Mercer华为薪酬方案

,*,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:,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,Shanghai Manufacturing WOFE(2),Dataas atApril 1999,貴公司以及,市,市場比較,YourCompany vstheMarket 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,線,Yourcompany trendline,RMB,Position Class,貴公司以及,市,市場比較,YourCompany vstheMarket Comparison,年初年,中,中年末,StartYearMidEndYear,年初年,中,中年末,StartYearMidEndYear,LAG,落,后,后,LEAD,领,先,先,LEAD-LAG,落,后,后-,领,领,先,先,之,之,间,间,基,本,本,薪,薪,金,金,政,政,策,策,BasePayPolicy,1320,1100,900,1200,1000,800,1320,1100,800,1320,1100,800,建,立,立,竞,竞,争,争,工,工,资,资,DevelopCompetitiveSalaries,RMB,Grade,PC,4142434445464748495051525354555657,GradeorPositionClass,一,个,个,等,等,级,级=,一,一,个,个,标,标,准,准,工,工,资,资,OneGrade=OneReferenceSalary,标,准,准,工,工,资,资=,竞,竞,争,争,报,报,酬,酬=,招,招,聘,聘,标,标,准,准,ReferenceSalary=CompetitivePay=RecruitmentStandard,利,用,用,幅,幅,度,度,制,制,定,定,工,工,资,资,架,架,构,构,DevelopSalaryStructurewithRanges,abc=Mid-PointProgression,中,点,点,增,增,加,加,率,率,a1-a2=,b1-b2=RangeSpread,幅,度,度,c1-c2=,Question,:,Howmuchshouldbethemid-pointprogression(%)betweengrades?,Howwideshouldtherangesbe?,Howmuchshouldtherangeoverlap?,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,工,工资,EstablishMinimum,定最高,工,工资,EstablishMaximum,定最低,工,工资,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,工资,EstablishingMaximum,最高,最,最,低,低,幅,幅度,Maximum=Minimumx(1+Range),=Rmb800 x(1+50%),=Rmb800 x1.5,=Rmb1,200,幅度,Range=MinimumRmb 800,最低,Mid-PointRmb 1,000,中点,Maximum Rmb1,200,最高,1+50%,=1+,=1+(0.5),=1.5,50,100,(,(,中点增,加,加率,Mid-PointProgression,Gradual,逐渐的,Moderate,稳健的,Steep,陡斜的,10%,10%,15%,15%,30%,30%,More grades,多级别,Less grades,少级别,幅度重,叠,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,叠,叠,50%,jump eachpromotion,每晋升,增,加,加,50%,Bigoverlap,大部分,重,重叠,12.5%,jump eachpromotion,每晋升,增,加,加,12.5%,Rangeoverlap,重叠部,分,分,=67%,1,200-900300,1,350-900450,=67%,Moderateoverlap,适度重,叠,叠,25%,jump eachpromotion,每晋升,增,加,加,25%,Rangeoverlap,重叠部,分,分,=40%,1,200-1,000200,1,500-1,000500,=40%,RMB,RMB,RMB,幅度重,叠,叠,RangeOverlap(2),Howmuch?,多少,一个级,别,别的幅,度,度一般,不,不超过,三,三个其,他,他级别,的,的重叠,Therangespanofanyone grade shouldnotoverlapmuch morethanthreeothergrades,幅度的,重,重要性,SignificanceofSalary Range,Q4,Q2,Q3,Q1,中点=竞,争,争性工,资,资,Mid-Point=CompetitivePay,Maximum,最高点,Minimum,最低点,一般期,望,望=,标,标准,工,工资,StandardExpectation=ReferenceSalary,-Performance,工作表,现,现,-,Competencies,技能,-,Yearsinservice,服务年,期,期,多少结,构,构,HowManyStructures?,市场特,色,色,MarketCharacteristics,内部平,衡,衡,InternalEquity,外部竞,争,争力,ExternalCompetitiveness,管理概,念,念,Management Philosophy,$,中值前,进,进,mid-pointprogression,ReferenceSalary,标准工,资,资,Grades,等级,超过/,低,低过,工,工资幅,度,度,OversandUnders,用什么,策,策略?,What Strategies?,演讲完,毕,毕，谢,谢,谢观看,！,！,