华为薪酬设计方案课件

1、 Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案1 Pay Email: Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案2 設定薪酬結構 Developing Salary Structure Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案3 設定薪酬結構之考慮因素 Developing Salary Structure- Considerations oBase

2、 Pay Policy 基本薪酬政策 oDecide Competitive Reference Salary 決定具有競爭性的標準工資 oDecide Salary Ranges 制定工資幅度 oRange Overlap 幅度重疊 oSignificance of Salary Range 工資幅度的重要性 oHow many structures? 多少個結構? oOvers and Unders高出/底於工資幅度 Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案4 薪薪 酬酬 政政 策策 Compensatio

3、n Policy $ Grade 级级 别别 标标 准准 工工 资资 Reference Salary 定下最经济的标准工资以支付公司架构图 Define the most economic reference salary to pay for the organization chart 建立最少增加幅度之标准工资 Establish the smallest possible increase of reference salary Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案5 中國市場數據中國市場數據 M

4、arket Data on China - 上海製造業上海製造業 Shanghai Manufacturing WOFE (1) Data as at April 1999 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 41 43 45 47 49 51 53 55 57 59 90百分比 90th Percentile 75百分比 75th Percentile 中位數 Median 25百分比 25th Percentile 10百分比 10th Percentile RMB Position Class

5、Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案6 中國市場數據中國市場數據 Market Data on China - 上海製造業上海製造業 Shanghai Manufacturing WOFE (2) Data as at April 1999 Position Class No. of Obs. Yr of Exp Regressed 10th Percentile Regressed 25th Percentile Regressed Median Regressed 75th Percentile Reg

6、ressed 90th PercentileActual Mean Actual Median 415312,329 13,806 15,628 20,164 27,759 15,509 16,606 4217314,077 15,925 18,272 23,383 31,768 19,044 20,056 4341616,073 18,369 21,363 27,116 36,356 22,114 23,400 4432618,352 21,189 24,978 31,445 41,607 23,803 24,298 4547820,954 24,441 29,203 36,465 47,6

7、15 29,904 30,000 4646623,924 28,192 34,144 42,286 54,492 32,685 33,161 4759527,316 32,519 39,921 49,036 62,362 43,131 43,680 4858431,189 37,510 46,675 56,865 71,368 48,467 48,942 4959535,611 43,267 54,571 65,942 81,676 58,325 58,265 5054540,660 49,908 63,804 76,470 93,471 54,821 55,566 5164446,425 5

8、7,568 74,599 88,677 106,971 59,268 58,600 5259553,007 66,404 87,219 102,834 122,419 74,535 73,410 5357560,522 76,596 101,975 119,250 140,099 96,645 97,136 5428669,103 88,352 119,228 138,287 160,333 113,331 104,250 5539678,900 101,913 139,399 160,364 183,488 129,435 124,800 5623890,087 117,555 162,98

9、4 185,964 209,988 185,869 162,500 57109102,859 135,598 190,558 215,652 240,315 226,892 212,079 58129117,443 156,410 222,797 250,079 275,022 245,599 215,615 59415134,094 180,416 260,490 290,002 314,741 254,505 255,075 60210153,105 208,108 304,561 336,298 360,196 443,284 443,284 Copyright Mercer Execu

10、tive Resources Consulting, Asia 华为薪酬设计方案7 貴公司以及市場比較 Your Company vs the Market Comparison 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 4142 4344 4546 4748 4950 5152 5354 5556 5758 5960 Your Company Trendline Regressed 25th Percentile Regressed Median Regressed 75th Percentile 75百

11、分比 75th Percentile 中位數 Median 25百分比 25th Percentile 貴公司回歸線 Your company trendline RMB Position Class Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案8 貴公司以及市場比較 Your Company vs the Market Comparison Position Class Your Company Trendline Regressed 25th PercentileRegressed Median Regress

12、ed 75th PercentileP25P50P75 4114,526 13,806 15,628 20,164 5%-7%-28% 4217,023 15,925 18,272 23,383 7%-7%-27% 4319,949 18,369 21,363 27,116 9%-7%-26% 4423,378 21,189 24,978 31,445 10%-6%-26% 4527,397 24,441 29,203 36,465 12%-6%-25% 4632,107 28,192 34,144 42,286 14%-6%-24% 4737,626 32,519 39,921 49,036

