡方案及成本分析,Cost Analysis,成本分析,Salary Structure Application and Implementation,薪酬结构应用及实施,People Slot in,人员定薪,Merit Increase Mechanisms,调薪方案,Salary Structure Application,薪酬架构应用,Q&A,问题与回答,Why we need Salary Structure,为什么我们需要一个薪酬结构,What is Salary Structure?,什么是薪酬结构？,Salary Structure is the series of pay ranges which determine a minimum and a maximum of pay rate of each grade.,薪酬结构是一系列的薪酬范围，确定了每个级别薪酬率的最大和最小值,Jobs grouped in the same grade should have the same earning opportunity.,同一级别的职位组应该有相同的薪酬机会,Maximum,Minimum,Midpoint,是否遇到类似问题,新招的人我该怎么定薪？ 按照市场？还是略低于市场？,员工晋升,到底该给多大比例的调薪？,员工的当前收入远高于市场，我该如何调整呢,?,市场报告上的人力资源薪酬 的比财务 高，但从公司内部来看，财务部对整个公司的影响力更大，我是否应按照市场来支付薪酬呢,?,员工又在抱怨薪酬 不公平，可我们都是按照市场来支付薪酬的呀,员工抱怨没有职业发展，我究竟如何去为员工设计职业通道,?,又如何去和他们沟通呢？,Why we need Salary Structure,为什么我们需要一个薪酬结构,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,Linking Reward,to Business Strategy,薪酬与经营战略相匹配,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,Compensation Program Overview,薪酬体系概述,Reward Strategy,薪酬战略,Job Documentation,职位文档,Annual Communication and Maintenance,年度的沟通与维护,Job Evaluation,职位评估,Pay,Structures,薪酬架构,Pay Delivery,薪酬支付,Fixed pay,固定薪酬,Short-term incentives,浮动奖金,Long-term incentives,长期激励,Market Pricing,市场定价,Rewards Strategy - a Definition,薪酬战略,定义,A statement of philosophies and objectives that defines how employees would get rewarded in the organization. This should:,公司中的员工如何获得薪酬的一种原则和目标。薪酬战略应该,:,Be consistent with business objectives,与经营目标相一致,Be cognizant of employee needs,认识到员工的需求,Provide direction for administration and design,为薪酬的管理和设计提供指导方向,Provide a basis for communication,提供沟通的基础,Act as a standard for program evaluation and monitoring on an ongoing basis,作为今后制度评估和管理的标准,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,P,ay 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,P,ay Fairness,2.,薪,酬,定位,Pay Positioning,1.,薪,酬,构成,Pay Components,Hewitts Framework,10-1,.,Pay Components10-1.,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,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,员工敬业度驱动因素,敬业度的驱动因素,翰威特通过对员工、企业和行为方式的广泛调研以及所积累的经验总结出员工敬业的驱动因素，它有利于提高公司影响员工态度和行为方式的能力,。,规程,政策,人力资源管理操作,绩效评估,多元化,公司声誉,全面奖酬,薪酬,福利,认可,人员,直接上司,同事,外部客户,机遇,职业发展机会,学习与发展,生活质量,工作,/,生活平衡,工作环境（硬件）,敬业度,工作,工作内容,资源,流程,10-2. Pay Positioning10-2.,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。,75,th,%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。,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？,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”,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,1,2,3,4,5,6,7,8,9,10,11,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,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,Pay Positioning Market Practices,薪酬定位,市场操作,Component of Pay,薪酬构成,Less than 25th Percentile,低于,25,分位,25th-50th Percentile25-50,分位,Median,中位值,50th-75th Percentile50-75,分位,Above 75th Percentile,高于,75,分位,Base Salary,基本工资,0.4%,5.1%,55.7%,34.9%,3.9%,Short-term Incentive,短期激励,4.4%,9.8%,56.6%,27.3%,2.0%,Long-term Incentive,长期激励,6.9%,6.9%,56.4%,26.6%,3.2%,Benefit & Perquisites,福利与特殊待遇,3.6%,8.5%,60.3%,25.4%,2.2%,Total