华为薪酬

,*,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 ExecutiveResources Consulting(MERC),Tel:852-2115 2088;Email:,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,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,定,幅,幅,度,度,DevelopingSalaryRange,由,中,中,点,点,开,开,始,始(,或,或,标,标,准,准,工,工,资,资),StartwithMid-Point(orReferenceSalary),决,定,定,幅,幅,度,度,DecideRangeSpread,定,最,最,低,低,工,工,资,资,EstablishMinimum,定,最,最,高,高,工,工,资,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,！,！,