13、 16%-6%-23% 4844,094 37,510 46,675 56,865 18%-6%-22% 4951,673 43,267 54,571 65,942 19%-5%-22% 5060,556 49,908 63,804 76,470 21%-5%-21% 5170,965 57,568 74,599 88,677 23%-5%-20% 5283,164 66,404 87,219 102,834 25%-5%-19% 5397,460 76,596 101,975 119,250 27%-4%-18% 54114,213 88,352 119,228 138,287 29%-4%

14、-17% 55133,846 101,913 139,399 160,364 31%-4%-17% 56156,854 117,555 162,984 185,964 33%-4%-16% 57183,818 135,598 190,558 215,652 36%-4%-15% 58215,416 156,410 222,797 250,079 38%-3%-14% 59252,445 180,416 260,490 290,002 40%-3%-13% 60295,840 208,108 304,561 336,298 42%-3%-12% Deviation fromMarket Data

15、 Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案9 年初年中年末 Start YearMid End Year 年初年中年末 Start YearMid End Year LAG 落后 LEAD 领先 LEAD-LAG 落后-领先之间 基本薪金政策基本薪金政策 Base Pay Policy 1320 1100 900 1200 1000 800 1320 1100 800 1320 1100 800 Copyright Mercer Executive Resources Consulting, Asia 华为薪酬

16、设计方案10 建 立 竞 争 工 资 Develop Competitive Salaries 0 50000 100000 150000 200000 250000 1234567891011121314151617 RMB Grade PC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 Grade or Position Class 一 个 等 级 = 一 个 标 准 工 资 One Grade = One Reference Salary 标 准 工 资 = 竞 争 报 酬 = 招 聘 标 准 Reference Salary = C

17、ompetitive Pay = Recruitment Standard C RG PCRmb 4112893 4215349 4318274 4421756 4525901 4630837 4736713 4843708 4952037 5067146 5179940 5295174 53113308 54134899 55160604 56191206 57227640 Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案11 利用幅度制定工资架构 Develop Salary Structure with Rang

18、es 0 5000 10000 15000 20000 25000 30000 35000 40000 45000 abcde abc = Mid-Point Progression 中点增加率 a1 - a2 = b1 - b2 = Range Spread 幅度 c1 - c2 = Question: How much should be the mid-point progression (%) between grades? How wide should the ranges be? How much should the range overlap? Grade RMB Copyr

19、ight Mercer Executive Resources Consulting, Asia 华为薪酬设计方案12 制定幅度 Developing Salary Range 由中点开始 (或标准工资) oStart with Mid-Point (or Reference Salary) 决定幅度 oDecide Range Spread 定最低工资 oEstablish Minimum 定最高工资 oEstablish Maximum Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案13 定最低工资 Establ

20、ishing Minimum 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 Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案14 定最高工资定最高工资 Establishing Maximum 最高最低 幅度 Maximum=Mi

21、nimum x (1 + Range) =Rmb 800 x (1 + 50%) =Rmb 800 x 1.5 =Rmb 1,200 幅度 Range=Minimum Rmb 800 最低 Mid-Point Rmb 1,000 中点 Maximum Rmb 1,200 最高 1 + 50% = 1 + = 1 + (0.5) = 1.5 50 100 ( ( Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案15 中点增加率 Mid-Point Progression Gradual 逐渐的 Moderate 稳健的

22、Steep 陡斜的 10% 10% 15% 15% 30% 30% More grades 多级别 Less grades 少级别 Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案16 幅度重叠幅度重叠 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 1,00

23、0 1,250 1,563 1,875 Grade No overlap 没有重叠 50% jump each promotion 每晋升, 增加 50% Big overlap 大部分重叠 12.5% jump each promotion 每晋升, 增加 12.5% Range overlap 重叠部分= 67% 1,200 - 900 300 1,350 - 900 450 = = 67% Moderate overlap 适度重叠 25% jump each promotion 每晋升, 增加 25% Range overlap 重叠部分 = 40% 1,200 - 1,000 200 1,500 - 1,000 500 = = 40% RMB RMB RMB Copyright Mercer Executive Resources Consulting, Asia 华为薪酬设计方案17 幅度重叠 Range Overlap (2) How much ? 多少 一个级