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,*,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,Pay&Reward,for,Huawei Technologies,Co.,Ltd.,By:,Elaine Ng,Mercer Executive Resources Consulting(MERC),Tel:852-2115 2088;Email:,治理资源吧，供给海量治理资料免费下载！,設定薪酬結構,Developing Salary Structure,治理资源吧，供给海量治理资料免费下载！,設定薪酬結構之考慮因素,Developing Salary Structure-Considerations,Base Pay Policy 根本薪酬政策,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,治理资源吧，供给海量治理资料免费下载！,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,治理资源吧，供给海量治理资料免费下载！,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,治理资源吧，供给海量治理资料免费下载！,中國市場數據,Market Data on China-,上海製造業,Shanghai Manufacturing WOFE(2),Data as at April 1999,治理资源吧，供给海量治理资料免费下载！,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,治理资源吧，供给海量治理资料免费下载！,貴公司以及市場比較,Your Company vs the Market Comparison,治理资源吧，供给海量治理资料免费下载！,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,根本薪金政策,Base Pay Policy,1320,1100,900,1200,1000,800,1320,1100,800,1320,1100,800,治理资源吧，供给海量治理资料免费下载！,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,治理资源吧，供给海量治理资料免费下载！,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,治理资源吧，供给海量治理资料免费下载！,制定幅度,Developing Salary Range,由中点开头(或标准工资),Start with Mid-Point(or Reference Salary),打算幅度,Decide Range Spread,定最低工资,Establish Minimum,定最高工资,Establish Maximum,治理资源吧，供给海量治理资料免费下载！,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,治理资源吧，供给海量治理资料免费下载！,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,(,(,治理资源吧，供给海量治理资料免费下载！,中点增加率,Mid-Point Progression,Gradual,渐渐的,Moderate,稳健的,Steep,陡斜的,10%,10%,15%,15%,30%,30%,More grades,多级别,Less grades,少级别,治理资源吧，供给海量治理资料免费下载！,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 大局部重叠,12.5%jump each promotion,每晋升,增加 12.5%,Range overlap 重叠局部=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 重叠局部=40%,1,200-1,000 200,1,500-1,000 500,=40%,RMB,RMB,RMB,治理资源吧，供给海量治理资料免费下载！,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,治理资源吧，供给海量治理资料免费下载！,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 效劳年期,治理资源吧，供给海量治理资料免费下载！,多少构造 How Many Structures?,市场特色,Market Characteristics,内部平衡,Internal Equity,外部竞争力,External Competitiveness,治理概念,Management Philosophy,治理资源吧，供给海量治理资料免费下载！,$,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?,治理资源吧，供给海量治理资料免费下载！,
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