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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: enskcrg,設定薪酬結,構,構,DevelopingSalary Structure,設定薪酬結,構,構之考慮因,素,素,DevelopingSalary Structure- Considerations,BasePay Policy,基本薪酬政,策,策,Decide Competitive Reference Salary,決定具有競,爭,爭性的標準,工,工資,Decide Salary Ranges,制定工資幅,度,度,RangeOverlap,幅度重疊,Significance ofSalary Range,工資幅度的,重,重要性,How many structures?,多少個結構?,OversandUnders,高出/底於,工,工資幅度,薪 酬 政,策,策,Compensation Policy,$,Grade,级 别,标 准 工,资,资,Reference,Salary,定下最经济,的,的标准工资,以,以支付公司,架,架构图,Define themosteconomicreferencesalary topay for the organizationchart,建立最少增,加,加幅度之标,准,准工资,Establishthe smallest possible increaseof reference salary,中國市場數,據,據,Market Data onChina-,上海製造業,Shanghai Manufacturing WOFE (1),Dataas atApril 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,中國市場數,據,據,Market Data onChina-,上海製造業,ShanghaiManufacturingWOFE(2),DataasatApril1999,貴,公,公,司,司,以,以,及,及,市,市,場,場,比,比,較,較,YourCompanyvstheMarketComparison,75,百,分,分,比,比,75,thPercentile,中,位,位,數,數,Median,25,百分比,25,thPercentile,貴公司,回,回歸線,Your companytrendline,RMB,PositionClass,貴公司,以,以及市,場,場比較,Your Companyvsthe MarketComparison,年初,年,年中,年,年,末,末,StartYearMidEndYear,年初,年,年中,年,年,末,末,StartYearMidEndYear,LAG,落后,LEAD,领先,LEAD-LAG,落后-,领,领先之,间,间,基本薪,金,金政策,Base PayPolicy,1320,1100,900,1200,1000,800,1320,1100,800,1320,1100,800,建 立,竞,竞,争,争 工,资,资,Develop Competitive Salaries,RMB,Grade,PC,4142434445464748495051525354555657,GradeorPositionClass,一 个,等,等,级,级 =,一,一,个,个,标,标,准,准 工,资,资,OneGrade=OneReference Salary,标 准,工,工,资,资 =,竞,竞 争,报,报,酬,酬=,招,招 聘,标,标,准,准,ReferenceSalary =CompetitivePay =RecruitmentStandard,利用幅,度,度制定,工,工资架,构,构,Develop SalaryStructurewithRanges,abc=Mid-Point Progression,中点增,加,加率,a1-a2=,b1-b2=RangeSpread,幅度,c1-c2=,Question,:,Howmuchshouldbethe mid-pointprogression(%)betweengrades?,Howwideshouldthe rangesbe?,Howmuchshouldthe range overlap?,Grade,RMB,制定幅,度,度,Developing SalaryRange,由中点,开,开始(或标,准,准工资),Startwith Mid-Point(orReference Salary),决定幅,度,度,DecideRangeSpread,定最,低,低工,资,资,EstablishMinimum,定最,高,高工,资,资,EstablishMaximum,定最,低,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,高工,资,资,EstablishingMaximum,最高,最,最,低,低,幅,幅度,Maximum=Minimumx(1+Range),=Rmb800x(1+50%),=Rmb800x1.5,=Rmb1,200,幅度,Range=MinimumRmb800,最低,Mid-PointRmb1,000,中点,MaximumRmb1,200,最高,1 + 50%,= 1 +,= 1 + (0.5),= 1.5,50,100,(,(,中点,增,增加,率,率,Mid-PointProgression,Gradual,逐渐,的,的,Moderate,稳健,的,的,Steep,陡斜,的,的,10%,10%,15%,15%,30%,30%,Moregrades,多级,别,别,Lessgrades,少级,别,别,幅度,重,重叠,RangeOverlap,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,Nooverlap,没有,重,重叠,50%,jumpeachpromotion,每晋,升,升,增,增,加,加,50%,Bigoverlap,大部,分,分重,叠,叠,12.5%,jumpeachpromotion,每晋,升,升,增,增,加,加,12.5%,Rangeoverlap,重叠,部,部分,=67%,1,200-900300,1,350-900450,= = 67%,Moderateoverlap,适度,重,重叠,25%,jumpeachpromotion,每晋,升,升,增,增,加,加,25%,Rangeoverlap,重叠,部,部分,=40%,1,200-1,000200,1,500-1,000500,= = 40%,RMB,RMB,RMB,幅度,重,重叠,RangeOverlap(2),Howmuch?,多少,一个,级,级别,的,的幅,度,度一,般,般不,超,超过,三,三个,其,其他,级,级别,的,的重,叠,叠,Therangespanofanyonegradeshouldnotoverlapmuchmorethanthreeothergrades,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?,
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