Compensation,全面薪酬,0.4%,4.8%,51.6%,39.2%,4.0%,Pay Positioning Market Practices,薪酬定位,市场操作,Position Level,职位级别,Less than 25th Percentile,低于,25,分位,25th-50th Percentile25-50,分位,Median,中位值,50th-75th Percentile50-75,分位,Above 75th Percentile,高于,75,分位,Top Executive,最高管理层,0.0%,0.5%,32.2%,53.5%,13.1%,Senior Management,高级管理层,0.0%,0.0%,36.1%,53.8%,10.1%,Middle Management,中级管理层,0.4%,0.8%,45.9%,46.7%,6.3%,Junior Manager/Supervisor/Professional,初级经理,/,主管,/,专业技术人员,0.4%,4.7%,55.0%,36.0%,3.9%,General Staff,一般职员,0.0%,8.9%,63.6%,25.2%,2.3%,Manual Workforce,手工操作人员,1.6%,13.4%,60.4%,20.9%,3.7%,10-3. Pay Uniformity10-3.,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. 2,nd,. Tier city1,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,10-4. Pay Fairness10-4.,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？,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,Improve cost control by making,compensation costs more predictable,通过提高薪酬成本的可预测性而提供成,本控制的有效性,The same or comparable jobs,相同或可比的岗位,That they must promote employees to,provide significant pay increases,为了员工的薪酬有显著的增长，他们必,须晋升员工,More traditional approach,更加传统的方式,Pay for the person,按人定薪,Provides greatest motivation to,Individuals to acquire additional skills,assure additional responsibilities,最大程度的激励员工获取更多的技能、,承担更多的职责,Requires orienting of compensation,and performance management,systems towards skills competencies,and bands,需要实行以技能、宽带为基础的薪酬、,绩效管理,More flexible approach,更灵活的管理方式,10-6. Performance Measures10-6.,业绩指标,Corporate/Group Performance Focus,强调公司,/,团队的绩效,Promotes effort toward overall,corporate goals and profitability,鼓励员工为了公司整体的目标和利润的,达成而努力,Can facilitate cooperation across,business units,能够促进公司各业务单位的合作,Many employees may not feel they can,significantly affect overall corporate,performance,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,Rewards employees for performance,over which they have the most control,根据员工最有控制、影响的绩效表现,奖励员工,Can result in reduced cooperation,among work groups and reluctance,among individuals to take actions for,“the greater good” of the corporation,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,Can balance,employees attention,to corporate/group and,Individual goals/,Performance,使员工同时关注,公司,/,团队与个人,的目标,/,绩效,10-7. Pay Volatility10-7.,薪酬浮动,Fixed Pay Emphasis,强调固定薪酬,Provide less pay-based performance,Incentive,基于绩效的薪酬激励较少,Provide employees with more security,and predictability of pay,提供员工更多的安全感和薪酬的可预见,性,May become long-term financial,burden for company,可能成为公司长期的财务负担,Variable Pay Emphasis,强调浮动薪酬,Provide more ability to vary,compensation costs with profitability,可以更好的根据公司盈利情况调整薪酬,成本,Provide some employees security and,pay predictability,只给部分员工提供了薪酬的安全感和,可预见性,Employees may expect significant,“upside” in goods years while taking for,Granted protection from “downside,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。