人力資源薪酬設計方案

,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Pay& Reward,for,Huawei Technologies,Co., Ltd.,設定薪酬,結,結構,Developing Salary Structure,設定薪酬,結,結構之考,慮,慮因素,Developing Salary Structure-Considerations,BasePayPolicy,基本薪酬,政,政策,Decide Competitive ReferenceSalary,決定具有,競,競爭性的,標,標準工資,Decide Salary Ranges,制定工資,幅,幅度,Range Overlap,幅度重疊,SignificanceofSalary Range,工資幅度,的,的重要性,Howmanystructures?,多少個結,構,構?,Overs and Unders,高出/底,於,於工資幅,度,度,薪 酬,政,政 策,CompensationPolicy,$,Grade,级 别,标 准,工,工 资,Reference,Salary,定下最经,济,济的标准,工,工资以支,付,付公司架,构,构图,Define the mosteconomicreference salary topayfortheorganization chart,建立最少,增,增加幅度,之,之标准工,资,资,Establish the smallest possibleincreaseofreference salary,中國市場,數,數據,Market Dataon China-,上海製造,業,業,ShanghaiManufacturing WOFE(1),Dataasat April1999,90百分,比,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,PositionClass,中國市場,數,數據,Market Dataon China-,上海製造,業,業,ShanghaiManufacturing WOFE(2),Dataasat April1999,貴公司以,及,及市場比,較,較,YourCompanyvstheMarket Comparison,75,百分比,75,th Percentile,中位數,Median,25,百分比,25,th Percentile,貴公司回,歸,歸線,Yourcompanytrendline,RMB,PositionClass,貴公司以,及,及市場比,較,較,YourCompanyvstheMarket Comparison,年初,年,年中,年,年末,Start YearMidEndYear,年初,年,年中,年,年末,Start YearMidEndYear,LAG,落后,LEAD,领先,LEAD-LAG,落后-领,先,先之间,基本薪金,政,政策,BasePayPolicy,1320,1100,900,1200,1000,800,1320,1100,800,1320,1100,800,建 立,竞,竞 争,工,工 资,DevelopCompetitiveSalaries,RMB,Grade,PC,4142434445464748495051525354555657,Grade orPosition Class,一 个,等,等 级= 一,个,个,标,标 准,工,工 资,OneGrade =OneReference Salary,标 准,工,工 资=,竞,竞 争,报,报 酬=,招,招 聘,标,标 准,Reference Salary= Competitive Pay =RecruitmentStandard,利用幅度,制,制定工资,架,架构,DevelopSalary Structurewith Ranges,abc =Mid-PointProgression,中点增加,率,率,a1- a2=,b1- b2=RangeSpread,幅度,c1- c2=,Question,:,Howmuchshouldbe the mid-pointprogression(%)betweengrades?,Howwideshouldtheranges be?,Howmuchshouldtherange overlap?,Grade,RMB,制定幅度,Developing Salary Range,由中点开,始,始 (或,标,标准工资),Start with Mid-Point(orReference Salary),决定幅度,Decide RangeSpread,定最低工,资,资,Establish Minimum,定最高工,资,资,Establish Maximum,定最低工,资,资,EstablishingMinimum,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,定最高工,资,资,EstablishingMaximum,最高,最,最低,幅,幅度,Maximum=Minimum x(1 +Range),=Rmb 800 x(1 +50%),=Rmb 800 x1.5,=Rmb 1,200,幅度,Range=MinimumRmb800,最低,Mid-Point Rmb 1,000,中点,MaximumRmb1,200,最高,1 + 50%,= 1 +,= 1 + (0.5),= 1.5,50,100,(,(,中点增加,率,率,Mid-Point Progression,Gradual,逐渐的,Moderate,稳健的,Steep,陡斜的,10%,10%,15%,15%,30%,30%,Moregrades,多级别,Lessgrades,少级别,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%,jumpeach promotion,每晋升,增,增加,50%,Bigoverlap,大部分重,叠,叠,12.5%,jumpeach promotion,每晋升,增,增加,12.5%,Range overlap,重叠部分,= 67%,1,200 -900300,1,350 -900450,= = 67%,Moderateoverlap,适度重叠,25%,jumpeach promotion,每晋升,增,增加,25%,Range overlap,重叠部分,= 40%,1,200 -1,000200,1,500 -1,000500,= = 40%,RMB,RMB,RMB,幅度重叠,Range Overlap (2),Howmuch?,多少,一个级别,的,的幅度一,般,般不超过,三,三个其他,级,级别的重,叠,叠,Therange span of any one gradeshould not overlap muchmorethan threeother grades,幅度的重,要,要性,SignificanceofSalary Range,Q4,Q2,Q3,Q1,中点 =,竞,竞争性,工,工资,Mid-Point =CompetitivePay,Maximum,最高点,Minimum,最低点,一般期望= 标,准,准工资,StandardExpectation=Reference Salary,- Performance,工作表现,-,Competencies,技能,-,Years inservice,服务年期,多少结构,HowManyStructures?,市场特色,Market Characteristics,内部平衡,InternalEquity,外部竞争,力,力,ExternalCompetitiveness,管理概念,Management Philosophy,$,中值前进,mid-point progression,Reference Salary,标准工资,Grades,等级,超过/低,过,过 工资,幅,幅度,Overs and Unders,用什么策,略,略?,WhatStrategies?,