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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,薪酬管理 Compensation Management,第十二章 薪酬治理,CHP12 Compensation Management,11/23/2024,1,每一个酬劳成分都有其潜在的战略影响。,工作环境/质量,工作,责任/参与,培训/,未,来的发展,成就/表扬,汽车,俱乐部,健身,退休金,健康保险,有薪假,法定假,股票,分红,年度奖,奖金,基本工资,小时工资,情感/机会,的回报,津贴,福利,长期激励,可变的短期激励,基本现金,总的回报,总的报酬,总现金,内在价值或动机,可以以财务支出的所有东西,总的直接报酬,一般形式,报酬成分,薪资一揽子解决方案,2,Rewards&Compensation,酬劳reward：员工从企业那里得到的作为个人奉献回报的他认为有价值的各种东西,报酬,内在报酬,外在报酬,财务报酬,非财务报酬,直接报酬,间接报酬,薪酬,3,Employee compensation,雇员薪酬,All forms of pay or rewards going to employees and arising from their employment.,Direct financial payments,Pay in the form of wages,salaries,incentives,commissions,and bonuses.,Indirect financial payments,Pay in the form of financial benefits such as insurance.,4,薪酬治理：企业在经营战略和进展规划的指导下，综合考虑内外部各种因素的影响，确定自身的薪酬水平、薪酬构造和薪酬形式，并进展薪酬调整和薪酬掌握的整个过程。,5,Corporate Policies,Competitive Strategy,and Compensation公司政策、竞争战略与薪酬,Aligned reward strategy整体性薪酬战略,The employers basic task is to create a bundle of rewardsa total reward packagespecifically aimed at eliciting the employee behaviors the firm needs to support and achieve its competitive strategy.,组织的根本任务是创立一揽子的酬劳方案如何利用酬劳打算引发雇员作出组织所需要的行为,6,Developing an Aligned Reward Strategy,Questions to Ask:,1.What are our companys key success factors?What must our company do to be successful in fulfilling its mission or achieving its desired competitive position?,2.What are the employee behaviors or actions necessary to successfully implement this competitive strategy?,3.What compensation programs should we use to reinforce those behaviors?What should be the purpose of each program in reinforcing each desired behavior?,4.What measurable requirements should each compensation program meet to be deemed successful in fulfilling its purpose?,5.How well do our current compensation programs match these requirements?,7,Compensation Policy Issues,Pay for performance,Pay for seniority,The pay cycle,Salary increases and promotions,Overtime and shift pay,Probationary pay,Paid and unpaid leaves,Paid holidays,Salary compression,Geographic costs of living differences,A salary inequity problem,generally caused by inflation,resulting in longer-term employees in a position earning less than workers entering the firm today,.,8,影响薪酬治理的主要因素,企业外部因素,企业内部因素,员工个人因素,国家的法律法规,物价水平,劳动力市场的状况,其他企业的薪酬状况,企业的经营战略,企业的进展阶段,员工所处的职位,员工的绩效表现,员工的工作年限,9,企业薪酬和策略和企业进展战略的关系,发展战略,企业发展阶段,薪酬策略,薪酬水平,薪酬结构类型,性质,薪酬结构,以投资促进发展,合并或迅速发展阶段,以业绩为主,高于平均水平的薪酬与高、中等个人绩效奖结合,高弹性,以绩效为导向,保持利润与保护市场,正常发展至成熟阶段,薪酬管理技巧,平均水平的薪酬与中等个人、班组或企业绩效奖相结合,高弹性,以绩效为导向,高稳定,年功工资,折衷,以能力为导向、以工作为导向、组合薪酬,收获利润并向别处投资,无发展阶段或衰退阶段,着重成本控制,低于平均水平水平的薪酬与刺激成本控制的适当奖励相结合,高弹性,以能力为导向、,折衷,以工作为导向、组合薪酬,10,有效薪酬治理的原则,合法性,公正性,准时性,经济性,动态性,11,根本薪酬设计的程序,确定薪酬战略,进行岗位评价,薪酬调查,设计薪资结构,分级、定薪,控制与管理,行业分析,企业状况分析,竞争对手分析,评估现行薪资状况,行业薪酬状况,绘制薪酬曲线,确定公司薪酬曲线,人力成本分析,员工满意度分析,工作绩效分析,12,请思考：,在同一企业内，如何比较安排起重工、焊工、保安和冲床工的工资？