,薪酬,组合：思考框架,浮动比例,=,高,浮动薪酬,长期目标的实现,高,浮动薪酬,短期目标的实现,低浮动薪酬,短期目标的实现,低浮动薪酬,长期目标的实现,浮动,薪酬,固定,薪酬,时间,=,长期,激励,短期,激励,*,浮动薪酬,=,年度短期激励,+,长期激励,10-8. Pay Time Horizon,10-8.,薪酬时间范围,Current Pay Emphasis,强调当前的薪酬,More short-term performance,Motivation,更多的短期绩效激励,More ability to vary compensation with,profitability,能够将根据公司盈利调整薪酬,May result in inappropriate short-term,decision-making,可能导致不当的短期决策,Future Pay Emphasis,强调未来的薪酬,Rewards employee loyalty and service,奖励员工的忠诚度和长期服务,Emphasizes long-term decision-making,and performance,更多的调强长远决策和绩效,Reduce current-year performance,motivation,减少了对当年绩效的激励,Longer-term,performance emphasis,Compensation costs,variable with performance,but over a longer time period,Balances needs of younger/,shorter service and older/,longer service employees,10-9. Pay Policy10-9.,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,公司调薪日,Apr. 1, 2007,Oct. 1, 2007,Apr. 1, 2008,Lead / Lead,Lead / Lag,Market,Lag / Lag,Annual Salary,1,0-10,. Pay,Communication,10-10.,薪酬沟通,Policies: Broad Communication,Specifics Need-to-know,Comp.,strategy,Band,/Stage,Title,Structure,Promotion,Concept,Items,Target,Group,AverageIncrease,Merit,Increase,Table,Pay Mix,Incentive,Eligibility,Own,Incentive,Measure,Evaluationscore,Department,Head,Employee,Salary,Range,of,Subord,inate,Salary,Level,of,Band,BonusMechanism,Proactive versus reactive?,积极还是消极？,Degree of openness?,信息公开沟通的程度？,Job Evaluation,职位评估,Job Evaluation,职位评估,Job evaluation is the process of determining the relative relationship or value of jobs or work within the organization.,职位评估是确定企业中各个职位的相对关系或价值的流程。,There are several methods that can be used to evaluate jobs and there are several factors to consider before choosing a method.,职位评估有多种方法，在选择一种评估方法前应考虑几个因素。,Job Evaluation Output,职位评估输出,级别,全面管理,营销部,财务部,法务部,13,总裁,CEO(911),12,COO(812),CFO(798),11,副总裁,营运副总裁,(735),营销副总裁,(747),9,总监,市场总监,财务总监,(618),Inhouse Counsel(624),8,高级经理,董事长助理,&,董事会秘书,(539),区域销售总监,(,小区,)(553),Treasury Manager(515),7,经理,主任,工程师,区域销售经理,(484),内部审计经理,(469),6,主管,资深,工程师,特别助理,(407),总帐会计,(330),5,高级专员,高级,工程师,销售助理,(284),物流主管,(306),销售、税务会计,(296),Legal Assistant(306),样本,职级体系与薪酬结构的联系（样本）,1,2,3,4,5,7,Max.,Min.,中值,T2,T1,中值递增率,中值,幅宽,6,样本,职级,部门,1,部门,2,.,7,总经理,6,总监,总监,5,经理,经理,4,主管,3,工程师,2,秘书,专员,1,技工,Job Evaluation Approaches,职位评估方法,Greater internal focus Greater external focus,侧重于内部 侧重于外部,Point Factor,要素评分,A system that scores jobs based on points assigned to various factors.,根据各种要素的分数对职位进行评分的系统,Factor Comparison,要素比较,A system that ranks jobs on various factors by comparing against other jobs in the organization.,通过与公司内其他职位的比较，根据各种要素对职位进行排序的系统,Paired Comparison,对等比较,A system that compares each job within the organization against every other job.,将每个职位都与公司内部其他的每个职位进行比较的系统,Classification,分类,A system that assigns jobs to salary grades based on pre-established criteria.,按照事先制订好的标准把职位分配到相应的工资级别中的系统,Ranking to Market,市场定级,A system that ranks benchmark jobs and determines grade hierarchy based on market values.,将基准职位进行排序，然后根据市场赋值决定职位层级的系统,Market Pricing,市场定价,A system that uses market data to determine the value of jobs.,运用市场数据确定职位价值的系统,FLEXPoint,灵点职位评估法,要素评分法,采用,6,个要素，每个要素分,13,级,每个要素的分值从,20,分到,200,分,可以根据企业战略和文化等特点设定权重,知识与技能,影响与责任,解决问题与,制定决策,行动自由度,工作条件,沟通技能,要素评分法,举例,：职位等级的划分,职位,A,的评估结果(举例),职位等级表分值区间(举例),样例,38,Considerations for Selecting a Job Evaluation Method,选择职位评估需要考虑的因素,Corporate culture/environment,公司文化,/,环境,Market data availability,市场数据的可用性,Characteristics of job population,职位设置的特征情况,Time and resources available,时间精力、资源的可投入情况,Ease of communication,沟通的简单、有效性,Salary Structure Development,薪酬结构设计,Agenda Salary Structure,议程,薪酬结构,Familiarizing with Salary Structure Elements,熟悉薪酬结构组成成分,Developing A Salary Structure,设计一个薪酬结构,Salary Structure Elements,薪酬结构组成成分,1. What is Pay Range?,1.,什么是薪酬范围？