咨询师的薪酬手册

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,*,The Compensation Handbook,Lance A Berger,Dorothy R Berger,Alignment model.,BUSINESS,CLASSIFICATION,STRATEGIES,GROW,Market share Growth,Price to buy share,Produce development,Expand manufacturing sales force&distribution system,Marketing,Market share,Capitalized ROI,Relative quality,Relative price,Flat,Decentralized,Fewer staff functions,Utilize leading technologies,Plan information system expansion,Recruit,Minimize training,Incentive is“fast”career growth,High-level training,Culture:high energy,Risk seeking,Venturesome,Innovation/opportunistic,Volatile,Maximum participation,Flexible ranges,High incentives,Equity oriented,High competitive level total compensation,Long range orientation,EARN,Market share retention,Optimize margins,Differentiate products,Segment markets,Optimize value chain,Operating,Marketing expenses/sales,R&D expenses/sales,Value added/employee,Limited centralization,Hold staff size,Consider end-to-end solutions,Create continuous improvement loops,Retain,Selective job training/hiring,Job competition is the incentive,Intermediate focus,Culture:motivational,Risk accepting,Progressive,Creative,Stable,Strongly participative,Balanced mix of bonus/incentive,Long-range plan:moderate,Medium competitive level total compensation,HARVEST,Profit vs.,market focus,Hold price/margin,Decrease capacity,Shrink sales force,Increase efficiency,Financial,ROI,Net cash flow/inventory,Gross margin/sales,Sales/assets,Functional,Facilities reduction,Increasing centralization,Reduction in staff functions,Introduce reengineering,Hold training,Staff reduction,Motivation:security,Short-term focus,Culture:efficiency,Risk averse,Conservative,Pragmatic,Efficient,Participative,Cost control,Tight incentives,short-term oriented,Minimize long-range plans,Reduce competitive level total compensation,Goals,Measures,Strategy,Strategy,Risk Orientation,Strategy,OPERETIONS,CULTURE,COMPENSATION,1.The role of compensation in corporate transformation,Customizing a compensation system.,Highly and widely personalized,Moderately flexible packages,Selective personalization,Highly standardized packages,Low,Medium,High,Availability of talent,High,Growth of industry,Medium,Low,1.The role of compensation in corporate transformation,Business situation and pay techniques.,Business situation/pay techniques,High cyclicality,Emerging business,Financial difficulty,Inflated wages,Controlling turnover,Down-sizing,Culture change,Simulate entrepre-eurship,Frequent job content shifts,Profit sharing,xxxxxx,xx,xxx,xxxxxx,xx,Subjective Perf.Bonus,xxxxxx,xxx,xx,Opportunity/Gain share,xxxxxx,xxxxxx,xxxxxx,xxx,Group/Team incentive,xxxxxx,xxxxxx,xxx,Individual incentive,xxx,xxx,xxxxxx,xxxxxx,Key contributor programs,xx,xxxxxx,xxxxxx,xxxxxx,xx,xxx,Competency,knowledge or skill-based pay,xxxxxx,xxx,xxxxxx,Broadbanding,xxx,xxx,xxxxx,xxxxxx,xxxx,Long-term plans,xx,xxxxxx,xxxxxx,xxxxxx,xxxxxx,Pay cuts,xxxxxx,xxxxxx,xxx,Pay freeze,xxxxxx,xxxxxx,xxxxxx,Two-Tiered Pay System*,xxxxxx,xxxxxx,Lump Sum in Lieu of Increase,xxxxxx,xxxxxx,Extended Pay Review Intervals,xxxxxx,xxxxxx,Work-Life,xxxxxx,xxxxxx,xxxxxx,Non-Monetary,xxx,xxx,xxx,xxxxx,xxxxxx,xxxx,Xs indicate the effectiveness of the technique,*New employee at lower rate than current employees,1.The role of compensation in corporate transformation,Pay techniques:descriptive matrix,Pay technique,How does this technique work?,What business situations lead companies to consider this technique?,What conditions are important for this technique to succeed?,What are the risks of using this technique?,Profit sharing,Share the profit once-a-year.,Profit can be taken as:,-Cash/stock,-Deferred for retirement,-Split between options above,Promotes employee involvement in improving profits.,Underachieving financial performance.,Need to lower relative labor costs.,Desire to create of common fate.,Shift from entitlement mentality to performance.,Quality orientation.,Sense of common fate.,Management credibility/trust.,Employee involvement/participation.,Open communications.,“Accurate”financial statements.,Profitable years are rare.,Employee view plan as a benefit.,Link between individual payout and organization performance is weak.,Expectation are not met.,Management uses the plan as a low pay supplement.,Application is forced.,Employees focus on short-term results.,Uncontrollable factors exist(adversely impact profits).,Subjective Performance Bonus,Unexpected bonuses.,Intent is to“present”behavioral models AXZto the organization.,Rapid change.,Trust,support,and commitment on everyones part.,Good communications.,Use of reinforcement in addition to other alternative rewards.,Credible performance.,Credible management judges.,Sound communication system.,Weak selection.,Poor communications.,Inequity of awards.,Does not inspire most employees.,1.The role of compensation in corporate transformation,Pay techniques:descriptive matrix,Pay technique,How does this technique work?,What business situations