,13,薪酬设计步骤之一：确定薪酬战略,高于市场水平？持平？低于？,企业文化与薪酬战略的匹配？,高工资低福利？还是低工资高福利？,薪酬的偏向？,薪酬的竞争优势？,14,薪酬设计步骤之二：工作评价,Job evaluation工作评价,A systematic comparison done in order to determine the worth of one job relative to another,对各种职位进展正式的、系统的相互比较的过程，通过这一过程可以确定一种职位相当于其他职位的价值，从而最终以此来确定工资或薪资的构造等级。,.,评价时的参照系,方法的性质,非量化的方法,量化的方法,其他的职位,既定的尺度,排序法 ranking method,要素比较法 factor comparison,归类法job classification,记点法point method,15,1.直接排序法,排列者必需生疏全部岗位,将相对价值中最高与最低的岗位选择出来，作为凹凸界限的标准；,在此限度内将全部的岗位，按其性质与难易程度即相对价值 逐一排列，显示岗位与岗位之间的凹凸差异。,16,将全部工作岗位成对地加以比较，价值较高者可得分，最终相加，按分数凹凸顺排列划定职务等级。,2.成对排列法,0,4,2,1,3,5,总分,6,-,-,-,-,-,F,2,+,+,+,+,-,E,4,+,-,+,-,-,D,5,+,-,-,-,-,C,3,+,-,+,+,-,B,1,+,+,+,+,+,A,排序,F,E,D,C,B,A,岗位,比较方,被比较方,17,Raters categorize jobs into groups or classes of jobs that are of roughly the same value for pay purposes.,职位分类法是评价者将工作划分成一个个具有类似薪酬目标的职位群或职位类。,Classes contain similar jobs.,职级中包括类似的工作,Grades are jobs that are similar in difficulty but otherwise different.,职等中包括的工作在完成的困难程度上是类似的，但在其他方面却不同。,3Job classification,18,确定岗位类别的数目,定义岗位级别,确定各岗位级别,设定薪酬等级,可分为管理工作类、事务工作类、技术工作类及营销工作类等,对各岗位类别的各个级别进行明确定义。形成标准,将被评价岗位与所设定的等级标准进行比较，将它们定位在合适的岗位类别中合适的级别上,岗位等级对应薪酬等级,19,A quantitative technique that involves:,Identifying the degree to which each compensable factors are present in the job.,Awarding points for each degree of each factor.,Calculating a total point value for the job by adding up the corresponding points for each factor.,4 要素记点法,Point method,20,1.确定酬劳要素,2.确定要素等级,工作责任、工作技能、努力程度、工作条件等,对酬劳要素和各个等级的含义作出清晰界定。,3.确定各要素及各要素等级的点值,1要素点值=总点值本要素权重，如500 25%=125点,2各等级点值级差=要素点值级别，然后等差分成个级别点值。如125 5级=25点，则分别为,权重,1级,2级,3级,4级,5级,心理,25%,25,50,75,100,125,身体要求,20%,技术,10%,4.进展评价,21,Each job is ranked several timesonce for each of several compensable factors.,The rankings for each job are combined into an overall numerical rating for the job.,5 要素比较法,Factor comparison,22,确定薪酬要素,选择关键基准岗位,将关键岗位排序,确定岗位工资率,按工资率排序,剔除非关键岗位,确定岗位薪酬等级,使,用,岗,位,比,较,等,级,要素比较法是比较准确和简单的岗位评价方法之一。它通过依据不同的薪酬要素屡次对岗位排序，然后再综合考虑每一个岗位的序列等级，并得出一个加权的序列值，最终确定岗位序列。,23,心理要求,身体要求,技术要求,责任,工作条件,工资,总额,焊工,1,4,1,1,2,起重,3,1,3,4,4,冲床,2,3,2,2,3,保安,4,2,4,3,1,依据薪酬要素将关键岗位排序。以工作说明书中的岗位描述为基准，由评价小组每个成员分别按不同要素逐个岗位排序，然后再开会合议每个岗位的序列值。,24,心理要求,身体要求,技术要求,责任,工作条件,工资,总额,焊工,245,(25),88,
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