,2. What is Pay Policy Line?,2.,什么是薪酬政策线？,3. What is Range Spread?,3.,什么是级别宽幅？,4. What is Midpoint Progression?,4.,什么是中位值递增率？,5. What is Pay Range Overlap?,5.,什么是级别重合度,6. What is Comparative Ratio (Compa Ratio)?,6.,什么是比率？,1. What is Pay Range?1.,什么是薪酬范围？,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,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。,1. What is Pay Range? (Cont.)1.,什么是薪酬范围？,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,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？,1. What is Pay Range? (Cont.)1.,什么是薪酬范围？,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,2. What is Pay Policy Line?2.,什么是薪酬政策线？,Pay Policy Line is the “target pay positioning” that the organization determines based on comparing with market data. Its normally the organizations reward philosophy.,薪酬政策线是公司基于市场数据确定的目标薪酬定位，它通常是公司薪酬理念的反映。,P90th,P80th,P60th,P50th,Market Data at Different Percentiles,3. What is Range Spread?3.,什么是级别宽幅？,Maximum,Minimum,Midpoint,(Target Positioning),Narrow Range Spread,Wider Range Spread,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,Narrower Range Spread - used for lower grade jobs which individuals will progress rapidly through a development,较窄的级别宽幅,-,用于低级别的职位，在这个职级体系中，个人将随着职业发展迅速地得到晋升。,Wider Range Spread - used when combining jobs with widely varying market values into a single grade and pay range (e.g. broadband).,较宽的级别宽幅,-,用于将市场价值差别较大的职位集合到单个级别和薪酬范围中（比如：宽带）,3. What is Range Spread? (Cont.)3.,什么是级别宽幅？,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%,Min = (2 * 90,000) / (2 + 50%),= 72,000,Max= (1 + 50%) * 72,000,= 108,000,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,3. What is Range Spread? (Cont.)3.,什么是级别宽幅？,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,Mid = (72,000 + 108,000) / 2= 90,000,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) / 2,3. What is Range Spread? (Cont.)3.,什么是级别宽幅？,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%,Mid = (2 + 50%) * 108,000) / (1 + 50%) * 2),= 90,000,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) * 2,4. What is Midpoint Progression?4.,什么是中点值递增率？,Pay Grade 1,Midpoint Progression,Maximum,Midpoint,Minimum,Pay Grade 2,% Midpoint Progression = (Midpoint Grade 2 Midpoint Grade 1),Midpoint Grade 1,Midpoint Progression represents pay differences in moving through a salary structure.,中点值递增率显示了一个薪酬结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.,中点值递增率是某一个薪酬级别与其下一级别中点值之间的差异，通常用百分数表示,5. What is Pay Range Overlap?5.,什么是级别重合度？,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,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,Differenc